traslation

There are many aspects of CRM which were mistakenly thought to be capable of being implemented in isolation from each other. [3]

From the outside of the organization, a customer experiences the business as one entity operating over extended periods of time. Thus piecemeal CRM implementation can come across to the customer as unsynchronized where employees and web sites and services are acting independently of one another, yet together represent a common entity.

CRM is the philosophy, policy and coordinating strategy connecting different players within an organization so as to coordinate their efforts in creating an overall valuable series of experiences, products and services for the customer.

The different players within the organization are in identifiable groups:
Customer Facing Operations - The people and the technology support of processes that affect a customer's experience at the frontline interface between the customer and the organization. This can include face to face, phone, IM, chat, email, web and combinations of all medium. Self-service kiosk and web self-service are doing the job of vocals and they belong here.
Internal Collaborative Functional Operations - The people and technology support of processes at the policy and back office which ultimately affect the activities of the Customer Facing Operations concerning the building and maintaining of customer relationships. This can include IT, billing, invoicing, maintenance, planning, marketing, advertising, finance, services planning and manufacturing.
External Collaboration functions - The people and technology support of processes supporting an organization and its cultivation of customer relationships that are affected by the organization's own relationship with suppliers/vendors and retail outlets/distributors. Some would also include industry cooperative networks, e.g. lobbying groups, trade associations. This is the external network foundation which supports the internal Operations and Customer facing Operations.
Customer Advocates and Experience Designers - Creative designers of customer experience that meet customer relationship goals of delivering value to the customer and profit to the organization (or desired outcomes and achievement of goals for non-profit and government organizations)
Performance Managers and Marketing Analysts - Designers of Key Performance Indicators and collectors of metrics and data so as to execute/implement marketing campaigns, call campaigns, Web strategy and keep the customer relationship activities on track. This would be the milestones and data that allow activities to be coordinated, that determine if the CRM strategy is working in delivering ultimate outcomes of CRM activities: market share, numbers and types of customers, revenue, profitability, intellectual property concerning customers preferences.
Customer and Employee Surveyors and Analysts - Customer Relationships are both fact driven and impression driven - the quality of an interaction is as important as the information and outcome achieved, in determining whether the relationship is growing or shrinking in value to the participants.

Software crm

La administración de la relación con los clientes CRM es parte de una estrategia de negocio centrada en el cliente. Una parte fundamental de su idea es, precisamente, la de recopilar la mayor cantidad de información posible sobre los clientes, para poder dar valor a la oferta. La empresa debe trabajar para conocer las necesidades de los mismos y así poder adelantar una oferta y mejorar la calidad en la atención.

Cuando hablamos de mejorar la oferta nos referimos a poder brindarles soluciones a los clientes que se adecuen perfectamente a sus necesidades, y no como rezan muchos opositores a esta disciplinas generarles nuevas necesidades.

Por lo tanto, el nombre CRM hace referencia a una estrategia de negocio basada principalmente en la satisfacción de los clientes, pero también a los sistemas informáticos que dan soporte a esta estrategia.

Hoy existen muchos sistemas que automatizan el control de la relación con el cliente, y permiten mantener todas las herramientas comerciales a disposición del operador, que no necesariamente deberá ser un telemarketer (persona que opera los sistemas de este tipo), aunque esta persona es quién más contacto tiene con sistemas de este tipo. Los sistemas CRM no simpre están relacionados con el telemarketing, en cambio el telemarketing indefectiblemente está relacionado con los sistemas CRM, a modo de ejemplo podemos ver el avance de nuevas tecnologías donde el Blootooh puede tener una relación directa con un teléfono mólvil de un cliente y facilitar el proceso de venta dentro de una radio sin acudir a ningún operador, de la misma forma acceden la plataforma de los mensajes de textos a telefónos movil, etc.

La venta Telefónica

Casi en el 90% de los casos los sistemas CRM de la decada del 90 se enfocan en la venta telefónica (es el medio más económico, con mejor alcance, más personalizado y fácil de controlar), se puede aplicar con muchísimo éxito a todo tipo de proceso de venta, y productos o servicios, es por esto que la verdadera fórmula de éxito se esconde en una excelente planificación de esta estrategia.

El estratega CRM (persona que piensa y lleva adelante este concepto de trabajo) es el puesto más difícil de cubrir en las áreas de RRHH de todas las empresas que trabajan bajo esta filosofía.