2.02. Administración de Relaciones con Clientes (CRM) y un proceso lógico para su desarrollo.

Autores: O. Robles Palacios, V. Tapia Álvarez

Abstract

Purpose

Present a generic model of organizational intervention to the development and implementation of the CRM, understanding CRM as a tactic and strategic element according to the requirements of each organization.

 Methodology

This concept paper uses empirical research conducted by third parties in CRM, as well as renowned publications on strategic management and marketing, landing on the academic perspective, a structured course for CRM initiatives. It comes to hermeneutics from a world view of management, which allows to elaborate the construct of reality in relation to the purpose with respect to conceptual research.

 Findings

The main conceptual findings indicate that it is advisable to segment the CRM process to facilitate the understanding of the stages of formulation and implementation, increasing its visibility and monitoring. The CRM does not remain indistinct to the processes of Strategic and Operational Marketing, as it relates closely to the compilation of information and the impulses of action of the market from the organizations. Companies must choose consciously what kind of CRM initiative they must address based on their specific needs.

 Limitations

 The paper is limited to not address pragmatically the process of the Chilean reality with field research. In the same way, areas like human resources, organizational climate and culture are not addressed by this study.

 Value of the manuscript

 The paper develops a formal concept of management alternatives for developing CRM initiatives, refuting the classical view of the concept as a mere technological tool, relegating the latter to a bounded area of the tactical level, or together with a support area for strategic path.

 

Key words: CRM, Marketing, Strategic Management, Customer, Relationship, Management.