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技术客户关系管理(CRM).pdf
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技术客户关系管理(CRM).pdf
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Technological Customer Relationship Management (CRM): An Enterprises Business Partnership
Abstract
Customer Relationship Management (CRM) represents a technological application based on the philosophy of Relationship
Marketing and it recommends the interaction with high value consumers. Relating CRM to new social technologies, CRM
2.0 or social CRM deals with the relationship between companies and customers using online platforms. Through a
comparative study based on qualitative indicators, this paper draws a relationship between CRM theory and practice. In two
high technology organizations it was identified that, although the indicators are appropriate to the business activities, their
usage and understanding are oriented by the nature of businesses and by the company characteristics.
Key-words: Customer Relationship Management; Databases; Data Mining Processes.
1 Introduction: Definition of Customer Relationship Management (CRM) in the Management Perspective
In free translation, it is possible to conceptualize Customer Relationship Management (CRM) as the ‘Management
of the Relationships with Clients’. It is a management approach aimed at identifying, attracting and retaining customers.
The increase of transactions with high value customers is recommended (WILSON, DANIEL, McDONALD, 2002), that is,
a marketing orientation focused on retaining value. It is also understood as the automation and improvement of business
processes, associated to Customer Relationship Management. Depending on the orientation of the research, it can be both a
marketing subject and a subject of the technology area. According to Dwyer, Schurr and Oh (1987), for instance, CRM
represents the extension of exchange relationships that contribute to the differentiation of products and services, which can
provide competitive advantage. The goal of this kind of application is to focus on relationship programs to offer the
customer a high level of satisfaction, higher than the one provided by competitors (WINER, 2001). In this sense, “CRM is a
business strategy; not only a software apparatus” (RAGINS, GRECO, 2003, p.29). Day (2002) mentions that it is of high
importance to maintain a loyal customer base. These customers represent a source of profits to the company.
Wilson, Daniel and McDonald (2002) present CRM as the set of processes and technologies to support planning,
implementation and monitoring of consumers, distributors and interaction influences on marketing channels. By
highlighting this strategic criterion at first, Ragins and Greco (2003) later warn about the need to create an intelligent
technology application as a way to obtain the effectiveness of CRM practices. As a first step for a complete solution, Winer
(2001) focuses on the construction of a customer database adjusted to the organization. CRM technological initiatives,
according to Croteau and Li (2003), are based on support systems to decision and integrated sources of information. They
must necessarily provide a comprehensive individual client view as well as the customer specific needs.
Following the latest trends in CRM theory and the concept of web 2.0, social CRM (or CRM 2.0) stands as a new
marketing tool to evaluate customer behavior and relationships. Social CRM incorporates a new set of social tools and
strategies to its traditional operational functions, meeting the connectivity demand of generation Y and Z customers
(GREENBERG, 2010). Social networks are developing an important role in providing critical data do improve relations
with customers and partners (MOHAN, CHOI, MIN, 2008).
Once the essence of CRM is defined, as its relations to new social tools, its technological aspect will be presented
through central topics, which configure the qualitative indicators used in the empirical stage of the study. After that, the
method used to conduct the research is presented. Finally, the discussion of the results found in the comparison between
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organizations and the concluding remarks. The following discussion in this paper is the technological elaboration of a CRM
application.
The objective of this research is to provide an appropriate classification for comparative analyses that adopt CRM.
To consolidate this goal, the technological indicators will be generated and, later, empirically investigated. These indicators
are the Information Technology; the Information Tools (Database and Data Warehouse), Data Mining process, and the stage
of Sales Force Automation.
2 Main Technological Indicators related to CRM
The technological CRM indicators built are divided into four conceptual sets for a further empirical analysis. The
first set shows the wide view of the use of Information Technology (IT). In the second characterization, entitled Information
Tools, data collection and client data storage were incorporated, including Database (DB), Data Warehouse (DW) and their
respective definitions.
Specific to the processes of Data Mining and represented by the application of the Data Mining (DM) tool, the next
indicator was created. Finally, it is presented the technological aspect of sales, related to the Sales Force Automation (SFA)
system, which, in this study, refers specifically to the process of conversion of traditional sales into electronic or automated
sales. As a first conceptual elaboration, the IT indicator is presented.
2.1 Information Technology
Information Technology (IT) is the umbrella term that encompasses technologies used to create, store, change and
use the information in its different configurations (PEPPERS & ROGERS GROUP, 2004). In marketing perspective, says
Shoemaker (2001, p.178), IT is “the nervous system which evolves the forms of marketing organization.” In CRM, IT
responds to the computer requirements of the system, represented by software and hardware. Pedron (2001) postulates that
the CRM strategy is closely related to the advances of IT and, through this tool, it is possible to seek customer loyalty.
Nogueira, Mazzon and Terra (2004, p.2) highlight that IT and its automation “enable the provision of individualized
versions of products and services aiming to serve the customer at a reasonable price.”
Bretzke (2000) warns that, at the moment of defining and adopting the software component, it is necessary to guide
this choice based on the nature and relational model the organization intends to establish with the customers. Brown (2001,
p.161) adds that a “CRM solution requires the adoption of new technologies to reach transparency and visibility in business
value chain and between business and its customers”. Social CRM is also important as a new breed of customer require
corporate transparency, authenticity and interaction (GREENBERG, 2010). Boon, Corbitt and Parker (2002) conclude that
the IT infrastructure is usually described as a set of services, including communication management, management
standardization, safety, IT training, management of services and applications, data management and administration and IT
research and development.
For Hansotia (2002, p.129), IT is “the facilitating element in the implementation of CRM strategy”. Srivastava et
al. (2002) corroborate and complement stating that the simultaneous maturation of IT data management, such as Data
Warehousing and technological analyses like Data Mining, can generate the ideal environment to make CRM a systematic
effort. Kellen (2002, p.2) proposes that “the CRM software is really a set of applications for the management of customer
data”, where “IT enabled channels such as the Internet, allow the one-to-one dialogue with current and potential customers,
through individual negotiation” (WILSON, DANIEL, McDONALD, 2002, p.194).
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Finally, Campbell (2003, p.375) states that organizations which use IT adopted it “to focus on the use of CRM in
search of databases necessary to evaluate customer status and profitability”. These databases refer to customer data, which
can be used in traditional Databases or in consolidated data warehouses, such as Data Warehouse applications. The
characteristic of these tools is solidified in the ability to generate information through data included in the system, or
through information available practically in real time. Focusing on these IT tools, the global indicator “Information Tools”
will be presented in the next part of the theoretical foundation.
2.2 Information Tools
The Information Tools will be conceptualized, for analytical purposes considering three fundamental groups,
namely, respectively: Database (DB), as a transactional instrument; customer data, which permit business intelligence in
relation to customers, and also; Data Warehouse (DW), as the storage of already consolidated data, a kind of memory of
company transactions.
A Database (DB) is understood as a set of organized and structured data, subject to use. In this case: the company
transaction with clients. Peppers & Rogers Group (2004) defines DB as any set of information. It can be either a simple
shop list or a complex set of customer information. The use of internet and social networks ease the access to this kind of
information, since customers describe their experiences and tastes through blogs, public profiles and even companies
forums. Nogueira, Mazzon and Terra (2004, p.13) state that “a good data management is essential to CRM practices”. It is a
kind of process that never ends and that is constantly evolving. Customers transact over time and, these transactions are
systematically recorded and updated in the DB. Pedron (2001) mentions that the DB is used in customer behavior analysis,
in which are performed processes of checking and classification of market segments and of the individual in his own group.
Missi, Alshawi and Irani (2003) state that the quality of data and database integration tools is projected to
interactive operation and management of great amounts of distribution. Such information is unstructured in different
taxonomies, thus, allowing combinations, different arrangements, as well as reports based on information from different
sources. This can provide the CRM operator with a unified view of information. According to Dowling (2002), the CRM
run by database presents significant advances in the identification of profitable customers and an alert to non-profitable
ones. For Pedron (2001), the DB structure presents four main groups. They refer to current customers, potential customers,
lost or forgotten customers and, dealers or brokers (who provide useful indirect information about the consumer
preferences). In these DB subgroups updated information about customers must be included to be used in CRM initiatives.
Regarding Customer Data, in CRM it is important that they be reliable as well as updated and available in time for
use. The user of CRM solution needs reliable customer data to perform marketing and sales actions appropriately. For
Nogueira, Mazzon and Terra (2004) it is important to eliminate problems that can affect the CRM Database, such as
redundant and duplicate data. It is important to give attention to these aspects, since the CRM data administration must
consist in a solid base in the use of new techniques for data analysis. Attracting and recording the answers provided by
consumers are the most critical parts in the process of identifying and collecting relevant and reliable data, either in relation
to established customers or in relation to prospects.
For the data obtained to be valuable for the company, Pedron (2001) states that the value of the process of
marketing communications lies in the fact of being naturally circular, that is, the customer data are collected, analyzed and
stored. For every new interaction, data must be immediately updated in the DB. Thus, it is possible to know the result of
marketing actions and to adjust the other plans based on customer responses in time to make other employees of the
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