Gestión de la Relación con el Cliente

Centro de Conocimiento

¿Qué es la Gestión de la Relación con el Cliente? Explicación

La Gestión de la Relación con el Cliente se puede definir de varias maneras. Alguna gente presiona su significado al uso de las tecnologías de información en la Gestión de la Relación con el Cliente (o CRM por sus siglas en inglés), otros argumentan que su significado es el de una organización centrada en el cliente, algunos otros creen que el CRM es una estrategia funcional (de la comercialización), otros acentúan que el CRM es sobre todo una estrategia de negocio. Convenimos con Peelen (Customer Relatioship Management, 2006) que la definición del Grupo Gartner (2004) es la más atractiva: El CRM es la tecnología de sistemas disponible, una estrategia de negocio, los réditos obtenidos, los ingresos logrados con la optimización de la satisfacción del cliente, la organización instaurada alrededor de ciertos segmentos de clientes, el fomento de comportamientos que proporcionen satisfacción para el cliente y la puesta en marcha de procesos centrados en ellos.

Gestión de la Relación con el Cliente está una estrategia de negocio y es más que una estrategia funcional. Toca la organización en su totalidad: comercialización, ventas, ÉL, logística, finanzas, producción, INVESTIGACIÓN Y DESARROLLO, hora, gestión, etcetera. Si definimos así el CRM, queda inmediatamente claro que poner el CRM en ejecución en su plenitud es un desafío desalentador.

Crear procesos provechosos y altamente eficientes (de cara al cliente) no es suficiente. Para una verdadera estrategia intima de Gestión de la Relación con el Cliente se requiere una filosofía de la relación comercial con el cliente, en lugar, de una filosofía del proceso comercial, además de una organización orientada al cliente por completo.
 

Origen de lA Gestión de la Relación con el Cliente. Historia

Los años 80 fueron testigos de la aparición del Marketing Directo, confiando fuertemente en bases de datos del cliente. Christan Grönroos y vuelca Gummesson de la “escuela nórdica” y Theodore Levitt merece mencionar especial en este artículo. Fueron los primeros en describir la El Marketing Relacional en lugar del Marketing Transaccional. También definieron las características de las organizaciones centradas en la relación y proporcionaron las herramientas de marketing  correspondientes para cada cual. En 1995, Treacy y Wiersema (1995) describieron su tres Disciplinas de Valor. La intimidad del cliente era una de ellas. Consecuentemente, la CRM se fue transformando, en los años 90, de ser una herramienta basada en la administración de redes de contacto y tecnologías de la información pasó a ser considerada una estrategia orientada cliente.

Uso de la Gestión de la Relación con el Cliente. Aplicaciones

• Compañías que desean migrar a una estrategia de intimidad con sus clientes.
• Compañías que desean construir una imagen amistosa con sus clientes.

Pasos en la Gestión de la Relación con el Cliente. Proceso

Los siguientes elementos componen los principales componentes para crear una organización orientada a la relación con sus clientes:

1. Liderazgo fuertamente orientado al cliente.
2. La Misión de ser una organización declaradamente orientada al cliente en una perspectiva de largo plazo.
3. El propósito corporativo está dirigido el cliente.
4. La estrategia principal es ganar gracias a lograr una intimidad con el cliente.
5. Los valores de la compañía y los valores de los empleados se centran en cuidar a los clientes.
6. Los estándares del comportamiento reflejan empatía con el cliente y el deseo de construir relaciones y compromisos a largo plazo.
7. Una cultura de la organización  orientada a la relación.
8. Una organización que pone al cliente en el centro de su quehacer. Compárelo con: Co-Creación, Reingeniería.
9. Personal: habilidades destacadas de comunicación, cuidado de los clientes.
10. Sistemas que pueden ayudar a conectar y a manejar valores "duros" con valores "suaves", tales como la Cadena de Valor Beneficio y el Balanced Scorecard (Cuadro de Mando Integral).

Fortalezas de la Gestión de la Relación con el Cliente. Beneficios

• Las relaciones fuertes con los clientes ofrecen un grado de protección contra las acciones de la competencia.
• Los clientes leales pueden ser más rentables. Ganar nuevos clientes es muy costosos, los clientes satisfechos puede comprar más, los clientes felices puede traer clientes adicionales, etc.

Limitaciones de la Gestión de la Relación con el Cliente. Desventajas

• Poner el CRM en ejecución de una manera holística no es cosa fácil.
• Realizar grandes inversiones en la CRM es difícil de recuperar con utilidades en el corto plazo.
• Alcanzar una Ventaja Competitiva sostenible con el CRM es aún más difícil.

Supuestos de la Gestión de la Relación con el Cliente. Condiciones

• Si somos buenos con los clientes, ellos serán buenos con nosotros.
• El cambiar desde una disciplina estratégica actual a otra basada en la relación íntima con el cliente es posible.

Determinación de los niveles de satisfacción del cliente

Existen dos técnicas para determinar el nivel real de satisfacción del cliente son el Modelo de Satisfacción del Cliente y para las empresas de servicios el SERVQUAL.

Libro: Ed Peelen - Gestión de la Relación con el Cliente

Libro: Heskett, Sasser y Schlesinger - La Cadena de Valor Beneficio en las empresas de servicio

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Compare la Gestión de la Relación con el Cliente, con: Marketing Relacional   |  Disciplinas de Valor  |  Marketing multicanal   |  Gestión Analítica de la relación con el cliente  |  CRM Operacional  |  Modelo de Satisfacción del Cliente  |  SERVQUAL  |  Co-Creación

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