CRM

Investigacin CRM
Natalia Bejarano
Documento para Trabajo de Grado
PROYECTO DE GRADO
CAN
Tabla de contenido
1. INTRODUCCIN 3
1.1 PROPSITO 3
2. FUNDAMENTOS DE CRM 3
2.1 QUE ES CRM 3
2.2 FASES DE IMPLEMENTACIN DEL CRM 5
2.3 ARQUITECTURA BSICA DEL CRM 8
3. SOLUCIONES CRM 9
3.1 CUADRO COMPARATIVO 9
3.1.1 CARACTERSTICAS PARTICULARES 13
3.2 HERRAMIENTAS DESTACADAS 14
3.2.1 MDULOS FUNCIONALES 14
3.2.2 INTERFACES DE USUARIO 16
3.2.3 VENTAJAS Y DESVENTAJAS 18
1. Introduccin
1.1 PROPSITO
Principalmente este documento est dirigido para conocer todos

aquella informacin involucrada en el concepto de un CRM, como su
definicin, arquitectura y modelo para la implementacin de la
solucin tecnolgica en una empresa. Igual forma se presenta las
caractersticas de diversas herramientas.
2. Fundamentos de CRM
Por otra parte, se presentara los diversos conceptos necesarios para

poder comprender la importancia del CRM dentro de una empresa, con
sus respectivas, definiciones, arquitectura y ciclo de las relaciones con
el cliente. Las cuales pueden ser adaptadas a las necesidades de la
iglesia, de acuerdo a los requerimientos obtenidos.
2.1 QUE ES CRM
Como muy bien sus siglas en ingls lo sealan, CRM Customer

Relationship Management (Gestin de la Relacin con el Cliente). Es
una herramienta que puede ayudar a reducir los costos y aumentar la
rentabilidad mediante la organizacin y la automatizacin de procesos de
negocio que fomentan la satisfaccin del cliente y la lealtad en ventas,
marketing y los campos de atencin al cliente.[9]
Segn Enrique Dans el CRM es una herramienta estratgica orientada a
1
largo plazo, la cual no solo necesita de inversiones tecnolgicas y

estratgicas para dar resultados ptimos, sino que su mayor ventaja es
analizada cuando el cliente mismo entiende lo que realmente la
compaa esta haciendo y que lo est satisfaciendo mucho mejor que la
competencia.[10]
Un CRM, busca automatizar cada parte de la relacin de una compaa
con sus clientes, incluyendo todas las actividades necesarias para la
identificacin de los mismo, as como aquellos aspectos referentes a los
productos, ventas, servicios, entre otros. Pero para hacer un uso
inteligente del CRM, la empresa debe enfocarse en las
implementaciones de este, seleccionando minuciosamente qu
segmentos del ciclo, y qu funciones dentro de este segmento,
probablemente generen el mayor retorno sobre una inversin inicial en
el CRM.
1
Profesor del Instituto de Empresa y Doctor (PH. D.) en Sistemas de Informacin por la Universidad de California
(UCLA) [10]
Ilustracin 1. Ciclo del CRM, basado en[11]
2.2 FASES DE IMPLEMENTACIN DEL CRM
Es necesario tener en cuenta varios aspectos para la definicin de la

estrategia de implementacin. Existen una serie diversificada de
modelos para la implementacin de un CRM, el modelo escogido para
este proyecto se representa en la siguiente figura.
Ilustracin 2. Modelo implementacin CRM
Para la implementacin del CRM, se uso el modelo propuesto por el profesor

Marcelo Podmoguilnye . La descripcin de las fases que se realizar a
2
continuacin, se copiar literalmente de su propuesta. [12]

Etapa I : Anlisis
En esta primera etapa, se define el alcance del proyecto y se determinan los
requerimientos funcionales y tcnicos del sistema. Las actividades a realizar
son:
Determinacin del mbito y el alcance del proyecto.

Definicin de los servicios y los procesos operativos asociados.
Definicin de los canales de relacin a implementar.
Definicin del modelo de procesos y datos.
2
Expuso este modelo en su ponencia El modelo de Negocios CRM en la Universidad de Buenos Aires en mayo del
2002.
Definicin de las interfaces con el resto de sistemas.
Identificacin de la plataforma tecnolgica.
Dimensionamiento del sistema.
Definicin de la metodologa del proyecto.
Identificacin del producto CRM adecuado a requerimientos funcionales y
tcnicos.
Definicin de la estrategia de implantacin.
Etapa II : Diseo de la estrategia

Definidos los requisitos se aborda el Diseo de la Solucin en el que se
deberan estudiar los siguientes aspectos:
Diseo de los procesos operativos para cada canal.

Diseo de los procesos de intercambio de informacin entre canales.
Diseo de los procesos de intercambio de informacin con otras reas y
sistemas.
Diseo de los procesos de carga de datos.
Diseo de la plataforma tecnolgica y arquitectura de comunicaciones.
Diseo del Plan de Comunicacin.
Etapa III: Construccin del modelo.

Una vez diseada la solucin CRM su construccin se puede llevar a cabo de
dos maneras:
Realizar un desarrollo a medida.

Adquirir alguna de las soluciones existentes en el mercado
(producto CRM).
Etapa IV: Implantacin del modelo

Por ltimo, durante la fase de Implantacin, se considera la realizacin de la
parametrizacin y desarrollo del sistema y de las acciones encaminadas a la
implementacin de:
La Reingeniera de procesos diseada sobre la base de las soluciones

tecnolgicas implantadas.
La orientacin al cliente.
La vocacin de servicio.
El aumento de la cadena de valor actuando sobre los eslabones entre
departamentos.
La ruptura de los monopolios de informacin departamentales.
2.3 ARQUITECTURA BSICA DEL CRM
La arquitectura de un CRM puede variar segn el tipo de solucin y la

empresa que la haya desarrollado, sin embargo la siguiente grfica
representa una arquitectura general para las diferentes soluciones CRM
Ilustracin 3. Arquitectura General del CRM
De acuerdo con la grfica la lgica de presentacin esta representada por los

clientes que acceden a la aplicacin, ya que estos son los
directos responsables de introducir informacin y recibir notificaciones,
mas no estn interesados en saber como es el proceso interno. El
cuadro de aplicacin CRM representa la lgica de negocios y acceso a
datos, ya que es un intermediario entre la presentacin y el lugar donde
estn almacenados los datos; mientras que al final del diagrama se
encuentran las bases de datos y los cubos multidimensionales, que son los
encargados de tratar los datos directamente a travs de
la informacin que es enviada por la aplicacin CRM.
Los lenguajes, interfaces, servidores y dems caractersticas de

las soluciones, pueden variar dependiendo el producto, sin embargo
el esquema general seguir siendo el mismo
3. Soluciones CRM
3.1 CUADRO COMPARATIVO

En este apartado del documento se har una presentacin de las mejores
herramientas CRM, open source encontradas en el Mercado colombiano. Las
herramientas aqu seleccionadas fueron escogidas por diversos criterios
como la variedad en servicios, lenguajes de programacin, servidores de
base de datos. Para que de est forma se pueda llegar a la conclusin de la
mejor herramienta que se adapte a Casa Roca. Otros criterios evaluados
fueron la cantidad de descargas, actividades, funcionalidades y relevancia.
Nombre Empresa Sistema Servidor Base Lenguaje de

Producto Operativo de Datos Programacin
CSDepot CRM N.A Independiente del Acceso JDBC Java

SO
Customer N.A Independiente del No hay PHP
Touch CRM SO informacin
EBI Neutrino N.A Independiente del MySQL, Oracle Java

R1 SO
Hipergate N.A Windows 95, Microsoft Java, JSP
CRM 98, NT, 2000, SQL Server,
XP, Linux, MySQL,
BSD, UNIXlike Oracle,
OSes PostgreSQL
Sugar CRM Sugar Independiente MySQL PHP
del SO
vTiger CRM N.A. Windows 95, MySQL, Javascript,
98, NT, 2000, Postgre PHP, Visual Basic
XP, Linux, SQL,
BSD, UNIXlike ADOdb
OSes,
Apple Mac OS
Classic,
WinME. Versin
5 disponible en
Linux y
Windows.
Tabla 1. Tabla comparativa CRM
Nombre: CSDepot CRM.
Descripcin: Es una aplicacin basada en Web usada

para el manejar adecuadamente los clientes.
Lenguaje de Progr amacin: Java
Base de Datos: JDBC (acceso)
Servicios: ventas, rdenes, inventarios, servicios, contactos, cuentas,

actividades con uso de
calendario.
Otr as Caractersticas: Solo esta disponible en ingls, Framework Sofia
Ventajas: Alto conocimiento del lenguaje,
Desventajas: Poca documentacin, no se encontr pgina oficial, no hay

plugins, no se conoce el
framework, solo esta disponible en un idioma.

Nombre: Customer Touch CRM.
Descripcin: Es una herramienta que sirve para manejar la relacin de los

clientes durante el ciclo
de vida de la empresa
Lenguaje de Programacin: PHP
Otras Caractersticas: aplicacin para pequea y mediana empresa
Ventajas: Fcil de usar, fcil de instalar, manejo de

lenguaje interpretado, independiente del sistema operativo, multilenguaje.
Desventajas: Muy poca documentacin, no sirve si la empresa aumenta el

tamao, no hay referencias, le faltan servicios, dificultad
para realizar modificaciones, an tiene bugs
Nombre: EBI Neutrino R1.

Descripcin: Es una solucin ERP y CRM, que combina poder de
distribucin, inventarios, comercio electrnico, contabilidad y flujo de
procesos.
Lenguaje de Progr amacin: Java
Base de Datos: MySQL, Oracle
Servicios: Manejo de compaas, contactos, direcciones,
bancos, oportunidades, ordenes, actividades y calidad.
Otras Caractersticas: Manejo de 3 idiomas, integracin con su propio ERP
Ventajas: Incluye ERP
Nombre: Hipergate CRM.

Descripcin: El CRM y groupware ms completo como software libre Java.
Lenguaje de Progr amacin: Java, JSP
Base de Datos: Microsoft SQL Server, MySQL, Oracle, PostgreSQL (pgsql)
Servicios: Herramientas colaborativas, gestin de proyectos, biblioteca
corporativa, gestin de contactos, produccin
de contenidos, eBusiness y tienda virtual.
Otras Caractersticas: promete convertirse
en la aplicacin nmero 1 de CRM y groupware
Nombre: Sugar CRM.

Descripcin: Una solucin CRM completa, para negocios de todos
los tamaos.
Lenguaje de Progr amacin: PHP
Base de Datos: MySQL
Servicios: Portal, calendario, actividades,
contactos, cuentas, interesados, oportunidades, casos, fallas, documento
s, emails, campaas, proyectos, noticias, tableros.
Otras Caractersticas: multilenguaje, multiplataforma.
Ventajas: Buenas referencias, buenos foros, varios plugins, fcil
instalacin, fcil manejo, integracin con Outlook.
Desventajas: Falta documentacin para la
versin open source, foros con respuestas demoradas, varios mdulos
importantes solo se encuentran en la versin comercial
Nombre: vTiger CRM.

Descripcin: Vtiger CRM es una herramienta profesional para la
administracin empresarial. Con ella se puede gestionar todas las facetas de
una PYME.
Lenguaje de Progr amacin: JavaScript, PHP, Visual Basic
Base de Datos: MySQL, PostgreSQL, ADOdb26
Servicios: Agendas, listas de clientes y proveedores, inventario de
productos, correo electrnico etc. Adems aporta utilidades como
la compatibilidad con Microsoft Outlook, Office y Mozilla.
Otras Caractersticas: Automatizacin de diversas funciones directamente
relacionadas con las ventas y su anlisis, manejo de reportes, manejo de
inventario, multilenguaje.
Ventajas: Interfaz de usuario amigable, disponible para varios
sistemas operativos, buenos foros, buena documentacin, completo.
Desventajas: La instalacin complicada, no hay referencias de
la herramienta.
Segn este estudio de acuerdo a las ventajas y caractersticas dadas por los
CRM, se seleccionaron 2 de ellas lo cuales se analizaran con detalle de
acuerdo a sus ventajas y desventajas que presentan para Casa Roca.
3.1.1 CARACTERSTICAS PARTICULARES
Las herramientas seleccionadas fueron: Sugar CRM y vTiger CRM. Para esta
seleccin se tuvieron en cuenta aspectos como la documentacin y la
variedad de mdulos. Debido a que se deba implantar la herramienta en
Casa Roca, era necesario contar con una gua complete de instalacin, una
gua para los usuarios y otra para el administrador. De esta forma se
generara ventajas a la hora de encontrar soluciones a los problemas y a los
diversos inconvenientes que se podran presentar durante su desarrollo y
modificacin.
As mismo era importante conocer la variedad de mdulos que cada uno de
estos CRM ofrecan, y que mejor se adaptaran a los requerimientos de la
iglesia, ya que los CRM cuentan con la opcin de deshabilitar y habilitar
dichos mdulos. La interfaz amigable era un aspecto importante, pues
muchos de los lderes que van ha estar a cargo del manejo de la
herramienta, cuentan con muy pocas habilidades en el manejo de software.
3.2 HERRAMIENTAS DESTACADAS
3.2.1 MDULOS FUNCIONALES
Para cada una de las herramientas, se investig qu tipo de mdulos y con

cules tipos de mdulos contaba y estaba habilitado. A continuacin se
presentar la tabla descriptiva con cada uno de los mdulos ofrecidos por
nuestros CRMs.
MODULO SUGAR VTIGER
Calendario
Emails
Campaas
Cuentas
Contratos
Contactos
Pre-Contactos
Notas
Proyectos
Oportunidades
Pedidos
Facturas
Productos
Tarifas
Incidencias
Faq
Llamadas
Reuniones
Indicadores
Informes
Proveedores
Ordenes de compra
Foro
Presupuestos
RSS
Configuracin
Tareas
Cursos
Casos
Adjuntar Documentos
Tabla 2. Mdulos Funcionales CRM
Como se puede ver en esta tabla, aunque las herramientas son muy
completas cabe destacar que la herramienta con ms funcionalidades y
mdulos activos es vTiger con 23 mdulos habilitados de los 30
presentados.
3.2.2 INTERFACES DE USUARIO
Para analizar las interfaces de cada uno de los CRM, se presentarn las
pantallas de entrada que tiene cada una de las herramientas, es decir, el
home. Pero es importante aclarar que cada una de las interfaces puede ser
modificada de acuerdo a las necesidades de Casa Roca.
Las pantallas se encuentran divididas por 3 secciones, las cuales son:
1. Men principal de la herramienta.
2. Submen
3. Contenido: Informacin contenida al ingresar a la herramienta, segn

el gusto del administrador.
VTIGER
La siguiente figura representa la entrada o el home de vTiger, se
debe tener en cuenta, que el home se acomoda de acuerdo a la
necesidad del usuario.
4. Ilustracin 4. Pantalla vTiger
La interfaz manejada por esta herramienta es muy atractiva y hace que la

informacin seo muy fcil de encontrar, se puede personalizar de acuerdo
a lo que el usuario necesite ver en su pantalla de inicio. Tiene una
variedad de grficas y estadsticas que el usuario puede encontrar de
acuerdo a sus resultados obtenidos.
SUGAR
La siguiente ilustracin permite ver la pantalla inicial de Sugar
Sugar cuenta con una interfaz muy amigable, los componentes de la pgina inicial son
muy similares a los de vTiger, con fcil acceso y atrayente para el usuario.
3.2.3 VENTAJAS Y DESVENTAJAS
Para enunciar las ventajas y desventajas que poseen estas herramientas, se

enlistaran todas aquellas caractersticas que las hace poseer ventajas o
desventajas contra el otro CRM. La tabla a continuacin sealar lo ac
dicho.
CUALIDAD SUGAR VTIGER
Proceso de
Instalacin
Interfaz de Usuario
Diversidad de SO
Comunidad
Documentacin
Variedad de Mdulos
Referencias de la
herramienta
Facilidad de uso
Mltiple lenguaje
Facilidad para
Adaptar
Estable
Manejo de plu-ings
Reporte
Bibliografa
Rainer, Thom S. Iglesias Exitosas: Descubre cmo dar el salto. Grand
Rapids: MI: Zondervan, Vida, 2007. 978-0829746266
Brocke, Jan van; Roseman, Michael. Handbook ob Business Process

Management. Springer. http://www.bpm-handbook.com/
Galli, Mark. Learning to Count to One. posted 2/17/2011 10:24AM,

http://ht.ly/3YsN5
Vogt, Henrik, Open Source Customer Relationship Management Solutions,

Potential for an Impact of Open Source CRM solutions on Small and Medium
Sized Enterprises, Hamburg, Diplomica Verlag GmbH 2008,
http://books.google.com/books?hl=en&lr=&id=anJuZJhtg7kC&oi=fnd&pg=P
R3&dq=crm+vtiger&ots=gL2pV00WZy&sig=f_BQ7PkLFJFvfoFvMNLhPkRX0d
A#v=onepage&q=crm%20vtiger&f=false
Joanie Rufo, Chris Martins, Gareth Herschel, and Steve Bonadio, What's
Next?
Four industry experts weigh in with their predictions about what the future
holds for CRM. DestinationCRM.com, January 2002
http://www.destinationcrm.com/Articles/Editorial/Magazine-
Features/Whats-Next-46469.aspx
Davidson, Jeff. Change is Good. Really. No matter how much money a

company spends implementing a CRM system that brims with promise, it
will never realize those benefits unless the users have bought into the
systems and the changes it will bring about. Considering most people loath
change, getting that buy-in is no easy task. DestinationCRM.com, February
2002. http://www.destinationcrm.com/Articles/Editorial/Magazine-
Features/Change-is-Good.-Really.-46480.aspx
Picarille, Lisa. Suite Dreams: Hilton's customers can rest easy knowing the
hotel chain has no reservations about delivering outstanding service.
DestinationCRM.com, March 2002.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/Suite-
Dreams-46392.aspx
Myron, David. Avoiding Analysis Paralysis: Single-view. Real-time. Predictive.

The variety of analytics applications can be overwhelming. Here are the key
trends in analytics to help sort through the clutter. DestinationCRM.com,
July 2002. http://www.destinationcrm.com/Articles/Editorial/Magazine-
Features/Avoiding-Analysis-Paralysis--45493.aspx
Conlon, Ginger. Customers Really Matter: To Samsung's Peter Weedfald,

CRM is a lifestyle, not a technology. Follow his 7 secrets of CRM, and he will
lead you to the promised land of customer infatuation. DestinationCRM.com,
August 2002. http://www.destinationcrm.com/Articles/Editorial/Magazine-
Features/Customers-Really-Matter-45360.aspx
Myron, David. Taking A Bite Out of Crime in Florida: Federal, state, and local
governments have discovered the benefits of CRM and are using it to interact
with and serve their constituencies. DestinationCRM.com, October 2002.
Features/Taking-A-Bite-Out-of-Crime-in-Florida-45225.aspx
Picarille, Lisa. The Customer is (Sometimes) King: Is corporate America

really giving customers the royal treatment, or is that just a fairy tale told by
those who rule the CRM kingdom? DestinationCRM.com, November 2002.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/-The-
Customer-is-(Sometimes)-King-47992.aspx
Mike Gorsage, Bob Haas, and Eddie Barker. Four CRM Strategies for
Adapting to the Changing Economy: IT leaders' top priorities are to grow
customer loyalty and to increase profitability, says a CRM magazine/A.T.
Kearney survey. Here's how to achieve those goals in uncertain times.
DestinationCRM.com, November 2002.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/Four-
CRM-Strategies-for-Adapting-to-the-Changing-Economy-47995.aspx
Compton, Jason. Build or Buy?: Jets or Giants? Coke or Pepsi? The first two
are a matter of taste. But how your business acquires the technological core
of its CRM strategy cannot be simply about preference. Here's how to make
the right choice between implementing a packaged solution and using
internal or external IT resources to build one. DestinationCRM.com, January
Features/Build-or-Buy-48085.aspx
Picarille, Lisa. The ABCs of Global CRM: CRM is making it as easy for
international companies to share information among offices scattered across
the globe as it is for them to share it with coworkers down the hall. The
secret to mastering this in your company is to follow these 10 essential
guidelines. DestinationCRM.com, February 2003.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/The-
ABCs-of-Global-CRM-48124.aspx
Picarille, Lisa. Keep Customers Happy: One of the best ways for a company
to increase customer satisfaction is to make sure there is a thorough
understanding throughout the organization of what customers really want,
then use that information to follow up with actions, solutions, and
resolutions. DestinationCRM.com, April 2003
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/Keep-
Customers-Happy-45123.aspx
Compton, Jason. The 10 Best Things to Do With Your Data: Follow these 10
steps and you'll have information that really means something, rather than
just have a lot of data that confuses more than it informs.
DestinationCRM.com, April 2003
10-Best-Things-to-Do-With-Your-Data-45124.aspx
Garner, Rochelle. We are the Champions: Here, the winning strategies of five
CRM project leaders who successfully championed CRM initiatives within
their organizations. DestinationCRM.com, August 2003
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/We-
are-the-Champions-48323.aspx
Myron, David. 6 Barriers to CRM Success And How to Overcome Them: Take
the following advice on how to overcome these six barriers, and keep your
organization from being among those that have squandered their CRM
investments. DestinationCRM.com, August 2003.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/6-
Barriers-to-CRM-Success-And-How-to-Overcome-Them-44805.aspx
Conlon, Ginger. How Satisfied are You With CRM? More than 330 executives
spanning myriad industries and company sizes voiced their opinions on how
satisfied their are with their initial implementation and with CRM overall.
DestinationCRM.com, October 2003.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/How-
Satisfied-are-You-With-CRM-44555.aspx
Picarille, Lisa. Top Execs + CRM = Success. CRM is about changing the
mindset of your employees to focus on customers. Companies can only do
this if customer-centricity begins and is embraced at the C level.
DestinationCRM.com, October 2003.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/Top-
Execs---CRM-%3d-Success-44536.aspx
Schneider, Martin. Stand By Me. Long after an implementation is complete a

CRM project may still need adjustments and customization that can be
beyond the grasp of an in-house IT team. DestinationCRM.com, October
Features/Stand-By-Me-44490.aspx
Colombo, George. Setting and Managing Your Customers' Expectations. The

notion that there is a fixed relationship between the quality of the product or
service you offer and the enthusiasm those products or services generate in
your customers persists. In reality, the relationship between those two values
is far from fixed. DestinationCRM.com, November 2003.
Features/Setting-and-Managing-Your-Customers-Expectations-44447.aspx
Conlon, Ginger. How Do You Measure Success? CRM magazine, in

partnership with strategic CRM measurement and improvement firm
CRMetrix, invited readers to evaluate their organizations' CRM measurement
systems against CRM measurement best practices. More than 260
executives responded to the survey. Fifty-four percent say their
implementation is live, 15 percent of them are in the process of deploying
CRM, and 31 percent of them are still in the planning stage.
DestinationCRM.com, November 2003.
Do-You-Measure-Success-44454.aspx
Picarille, Lisa. Five Ways to Be a Good Customer. What every CRM project
leader must do when dealing with internal staff, vendors, integrators, and
consultants to ensure the CRM initiative is truly fruitful.
DestinarionCRM.com, December 2003.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/Five-
Ways-to-Be-a-Good-Customer-44648.aspx
Conlon, Ginger. A Winning Formula. Executives from five leading vendors

speak out on collaboration between sales and marketing.
DestinationCRM.com, December 2003.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/A-
Winning-Formula-44649.aspx
Schneider, Martin. The Hard Sell. Even with commitment-shy executives and
change-fearing employees, it is possible to sell CRM into your enterprise
successfully. DestinationCRM.com. January 2004.
Hard-Sell-44333.aspx
Schneider, Martin. Get Smart! Analytics is increasingly a hot CRM trend, and
vendors have been enhancing the tools that provide for wider deployments of
predictive analytics capabilities with better results. DestinationCRM.com,
February 2004.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/Get-
Smart!-44218.aspx
Compton, Jason. Big Bang Is a Scientific Theory, Not a Training Strategy.

Put aside the notion that the flip of a technology switch should herald the
start of CRM training. For training to be truly effective it must begin before
any CRM technologies are implemented. DestinationCRM.com, May 2004.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/Big-
Bang-Is-a-Scientific-Theory-Not-a-Training-Strategy-44088.aspx
Schneider, Martin. CRM Superstars: CRM initiatives need to be driven from

the c-level, but it takes the daily efforts of those associates who use the
systems to make CRM a success. DestinationCRM.com, May 2004.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/CRM-
Superstars-44087.aspx
Favilla, Emmy. Schooled in CRM: Following is a list of universities, their CRM

programs, and their current enrollment. DestinationCRM.com, July 2004.
Features/Schooled-in-CRM-43883.aspx
Myron, David. CRM.GOV: Industry pundits maintain that the biggest growth
area in CRM over the next three years will be in the public sector, especially
within state and local governments. DestinationCRM.com, July 2004.
Features/CRM.GOV-43659.aspx
Favilla, Emmy. What's in it for Me? Methods that will help encourage channel
partners to buy in to the benefits of CRM. DestinationCRM.com, August
Features/Whats-in-it-for-Me-47096.aspx
Weinberger, Joshua. What Users Want: The limitations are not in the tool.
They're in our application of the tool. DestinationCRM.com, October 2004.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/What-
Users-Want-42768.aspx
Compton, Jason. Profits, One Customer at a Time: CRM strategists often
speak of improving company performance by boosting revenue on a per-
customer basis. CRM magazine cuts through the hype to examine what
individual customer profitability can--and cannot--do for your business.
DestinationCRM.com, January 2005.
Features/Profits-One-Customer-at-a-Time-43347.aspx
Compton, Jason. No-Tech CRM. How to improve customer satisfaction

without relying on software, servers, and screen pops. DestinationCRM.com,
March 2005. http://www.destinationcrm.com/Articles/Editorial/Magazine-
Features/No-Tech-CRM-43156.aspx
Compton, Jason. CRM Is a Journey, Not a Destination: We hear from 5

companies that have worked for years to refine, realign, and improve their
customer relationships, long after the project first went live.
DestinationCRM.com, May 2005.
Is-a-Journey-Not-a-Destination-47047.aspx
DeFelice, Alexandra. A Century of Customer Love: Nordstrom is the gold

standard for customer service excellence -- and, amazingly, word of mouth is
its primary marketing tool. DestinationCRM.com, June 2005.
Century-of-Customer-Love-42958.aspx
Myron, David. 100 Proven CRM Ideas, Part 1 ...successful and disastrous: 90
bright ideas for your CRM strategy and 10 dim ones to avoid. Edited by
David Myron. DestinationCRM.com, June 2005.
Proven-CRM-Ideas-Part-1-43139.aspx
Myron, David. 100 Proven CRM Ideas, Part 2 ...successful and disastrous: 90
bright ideas for your CRM strategy and 10 dim ones to avoid. Edited by
David Myron. DestinationCRM.com, June 2005.
Proven-CRM-Ideas-Part-2-42023.aspx
Beasty, Colin. 11 Ways to Ensure CRM Success: We asked consultants to list

some common CRM mistakes, and to then advise readers on how to avoid
them. DestinationCRM.com, December 2005.
Ways-to-Ensure-CRM-Success-42535.aspx
Beasty, Colin. Dangling the Carrot: Drive Your Sales Force to Profitability:
Selecting and implementing the proper sales compensation tool to drive and
motivate your sales force is more important than ever. DestinationCRM.com,
January 2006. http://www.destinationcrm.com/Articles/Editorial/Magazine-
Features/Dangling-the-Carrot-Drive-Your-Sales-Force-to-Profitability-
47693.aspx
DeFelice, Alexandra. A New Marketing Medium: Blogging allows marketers to

start conversations with prospects and customers through a powerful new
avenue of communication. DestinationCRM.com, January 2006.
New-Marketing-Medium-47694.aspx
Beasty, Colin. How Sales Teams Should Use CRM: Different positions within
a sales force require different functions from an SFA system, and tailoring to
fit those functions is a big part of successful SFA strategies.
DestinationCRM.com, February 2006.
Sales-Teams-Should-Use-CRM-47672.aspx
Beasty, Colin. Barriers to CRM Success: Tech obstacles to CRM success can
be considerable, but others include process and people concerns--read here
about two companies' experiences. DestinationCRM.com, May 2006.
Features/Barriers-to-CRM-Success-43146.aspx
Lager, Marshall. Try It, You'll Like It: Nailing sales end-user buy-in has been a
long-standing challenge for organizations that decide to implement a CRM
system. Here, how to gain compliance and what to watch for.
DestinationCRM.com, August 2006.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/Try-It-
Youll-Like-It-43008.aspx
Beasty, Collin. Analytics Brought to Bear How strength in numbers--in this

case, the analytics of customer data--transforms sales teams into sales
forces. DestinationCRM.com, December 2006.
Features/Analytics-Brought-to-Bear-42295.aspx
Beasty, Collin. Dirty Little Data Secret. CRM's real truth requires enterprises
to clean up -- reorganize -- customer information with data integration
solutions, Web-services technology that integrates data applications.
DestinationCRM.com, June 2007.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/Dirty-
Little-Data-Secrets-46995.aspx
Lager, Marshall. The Alignment: CRM capabilities and business processes

enable technology to shine. DestinationCRM.com, July 2007.
Alignment-47762.aspx
Lager, Marshall. Modern Times, Modern Methods: As business models

become increasingly complex, more and more processes are shunted to
automated systems. But the best examples never lose touch with the human
element. DestinationCRM.com, November 2007.
Features/Modern-Times-Modern-Methods-43447.aspx
Tsai, Jessica. Oh, Behave!: It's never easy to know precisely what your
customers are feeling -- but you can certainly pay attention to what they're
doing, and behavioral targeting can lead to actionable insight.
DestinationCRM.com, January 2008.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/Oh-
Behave!-46947.aspx
Sebor, Jessica. CRM Gets Serious: With customer loyalty an ever-more-

fleeting commodity, businesses must deliver consistent -- and consistently
high-quality -- service. In the five stages that define CRM maturity, is your
company among the leaders? Not knowing means you're not there yet.
Gets-Serious-46971.aspx
Tsai, Jessica. The Smallest Slice: A pristine customer database -- names,

addresses, phone numbers, all neat and clean -- is only the first step. Now
you have to market to certain parts of that group: How do you carve out just
the right piece of the pie? DestinationCRM.com, February 2008.
Smallest-Slice-47140.aspx
Davis, Ryan. In Search Of...: New technologies make searching for internal
documents as easy as surfing the Web. What's that got to do with CRM?
DestinationCRM.com, March 2008.
http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/In-
Search-Of...-47370.aspx
Larger, Marshall. Selling CRM to Your Sales Force: They're set in their ways,
stubbornly independent, and resistant to change. But your staff doesn't have
to be your toughest sale. DestinarionCRM.com, March 2008.
Features/Selling-CRM-to-Your-Sales-Force-47343.aspx
Arussy, Lior. The Excellence Myth: In an exclusive excerpt from his new book
Excellence Every Day, industry thought leader Lior Arussy examines the
truth--and crippling fictions--behind the value of experience.
DestinationCRM.com, May 2008.
Excellence-Myth-48781.aspx
Larger, Marshall. Wouldja Look at That? Vendors and users both now have an
unprecedented degree of control over what a CRM application can look like.
How should that power be used? DestinationCRM.com, August 2008.
Features/Wouldja-Look-at-That-50144.aspx
McKay, Lauren. 8 Enterprise Strategies That Stick: CRM can be a tough

animal to tame. We've gathered a handful of tunes that actually soothe the
sometimes-savage beast. DestinationCRM.com, August 2008.
Enterprise-Strategies-That-Stick-50145.aspx
McKay, Lauren. The New Breed of CRM Consultant: With the days of never-
ending on-premises engagements and limitless budgets long gone, CRM can
no longer sustain the consultancies of yesteryear. But what kinds of
professional services are still needed in today's CRM industryand what kind
of CRM are consultants selling? DestinationCRM.com, October 2008.
New-Breed-of-CRM-Consultant-50750.aspx
Musico, Christopher. They Aim to Please: There's one way to improve your
chances of having customer-centric service: Hire customer-centric
employees. If only it were really that simple. DestinationCRM.com, December
Features/They-Aim-to-Please-51746.aspx
Musico, Christopher. The Feedback Funnel: Properly harnessed, customer

feedback can help companies forge a competitive advantage. But with
feedback pouring in from all directions, companies are struggling just to
keep up. DestinationCRM.com, January 2009.
Feedback-Funnel-52157.aspx
Musico, Christopher. Making the Grade: As the higher education sector finds
itself struggling under a heavy course load short-term admissions
problems made worse by a systemic financial crisisleading-edge
universities are studying up on CRM. DestinationCRM.com, July 2009.
Features/Making-the-Grade-54966.aspx
McKay, Lauren. Simplementation: 10 Tips to Smooth Your CRM Initiative:

Since roadblocks on the implementation superhighway often come down to
human factors, we've collected 10 of the most common and the most costly
to help you avoid them. DestinationCRM.com, July 2009.
Features/Simplementation-10-Tips-to-Smooth-Your-CRM-Initiative-
55221.aspx
Goldenberg, Barton. Assessing Your CRM Situation: You can't know where
you are unless you lookand look hard. DestinationCRM.com, January 2010.
http://www.destinationcrm.com/Articles/Columns-Departments/Reality-
Check/Assessing-Your-CRM-Situation-60569.aspx
Tsai, Jessica. Helping Hands: The nonprofit sector needs CRM more than it
knows, but its relationships are with donors, members, or activistsand
technology is rarely a cause worth fighting for. Will the low cost of on-
demand solutions finally allow nonprofits to embrace CRM?
Features/Helping-Hands-60842.aspx
Goldenberg, Barton. Your People Are Half the Battle: You have a simple
choice: Prepare your people or prepare for failure. DestinationCRM.com,
April 2010. http://www.destinationcrm.com/Articles/Columns-
Departments/Reality-Check/Your-People-Are-Half-the-Battle-66116.aspx
Larger, Marshall. Hear Kitty Kitty: Think CRM with your customers is
complex? Try it with your cat sometime. DestinationCRM.com, April 2010.
http://www.destinationcrm.com/Articles/Columns-Departments/Pint-of-
View/Hear-Kitty-Kitty-66117.aspx
Rich, David. The New Behavior of the Social Customer: Divining the right
path requires the right data. DestinationCRM.com, May 2010.
http://www.destinationcrm.com/Articles/Columns-Departments/The-
Tipping-Point/The-New-Behavior-of-the-Social-Customer-66861.aspx
McKay, Lauren. Crafting a Community: Companies can corral as many

customers as they like, but any true community has to truly benefit its
memberscustomers and companies alike. DestinationCRM.com, June
Features/Crafting-a-Community-67442.aspx
?. Community Activism: Online roles and responsibilities.

Features/Community-Activism-67446.aspx
Martinez, Juan. Marketing to a Community: Gathering your company's brand

fanatics together is only the start. Now you have to mind your messaging.
Features/Marketing-to-a-Community-67455.aspx
Parrish, Melissa. Five More Community-Prep Steps: Sure, you've covered the
basic guidelinesbut you're not ready yet. DestinationCRM.com, June 2010.
http://www.destinationcrm.com/Articles/Columns-Departments/The-
Tipping-Point/Five-More-Community-Prep-Steps-67408.aspx
Weinberger, Joshua. CRM: Then and Now: Over the last 15 years, CRM
projects and plans may have changed dramatically, introducing new angles
and complex combinations, but the overarching goal of improving the
customer relationship has remained a straight shot. DestinationCRM.com,
July 2010. http://www.destinationcrm.com/Articles/Editorial/Magazine-
Features/CRM-Then-and-Now-68083.aspx
Myron, David. 15 Years of Pocket Shots and Miscues. DestinationCRM.com,

July 2010. http://www.destinationcrm.com/Articles/Columns-
Departments/Front-Office/15-Years-of-Pocket-Shots-and-Miscues-
68025.aspx
Goldenberg, Barton. The Next 15 Years of CRM: Your customer-centric

business strategy must become a two-way street. DestinationCRM.com, July
2010. http://www.destinationcrm.com/Articles/Columns-
Departments/Reality-Check/The-Next-15-Years-of-CRM-68076.aspx
Larger, Marshall. Analyze This!: Are we suffering from too little data, or
wallowing in too much of it? DestiantionCRM.com, July 2010.
View/Analyze-This!-68082.aspx
McKay, Lauren. Proactive: Take the Initiative: Proactive CRM enables

organizations to cut costs, minimize risk, protect their brand, and improve
customer experiences. DestinationCRM.com, October 2010.
Features/Proactive-Take-the-Initiative-70828.aspx
Beck, Koa. To Predict and Serve: Predictive analytics helps a police

department make better use of limited resources. DestinationCRm.com,
October 2010. http://www.destinationcrm.com/Articles/Columns-
Departments/REAL-ROI/To-Predict-and-Serve-70833.aspx
Lager, Marshall. Find the Story in Your Data Storage: Don't just store your
customer datause it. DestinationCRM.com, November/December 2010.
View/Find-the-Story-in-Your-Data-Storage-72121.aspx
Martinez, Juan. Online Behavioral Advertising Regulates Itself: Following

FTC's lead, media and marketing associations outline transparency-driven
principles. DestinationCRM.com, January 2011.
Features/Online-Behavioral-Advertising-Regulates-Itself-72862.aspx
Beck, Koa. Taxpayers Demand CRM: The U.S. government struggles as the
entity most resistant to change. DestinationCRM.com, January 2011.
http://www.destinationcrm.com/Articles/Columns-
Departments/Insight/Taxpayers-Demand-CRM-72916.aspx
Inmon, Bill. No Perfect Answer. BeyeNETWORK, 2010.

http://www.beyenetwork.es/view/12986
Inmon, Bill. Getting It Right. BeyeNETWORK, 2010.

Inmon, Bill. Information Architects and Technicians. BeyeNETWORK, 2010.

Inmon, Bill. And a Sawyer Takes the Pot. BeyeNETWORK, 2010.
Inmon, Bill. What is Corporate Data?. BeyeNETWORK, 2010.

SearchCRM.com, Best customer retention strategies, SearchCRM.com,
2010. http://searchcrm.techtarget.com/feature/Best-customer-retention-
strategies?asrc=EM_NLN_13252448&track=NL-156&ad=811604
Tucci, Linda, Business intelligence, analytics help CIO challenge collective

wisdom, SearchCRM.com, February 2011.
http://searchcio.techtarget.com/news/2240031979/Business-intelligence-
analytics-help-CIO-challenge-collective-
wisdom?asrc=EM_NLN_13282503&track=NL-964&ad=812756
Smith, Laura. Converged data center infrastructure promises to banish IT

silos, SearchCRM.com, February 2011.
http://searchcio.techtarget.com/news/2240032093/Converged-data-center-
infrastructure-promises-to-banish-IT-
silos?asrc=EM_NLN_13300185&track=NL-964&ad=813750
Holmquist, Eric. Creating a compliance culture to boost infosec compliance

and risk management, SearchCRM.com, February 2011.
http://searchsecurity.techtarget.com/tip/0,289483,sid14_gci1526754_tax3
17271,00.html?track=NL-430&ad=813288&asrc=EM_NLT_13307489
CRM Software Guide, The history of CRM -- evolving beyond the customer
database, Recuperado de http://www.crm-software-guide.com/history-of-
crm.htm el 3 de febrero de 2011.
CRM Software Guide, Top 7 CRM software mistakes to avoid -- the pitfalls of
CRM best practices, Recuperado de http://www.crm-software-
guide.com/crm-software-mistakes.htm el 3 de febrero de 2011.
CRM Software Guide, What is CRM? Defining CRM and Customer

Relationship Management, Recuperado de http://www.crm-software-
guide.com/crm-defining.htm el 3 de febrero de 2011.
CRM Software Guide, Top 7 benefits of CRM software -- towards a more

efficient way to define the company-client relationship, Recuperado de
http://www.crm-software-guide.com/benefits-of-crm-software.htm el 3 de
febrero de 2011.
John Hancock Financial Services' CIO on why IT finance matters,
http://searchcio.techtarget.com/news/2240033472/John-Hancock-
Financial-Services-CIO-on-why-IT-finance-
matters?asrc=EM_NLN_13480319&track=NL-964&ad=819312

CRM

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

CRM

Uploaded by

Copyright:

Available Formats

Investigacin CRM

Principalmente este documento est dirigido para conocer todos

Por otra parte, se presentara los diversos conceptos necesarios para

2.1 QUE ES CRM

Como muy bien sus siglas en ingls lo sealan, CRM Customer

largo plazo, la cual no solo necesita de inversiones tecnolgicas y

2.2 FASES DE IMPLEMENTACIN DEL CRM

Es necesario tener en cuenta varios aspectos para la definicin de la

Para la implementacin del CRM, se uso el modelo propuesto por el profesor

continuacin, se copiar literalmente de su propuesta. [12]

Determinacin del mbito y el alcance del proyecto.

Etapa II : Diseo de la estrategia

Diseo de los procesos operativos para cada canal.

Etapa III: Construccin del modelo.

Realizar un desarrollo a medida.

Etapa IV: Implantacin del modelo

La Reingeniera de procesos diseada sobre la base de las soluciones

2.3 ARQUITECTURA BSICA DEL CRM

La arquitectura de un CRM puede variar segn el tipo de solucin y la

Ilustracin 3. Arquitectura General del CRM

De acuerdo con la grfica la lgica de presentacin esta representada por los

Los lenguajes, interfaces, servidores y dems caractersticas de

3.1 CUADRO COMPARATIVO

Nombre Empresa Sistema Servidor Base Lenguaje de

CSDepot CRM N.A Independiente del Acceso JDBC Java

EBI Neutrino N.A Independiente del MySQL, Oracle Java

Tabla 1. Tabla comparativa CRM

Nombre: CSDepot CRM.

Descripcin: Es una aplicacin basada en Web usada

Lenguaje de Progr amacin: Java

Base de Datos: JDBC (acceso)

Servicios: ventas, rdenes, inventarios, servicios, contactos, cuentas,

Otr as Caractersticas: Solo esta disponible en ingls, Framework Sofia

Ventajas: Alto conocimiento del lenguaje,

Desventajas: Poca documentacin, no se encontr pgina oficial, no hay

framework, solo esta disponible en un idioma.

Descripcin: Es una herramienta que sirve para manejar la relacin de los

Lenguaje de Programacin: PHP

Otras Caractersticas: aplicacin para pequea y mediana empresa

Ventajas: Fcil de usar, fcil de instalar, manejo de

Desventajas: Muy poca documentacin, no sirve si la empresa aumenta el

Nombre: EBI Neutrino R1.

Nombre: Hipergate CRM.

Nombre: Sugar CRM.

Nombre: vTiger CRM.

3.1.1 CARACTERSTICAS PARTICULARES

3.2 HERRAMIENTAS DESTACADAS

3.2.1 MDULOS FUNCIONALES

Para cada una de las herramientas, se investig qu tipo de mdulos y con

1. Men principal de la herramienta.

3. Contenido: Informacin contenida al ingresar a la herramienta, segn

La interfaz manejada por esta herramienta es muy atractiva y hace que la

3.2.3 VENTAJAS Y DESVENTAJAS

Para enunciar las ventajas y desventajas que poseen estas herramientas, se

Brocke, Jan van; Roseman, Michael. Handbook ob Business Process

Galli, Mark. Learning to Count to One. posted 2/17/2011 10:24AM,

Vogt, Henrik, Open Source Customer Relationship Management Solutions,

Davidson, Jeff. Change is Good. Really. No matter how much money a

Myron, David. Avoiding Analysis Paralysis: Single-view. Real-time. Predictive.

Conlon, Ginger. Customers Really Matter: To Samsung's Peter Weedfald,

Picarille, Lisa. The Customer is (Sometimes) King: Is corporate America

Schneider, Martin. Stand By Me. Long after an implementation is complete a

Colombo, George. Setting and Managing Your Customers' Expectations. The