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It is mentioned in [10] that the CRM systems Operational CRM is centred in supporting
do not have the visibility into the majority of the business processes which includes customer
process and sub-processes of the company related contact (sales, marketing and service). The
to customers, nor can it manage the interactions resulting data is sent to the users since it is
between them. This process gap is caused because required to carry out the activities related to the
the typical CRM system is designed to handle commercial area. This allows the company to
only a portion of the many tasks required, since fulfil its processes of sales, marketing and
they are usually implemented at the group, customer service in an efficient and personal
departmental or divisional level and work with mode, creating a direct interaction with their
other systems of the company. In essence, many customers.
processes lie outside of the CRM system’s sphere
of automation, since the system loses sight and According to [13], operational CRM supports the
control of the transaction process as soon as it following tools:
begins to run through the organization, producing
the process gap. • Sales Force Automation (SFA): automates
some processes related to sales and sales
Following this line, [10] proposes that, to management, this tool is designed to improve
solve this called process gap, companies have two commercial productivity.
choices: to implement a process-centric CRM • Customer support and service: automates
system or to implement process-centric BPM service request, complaints, order returns and
software. By implementing a process-centric information requests using elements such as
CRM system, they will obtain the integration of telephones, faxes, e-mail and internet.
the functional areas (sales, marketing, and • Enterprise marketing automation: provides
customer service) at the relational database level; information about the environment of the
with this it will be possible to control the process company, including its competitors, current
flow inside itself and other systems. This option is market trends and variables. Its goal is to
best suited for companies with no CRM system improve marketing campaign’s efficiency.
previously implemented.
Analytical CRM
The integration of BPM software, being the
second scenario, allows the companies to integrate Analytical CRM is in charge of the analysis of the
workflow process automation with the CRM, ERP information previously collected by the CRM
and legacy systems. With this action, the BPM system or from other sources in order to establish
software supports the overall transactions of the customer segmentation and identify their potential
CRM system by helping it to automate, manage, to reinforce the relationships. From the data
monitor and measure its key business processes. collected, marketing campaigns are created in
Furthermore, the BPM software enables any order to attract more customers and retain those
process to be initiated from multiple points who are already in the company’s environment.
(Internet, phone, e-mail) and then triggers the Data collection and analysis are viewed as a
process rules on the CRM system, defining the continuous and iterative process. Successful
appropriate action and routing to be taken along projects inside this CRM area are supported with a
with data required to complete the process and the data warehouse that is used to save and store the
updates needed. information required.
Following this line, we can establish a correlation
Collaborative CRM
between the main elements of a CRM system and
the types of business process commonly accepted,
as described in the next paragraphs. Collaborative CRM allows the interaction with
customers by means of the communication items
of the company (phone, fax, e-mail) and supports CRM systems implementation whether it was
the coordination among the users in different successful or not.
areas. It puts together people, processes and data
in order to let the company to provide a better In most of these case studies, there are references
service and retention of its customers. to the role of BP in the implementation
development. A manufacturing company had
Table 1 present the comparative and connection some difficulties in changing its BP to make them
between BP and CRM systems main elements: the core orientation, despite the managers knew
the current developments in BP, system
Business Process CRM Systems integration and information, and the importance of
Management Processes Analytical CRM a customer-centric strategy. All these factors
Operational Processes Operational CRM joined with a lack of knowledge of CRM and its
Supporting Processes Collaborative CRM benefits, which conducted to the fail of the
implementation.
Table 1. Comparative of BP and CRM Systems.
Other study presented an on-line retail company,
From this point, some issues can be addressed: who had to emphasize the management processes
in the commercial area along with the integration
of the information and processes that interacted
• Analytical CRM is committed with the with customers, enabling a direct interaction
collection and analysis of data related to between customer service and the organizational
customer and marketing, providing value structure. Similarly, a software company that
information for decision taking support and implemented a CRM system successfully
strategic directions in the sales area. Since the highlights the role of IT from a support function to
management processes include operations an essential enabler of business process
such as the ones cited before, the relation development.
between these elements is pointed out.
• The operational processes are the core of the However, not only the commercial companies
business, producing the actions that give the have decided to implement CRM systems. There
company their main goals. Operational CRM are cases of other type of companies such as banks
centres on all the activities related to sales, and hotels in which BP have been used to create
marketing and customer service, meaning the superior customer value and to reengineer the
whole commercial business processes. organization around customer focused processes;
• The supporting processes act together with the with this, the CRM system was applied to gain
management processes, giving them customer insight, build relationships, enable
sustainable actions in order to carry out the customisation and provide new opportunities for
main business processes of the company. service distribution, interacting with the existing
Similarly, Collaborative CRM supports the BP.
relations between users across the
organizational structure and aid in the actions The next table summarizes the issues presented in
of operational CRM. previous paragraphs: