Whereas for the practitioners it corresponds to the new problem posed by the necessityto establish a direct and continuous relationship with customers,for the academic, he is inlargely related to a discovery of the 70s: an evaluation by the consumer,product (value), not the brand (capital), but a hypotheticallink to the company. The result is a troubled, unstructured, controversial vision ofconcept of CRM that leaves many questions unresolved, prevents aclear understanding of the phenomenon, its issues and its consequences. With the use of the free crm systems this is the best deal now.
From these premises, we could consider how technical innovationis appropriate by the actors in a loose negotiation, which is built little as doctrine and as an instrument. The instrument can become as much thedoctrine that it is the fruit of it. This is not really the object of this contribution,even if some of these elements can feed a critical reflection on theconstruction, usage, and propagation of CRM systems.You can also have the Learning Management System here now.
The object of our research is more positive
It is less about ownership of thesystem by the actors that on its effects on the actors, it is more interested in the usethe actual adoption process by its users. Without giving oneselfa closed definition of the phenomenon, we can describe it as a strategybased on an information system (IS) that tends to individualize the effortmarketing while seeking to better control the state of the customer relationship.After defining the contours of the GRC object, its interactions withorganizational learning and control will be discussed.
- These reflections will beconcluded with some research proposals.The GRC objectInformation system or marketing strategy, are the two entry points forgrasp the concept of customer relationship management. These two entries do not coincide andcorrespond to very different concerns. We could even characterize themof dogma. The first is based on the naive idea that the amount of information and theiravailability clearly induces greater adaptability, withouthowever, to explain how this induction is produced.
- There is without all thetraces of a scientism that would defend the idea that the accumulation of numbers would allowto discover empirical generalizations crucial for the company. It is usedlessin fact a thorough criticism, it is better to identify how this approachdefines its territory. The second dogma is that of the relationship, it is scientifically in this general structure, it will generally be necessary to identify on the basis ofmoments of truth, these interactions whose outcome determines the future of the relationship,more or less general processes designed to operate efficiently.The faculty management software also comes perfect here.
Without giving an exhaustive list, it is interesting to examine the area’smost frequently mentioned. It is quite easy to group them into two levels ofdecision: the conduct of the strategy on the one hand, where the IS plays a basic rolestatistics to define and study different options of actions, and the operational levelor the IS intended to drive a more or less fully automated process.