Topic relevance
In the continuous quest for useful and up-to-date information, many management tools are appearing in companies. These are intended to make exchanges more fluid, make the company's services more autonomous and enable its development with efficiency. Useful at all hierarchical levels, these tools must be built and can be used by everyone. These tools are a support for decision-making and guide strategy, with input from employees, prospects and customers.
To understand the challenges of their implementation, we conducted a quantitative study, with a representative sample of the French population of one hundred individuals. This is made up of business leaders, executives and employees aged at least twenty-five. This is supplemented by a qualitative study, based on more than two hundred short interviews, carried out with prospects. The results are intended to provide a better understanding of how to facilitate the integration of such tools in companies, in particular SMEs (Small and Medium Enterprises).
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#MANAGEMENT #CUSTOMER #ACQUISITION #STRATEGY #TOOLS #SME #MANAGEMENT #PERFORMANCE #COMMERCE#INVESTMENT #CONTROL
The problem under study
Implementation of a CRM:What are the challenges for customer acquisition and retention in an SME?
#1 UNDERSTAND THE IMPACT OF CRM ON INTERNAL COMMUNICATION AND BUSINESS PERFORMANCE
In 1995, Simon was studying interactive control levers. He explains that these allow the regular involvement of employees by managers in the missions they entrust to them, in order to achieve their objectives. In 1989, Star and Griesemer explain that all hierarchical levels must participate in the development of indicators, to give them meaning and serve the company. In 1994, Anderson, Fornell and Lehmann highlighted that small and medium-sized enterprises position themselves in niche markets by their quality of service and can compete with the leaders that are large enterprises.
#2 UNDERSTANDING THE IMPACT ON MANAGEMENT WITHIN THE COMPANY
The work of Guibert and Dupuy in 1997, Norreklit in 2000 and Weick 2001 converge on the fact that abusing the formalization of control can negatively impact the cohesion of the company and individual trust. According to Op.cit, p.134, a tool containing relevant and up-to-date information, makes it possible to take into account the results of the past to better orient the future strategy.
#3 UNDERSTANDING THE IMPACT OF CRM ON LEAD ACQUISITION AND CUSTOMER RETENTION
In 2005, Johnson and Selnes argue that companies no longer orient strategy on products (mass marketing) but on customers (Reegineering). In 2009, Kim and Kim assert that a customer knowledge tool is necessary to implement customer relationship management.
#4 UNDERSTANDING THE IMPACT OF CORPORATE CULTURE ON THE SUCCESSFUL IMPLEMENTATION OF A CRM
In 1999, Chow and Al argue that an effective management control system is as important as taking into account the culture of the company in which it is deployed. In 1991, Abrahamson explained that an innovation that brings about change in the company, is highly likely to be rejected. In 1998, according to Iribane et Al, what is valid in one company, in terms of tool integration, is not necessarily valid in another.