RECOMMENDATIONS
#1
Improve the Customer Relationship Management tools already in place
In order for the tool to always comply with the company's strategy, it must be adapted, studied and constantly challenged. The impacts on management, strategy and the well-being of employees is a mandatory condition for the success of the adoption of a CRM. This is the first recommendation put in place following the studies carried out.
#3
Make the tool accessible to all hierarchical levels of the company
In addition to automating the collection of this data, it is important that it be shared at all levels of the company and, in real time: “accessibility”. Thus, instead of waiting for the dissemination of the results in a weekly meeting, each employee of each division will be able to read the information necessary for the formalization of their tasks, take measures to improve their performance and feel part of the evolution of the 'company. A tool is only effective if it is consulted and used at all levels of the company. Otherwise, it will be doomed to disappear and will be replaced by others, perhaps less efficient, but which will have the merit of being used by all.
Automate data collection of certain key performance indicators
So that the CRM does not become a laborious, time-consuming tool and is more in line with the company's objectives in terms of flexibility (as explained in the drifts of the "balanced scorecard" during the study of the literature ), we recommend that the CRM tool we have developed (or any other to come) be completely computerized.
Indeed, even if the human action is limited to the reprocessing of information, so that the main file can centralize the data, this time could be allocated to the analysis of the results and to the management, and no longer to the reprocessing of Excel lines.
#2
Harmonize and coordinate the use of management tools with the company's divisions
The tools have a significant impact in terms of communication within the company, but also with prospects and customers. However, as previous studies have demonstrated, the tool and technology are available to business strategy and should not replace it. These must be seen as decision-making aid tools, for the harmonization of tasks and the coordination of the various poles articulating the company.