Results
The problem of this research dissertation is "the implementation of a CRM: what are the challenges for the acquisition and retention of customers in an SME?" ".
The literature review demonstrated the importance of using management tools within a company. However, this also demonstrated that the tool had to be adapted to the company and not be generic. Indeed, the objective is to allow flexibility for the company, the success of its integration, but also of its future use at all levels of the company. This study of the literature also brought out the importance of the co-construction of management indicators (KPI) with the various stakeholders, so that the tool is as representative as possible of the company.
The originality of this thesis lies in the absence of conclusions on the adoption of such management tools in small and medium-sized enterprises; in particular, in updating the knowledge that the literature has made it possible to acquire throughout its study.
The problem under study
Implementation of a CRM:What are the challenges for customer acquisition and retention in an SME?
#1 CRM INDUCES BETTER INTER-DEPARTMENT COMMUNICATION, CONTRIBUTING TO THE IMPROVEMENT OF THE COMPANY'S COMMERCIAL PERFORMANCE
#2 CRM LEADS TO INCREASED CONTROL OF EMPLOYEES WHICH COULD BE UNLIVED
The short qualitative interviews made it possible to demonstrate the impact of management tools at all levels of the company, in terms of communication, in order to provide the right information to the right pole, so that it can react quickly and take into account information at the right time.
In addition, these have made it possible to better understand prospects who do not become customers, to remove obstacles linked to misunderstandings of the offer and to better meet their expectations as customers, in order to perpetuate the loyalty relationship.
The hypothesis is rejected by all of the analyzes and indicates that the tool itself does not generate discomfort linked to the supposed increased control of company executives.
#3 CRM LEADS TO A BETTER UNDERSTANDING OF CUSTOMER LOYALTY.
#4 THE SUCCESS OF IMPLEMENTING A CRM DEPENDS ON THE COMPANY CULTURE.
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.
The hypothesis is partly validated, because when the corporate culture allows the adoption of management tools, these allow better communication in the company. The smaller it is, the more the tool will have a positive impact. Thus, the management tools depend on the culture of the company, even if it is not the only parameter to take into account to successfully integrate such tools.