Efectividad de los lineamientos del Project Management Institute, en la implementación del sistema de Relacionamiento con el Cliente (CRM) Siebel, caso UNE Telecomunicaciones sede Medellín

En la actualidad, las empresas de telecomunicaciones, con el gran avance de la tecnología, son conscientes de que la mejor manera de cautivar y retener a los clientes es proporcionando productos y servicios que satisfagan las necesidades de éstos de una manera rápida y oportuna -- En consecuencia, estas empresas, centran su atención en los sistemas de relacionamiento con el cliente (CRM) que están enfocados en gestionar y conservar a los clientes de una manera eficiente -- En atención a lo expuesto, se vuelve fundamental que la implementación de este tipo de sistemas se realice cumpliendo con los alcances propuestos, con el costo estipulado y en el tiempo establecido -- Esto con el fin de desarrollar ventajas competitivas en el mercado -- El objetivo principal de esta investigación, es medir la efectividad de los lineamientos propuestos por el Project Management Institute (PMI) de gestión de proyectos, en la implementación del sistema de relacionamiento con el cliente (CRM) en la compañía colombiana de telecomunicaciones UNE EPM Telecomunicaciones

CRM- järjestelmän käyttöönottoprojektin onnistumisen osatekijät

Tutkimuksen tarkoituksena on analysoida CRM- järjestelmän käyttöönottoprojektia ja erityisesti sen onnistumiseen vaikuttavia tekijöitä. Tutkimuksessa tehtiin ensimmäisenä kirjallisuuskatsaus, jossa kuvattiin CRM- järjestelmien ominaisuuksia sekä niiden suhdetta laajempaan asiakkuudenhallinnan käsitteeseen. Kirjallisuuskatsauksessa tuotiin myös esille aikaisemmassa tutkimuksessa havaittuja seikkoja, joiden on nähty vaikuttavan CRM- järjestelmien käyttöönoton onnistumiseen. Tutkimustulokset syntyivät kun teoreettisessa viitekehyksessä havaittuja CRM- järjestelmien käyt-töönoton onnistumiseen vaikuttavia tekijöitä verrattiin tapausyrityksen käyttöönottoprojektiin. Ky-seessä on siis empiirinen tapaustutkimus, jossa aineiston kerääminen toteutettiin puolistrukturoituina haastatteluina sekä hyödyntäen konstruktiivista tutkimusotetta. Tutkimuksessa todettiin CRM- järjestelmien tukevan yrityksen laajempaa asiakashankintaan ja asiakassuhteisiin liittyvää liiketoimintastrategiaa, jonka tavoitteena on luoda pitkäaikaisia ja kan-nattavia asiakassuhteita. Kaikki yritykset eivät kuitenkaan näe CRM- järjestelmää yhtä tärkeänä työkaluna vaan ne voidaan nähdä yrityksessä vain yhtenä tietoteknisenä ratkaisuna tai osana laa-jempaa asiakkuudenhallinnan kokonaisratkaisua, jossa CRM- järjestelmä tukee yrityksen perusta-vanlaatuista asiakaskeskeistä strategiaa ja visiota. Tutkimuksessa todettiin myös, että CRM- järjes-telmällä voi olla operatiivisiin, analyyttisiin ja yhteistyötä tukeviin toimintoihin liittyviä ominai-suuksia. Tutkimuksessa tosin havaittiin, että toisinaan CRM- järjestelmistä hyödynnetään ainoas-taan rajallista kapasiteettia ja yrityksen tavoitteista riippuen CRM- järjestelmän kaikkia ominai-suuksia ei ole aina tarkoituskaan ottaa käyttöön. Teoriakatsauksen avulla pyrittiin myös löytämään yleisimmin CRM- järjestelmän käyttöönottopro-jektiin vaikuttavia tekijöitä. Aikaisemmasta tutkimuksesta löydettiin kahdeksan tekijää joiden näh-tiin yleisimmin vaikuttavan projektin onnistumiseen. Tutkimuksen empiriaosassa näitä tekijöitä verrattiin tapausyrityksessä suoritettuun CRM- järjestelmän käyttöönottoprojektiin sekä selvitettiin kuinka miten ne vaikuttivat projektin onnistumiseen. Tutkimuksessa tärkeimmiksi CRM- järjestelmän käyttöönottoprojektin onnistumista edesauttaneiksi tekijöiksi tunnistettiin ylimmän johdon sekä myyntijohdon sitoutuminen projektin läpiviemiseen sekä CRM- järjestelmän jatkuvan käytön vaatimiseen. Myös loppukäyttäjien koulutukseen panos-taminen oli tärkeässä osassa käyttöönototon alkuvaiheen kivuttomuuden varmistamiseksi. Laaduk-kaampi käyttöönotto olisi edellyttänyt myyntijohdon parempaa koulutusta CRM- järjestelmän käyt-tämiseen sekä ominaisuuksien tunnistamiseen, markkinointiosaston osallistamista heti projektin alkuvaiheessa sekä CRM- järjestelmän jatkokehitysprosessin parempaa suunnittelua.

Necesidades percibidas por los clientes de un sistema CRM en empresas de compra online

El CRM es una herramienta que apoya la gestión de relaciones sólidas y duraderas con los clientes de manera que los productos y servicios que la empresa ofrece cumplan efectivamente las expectativas de sus clientes y por tanto se garantice la continuidad de las ventas en un entorno tan competitivo como el actual. El objetivo de este documento es presentar los resultados de la investigación de mercados que busca identificar las principales características que debe tener, desde el punto de vista del cliente, un sistema CRM para la empresa ‘Antojos Saludables’, para ello se presentará una caracterización de los clientes o posibles clientes de la empresa y las expectativas o percepciones respecto a asuntos de infraestructura tecnológica como seguridad de transacciones online, medios de pago preferidos para compras online, aplicaciones más usadas en plataformas de compra online, para finalmente mostrar algunas sugerencias sobre estrategias convenientes para el diseño del sistema de información que soporte el CRM de "Antojos Saludables".

Propuesta de mejora al seguimiento y fidelización del cliente en la empresa Invera a través de los principios de la herramienta CRM

44 p.

Modelo de gestión CRM en VIMAR Ltda.

117 p.

The preparation of a certified reference material of polar pesticides in freeze-dried water (CRM 606)

The preparation of a certified reference material of polar pesticides in freeze-dried water is described. The pesticides selected were atrazine, simazine, carbaryl, propanil, linuron, fenamiphos and permethrin which were added to 6000 litres of tap water at 50–80 μg · L–1 (200–320 μg · L–1 for permethrin) level in presence of NaCl (2.5 g · L–1) prior lyophilization. After the freeze-drying process the residue was rehomogenized, filled into amber glass bottles and stored at –20 °C, +4 °C and +20 °C. All pesticides were determined by HPLC/diode array detector, except permethrin which was determined by GC/ECD. The results obtained for atrazine, simazine, carbaryl, propanil, linuron and fenamiphos showed no within- or between-bottle inhomogeneity, however the material was non-homogeneous for permethrin and therefore this was withdrawn from further studies. With respect to the stability for over one year, all pesticides were stable at –20 °C. At +4 °C all pesticides were stable for at least 9 months and at +20 °C the stability was demonstrated only during the first month of storage. The content (mass fractions) of atrazine, simazine, carbaryl, propanil and linuron in freeze-dried water (CRM 606) was certified by an interlaboratory testing and a certification campaign.

Visitor Relationship Management (VRM) - Repeat Visitation Opportunities for Destination Marketing Organisations

In competitive tourism markets the consumer-traveller is spoilt by choice of available destinations. Successfully differentiating a destination and getting noticed at decision time is arguably the focus of activities by destination marketing organisations (DMOs). In pursuit of differentiation, three emergent themes in the marketing literature during the past decade have been branding, integrated marketing communications (IMC), and customer relationship management (CRM) a fundamental goal of each being stimulating customer loyalty. However there has been little attention given to destination loyalty in the tourism literature. The purpose of this paper is to report an exploratory investigation of visitor relationship management (VRM) by DMOs. Based on interviews with the management of 11 regional tourism organisations (RTO) in Queensland, Australia, the opportunities for, and immediate challenges of, VRM are discussed. While each RTO recognised the potential for VRM, none had yet been able to develop a formal approach to engage in meaningful dialogue with previous visitors from their largest market.

Collaborative recovery: An integrative model for working with individuals that experience chronic or recurring mental illness.

Objectives: Recovery is an emerging movement in mental health. Evidence for recovery-based approaches is not well developed and approaches to implement recovery-oriented services are not well articulated. The collaborative recovery model (CRM) is presented as a model that assists clinicians to use evidence-based skills with consumers, in a manner consistent with the recovery movement. A current 5 year multisite Australian study to evaluate the effectiveness of CRM is briefly described. Conclusion: The collaborative recovery model puts into practice several aspects of policy regarding recovery-oriented services, using evidence-based practices to assist individuals who have chronic or recurring mental disorders (CRMD). It is argued that this model provides an integrative framework combining (i) evidence-based practice; (ii) manageable and modularized competencies relevant to case management and psychosocial rehabilitation contexts; and (iii) recognition of the subjective experiences of consumers.

Visitor relationship orientation of destination marketing organisations

The proposition underpinning this study is engaging in meaningful dialogue with previous visitors represents an efficient and effective use of resources for a destination marketing organization (DMO), compared to above the line advertising in broadcast media. However there has been a lack of attention in the tourism literature relating to destination switching, loyalty and customer relationship management (CRM) to test such a proposition. This paper reports an investigation of visitor relationship marketing (VRM) orientation among DMOs. A model of CRM orientation, which was developed from the wider marketing literature and a prior qualitative study, was used to develop a scale to operationalise DMO visitor relationship orientation. Due to a small sample, the Partial Least Squares (PLS) method of structural equation modelling was used to analyse the data. Although the sample limits the ability to generalise, the results indicated the DMOs’ visitor orientation is generally responsive and reactive rather than proactive.

New variational Bayesian approaches for statistical data mining : with applications to profiling and differentiating habitual consumption behaviour of customers in the wireless telecommunication industry

This thesis investigates profiling and differentiating customers through the use of statistical data mining techniques. The business application of our work centres on examining individuals’ seldomly studied yet critical consumption behaviour over an extensive time period within the context of the wireless telecommunication industry; consumption behaviour (as oppose to purchasing behaviour) is behaviour that has been performed so frequently that it become habitual and involves minimal intentions or decision making. Key variables investigated are the activity initialised timestamp and cell tower location as well as the activity type and usage quantity (e.g., voice call with duration in seconds); and the research focuses are on customers’ spatial and temporal usage behaviour. The main methodological emphasis is on the development of clustering models based on Gaussian mixture models (GMMs) which are fitted with the use of the recently developed variational Bayesian (VB) method. VB is an efficient deterministic alternative to the popular but computationally demandingMarkov chainMonte Carlo (MCMC) methods. The standard VBGMMalgorithm is extended by allowing component splitting such that it is robust to initial parameter choices and can automatically and efficiently determine the number of components. The new algorithm we propose allows more effective modelling of individuals’ highly heterogeneous and spiky spatial usage behaviour, or more generally human mobility patterns; the term spiky describes data patterns with large areas of low probability mixed with small areas of high probability. Customers are then characterised and segmented based on the fitted GMM which corresponds to how each of them uses the products/services spatially in their daily lives; this is essentially their likely lifestyle and occupational traits. Other significant research contributions include fitting GMMs using VB to circular data i.e., the temporal usage behaviour, and developing clustering algorithms suitable for high dimensional data based on the use of VB-GMM.

Perceptions of visitor relationship marketing opportunities by destination marketers : an importance-performance analysis

Customer relationship marketing (CRM) initiatives are increasingly being adopted by businesses in the attempt to enhance brand loyalty and stimulate repeat purchases. The purpose of this study was to examine the extent to which destination marketing organisations (DMOs) around the world have developed a visitor relationship marketing (VRM) orientation. The proposition underpinning the study is that maintaining meaningful dialogue with previous visitors in some markets would represent a more efficient use of resources than above the line advertising to attract new visitors. Importance-performance analysis was utilised to measure destination marketers’ perceptions of the efficacy of CRM initiatives, and then rate their own organisation’s performance across the same range of initiatives. A key finding was that mean importance was higher than perceived performance for every item. While the small sample limits generalisability, in general there are appears to be a lack of strategic intent by DMOs to invest in VRM.

From the editor

In this issue of the Journal, the articles presented to the readers cover the breadth and depth of project management research and practice by addressing the relationship between project strategy and managing projects (Patanakul and Shenhar, “What Project Strategy Really Is: The Fundamental Building Block in Strategic Project Management”), on the need to align corporate strategy with program management (Ritson, Johansen, and Osborne, “Successful Programs Wanted: Exploring the Impact of Alignment”), identifying metrics to measure program success across project contexts (Shao, Müller, and Turner, “Measuring Program Success”), managing individual projects by identifying major risks in customer relationship management (CRM) implementation projects (Papadopoulos, Ojiako, Chipulu, and Lee, “The Criticality of Risk Factors in Customer Relationship Management Projects”), application of earned value management (EVM) to aerospace projects (Kwak and Anbari, “History, Practices, and Future of Earned Value Management in Government: Perspectives From NASA”), and capturing tacit knowledge of construction project professionals to determine the optimal construction site layout (Abdul-Rahman, Wang, and Siong, “Knowledge Acquisition Using Psychotherapy Technique for Critical Factors Influencing Construction Project Layout Planning”)...

Perceptions of visitor relationship marketing opportunities by destination marketers : an importance-performance analysis

Customer relationship marketing (CRM) initiatives are increasingly being adopted by businesses in the attempt to enhance brand loyalty and stimulate repeat purchases. The purpose of this study was to examine the extent to which destination marketing organisations (DMOs) around the world have developed a visitor relationship marketing (VRM) orientation. The proposition underpinning the study is that maintaining meaningful dialogue with previous visitors in some markets would represent a more efficient use of resources than above the line advertising to attract new visitors. Importance-performance analysis was utilised to measure destination marketers’ perceptions of the efficacy of CRM initiatives, and then rate their own organisation’s performance across the same range of initiatives. A key finding was that mean importance was higher than perceived performance for every item. While the small sample limits generalisability, in general there are appears to be a lack of strategic intent by DMOs to invest in VRM.

In pursuit of tourism destination brand loyalty : visitor relationship management orientation of destination marketing organisations

The proposition underpinning this study is engaging in meaningful dialogue with previous visitors represents an efficient and effective use of resources for a destination marketing organization (DMO), compared to above the line advertising in broadcast media. However there has been a lack of attention in the tourism literature relating to destination switching, loyalty and customer relationship management (CRM) to test such a proposition. This paper reports an investigation of visitor relationship marketing (VRM) orientation among DMOs. A model of CRM orientation, which was developed from the wider marketing literature and a prior qualitative study, was used to develop a scale to operationalise DMO visitor relationship orientation. Due to a small sample, the Partial Least Squares (PLS) method of structural equation modelling was used to analyse the data. Although the sample limits the ability to generalise, the results indicated the DMOs’ visitor orientation is generally responsive and reactive rather than proactive.