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Ingram Micro and H&R Block Get Close to Their Customers

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Ana Velásquez Cardona
Ana.velk@gmail.com
Ana Velásquez Cardona
Ana.velk@gmail.com
Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
Ingram Micro and H&R Block Get Close to Their Customers
Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
Ingram Micro and H&R Block Get Close to Their Customers

Logrando excelencia operativa e intimidad del cliente: Aplicaciones empresariales.
Ingram Micro y H&R Block se acercan a sus clientes.

El cliente es la prioridad en toda empresa, y como tal, siempre se está buscando como mejorar esa relación; para ello existen varios procedimientos, uno de ellos es CRM (Customer Relationship Management) que es una estrategia de negocios dirigida a entender, anticipar y responder a las necesidades de los clientes actuales y potenciales de una empresa para poder hacer crecer el valor de la relación, mejorar los procesos y evolucionar la relación con el cliente.
Empresas como Ingram Micro y H&R Block, siendo empresas multinacionales que tienen una gran cantidad de clientes y ofreciendo diferentes servicios, al ir incrementando su número de clientes y encontrar una dificultad mayor a la hora de administrarlos y manejarlos, ambas empiezan a pensar en mejorar dichas relaciones, con lo cual optan por Microsoft y su respectivo CRM.
Pocos piensan en Ingram Micro como una empresa trascendental en la historia de la tecnología, siendo esta una compañía proveedora mayorista mundial de productos tecnológicos y servicios de cadenas de abastecimiento, desde 1979 Ingram Micro ha sido el puente, el mediador entre los proveedores de soluciones en tecnología y los vendedores de todo el mundo. La empresa ofrece una amplia selección de soluciones y servicios a nivel mundial y a través de Ingram Micro Logistics, ofrece servicios personalizables para la gestión y cumplimiento de órdenes, fabricación por contrato, almacenamiento por contrato, abastecimiento de productos, volumen de productos empacados y cubicación, logística reversa, gestión de transporte, atención al cliente, servicios de gestión crediticia y de recaudación, y otros servicios de cadena de valor.
Partiendo ahora hacia H&R Block, otra gran compañía multinacional que es el mayor proveedor de servicios de impuestos del mundo, no solo ofrece preparación de impuestos, también ofrece servicios como: servicios de consultoría empresarial, finanzas personales, entre otros; su cantidad de clientes es masiva y por ende la administración de los mismos y los servicios personalizados ofrecidos a estos son necesarios, y prestados por H&R Block Servicio de Impuestos, H&R Block Bank y RSM McGladrey.

1. ¿Cuáles fueron los desafíos que enfrentaron estas dos empresas antes de su adopción de CRM? ¿Cómo piensa que la Web y el Internet han cambiado las expectativas de los clientes de las empresas de servicios? ¿Qué espera al interactuar con una empresa de servicios en línea?
Sus desafíos fueron la gran cantidad de clientes que en determinado punto empezaron a manejar, el momento en el que empezaron a ampliar horizontes y a ofrecer más y más servicios, por lo cual vieron la obvia necesidad de establecer una estrategia para acercarse a estos clientes y ofrecerles la más completa atención posible.
Proveedores y vendedores ahora exigen mucho más, exigen más rapidez, más interacciones personalizadas, y sobretodo acceso rápido y fácil a la información y servicios. Uno como cliente individual espera básicamente lo mismo mayor eficiencia y mayor facilidad al encontrar información, un entorno que sea eficiente y fácil de manejar. Facilidad al fin y al cabo, debido a que ya las personas están acostumbradas a buscar algo en internet y encontrar toda la información necesitada.

2. ¿Qué piensa usted que el asesor financiero de H&R Block quiso decir cuando dijo que su relación con el cliente tenía que cambiar de un enfoque "transaccional" a un enfoque "relacional"?
Un enfoque transaccional es aquel que se centra en el producto, donde este puede definirse en términos de características y ventajas funcionales. Mientras que el enfoque relacional se centra en la persona, en el cliente como tal y donde los productos ya no son sólo objetos con características funcionales sino medios para facilitar experiencias valiosas y memorables a los clientes.

3. ¿Qué beneficios cuantificables esperan ganar los gerentes en este video? ¿Qué otros beneficios se describen?
Los resultados cuantificables que se esperan de la implementación de la estrategia de CRM es un aumento del número de cuentas que cotizan en al menos el 25% y duplicar la cuota que tienen en las cuentas negociadas ya existentes.
Se espera que con el ofrecimiento de mejores servicios, mejores tiempos de reacción, una mayor planificación por parte de los asesores vaya a mejorar la relación con el cliente de manera significativa; es esperado también que Microsoft CMR ayudara a cerrar negocios más rápidamente al tener más conocimiento sobre el cliente y al ser más oportuno para acercarse al cliente con las soluciones establecidas en su negocio.

4. ¿Por qué cree que estas empresas optaron por Microsoft como el proveedor de CRM?
Microsoft hizo acompañamiento y ayudó a despertar la creatividad e ideas a medida que ambas compañías van avanzando con la estrategia CMR. También estas empresas querían un regreso rápido a las inversiones, y con Microsoft eran capaces de sacar la primera versión en menos de 3 meses.

5. ¿Qué cambios en los procesos de negocio cree que eran necesarios para implementar con éxito los sistemas de CRM?
Adoptar un enfoque por etapas. Han sido necesarios años para que estas organizaciones recojan los datos y desarrollen sus múltiples procesos. Del mismo modo, se necesitará tiempo para representar los datos y procesos en un solo sistema. Dividir la aplicación en fases para que el proyecto sea más manejable.

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