EBusiness - A door for the development of CRM

1. The objectives and scope of work

The development explosive technology information applied to business traditional and the emergence of the Internet as a means for performing operations business to scale world has changed dramatically forms of relationships between businesses , consumers and government , creating a watershed after. A point between the two millennia.
As in every technology during his appearance, commonly confusion as to new concepts concerned and especially as regards the scope of application arise. Not so much linked to the possibilities - many technologies are ripe to be employed in organizations - but with the ability of agents to be able to capitalize on them .
E-business, have not been left out of this confusion and even today there are countless definitions and views to describe, not yet have a precise scope. Regarding Internet - although there is a greater understanding of their current functionality - remain still some unknowns about its potential for future development in business.
This work presents a set of conceptual clarification of the new components that enable virtual operations, in the light of which the potential of new technologies are analyzed to change the ways of linking organizations with other agents and exposed the changes of paradigm that are occurring to generate a significant qualitative leap in the development of the relationship between such agents.
The exposed change of paradigm that has led to the emergence of the Internet and Electronic Business , the key technologies are identified to make that change possible and the impact on business areas is analyzed to finally present the trasformador potential generated by e - business, as part of the new generation of media to improve relations with customers in its broadest sense.
As an integral element of the proposal is handled thinking systemic. Being a world that is increasingly connected, the problem of Internet, e - business and CRM essentially require a new way to appreciate the patterns of that relationship and to find alternative methods more effective to solve the problems that arise.
Is considered to be above the valuation of the required technological support in these times of great change is necessary to disseminate and promote a new vision of commercial and productive phenomenon and generate greater culture computer , providing information and knowledge about the Internet 's impact on business and especially in the systemic aspects of the relationship between agents.

2. Electronic Business and the Internet: a paradigm shift

Organizations as systems are increasingly opening their relation to economic, social and political context in which they are immersed. Barriers that limited the relationship level physical aspects of it, seem to be falling. Virtual relationships among different agents, are having a growing impact on industry and trade since late last century.
The new relationship between organizations and their context begins to impact on the structure and inner workings of a wide range of institutions . However, one thing is the ideas in the laboratory and quite another to transform those ideas into innovations. This is putting them into practice. For this it is necessary to operate "large - scale" and "practical costs." Just there new businesses that transform the existing reality (Senge, 1992, p. 14) are created.
In the field of communications is the same. The communication business with the context, is going from lab to reality. And in doing so it is becoming one of the key development organizations in the twenty - first century. Those who match the product right, the customer right, at the right time through the appropriate channel are the ones who ultimately manage to retain customers and achieve high profitability (Swift, 2002, p. XIX).
To which Ronald Swift then adds that the conceptual terrain is also occurring as important as the exchange of products exclusively technological. We are rapidly making the transition from information technology to technology relations. Precisely the explosion of new forms of operaren business has to do with the technologies that have enhanced the relationships between different organizations.
Luis Couce, chapter: Electronic Commerce (pages 73 to 110) of management in the XXI Century (. 1999, p 74) suggests that the convergence of various technologies related to inter-enterprise computing and global communications, has produced one revolution in the demand for information and new channels of marketing . He adds later that it would be producing a process of "disintermediation" of great impact on future business (1999, p. 78).
Some technologies have led to a strategic change in how to conduct those relationships. Specifically, two innovations have revolutionized management , changing the mode of operation of organizations: electronic and Internet transactions as support. From outside the lab of these tools , managing customer relationship (CRM) has a before and after. The emergence of these technologies and innovations outside the laboratory are creating a revolution in business.
The before and after, it is not only a transformation in the way we do business, is a paradigm shift. Substantially alter the rules of the game with organizations conceive communication with its business environment, in its broadest conception. Restates the tactics and tools used.
The paradigms are precisely those who somehow define general game rules with which it operates in every sector of activity. And the business world is no exception. "Best practices" are nothing but instruments used by agents, from the prevailing paradigms, make the best possible business considered better.
In turn, these practices require technologies to be developed. This calls for tools to effectively realize business. As previously could consider options such as television and mail, you can now start thinking about Internet and e - business tools to generate new practices.
It is a standardized cycle - in stable conditions - consistently operates, because the paradigms establish frameworks for business and to develop appropriate practices are sought, using existing technologies as support.
Stabilized systems operate through process improvement and refinements in general without breaks. Are generated in this way, more or less predictable and continuous adjustments to improve the efficiency of the system . That is "doing things right" in the frame accepted by the circumstances.
But by the way, this circuit influences, not always fatally continuous and predictable flow in which practices and technologies necessarily reinforce existing paradigms. What happens when a new tool enables new business practices? Often it ends up generating new paradigms, which in turn can generate new business.
A feedback loop that generates a qualitative change in the whole process occurs enabling a innovation . A change that makes enterprises that were not previously considered because it was impossible to deal with them , now can be developed even under favorable conditions.
windows of opportunity suddenly open to operate "large-scale" and "practical costs" as posed Peter Senge (1992, p. 14). It is at the gates of a change in the effectiveness of the system. That is "doing the right thing" to new circumstances.
Doing things right (efficiency) and do the right thing (ERA) are the two dimensions that must always be considered in improving existing systems or developing new systems (Ackoff, 2000, p. 10). Dimensions that need to analyze situations with systems thinking, considering the variables most representative and relations in the sphere of influence of the system.
Of course paradigm shifts will happen whatever our view of reality. The difference lies primarily in the readiness with which the face. If we can appreciate the variables that operate interdependently and are able to integrate many minds seeking to address proposals, surely we can interpret more advance what is happening.
From the potential of Internet, there has been a big change in the way of thinking about business. This is a qualitative leap that Luis Joyanes (1997, p. 9) makes clear when he says that the revolution in information technology and communications is changing the traditional culture based on a material world by creating virtual worlds in which You can find information, conduct business and even entertainment.
Erik Tamplin, Jim Marchwick and Cortney Wanca (1997) made an interesting analysis of the early impact of Internet in business. The Internet is expanding rapidly since the end of the previous millennium, with the promise to change business, entertainment and everyday life. The vastness of the reach of the Internet has generated very complex innovation processes and in turn, has capitalized innovations and tools created broad impact.
As part of this virtual world in explosive expansion, it is that relations between organizations and their environment are changing substantially, then your chances of establishing links and capitalize. Part of this transformation has been reflected in the management systems of the relationship between organizations and their suppliers and their customers, changing the way that CRM is perceived in the XXI century.
CRM are seen - to move the millennium - as a strategy business to select and manage the most valuable relationships with their customers organizations. Therefore this approach requires a philosophy of business and a customer - focused culture, effective processes to support marketing , sales and services (CRMguru.com).
The ability to manage customer relationships in a personalized way, overcoming geographical and time barriers and costs substantially lower; They have changed what organizations can do to interact with suppliers, customers, auditors and auditors from other agents.
That change in the way to manage customer relationships represents a window of opportunity that can not always open. A window can adequately capitalized, if the organization has the appropriate strategy and appropriate culture. And this requires some thought patterns are changed.
The central problem manifests itself within organizations. Perhaps the main challenge to be faced is what Regis McKenna in his book Marketing Relations calls "intangible competitors" can be summarized in one 's own way of thinking and ways of seeing the world, rather than on actual competitors of each business themselves and emerging technologies that are available (1995, p. 269).
A change of approach is needed to address new problems. A new way to appreciate everything in relation to the parties. Understanding each part independently - with a reductionist approach - you can fail to understand the whole. This happens for example, when analyzed separately: the new technologies of information, communication possibilities and how to do business in a globalized world.
an integrative thinking is required to begin to appreciate the reality otherwise. The proposal is to use systems thinking as a better way to appreciate the development of new paradigms and capitalize them out quickly. And this leads to see organizations as open systems that must be understood in relation to the context (Herrscher, 2003, p. 19).
Precisely, "Systems thinking is the basis of clear thinking and good communication, a way to deepen and broaden our view. The obvious explanations and majority criteria are not always successful. From a different and broader perspective, you can find out what exactly happens and adopt the most appropriate long-term medical. " (O'Connor and McDermott, 1998, p. 19).
With the aid of systems thinking is easier to understand how businesses raise in every circumstance, over traditional product- axes market and turn them with the technological requirements. Precisely the architecture systemic is based on the interaction between the three dimensions and avoids the subordination or suboptimisation around one (Herrscher, 2003, p. 82).
Finally the possibility to systematically anticipate potential paradigm shifts, it is essential to gain time to generate future alternatives less harsh for the organization we work (Barker, 1996, p. 22). The idea is to generate systematic fields to study the future in terms of "content" (speculating on what the future) and "processes" (speculating on how to think for which the future), all of which require good foundations "strategic exploration."

3. New concepts for e-business

The "systemic thinking" contemplates the whole and the parts, and the connections between the parties. It is the opposite of reductionism, that is, the idea that something is simply the sum of its parts (O'Connor and McDermott, 1998, p. 27). This approach seems to be the appropriate proposal to analyze the revolutionary phenomenon that has caused Internet in the way of doing business, changing the relationship between the agents.
We are not simply in the presence of a network global communication. Internet is in fact a combination of many internal innovations (such as email, electronic forums or handling audio and video ) operating integrated facilitating interactivity between various actors, the best use of communication channels and in given time began to capitalize explosively in the field of business.
Technologies that can reach revolutionize many businesses - such as the case of the Internet - are not necessarily generate those businesses. Many businesses today operate supported Internet, existed before the digital era. Of course, some new businesses would be impossible to develop if not count on the integrative power of agents to created from the existence of a network global communications.
Internet - except for very especializados- exceptionally sectors is not a business in itself. essentially it operates as a "facilitator" business (del Barrio, 2003, p.14). According to the author the true impact of the Internet is influencing every day about the companies and people in many ways. Internet allows to operate in a different way in the intone people and businesses. Hence the importance of the systemic approach.
Jay and Adam Curry (2002, p. 222) argue however, the growing importance of the role of "facilitator" is awarded to the Internet in the relationship between different actors operating as suppliers or customers. Is consolidating the strength of an indissoluble operational relationship becomes apparent by between marketing and Internet with external agents, as a support for this relationship.
One of the main vehicles of change in the way of doing business in the late twentieth century and early twenty - first century is the use of electronic business operations to realize transactions supported by networks global as the Internet. It is as Jay and Adam Curry, a technology "cheap is perfectly capable to capture, analyze and use information relating to customers."
Generally speaking, this partnership between the Internet and corporate business putting focus on the relationships that generates, can achieve higher degrees of flexibility and efficiency in their operations organizations more diverse spectrum. Flexibility to select the best suppliers regardless of their geographical location and efficiency to give a personalized response to the needs of customers in the place where they are.
The association has its conceptual support. Specifically , the concept of "e - business" generically describes the execution of business processes, combining the possibilities of the Internet as a network of global reach, with information technology and operations support. And this creates dynamic options of "electronic commerce" particularly suitable to improve the relationship with external agents in changing contexts.
The facilities provided by the Internet to enable virtual surroundings, allow you to create new ways of doing transactions in which the parties interact electronically rather than through exchanges materials or direct physical contact, in many cases eliminating unnecessary costs presence physics of these actors and transport of materials to offer new products and even to do business.
This organization-context association generates new ways to integrate internal management processes of an organization with external agents and especially with customers and suppliers. This integration - with an important technological support - is causing significant qualitative leaps in terms of operating times, operating costs and quality of services, which should be studied in an integrated manner.
These substantial changes re-pose problems effectiveness of that Ackoff (2000) spoke from a different dimension.
However, new alternatives generated from the association of business agents, does not always give immediate results. It requires developments in three dimensions on the one hand the new technologies themselves, on the other it is necessary to integrate these new technologies to business and ultimately to achieve a cultural change spread out the scope of the organizations, which is certainly much more complex.
The knowledge early and appropriate use of new technologies is a challenge in itself. This involves knowing what can bring Internet as a global network associated with other information technologies we were already using. However, with all the difficulties involved, this does not seem to be the most important barrier. We must find the most appropriate ways.
The difficulty in finding new ways is related to capitalize effectively , an innovation that breaks the continuity with past practices. It is necessary to generate new practices for conducting business on the Internet, knowing that to raise it will operate substantive changes in the traditional way of doing those businesses.
These changes alter the rules for doing business and open a window of opportunity for new agents, leveling possibilities for commercial development between organizations of very different magnitudes and generating exchange mechanisms which remove physical boundaries, staking the usual cycle of operation of the business enterprises or institutions have not globalized.
Sizes changes in the way of doing business, they can not be treated by analyzing the complexity static , seen as if the parts were merely elements of a puzzle. It is required to understand the complexity so dynamically , as is seen starting chess (O'Connor and McDermott, 1998, p. 39). This is; make an assessment of behavioral interrelatedness of the various agents using new technologies.
Implementation often requires major changes in organizational culture prior to entry into cyberspace, since in many cases should consider abandoning old paradigms in ways of doing business. It is necessary to generate an extended view of what is the concept of "client" and rethink how to use innovations to seek opportunities to thrive in an increasingly competitive world.
From an extended view of e - business as instruments of relationship, it is possible to extend the internal processes to entities outside of our organization, whether they are customers, suppliers, regulators, auditors or tax collectors using Internet technology to revolutionize the classic form see the systems management customers in very broad sense.
This is related to capture directly to any agent (customer, supplier, oversight etc) has something to do with a business, regardless of their physical and traditional time cycles operating location can develop instantly and quickly, safe and friendly, any procedure relating to the business operations of the organization. And size change requires an integrated approach to the actions of agents to new possibilities.
That ability to adequately capture agents is what Luis Couce, recognized as the process of "disintermediation" and already mentioned above. According to the author: "The future scenario is proposed: a direct collaboration between companies and consumers direct access to the relevant. Databases all in an electronic market where networks. Value added work based on standards ..." (1999, p. 78).

4. Key technologies in the context Business-Internet

Windows of opportunity also generate great doubts. What technologies selected to support our businesses? What should we know in order to manage them properly? What are the risks of using these new ways of working? These questions are closely related to strategy, innovation and management in organizations.
An organization that decides to capitalize on these windows of opportunity of the Internet and e-business, has to accept certain challenges and manage business risks related to the fact that these technologies will impact strongly on the substantive activities of the organization.
Teruo Yamanouchi early (1995) raised some clues to address this challenge. He stressed the need for adequate resonance between market requirements and building technology, staking chain based innovation business creation and enhancement of people as innovative technology. All necessary to capitalize on the opportunities that arise at each technological renovation.
Admission to the era of business in cyberspace is not easy. Technologies come and go rapidly trying to offer new services supported by Internet. There is a wide range of tools available suppliers competing strongly to differentiate generating additional services of all kinds. A range that has been growing in the design and complexity of operations that are supported.
However, all technologies have something in common. There are some patterns that generally adhere to integrate. This is that they can use existing infrastructure and operate in an almost transparent inside and outside the organization, using very flexible mechanisms of horizontal integration. This has facilitated the rapid growth of the services that are added over one another.
As in most emerging technologies, early adopters used what they knew best and was available. The first products were capitalized to develop transactions by organizations were the emails themselves, as a way to establish links with customers, who then had to generate new business through traditional systems that used each agent.
Shortly after "he discovered" the importance of the servers as a means of recording systematically the relationship of an organization with various agents and specifically current customers and suppliers and especially potential clients and suppliers. So you begin to generate a database of registered from exchange users with support services contacts pages web . A base that initially was not perceived as something fundamental, but gradually grew in importance.
This record is standardized through the creation of standard user profiles, which generate a set of relevant information from each visitor to have the system requires data from your profile staff to enable you certain types of operations. In turn, that record personal profile associated with an ID and password gives users new revenue system by simplifying its relationship with the web site in question and access to the facilities required (Curry, 2002, p. 242).
Another important step is generated from the interchangeability between various information blocks in the network agents. Electronic data interchange (EDI Electronic Data Interchange) was one of the first technologies routinely used in business communications in the late twentieth century. The protocol EDI establishing "common formats for transmitting information about orders, prices , discounts, availability and order status" (Curry, 2002, p. 243).
Easily know who might be potential customers and suppliers or to receive or send information about possible operations is only part of the process of generating new business in the network. The evolving nature of this craft entering the era of e - business was the creation of software and equipment to develop networks of "servers traders" that allowed buyers make their orders and pay safely from the Internet. That was one of the starting points more dynamism contributed to the development of change.
These components of major commercial developments websites basic information about the company , provide services such as: track product and view their details in databases, fill a basket electronics of purchases , process orders, identify the user, detect buyer preferences, execute personalized marketing, offer coupons and discounts, handle taxes on sales and provide additional information to the user and statistics seller.
However, these traders servers required their biggest and best conditions ever security . Distrust of users log into the network your bank account number or key card, has generated almost systematically additional services to improve security. In that line it has developed the "Electronic Commerce Security " (SET - Secure Electronic Trading), to provide comprehensive security and encryption to e - commerce needs to be extended.
These systems safer commercial operation had as drivers to large organizations cards of credit as Visa and MasterCard, supported by the giants of the software industry such as Microsoft , IBM and Netscape, to enable servers to sell verify the identity of buyers, seller guarantee the legitimacy and ensure the privacy of transfers using credit or debit cards.
This model generated services to improve the security of retail operations in large - scale generating the concept of " markets electronic open" as the Open Market Incorporated to support a server top selling led to very large retailers and service providers Internet he opened the doors to the integration of large vendors Internet catalog the world.
The possibility of these electronic markets, operating under improved security conditions, has created opportunities to conduct operations in such diverse areas as: finance , the insurance , manufacturing, media including broadcasting and the government itself.
Some strong market players have begun to capitalize on faster connections to the network and its biggest budgets purchase to create conditions to operate on the Internet. This reality has stimulated the entry of large companies have begun to use the Internet to order products and services and then begin to take advantage of this "know how" to create general sites that purpose.
Have developed models integrated operation, to enhance e - commerce activities. In many cases there are real functional architectures that systematically establish the relationship between suppliers and customers in cyberspace. Architectures that link production with marketing and provide solutions for the administration generally and logistics operations, with efficient use of basic Internet technologies at its center. (Curry, 2002, p. 249)
Corporations have not been indifferent to this development. Today large technology companies such as IBM derive substantial income, not from the sale of equipment, but their services and advice. Just as Jay and Adam Curry (2002, 225 pp.): "A large part of its new model is to provide e-commerce services to companies that want to identify customers, get, keep and upgrade them using the Internet."
However, not necessarily who you have larger and financiaras possibilities is who succeed generate the paradigm shift. It will be whoever has greater capacity to learn without being tied to the past, it succeeds first. Ray Stata as states: "The speed with which individuals and organizations learn may become the only sustainable competitive advantage, especially in industries intensive knowledge." (McKenna, 1995, p. 297)
Additionally new streaming technologies, used to transfer audio and video over the Internet, have created a revolution in areas such as education and entertainment on the network by generating a commercially more solid choice for sharing content between generators and users, without infringing the rights of copyright. This has opened a new window of opportunity for e-learning and games , which was previously very limited. Large companies are trying to capitalize on this business.
New technologies that capitalize on the ability to operate from anywhere, without using (Mobile and Cable Wireless Technologies) are rethinking the way they do business by capitalizing on synergies Internet with portable products. According to the Gartner Group expect strong investments in these technologies since 2005 and a much more intensive use of mobile cellular technology corporations in the coming years (gartner.com, 2005).
Every new technology on the market rethinks - often dramatically - how to do business. Large incumbents who felt safe with certain monitoring the market, go to have to face competitors who did not know in ever shorter periods. International Data Corporation (IDC.com, 2005) speaks of "killer platform" that alter the status quo in very short cycles happening in the world of theories to business practice.
Authors like Daniel Love (2000) are still bolder and generically proclaim the revolution of e-business pose "the keys to living in an interconnected world" by the end of 2000. And in this case do formulating projections early in the new business developments. And those bold predictions - which is not often the case with new technologies - seem to be confirmed in reality, at the beginning of the third millennium.
Beyond how to categorize, the new technologies associated primarily with communications and business transactions on the Internet, are maturing and integrating with standard business practices. Already raised more generally, strategies to succeed through innovation in e-business and start talking about success in the e-conomy, leaving behind the crisis , the dot com, the end of the millennium (Hartman, Sifonis and Kador, 2000).
Changes occur. However, it is not easy to predict how far we take these transformations. This would be a glimpse into the future of science and technology in the medium and long term. The idea would be to do it systematically. And in that vein, the development of technology foresight is an alternative, since it can detect areas of scientific development that may provide support to promote emerging technologies, and locate the gaps and obstacles that may appear in its development.
In this area, the proposals on the true innovators dilemma Clayton Christensen (1999, p. 30 et seq) constitutes a significant contribution counselor who remains valid. Among the principles set out by the author we emphasized that "can not analyze those markets that do not yet exist" and that "the provision of technology can not be equal to the market demand." These two strengths are key to relativize the findings generated from testing technology foresight, however good they are.
All this accelerated evolution raises the need for a different approach to assess the impact of new technologies. An approach that considers innovation as part of a system. Need to better understand how emerging technologies impact on the "web" of pre-existing technologies, creating new tensions in systems that previously seemed stable and they may face ruptures, sometimes traumatic, by rule of paradigm shifts and the businesses that can perform.
Transcending the partial studies of certain aspects of the development of technological tools, the importance of a systems approach to understanding and managing technological change reconsiders. " They establish Often those reforms, especially in the business world, make the mistake of pressing and pressing until capacity to adapt the system. At that point, the rupture, which occurs always in prejudice of all." (O'Connor and McDermott, 1998, p. 43).

5. Types of electronic business are consolidating

There are many ways to classify e-business. One of the most used is considered a type based on the parts (agents) that are related to a transaction. These parts can be businesses, consumers or the government itself, generating various denominations. Considering these three types of agents (B business, consumers and government C G) varied combinations have generated various denominations are set.
To make a first approximation as an initial identification and raise of examples; only alternatives that are more relevant today be considered.
The initial rate was greatest impact on the Business to agents who perform the transaction are two organizations Business (B2B). For example a company that places orders supply raw materials from its suppliers on the Internet. It operates as a service link between two companies. By extension raises the Business to Consumer ( B2C ) when an organization sells its products or services over the Internet to customers. For example systems selling books and CDs of music . Opera as virtual shops focused on consumers.
Additionally they are created denominations such as Business to Employ (B2E) pointing to business development towards the internal organizations, by way of developing an Intranet corporate.
As a very unique and distinct variant of the above listed E - Government. In this model the national, state or provincial governments spend using the Internet in their operations. It is primarily a means to establish an internet relationship between organizations of the state and citizens. For example the payment of contributions estate online. It operates as a support to traditional face additional procedures in government offices.
In turn, the consumer as the protagonist happens to occupy a place in cyberspace operations. Thus was born the Consumer to Business (C2B) where the consumer gives companies a price for a good or service. For example , a person who provides a certain amount of money for a ticket and some company sells it at price. Possibility arises as the Consumer to Consumer (C2C). Consumers relate Internet. The auction system on the network is an example. A consumer offers other goods and services, if required paying a commission on the sale.
Another way of categorizing business on the Internet is as the supply channel that provides support trade. And Ricardo Potts (Monografías.com, 2005) speaks of indirect and direct electronic commerce. In the first, performed the selection and ordering of goods, materials or raw materials electronically and the end customer are sent through traditional channels, which requires support in transport logistics and infrastructure. In the second, selection, ordering, shipping and payment is fully made online and integrated through the same global network, which greatly reduces costs for the manufacturer or distributor.
The latter type of e - commerce in the physical logistics are not relevant can only be done obviously with goods known as "intangibles", whose total sales cycle, payment and delivery can be done entirely online. This is the case mainly videos and music and programs of computer although the universe of products will continue to expand (eg e - books).
All these models have something in common. Application impacts on organizations must adapt its structure , its functioning and its people in accordance with the new rules posed a virtual relationship with customers, suppliers and the government. Organizational changes that should arise break the balance existing, to transform it into a more profitable in ever shorter periods, which again put on the table, the need for new concepts to manage these changes.

6. Analysis of the development process of business areas

Technology does not always integrated the business world, without affecting organizations and their context. Organizational changes that are being created to capitalize on virtual forms of communication are increasingly complex and accelerated time. Strong impact on the organization and its environment, altering how to capitalize on opportunities and above all, how to do business.
Not all organizations react the same to innovations. Erik Tamplin et al (1997) argue - citing studies by Robert LaRose and Anne Hoag, the University Michigan State - that the process of adoption of new technologies was not homogeneous. Specifically, sectors capitalized fast Internet possibilities in business, were the telecommunications , computer and electronics industries.
These early adapters not capitalized innovations quickly by chance. Early adopters from these sectors, had since late last century, a greater presence of innovations in their websites because they were closer and the like. Anyway, gradually in other sectors, the generation of "electronic channels of distribution " was becoming increasingly evident in business operations of organizations.
These new channels were creating a new vision of the overall service availability contact with the context (365x24x7) and decreeing the end of the physical and temporal coincidence of agents for operations. (Fernandez and Bajac, 2003, p. 166 et seq). Not having to be physically present to conduct business and to realize operations at any time of day has changed most prevailing rules before disposing Internet.
In this context, direct customer approach was the first step of integration, supported by the publication of contents at the beginning of the 90. Soon after, began to develop a process of interaction between different actors in the network, capitalizing on the direct relationship between companies. (According to the publication of Arthur Andersen Business Consulting 1998, cited by Luis Couce (1999, p. 82).
Simultaneously it began to generate an option for government-citizens and its many derivations, proactive actions including consumer relationship. Thus, more or less direct between citizens and government via the Internet, in its various operating modes ties began to develop. Conceptually it is the same evolutionary level, changing the types of agents intervening.
To see these needs, we have developed a model of support for government operations using the Internet. This service "-government and" is called generically and caters to citizens by the network to perform procedures at the customs offices, tax agencies and social security among other government services, including transactions such as payments, receipts, certificates and certifications among others The next step was the possibility of generating e-commerce options that represent a more sophisticated level integration between agents. This is the complete realization of social or business transactions between many different agents in the network. In fact from this new type of social or business relationships, a paradigm shift begins to occur in the proper relationship between the different actors in the ciberepacio.
B2C (to reach customers) was the largest initial development mode in which you use the Internet and email to replace the traditional catalog shopping in ways that previously used as a means of television , the telephone or fax . B2C has been an option for manufacturers to dispense with some of its retailers, operating directly as direct marketers of their goods to the consumer.
The benefits of catalog shopping using the Internet are primarily concerned with the elimination of the production and distribution of catalogs. Direct selling unused Internet retailers can extend the range of customers and operates as a value-added service for the same. (The aforementioned desintermediation). Cost reduction will depend on the manufacturer's distribution logistics. In all cases the change control operates improving customer base.
This approach has worked well in fields such as computer equipment, where large multinational producers - with the paradigmatic case of Dell at the helm - were able to generate distribution systems that equipment orders were not against inventory of finished products but directly against factory .
The enormous potential of direct sales to consumers are products that do not require hardware movements in the operation as software, video, photos and music. On this side they are mostly developing e - commerce between businesses and consumers since late 2000.
However, the real deal - by the volume of its commercial impact on a global scale - lies in e - commerce transactions between companies that are generating strong integration processes of their trade online, capitalizing on the potential of B2B, in contexts increasingly widespread.
According to Horacio Marchand - making a recapitulation of the scope of the B2C respect B2B: "He was the polvadera and barely seated After the stampede and the Internet bubble, the world B2C (business to consumer) ended up doing much. Noise but few nuts, while the B2B (business to business) did little noise but promises many nuts. " You can say that B2B has accentuated place to stay (www.gestiopolis.com/Canales4/ger/ahora.htm).
Analyzing the increase in operations, the financial sector - despite qualms about the safety issue - has entered strongly in the era of the Internet business. Financial institutions finally got a great first step. In fact, it seems that soon Internet will be the current way to pay and collect bills , transfer bills and handle all other transactions that flow across national, regional and global economies.
More recently there have been C2C models such as online auctions, where any individual can place a product for sale in a special purpose site, which provides a platform for all citizens wishing to sell their products directly. Based on this model they have been created object exchange markets, one of which had particular event like the free exchange of music and dramatic end.
And this new relationship opportunities opening using Internet does not diminish. The amount of space dedicated to the dissemination of the problem of Internet business is growing daily. Simply perform a preliminary analysis with search engine standards like Google , to appreciate the amount of articles, news , research and recommendations of best practices in e - business that developed individually or through organizations (in April 2005 had 6,720,000 entries "ebusiness ").
But beyond accumulating reports on the coming changes it would be important to improve knowledge of those changes. can not be used to capitalize synergies or lever system effects through data accumulation thereon. It is necessary to interpret that data and turn it into information. And taking a step should be able to handle the essential skills that make emerging businesses and its impact on market players, which brings us back to the need to develop systems thinking.

7. The potential of e-business as part of CRM

Not easy generically establish the potential of e - business for organizations, and government customers. Certainly that development will depend on aspects of components such as the communication infrastructure and its associated costs, actors needs to be developed commercially and especially relevant cultural aspects of each company .
However, considering the type referred to describe eBusiness things seem clearer. Although the B2C has more sites where it is present, the most money is the B2B moves, and most experts believe that the B2C remain as the lower part of the technological revolution of electronic commerce.
B2B is rapidly becoming the backbone of management systems, procurement and sale of governments and corporations, which plan to use Internet technology to improve the way they deal directly with suppliers, customers and generally the citizens.
If we pass from the consideration of general issues to more specific aspects are relevant factors such as the market in which the organization and its situation regarding is competition , sales channels or purchase that has developed, stability and maturity of their transactional systems and the investment required for the implementation of the strategy.
As discussed at baseline is very important capacity for innovation that the company may have and overall organizational culture of it to assimilate and move towards "rapid and profound" changes that are required when the modes of interaction radically change with suppliers and customers and other agents involved.
The companies themselves can benefit from the possibilities offered by the Internet. Since the opportunity to place bids of intangible assets through the network that does not require logistics for the physical delivery of goods to the customer to reduce inventory costs and distribution of material goods due to the generation of a direct relationship with suppliers and customers and prospects.
In turn, the opportunities offered by new business for users of the systems are very large. They range from access to products regardless of geographic location saving time and money in getting information when choosing between various options for buying a particular product.
There has been a growing trend of various commercial agents seeking to reduce costs, increase the universe of customers and higher profits not only commodities. They have already been integrated into the business who offer not only video, music, books or programs but integrated databases which may include portfolios, especially economic specialized topics. Sites have been developed million applications for general and specialized information that requires an additional payment for access to certain information.
There are , of course, subjective to develop some business barriers. Among them credibility in the security environment, the difficulties in changing buying habits and consumption , the inadequacy of existing requirements of electronic selling products (most of the market is focused on music and books) and difficulties in managing Internet for non - specialist audience.
In turn, not all countries in the world are in similar conditions to capitalize on the challenges and opportunities that is generating Internet. Not the same reality of the northern hemisphere than the southern. Certain structural weaknesses such as limited communications infrastructure or the lowest percentage of computers personal per capita , continue widening the gap between rich and poor countries.
Analyzing the indicators projected by the Gartner Group eBusiness the beginning of the millennium will be equivalent to 10% of world GDP and consistently, there will be a strong investment in new business applications and technology infrastructure to support them . All it is pointing to the transformation of e - business models and operations support.
But the issue involves not only the commercial impact on business or the amount of investments has to do with the speed with which these changes are occurring. On the speed with which changes in the new era is processed, there is little to explain: what the Internet will take two years to reach - 60 million users - to other technologies that hit the twentieth century as radio or television , it took more than ten times.
The dynamics of changes is generating the need for optical different to appreciate situations are occurring. Analyze every factor that impacts on a problem with a reductionist view of reality, does not provide too much about the nature of change processes being developed. Rather than decontextualized sum of these factors will depend on the evolution of relations between them, reinforcing the systemic approach that should consider these situations.

8. The way to introduce and sustain the association of Internet and business in an organization

To capitalize on the possibilities of Internet and e-business have to innovate. And the problem is that innovation is a form of knowledge to be developed (Nueno, 1998, p. 11). Organizations need to learn what can be done and how to do, so they can successfully incorporate the benefits of new theories and business practices in cyberspace.
The most important points to be developed in organizations to successfully capitalize on the potential of Internet and Business (integrated) are:
strengthen business by way of reaching more permanently and more effectively to their customers and
transforming existing businesses in the non-virtual world, exploring new ways to operate more efficiently over the Internet.
The problem is that such efforts face without causing havoc innovation is not a simple task. Not all organizations are in equal conditions to innovate. The research on innovation shows that there is a close relationship between the size of the organizations and their ability to adopt innovations. According to Everett Rogers: the larger the organizations, more facilities have to adopt innovations (1995, 379 pp.).
To promote innovative businesses and transform organizations by Amir Hartman, John Sifonis and John Kador (2000, p. 3) a good dose required leadership , setting out the business model, new capabilities to manage business and of course, appropriate use of new technologies. All this is part of the "preparation for the Network" trying to capitalize on the opportunities generated in the "new economy ".
In the area of strengthening existing businesses, the key to start is essentially better develop institutional communication capitalizing on the potential of Internet as a communication medium. It is important to be known, to generate interest in products and services and be permanently customer - facing precisely when making decisions and achieve new business relationships and selling goods and services.
The key input is then discover how to transform knowledge (knowing) in doing-knowing (communicate).
In the field of transforming enterprise business, it is essential to integrate changes in the organization. To do this generally requires a break, rethinking business processes. Must substantially improve the internal operations of the organization and operations conducted with the client - in a broad sense - trying to optimize processes and to better satisfy the service that is given to agents with which it interacts.
The road ahead requires discovering how to transform knowledge (knowing) in know-how (act).
These general ideas of organizational change passing through "do-know" and "know - how" must be transferred into practice. To address the practical aspects primarily follow the recommendations of Horacio Marchand turn out to be a good compendium of practices to be learning from inside to outside the organization, how to introduce Internet + Business with a clear situational approach ( ).
But all this transformation does not occur by acting on each system component independently isolated with a reductionist approach. It is also required to "see" all these components as part of a network in which all impact in different ways, generating circuits reinforcers and retarders, which need to properly understand to act. This is posing a systems approach to analyze and transform reality.
The initial response to the need of the network approach has to do with the perception enlarged Internet as a general means to conduct business in a broader context. When an organization makes a commitment to enter the world of e - business, you must perceive the Internet as an important communication platform. The greatest the world has ever created to date.
That perception must generate a culture change in the organization and also effectively incorporate the use of Internet with new ways to appreciate the interaction body systems and their impact on agents. Initially - says Marchand - it will be taken out of your comfort zone a lot of people, but eventually will be as normal as using the phone. It is better to eliminate people who use "bad" to the Internet, to restrict or prohibit its use "not to be distracted."
The practical recommendation is to lead the transformation from the inside out of the organization. This is started by a system operating on a smaller scale and then spread. It is therefore advisable to start the process of change from the inside of the organization and then spread to the commercial context. It is better to launch internal initiatives (Intranet), for example B2E with the area of resources human, or process improvements and efficiencies, and then expand efforts towards Extranet .
Then you need to operate on the context. To relate to the outside of the organization, it is more natural and convenient to start with the extension of the Extranet to suppliers, so you may learn at work , when you touch to customers. Usually it is known more suppliers to customers. However, the best strategy introduction will depend in each case both, suppliers and customers, are "acculturated" on the Internet and this enables businesses.
It is important to rescue the vision of the potential of the Internet to develop the business of the current organization and that may be developed in the future. Should see technology as a means of increasing revenue and reinvent a business with a clear vision of relations between the parties. If not skip the previous steps for learning organizational, located r- be easier from within the organization - to where to aim and how.
Finally the face of such complex systems is necessary to consider the situational approach, to avoid inappropriate generalizations. It should be made clear that there are no magic formulas to develop the required transformation. Depending on the circumstances, industry, competition and the market, each who will make his own sequence, the Internet rules are still being written. Therefore, a case by case approach seems to be the most prudent, to the new challenge of linking Internet business.
Finally, although the introduction of Internet and e - business has generated an unexpected leap - causing a break in the way of seeing the administration of the relationship with customers - you need to see the changes as an opportunity to generate models of sustainable innovation with a strategic vision, for new qualitative leaps not find us so undefended, as the said income to the era of virtual businesses, towards the end of the previous millennium.
The key to anticipate unpleasant surprises at the big jumps - as well raises Pedro Nueno (1998, p. 25) - it is to achieve a greater mastery of "networking" trying to generate processes of open innovation and recticulados in the sense of integrating centers of design , laboratories, researchers and external consultants. Of course the internal base in the organization marks the pattern and generates livelihoods, but the external rectículo, brings advances in early stages of development of innovations.
To react quickly to innovations like Pedro Nueno (1998, p. 22) points out, should pay special attention to the "Time to Market". Companies must systematically manage these innovative processes seeking to shorten the development time of new products. Emergencies should also move to development and not only exercised before production or marketing. It is not enough to develop a good product. Must be put on the market at the right time, often anticipating the action of competition.
These findings indirectly reinforce the need of systems thinking to address these problems.
And above all key proposals - by better than these they are considered - is the caution advised Clayton Christensen to pose "the dilemma of innovators" (1999) analyzing cases where "new technologies can derail the big Business". Everything is linked, according to the author, the validity of the statements that are made on the innovation itself and especially the viability applied to the case of the general principles of innovation that are considered.

9. Conclusions towards the development of online CRM

The reality of the relationship between the various actors in the industrial and commercial sector globally, has been modified in quality and quantity and these modifications, currently extend quickly to other sectors.
Production and global marketing of products has changed dramatically towards the end of the second millennium. Modern industry has increasingly capacity suppliers, increases competitiveness overall and buyers ' expectations are higher, and in response the global trade is changing in organization and modus operandi because the old structures and operations and they can not meet demand.
Industrial development and marketing capabilities requires a strong dose of innovation for enterprises that are sustainable over time. Successful organizations - as suggested by Pedro Nueno (1998) - will not settle successfully produce and sell, must innovate to compete successfully in the XXI century. A world of globalization and large distances paradoxically real value differentiation and virtual vicinity.
This is the real world full of virtuality, in which the various producers and consumers and achieve actors must act to meet the needs of consumers. A world that offers solutions, but also poses problems. Solutions and problems that are different than those on the table just 10 years ago and that will surely be very different than those that should be considered by 2015. The change will be permanent.
Much has been achieved in the last decade to bring supply and demand using the Internet. Currently the entire Internet marketing cycle is technically solved. We have various electronic catalogs, selecting an item to purchase is a "click" and the use of credit cards as payment does not generate setbacks. The buyer of the digital age can operate a chain of integrated linking agents offering new products with payment, without difficulties.
The basic technology to support business problems are practically solved and dilemmas have passed the technological field to the field of marketing, where the question is not technology but available for purchase of the agents involved. Basically you have to know what would be willing to buy the potential user. And only then can be established more clearly what e-business models used.
Key questions must then point to the nature of the businesses themselves, not their technological support. The major challenge for organizations today is:
integrate these technologies into operation for better goods and raw materials for less money
streamline operations to save operating costs and bring better controls
give greater satisfaction to customers and attract new ones and
improve the image of the institution and its public relations.
All these marketing challenges are primarily concerned with CRM systems and can be summarized in just a strategic question: how to apply the technology now available to become more efficient and competitive to relate primarily nationally and internationally? Who is not able to find the right answers, nor can obtain the necessary benefits to endure in the business world in the near future.
We must find the answers through better customer knowledge and use of appropriate channels to reach them . As suggested by Bernardo Godar (2003), the future of marketing to establish a permanent bridge with the customer, it is in exploit the " engineering of data" based strategies for the company to channel different operating media. The mining of data can be an excellent aid in the task and the Internet seems to be a privileged channel for this approach.
Precisely the reengineering of the data, raises the need to find what is needed, where it is, even without having it clear to begin the process. When new organizational designs for the XXI century is planned, it should question what is the essence of the systems you want to transform. The future performance of organizations depend heavily on how agents can learn to work with new knowledge to transform businesses and solve problems, even those who do not know at present, how to deal with (Ackoff, 2000).
Within this revolution in how to organize themselves to learn and produce, of course, information technology will play an important role (mainly Internet + e - business), either for investments to be made, by defining new business plans or because this function depends on the technological support that can be given. However, with all the technologies are important for businesses to thrive in cyberspace, nothing more than an instrument at the service of the different actors in it interrelate.
Here we return reflection of Regis McKenna (1995, p. 269). Organizations in the twenty-first century will face more than just real competition from other agents. They must outdo themselves, to change their own ways of thinking and ways of seeing the world. Therefore, many consultants believe that - even in cases involving corporations - the inner self of the organization has to "buy" the idea first operation in a virtual world and then export it to other agents.
As suggested clearly Horacio Marchand highlighting the vision of the importance of those intangibles. "One of the main causes of failure of Internet initiatives, apart from the low PC penetration, is the culture and the impact on people 's habits This is the real challenge. and not just buying on the Internet requires a change of behavior but also using the Internet at work. the technology can be adequate, the solution indicated, the site well designed and efficient, but people do not use "( www.gestiopolis.com/Canales4/ger/ahora ).
The processes of change in the threshold of the third millennium, have to do more with people than with computers. "A process of change is not characterized by the potential to provide the motivating factors of change (in this case, technology, technology, knowledge or planning ); a process of change is characterized by the internalization of these factors makes the whole women and that affects men "(Reinares and Casado, 2002).
Above the assessment of the required technological support, we must disseminate and encourage the organizations of the XXI century, a new vision of commercial and productive phenomenon, generating greater computer literacy, information and knowledge, because to manage a modern corporation successfully and It does not reach the procedures traditional, because the Internet and its ability to do business in cyberspace has generated a before and after.
Michel Porter (1996, p. 181) and warned nearly 20 years ago, the strong relationship between competitive advantage and technology. Technological change "plays an important role in the structural change of industrial sectors, as well as the creation of new industries. It is also a great equalizer, eroding the competitive advantage even well-entrenched companies and pushing others forward." Internet reaffirms this association so particularly evident.
Internet and e-business are affecting pre-existing competitive advantages and structures of many sectors. Companies wishing to survive with the new rules of doing business in cyberspace can not be excluded from the revolution that has generated Internet and E-Business. They must quickly learn how to take advantage of these new strategic tools.
It has occurred - with Khun terminology - a paradigm shift. There has been a migration from the real world to the virtual world for businesses of all kinds. This revolution began with the advent of the Internet and the development of electronic commerce between institutions and individuals. The successes and failures of all players in the new market are happening rapidly and it will be until the emerging model finally consolidated.
As a reflection worth reiterating the call of Clayton Christensen innovators (1999, p . 21): it never hurts to build a framework of mistakes that others have made in developing projects innovators. It 's really important to know how to use the basic principles of innovation and apply best practices to advance sustainable projects. The commercial world - included- Internet is full of interesting projects that ultimately did not succeed.
It is important to create areas to share knowledge and experiences. Of course, in the case of success, as when big disappointments occur. Why not also do so via the Internet? There are all kinds of virtual communities that allow a better approach to common problems and possible solutions, as is the case for example of crmcommunity site specifically dedicated to CRM or B2Bcommunity site dedicated to e-business between companies.
Peter Senge's ideas (1992) on the art and practice of organizations open to learning entirely maintains the validity of a classic theory of systems applied in organizations. It is people who create reality from their actions and which may eventually change. And in this context, "intelligent organizations" - they learn from their successes and failures - will be those that set the tone for the future of business, and the problems of the Network is no exception, with its opportunities and threats slopes.