One of the questions that typically arise when a process of CRM implementation starts is to why there is such a high number of failures in CRM initiatives?. The answer depends much of who gives it. Many times the software, depending on who responds, is to blame but in reality this factor is more attributable to an element that is not in the hands of the suppliers of software or the consultant who supports the strategy or even the team of the company in the majority of opportunities. It is a more structural cause and corresponds to the fact that the company has a product-oriented business culture. Therefore, if not working in facilitating a shift from a culture of this kind to a culture oriented to the client, it will be very difficult operation that and other customer-oriented projects. Let’s see why.
What we called the entrepreneurial DNA from consists of those elements that are innate in the organization. Many companies, as well as with human beings, were born and raised according to a culture. As well as each of us has a structure of behavior, which has been molded by the educacinon who have given us our parents and our teachers, companies also have a culture that is the result, in the majority of cases, the way how your policies behave and the policies and guidelines that they, through the yearsthey have established. Also, from the point of view of learning the techniques and tactics of management of business, we have taught our educational institutions has been considered it necessary and conducive to the development of the business sector. So how in nThe econd mital of 20th century business schools we have instilled the administrative models developed by the business sector mostly composed of corporations amercianas like Ford, IBM, 3 M, etc. These models were reinforced with administrative theories as of the value chain defended by Michael Porter in the Decade of the 80? s and that still today being taught in business schools.