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TYPE
Original Research
PAGE NO.
16-24
DOI
OPEN ACCESS
SUBMITED
09 March 2025
ACCEPTED
05 April 2025
PUBLISHED
08 May 2025
VOLUME
Vol.05 Issue 05 2025
COPYRIGHT
© 2025 Original content from this work may be used under the terms
of the creative commons attributes 4.0 License.
The Importance of CRM
Systems in Effective
Organization of The
Communication Process
(On the Example of Higher
Education Institutions)
Ruxullayevna Durdona Nikadambayeva
Senior Lecturer at the Department of Public Relations named after Togon
and Qudrat Ernazarov at University of Journalism and Mass
Communications of Uzbekistan
Abstract
: This article discusses what CRM is, how it is
used in the communication process, the types of CRM
systems available, and the key factors to consider when
selecting such systems.
Keywords:
CRM systems, communication process,
higher education institutions, customer relationship
management,
communication
technologies,
information management, CRM types, CRM selection
criteria.
Introduction:
In today's environment of intense global
competition, issues such as attracting, retaining, and
increasing the loyalty of customers have become key
factors in ensuring the efficiency and sustainability of
organizational activities. Unlike in the past, the
transformation of these issues into the virtual
environment has significantly increased the interest of
many scholars and organizational leaders in IT assets.
Naturally, organizations select their digital "tools" based
on their goals and needs. However, organizations that
have realized the paramount importance of customers
and their preferences have demonstrated a significantly
higher demand for CRM systems within the IT
technology landscape.
Currently, organizations are not only required to
operate using traditional principles like the 4P and 7P
models, but they must also be equipped with
technologies that enable the management of customer
relationships through various strategies. This is due to
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the fact that IT has become a decisive force,
penetrating the foundations of every sector. For
example, in the activities of government bodies and
organizations, a significant part of communication
processes is now conducted virtually: document
circulation, customer relationship management, and
more. Today, virtual communication serves as a crucial
tool for organizations adapting to this environment,
helping to prevent excessive bureaucracy, time loss,
and resource wastage.
In Uzbekistan, the issue of communication between
the public and government bodies and organizations
began to gain momentum with the election of the
current president, Shavkat Mirziyoyev. Prior to that,
there was not even a proper one-way communication
system established within state bodies, let alone two-
way communication. The public had little to no
understanding of who managed government
organizations or what activities they were engaged in.
Citizens did not know whom to approach or how to
submit inquiries. Even when they did know, they often
had to wait for days or even months at the doors of
these institutions without resolution. Such conditions
fostered feelings of neglect and indifference toward
citizens' appeals, leading to a decline in public trust
toward state organizations. Although laws and
regulations such as the 1994 "On Citizens' Appeals"
(Law No. 1064) and the 2014 "On Appeals of
Individuals and Legal Entities" (Law No. 378) existed
earlier, there were no rigorous requirements or
controls over their implementation as there are today.
The current government, unwilling to ignore this issue,
thoroughly reviewed the situation and implemented
fundamental reforms by adopting the following legal
documents:
•
In 2017, the Law of the Republic of Uzbekistan
No. DRUz445 "On Amendments and Additions to the
Law 'On Appeals of Individuals and Legal Entities'";
•
In 2019, the Presidential Decree No. PD-4366
"On Additional Measures to Ensure the Independence
of Mass Media and to Develop the Activities of
Information
Services
of
State
Bodies
and
Organizations";
•
In 2021, the Presidential Decree No. PD-6247
"On Additional Measures to Ensure Transparency of
the Activities of State Bodies and Organizations and to
Effectively Implement Public Oversight";
•
In 2022, the Presidential Decree No. PD-154
"On Measures to Improve and Implement a System for
Increasing and Assessing the Level of Transparency of
the Activities of State Bodies and Organizations.
For example, in Law No. 445, clear instructions were
given to ensure the full protection of the rights,
freedoms, and legitimate interests of the population; to
establish an effective system for handling citizens'
appeals; to create conditions for the unconditional
exercise of citizens’ constitutional rights to submit
appeals; to organize the full, impartial, and timely
review of appeals; to systematically monitor and control
the review of appeals sent to the relevant government
bodies and organizations; and to ensure the
implementation of the establishment of the Preside
nt’s
People's Reception Offices and Virtual Reception
Offices.
Moreover, due to the unsatisfactory performance of
government agencies and organizations in the field of
cooperation with the media and informing the public,
Presidential Decree No. 4366 was adopted. It mandates
that information about the activities of organizations
must be regularly, fully, and promptly delivered to the
population via mass media, social networks, official
websites, and other information resources with the
assistance of journalists and bloggers. It also outlines
measures to organize press conferences, briefings,
media tours, to study public opinion, and to ensure
broad public participation in discussing draft normative-
legal documents by forming expert groups. Additionally,
it requires that draft normative-legal documents falling
within the competence of government bodies and
organizations, as well as their approved versions, must
be posted on their official websites according to the
established procedures to ensure transparency.
In Presidential Decrees No. 6247 and No. 154, the tasks
that state organizations must follow in implementing
the Policy of Openness were also outlined.
It is no secret that the most optimal solution for fulfilling
all the communication-related tasks and instructions
specified in the above legal documents today is
provided by digital technologies. The CRM systems we
are reviewing in this article are also an optimal tool for
ensuring operational efficiency, transparency, and
impartiality in communication. Let us now take a closer
look at what this technology entails.
METHODOLOGY
The concept of CRM emerged in the early 1990s as part
of the evolution of corporate thinking driven by
initiatives related to Enterprise Resource Planning (ERP)
issues in the United States. While ERP is software that
ensures all of a company's resources function within a
single business system, CRM is a system that specifically
regulates relationships with customers. More precisely,
it is an all-in-one system that enables the collection of
various types of information about customers, sales,
marketing effectiveness, feedback quality, and the
target audience. It is a combination of people,
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processes, and technologies aimed at understanding
the organization’s or company's customers. This
system is not just simple software for marketing, sales,
or service; if fully and successfully implemented, it can
be regarded as a cross-functional, customer-oriented,
technology-integrated business process management
strategy encompassing the entire organization.
For nearly 34 years now, CRM systems have proven
effective in various sectors such as manufacturing and
services,
agriculture,
mechanical
engineering,
telecommunications, working with "Big Data," the
textile industry, and many others.
DISCUSSION
Currently, CRM systems are utilized by about 45% of
companies in retail, aviation manufacturing, and utility
services in the United States; by 50
–
55% of companies
in
financial
services,
pharmaceuticals,
and
transportation; and by 70% of companies in credit
services and telecommunications.
As shown in the diagram from Statista.com, a platform
founded in Germany in 2007 that provides statistical
information on over 80,000 topics across 170 industries,
CRM software holds a significant share in the marketing
technologies landscape. According to the data, CRM
software has generated over $55 million in revenue for
the U.S. economy in 2024. This figure is projected to
exceed $58 million by 2026.
Figure 1. Global CRM Software Market Revenue (2015
–
2026)
According to the facts presented by Apps Research and
Buyer Insight, a leading company specializing in
software and technology market research, among
more than 1,500 CRM product providers worldwide, the
following companies were the market leaders in 2023:
Salesforce, Adobe, Oracle, HubSpot, Microsoft, SAP,
Zendesk, Genesys, Nice Systems, and Intuit.
Figure 2. "Market share value of leading CRM software in 2023 (in %)
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It is not difficult to understand from the statistics
provided by Tadviser, a mass media organization
registered under the Federal Service for Supervision of
Communications, Information Technology, and Mass
Media of Russia and engaged in analysis, that the
demand for CRM software in Russia has been steadily
increasing year by year.
Figure 3. Value of the CRM software market in Russia (2020
–
2023)
The initial years were stressful for the CRM market in
Russia. The reason was that they urgently needed to
find alternative options to Western CRM products.
However, although it was not easy, the Russian IT
industry managed to find a solution and by 2023
increased the volume of the CRM software market in
Russia to over 28 billion rubles (4.2 trillion Uzbek
soums).
Figure 4. Leading CRM software providers in Russia
Currently, among CRM software providers in the
Russian market, Lanit leads the competition with its
Right Way platform. Speaking of the advantages of
these programs, they offer solutions for optimizing,
standardizing, automating, coordinating, organizing,
and virtualizing the relationships between a company's
leadership, employees, and clients.
These CRM systems facilitate the work processes of
key participants in sales
—
executives, clients, and
managers
—
by increasing the demand for products or
services, coordinating organizational activities, ensuring
high-quality contract management, enhancing client
communication efficiency, automating sales processes,
improving advertising campaign quality, and enabling
the automatic generation of reports.
Through CRM systems, leaders can perform virtual real-
time monitoring of how work with their target audience
is progressing and at what stage. Even if their most
experienced personnel leave the organization, they can
maintain work efficiency, precisely control the KPIs of
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employees working with the target audience, check
their attendance, ensure that the system attracting
and retaining customers is operating effectively,
monitor sales analytics, and maintain secure corporate
communication
channels
for
internal
online
communication.
Employees, on the other hand, find it easier to work
with "Big Data", freeing them from repetitive,
monotonous tasks, and allowing them to work within
a clearly systematized sales funnel instead of operating
randomly or intuitively. Finally, target audience
inquiries are addressed promptly and effectively
without any barriers. However, just like a rose is not
without thorns, there are also critical issues to be
considered during the implementation of these
systems. For example, if an organization selects a CRM
platform without considering its specific goals, tasks,
and future plans, investments into the platform may be
wasted.
Some platforms, like AmoCRM, offer simpler
Operational modules intended for businesses with
smaller teams, whereas others provide Analytical and
Collaborative types designed for larger, more complex
organizations involved in logistics, production, and
similar fields. Operational CRM systems are the
simplest ones, offering only minimal functionality
aimed at managing the sales department. They lack
features for warehouse management, logistics, HR, or
legal department communications.
Thus, they are suitable for small businesses that do not
require large teams (around 10
–
50 employees), such
as barbershops, fast-food outlets, print service
providers, or seasonal beverage and sweets
businesses. These systems mainly focus on creating a
database of client information and contacts, and
logging inquiries received via social media, websites,
and phone calls. One of their main advantages is the
presence of an automated chatbot that can respond to
customer inquiries 24/7, allowing customers to queue
up, receive automatic answers to frequently asked
questions, and perform similar actions online.
Analytical CRM platforms, on the other hand, are
designed for analysts and marketers. In addition to the
features of operational CRM, they provide tools for
analyzing sales processes. Real-time analytical CRM
systems help organizations identify the most effective
marketing platforms, segment their audiences,
determine sales volumes and contract profitability,
and evaluate sales performance. Simply put, they allow
organizations to determine on which platforms clients
make more purchases, why and when contracts are
not concluded, and whether it is possible to generate a
certain revenue over a specified period.
Collaborative CRM platforms are necessary for
organizing effective interaction between different
departments within an organization, such as sales,
technical support, marketing, and HR. In this case, any
update or change made in one department
automatically reflects in all others, eliminating the need
for each department to update documents separately
and saving valuable time. Information about new
customers becomes instantly accessible across all
departments, and there are no problems in document
exchanges. Moreover, communication through emails,
call tracking, social media, messengers, and websites
becomes faster and more efficient. This helps prevent
the currently common problem of client and partner
dissatisfaction with organizational communication
delays.
Based on the above, it is recommended that CRM
modules should be selected considering the
organizational departments, the type of existing
business, and the specific tasks required to achieve the
business goals. Since CRM systems operate based on a
systematically
structured
sales
funnel,
each
organization using these programs must develop a sales
funnel specifically tailored to its product or service. For
example, a sales funnel designed for the construction
industry cannot be effectively used for the education
sector.
In the history of CRM development, there have been
cases where organizations, without fully understanding
the intended purpose of the CRM system, implemented
it blindly, leading to disappointment among their
leadership. Thus, for CRM systems to function
effectively and correctly within an organization, those
responsible for their implementation must thoroughly
explain even the most subtle aspects of the
organization's goals.
There are also other important aspects to consider
when choosing a CRM system.
For instance, factors such as the price of the software
tariffs, whether a trial mode is available, whether the
program needs to be installed on a PC (personal
computer) or if it can be used via a cloud-based solution,
what services it can be integrated with, whether
"seamless" integration is supported, the presence of call
tracking or IP telephony, the availability of a document
exchange service, how employee performance
reporting is organized, the possibility of setting up
corporate chats, the level of security measures, and
whether technical support ("tech support") is available
within the system
—
all of these elements play a critical
role in determining the return on investment an
organization can expect from the CRM system.
Just like the history of any software, the development of
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CRM
systems
includes
not
only
numerous
achievements but also significant shortcomings.
However, from the research conducted by scholars
such as F. Newell, S. Godin, D. Rigby, Ph. Schefter, F.
Reichheld, A. Payne, P. Frow, A. Mello, C. Beasty, I.
Chen, F. Yim, R. Anderson, S. Swaminathan, D.
Matamoros, G. Şoavă, A. Zehetner, T. Sudarevich, and
L. Pupovach, it becomes clear that customer
dissatisfaction with CRM systems often arises not due
to the system itself, but because of external factors
unrelated to the software.
For example, implementing a CRM system without first
developing the organization's marketing, customer
service, and sales strategies; using the system merely to
"track" customers rather than to meet their needs;
allowing employees to work in the system without
clearly explaining the goals they should achieve;
neglecting to train staff properly on how to use the
CRM; the leadership
’s indifferent attitude toward the
implementation process; and the organization's general
lack of interest in adopting innovations and
technologies
—
all these factors are unrelated to the
CRM software itself.
Table 1
A table reflecting scholars' recommendations regarding problems arising in the implementation of CRM
systems
R
ig
b
y
et
a
l.
(2
0
0
2
)
Implementing a CRM system without first developing a customer strategy;
Implementing a CRM system without making the necessary organizational
changes;
Assuming that "the more CRM systems implemented in an organization, the
better";
Focusing on tracking the customer rather than meeting their needs.
Go
ldenber
g
,
B.
(2
0
0
3
)
Lack of customer service, marketing, and sales strategies;
Absence of internal corporate policies and clear responsibilities;
Failure to improve the knowledge and skills of employees who need to work with
the system;
Lack of know-how;
Resistance from the users of the system.
Ka
le,
S.
H.
(2
0
0
4
)
Treating the CRM initiative merely as a technological innovation;
Lack of initiatives centered on customer value;
Failure to recognize the need for lifelong service to the customer;
Insufficient support from top management;
Neglecting the necessity of change management;
Inability to reorganize business processes;
Failing to take data collection and integration problems seriously.
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M
el
lo
,
A
.
(2
0
0
2
)
Absence of a customer-oriented strategy;
Lack of organized frontline personnel;
Unpreparedness for organizational changes;
Lack of well-founded, measurable goals.
Bea
sty
(2
0
0
5
)
Lack of support from leadership;
Failure to align departmental strategies toward a common goal;
Not following the principle of "strategy first, then technology";
Financial risks not being minimized;
Migration paths not being developed;
Employee training and development being treated as a final rather than a primary
goal;
No leader appointed to manage the changes;
Lack of consultation with experts.
.At this point, it is important to emphasize one aspect.
It would be incorrect to view CRM systems as a kind of
“golden wand” that has fallen into our hands. As can
be seen from the table provided by A. Zehetner, T.
Sudarevich, and L. Pupovach, there are essential tasks
that must be carried out consciously, under human
supervision, and with active human involvement
—
before, during, and even after the implementation of
CRM systems. Technologies, especially those not
integrated into SI (System Integration), still require
human intellect, supervision, and management.
CONCLUSION
Today, although some organizations claim that their
main goal is to meet customer needs and provide high-
quality service, in practice we often witness the
opposite. One of the pressing issues in our society is
the superficial, “just for show” nature of
communication
between
many
government
institutions and the public. This not only increases the
level of public distrust but also contributes to the
persistent stagnation of conditions within the
institutions themselves.
Every organization striving to increase demand for its
products or services in a competitive environment
must prioritize the needs and desires of the public,
audience, and customers.
Within a CRM system, it is possible to centralize and
monitor inquiries coming from various sources such as
social networks, emails, phone calls, and others. This
system not only requires managers to promptly and
efficiently respond to every inquiry without neglecting
any, but it also frees organizational leaders from the
necessity of hiring separate personnel for managing
each social media channel.
The implementation of these systems within the
information services of government institutions will be
discussed in greater detail in the second section of
Chapter 3.
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