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The purpose of this paper is to explore marketing analysis by developing a customer loyalty approach for small- and medium-sized enterprises (SMEs) in the service sector, based on customer relationship management (CRM) in the context of an emerging economy.

This study analyzes different models of CRM in the literature and defines a loyalty approach for SMEs in the service sector. It is characterized as exploratory research, with a qualitative approach. A systematic review of the literature is undertaken as the starting point for achieving the main objective of the study.

The need to develop a framework for an approach to customer loyalty for SMEs based on CRM and to make it operational.

It is a qualitative and exploratory study, applied only to a company’s two main clients.

The contribution of this study is that it offers SMEs consistent guidelines on how best to conduct relationship management with their customers by using a systemic methodology that can be adapted to the requirements of more effective interaction between a company and its customers. It also provides coherence to the purpose of meeting customers’ needs. This is an action strategy that focuses especially on the use of tools, such as SERVQUAL, Kano and SWOT analysis, and thereby increases the competitive profile of organizations in this sector.

This study is a new approach to customer loyalty for SMEs in the service sector, which integrates elements of CRM strategy and implementation.

The Six Sigma project aims at a continual reduction in process variation, eliminating defects or flaws in products and services, optimizing processes and reducing costs. The purpose of this study is to demonstrate improvements in customer service index (CSI), product cycle time and inventory turnover after implementation of a Six Sigma project.

This research focused on the value stream mapping of a company process, performed by a multidisciplinary team that implemented a pull production system, the standard operational procedure in machines that were process bottlenecks, and the kanban system.

After three months of implementation, the authors observed an 11.7 percent reduction in product cycle time, increase in customer service index (CSI) from 93.9 to 97 percent and increase in inventory turnovers from 4.9 to 9.

The project was in accordance with the competitive strategy of the company, which is focused on customer satisfaction and cost reduction.