case study: how crestron electronics improved the efficiency of its customer service returns...

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Case Study: How Crestron Electronics Improved the Efficiency of Its Customer Service Returns Processes with SAP CRM 2007

Andrew HoCrestron Electronics

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In This Session ...

• Learn how Crestron Electronics has aligned its corporate strategy with CRM business initiatives to enable its long-term growth

• Learn how Crestron has enabled SAP CRM 2007 to support their customer service by streamlining their Return Material Authorization (RMA) service process

• Gain perspective on how a CRM conference room pilot (CRP) can jump start your business ownership, alignment, and involvement with the project

• See how Crestron’s RMA process benefited from implementing SAP CRM 2007

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What We’ll Cover …

• Overview of Crestron Electronics• Examining the RMA legacy situation• Developing the project roadmap• Enabling RMA processes with SAP CRM 2007• Exploring the benefits received• Wrap-up

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Crestron Electronics – Fast Facts

• World headquarters: Rockleigh, NJ• Annual revenues: approximately $400 million• Offices: 53 (worldwide); 18 (U.S. and Canada)• Employees: 2,500+ (worldwide); 1,100+ (U.S. and Canada)• Founded: 1971• Ownership: Private, family-owned company• Web site: www.crestron.com• Business:s World’s leading manufacturer of advanced control and

automation systemss Offers integrated solutions to control audio, video, computer,

and environmental systemss Our customers are dealers and not the end users

http://www.crestron.com

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Crestron Electronics – Business Illustration

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Crestron Electronics – Business Projects Department• Formed at the end of 2005 to support Crestron’s transformation

from a small “mom-and-pop” company to a mid-sized corporation• An IT department that is not the IT Department, but works very

closely with thems Combines IT and business knowledge to affect change at

Crestrons Responsible for all SAP-based project work at Crestron

SAP Basis SupportSAP Help Desk

Intranet Support

Project Mgmt. Office:- SAP projects- Non-SAP projects

Software Quality ControlUser manualsUser training

Technical Support:- IT infrastructure- Telephony- Desktops/laptops- Printers/copiers- Etc.

IT Business Projects

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Crestron Electronics – SAP History

• Cutover from legacy ERP system to SAP R/3 4.6c in April 2003• Implemented SAP NetWeaver® Business Intelligence 7.0, SAP

Enterprise Portal 7.0, and SAP Solution Manager 4.0 in 2007• Upgraded from 4.6c to SAP ERP 6.0 at the end of 2007• Approved SAP CRM 2007 implementation in early 2008

Legacy ERP SystemFunctionality

Initial SAP R/3 Functionality(SD, FI/CO, MM, PP)

Crestron’s Growth

BusinessComplexity

2002 2003 2004 2005 2006

SAP R/3Go Live

GAP! AdditionalFunctionalityRequired

2007 2008 20092001 2010

Continuous SAPEnhancements andBusiness Process

Changes

Business ProjectsDept. Formed

SAP CRM 2007Approved

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• Overview of Crestron Electronics, Inc.• Examining the RMA legacy situation• Developing the project roadmap• Enabling RMA processes with SAP CRM 2007• Determining the benefits received• Wrap-up

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Return Material Authorization (RMA) Process Overview

• RMA involves the process of a customer returning a product to Crestron and our internal business processes to deal with the return

• RMA is a core component of Crestron’s businesss Integral to Crestron’s perceived value to our customerss Affects multiple departments from Customer Support and Order

Processing through Service and Accounting• RMA is divided across customer and internal transactions:

• Scrap• Advanced replacement

• Refurbish and return to stock• Return for credit/return for exchange

• Repair and return to customer• Return for repairInternal TransactionsCustomer Transactions

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RMA Customer Transactions Overview

• Return for Repairs Customer sends a broken product back to Crestron for repairs Once repaired, the product is returned to the customer

• Return for Credit/Return for Exchanges Customer returns a recently purchased products Crestron credits customer for returns If exchange, new PO is placed for replacement product(s)

• Advanced Replacements Customer reports to Crestron a broken product at a job sites Crestron immediately sends new replacement product to the

customers Customer returns broken product back to Crestron within

60 days

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RMA Internal Transactions Overview

• Repair and Return to Customers Product is evaluated, repaired, and sent back to the customers If product is Out-of-Warranty (or warranty is voided), then

customer is charged for service• Refurbish and Return to Stocks Returned product is evaluated and determined to be “within

bounds” for being returned to stocks Product is serviced, if necessary, and returned to stock

• Scraps Returned product is evaluated and determined to be damaged

beyond repair (or obsolete for Sales)s Product is scrapped

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RMA Legacy Systems Environment

• Legacy RMA processing occurs across three disparate systems:

Application: RightNow Service

Platform: Third-party hosted Web-based application

Function:• Serves as the Customer

Support Call Log• All customer calls, both RMA-

and non RMA-related, arelogged in this application

Application: MS FoxPro forWindows 2.6a

Platform: Windows 2000 (32-bit)Server

Function:• Serves as the RMA application• All RMAs are logged into this

system by Customer Support• All RMA processing

information is updated into thissystem by various departments

Application: SAP ERP 6.0

Platform: Windows 2003 (64-bit)Server

Function:• All new products going out

via exchanges or advancedreplacements are processedthrough SAP LogisticsExecution processes

• All service invoices are issuedthrough SAP Financials

• All inventory movements aretracked within SAP

RightNow Technologies Microsoft SAP

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Technology Reasons for Replacing Legacy RMA

• RMA is running on an obsolete platforms FoxPro for Windows is completely unsupported by Microsofts Last supported patch was in December 1999 (for Y2K)

• Limited in-house technical support of RMAs Only one Crestron person has the expertise to maintain the

application and provide adequate technical support for RMAs There is no technical support documentation

• Limited disaster recovery for RMAs Only consists of the FoxPro database being backed up on a

nightly basiss No tools are available for recovering from a FoxPro database

corruption

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Functionality Reasons for Replacing Legacy RMA

• No integration between FoxPro, SAP, and RightNows Many tasks are duplicated and highly manuals No reconciliation of returned products with orders and

inventory in SAP, which results in an inaccurate Cost of Goods Sold (COGS)

• Very limited, and highly manual, reporting capabilitiess Very time-intensive to identify return trends s Difficult to link reported defects with any potential engineering

and/or production issuess Requires senior-level staff (i.e., Managers and/or Directors) with

in-depth knowledge to analyze data

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• Overview of Crestron Electronics• Examining the RMA legacy situation• Developing the project roadmap• Enabling RMA processes with SAP CRM 2007• Determining the benefits received• Wrap-up

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Prioritizing Corporate Initiatives

RMAReplacement

WarehouseManagement

Sales andOperationsPlanning

Sales ForceAutomation

HR InfoSystem

Reviewed list of potential initiatives with executives to “see what boils to the top”

• Determined the biggest business needs for the immediate and near future

• Determined what initiative best met these needs

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Mapping the Path to Project Success

• Locked in executive agreement that RMA replacement was the next major corporate initiative

• Developed the Project Roadmaps Determined any dependencies or “project pre-requisites”s Determined the actual project scopes Determined if the project, or any dependencies, could/should

be done in phases (vs. all at once)s Mapped the project scope and all dependencies against a

timeline• Communicated Project Roadmap to the company• Began work!

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Determining RMA Project Dependencies

• SAP requires Solution Manager in order to get license keyss Implemented SAP Solution Manager

• Need to establish structured quality control for SAP enhancementss Implemented HP (formerly Mercury) Quality Centers Established a dedicated SAP testing team

• SAP R/3 4.6c entered “Extended Support” as of December 2006s Upgraded SAP R/3 4.6c to SAP ERP 6.0

• Legacy RMA processes leverage existing SAP SD, FI, and MM functionalitys Improved existing Order-to-Cash processes in preparation for CRMs Improved existing Supply Chain processes in preparation for CRM

• Complex RMA analytics will require SAP NetWeaver BI to calculateproperlys Implemented SAP NetWeaver BI and SAP Enterprise Portal

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Determining RMA Project Scope

• Replace FoxPro RMA system with SAP CRM 2007s Replace all RMA-related functionality with SAP CRMs Primarily affects Customer Support and Service departments

• Integrate SAP CRM with SAP R/3s Tie new CRM RMA functionality with existing R/3 functionality (e.g.,

order entry, inventory management, invoicing, etc.)s RMAs flow seamlessly from department to department within one

system• Integrate SAP CRM with SAP NetWeaver BIs Consolidate reporting to one systems Provide more powerful tools to analyze trends

• Replace RightNow Service with SAP CRM 2007s Track all calls, both RMA and non-RMA, within one systems Fully integrated Customer Support Call Center

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Breaking Project Scope into Phases

Phase 1• Replace FoxPro RMA system with SAP CRM 2007s Replace all RMA-related functionality with SAP CRMs Primarily affects Customer Support and Service departments

• Integrate SAP CRM with SAP R/3s Tie new CRM RMA functionality with existing R/3 functionality (e.g., order

entry, inventory management, invoicing, etc.)s RMAs flow seamlessly from department to department within one system

• Integrate SAP CRM with SAP NetWeaver BIs Consolidate reporting to one systems Provide more powerful tools to analyze trends

Phase 2• Replace RightNow Service with SAP CRM 2007s Track all calls, both RMA and non-RMA, within one systems Fully integrated Customer Support Call Center

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Splitting Phase 1 into Two Key Steps

• Develop a Conference Room Pilot of the new CRM RMA applications Install “out-of-the-box” SAP CRM

2007 (DEV and QAS environments only)s Integrate with existing SAP ERPs Implement basic RMA functionalitys Actively demonstrate new

functionality to key business userss Refine and finalize requirements

for new CRM RMA system

• Implement the new CRM RMA systems Leverage findings from the Pilot to

implement CRM RMA systems Integrate with SAP NetWeaver BI

and develop necessary reportss Conduct iterative User Acceptance

Testing to ensure continued business user buy-ins Develop comprehensive user

manuals and conduct trainings Go live with new system when

ready

Phase 1

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Reasoning for a Conference Room Pilot

• Keeps initial project focus on SAP CRM installation and not configurations Flushes out and isolates any potential installation issuess Mitigates risk from implementing a newly introduced version of

SAP CRM (2007 was still in early Ramp Up at the start of the project)

• Serves as a “proof-of-concept” to demonstrate to the business that SAP CRM can handle the RMA processes

• Dispels “myths” about SAP CRM and how it works• Sets the baseline for all CRM RMA business requirements• Reduces the business’ anxiety over change and helps with user

acceptance

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Uncovering Additional Functionality from the Pilot

• Required SAP ERP changes were uncovered that directly affected the CRM RMA projects Obsolescing Materials – Updated the process in which

materials are made obsolete in SAP (i.e., separate obsolete materials in Sales vs. Service)

s Consignment – Updated existing consignment processes so that they flow more seamlessly with new CRM RMA functionality

s Foreign Trade – Extended Foreign Trade functionality so that commercial invoices and HS Codes are automated for both Sales and Service

• Scope creep is minimized when requirement “gaps” are identified earlier in the project timeline

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Phase 0§RMA Replacement

initiative is given the “Green Light”§Develop Roadmap

Phase 0§RMA Replacement

initiative is given the “Green Light”§Develop Roadmap

Creating the CRM Roadmap

2006 2007 2008 2009 2010 2011 2012

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6

Phase 2§ Order-to-Cash process

improvements – Phase 2§ Supply Chain process

improvements§ Implement Mercury

Quality Center§ Implement SAP

NetWeaver BI, EP, and SolMan§ Upgrade from 4.6c to

ECC 6.0

Phase 2§ Order-to-Cash process

improvements – Phase 2§ Supply Chain process

improvements§ Implement Mercury

Quality Center§ Implement SAP

NetWeaver BI, EP, and SolMan§ Upgrade from 4.6c to

ECC 6.0

Phase 4§RMA Replacement –

Phase 2§ Expanded Management

Reporting§Additional CRM RMA

improvements (TBD)§CRM for Sales (TBD)





Phase 6§CRM for Sales (TBD)§CRM for Marketing

(TBD)

Phase 6§CRM for Sales (TBD)§CRM for Marketing

(TBD)

Phase 1§Order-to-Cash process

improvements – Phase 1

Phase 1§Order-to-Cash process

improvements – Phase 1


Phase 1 (Conference Room Pilot)§RMA Replacement –

Phase 1 (CRM RMA)


Phase 1 (Conference Room Pilot)§RMA Replacement –

Phase 1 (CRM RMA)







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Breakdown of RMA Replacement Phase 1• Business/Functional Solution Scope: s Service Managements Customer Service and Technical

Supports Installed Base Managements Warranty and Claims Managements Complaints and Returns

Processing in CRMs In-house Repair Processing in CRMs Integration between SAP CRM and

SAP ERPs Integration to SAP ERP for Inbound

and Outbound Orderss Financial Management

• Expanded Key Performance Management:s CRM Service Metrics Reporting

• SAP Solution Scope:s SAP CRM 2007Ñ Interaction CenterÑ Service Management with

WebUI s SAP ERP 6.0s SAP Enterprise Portal 7.0s SAP NetWeaver Business

Intelligence 7.0s SAP Solution Manager 7.0

• Additional Technical Solution Scope:s HP Test Director 9.2

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RMA Replacement – SAP CRM System Landscape

P Notifications and EscalationsP Service Level AgreementsP EntitlementP Complaints ProcessingP In-House Repair Orders P Employee Calendar P Service Confirmations (T&M)P RMAsP Billing RequestsP Financials (Cost and Revenue)

Transactional Data

P CustomersP Contact PersonsP SubcontractorsP EmployeesP Employee QualificationsP Business Partner RelationshipsP Organization StructureP ProductsP Warranty DataP Installed BaseP EquipmentP PartsP PricingP Service Templates

Master Data

Configuration Data

Interaction Center WebUI

Customer Facing Communication Channels

SAP CRM 2007 – Crestron Specific CRM Scope

Configuration Data

Master Data

Transactional Data

Configuration Data

Master Data

Transactional Data

Interfaces

SAP ERP 6.0

SAP NetWeaver 7.0 BI

Third-Party Applications

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Recap of RMA Transactions

• Customer transactionss Return for Repairs Return for Credit/Return for Exchanges Advanced Replacement

• Internal transactionss Repair and Return to Customers Refurbish and Return to Stocks Scrap

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RMA Cycle in SAP CRM 2007

WarrantyCheck

CustomerSupport

Service

Receiving

Data Entry

Packaging

Customers

Product Delivery

Accounting

• All RMA transactions effectively run through the same SAP cycle

• Detailed example is an end-to-end Repair scenario:s Customer

Transaction: Return for Repair

s Internal Transaction: Repair and Return to Customer

Crestron Electronics, Inc.

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Return for Repair (Walkthrough)

Customer callsw/complaint

Customer SupportRepresentative takes

call

Enter call info intoRightNow Service

Enter RMA infointo SAP CRM

Check ProductWarranty

Create Return for Repair RMA

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3

4

• Some information from RMA calls will still be dual entered until RMA Replacement Phase 2 (Replacing RightNow with SAP CRM) is completed

• In the original legacy processes, information was dual entered into RightNow and FoxPro

• SAP Customer Master and Material Master data are seamlessly integrated with RMA data entry

• Product warranties are checked when product is selected

• RMA number is provided to customer

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Return for Repair (SAP CRM Demo)

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Repair and Return to Customer (Walkthrough 1 of 4)

Customer shipsproduct

Product isreceived

Product is scannedinto Service inventory Service Tech assigned

to product

4321

• Product enters into SAP as “Blocked Customer Sales Order” stocks Product can be easily

tracked, but not on Crestron’s bookss Product physically

moved to Service department

• Confirmation of receipt is automatically emailed or faxed to the customer

• Repair Order(s) are automatically created upon product receipt

• Service Manager reviews Repair Order and assigns it to Service Tech

• Receiving validates receipt of products If RMA label is affixed to

package, then validating is very simples If no RMA label,

Receiving can still validate receipt by checking serial number

• If RMA match cannot be made, then new RMA created and Customer Support contacted to research

• RMA will be created for anything that is received from a customer (even a non-Crestron product!)

• Customer attaches Crestron-provided RMA label to package (preferred, but not mandatory step)

• Product is shipped back to Crestron facility in NJ

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Service Techinspects product

Repair estimatecreated

CSR contacts Customerw/ estimate and confirms repair Customer approves

repair estimate

8765

• If product is under warranty, skip to Step 10 (next slide), otherwise a repair estimate is created

• Estimate includes both parts and labor

• If repair estimate is greater than 80% of product price, then product is “uneconomical to repair”

• RMA is “flagged” once the estimate has been created

• CSR can discount estimate as necessary

• CSR gets customer’s decision for next steps:s Continue with repairs Return product (as-is)

to customers Scrap product for

customer

9

• Service Tech determines any parts and labor required to repair product

• If product is under warranty, Service Tech determines if any damage voids the warranty (e.g., coffee was poured into the circuits)

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Service Techenters and updates

repair steps

Parts automaticallyrequisitioned

Service completed Total repair costrecorded

13121110

• SAP performs Available-to-Promise (ATP) check on any parts needed

• Parts are properly decremented from Raw Materials inventory

• Repair costs are reported against Service Cost Center

• Service metrics can be tracked and reported in SAP NetWeaver BI

• Greater executive visibility to the Service department

• Specific defect categories for each repair are recorded in SAP

• Product defects can be tracked and trended in SAP NetWeaver BI

• More service metrics requested by management = More repair steps!

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Repaired product shipped back to Customer

Customer paysCrestron, if applicable

Service Invoiceautomatically created

Accounts Receivableprocesses payment, if applicable

1716

15

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• Upon Service completion, product is sent to Packaging, who then re-packages and ships product back to customer

• Nightly Post Goods Issue (PGI) runs and generates Service Invoice – similar to regular Sales Invoice

• Repairs under warranty generate a $0 Service Invoice

• Service Revenue will post to Service G/L

• Service Revenue/Profitability will be more visible for tracking and reporting

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Repair and Return to Customer (SAP CRM Demo)

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Objectives for Determining Benefits

• Understand impact and benefits of the CRM RMA solution on specific key business areas

• Create an active feedback loop that will measure further improvements (or setbacks) as users become more familiar with the new system

• Establish baseline for determining Return on Investment (ROI) for future CRM projects

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Approach for Determining Benefits

• Identify the business areas most affected by the RMA solutions Within each business area, determine the business benefit of

the SAP CRM solutions For the business benefits determined, identify Key Performance

Indicators (KPIs)• Define methods to measure each KPIs Interview business users and observe day-to-day processess Analyze existing data captured within the legacy RMA systems

(FoxPro and SAP R/3)s Define measurements quantitatively and qualitatively

• Conduct research and analyze KPI measurements• Develop ROI conclusions

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Identifying Areas Most Affected by New RMA Solution

• Customer Supports Major change from legacy RMA processing – RMAs entered into

SAP CRM instead of FoxPros Changes affect all customer-facing operations for RMA request,

approval, and inquiry• Services Major change from legacy RMA processing – Repair

information entered into SAP CRM instead of FoxPros Changes affect all repair estimates, repairs, and packaging

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Identifying Other Areas Affected by New RMA Solution

• Logistics (Shipping/Receiving)s Some change from legacy RMA processings Changes affect receipt and shipping of all RMA orders in SAP

• Accountings Some change from legacy RMA processing s Changes affect issuing credits and billing for Service in SAP

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Identifying Customer Support KPIs – Samples

Key Performance Indicator Description

Waiting Time to Receive the Advanced Replacement RMA

Average time a Technical Support Representative (TSR) takes for gathering the RMA details from the customer and providing back an RMA number to end the call

Time to Enter Advance Replacement Orders

Time it requires to submit an Advance Replacement order comprised of the following activities: Time for TSR to send email request to the Advanced Replacement group + time it takes for the Advanced Replacement group to enter order in SAP

% of Adv. Repl. Orders Submitted Day After Request

Percent of orders that are not input into SAP until the next day of request. Orders falling in this group are input in SAP the next day after the RMA submission in FoxPro. This is usually due to orders being requested for input at end of day or outside working hours.

Customer Inquiry Calls for RMA Status (% of Total RMA Calls)

Percent of RMA Customer Inquiry Calls (calls simply asking for status) out of the total RMA calls in a day

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Measuring Customer Support KPIs – Samples

Percent of Inquiry Calls expected to slowly but steadily drop as both customers and CSRs acclimate to increased automated communications (e.g., automated RMA Confirmation Notice) *

Slight (+)Yellow

43%Customer Inquiry Calls for RMA Status (% of Total RMA Calls)

Percent of Advanced Replacements Submitted Day After is expected to drop to near 0% *

High (+)Red

13%% of Adv. Repl. Orders Submitted Day After Request

Time to “enter” an Advanced Replacement order drops to less than 1 minute

High (+)Yellow5 minutesTime to Enter Advanced

Replacement Orders

Time to enter an Advanced Replacement RMA remains at approx. 2 minutes

Minimal (0)Green2 minutes

Waiting Time to Receive the Advanced Replacement RMA

Actual ImpactExpected Impact

Initial Perception

Initial Measurement

Key Performance Indicator

* Full Actual Impact not thoroughly measured at time of this presentation

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Identifying Service KPIs – Samples

Average number of days it takes for a repair item to move from Receiving (to go to Service) to Packaging (when it completes Service)

Customer Repairs – Service Turn Around Time

Percent of repairs orders that are otherwise ready for Packaging, but some part or accessories from the ship-with materials is missing and, therefore, needs to be searched or procured

% of Repairs Staged for Packaging that are Incomplete

Amount of time it takes for Crestron staff to build a quarterly or annual defect trend analysis reportTime to Trend Analysis Report


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Measuring Service KPIs – Samples

SAP NetWeaver BI trending reports can be generated in minutes vs. days

High (+)Red3 days (standard reports)1 week (complex reports)

Time to Trend Analysis Report

Better tracking of “ship-withs” is expected to dramatically reduce this percentage *

High (+)Red

25%% of Repairs Staged for Packaging that are Incomplete

Repair order processing times increase in SAP CRM vs. FoxPro due to increased number of service steps related to metrics data capture. While overall Service Times are not severely affected, some significant bottlenecks have been identified.

Slight (-)Yellow10 days

Customer Repairs –Service Turn Around Time


Initial Perception

Initial Measurement



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Identifying Logistics KPIs – Samples

Percent of products received that have RMA discrepancies (e.g., products do not match what is expected on an RMA, products do not have an RMA associated with them, etc.)

% of RMA Items Received with Discrepancies

Average number of days a product sits “on hold” in Receiving while an RMA discrepancy is resolved

Average # of Days to Resolve Discrepancies


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Measuring Logistics KPIs – Samples

Greater tools in SAP CRM for Receiving to capture and notify Customer Support of any discrepancies should help reduce this number *

Slight (+)Yellow

7 daysAverage # of Days to Resolve Discrepancies

Automated RMA labels should make it easier for customers to properly label shipments and prevent some discrepancies. Also, greater ease of matching products received against an RMA in SAP CRM than in FoxPro should resolve other discrepancies *

Slight (+)Yellow

10%% of RMA Items Received with Discrepancies


Initial Perception

Initial Measurement



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Identifying Accounting KPIs – Samples

Average time to issue an invoice after a repaired product has been shipped to the customerTime to Invoice

Average time to issue a credit back to the customer after a returned product has been received

Time to Provide Credit to Customer


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Measuring Accounting KPIs – Samples

Credit Memos will automatically generate nightly once the product is inspected and the credit is approved. While inspection time is relatively unaffected, the time to generate the memo drops to 1 day.

High (+)Yellow

21 daysTime to Provide Credit to Customer

Service Invoices will automatically generate nightly once the repaired product is shipped so Time to Invoice drops to 1 day

High (+)Yellow

4 daysTime to Invoice


Initial Perception

Initial Measurement


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Resources

• Official SAP CRM brochures and white paperss www.sap.com/usa/solutions/business-suite/crm/brochures/

index.epxs Most pertinent Solution Brief is “Service: Maximize Service

Profitability”• Additional white papers can be located using

www.findwhitepapers.com (free registration required)s “Seeing the Big Picture: A Corporate Guide to Better Decisions

through IT” (Technology Evaluation Centers, 2007)Ñ www.findwhitepapers.com/whitepaper1686

s “CRM Without Compromise: A Strategy for Profitable Growth”(SAP AG, 2007)Ñ www.findwhitepapers.com/whitepaper1711

s “Differentiation through Service Excellence: Driving Customer Loyalty and Service Profitability” (SAP AG, 2008)Ñ www.findwhitepapers.com/whitepaper2831

http://www.sap.com/usa/solutions/business-suite/crm/brochures/

http://www.findwhitepapers.com

http://www.findwhitepapers.com/whitepaper1686



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7 Key Points to Take Home

• Clearly define the reasons for why you are implementing SAP CRM at your businesss Identify both functional and technical reasonss Set foundation for which all future CRM work can be

based upon• Create a project roadmap to plan out your timeline and resourcess Identify exactly what needs to be done for a successful projects Help set expectations with executives and the business users

• If implementing SAP CRM for the first time, consider starting with a Conference Room Pilots Equalize your users’ understanding of SAP CRM before

finalizing any new business requirementss Mitigate risk by helping to separate installation issues from

configuration issues

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7 Key Points to Take Home (cont.)

• For Customer Call Center functionality, always be aware of how new CRM functionality may affect call times

• For Service functionality, always be aware that more Service metrics can mean more Service stepss Find the right balance!

• Identify and define your planned CRM benefits and Key Performance Indicators (KPIs)s Remember to establish a baseline measurement before the

project beginss Have both quantitative and qualitative measurements

• Acknowledge both positive and negative metrics garnered from your KPI analysiss Use negative metrics to plan out next steps, as well as for

Lessons Learned

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Your Turn!

How to contact me:Andrew Ho

[email protected]

mailto:[email protected]

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DisclaimerSAP, R/3, mySAP, mySAP.com, xApps, xApp, SAP NetWeaver®, Duet™, PartnerEdge, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product and service names mentioned are the trademarks of their respective companies. Wellesley Information Services is neither owned nor controlled by SAP.