lect 7 scm and crm
TRANSCRIPT
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Enterprise systems 1
SCM and CRM systems
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Enterprise systems
Based on suite of integrated software modulesand common central database
Integrate information from across companys
divisions, departments, key business processesin the four functional areas
Updated information made available to allbusiness processes
Generate enterprise-wide data for managementanalyses
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How enterprise systemswork
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Enterprise systems
Built around thousands of predefined business
processes that reflect best in industry practices
Companies map business processes to
enterprise systems processes for desired
functions
Configuration tables allow tailoring of system
System software can be rewritten in part, but
may degrade performance and process
integration
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us ness processessupported by enterprise
systems Financial and accounting: Generalledger, accounts payable, cost-centreaccounting, financial reporting, etc.
Human resources: Personneladministration, benefits accounting,time management, compensation,
etc. Manufacturing and production:
Procurement, inventory
management, purchasing, shipping,
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Business value of enterprisesystems
Increasing operational efficiency
Helping respond to customer requests rapidly
Producing, procuring, shipping right amounts
Enforcing standard practices and datathroughout company
Providing firm-wide information to helpmanagers make better decisions
Allowing senior management to easily find outat any moment how a particular organizationalunit is performing or to determine whichproducts are most or least profitable
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Supply Chain
Network of organizations and businessprocesses for:
Procuring raw materials
Transforming them into intermediate and finishedproducts
Distributing finished products to customers
Includes secondary and tertiarysuppliers
Upstream portion: Suppliers Downstream portion: Distributors
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Textile and clothing supplychain
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Nikes Supply Chain
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What is supply chainmanagement
Supply chain management (SCM) isthe oversight of materials,information, and finances as they
move in a process from supplier tomanufacturer to wholesaler toretailer to consumer.
Supply chain management involvescoordinating and integrating theseflows both within and among
companies.
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Components of SCM
Plan
Source
Make Deliver
Return
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Plan
The strategic portion of SCM.
Companies need a strategy for
managing all the resources that gotoward meeting customer demandfor their product or service.
A big piece of SCM planning isdeveloping a set of metrics tomonitor the supply chain so that it isefficient, costs less and delivers high
quality and value to customers.
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Source
Companies must choose suppliers todeliver the goods and services theyneed to create their product.
Therefore, supply chain managersmust develop a set of pricing,delivery and payment processes with
suppliers and create metrics formonitoring and improving therelationships.
SCM managers can put together
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Make
The manufacturing step.
Supply chain managers schedule the
activities necessary for production,testing, packaging and preparationfor delivery.
This is the most metric-intensiveportion of the supply chainonewhere companies are able tomeasure quality levels, production
output and worker productivity.
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Deliver
Also may be referred to as logistics
Companies coordinate the receipt of
orders from customers Develop a network of warehouses,
pick carriers to get products to
customers and set up an invoicingsystem to receive payments.
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Return
Supply chain planners have to createa responsive and flexible network forreceiving defective and excess
products back from their customersand supporting customers who haveproblems with delivered products..
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Information and supplychain management
Supply chain inefficiencies E.g. parts shortages, excessive inventory
Waste up to 25% of operating costs
Caused by inaccurate or untimely information Uncertain product demand
Late shipments from suppliers
Safety stock: Kept as buffer for lack of
flexibility in supply chain adds to costs
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Information and supplychain management
Bullwhip effect Demand for product gets distorted as it is estimated
by successive members in supply chain, causingexcess stockpiling of inventory, warehousing, shipping
costs Just-in-time strategy
Perfect information about supply and demand so thatcomponents arrive at moment they are needed and
finished goods are shipped as they leave assemblyline
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Supply chain managementsoftware
Used to track demand, supply,manufacturing status, logistics (i.e.where things are in the supply chain),
and distributionTo share data with supply chain
partners at an ever increasing rate.
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Supply chain managementapplications
Two main categories
Supply chain planning systems
Supply chain execution systems
upp y c a n p ann ng
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upp y c a n p ann ngsystems
Demand planning
Order planning
Advanced scheduling andmanufacturing planning
Distribution planning
Transportation planning
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An important use ofSmartForecastsdemand planningsoftware from Smart
Software is toforecast futuredemand for productswhere demand isintermittent orirregular. Shown hereis a forecast graphfor the distribution oftotal cumulativedemand for a sparepart over a four-month lead time.
Supply Chain Management Systems
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Supply chain executionsystems
Manage flow of products throughdistribution centres and warehouses toensure products delivered to right
locations in most efficient manner Order commitments
Final production
Replenishment
Distribution management
Reverse distribution
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Supply chain managementand the Internet
Before Internet, difficult to share supplychain information with external partnersor internally because of incompatible
technology platforms Pre Internet the aspirations of supply
chain software devotees were limited toimproving their ability to predict
demand from customers and make theirown supply chains run more smoothly.
Internet enables:
Intranets and extranets to share information
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Internet as supply chainenabler
Companies can connect their supplychain with the supply chains of theirsuppliers and customers together in
a single vast network that optimizescosts and opportunities for everyoneinvolved.
B2B ecommerce
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Benefits of informationsharing on the supply chain
The payoff of timely and accuratesupply chain information is the abilityto make or ship only as much of a
product as there is a market for. Thisis the practice known as just-in-timemanufacturing, and it allows
companies to reduce the amount ofinventory that they keep. This cancut costs substantially, since you nolonger need to pay to produce andstore excess goods
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Supply chain collaborations
Retailers and manufacturers sharinginformation
a ar an roc er an
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a - ar an roc er anGamble
These two companies startedcollaborating back in the '80s whenretailers shared very little
information with manufacturers.The two giants built a software
system that hooked Proctor &
Gamble up to Wal-Mart's distributioncentres. When Proctor & Gamble'sproducts run low at the distribution
centres, the system sends an
a ar an roc er an
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a - ar an roc er anGamble
With this kind of up-to-dateinformation, Proctor & Gamble knowswhen to make, ship and display more
products at the Wal-Mart stores. No need to keep products piled up in
warehouses awaiting Wal-Mart's call.
Invoicing and payments happenautomatically too.
The system saves Proctor & Gamble
so much in time, reduced inventory
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Obstacles to installing andusing supply chain software
Gaining trust form suppliers andpartners
Internal resistance to change
Many mistakes after implementation
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Impact of globalisation onthe supply chain
Often more difficult to shareinformation to share information withoverseas manufacturing partners
Greater distances increase logisticalcomplexities
en ca on
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en ca ontechnology and the
supply chain RFID tags are essentially advancedbarcodes
RFID tags can be read automaticallyby electronic readers
Whereas barcodes only identify theproduct, RFID tags can tell what theproduct is, where it has been, when itexpiresessentially whateverinformation a company wishes to
program.
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identification (RFID)technology and the
supply chain As RFID technologies in the supplychain spread into the operations ofmore manufacturers, parts suppliers
and retailers, they will transform thesupply chain as we know it today.
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Hurdles to adoption of RFIDtechnology
High cost of infrastructure
Lack of ROI for small to mediumsized organisations
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Some terminology
Push-based model (Build-to-stock) Production master schedules based on forecasts or best
guesses of product demand; products pushed to customers
Pull-based model (Demand-driven, build-to-order)
With IT, manufacturers can use only order demand informationto drive schedules and procurement of components or rawmaterials
Sequential supply chains Information, materials move sequentially
Concurrent supply chains With IT, information moves in many directions simultaneously
h ll b d l
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Push V Pull based supplychain models
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S l Ch i
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Supply ChainManagement Software
Improve your supply chain network
Minimised delays
Enhanced collaboration Reduced costs
Article available here
http://www.business-software.com/erp/su
http://www.business-software.com/erp/supply-chain/benefits-of-supply-chain-erp.phphttp://www.business-software.com/erp/supply-chain/benefits-of-supply-chain-erp.php -
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Real world examples
Wal-Mart
http://www.cio.com/article/143451/How_Wal_Mart
Nike
http://www.cio.com/article/32334/Nike_Rebounds_
Nintendo
http://www.cio.com/article/445316/Nintendo
us omer e a ons p
http://www.business-software.com/erp/supply-chain/benefits-of-supply-chain-erp.phphttp://www.business-software.com/erp/supply-chain/benefits-of-supply-chain-erp.phphttp://www.business-software.com/erp/supply-chain/benefits-of-supply-chain-erp.phphttp://www.business-software.com/erp/supply-chain/benefits-of-supply-chain-erp.phphttp://www.business-software.com/erp/supply-chain/benefits-of-supply-chain-erp.phphttp://www.business-software.com/erp/supply-chain/benefits-of-supply-chain-erp.phphttp://www.cio.com/article/143451/How_Wal_Mart_Lost_Its_Technology_Edgehttp://www.cio.com/article/143451/How_Wal_Mart_Lost_Its_Technology_Edgehttp://www.cio.com/article/32334/Nike_Rebounds_How_and_Why_Nike_Recovered_from_Its_Supply_Chain_Disasterhttp://www.cio.com/article/32334/Nike_Rebounds_How_and_Why_Nike_Recovered_from_Its_Supply_Chain_Disasterhttp://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/32334/Nike_Rebounds_How_and_Why_Nike_Recovered_from_Its_Supply_Chain_Disasterhttp://www.cio.com/article/32334/Nike_Rebounds_How_and_Why_Nike_Recovered_from_Its_Supply_Chain_Disasterhttp://www.cio.com/article/143451/How_Wal_Mart_Lost_Its_Technology_Edgehttp://www.cio.com/article/143451/How_Wal_Mart_Lost_Its_Technology_Edgehttp://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_ -
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us omer e a ons pManagement Systems
(CRM) Capture, consolidate, analyze customer data anddistribute results to various systems and customertouch points (contact points) across enterprise
Provide single enterprise view of customers
Provide customers single view of enterprise at touchpoints
Provide analytical tools for determining value, loyalty,profitability of customers
Assist in acquiring new customers, providing betterservice and support to customers, customize offeringsto customer preferences, provide ongoing value toretain profitable customers
C t R l ti hi
http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_ -
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Customer RelationshipManagement (CRM)
CRM f th
http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_ -
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CRM focuses on therelationship
Successful organizations use threesteps to build customer relationships:
determine mutually satisfying goalsbetween organization and customers
establish and maintain customerrapport
produce positive feelings in theorganization and the customers
http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_ -
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CRM software
CRM on demand
CRM on demand software is a Softwareas a Service (SaaS) product.
This means that another party, whomanages and maintains the software foryou, hosts the CRM software.
CRM onsite
http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_ -
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CRM on demand
Salesforce.com
Microsoft Dynamics
Oracle On Demand RightNow
SAP Business ByDesign
http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_ -
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CRM on site
Oracle's Siebel
SAP
Microsoft CRM Consona Onyx
CDC Pivotal
a are a van ages o os e or
http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_ -
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a are a van ages o os e oron-demand CRM vs. on-premise
and vice versa?
On-demand CRM is often a goodchoice for companies that want toimplement standard CRM processes,
are able to use out-of-the-box datastructures, with little or no internal ITsupport, and dont require complex
or real-time integration with backoffice systems.
Getting hosted CRM system working
shouldnt take as long as a traditional
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a es orce au oma on
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a es orce au oma on(SFA) modules
Enable focusing efforts on mostprofitable customers
Enables sharing customer and prospect
information Helps reduce cost per sale and cost of
acquiring, retaining customers
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Customer service modules
Assigning and managing customerservice requests
E.g. managing advice phone lines, Web
site support
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Marketing modules
Capturing prospect and customer data, Providing product and service
information
Qualifying leads for targeted marketing Scheduling and tracking direct-
marketing mailings or e-mail
Analysing customer and
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Analysing customer andmarketing data
Identifying profitable andunprofitable customers
Designing products and services tosatisfy specific customer needs andinterests
Identifying opportunities for cross-selling
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CRM software capabilities
Customer Loyalty
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Customer LoyaltyManagement Process Map
wo ma n ca egor es o
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wo ma n ca egor es oCRM
Operational CRM
Customer-facing applications, e.g. toolsfor sales force automation, call centre
and customer service support,marketing automation
Analytical CRM
Applications that analyse (OLAP, datamining, etc.) customer data
Based on data warehouses consolidating
data from operational CRM systems and
Analytical CRM data
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Analytical CRM datawarehouse
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Business value of CRM
Increased customer satisfaction Reduced direct marketing costs More effective marketing
Lower costs for customer acquisitionand retention
Increased sales revenue By identifying profitable customers and segments for
focused marketing and cross-selling Reduced churn rate (number of
customers who stop using or purchasingproducts or services)
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Other advantages
"Cross Sell" and "Up Sell" ProductsMore Effectively
CRM systems facilitate cross-selling
(offering customers complimentaryproducts based on their previouspurchases) and up-selling (offeringcustomers premium products in the
same category).
It helps them to gain a betterunderstanding of customers and
anticipate their purchases (e.g.
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Other advantages
Discover New Customers
CRM systems help the organisation inidentifying potential customers. By
keeping a track of the profiles of theirexisting clientele, the business caneasily come up with a strategy todetermine the kind of people they
should target such that it returns themmaximum opportunity.
For example, if several students in a
university sign up for a particular mobile
leading the way in CRM
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leading the way in CRMimplementations
The financial services andtelecommunications industries setthe pace in CRM. Other industries are
on the CRM bandwagon includeconsumer goods makers and retailersand high tech firms.
Case study Microsoft Ireland
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Case study Microsoft Irelandand Londis
Enhancing and maintaining servicelevels to ADM Londis retailersnecessitated wider corporate
engagement in resolving customerqueries, as well as to give managersthe ability to view the number and
status of departmental queries As part of a 3 million supply chain
initiative to deliver improved service
levels to retailers, the company
http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_ -
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Case study (2)
Prior to the CRM implementation, thegroup had defined service leveltargets, but had been unable to
accurately measure how successful ithad been in terms of meeting thosetargets.
The CRM system provided up to theminute views on how effectivelyqueries were being resolved.
http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_ -
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Case study(3)
After implementation service levelsimproved from 95% to 99%satisfaction rating
The next phase of the CRM projectwill be to deliver a self servicesolution via the web to the retailers.
This enhancement will allow retailersto log their own calls at any time ofthe day or night, to facilitate the
http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_http://www.cio.com/article/445316/Nintendo_Wii_Shortage_Shrewd_Marketing_or_Flawed_Supply_Chain_