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SELECT, IMPLEMENT & USE TODAY’S ADVANCED BUSINESS SYSTEMS

MODERN ERP. SELECT, IMPLEMENT & USE TODAY’S ADVANCED BUSINESS SYSTEMS. Second Edition . Chapter 7: ERP: Sales, Marketing and CRM. ERP Sales Order Processing . Objective – capture and fulfill the customer order , the document that begins the order fulfillment process

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SELECT, IMPLEMENT & USE TODAY’S ADVANCED BUSINESS SYSTEMS

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  1. MODERN ERP SELECT, IMPLEMENT & USE TODAY’S ADVANCED BUSINESS SYSTEMS Second Edition Chapter 7: ERP: Sales, Marketing and CRM

  2. ERP Sales Order Processing • Objective – capture and fulfill the customer order, the document that begins the order fulfillment process • Ways to refer to Sales Order Processing • Contact-to-contract-to-cash • Quote-to-cash • Order-to-cash

  3. Sales Related Activities • Lead Generation • Contact • Qualification – applicability, affordability, and authority • Opportunity/Inquiry • Quote – estimate with an expiration date • Sales Order – quote that turns into a contract • Customer Order/Order Acknowledgement – confirmation of order receipt • Order Fulfillment – includes pick, pack, and ship activities • Billing – invoice is sent to the customer (A/R) • Cash Collection – payment is received from the customer

  4. Transactions versus Events • Transactions have financial implications (things are debited and credited, so will affect the financial statements directly) • An event, or activity, is any step in the business process and may or may not have financial implications. • Thus, transactions are a subset of events. Transactions Events

  5. Customer Relationship Management • Customer relationship management (CRM) bolt-on to ERP. Helps an organization with customer demands: • “Know me and know my business” • “Help me solve my business problems” • “Make it easy for me to do business with you”

  6. Where CRM and ERP Meet

  7. Three Elements of a Successful CRM Strategy • People – Company employees, from the CEO to the front-office customer service representatives, sales and marketing, need to buy into and support CRM. • Processes - A company's business processes must be reengineered to reinforce its CRM initiative, often from the viewpoint of “How can this process best serve the customer?” • Technology - Firms must select the right technology to drive the processes, provide high quality data to employees, and be user friendly.

  8. Principles for CRM Success • CRM is not a software purchase – it’s a strategy • CRM must fit the way you work now and in the future • Define measureable CRM business benefits • Consider total cost of ownership carefully • Think beyond features: pick the right partner

  9. Benefits of CRM • Knowing your customers better – personalization and segmentation • Using analytics • Increase revenues by acquiring new customers and retaining current customers • Increased customer satisfaction • Decrease selling expenses by • making fewer yet more productive sales calls • speeding data analysis • lowering communication and transactions costs • eliminating data redundancy • reducing personnel headcount

  10. CRM Advanced Analytics • Event monitoring • Segmentation • Personalization • Pricing • Trending • Advertising • Forecasting • Profiling • Association

  11. CRM: On-Premise vs. On-Demand • On-Premise – installing the software on-site on the company’s own servers • Traditional method of software implementation • On-Demand – software is hosted by a third party service provider • Software as a Service (SaaS)

  12. Knowledge Management (KM) and CRM • Knowledge Management (KM) – directed process of figuring out what information a company has that could benefit others in the company, the devising ways of making it easily available • Companies integrate their CRM systems with KM because they realize that knowledge plays a key role in CRM success. • Creating a Knowledge Management System: • Recognize what employees know, that is valuable and not being shared • Create formal procedures to implement the system • Create a knowledgebase including best practices, expertise directories, and market intelligence • Make the knowledge available to people that need it • Give employees incentives for both sharing their knowledge as well as using others’ knowledge

  13. Identifying Knowledge to Manage • Skills and knowledge that a company has developed about how to make its goods and services • Individual employees or groups of employees whose knowledge is deemed critical to a company’s continued success • A company’s aggregation of documents about processes, customers, research results, and other information that might have value for a competitor

  14. Reasons for Knowledge Management Systems • Sharing of best practices • Restructuring, downsizing, and outsourcing • Knowledge can command a premium price in the market • Globalization and competition • Successful innovation

  15. Obstacles to Successful Knowledge Management • Starting too big • Relying on technological shortcuts • Not modeling the behavior • Treating KM as a one-off project or quick-win • Ignoring the power of rewards • Ongoing maintenance

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