Chapter 3

1. Chapter 3 Strategic Initiatives for Implementing Competitive Advantages

2. Learning Outcomes 3.1List and describe the four basic components of supply chain management 3.2 Explain customer relationship management systems and how they can help organizations understand their customers

3. Learning Outcomes 3.3 Summarize the importance of enterprise resource planning systems 3.4 Identify how an organization can use business process reengineering to improve its business

4. Strategic Initiatives • Organizations can undertake high-profile strategic initiatives including: • Supply chain management (SCM) • Customer relationship management (CRM) • Business process reengineering (BPR) • Enterprise resource planning (ERP)

5. Supply Chain Management • Supply Chain Management(SCM) – involves the management of information flows between and among stages in a supply chain to maximize total supply chain effectiveness and profitability

6. Supply Chain Management • Four basic components of supply chain management include: • Supply chain strategy – strategy for managing all resources to meet customer demand • Supply chain partner – partners throughout the supply chain that deliver finished products, raw materials, and services. • Supply chain operation – schedule for production activities • Supply chain logistics – product delivery process

7. Supply Chain Management • Wal-Mart and Procter & Gamble (P&G) SCM

8. Supply Chain Management • Effective and efficient SCM systems can enable an organization to: • Decrease the power of its buyers • Increase its own supplier power • Increase switching costs to reduce the threat of substitute products or services • Create entry barriers thereby reducing the threat of new entrants • Increase efficiencies while seeking a competitive advantage through cost leadership

9. Supply Chain Management • Effective and efficient SCM systems effect on Porter’s Five Forces

10. Customer Relationship Management • Customer relationship management (CRM) – involves managing all aspects of a customer’s relationship with an organization to increase customer loyalty and retention and an organization's profitability • Many organizations, such as Charles Schwab and Kaiser Permanente, have obtained great success through the implementation of CRM systems

11. Customer Relationship Management • CRM is not just technology, but a strategy, process, and business goal that an organization must embrace on an enterprisewide level • CRM can enable an organization to: • Identify types of customers • Design individual customer marketing campaigns • Treat each customer as an individual • Understand customer buying behaviors

12. Customer Relationship Management • CRM overview

13. Business Process Reengineering • Business process – a standardized set of activities that accomplish a specific task, such as processing a customer’s order • Business process reengineering (BPR) – the analysis and redesign of workflow within and between enterprises • The purpose of BPR is to make all business processes best-in-class

14. Business Process Reengineering • Reengineering the Corporation – book written by Michael Hammer and James Champy that recommends seven principles for BPR

15. Finding Opportunity Using BPR • A company can improve the way it travels the road by moving from foot to horse and then horse to car • BPR looks at taking a different path, such as an airplane which ignore the road completely

16. Finding Opportunity Using BPR • Progressive Insurance Mobile Claims Process

17. Finding Opportunity Using BPR • Types of change an organization can achieve, along with the magnitudes of change and the potential business benefit

18. Enterprise Resource Planning • Enterprise resource planning (ERP) – integrates all departments and functions throughout an organization into a single IT system so that employees can make decisions by viewing enterprisewide information on all business operations • Keyword in ERP is “enterprise”

19. ERP SOFTWARE • ERP functions offered by all ERP vendors include: • Finance, accounting, sales, marketing, human resources, operations, and logistics • ERP vendors differentiate themselves by offering unique components including: • CRM, SCM, and BI • According to Gartner, the average failure rate for an ERP project is 66 percent

20. Finding The Right ERP Solution • Successful ERP projects share 3 attributes • Overall fit • Off the rack • Off the rack and tailored to fit • Custom made • Proper business analysis • Successful companies spend up to 10 percent of the project budget on a business analysis • Solid implementation plans • A plan is needed to monitor the quality, objectives, and timelines

21. OPENING CASE STUDY QUESTIONSApple – Merging Technology, Business, and Entertainment • Which of Porter’s Five Forces did Apple address through the introduction of the iPod? • Evaluate how Apple can gain business intelligence through the implementation of a customer relationship management system • Create an argument against the following statement: “Apple should not invest any resources to build a supply chain management system”

22. CHAPTER THREE CASEConsolidating Touchpoints for Saab • Saab required a consolidated customer view among its three primary channels: • Dealer network • Customer assistance center • Lead management center

23. Chapter Three Case Questions • Explain how implementing a CRM system enabled Saab to gain a competitive advantage • Estimate the potential impact to Saab’s business if it had not implemented a CRM system • What additional benefits could Saab receive from implementing a supply chain management system?

24. Chapter Three Case Questions • Create a model of Saab’s potential supply chain • How is Saab’s CRM implementation going to influence its SCM practices?