The document discusses various business management systems like HRMS, SDMS, MPPC, and ABS. It then provides two case studies and outlines approaches to analyze the case studies. The first case study is about a cosmetics company expanding sales through telemarketing. The document suggests CRM and SDMS business processes and lists input documents and reports. The second case discusses a distillation plant procuring supplies and suggests order processing under SDMS and MPPC with relevant inputs and outputs.
Customer relationship management and supply chain managementRohit Kumar
Customer relationship management (CRM) is a model for managing a company's interactions with current and future customers using technology to organize sales, marketing, customer service, and technical support. CRM helps companies identify and reward loyal customers to retain business, acquire new customers through improved marketing efficiency, and enhance customer service to keep customers happy. Effective CRM requires centralizing customer data, supporting mobility, and flexibility to customize the software to user needs.
1) A customer profitability analysis evaluates the costs and revenues assigned to segments of a company's customer base. It focuses on determining which customers are profitable versus unprofitable.
2) The general approach involves segmenting customers, calculating the revenue and costs attributable to each segment using activity-based costing, and then analyzing the profitable versus unprofitable segments.
3) A case study showed an insurance company used customer profitability analysis to identify that recently retired customers were unprofitable for a certain policy, so it adjusted agent commissions to discourage selling to that segment.
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
The bullwhip effect refers to distorted demand information as it flows up and down the supply chain. This can cause excess inventories, higher costs, and lost sales. It is caused by factors like poor forecasting, sales promotions not communicated upstream, and incentives. Reducing the bullwhip effect involves improving communication of accurate demand information between all parties in the supply chain.
Customer servise and order prosessingCustomer service and order processingankit@sahgal
The document discusses elements of effective customer service, including order cycle time, consistency, accuracy, and condition. It also covers other factors like segmentation, perception, and location. Common customer complaints involve order fulfillment issues. Designing an effective customer service package involves identifying needs, prioritizing elements, positioning the company, segmenting markets, designing the package, and establishing procedures. Order processing involves collecting, reporting status, internal communication, credit checks, and order fulfillment through activities like preparation, transmittal, and entry. Functions are completing forms, keeping customers informed, and coordinating across departments. Activities can be grouped into acquisition, entry, document processing, and status reporting, which are affected by factors like interaction time, priorities
This document discusses supply chain management (SCM), customer relationship management (CRM), and the integration of SCM and CRM (ISCRM). SCM involves planning and executing the flow of goods from raw materials to the customer. CRM uses technology to organize sales, marketing, and customer service to acquire, retain, and increase sales to customers. Integrating SCM and CRM allows companies to improve financial and operational metrics by providing customers with optimized product delivery and service. The document outlines the components, benefits, and types of CRM systems as well as a SWOT analysis of CRM.
The document describes an existing manual sales order system and a proposed automated system using ERP software. The proposed system allows: 1) automatic conversion of sales quotes to orders; 2) more accurate estimated delivery dates using order promising; 3) combined invoicing for quantity-based discounts; and 4) automated picking and shipping tied to bin locations. This streamlines the sales order process.
Customer profitability analysis gpg 37 march 02Nicholas Wu
This document provides an overview of customer profitability analysis. It discusses how companies are increasingly focusing on determining the profitability of individual customers and customer segments. Customer profitability analysis uses tools like activity-based costing to understand the costs of serving customers and the lifetime value of customers. Some key points made in the document include:
- Companies are using customer profitability analysis to provide different levels of service to profitable vs. unprofitable customers. This allows them to improve overall corporate profits.
- Understanding customer profitability requires analyzing the drivers of both customer revenues and costs of serving customers.
- Customer satisfaction alone is not enough; companies must satisfy customers profitably to improve shareholder value.
- Models
Customer relationship management and supply chain managementRohit Kumar
Customer relationship management (CRM) is a model for managing a company's interactions with current and future customers using technology to organize sales, marketing, customer service, and technical support. CRM helps companies identify and reward loyal customers to retain business, acquire new customers through improved marketing efficiency, and enhance customer service to keep customers happy. Effective CRM requires centralizing customer data, supporting mobility, and flexibility to customize the software to user needs.
1) A customer profitability analysis evaluates the costs and revenues assigned to segments of a company's customer base. It focuses on determining which customers are profitable versus unprofitable.
2) The general approach involves segmenting customers, calculating the revenue and costs attributable to each segment using activity-based costing, and then analyzing the profitable versus unprofitable segments.
3) A case study showed an insurance company used customer profitability analysis to identify that recently retired customers were unprofitable for a certain policy, so it adjusted agent commissions to discourage selling to that segment.
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
The bullwhip effect refers to distorted demand information as it flows up and down the supply chain. This can cause excess inventories, higher costs, and lost sales. It is caused by factors like poor forecasting, sales promotions not communicated upstream, and incentives. Reducing the bullwhip effect involves improving communication of accurate demand information between all parties in the supply chain.
Customer servise and order prosessingCustomer service and order processingankit@sahgal
The document discusses elements of effective customer service, including order cycle time, consistency, accuracy, and condition. It also covers other factors like segmentation, perception, and location. Common customer complaints involve order fulfillment issues. Designing an effective customer service package involves identifying needs, prioritizing elements, positioning the company, segmenting markets, designing the package, and establishing procedures. Order processing involves collecting, reporting status, internal communication, credit checks, and order fulfillment through activities like preparation, transmittal, and entry. Functions are completing forms, keeping customers informed, and coordinating across departments. Activities can be grouped into acquisition, entry, document processing, and status reporting, which are affected by factors like interaction time, priorities
This document discusses supply chain management (SCM), customer relationship management (CRM), and the integration of SCM and CRM (ISCRM). SCM involves planning and executing the flow of goods from raw materials to the customer. CRM uses technology to organize sales, marketing, and customer service to acquire, retain, and increase sales to customers. Integrating SCM and CRM allows companies to improve financial and operational metrics by providing customers with optimized product delivery and service. The document outlines the components, benefits, and types of CRM systems as well as a SWOT analysis of CRM.
The document describes an existing manual sales order system and a proposed automated system using ERP software. The proposed system allows: 1) automatic conversion of sales quotes to orders; 2) more accurate estimated delivery dates using order promising; 3) combined invoicing for quantity-based discounts; and 4) automated picking and shipping tied to bin locations. This streamlines the sales order process.
Customer profitability analysis gpg 37 march 02Nicholas Wu
This document provides an overview of customer profitability analysis. It discusses how companies are increasingly focusing on determining the profitability of individual customers and customer segments. Customer profitability analysis uses tools like activity-based costing to understand the costs of serving customers and the lifetime value of customers. Some key points made in the document include:
- Companies are using customer profitability analysis to provide different levels of service to profitable vs. unprofitable customers. This allows them to improve overall corporate profits.
- Understanding customer profitability requires analyzing the drivers of both customer revenues and costs of serving customers.
- Customer satisfaction alone is not enough; companies must satisfy customers profitably to improve shareholder value.
- Models
The document discusses order processing, which involves a series of steps to fill customer orders. It defines key terms like inquiries, quotations, order acceptance, dispatch, and invoicing. It explains that order processing typically involves tasks in a company's warehouse like picking, packing, and shipping products. It also notes that order processing systems are important for managing sales and have interfaces with other business systems. The document outlines the main activities in a typical order processing system as order entry, sales configuration, shipment planning, shipment execution, and invoicing.
This document provides an overview of supply chain management. It defines supply chain management as the strategic management of activities involved in acquiring materials and converting them into finished products that are delivered to customers. The document discusses key aspects of supply chains like material, information, and financial flows. It also outlines the importance of integration across the supply chain using tools like ERP systems. Additionally, it discusses concepts like optimizing supply chain design, planning material flows, and transaction processing. The document emphasizes the importance of information sharing across the supply chain for effective coordination.
The document defines supply chain management as designing, planning, executing, controlling, and monitoring supply chain activities to create value, build infrastructure, synchronize supply and demand, and measure performance globally. It then discusses key aspects of supply chains including facilities, inventory, push and pull strategies, goals of reducing costs and growing revenue, challenges like uncertainty, and the bullwhip effect. Finally, it covers supply chain management issues, methods, applications, and important considerations.
Supply chain management focuses on managing the flow of goods and information from raw materials to end customers. It encompasses all activities from procurement to production to delivery. The goal is to attain synchronization across the supply chain to be responsive to customers while lowering costs. Information technology plays a key role in supply chain management by enabling real-time communication and data sharing between suppliers, manufacturers, distributors and customers. This allows for faster fulfillment of customer demand.
The document discusses integrated enterprise systems and their evolution over time. It describes how functional information systems created data silos within organizations. Integrated systems address this by capturing data at the source and allowing sharing across departments. Key integrated systems discussed include ERP, SCM, and CRM. ERP provides an integrated solution that spans accounting, finance, supply chain and other functions. SCM manages the flow of materials and information throughout the supply chain. CRM allows identifying, acquiring and retaining customers through multiple channels. The benefits of integrated systems include reduced data duplication and improved information sharing, but implementation requires aligning the system with business processes.
This document provides an outline on supply chain management (SCM), customer relationship management (CRM), and enterprise resource planning (ERP). It defines key concepts such as the bullwhip effect in SCM and discusses how vendor managed inventory can help mitigate it. The importance of CRM for customer retention is explained. ERP is introduced as a system for integrating business transactions and providing access to information across an organization. An example illustration demonstrates how an ERP system can coordinate different business functions in real-time.
The document discusses supply chain management systems (SCM). SCM involves coordinating materials, information, and finances as products move from suppliers to consumers. The goal of SCM is to reduce inventory levels while ensuring products are available when needed. Sophisticated software systems and web-based applications are used to manage SCM for companies. The document then provides details on the proposed supply chain management system, including system architecture, data flow diagrams, entity relationship diagrams, and screen designs for the supplier, distributor and manufacturer modules.
This document discusses logistics management and supply chain management. It begins with an overview of key topics like global value models, logistics management, customer relations management, and financial management. It then discusses supply chain management in more detail, explaining that SCM extends management functions outside the organization to suppliers and distribution channels. SCM can increase revenues by 4-6% and has become an industry expectation. The document also covers components of SCM like purchasing, distribution, and warehouse management. It discusses approaches to SCM, integrating functions, and software used for interfaces. The ultimate goals of SCM are customer-driven manufacturing and customization.
ANMsoft Technologies is a technology company with over 250 employees located in California, the United Kingdom, Mumbai, and Singapore. Founded in 2003, it has expertise in developing banking and financial systems including loan origination, internet banking, and credit card management. The company's business analyst acts as a liaison between technical teams and customers, defines business needs and requirements, identifies process improvements, and ensures new systems meet user needs.
The document discusses various topics related to business management including Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), call centers, BPO, KPO, international business management, Total Quality Management (TQM), and Six Sigma. ERP integrates internal business functions, SCM coordinates suppliers and distribution, and CRM develops customer relationships. TQM and Six Sigma focus on continuous quality improvement.
This document provides an overview of supply chain management (SCM) and customer relationship management (CRM). It discusses how SCM involves collaboration between resellers and suppliers to deliver value to customers. CRM uses customer data to build stronger marketing programs and long-term customer relationships. The document argues that integrating SCM and CRM allows companies to achieve improvements in financial and performance metrics that would not be possible through standalone approaches. It provides details on the benefits and components of both SCM and CRM systems.
The document discusses supply chain management. It defines a supply chain as including all parties involved in fulfilling customer requests, from suppliers to manufacturers to transporters to warehouses to retailers. It also discusses the goal of maximizing overall supply chain profitability through decisions that influence costs and revenue. Key supply chain phases include strategy/design, planning, and operations, with different time horizons. The document also outlines supply chain processes, competitive strategies, and drivers of supply chain performance like facilities, inventory, transportation, information, sourcing, and pricing.
This document discusses supply chain management. It defines supply chain management as the effective management of information, material, and funds flowing from suppliers to consumers. It explains that the purpose of effective supply chain management is to make the right goods available at the right place, time, quantity, condition and cost. It then provides details on the organizational structure and responsibilities of various supply chain departments, including production planning, material planning, purchasing, warehousing, and logistics. Finally, it discusses current topics in supply chain management such as supply chain mapping, visibility, forecasting, customer service, cost analysis, tracking and tracing, just-in-time systems, and return management.
This document provides an overview of customer relationship management (CRM). It begins with definitions of CRM, including that it is an approach to managing a company's interactions with current and future customers by analyzing customer data to improve business relationships and customer retention. It describes the evolution of CRM due to changes in customer power in the 1980s. It then covers CRM concepts like the types of CRM, scope and benefits of CRM, and factors influencing customer value from the customer's perspective. Finally, it provides an example of how Amazon successfully implements CRM through collecting customer data, personalizing recommendations, offering customer support, and tailoring the customer experience.
This document provides an overview of information technology and supply chain management. It discusses software systems used for supply chain management like EDI, MRP, MRP II, ERP, SCM, and CRM systems. It also discusses network infrastructure and technologies like WANs, intranets, and extranets. Major sections focus on ERP systems like SAP and Oracle, supply chain management systems, and hardware considerations for SCM systems.
This document discusses Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), and Supply Chain Management (SCM). ERP integrates internal business processes, CRM focuses on marketing, sales, and customer service, and SCM coordinates activities from initial raw materials to final delivery of products. The document outlines the business functions and benefits of each system, as well as causes for implementation failures such as underestimating complexity and overreliance on vendor claims. Enterprise Application Integration (EAI) software connects major e-business applications like CRM and ERP.
The document discusses customer relationship management (CRM) processes. It defines CRM processes as groups of actions that help achieve operational goals effectively. The main goals of CRM processes are to retain customers, simplify marketing and sales, improve customer service, acquire new customers, and increase revenue. CRM processes provide benefits like retaining profitable customers, acquiring the right customers to drive growth, and increasing individual customer profits. The document then examines specific CRM processes in more detail.
This document provides an overview of customer relationship management (CRM). It defines CRM as a process to compile customer information to better understand how to manage customer relationships. The document outlines several CRM models and strategies, including focusing on customer retention, developing customer loyalty over time, and creating customer value and engagement. It also discusses CRM applications in different contexts like B2B and B2C, and defines key terms like churn rate.
Customer relationship management (CRM) systems allow companies to better understand and interact with customers. CRM involves tracking key customer data like contacts, purchases, and preferences using software. This enables companies to provide personalized customer service, implement targeted marketing campaigns, and ultimately improve customer retention and profits. While CRM software is important, a successful strategy also requires changes to company policies and culture to be fully customer-centric.
The document discusses strategic customer relationship management (CRM). It defines strategic CRM and its key components, including customer management orientation, integration and alignment of organizational processes, and information capture and alignment of technology. It also presents a case study of IBM's CRM implementation, which delivered $2 billion in cost reductions and other benefits through an integrated process enabled by CRM. The summary discusses the key aspects and lessons from IBM's large-scale CRM implementation.
The document discusses the evolution and purpose of customer relationship management (CRM). It began as a way for companies to individually contact all customers in the 1980s but became unwieldy. Newer software in the 1990s made CRM more effective by allowing companies to better track customer data and give incentives to loyal customers. The purpose of CRM is to integrate customer-facing processes and automate them to improve customer service, gather customer insights, and strengthen relationships. However, some are concerned about potential privacy issues from companies collecting extensive customer data.
The document discusses order processing, which involves a series of steps to fill customer orders. It defines key terms like inquiries, quotations, order acceptance, dispatch, and invoicing. It explains that order processing typically involves tasks in a company's warehouse like picking, packing, and shipping products. It also notes that order processing systems are important for managing sales and have interfaces with other business systems. The document outlines the main activities in a typical order processing system as order entry, sales configuration, shipment planning, shipment execution, and invoicing.
This document provides an overview of supply chain management. It defines supply chain management as the strategic management of activities involved in acquiring materials and converting them into finished products that are delivered to customers. The document discusses key aspects of supply chains like material, information, and financial flows. It also outlines the importance of integration across the supply chain using tools like ERP systems. Additionally, it discusses concepts like optimizing supply chain design, planning material flows, and transaction processing. The document emphasizes the importance of information sharing across the supply chain for effective coordination.
The document defines supply chain management as designing, planning, executing, controlling, and monitoring supply chain activities to create value, build infrastructure, synchronize supply and demand, and measure performance globally. It then discusses key aspects of supply chains including facilities, inventory, push and pull strategies, goals of reducing costs and growing revenue, challenges like uncertainty, and the bullwhip effect. Finally, it covers supply chain management issues, methods, applications, and important considerations.
Supply chain management focuses on managing the flow of goods and information from raw materials to end customers. It encompasses all activities from procurement to production to delivery. The goal is to attain synchronization across the supply chain to be responsive to customers while lowering costs. Information technology plays a key role in supply chain management by enabling real-time communication and data sharing between suppliers, manufacturers, distributors and customers. This allows for faster fulfillment of customer demand.
The document discusses integrated enterprise systems and their evolution over time. It describes how functional information systems created data silos within organizations. Integrated systems address this by capturing data at the source and allowing sharing across departments. Key integrated systems discussed include ERP, SCM, and CRM. ERP provides an integrated solution that spans accounting, finance, supply chain and other functions. SCM manages the flow of materials and information throughout the supply chain. CRM allows identifying, acquiring and retaining customers through multiple channels. The benefits of integrated systems include reduced data duplication and improved information sharing, but implementation requires aligning the system with business processes.
This document provides an outline on supply chain management (SCM), customer relationship management (CRM), and enterprise resource planning (ERP). It defines key concepts such as the bullwhip effect in SCM and discusses how vendor managed inventory can help mitigate it. The importance of CRM for customer retention is explained. ERP is introduced as a system for integrating business transactions and providing access to information across an organization. An example illustration demonstrates how an ERP system can coordinate different business functions in real-time.
The document discusses supply chain management systems (SCM). SCM involves coordinating materials, information, and finances as products move from suppliers to consumers. The goal of SCM is to reduce inventory levels while ensuring products are available when needed. Sophisticated software systems and web-based applications are used to manage SCM for companies. The document then provides details on the proposed supply chain management system, including system architecture, data flow diagrams, entity relationship diagrams, and screen designs for the supplier, distributor and manufacturer modules.
This document discusses logistics management and supply chain management. It begins with an overview of key topics like global value models, logistics management, customer relations management, and financial management. It then discusses supply chain management in more detail, explaining that SCM extends management functions outside the organization to suppliers and distribution channels. SCM can increase revenues by 4-6% and has become an industry expectation. The document also covers components of SCM like purchasing, distribution, and warehouse management. It discusses approaches to SCM, integrating functions, and software used for interfaces. The ultimate goals of SCM are customer-driven manufacturing and customization.
ANMsoft Technologies is a technology company with over 250 employees located in California, the United Kingdom, Mumbai, and Singapore. Founded in 2003, it has expertise in developing banking and financial systems including loan origination, internet banking, and credit card management. The company's business analyst acts as a liaison between technical teams and customers, defines business needs and requirements, identifies process improvements, and ensures new systems meet user needs.
The document discusses various topics related to business management including Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), call centers, BPO, KPO, international business management, Total Quality Management (TQM), and Six Sigma. ERP integrates internal business functions, SCM coordinates suppliers and distribution, and CRM develops customer relationships. TQM and Six Sigma focus on continuous quality improvement.
This document provides an overview of supply chain management (SCM) and customer relationship management (CRM). It discusses how SCM involves collaboration between resellers and suppliers to deliver value to customers. CRM uses customer data to build stronger marketing programs and long-term customer relationships. The document argues that integrating SCM and CRM allows companies to achieve improvements in financial and performance metrics that would not be possible through standalone approaches. It provides details on the benefits and components of both SCM and CRM systems.
The document discusses supply chain management. It defines a supply chain as including all parties involved in fulfilling customer requests, from suppliers to manufacturers to transporters to warehouses to retailers. It also discusses the goal of maximizing overall supply chain profitability through decisions that influence costs and revenue. Key supply chain phases include strategy/design, planning, and operations, with different time horizons. The document also outlines supply chain processes, competitive strategies, and drivers of supply chain performance like facilities, inventory, transportation, information, sourcing, and pricing.
This document discusses supply chain management. It defines supply chain management as the effective management of information, material, and funds flowing from suppliers to consumers. It explains that the purpose of effective supply chain management is to make the right goods available at the right place, time, quantity, condition and cost. It then provides details on the organizational structure and responsibilities of various supply chain departments, including production planning, material planning, purchasing, warehousing, and logistics. Finally, it discusses current topics in supply chain management such as supply chain mapping, visibility, forecasting, customer service, cost analysis, tracking and tracing, just-in-time systems, and return management.
This document provides an overview of customer relationship management (CRM). It begins with definitions of CRM, including that it is an approach to managing a company's interactions with current and future customers by analyzing customer data to improve business relationships and customer retention. It describes the evolution of CRM due to changes in customer power in the 1980s. It then covers CRM concepts like the types of CRM, scope and benefits of CRM, and factors influencing customer value from the customer's perspective. Finally, it provides an example of how Amazon successfully implements CRM through collecting customer data, personalizing recommendations, offering customer support, and tailoring the customer experience.
This document provides an overview of information technology and supply chain management. It discusses software systems used for supply chain management like EDI, MRP, MRP II, ERP, SCM, and CRM systems. It also discusses network infrastructure and technologies like WANs, intranets, and extranets. Major sections focus on ERP systems like SAP and Oracle, supply chain management systems, and hardware considerations for SCM systems.
This document discusses Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), and Supply Chain Management (SCM). ERP integrates internal business processes, CRM focuses on marketing, sales, and customer service, and SCM coordinates activities from initial raw materials to final delivery of products. The document outlines the business functions and benefits of each system, as well as causes for implementation failures such as underestimating complexity and overreliance on vendor claims. Enterprise Application Integration (EAI) software connects major e-business applications like CRM and ERP.
The document discusses customer relationship management (CRM) processes. It defines CRM processes as groups of actions that help achieve operational goals effectively. The main goals of CRM processes are to retain customers, simplify marketing and sales, improve customer service, acquire new customers, and increase revenue. CRM processes provide benefits like retaining profitable customers, acquiring the right customers to drive growth, and increasing individual customer profits. The document then examines specific CRM processes in more detail.
This document provides an overview of customer relationship management (CRM). It defines CRM as a process to compile customer information to better understand how to manage customer relationships. The document outlines several CRM models and strategies, including focusing on customer retention, developing customer loyalty over time, and creating customer value and engagement. It also discusses CRM applications in different contexts like B2B and B2C, and defines key terms like churn rate.
Customer relationship management (CRM) systems allow companies to better understand and interact with customers. CRM involves tracking key customer data like contacts, purchases, and preferences using software. This enables companies to provide personalized customer service, implement targeted marketing campaigns, and ultimately improve customer retention and profits. While CRM software is important, a successful strategy also requires changes to company policies and culture to be fully customer-centric.
The document discusses strategic customer relationship management (CRM). It defines strategic CRM and its key components, including customer management orientation, integration and alignment of organizational processes, and information capture and alignment of technology. It also presents a case study of IBM's CRM implementation, which delivered $2 billion in cost reductions and other benefits through an integrated process enabled by CRM. The summary discusses the key aspects and lessons from IBM's large-scale CRM implementation.
The document discusses the evolution and purpose of customer relationship management (CRM). It began as a way for companies to individually contact all customers in the 1980s but became unwieldy. Newer software in the 1990s made CRM more effective by allowing companies to better track customer data and give incentives to loyal customers. The purpose of CRM is to integrate customer-facing processes and automate them to improve customer service, gather customer insights, and strengthen relationships. However, some are concerned about potential privacy issues from companies collecting extensive customer data.
Customer relationship management (CRM) involves managing relationships with customers to increase customer retention and profits. CRM focuses on acquiring new customers, enhancing existing customer relationships, and retaining valuable customers. It provides tools to track customer interactions, personalize services, and reward loyal customers. While CRM can increase profits when implemented correctly, many projects fail due to lack of preparation, stakeholder participation, and not addressing underlying business process issues first. Trends in CRM include operational CRM to improve customer convenience, analytical CRM to tailor offers to customers, and collaborative CRM to improve supply chain responsiveness.
process of buying an item in online store how it cuts across various function...Ankith kumar Darak
The document discusses how an online purchase would flow through the different business functions of a company and what information would be captured on the receipt. It notes that the main business functions are marketing/sales, supply chain management, accounting/finance, and human resources. It then outlines the typical process an online purchase would go through each function. The receipt would capture information like the barcode, item type, customer details, payment method, and sale date/time. This information is important for functions like supply chain, accounting, and future returns or credits to the customer.
Customer Relationship Management (CRM) involves integrating sales, marketing, and customer service strategies using methodologies and software to efficiently manage customer relationships. CRM functions include operational CRM like marketing automation, sales force automation, and customer service, as well as analytical CRM like data warehousing and data mining. CRM aims to acquire customers, extend relationships through cross-selling and up-selling, and retain customers through understanding their needs. Key challenges are integrating customer information across channels and systems and ensuring end-to-end business process integration between departments like sales and service.
Customer Relationship Management [CRM] is a business strategic tool which helps in developing great relations with your customer. The prime factor here is customer satisfaction. CRM is a process where a company with the aid of technology, sales team, marketing and various other methods interact with their customer. This interaction is vital to have feedbacks, to earn leads and to develop that relationship which can be nurtured over several years, also to have strong product base.
Tools and Techniques for Quality ManagementNazrul Islam
The tools and techniques most commonly used in Quality management and process improvement are: Cause and effect diagram. Control Charts. Histogram. Pareto Charts.
Chapter 10 Tools and Techniques for Quality Management.pptDr. Nazrul Islam
QMS have sub-elements, or tools, that enable users to tailor its use to specific project needs. There are seven conventional QMS tools: flow charts, Ishikawa diagrams, checklists, Pareto charts, histograms, scattergrams, and control charts.
This document provides an overview of key customer relationship management (CRM) concepts and the evolution of CRM systems. It discusses concepts like upselling, cross-selling, call routing, call scripting, personalization, and customer service support. It then outlines the history of CRM from the early use of paper records to modern cloud-based CRM solutions that incorporate automation, AI, and analytics. The document also discusses measuring and building customer loyalty through metrics like satisfaction levels, churn rate, lifetime value, and repeat purchase rates. Overall, the document serves as a high-level introduction to CRM strategies and technologies.
Planning for CRM
Steps in Planning
Building Customer Centricity
Setting CRM Objectives
Defining Data Requirements, Planning Desired Outputs
Relevant issues while planning the Outputs
Elements of CRM plan
CRM Strategy: The Strategy Development Process
Customer Strategy Grid
Customer Relationship Management Unit-3 IMBA Osmania University
Fitter Snacker produces two snack bars and has separate sales, warehouse, and accounting systems. This leads to inefficiencies like errors from manual data sharing. An ERP system could integrate the systems and improve processes like order entry, inventory management, billing and payment processing through automation and real-time data sharing. However, changing to an ERP requires analyzing current processes and culture to see if the company is prepared for such a change.
Customer relationship management (CRM) refers to the processes and technologies used to manage relationships with customers. It involves tracking customer interactions across sales, marketing, customer service, and other functions. The key components of CRM include contact and account management, sales, marketing and fulfillment, customer service and support, and retention and loyalty programs. CRM systems allow companies to better understand customer needs and provide personalized customer experiences.
This document discusses supply chain management and key concepts related to SCM. It provides examples of how Dell optimized its supply chain to reduce inventory levels. The document also summarizes the basics of SCM including the key links in the supply chain and how information technology can help manage SCM more effectively through increased visibility, responsiveness to consumer demands, and competitive advantages.
Case 4. 2 Summit electric lights up with a new erp systemniz73
- Summit Electric Supply Co. is a wholesale distributor of electrical equipment and supplies. It obtains goods from manufacturers and sells to contractors. As the middleman, it must handle high transaction volumes and swift inventory turnover.
- Summit's old information systems from the 1980s could no longer keep up with its growth. The systems had limited capabilities and caused delays.
- Summit implemented a new ERP system using SAP to improve operational efficiency. The system allowed for more frequent inventory updates and better inventory management at job sites. It also enhanced business intelligence and chargeback processing.
This document discusses Customer Relationship Management (CRM). It defines CRM and explains why it is important for managing customer relationships. It outlines different types of CRM, provides examples of how CRM has helped different companies, and discusses best practices for implementing CRM including assessing needs, defining requirements, training users, and reviewing the system. It also covers common mistakes to avoid during implementation and recommends consulting help and phased implementation for best results.
This document discusses strategic customer relationship management (CRM). It defines strategic CRM and its key components, including developing a customer-oriented culture, aligning organizational processes, capturing customer information, and implementing a CRM strategy. It provides examples from Capital One's CRM practices and IBM's large-scale CRM implementation. Overall, the document outlines an approach for conceptualizing and executing an enterprise-wide CRM strategy to maximize customer lifetime value.
The document discusses key aspects of customer relationship management (CRM), enterprise resource planning (ERP), and supply chain management (SCM) systems. It provides definitions and examples of each, including business processes supported, customer/business value, and potential challenges. Case studies illustrate how companies have implemented CRM, ERP and SCM systems, and both realized benefits and faced challenges, such as change management and technical issues. Trends including analytical, collaborative and portal-based systems are also discussed.
The document outlines the process for planning and implementing a CRM system including exploring business needs, planning the project, configuring the system, training users, and deploying the new system. The key steps are exploring business processes and requirements, planning resources and timelines, configuring the system for things like users, security, and data, training end users and administrators, and finally deploying the system including migrating data and getting sign off.
This document provides a demonstration of the capabilities of the Slideshare platform. Slideshare allows users to upload and share presentations, documents, PDFs and videos. It also enables others to view uploaded files and provides analytics on how many people have viewed or downloaded each file.
This document provides a demonstration of how to use Slideshare to create and share presentations online. Slideshare allows users to upload PowerPoint, Keynote, and PDF files to host online and embed on websites and blogs. The service also provides analytics on views and downloads that help users understand how their presentations are being accessed and shared.
The document discusses CollEDGE, a student relationship and placement management system. It begins by outlining top challenges for educational institutions related to admissions, placements, communication and measuring progress. It then positions educational institutions as customer-centric companies with students as customers and faculty/admin as employees. CollEDGE is presented as a solution to help track students from their first year through placements. It provides features like online placement management, communication tools, learning management, analytics and connecting students/alumni. The benefits to educational institutions are outlined along with screenshots of the system's interface and features. Pricing options and the company's journey and future plans are also summarized.
Lean startup simplified for learners, entrepreneurs & practitionerstheextraaedge
The document discusses the Lean Startup movement pioneered by Eric Ries, Steve Blank, and others. It advocates for an iterative, customer-focused approach to starting businesses through techniques like building Minimum Viable Products and validating hypotheses through customer feedback. The Lean Startup process emphasizes continual learning by testing assumptions quickly and pivoting if needed based on what customers actually want.
The document discusses problems facing engineering colleges in India, including low enrollment, high numbers of vacant seats, and poor skills and ineffective communication. It proposes solutions like implementing feedback mechanisms, developing online study materials and placement management systems, and providing counseling to help students. The document calls on the engineering community to come together and help empower colleges through operational efficiency, transparency, collaboration, and developing students into 21st century professionals.
CollEDGE is a SaaS based Student Relationship & Placement Management system. It streamlines processes, tracks progress, saves time & increases effectiveness in employability.
It's a roadmap for colleges, corporates & students towards efficient processes & simpler academic life.
CollEDGE is a roadmap for colleges, corporates & students towards efficient processes & simpler academic life. It saves time, increases effectiveness in employability & streamlines processes.
This document discusses engineering as a career choice for students. It outlines the agenda which includes discussing why engineering, which college and branch to choose, and addressing common myths about branch and scope. Engineering is described as adding value to human lives by designing and producing useful products and services. Despite economic volatility, the demand for engineering graduates is growing due to growth in various sectors like manufacturing, industry, and services. Students are encouraged to consider their interests and strengths when choosing a branch, and to research colleges by speaking to current students and considering location and employability. While opportunities in engineering are immense, the number of aspirants is increasing rapidly so students need to work hard to stand out. An informed decision about engineering as a career is important.
The document discusses a new website called Extraaedge.com that was created by engineering graduates Sushil Mundada and Abhishek Ballabh to help students select the best engineering colleges based on their marks. The website provides a college branch predictor and cut-off analysis to guide students on where they can apply. It also offers online and offline counseling. The website aims to not only help students get into their college of choice but also help them with internships, projects, and campus placements. The website's predictions are based on an algorithm that uses results from previous years.
The document defines data warehousing and its key concepts according to Bill Inmon and Ralph Kimball's paradigms. It discusses the components of a dimensional data model including dimensions, attributes, hierarchies, and fact tables. It also covers ETL processes, schema types like star and snowflake, and OLAP tools.
The document discusses accounting concepts like debits, credits, assets, liabilities, capital, and provides examples of journal entries, ledger accounts, and a trial balance. It also explains the purpose and components of key financial statements like the trading account, profit and loss account, and balance sheet.
The document is a test paper for business applications that contains 10 short answer questions, 2 long answer questions worth 5 marks each, and 2 long answer questions worth 10 marks each. The questions cover topics like price current, EOQ formula, production planning, biometric devices, quality, recruitment, objectives of production planning, MRP-I, performance appraisal process, sales analysis, purchase cycle, business processes for telemarketing, input documents, supporting reports, six sigma quality management, and differences between ERP and CRM systems.
This document provides an overview and summary of key topics from Peter Thiel's CS183: Startup class at Stanford. Some of the main points discussed include:
- Technological progress has slowed significantly since the 1960s, except in the computer industry. Computer science is thus a logical starting place to drive new progress.
- Going from 0 to 1 (innovation) is qualitatively harder than going from 1 to n (copying and scaling existing ideas). Starting a successful company requires solving the difficult problem of 0 to 1 innovation.
- Startups are important because their small size allows them to have lower coordination costs and more flexibility than larger companies or governments. However, starting a startup also carries significant financial
The letter is from ExtraAEdge.com promoting free Android and web applications to help students with MT-CET 2013 exam preparation. The applications provide cut-off analysis from previous years and help predict the best college-branch combinations based on a student's marks and ranking. The letter requests the institute share information about the applications with its students and display a poster, in exchange for which ExtraAEdge.com will feature the institute's banner ad on its website for 10 days.
This document introduces ExtraAEdge.com, an integrated academic platform established with the mission to empower Indian students and guide them in making career decisions. The platform aims to build an online learning community through discussion forums, sharing of academic resources, and facilitating networking between students, alumni, faculty, colleges and corporations. It proposes tracking students' online and offline performances to generate an "ExtraAEdge score" that can help recruiters understand a student's complete potential. The platform seeks to benefit all stakeholders in the education ecosystem by facilitating communication, industry collaboration, placement activities and sharing of information.
This letter introduces ExtraAEdge.com, an academic platform providing resources and services to students. It announces the launch of two free Android and web applications that would be useful for students taking the MT-CET 2013 exam: 1) an MT-CET cut-off analysis tool to find cut-offs from the last 3 years, and 2) an MT-CET college and branch predictor to help students choose the best college-branch combination based on their marks and ranking compared to last year's closings. The letter requests the institute to post an enclosed poster on its notice board to inform students about these applications and offers to display the institute's banner ad on the ExtraAEdge website for 5 days in return
A search was conducted for "Class XII Science Tutorials" in Pune, India. The results were clicked to open and then edited to access contact information including the contact person and email address.
This letter introduces ExtraAEdge.com, an academic platform providing resources and services to students. It announces the launch of two free Android and web applications that would be useful for students taking the MT-CET 2013 exam: 1) an MT-CET cut-off analysis tool to find cut-offs from the last 3 years, and 2) an MT-CET college and branch predictor to help students choose the best college-branch combination based on their marks and ranking compared to last year's closings. The letter requests the institute to post an enclosed poster on its notice board to inform students about these applications and offers to display the institute's banner ad on the ExtraAEdge website for 5 days in return
2. Quick Revision
HRMS - Recruitment, Employee appraisal, Employee Training
SDMS – Channels, Sales Flow (Enquiry, Quotation, Order, Delivery &
Invoice, Sales Analysis)
MPPC – Capacity Planning, Manpower Planning, Material Resource
and Manufacturing Resource Planning, Work Order Management &
EOQ, Material Procurement
Banking - Saving Bank Account, Cheques, ATM, E-Banking, Biometric
Devices
ABS - Enterprises Resource Planning (ERP), Supply Chain
Management (SCM), Customer Relationship Management (CRM),
Call Centre, BPO, KPO, TQM – Total Quality Management, Six Sigma
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3. Case Study1
A Cosmetics company would like to expand its sales across
the remote villages & areas. But it doesn’t have enough
capital to start any new sales offices in these areas. Instead
it plans to tie up with a reputed Telemarketing
organization & make use of their services, for customer
order processing. Suggest suitable business processes that
can be applied, so that the above concept of telemarketing
is possible. Specify the different input documents (detailed
documents) that are necessary for your specified business
process & also suggest any supporting reports that can be
obtained from your specified business process.
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4. Complete approach to solve case study
Read the case study twice
First collect the direct stated facts
Next collect the unstated facts
Generally 3 questions -> Suggest suitable business processes,
specify input documents, Suggest any supporting reports
Specify clearly all business process affected
List down input documents – draw formats wherever possible
List down output reports – draw formats wherever possible
Don’t assume against what has been stated (explicitly or
implicitly)
Write as much as possible
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5. Approach – First collect the
direct stated facts
There is a Cosmetics company which would like to
expand its sales across the remote villages & areas
It doesn’t have enough capital to start any new sales
offices in these areas
Instead it plans to tie up with a reputed
Telemarketing organization & make use of their
services, for customer order processing
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6. Approach – Next collect the
unstated facts
The company wants a good order processing system. The
order needs to be taken over phone by a third party
system and needs to be transferred to the company. So
way of communication/order confirmation/order
dispatching needs to be established (SDMS area)
Company is already established in the urban areas. But the
new rural market is different. So a different CRM way of
functioning must be in place (CRM area)
To handle the new orders the production of the company
needs to increase at a similar pace (MPPC area)
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7. Check the questions
Suggest suitable business processes that can be
applied, so that the above concept of telemarketing is
possible
Specify the different input documents (detailed
documents) that are necessary for your specified
business process
Suggest any supporting reports that can be obtained
from your specified business process
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8. Solution to case Study-Step1 –
CRM process
For the above case, the first process that needs incorporated is related
to the CRM area of management
It is process used to learn more about customers' needs and behaviors
(in our case the new set of rural customers) in order to develop
stronger relationships with them.
CRM includes information about customers, sales, marketing
effectiveness, responsiveness and market trends. The overall goals are
to find, attract, and win new clients, nurture and retain existing
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9. CRM process
As a part of first CRM business process call centre executives make
outbound calls to the prospect customers. They would need to know
and impart the following:
The client demographics, buying habits, spending capabilities,
requirements, etc. (like for example the products bought by rural
customers will be very different than that of urban customers)
Exact description of the product
Pricing procedure of product
Distribution channel and handling of the product
Advantages of this product over its existing competitors if any
Group discounts and any other applicable schemes if exists
After support policies etc
Mode of payment
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10. Solution to case Study-Step2 –
SDMS process
The second process that needs incorporated is related to the SDMS area of
management
Once the telemarketing/call center executive tries to convince and win an
order, it goes for further order processing
The customer thereby places an order through the phone.
The executive tracks down the following information:
Name of customer
Address of the customer
Contact details
Date of placing the order
Product code
Product description
Price
Discounts (if any)
Mode of payment
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11. Order processing
The order processing business process has following features:
Transforms purchase order (received over phone) information to
actual order
Generates customer invoices
You can enter credit to generate a credit memo and update your
receivables
Track shipment information in order and invoice history inquiry
Email order acknowledgement and shipment notification
Display inventory at order entry time
12. Problems in order processing
Customers are virtual, telephonic, not actual.
Customer may back out orders as they cant exactly see the
products
Customers cannot be well targeted as compared to
segmentation
Availability of customer while the time of delivery
Customer support would be CRM based
Telephonic conversation sometimes may be unclear resulting
products mismatch
Return policies should be flexible
People do not like to get interrupted by telemarketers at
home
14. Managing the distribution
Once an order is created like the one above. A
company representative will look forward in the
delivery of this product to the prospective customer
The mode of transport to reach the customer, the
packaging of product and the line of distribution will
be chosen as optimized as possible
There should be minimal cases of pending orders.
Also a process to handle pending orders must be
defined
15. Solution to case Study-Step3 –
MPPC process
The dispatch of the product completely depends on the
availability of the product from the warehouse
The lead time is defined as the time required between the
raised order and the availability of this product to the customer
in case of this study
So the process needs to be optimized in such a way that the
product is available for delivery in the stipulated time frame
The capacity planning needs to be done so as to have sufficient
resources for production
The EOQ for purchase of raw material for products must be
calculated
16. Different input documents
CRM
Target customers information
Product catalogue
Company policy document
SDMS
Order processing form
MPPC
Total amount of orders for each product on periodic
basis
17. Supporting reports
CRM
List of calls made with the outcomes
Performance report of each sales executive
Summarized report of performance of telemarketing company
SDMS
List of orders received with details
Total quantity of different products required on periodic basis
Status of delivery and payment
MPPC
EOQ for raw material
Amount of direct and indirect material required
Input for capacity planning
18. Case Study 2
In the Distillation Plant, distilled water is prepared,
which is basically used in preparation of Medicines,
salines and Batteries. The order is placed for test
tube, vessels, flasks, coiled glass tube etc. The
suppliers processes the sales order and generates
bill. The distillation plant pays bill and get the
receipts.
19. Questions
Suggest a suitable business process, to model the
above situation & ensure a smooth flow, within the
production process
Specify the different input documents (detailed
documents) that are necessary for your specified
business process
Suggest any supporting reports that can be obtained
from your specified business process
20. Approach – First collect the direct
stated facts
There is Distillation Plant where distilled water is
prepared, which is in turn used in preparation of
Medicines, Salines and Batteries. These are the
customers for the Plant
Raw material for the Plant is test tube, vessels,
flasks, coiled glass tube etc., which is procured from
Vendors
A purchase order is raised by the plant to the
suppliers. They convert the PO to SO and processes
the sales order and generates bill
The distillation plant pays bill and get the receipts
21. Approach – Then collect the
unstated facts
There needs improvement in order processing system
There has to be a link between PO, SO and Invoice
The system should also help to maintain the
optimum quantity of inventory
22. Solution to Case Study2
The case relates to improvement in SDMS – Order processing,
Delivery and Invoice steps of Sales flow and MPPC (Capacity
planning, MP, MRP and EOQ – Inventory management) business
process
23. Input documents and data
Purchase Order
Sales Order
Delivery Note
Invoice
Vendor Analysis data
24. Steps
First step of process is Vendor Analysis which is done
on various factors to save the firm time and money,
and to do a better job of purchasing overall
Formal process of evaluating potential suppliers
based on selected criteria that might include not just
price, but product quality and selection, delivery,
ordering, inventory and product availability, service
reliability, as well as the value of the potential long-
term relationship
26. Output reports
MRP-I with data like What items are required? How
many? When ?
Inventory reports with optimum inventory and EOQ
Bills payable
Capacity and Manpower planning report
27. Case Study3
The purpose of the Open Access Insurance System is to provide
automotive insurance to car owners. Initially, prospective customers
fill out an insurance application, which provides information about
the customer and his or her vehicles. This information is sent to an
agent, who sends it to various insurance companies to get quotes for
insurance. When the responses return, the agent then determines the
best policy for the type and level of coverage desired and gives the
customer a copy of the insurance policy proposal and quote.
Suggest a suitable business process, to model the above situation .
Specify the different input documents (detailed documents) that are
necessary for your specified business process & also suggest any
supporting reports that can be obtained from your specified business
process.
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28. Approach – First collect the direct
stated facts
Open Access Insurance System provides automotive insurance to car
owners.
Initially, prospective customers fill out an insurance application,
which provides information about the customer and his or her
vehicles.
This information is sent to an agent, who sends it to various insurance
companies to get quotes for insurance (Enquiry).
When the responses return (Quotation), the agent then determines
the best policy for the type and level of coverage desired and gives the
customer a copy of the insurance policy proposal and quote.
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29. Approach – Then collect the unstated
facts
Need improvement in SDMS
Vendor analysis is to be done – need to define
parameters
Customers are expecting customised suggestions
based on their requirement
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