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8-1
Chapter

8
Enterprise Business Systems

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Learning Objectives

1. Identify and give examples to illustrate


the following aspects of customer
relationship management, enterprise
resource management, and supply
chain management systems:

• Business processes supported


• Customer and business value provided
• Potential challenges and trends

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Why Study Customer
Relationship Management?

• It is easier than ever for customers to


comparison shop and, with a click of the
mouse, to switch companies. As a result,
customer relationships have become a
company’s most valued asset.

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Case #1: Implementing CRM Systems

Mitsubishi Motor Sales Goal:

• Call center should provide one voice and


one set of ears for the customer

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Case #1: Implementing CRM Systems

CRM Project Goals:


• Choose best-of-breed CRM software
components rather than integrated CRM
suites

• Implement changes slowly. Must be


simple, scalable, and satisfy need.

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Case #1: Implementing CRM Systems

CRM Project Challenges:


• Keeping 18 vendors heading in the same
direction

• Dirty data had to be cleansed

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Case #1: Implementing CRM Systems

1. What are the key application


components of Mitsubishi’s CRM
system? What is the business purpose
of each of them?

2. What are the benefits to a business and


its customers of a CRM system like
Mitsubishi’s?

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Case #1: Implementing CRM Systems

3. Do you approve of Mitsubishi’s


approach to acquiring and installing its
CRM system? Why or why not?

4. Why have many CRM systems failed to


provide promised benefits like those
generated by Mitsubishi’s system?

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Customer Relationship Management (CRM)

Definition:
• The use of information technology to
create a cross-functional enterprise
system that integrates and automates
many of the customer-serving processes
in sales, marketing, and customer
services that interact with a company’s
customers

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CRM Application Clusters

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CRM Application Components

• Contact and Account Management – helps


sales, marketing, and service professionals
capture and track relevant data about every
past and planned contact with prospects and
customers, as well as other business and life
cycle events of customers

• Sales – provides sales reps with tools and


company data sources needed to support and
manage sales activities, and optimize cross-
selling and up-selling
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CRM Application Components

• Marketing Fulfillment – help marketing


professionals accomplish direct marketing
campaigns by automating such tasks as
qualifying leads for targeted marketing, and
scheduling and tracking direct marketing
mailings

• Customer Service and Support – provides


service reps with software tools and real-time
access to the common customer database
shared by sales and marketing professionals
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CRM Application Components

• Retention and Loyalty Programs – help a


company identify, reward, and market to
their most loyal and profitable customers

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Three Phases of CRM

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Three Phases of CRM

• Acquire new customers by doing a superior job


of contact management, sales prospecting,
selling, direct marketing, and fulfillment

• Enhance relationship with customer by


supporting superior service from a responsive
networked team of sales and service specialists
and business partners

• Retain and expand business with customers by


proactively identifying and rewarding the most
loyal and profitable customers
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Benefits of CRM

• CRM allows a business to identify and


target their best customers so they can be
retained as lifelong customers for greater
and more profitable services.

• CRM makes possible real-time


customization and personalization of
products and services based on customer
wants, needs, buying habits, and life
cycles.
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Benefits of CRM

• CRM can keep track of when a customer


contacts the company, regardless of the
contact point.

• CRM systems can enable a company to


provide a consistent customer experience
and superior service and support across
all the contact points a customer chooses.

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CRM Failures

• Lack of understanding and preparation

• Rely on CRM to solve business problem


without first developing the business
process changes and change
management programs that are required

• CRM projects implemented without the


participation of the business stakeholders
involved
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Trends in CRM

• Operational

• Analytical

• Collaborative

• Portal-based

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Operational CRM

• Supports customer interaction with


greater convenience through a variety of
channels.

• Synchronizes customer interactions


consistently across all channels

• Makes your company easier to do


business with
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Analytical CRM

• Extracts in-depth customer history, preferences,


and profitability information from your data
warehouse and other databases

• Allows you to analyze, predict, and derive


customer value and behavior and forecast
demand

• Lets you approach your customers with relevant


information and offers that are tailored to their
needs
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Collaborative CRM

• Enables easy collaboration with


customers, suppliers, and partners

• Improves efficiency and integration


throughout the supply chain

• Allows greater responsiveness to


customer needs through sourcing of
products and services outside of your
enterprise
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Portal-based CRM

• Provides all users with the tools and information


that fit their individual roles and preferences

• Empowers all employees to respond to


customer demands more quickly and become
truly customer-focused

• Provides the capability to instantly access, link,


and use all internal and external customer
information

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Partner Relationship Management (PRM)

Definition:
• Applications that apply many of the same
tools used in CRM systems to enhance
collaboration between a company and its
business partners, such as distributors
and dealers, to better coordinate and
optimize sales and service to customers
across all marketing channels

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Case #2: Challenges of Implementing ERP

• Enterprise resource planning (ERP)


implementations are a lot more than
software packages. They are a
fundamental transformation of a
company’s business processes. People,
processes, policies, the company’s
culture are all factors that should be taken
into consideration when implementing a
major enterprise system.

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Case #2: Challenges of Implementing ERP

Reasons for ERP Failures:


• Management’s inability to spec out their
own requirements

• Implementer’s inability to implement


specs

• Undertake too much too quickly

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Case #2: Challenges of Implementing ERP

1. What are the main reasons companies


experience failures in implementing ERP
systems?

2. What are several key things companies


should do to avoid ERP systems
failures? Explain the reasons for your
proposals.

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Case #2: Challenges of Implementing ERP

3. Why do you think ERP systems in


particular are often cited as examples of
failures in IT systems development,
implementation, or management?

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Enterprise Resource Planning (ERP)

Definition:
• A cross-functional enterprise system
driven by an integrated suite of software
modules that supports the basic internal
business processes of a company

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ERP Application Components

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ERP Process & Information Flows

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ERP Benefits

• Quality and Efficiency – ERP creates a


framework for integrating and improving a
company’s internal business processes
that results in significant improvements in
the quality and efficiency of customer
service, production, and distribution

• Decreased Costs – Significant reductions


in transaction processing costs and
hardware, software, and IT support staff
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ERP Benefits

• Decision Support – Provides vital cross-


functional information on business
performance quickly to managers to
significantly improve their ability to make
better decisions in a timely manner

• Enterprise Agility – ERP breaks down


many former departmental and functional
walls of business processes, information
systems, and information resources
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Costs of ERP

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Causes of ERP Failures

• Business mangers and IT professionals


underestimate the complexity of the planning,
development, and training needed

• Failure to involve affected employees in the


planning and development phases

• Trying to do too much too fast in the conversion


process

• Failure to do enough data conversion and


testing

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Trends in ERP

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Case #3: Business Value of SCM

Benefits of SCM:
• Reduces production and distribution costs

• Improves timeliness of shipments

• Reduces manufacturer inventory levels

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Case #3: Business Value of SCM

Challenges of SCM:
• Acquisition of secure extranet

• Change company structure

• Resistance from employees wedded to


traditional processes

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Case #3: Business Value of SCM

1. How could moving business information


systems with suppliers and distributors
to the Web result in such dramatic
business benefits as experienced by
TaylorMade Golf?

2. How does HON Industries’ new SCM


system improve the efficiency of their
supply chain?

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Case #3: Business Value of SCM

3. What other SCM initiatives would you


recommend that TaylorMade Golf or HON
Industries implement to improve their supply
chain performance and business value?
Explain the business value of your proposals.

4. What are several ways a small business could


use supply chain management to improve the
efficiency and business value of its supply
chain? Give several examples to illustrate
your answer.
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Supply Chain Management (SCM)

Definition:
• A cross-functional interenterprise system
that uses information technology to help
support and manage the links between
some of a company’s key business
processes and those of its suppliers,
customers, and business partners

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SCM Life Cycle

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Electronic Data Interchange (EDI)

Definition:
• Involves the electronic exchange of
business transaction documents over the
Internet and other networks between
supply chain trading partners

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EDI Activities

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Role of SCM

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SCM Planning Functions

• Supply Chain Design – optimize network


of suppliers, plants, and distribution
centers

• Collaborative Demand and Supply


Planning – develop an accurate forecast
of customer demand by sharing demand
and supply forecasts instantaneously
across multiple tiers

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SCM Execution Functions

• Materials Management – share accurate


inventory and procurement order information,
ensure materials required for production are
available in the right place at the right time, and
reduce raw material spending, procurement
costs, safety stocks, and raw material and
finished goods inventory

• Collaborative Manufacturing – optimize plans


and schedules while considering resource,
material, and dependency constraints
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SCM Execution Functions

• Collaborative Fulfillment – commit to delivery


dates in real time, fulfill orders from all channels
on time with order management, transportation
planning, and vehicle scheduling, and support
the entire logistics process, including picking,
packing, shipping, and delivery in foreign
countries

• Supply Chain Event Management – monitor


every stage of the supply chain process, from
price quotation to the moment the customer
receives the product, and receive alerts when
problems arise

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SCM Execution Functions

• Supply Chain Performance Management


– report key measurements in the supply
chain, such as filling rates, order cycle
times, and capacity utilization

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SCM Objectives

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SCM Benefits

• Faster, more accurate order processing

• Reductions in inventory levels

• Quicker times to market

• Lower transaction and material costs

• Strategic relationship with suppliers


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Causes of SCM Failures
• Lack of proper demand planning knowledge, tools and
guidelines

• Inaccurate or overoptimistic demand forecasts

• Inaccurate production, inventory and other business


data provided by a company’s other information systems

• Lack of adequate collaboration among marketing,


production, and inventory management departments
within a company

• Immature, incomplete or hard to implement SCM


software tools

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Trends in SCM

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Case #4: Benefits & Challenges of SCM

Benefits of SCM:
• Materials prices reduced

• Fewer employees needed to manage supply


chain

• Order fulfillment time reduced

• Increased sales by reducing inventory


shortages

• Enables new business partnerships


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Case #4: Benefits & Challenges of SCM

Supplier reluctance:
• Cost of hardware and software

• Software can be confusing, contradictory


and not sculpted to their needs

• Impenetrable technical jargon

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Case #4: Benefits & Challenges of SCM

1. Why can both large and small


businesses cut costs and increase
revenues by moving their supply chains
online? Use the companies in this case
as examples.

2. What is the business value to Eastman


Chemical and W. W. Grainger of their
initiatives to help their suppliers and
customers do business online?
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Case #4: Benefits & Challenges of SCM

3. Why are many small suppliers reluctant


to do business online with their large
customers? What can be done to
encourage small suppliers online?

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Case #5: SCM Best Practices

Why is Wal-Mart’s IT infrastructure a key


competitive advantage?

• Wal-Mart invested early and heavily in cutting-


edge technology to identify and track sales on
the individual item level.

• The company is still pushing the limits of supply


chain management, searching for and
supporting better technology that promises to
make its IT infrastructure more efficient.
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Case #5: SCM Best Practices

The Wal-Mart Example:


• Opened sales and inventory databases to suppliers

• Implemented a collaborative planning, forecasting,


and replenishment program

• JIT inventory program that reduced carrying costs


for Wal-Mart and its suppliers

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Case #5: SCM Best Practices

1. Do you agree that Wal-Mart is “the best


supply chain operator of all time”? Why
or why not?

2. What has Mattel learned from Wal-Mart?


How well are they applying it to their
own business? Explain your evaluation.

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Case #5: SCM Best Practices

3. What can other businesses learn from


the experiences of Wal-Mart and Mattel
that could improve their supply chain
performance? Use an example to
illustrate your answer.

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Summary

• Customer relationship management is a


cross-functional enterprise system that
integrates and automates many of the
customer-serving processes in sales,
marketing, and customer services that
interact with a company’s customers.

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Summary

• Enterprise resource planning is a cross-


functional enterprise system that
integrates and automates many of the
internal business processes of a
company, particularly those within the
manufacturing, logistics, distribution,
accounting, finance, and human resource
functions of the business.

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Summary

• Supply chain management is a cross-


functional inter-enterprise system that
integrates and automates the network of
business processes and relationships
between a company and its suppliers,
customers, distributors, and other
business partners.

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Chapter

8
End of Chapter

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