Challenges: One of the solutions for which Adobe is best known — Flash software — does not t in to the company’s overall enterprise marketing strategy. There is an ongoing need to secure and maintain mindshare for Flash among professionals implementing web-based video for large organizations. The Flash set of products does not t seamlessly into the portfolio of solutions sold by the Adobe sales team.
KPI Advantages: While Adobe concentrates on marketing its enterprise products, KPI is now charged with reaching a totally di erent decision-maker subset for Flash. KPI is identifying and reaching out to this niche, nding the professionals most receptive to Flash advantage messaging. This is truly a case where a KPI client doesn’t have the bandwidth to focus on a certain product. We’ve stepped in to give Flash the attention it deserves, building adoption and driving revenue. Keep reading…
A Case Study about Cultural Dimensions and CRM Systems: A Cross-Culture
Abstract: Cultural dimensions are often identified as a crucial influence on the success or failure of Information Systems in general and Customer Relationship Management Systems (CRM) in particular. Several researchers have suggested ways in which management can accommodate these dimensions or solve the problems they may pose. Ali& Alshawi (2005) have proposed a cultural concerns framework for the management of CRM systems implementation in the multinational environment. In this paper the authors test that framework by conducting a qualitative comparative case study in a large multinational organization in two countries. The authors have investigated the implementation of CRM systems within the same organization in both Egypt and the UK.
Introduction: In a competitive market, companies try to build a relationship with their existing customers as the cost of attracting new customers is higher than retaining these existing customers. To build a relationship with customer is a socio-technical process. The most important factor in that process is to understand how that customer values, norms, thoughts, perceptions, etc., are alike. Multinational organization deal with customers from many different cultures. CRM systems in multinational organizations are built to attract new customers, increase customers’ value and retain customers, and in all cases these may be with different customers and from different cultures. keep reading…
A Study about Customer Relationship Management System with a Screener
Abstract: How to find an organization’s most potentially profitable customers is always an important issue. This study constructs a customer relationship management (CRM) system with the concept of “Screener”, a synthesis of most those valuable customers and customer knowledge competence & management, by method of competitive structure and literature review. It will screen those new and retained customers in database and segment who would be potentially profitable customers. Contribution would be (1) Havingthem become really valuable customers; (2) Shortening time interval to speed up transactions; and (3).Churn rate is expected to decrease.
Introduction: Firms are concerned with increasing customer value through analysis of the customer lifecycle today. The tools and technologies of data warehousing, data mining, and other customer relationship management (CRM) techniques afford new opportunities for businesses to act on the concepts of relationship marketing. The traditional process of mass-marketing is being challenged by the new approach of one-to-one marketing.In general, consumer markets have several characteristics such as repurchasing over the relevant time horizon, a large number of customers, and a wealth of information detailing past customer purchases. The goal of CRM is to identify a customer, understand and predict the customer-buying pattern, identify an appropriate offer, and deliver it in a personalized format directly to the customer. Keep Reading..
Godrej Consumer Products Limited wanted to extract more value out of the well-formatted ERP data it had collected over the years. It implemented data warehousing and OLAP tools and applications to mine additional benefits and also paved the path for future e-commerce initiatives…click here for more
A Case Study about Social CRM Connects Customers: Best Buy
Business Challenge: How does one of the leading electronics retailers in the world engage its audience, provide support, build advocacy, and provide recommendations across multiple channels, in a scalable and manageable way?
Solution: In early 2008, Best Buy took the initial step to begin engaging customers, publicly and transparently, outside of the traditional channels of retail stores and customer support (phone, email, and direct mail).The Best Buy team, which would ultimately become the Social and Community team, proactively monitored the blogosphere for customers in need of either customer service support or technical assistance and then helped resolve their questions or guided them to he answer. Keep reading..
The Win-Win spiral approach is an extension of the spiral approach. The phase in this approach is same as the phase in the spiral approach. The only difference is that at the time of the identifying the requirements, the development team and the customer hold discussion and negotiate on the requirements that need to be included in the current iteration of the software.The approach is called Win-Win because it is a winning situation for the development team and also for the customer.
WinWin Spiral Model uses Theory W (win-win) to develop software and system requirements, and architectural solutions, as win conditions negotiated among a project’s stakeholders.The WinWin negotiation tool is a Unix workstation-based groupware support system that allows stakeholders to enter win conditions, explore their interactions, and negotiate mutual agreements on the specifics of the new project being contracted.
The planning and controlling operations is largely dependent on managing the substantial information generated, not just of relevance to the operations function but seamless integration of all business functions. It is towards this aim that the Enterprise Resource Planning (ERP) systems are developed to provide the information backbone needed to support business decisions and execute the operations. So ERP is described as software system that integrates application programs in manufacturing, logistics, sales and marketing, finance, human resources and the other functions in a firm (Vollmann et al. 2005). The noted experts Tom Wallace and Bob Stahl prefer to express ERP as enterprise-wide set of management tools that help balance demand and supply, thus encompassing the roots of ERP and the decision support capability. Read More….
A Case Study on Evolution of Enterprise Risk Management
It was at a May 2001 audit committee meeting when I first heard Tufts’ external auditor mention Enterprise Risk Management (ERM). I remember the perplexed look on the faces of the senior managers and audit committee members as the audit partner valiantly tried to extol ERM’s virtues, walking us through a 20-page handout which explained the theory behind it. According to the partner, ERM was the wave of the future; a systematic, focused approach to anticipating and managing the operating, compliance, reputational and strategic risks that our university would likely face in the years ahead.
Perhaps the timing was bad (we were still battle-fatigued from our university-wide effort to avert “Y2K” disaster on January 1, 2000), but the concept of ERM was not a big sell among the group. By the end of the meeting, and based on comments afterward, it was evident senior management and the audit committee members had concluded that ERM was yet another attempt by the external auditor to increase consulting income by promoting the latest management improvement technique (TQM was not yet a distant memory). It was enough of a challenge to provide the required administrative resources to support the academic enterprise and research; there was no time to assess probabilities and impacts and contemplate risk appetites! Besides, when necessary, a committee or task force could be easily convened to address any significant challenge or crisis.
CRM Adoption Success Factor Analysis and Six Sigma DMAIC Application
Abstract: With today’s increasingly competitive economy, many organizations have initiated customer relationship management (CRM) projects to improve customer satisfaction, revenue growth and employee productivity gains. However, only a few successful CRM implementations have successfully completed.
In order to enhance the CRM implementation process and increase the success rate, in this paper, first we present the most significant success factors for CRM implementation identified by the results of literature reviews and a survey we conducted. Then we propose a strategy to integrate Six Sigma DMAIC methodology with the CRM implementation process addressing five critical success factors (CSF). Finally, we provide a case study to show how the proposed approach can be applied in the real CRM implementation projects. We onclude that by considering the critical success factors, the proposed approach can emphasize the critical part of implementation process and provide high possibility of CRM adoption success.
Introduction: Customer Relationship Management (CRM) was first introduced in the United States in 1990 and has evolved from the Sales Force Automation (SFA), Customer Service System (CSS) to Call Center. It integrates the concepts of modern marketing and field services. It also combines Computer Telephone Integrated Technology (CTIT) and Internet Technology (IT). Throughout more than ten years of evolution, CRM products have become multifarious. In the Chinese market, there are not only many worldfamous vendors of CRM products, such as SAP, Microsoft, Oracle, and Sieble, but also local Chinese vendors such as Unifa, Kingdee and Powerise. Many companies in China have already adopted these CRM applications and have gained benefits such as high customer satisfaction, fast revenue growth and employees’ productivity improvement..
Order processing systems receives over 200,000 documents daily. These were distributed manually to on-site / off-site locations for processing. Processing of these orders were done using standalone keying applications. Major problems were in consolidation of orders, quality of processes, which were a result of logistics and operational issues in managing off-site resources. This resulted in higher turn around time, cost of customer care and cost of processing.
The project required streamlining the order process system for the client through a fully integrated image based workflow system. Using the most current imaging and document management technologies, Suma Soft designed, developed and migrated the order processing system from a manual process to completely automated imaging system, which converts scanned order slips to data that can be easily integrated into back-end fulfillment systems..
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