Enterprise
Enterprise
Ideally, ERP delivers a single database that contains all data for the software modules, which would include:
Engineering, Bills of Material, Scheduling, Capacity, Workflow Management, Quality Control, Cost Management, Manufacturing Process, Manufacturing Projects, Manufacturing Flow
Inventory, Order Entry, Purchasing, Product Configurator, Supply Chain Planning, Supplier Scheduling, Inspection of goods, Claim Processing, Commission Calculation
General Ledger, Cash Management, Accounts Payable, Accounts Receivable, Fixed Assets
Costing, Billing, Time and Expense, Activity Management
Human Resources, Payroll, Training, Time & Attendance, Benefits
Customer Relationship Management
Sales and Marketing, Commissions, Service, Customer Contact and
and various Self-Service interfaces for Customers, Suppliers, and Employees
ERPs are cross-functional and enterprise wide. All functional departments that are involved in operations or production are integrated in one system. In addition to manufacturing, warehousing, logistics, and Information Technology, this would include accounting, human resources, marketing, and strategic management.
ERP II means open ERP architecture of components. The older, monolithic ERP systems became component oriented.
In the absence of an ERP system, a large manufacturer may find itself with many software applications that do not talk to each other and do not effectively interface.
Other confusing terms:
IBM Information Management System (IMS) is a joint hierarchical database and information management system with extensive transaction processing capability.
Customer relationship management (CRM) is a broad term that covers concepts used by companies to manage their relationships with customers, including the capture, storage and analysis of customer information.
There are three aspects of CRM which can each be implemented in isolation from each other:
- Operational CRM- automation or support of customer processes that include a company’s sales or service representative
- Collaborative CRM- direct communication with customers that does not include a company’s sales or service representative (“self service”)
- Analytical CRM- analysis of customer data for a broad range of purposes
Operational CRM
Operational CRM provides support to "front office" business processes, including sales, marketing and service. Each interaction with a customer is generally added to a customer's contact history, and staff can retrieve information on customers from the database as necessary.
One of the main benefits of this contact history is that customers can interact with different people or different contact “channels” in a company over time without having to repeat the history of their interaction each time.
Consequently, many call centers use some kind of CRM software to support their call centre agents.
Collaborative CRM
Collaborative CRM covers the direct interaction with customers, for a variety of different purposes, including feedback and issue-reporting. Interaction can be through a variety of channels, such as internet, email, automated phone (Automated Voice Response AVR), SMS or through mobile email.
Studies have shown that feedback through SMS or mobile email provides greater efficiency relative to alternative channels. Part of this has to do with the ease of use of particular feedback channels. A study of telephone feedback showed that if consumers cannot get through to customer service centres, 31% hang up and go to a competitor. 24% of consumers give up all together. In addition, in a separate study, it was found that a bad experience with a customer call centre led to 56% of callers to stop doing business with the organisation concerned. (Ian Brooks May 2006) Other studies have shown similar findings; a separate study in the trade journal Quality Progress showed that only 4% of unsatisfied customers complain, whereas 96% of consumers go to competitors. Additionally, 90% of defecting customers do not come back (Scriabina, Fomichov 2005).
Feedback through text has many advantages; not only does it allow the consumer to give feedback at the point of experience (in-situ) but additionally it allows companies to capture insight from a wider consumer base.
The objectives of Collaborative CRM can be broad, including cost reduction and service improvements.
Analytical CRM
Analytical CRM analyses customer data for a variety of purposes including
- design and execution of targeted marketing campaigns to optimise marketing effectiveness
- design and execution of specific customer campaigns, including customer acquisition, cross-selling, up-selling, retention
- analysis of customer behaviour to aid product and service decision making (e.g. pricing, new product development etc.)
- management decisions, e.g. financial forecasting and customer profitability analysis
- prediction of the probability of customer defection (churn).
Analytical CRM generally makes heavy use of predictive analytics.
Technology strategy
A Technology strategy (as in Information technology) is a planning document that explains how information technology should be utilized as part of an organization's overall business strategy. The document is usually created by an organization's Chief Information Officer (CIO) or technology manager and should be designed to support the organization's overall business plan.
Relationship between strategy and enterprise technology architecture
A technology strategy document typically refers to but does not duplicate an overall enterprise architecture. The technology strategy may refer to:
- High-level view of Logical architecture of information technology systems
- High-level view of Physical architecture of information technology systems
1 comment:
Great to know that Supply Chain Management Services has introduced their new Enterprise Resource Planning systems which can be easily helpful for software industries for storing database in different system modules.
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