Management info systems Chapter 9 study guide
Define a supply chain and identify each of its components.
A supply chain is defined as a network of organizations and business processes for procuring materials, transforming raw materials into intermediate and finished products, and distributing the finished products to customers. It links suppliers, manufacturing plants, distribution centers, retail outlets, and customers to supply goods and services from source through consumption. Supply chain management is the integration of supplier, distributor, and customer logistics requirements into one cohesive process.
Describe how partner relationship management (PRM) and employee relationship management (ERM) are related to customer relationship management (CRM)?
CRM systems capture and integrate customer data from all over the organization, consolidate the data, analyze the data, and then distribute the results to various systems and customer touch points across the enterprise. Companies can use this customer knowledge when they interact with customers to provide them with better service or to sell new products and services. CRM systems integrate and automate many customer-facing processes in sales, marketing, and customer service, providing an enterprise-wide view of customers. These systems track all of the ways in which a company interacts with its customers and analyze these interactions to maximize customer lifetime value for the firm. CRM extends to a firm's business partners who are responsible for selling to customers. The more comprehensive CRM packages contain modules for partner relationship management (PRM) and employee relationship management (ERM). PRM uses many of the same data, tools, and systems as CRM to enhance collaboration between a company and its selling partners. If a company does not sell directly to customers but rather works through distributors or retailers, PRM helps these channels sell to customers directly. ERM software deals with employee issues that are closely related to CRM, such as setting objectives, employee performance management, performance-based compensation, and employee training.
Describe the tools and capabilities of customer relationship management software for sales, marketing, and customer service.
Customer relationship management systems typically provide software and online tools for sales, customer service, and marketing. Refer to Figure 9-8 for a diagram of the business processes that CRM software supports for sales, marketing, and service. Capabilities include the following: Sales: · Helps sales staff increase their productivity by focusing sales efforts on the most profitable customers, those who are good candidates for sales and services. · Provides sales prospect and contact information, product information, product configuration capabilities, and sales quote generation capabilities. · Enables sales, marketing, and delivery departments to easily share customer and prospect information. · Increases salespeople's efficiency in reducing the cost per sale as well as the cost of acquiring new customers and retaining old ones. · Provides capabilities for sales, forecasting, territory management, and team selling. · Supports direct-marketing campaigns by providing capabilities for capturing prospect and customer data, for providing product and service information, for qualifying leads for targeted marketing, and for scheduling and tracking direct-marketing mailings or email. Customer Service: · Provides information and tools to make call centers, help desks, and customer support staff more efficient. · Includes capabilities for assigning and managing customer service requests. · May also include web-based self-service capabilities. Marketing: · Supports direct-marketing campaigns by providing capabilities for capturing prospects and customer data, for providing product and service information for qualifying leads for targeted marketing, and for scheduling and tracking direct-marketing mailings or email. · Includes tools for analyzing marketing and customer data. Identifies profitable and unprofitable customers, designs products and services to satisfy specific customer needs and interests, and identifies opportunities for cross-selling, up-selling, and bundling.
Define customer relationship management and explain why customer relationships are so important today.
Customer relationship management: A business and technology discipline that uses information systems to coordinate all of the business processes surrounding the firm's interaction with its customers in sales, marketing, and service. Importance of customer relationships: Globalization of business, the Internet, and electronic commerce have put more power in the hands of customers. Companies realize that their only enduring competitive strength may be their relationships with their customers. Some say that the basis of competition has switched from who sells the most products and services to who "owns" the customer, and that customer relationships represent the firm's most valuable asset.
Describe how enterprise applications are taking advantage of cloud computing and business intelligence
Enterprise application vendors are delivering more value by developing systems that are more flexible, web-enabled, and capable of integration with other systems. Next-generation enterprise applications include open source and on-demand solutions. Small companies choose open source products because there are no software licensing fees even though support and customization for open-source products cost extra. Major enterprise application vendors offer portions of their products that work on mobile handheld computing devices. Salesforce.com and Oracle include some Web 2.0 capabilities and services that enable organizations to identify new ideas more rapidly, improve team productivity, and deepen interactions with customers.
List and describe the challenges enterprise applications pose.
Enterprise applications are very difficult to implement successfully. They require extensive organizational change, expensive new software investments, and careful assessment of how these systems will enhance organizational performance. Enterprise applications require both deep-seated technological changes and fundamental changes in business operations. Employees must accept new job functions and responsibilities. They must learn new work activities and understand how data they enter into the system can affect other parts of the company. Enterprise applications introduce switching costs that make it very expensive to switch vendors. Multiple organizations will share information and business processes. Management vision and foresight are required to take a firm- and industry-wide view of problems and to find solutions that realize strategic value from the investment.
Explain how these challenges can be addressed.
Enterprise applications create new interconnections among myriad business processes and data flows inside the firm (and in the case of supply chain management systems, between the firm and its external supply chain partners). Employees require training to prepare for new procedures and roles. Attention to data management is essential. Management must understand the impact that implementing enterprise applications will have on every facet of the business. Executives must not underestimate the time and costs of implementation, not just on the organization but also on customers, suppliers, and business partners.
How do enterprise systems help businesses achieve operational excellence? Define an enterprise system and explain how enterprise software works.
Enterprise software consists of a set of interdependent software modules that support basic internal business processes. The software allows data to be used by multiple functions and business processes for precise organizational coordination and control. Organizations implementing this software would have to first select the functions of the system they wish to use and then map their business processes to the predefined business processes in the software. A particular firm would use configuration tables provided by the software to tailor a particular aspect of the system to the way it does business. Table 9.1 describes some of the major business processes supported by enterprise software. These include financial and accounting processes, human resources processes, manufacturing and production processes, and sales and marketing processes.
Describe how enterprise systems provide value for a business.
Enterprise systems provide value both by increasing operational efficiency and by providing firmwide information to help managers make better decisions. Large companies with many operating units in different locations have used enterprise systems to enforce standard practices and data so that everyone does business the same way. Enterprise systems helps firms respond rapidly to customer requests for information or products. Manufacturing is better informed about producing only what customers have ordered, procuring exactly the right amount of components or raw materials to fill actual orders, staging production, and minimizing the time that components or finished products are in inventory.
Describe the challenges of global supply chains and how Internet technology can help companies manage them better.
Firms use intranets to improve coordination among their internal supply chain processes, and they can use extranets to coordinate supply chain processes shared with their business partners. Using intranets and extranets (both based on Internet technology), all members of the supply chain can instantly communicate with each other, using up-to-date information to adjust purchasing, logistics, manufacturing, packaging, and schedules. A manager can use a web interface to tap into suppliers' systems to determine whether inventory and production capabilities match demand for the firm's products. Business partners can use web-based supply chain management tools to collaborate online with suppliers and customers. Sales representatives can access suppliers' production schedules and logistics information to monitor customers' order status. The Internet has introduced new ways of managing warehousing, shipping, and packaging based on access to supply chain information that can give companies an edge in delivering goods and services at a reasonable cost.
Distinguish between a push-based and pull-based model of supply chain management and explain how contemporary supply chain management systems facilitate a pull-based model.
In a push-based model, production master schedules are based on forecasts or best guesses of demand for products, and products are "pushed" to customers. In a pull-based model, actual customer orders or purchases trigger events in the supply chain. In contemporary supply chain management systems, the Internet and Internet technology make it possible to move from sequential supply chains, where information and materials flow sequentially from company to company, to concurrent supply chains, where information flows in many directions simultaneously among members of a supply chain network. Members of the network immediately adjust to changes in schedules or orders.
Distinguish between operational and analytical CRM
Operational CRM includes customer-facing applications such as tools for sales force automation, call center and customer service support, and marketing automation. Analytical CRM includes applications that analyze customer data generated by operational CRM applications to provide information for improving business performance management. Applications are based on data warehouses that consolidate data from operational CRM systems and customer touch points. The database serves online analytical processing, data mining, and other data analysis techniques. Analytical CRM provides information related to customer lifetime values
Define social CRM and explain how customer relationship managements systems are using social networking
Social CRM tools enable a business to connect customer conversations and relationship from social networking sites to CRM processes rather than having them in separate "silos." The tools help organizations identify new ideas more rapidly, improve team productivity, and deepen interactions with customers. When employees interact with customers via social networking sites, they are often able to provide customer service functions much faster and more cheaply than by using telephone conversations or email. Customers have come to expect rapid responses to their questions and complaints and aren't willing to wait on slower, outdated technologies
Define and compare supply chain planning systems and supply chain execution systems.
Supply chain planning systems enable the firm to generate demand forecasts for a product and to develop sourcing and manufacturing plans for that product. They help companies make better operating decisions such as determining how much of a specific product to manufacture in a given time period; establishing inventory levels for raw materials, intermediate products, and finished goods; determining where to store finished goods; and identifying the transportation mode to use for product delivery. One of the most important functions is demand planning, which determines how much product a business needs to make to satisfy all of its customers' demands. These functions are referred to as order planning, advanced scheduling, demand planning, distribution planning, and transportation planning. Supply chain execution systems manage the flow of products through distribution centers and warehouses to ensure that products are delivered to the right locations in the most efficient manner. They track the physical status of goods, the management of materials, warehouse and transportation operations, and financial information involving all parties. These functions are referred to as order commitments, final production, replenishment, distribution management, and reverse distribution.
Explain how supply chain management systems help reduce the bullwhip effect and how they provide value for a business.
The bullwhip effect occurs when information about the demand for a product gets distorted as it passes from one entity to the next across the supply chain. It can also result from "gaming," as purchasers present manufacturers or suppliers with a false picture of consumer demand. It can be dealt with by reducing uncertainties about demand and supply when all the players in a supply chain have accurate and up-to-date information.
