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Customer relationship management (CRM) is a term that refers to practices, strategies and technologies
that companies use to manage and analyze customer interactions and data throughout the customer
lifecycle, with the goal of improving business relationships with customers, assisting in customer retention
and driving sales growth. CRM systems are designed to compile information on customers across different

How to implement?


Senior managers must set the expectations and rules for use of the system. It is their job to ensure users
understand why the CRM system is important, and that they use it properly. The system will only be as
good as the users and the data entered.
Extra time taken to scope the system properly will save you significant time and stress later. Take time to
plan the scope of the CRM properly before starting to build anything. The more time you spend planning
and scoping the faster and easier the implementation will be. Ensure you have your outcomes clearly
defined, then draw each step of the process to enable the outcome in detail
Know what you want the CRM system to deliver. Be clear on the strategy behind your CRM
implementation. Understanding the reasons for implementing the CRM system and the deliverable
outcomes will help you to prioritise the nice to haves vs the need to haves.
A CRM Consultant can reduce your implementation time and costs considerably because of their
understanding of the process and the system. Navigating your way through a new system, especially one
you may not be familiar with, is fraught with dangers that can be expensive in terms of money and time. A
CRM Consultant will help you avoid mistakes and assess the best strategy to pursue.
A CRM system is only as effective as the data that is entered. It is critical that everyone who will be using
the new system understands exactly how to use it and why it is important that they use it properly. Training
is critical. Consistent use of the system by all team members ensures the effectiveness and integrity of the
entire CRM system and the usefulness of its data and reports moving forward

A well-implemented CRM system will create that create significant organizational inefficiencies. But
CRM systems don't just create efficiency by reducing the use of inefficient processes but the efficiencies of
CRM can enable companies to interact with customers in ways that they wouldn't have the resources to
What is the advantage or


competitive advantage?
CRM systems give companies the ability to move away from tools, like spreadsheets, that appear to be
entirely functional but fall short in a variety of areas. The use of cloud-based CRM platforms allows for
employees in multiple departments to more effectively manage their customer relationships and to see the
big picture at any time.
For many organizations, data is one of the most valuable strategic assets, and CRM systems house some of
the most valuable data. Of course, data in and of itself is often of limited practical use; its real value comes
from data analysis and visualization tools.
Increased accountability
When companies lack the tools to manage their customer relationships, customers are bound to fall
through the cracks. CRM systems can help ensure that this doesn't happen by adding a layer of
accountability to the customer relationship management process.
Improved customer experience
Customers are more easily and accurately segmented, their needs identified, and because the status of a
company's relationship with them is accurately tracked, companies can interact with them
meaningfully at the right times, leading to more sales, faster sales and higher customer retention
and satisfaction.

How CRM enabler for


CRM focused on relationship because to

-determine mutually satisfy goals between organization and customer
-produce positive feeling in organization and customer
Easy manage the customer
-need information on your customer such as name and number phone or by the items he buy then
we will understand what the requirement order

Share important information with collegue

-if having staff who work out of the office, you can still share all the data with with remote web acces
and everyone can see the data from any department


Enterprise resource planning (ERP) is business process management software that allows an organization
to use a system of integrated applications to manage the business and automate many back office functions
related to technology, services and human resources.

How to implement?

Assign a project team. . Set objectives.
Review software capabilities. Identify manual processes. Develop standard operating procedure
Convert data
You cant assume 100% of the data can be converted as there may be outdated information in the system.
Collect new data
. Review all data input.
Clean-up data.
Review and weed out unneeded information such as customers who havent purchased
Pre-test the database
The project team should practice in the test database to confirm that all information is accurate and
working correct
Verify testing.
Make sure the actual test mirrors the Standard Operating Procedures
Train the Trainer.
It is less costly and very effective if you train the trainer. Assign project team members to run the in-house
Perform final testing.
The project team needs to perform a final test on the data and processes once training is complete and
make any needed adjustments
Evaluate the solution.
Three to six months following to test whether or not the anticipated ROI and business benefits are being

What is the advantage or

ERP systems are more secure as centralized security policies can be applied to them. All the transactions

competitive advantage?

happening via the ERP systems can be tracked.

A unified and single reporting system to analyze the statistics/status etc. in real-time, across all
ERP systems make it easier for order tracking, inventory tracking, revenue tracking, sales forecasting and
related activities.
Complete visibility into all the important processes, across various departments of an organization
(especially for senior management personnel).
Since same (ERP) software is now used across all departments, individual departments having to buy
and maintain their own software systems is no longer necessary
To improve performance and save time, optimize the control and analysis of management decisions there
in the long term, reduced costs for the company

Cloud computing?

A model of computing where firms and individuals obtain computing capacity,

data storage and software applications over the internet, rather than purchasing
their own hardware and software

How to implement?

Do upfront planning
Determine what a private cloud structure will do to your budget and financial
flow. Chargeback should be an integral part of your private cloud computing
environment. It makes users realize that they actually have to pay for resources
Select the implementers
Contract professional services in private cloud vendors to do the
implementation (very expensive), or hire a third party consultant to work with a
private cloud vendor.
Train employees/create new operational procedures
The best way to train employees is to have them involved in implementing the
private cloud. At least, have a select group of employees work closely with
whoever is implementing the private cloud.
Buy new software and hardware
You will have to buy new software to monitor performance and traffic flow in
the new virtualized environment. Traditional physical monitoring tools are not
capable of monitoring traffic flow in the virtualized networks created by the
Work with app business groups to satisfy their needs
Private cloud computing environments involve two groups: IT operations staff
and the business users who want to run applications. A properly implemented
private cloud gives business app users the opportunity to quickly provision a
server and run an application when they want to without human intervention.

What is the advantage or competitive advantage?

Not dependent on physical location of either resources or users

Users access computing resources on their own not necessarily

dependent on IT staff

Based on standard network and Internet devices

Resources serve multiple users with computing virtually assigned

according to need

How do technology act as enabled business strategy?

Data warehousing

integrate data improves data quality and integrity through

repository of information that represents single version

Business analytics

the ability to analyze process performance in real time and make

the right evidence based adjustment

Virtualization, mobility and cloud technology

Allow the ultimate management by walking around through

fingertips. We are connected 24/7 in our work

Data visualization

Displaying data and information to convey ideas and conclusions


It creates data visualization that communicates

information and reduces measurement error.

Steps to be taken by a company to develop a business strategy that fully integrates technology capabilities and innovations.
CIOs and IT strategists adopt an iterative approach to

that begins and ends with business. Identify the core business competencies that

Business Technology strategy

differentiate the organizations from competitors which will be your competitive

advantage to be sustain over long term.

Develop a Business Technology strategy scenarios

Develop alternative scenarios.

Involved IT specialists to identify emerging

technology that enabled strategy and the business expertise to determine the
potential value of the strategy enabled by the technology

Develop a technology roadmap

Conduct a technology road map with a technology gap analysis. The experts will
help in mapping the existing architecture to the future state

Plan the business of IT.

The IT business plan is the final stage in the BT strategy planning process where
determine how IT will function as a service operation supporting and enabling
the business technology strategy.

Issues faced by a company in aligning Business and Information Technology goals.

IT decisions are driven by executives who have no or little knowledge about technology

Company are directed by IT organization that are technology driven but dont understand the real needs of the business.
They cannot translate business needs into technology solutions

Those who run the business and those who run technology cannot agree on what alignment is.

IT managers are using the IT management framework are not business management framework

HOW TO Promote alignment between business and IT strategy.?

Factors that will promote alignment between business and IT strategy.

Long term focus

-Require a long terms view on critical issue for successful alignment if lack a long terms focus
alignment it will be limited

Organizational culture
-A supportive organization culture that recognized the value at technology data,processed and people
required to establish a solid relationship between and It to achieve successful allignment

-Need to start at the executive level with the view that IT is a business resource that used to meet
business needs and achieve business outcomes


Those strategies concerned with the broad and long-term questions of

what business(es) the organization is in or wants to be in & what it wants to

do with those businesses

Task involves

Moves to enter new businesses

Actions to boost combined performance of businesses

Ways to capture synergy among related businesses

Establishing investment priorities & steering corporate resources into most

attractive units


Considered a growth strategy because the firms operations are expanded

beyond primary business

Mixed empirical results as to whether strategy helps or hurt performance

What is the role of outsourcing in achieving same objective as vertical




Reduced purchasing & selling costs

Improved coordination of functions & capabilities

Protected proprietary technology

Increase entry barriers to potential competitors

Lead to expansion of core competencies

A corporate growth strategy in which a firm expands its operation by moving into a
different industry

Many reasons or motives for diversification

Two major types of diversification

Related (concentric) diversification

Unrelated (conglomerate) diversification

Why diversify?

To Grow

Increase sales & profitability beyond what firms core businesses can provide

To more fully utilize existing resources and capabilities

Skills in sales & marketing, general management skills & knowledge,

distribution channels, etc.

Risk reduction and/or spreading

Escape from unattractive or undesirable industries (e.g., tobacco & oil


Stability of profit flows (CAPM: systematic vs. unsystematic risks;

shareholders & diversified portfolios)

To make use of surplus cash flows

Large cash balances attract corporate raiders

Use cash balances to avoid hostile takeovers


an integrated and coordinated set of commitments and actions

the firm uses to gain a competitive advantage by exploiting
core competencies in specific product markets


Cost leadership
An integrated set of actions designed to produce or deliver
goods or services at the lowest cost relative to competitors
with features that are acceptable to customers

Differentiation Strategy

relatively standardized products

features acceptable to many customers

lowest competitive price

An integrated set of actions designed by a firm to produce or

deliver goods or services that customers perceive as adding

price may exceed what the firms target

customers are willing to pay

Non-commodity products

customers value differentiated features

more than they value low cost

Some differentiation actions required by this strategy:

develop new systems and processes

signal and shape buyer perceptions

quality focus

capability in R&D