Presentation is loading. Please wait.

Presentation is loading. Please wait.

9.1 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 9 Chapter Achieving Operational Excellence and Customer Intimacy: Enterprise Applications.

Similar presentations


Presentation on theme: "9.1 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 9 Chapter Achieving Operational Excellence and Customer Intimacy: Enterprise Applications."— Presentation transcript:

1 9.1 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 9 Chapter Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

2 9.2 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall STUDENT LEARNING OBJECTIVES Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications How do enterprise systems help businesses achieve operational excellence? How do supply chain management systems coordinate planning, production, and logistics with suppliers? How do customers relationship management systems help firms achieve customer intimacy?

3 9.3 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall STUDENT LEARNING OBJECTIVES What are the challenges posed by enterprise applications? How are enterprise applications taking advantage of new technologies? Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

4 9.4 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall STUDENT LEARNING OBJECTIVES Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Learning Tracks 1.SAP Business Process Map 2.Business Processes in Supply Chain Management and Supply Chain Metrics 3.Best-Practice Business Processes in CRM Software Video Cases Case 1: Workday: Enterprise Cloud Software-as-a-Service (SaaS) Case 2: Evolution Homecare Manages Patients with Microsoft Dynamics CRM Instructional Video 1: GSMS Protects Products and Patients By Serializing Every Bottle of Drugs

5 9.5 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Technology Helps Nvidia Anticipate the Future Problem: –Long production lead time with changing market made forecasting of customer demand difficult, and production never received business unit forecasts. –Switch to new 40-nanomenter production process while maintaining separate inventory and support for customers using older chips. Solutions: –Enable real-time reporting by implementing enterprise application Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

6 9.6 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall SAP APO (advanced planning and optimizations) combined with SAP Business Objects Web Intelligence and customized dashboards replaced spreadsheet-based forecasting system Illustrates: Need for enterprise-wide systems for improved data gathering and sharing to improve forecasting customer demand and inventory needs Demonstrates: Use of enterprise software to speed and forecasting and reduce forecasting errors Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Technology Helps Nvidia Anticipate the Future

7 9.7 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Technology Helps Nvidia Anticipate the Future

8 9.8 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Online Class Thursday 4/9/15 Online Class: Thursday April 9, Watch eBay video on D2L. Go to D2L Content. Download Ebay2 video (Down load first, it will take 3 minutes, click on video icon will not work). Then click on the file that you downloaded. Homework 2 ( 5 pts): Answer the following questions: 1. How does eBay monitor their sale revenues and income world wide? 2. How often does eBay have meetings with its customers? 3. What did eBay do to reduce the numbers of complaints during the early days? 4. What does eBay do to prevent frauds on its website? 5. How do customers in Germany and China feel about eBay services? Submit homework 2 on D2L drop box. Due 11:59 PM April 9, 2015

9 9.9 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Sarbanes-Oxley Act To meet the internal control report requirement, a company must: –Integrate their accounting systems –Document the controls that are in place –Verify that the controls are not subject to error or manipulation 2.Companies with ERP systems in place will have an easier time complying with the Sarbanes-Oxley Act than will companies without ERP

10 9.10 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Enterprise Systems Also called “enterprise resource planning (ERP) systems” Suite of integrated software modules and a common central database Collects data from many divisions of firm for use in nearly all of firm’s internal business activities Information created by one process is immediately available for other processes Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Enterprise Systems

11 9.11 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Enterprise Systems Built around thousands of predefined business processes that reflect best practices Finance/accounting: general ledger, accounts payable, and so on Human resources: personnel administration, payroll, and so on Manufacturing/production: purchasing, shipping, and so on Sales/marketing: order processing, billing, sales planning, and so on Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Enterprise Software

12 9.12 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Enterprise Systems To implement enterprise software, firms: Select functions of system they wish to use. Map business processes to software processes. Use softwares configuration tables for customizing. If software doesn’t support business processes Businesses can rewrite some portions, but this can compromise information and process integration Changing business processes to match software’s processes is better alternative Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

13 9.13 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Enterprise Systems Figure 9-1 Enterprise systems feature a set of integrated software modules and a central database that enables data to be shared by many different business processes and functional areas throughout the enterprise How Enterprise Systems Work Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

14 9.14 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Enterprise Systems Business value of enterprise systems Increase operational efficiency. Standardize and coordinate business processes Provide firm wide information to support decision making. Enable rapid responses to customer requests for information or products. Include analytical tools to evaluate overall organizational performance. Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

15 9.15 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall The Supply Chain Network of organizations and processes for: Procuring raw materials Transforming them into products Distributing the products Upstream supply chain: Firm’s suppliers, suppliers’ suppliers, processes for managing relationships with them Downstream supply chain: Organizations and processes responsible for delivering products to customers Internal supply chain Supply Chain Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

16 9.16 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Nike’s Supply Chain Supply Chain Management Systems Figure 9-2 This figure illustrates the major entities in Nike’s supply chain and the flow of information upstream and downstream to coordinate the activities involved in buying, making, and moving a product. Shown here is a simplified supply chain, with the upstream portion focusing only on the suppliers for sneakers and sneaker soles. Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

17 9.17 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Information Systems and Supply Chain Management Inefficiencies cut into a company’s operating costs Can waste up to 25 percent of operating expenses Just-in-time strategy: Components arrive as they are needed Finished goods shipped after leaving assembly line Safety stock Buffer for lack of flexibility in supply chain Bullwhip effect Information about product demand gets distorted as it passes from one entity to next across supply chain Supply Chain Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

18 9.18 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall The Bullwhip Effect Supply Chain Management Systems Figure 9-3 Inaccurate information can cause minor fluctuations in demand for a product to be amplified as one moves further back in the supply chain. Minor fluctuations in retail sales for a product can create excess inventory for distributors, manufacturers, and suppliers. Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Figure 9-3

19 9.19 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Supply Chain Management Software Supply chain planning systems Model existing supply chain. Demand planning. Optimize sourcing, manufacturing plans. Establish inventory levels. Identify transportation modes. Supply chain execution systems Manage flow of products through distribution centers and warehouses. Supply Chain Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

20 9.20 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Global Supply Chains and the Internet Global supply chain issues: Greater geographical distances Greater time differences Participants from different countries Different performance standards Different legal requirements Internet helps companies manage global complexities Warehouse management Transportation management Logistics Outsourcing Supply Chain Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

21 9.21 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Interactive Session: Technology Land O’Lakes Butter Becomes Fresher with Demand Planning Read the Interactive Session and then discuss the following questions: Why are inventory management and demand planning so important for Land O’Lakes? What is the business impact of not being able to manage inventory or predict demand for this company? How did implementing Demantra change management decision making and the way that Land O’Lakes ran its business? Describe two decisions that were improved by implementing Demantra. Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Supply Chain Management Systems

22 9.22 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Demand-Driven Supply Chains Supply chain management systems Push-based model (build-to-stock) Schedules based on best guesses of demand Pull-based model (demand-driven) Customer orders trigger events in supply chain Help businesses move from sequential supply chains to concurrent supply chains Supply Chain Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

23 9.23 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Push- versus Pull-Based Supply Chain Models Figure 9-4 The difference between push- and pull-based models is summarized by the slogan “Make what we sell, not sell what we make.” Supply Chain Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

24 9.24 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall The Emerging Internet-Driven Supply Chain Figure 9-5 The emerging Internet- driven supply chain operates like a digital logistics nervous system. It provides multidirectional communication among firms, networks of firms, and e-marketplaces so that entire networks of supply chain partners can immediately adjust inventories, orders, and capacities. Supply Chain Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

25 9.25 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Match supply to demand. Reduce inventory levels. Improve delivery service. Speed product time to market. Use assets more effectively. Reduced supply chain costs lead to increased profitability. Total supply chain costs can be 75 percent of operating budget. Increase sales. Business Value of Supply Chain Management Systems Supply Chain Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

26 9.26 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Customer Relationship Management Knowing the customer In large businesses, too many customers and too many ways customers interact with firm Customer relationship management (CRM) systems Capture and integrate customer data from all over the organization. Consolidate and analyze customer data. Distribute customer information to various systems and customer touch points across enterprise. Provide single enterprise view of customers. Customer Relationship Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

27 9.27 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Customer Relationship Management (CRM) Figure 9-6 CRM systems examine customers from a multifaceted perspective. These systems use a set of integrated applications to address all aspects of the customer relationship, including customer service, sales, and marketing. Customer Relationship Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

28 9.28 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall CRM Software CRM packages range from niche tools to large- scale enterprise applications. More comprehensive have modules for: Partner relationship management (PRM) Integrating lead generation, pricing, promotions, order configurations, and availability Tools to assess partners’ performances Employee relationship management (ERM) Setting objectives, employee performance management, performance-based compensation, employee training Customer Relationship Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

29 9.29 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall CRM Software CRM packages typically include tools for: Sales force automation (SFA) Sales prospect and contact information, sales quote generation capabilities Customer service Assigning and managing customer service requests, Web- based self-service capabilities Marketing Capturing prospect and customer data, scheduling and tracking direct-marketing mailings or , cross-selling Customer Relationship Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

30 9.30 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall How CRM Systems Support Marketing Figure 9-7 Customer relationship management software provides a single point for users to manage and evaluate marketing campaigns across multiple channels, including , direct mail, telephone, the Web, and wireless messages. Customer Relationship Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

31 9.31 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall CRM Software Capabilities Figure 9-8 The major CRM software products support business processes in sales, service, and marketing, integrating customer information from many different sources. Included are support for both the operational and analytical aspects of CRM. Customer Relationship Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

32 9.32 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Customer Loyalty Management Process Map This process map shows how a best practice for promoting customer loyalty through customer service would be modeled by customer relationship management software. The CRM software helps firms identify high-value customers for preferential treatment. Customer Relationship Management Systems Figure 9-9 Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

33 9.33 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Operational CRM: Customer-facing applications such as sales force automation, call center and customer service support, and marketing automation Analytical CRM: Based on data warehouses populated by operational CRM systems and customer touch points Analyzes customer data (OLAP, data mining, etc.) Customer lifetime value (CLTV) Customer Relationship Management Systems Operational and Analytical CRM Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

34 9.34 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Analytical CRM Data Warehouse Figure 9-10 Analytical CRM uses a customer data warehouse and tools to analyze customer data collected from the firm’s customer touch points and from other sources. Customer Relationship Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

35 9.35 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Interactive Session: Organizations Graybar Goes for Customer Analytics Read the Interactive Session and then discuss the following questions: What was the problem at Graybar described in this case? How did this problem affect Graybar’s business performance? What people, organization, and technology issues had to be addressed by Graybar to develop a customer analytics solution? How did analytical CRM change the way Graybar ran it business? Compare the way Graybar handled its customer relationships before and after it implemented analytical CRM? Give examples of three decisions that were improved by Graybar’s new customer analytics system. Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Enterprise Applications: New Opportunities and Challenges

36 9.36 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Business Value of Customer Relationship Management Business benefits: Increased customer satisfaction Reduced direct-marketing costs More effective marketing Lower costs for customer acquisition/retention Increased sales revenue Churn rate: Number of customers who stop using or purchasing products or services from a company Indicator of growth or decline of firm’s customer base Customer Relationship Management Systems Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

37 9.37 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Enterprise Application Challenges Highly expensive to purchase and implement enterprise applications Average cost of ERP system is more than $7 million Average completion time is more than 17 months Deep-seated technology changes Business process changes Organizational learning, changes Switching costs, dependence on software vendors Data standardization, management, cleansing Enterprise Applications: New Opportunities and Challenges Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

38 9.38 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall To bring greater value from enterprise applications Enterprise solutions/suites: make applications more flexible, Web-enabled, integrated with other systems Inclusion of SOA standards to link to 3 rd party software Open-source applications Cloud-based, on-demand solutions Enterprise Applications: New Opportunities and Challenges Next-Generation Enterprise Applications Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

39 9.39 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall Social CRM Incorporating social networking technologies Company social networks Customer interaction via Facebook For example: Buzzient platform integrates social media with enterprise applications Business intelligence Inclusion of BI with enterprise applications Flexible reporting, ad hoc analysis, “what-if” scenarios, digital dashboards, data visualization Enterprise Applications: New Opportunities and Challenges Next-Generation Enterprise Applications Essentials of Management Information Systems Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

40 9.40 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2014 Pearson Education, Inc. Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall


Download ppt "9.1 Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 9 Chapter Achieving Operational Excellence and Customer Intimacy: Enterprise Applications."

Similar presentations


Ads by Google