Syl SD 655
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Syl SD 655


  • 206 views : Sap İş Dünyasının Buluşma Noktası ,Sap Türkiye Haberleri , Sap Danismanligi , Sap Abap , Sap Modülleri , Sap Eğitimleri ve Sap Kariyer ... : Sap İş Dünyasının Buluşma Noktası ,Sap Türkiye Haberleri , Sap Danismanligi , Sap Abap , Sap Modülleri , Sap Eğitimleri ve Sap Kariyer ...



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    • 1 MIS-655 / SCM-655 / MAR-655 Customer Relationship Management with SAP Whitman School of Management Syracuse University Spring 2011(T&TH 3:30-4:50, SOM 303) Professor: Office Hours: e-mail: Telephone: Michel Benaroch T & TH 2:00-3:00 (or by appointment) – room 535 (315) 443-3492/1383 Background This course integrates important and timely topics from marketing, supply-chain management,information technology (IT) and strategic management with issues surrounding the use and management of advanced enterprise technologies from SAP. The growing interest in customer relationship management (CRM) reflects a dramatic strategic shift in the way market leaders relate to customers and think about the value of customers to the firm. Early CRM practices focused on automating some marketing, sales and service activities in order to increase efficiency and cut costs. Recent CRM practices also apply analytical and decision capabilities to the management of these activities as well as integrate supply-chain practices in formulating and executing customer-centric business models for maximizing customer value. Course Objectives By the end of this course, you will:  Understand why market leaders consider CRM to be, first and for most, a business strategy that enables their transformation into customer-centric organizations.  Be able to describe the main functions of an integrated CRM software solution comprising two components: o Operational CRM – marketing planning and campaign mgmt, campaign execution and automation, e- marketing, opportunity and pipeline mgmt, sales lead mgmt, service planning and analysis, etc. o Analytical CRM – customer satisfaction and loyalty analysis, customer segmentation, customer profitability and lifetime value analysis, cross-selling analysis, channel and partner analytics, etc.  Understand how the technology platform underlying SAP’s CRM software solution fits within the enterprise ecosystem, including ERP system (R/3), supply-chain management system (R/3 and APO), enterprise business data warehouse (BW), Data Mining Workbench, and Strategic Enterprise Management (SEM).  Gain hands-on experience with SAP’s CRM software solution: o Navigate through all CRM components. o Apply analytical CRM methods with a best-practices process for managing customer churn (Figure 1):  Analysis Process Designer for creating analytic applications.  Customer Life Time Value analysisfor measuring lifetime value patterns of customer segments.  Decision Treesfor predicting customer churn.  Clustering and ABC analysisfor customer segmentation.  Association analysis(market-basket analysis) for deriving cross-selling and up-selling rules.  Understand managerial challenges involved in implementing enterprise-wide CRM initiatives and managing the massive organizational change they bring about.
    • 2 Grading* Grades will be based on the next components. For fairness, there will be no otherwork for extra credit. Written analysis of HBR case studies (team) Hands-on assignments with SAP’s CRM software suite (individual) Final exam (individual) 30% 30% 40% Scale for Course Letter Grades (anticipated)* Range Letter Grade 95-100 A 91-94 A- 86-90 B+ 75-85 B 70-74 B- *This anticipated distribution is subject to the Whitman grading policy which restricts the final grades of ‘A’ and ‘A-’ to not more than the top 1/3 of the students enrolled in a core MBA class.  HBR Cases: Each 4-member teamwill submit a 3 pagereport for every case (single-spaced, 1 inch margin on all sides, font size 11 or higher). The report should have a question-answer format, where the suggested discussion questions are at the end of the syllabus. The analysis report must hit on the most important points in aconcise but explicit manner. The analysisshould also seek to link the case material to themes covered by the assigned reading material and, if relevant, to readings covered earlier.  SAP Assignments: Every individual student will submit for each assignment a 2 page analysis responding to the questions presented at the end of some SAP tutorials we will cover in class.  Final Exam: in-class exam. Readings 1. Benaroch M. (Ben)Analytical CRM with SAP’s BW: A Collection of SAP Readings (available in the Follett bookstore) 2. Harvard Business Review (HBR) articles , SAP Whitepapers, and other articles (downloadable via links on the e-schedule) 3. Harvard Business School (HBS)case studies (downloadable via links on the e-syllabus) SAP Software  SAP is a leading vendor of CRM software solutions that are fully integrated with its data warehousing (BW) and enterprise resource planning (ERP-R/3) platforms. SAP’s CRM solution embodies best-practices observed in a variety of industries. We will coverin detail a sample best-practices process for managing customer churn (or retention).  Because Whitman is a member of the SAP-university alliance program, access to the SAP-CRM suite is free, simple, and affective. Every student will get their own personal username and password.  To access the SAP-CRM clients, you need to install a GUI Clienton your own machine – see download and installation instructions. After you install the GUI client, download the saplogon.ini file and save it in the directory C:WINDOWS (you will be asked whether you want to replace the same file placed there earlier by the client installation – say YES). The GUI client has also been installed on all computers in the Whitman computer clusters
    • 3 Pedagogy This course should be viewed as a cooperative learning experience. You are expected to share insights gained from your work experience, your experience as a customer, and from the readings. You are encouraged to form small study groups to discuss the readings. Your participation (preparation, familiarity with the reading materials, relevance and insight reflected in classroom questions, and commentary) is important to contributing to the creation of a positive learning environment. If you come across an article, news story, or online resource relevant to the course, please share it with me so I can make the information available on the course web page. Course Policies As your professor, I have the twin responsibilities of helping you learn the subject matter and evaluating how much you have learned. Accordingly, I take grades and grading seriously. I have spent a lot of time thinking about the fairest way of implementing my grading policies. I try my best to be fair to students and to prospective employers who may use your grade as an indicator of your knowledge and abilities related to this course. My key grading- related policies are:  I will not use the class time to discuss grades.  I will not negotiate grades.  If there is an obvious calculation error in your grade on a project please write me a note within one week of the date it was returned to the class.  If you feel that your “project” has not been graded fairly, you may ask me to review your grade. Just come and see me within a week the project is returned.  While reviewing your grade on a project, I will reexamine the entire project paying special attention to the disputed item(s). Since I will review the entire project, the review may change your grades on items other than those under dispute.  If we cannot resolve the grade between us, we will go through other available channels to settle the matter.  I give no extra credit work for grade improvement. University and School Policies Academic integrity policy. The faculty of the Whitman School of Management has adopted an academic policy emphasizing that honesty, integrity, and respect for others are fundamental expectations in our School. The Policy requires all students who take Whitman courses to certify in writing that they have read, understand, and agree to comply with the Academic Integrity Policy. Whitman students should have already completed a certification statement. All non-Whitman students enrolled in this course, including Management minors, are also required to complete a certification statement available in the Undergraduate and the Graduate Offices. Completed statements will be kept on file in these offices. Work produced by students as part of this course may be used for educational purposes. It is understood that registration for and continued enrollment in this course constitutes permission by the student to use his or her works for educational purposes. In compliance with the federal Family Educational Rights and Privacy Act, works in all media produced by students as part of their course participation at SyracuseUniversity may be used for educational purposes, provided that the course syllabus makes clear that such use may occur. Disability services. Students who may need special consideration because of a disability should make an appointment with the instructor during office hours within the first two weeks of class, and register with the Office of Disability Services (ODS) at 804 University Avenue, Room 309 3rd Floor, 315-443-4498 or 315-443-1371 (TDD only). ODS is the Syracuse University office that authorizes special accommodations for students with disabilities.
    • 4 Schedule (tentative, depending on students’ background) Wk Topic & Cases/Assignments Slides Readings Due Cases & Assignments 1 1/18 Why CRM? Notes-1 Ch 1: CRM Without Compromise (Ben) Consumer Profitability (CEO Insights) 1/20 CRM as a business philosophy Notes-2 Quest for customer focus (GO, HBR) 2 1/25 SAP Tutorial 1– logon & menu navigation 1/27 Customer lifetime value (CLTV) analysis SAP Tutorial 4&Assignmentreview Notes-3 Mismgmt of customer loyalty (RK, HBR) All Customers Are Not Equal: CLTV 3 2/1 ----------- “ ------------- Ch 7: CLTV Analysis (Ben) 2/3 CRM functionalities: operational, analytical, etc. Notes-4 CLTV Assignment 4 2/8 Analytical CRM: In Sales, Marketing, etc. Notes-5 Ch 2: Analytical CRM (Ben) Wow, That Product is Exactly What I Need! 2/10 Case: Harrah’s Entertainment, Inc. Harrah’s(case, HBS) Diamonds in the Data Mine (HBR, Loveman) Bush, Why Harrah's loyalty effort is industry's gold standard, Advert. Age, 2009. Harrah’s Case Analysis 5 2/15 Operational CRM: in Marketing & Sales Notes-6 Ch 7: Marketing section, Sales section (CRM book) 2/17 CRM & SCM Integration Notes-7 Right Path to SCM-CRM Integration Integrating Supply Chain and CRM 6 2/22 Case: Biogen Idec: Growing the Customer- Focused Supply Chain Biogen Idec(case) Biogen Case Analysis 2/24 CRM Core Technologies Data Warehousing SAP Tutorial2 – BW Notes-8 Ch 3: Data Warehousing(Ben) 7 3/1 Data Mining & Analysis Process Designer SAP Tutorial 3– BW & APD Notes-9 Ch 4-5: Data Mining & APD(Ben) Integrating DM & Campaign Mgmt 3/3 ----------- “ -------------
    • 5 8 3/8 Best-practices CRM process – Churn Mgmt Notes-10 Ch 6: Biz Scenarios & Churn Mgmt (Ben) 3/10 No Class – Session will be Rescheduled 9 3/15 Spring Break 3/17 Spring Break 10 3/22 Churn prediction using decision trees SAP Tutorial 5&Assignmentreview Notes-11 Ch 8: Decision Trees (Ben) 3/24 ----------- “ ------------- 11 3/29 Customer Profiling: ABC Analysis & clustering SAP Tutorial 6&Assignmentreview Notes-12 Ch 10-11: ABC Analysis &Clustering(Ben) Decision Tree Assignment 3/31 -------- “ ------------ 12 4/5 Deriving segment-specific cross-selling rules SAP Tutorial 7&Assignmentreview Notes-13 Ch 12: Association Analysis(Ben) Clustering Assignment 4/7 Closing the loop in the Operational CRM campaign execution & automation Notes-14 13 4/12 Strategic Enterprise Planning (SAP-SEM) Notes-15 Ch 13: Strategic Enterprise Planning (Ben) Assoc. Rules Assignment 4/14 -------- “ ------------ 14 4/19 No Classes – Session will be Rescheduled 4/21 Case: Royal Bank of Canada: Customer Profitability and CRM Royal Bank of Canada (case, HBS) RBC Case Analysis 15 4/26 No Classes – Session will be Rescheduled 4/28 CRM implementation challenges Managing “customer relationships” wisely Notes-16 Avoid the Four Perils of CRM (RRS, HBR) Dark side of CRM analytics (DH, HBR) 16 5/3 Acquiring the IT infrastructure for CRM Notes-17 Realizing biz benefits via CRM CRM on Demand (Oracle white paper)
    • 6 Cases – Suggestive Discussion Questions Biogen 1. (35%) How are supply chains in the life science industry different from those in consumer products and high tech? 2. (35%) Why would Biogen organize its supply chain around the customer? 3. (20%) What is the business case for Biogen’s CRM-enabled call center? What is the value of improving therapy persistence by 1%? 4. (10%) Should pharmaceutical and biotechnology firms be in direct contact with patients? Give arguments for each side. Harrah’s 1. (20%) Why is it important to use the “customer worth” in the DBM efforts rather than the observed level of play? In your answer, consider looking at the tactical advantages that the “customer worth” model may have over the “observed level of play” model, at how these advantages relate to the database marketing programs you discussed in question 1, and at whether these tactical advantages could also translate to a strategic (or competitive) advantage. 2. (40%) What are the objectives of each of Harrah’s Database marketing programs and is that program working in your view? For each program, state the objective briefly and then offer a detailed rationale on whether the program is working based on numeric data provided in the case appendices. Remember to look also at the cost side of the program, not just the revenue side. 3. (20%) How does Harrah’s integrate the various elements of its marketing strategy to deliver more than the results of Data Base marketing? Before you answer, make sure you are clear on what is the marketing strategy, what are all its main elements (including ones not necessarily part of the marketing organization or department), and if there are any synergies between these elements that may explain the great return on Harrah’s marketing strategy. 4. (20%) Is the strategic advantage resulting from Harrah’s actions and strategy sustainable (orresistant to imitation), and why? Before you answer, clarify to yourself what may be the factors that make the competitive advantage from an IT application sustainable over time. Royal Bank of Canada 1. (35%) Evaluate RBC's strategy and (re)organizational structure for deploying CRM effectively. Is RBC well equipped to compete with niche operators such as Internet-only banks with focused product offerings? NOTE: To approach this question, first conduct a SWOT analysis for RBC. SWOT stands for:  Strengths (competencies, assets, etc.) that RBC has relative to competitors  Weaknesses ---------- “ ---------------- that --------- “ ------------------  Opportunities available to RBC to leverage its competitive position, assets, competencies, etc.  Threats RBC faces from competitors and other actors in the environment 2. (25%) What additional insights RBC is likely to obtain from lifetime value computations for customers as opposed to annual customer profitability numbers? 3. (15%) Should RBC compute lifetime values at the segment level or the individual customer level for strategy formulation? How about strategy execution? 4. (15%) Do you agree with RBC's decision to withhold profitability, potential, and segment information from its front-line employees? 5. (10%) Should Reich make the car loan to “Niece” and if so at what interest rate?