Venture labs2


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  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use the animated graphic to explain the component parts of an enterprise's architecture-ranging from suppliers to customers and employees to partners.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use this animated graphic to explain the technological backbone of e-Business. The model puts the customer or employee at the center of the various activities that occur technologically within a business. Take the time to describe each of the functions represented by the wedges of the pie chart as they individually enter.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use the animated graphic to further explain the components and interrelationships in the Colgate-Palmolive ERP.
  • Continue the discussion of ERP citing the benefits that can be realized in quality, efficiency, and decreased costs. Explain how ERP can enhance enterprise agility. Make the point that failures do exist in ERP implementations.
  • Continue the discussion of ERP citing the reasons for failures. Underestimating the complexity of the project is a dominant theme. Of particular interest should be noted the lack of human participation and training so that they would buy into the changed process.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK This animated graphic demonstrates how CRM functional solutions and a CRM integrated solution address the stages in a customer's life cycle. Take the time to explain each of the components and their actions.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK This animated graphic demonstrates how CRM uses IT to create a cross-functional enterprise system. Explain each of the component parts and the roles they play.
  • This slide features the benefits and challenges of CRM along with problems of CRM failures. It was useful in targeting prime customers and personalizing products and services to them. CRM failures are significant in number and often are cited for damaging customer relationships. The case blames a lack of understanding for the failures.
  • Mini-case on Gevity HR and further examines failures in CRM implementation. Employees who felt threatened by CRM vigorously worked to sabotage its implementation. The failures very often led to a loss of customer good will and negatively affected the employees also.
  • This mini-case on the Telstra Corporation shows how significant efficiencies and savings can be realized with CRM. Activities were integrated so that substantial benefits were realized.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK This animated graphic shows how SCM functional processes and an SCM integrated solution address the supply chain life cycle. Take the time to define and explain each of the component parts and their interrelationships.
  • Introduce and define supply chain management. Demonstrate how SCM is designed to get the right product to the right place at the right time in the proper quantity at an acceptable cost. Point out the savings in inventory carrying costs including storage, handling, as well as money invested.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Use this animated graphic to demonstrate the objectives of supply chain management moving from Business Value Goals to Customer Value Goals. The component parts are self explanatory.
  • Continue discussion of SCM explaining how its objectives are managed by the system. For example, forecasting demand, controlling inventory, etc., while receiving feedback at every step of the chain.
  • Challenges of SCM include lack of proper planning knowledge, inaccurate demand forecast, lack of adequate collaboration, as well as the fact that the SCM software itself is immature.
  • PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK This animated graphic is designed to show enterprise application integration. The integration occurs in the example between front-office CRM applications and back-office ERP applications.
  • Venture labs2

    1. 1. ERP, CRM, SCM
    2. 2. Enterprise Business SystemsEnterprise Application Architecture Suppliers Partner Relationship Management Collaboration – Decision Support Knowledge Management Supply Chain Management Sourcing - Procurement Selling – DistributionEmployees Partners Enterprise Resource Planning Internal Business Processes Customer Relationship Management Marketing – Sales - Service Customers
    3. 3. Enterprise Resource PlanningThe Technological Backbone of e-Business Production Planning Integrated Sales, Logistics Distribution, Customer/ Order Employee Management Accounting Human and Finance Resources
    4. 4. Enterprise Resource Planning The Business Value of ERP Demand Manufacturing Logistics Distribution Order Planning Planning Planning Planning Entry Enterprise Resource Planning CustomersSuppliers Purchasing MRP Manufacturing Inventory Distribution & Accounts Inbound & Production Control & & Accounts Payable Inventory Scheduling Warehousing Receivable Plant Mgmt. Finance and Accounting Human Resources
    5. 5. Enterprise Resource PlanningBenefits of ERP• Quality and Efficiency• Decreased Costs• Decision Support• Enterprise AgilityFailures in ERP Do Exist
    6. 6. Enterprise Resource PlanningCauses of ERP Failures• Underestimating the Complexity of Planning, Development, and Training Needed• Failure to Involve Affected Employees• Trying to do Too Much Too Fast• Over Reliance by Company on Claims of Software Companies
    7. 7. CRM: The Business FocusSupports an Integrated andCollaborative Relationship Betweena Business and it’s CustomersCustomer Acquire Enhance RetainLife Cycle Direct Marketing Cross-sell and Up-sell Proactive Service CRMFunctional Solutions Sales Force Automation Customer Support The Internet Shared Collaborative CRM Customer Data ServiceIntegrated Solution Partner Company Customer
    8. 8. CRM: The Business FocusCRM Uses IT to Create a Cross- Functional Enterprise System Marketing and Fulfillment Customer Service and Fax e-MailSupport Sales Prospect or •Cross-Sell Employee Telephone Web Retention •Up-Sell and Loyalty Contact and Programs Account Management
    9. 9. CRM: The Business FocusBenefits and Challenges of CRM• Identify and Target the Best Customers• Customization and Personalization of Products and Services• Track Customer ContactsCRM Failures• 50% of Applications Fail to Meet Expectations• 20% of the Time CRM Damaged Customer Relationships• Lack of Understanding and Preparation is Blamed
    10. 10. CRM: The Business Focus Gevity HR and Monster.Com: Failures in CRM Implementation• Employees Undercut the System Believing Their Jobs Threatened by CRM On-Line Customer Problem Solutions.• Complex Installation Since it Touches So Many Legacy Systems• Failures Lead to Loss of Customer Goodwill and Business and Negatively Affects Employees Also
    11. 11. CRM: The Business FocusTelstra Corporation: The Business Value of CRM• Provides Fixed, Wireless, and e- Commerce Services to Customer Base in 19 Countries• Offers Voice, Data, Internet, Multimedia and Communications Services• Sought CRM Solution to Integrate More than 20 Core Legacy Databases Across the System• Benefits Quickly Followed• Reduced Training Time
    12. 12. SCM: The Business Network SCM Software Helps Firms Reengineer and Integrate The Functional SCM ProcessesSupply Chain Commit Schedule Make Deliver Life Cycle Strategic Sourcing Forecast and Demand Planning SCM and Procurement Customer Order Fulfillment Service Functional Processes Distribution Network and Warehouse Operations Production Transportation and Shipment Logistics Management The Internet SCM Shared Collaborative Integrated Market Data Fulfillment Solution Supplier Manufacturer Retailer Customer
    13. 13. SCM: The Business NetworkSupply Chain Management : a top strategic objective for many firms• The Right Products• The Right Place• The Right Time• In the Proper Quantity• At an Acceptable Cost
    14. 14. SCM: The Business NetworkObjectives of Supply ChainManagementBusiness Value Goals Customer Value GoalsRapid Demand Fulfillment Give customers what they Collaborative Supply want, when and how they Chain Planning and want it, at the lowest cost Execution Interenterprise Effective Coordination of Responsiveness and Distribution and Manufacturing and Channel Partnerships Accountability Business Process to Customers
    15. 15. SCM: The Business NetworkObjective of SCM Efficiently Manages this Process by:• Forecasting Demand• Controlling Inventory• Enhancing Business Relationships• Receiving Feedback and Status of Every Link of the Chain
    16. 16. SCM: The Business NetworkBenefits and Challenges of SCM• Lack of Proper Planning Knowledge, Tools, and Guidelines• Inaccurate Demand Forecasts• Lack of Adequate Collaboration• Software Itself Immature
    17. 17. Enterprise Application IntegrationEAI Software Connects Major e-Business Applications Like CRMand ERP Enterprise Front-Office Application Back-Office CRM Applications Integration ERP Applications Customer Service Distribution EAI Field Service ManufacturingProduct Configuration Scheduling Sales Order Entry Finance