This document outlines plans for an SAP CRM implementation at a university to manage relationships with students, faculty, employees, and partners. It discusses transaction types like service requests, tasks, and events that will be used. Master data and business roles are defined for partners. The solution map shows how CRM processes and modules will support departments. Integrations with ERP and developments like automated routing are described. Timelines include setup, configuration, development, and prototyping with a go-live of August.
The document discusses implementing a successful customer relationship management (CRM) system and outlines several key steps:
1) Establish a project team to drive specification and promote buy-in from stakeholders across the organization.
2) Analyze customer data to understand purchasing behaviors and quantify business opportunities to build a strong business case for investment.
3) Implement CRM as a business strategy supported by processes, culture, and technology to provide a unified view of customers and measure ROI.
ABC of CRM (Customer Relationship Management) describes one CRM terminology starting with each letter of alphabet. For each letter most important CRM term is selected to be defined. Also shown are the AKA (Also Known As) terms and Other CRM terms starting with same letter.
The document discusses justifying the costs of customer relationship management (CRM) initiatives and boosting their return on investment. It states that few enterprises actually measure CRM ROI despite most claiming to calculate total cost of ownership or measure benefits. The document advocates calculating costs and benefits to build a strong business case for CRM and help ensure expected returns. It also stresses the importance of aligning CRM costs with the business units receiving benefits to encourage continued support and updates.
The document outlines a CRM roadmap project for XYZ Company. It discusses business requirements identified across marketing, real estate, and merchandising. Major initiatives are needed to support these requirements and establish processes for ongoing CRM support. These initiatives will require significant focus, resources, and may necessitate adding staff or adjusting timelines. Effective CRM execution requires unique skills and defined leadership processes across business units and IT.
Customer relationship management (CRM) refers to the process of creating and maintaining relationships with customers through an integrated approach. The goal of CRM is to improve customer retention and profitability by delivering enhanced customer value at each step through identifying, attracting, differentiating, and retaining customers. Key aspects of CRM include analytical CRM to gain insights from customer data, operational CRM to manage customer interactions, and collaborative CRM to facilitate information sharing. Common CRM activities involve sales force automation, customer service, marketing automation, and field service management.
This presentation explains about SugarCRM implementations and the organization’s benefits in practicing six sigma. It quantifies the CRM implementation benefits. The presentation also highlights the in-depth CRM understanding of PenguinCRM and gives an overview of SugarCRM, which is a leading open source CRM application.
Readiness for CRM - 11 Steps to Plan & Prepare for CRMPreact Ltd
Presentation demonstrating 11 key steps to help businesses plan and prepare for Customer Relationship Management readiness.
Preact are a UK based consultancy partner helping organisations achieve outstanding success from their CRM strategy.
Visit http://www.preact.co.uk to learn more.
The document discusses implementing a successful customer relationship management (CRM) system and outlines several key steps:
1) Establish a project team to drive specification and promote buy-in from stakeholders across the organization.
2) Analyze customer data to understand purchasing behaviors and quantify business opportunities to build a strong business case for investment.
3) Implement CRM as a business strategy supported by processes, culture, and technology to provide a unified view of customers and measure ROI.
ABC of CRM (Customer Relationship Management) describes one CRM terminology starting with each letter of alphabet. For each letter most important CRM term is selected to be defined. Also shown are the AKA (Also Known As) terms and Other CRM terms starting with same letter.
The document discusses justifying the costs of customer relationship management (CRM) initiatives and boosting their return on investment. It states that few enterprises actually measure CRM ROI despite most claiming to calculate total cost of ownership or measure benefits. The document advocates calculating costs and benefits to build a strong business case for CRM and help ensure expected returns. It also stresses the importance of aligning CRM costs with the business units receiving benefits to encourage continued support and updates.
The document outlines a CRM roadmap project for XYZ Company. It discusses business requirements identified across marketing, real estate, and merchandising. Major initiatives are needed to support these requirements and establish processes for ongoing CRM support. These initiatives will require significant focus, resources, and may necessitate adding staff or adjusting timelines. Effective CRM execution requires unique skills and defined leadership processes across business units and IT.
Customer relationship management (CRM) refers to the process of creating and maintaining relationships with customers through an integrated approach. The goal of CRM is to improve customer retention and profitability by delivering enhanced customer value at each step through identifying, attracting, differentiating, and retaining customers. Key aspects of CRM include analytical CRM to gain insights from customer data, operational CRM to manage customer interactions, and collaborative CRM to facilitate information sharing. Common CRM activities involve sales force automation, customer service, marketing automation, and field service management.
This presentation explains about SugarCRM implementations and the organization’s benefits in practicing six sigma. It quantifies the CRM implementation benefits. The presentation also highlights the in-depth CRM understanding of PenguinCRM and gives an overview of SugarCRM, which is a leading open source CRM application.
Readiness for CRM - 11 Steps to Plan & Prepare for CRMPreact Ltd
Presentation demonstrating 11 key steps to help businesses plan and prepare for Customer Relationship Management readiness.
Preact are a UK based consultancy partner helping organisations achieve outstanding success from their CRM strategy.
Visit http://www.preact.co.uk to learn more.
Business intelligence (BI) refers to technologies and practices used to help businesses understand their context, while customer relationship management (CRM) tracks and organizes a company's contacts with customers. Analytical CRM aims to store, analyze, and apply customer knowledge to design targeted campaigns and analyze customer behavior. The key difference is that CRM integrates information with business actions, while BI only uses data to confirm existing hypotheses. CRM mandates acting on data to become more customer-centric by changing fundamental business processes.
Center point energy's crm business case & customer visionrobgirvan
CenterPoint Energy implemented SAP CRM to streamline customer interactions and improve the customer experience. Key goals of the project included reducing average handling times, training expenses, and bad debt through more effective customer segmentation, predictive analytics, and a unified multi-channel customer view. The CRM system was designed to optimize CenterPoint Energy's highest volume customer processes and provide agents with predictive customer insights to proactively address issues.
This document discusses customer relationship management (CRM) and sales force automation (SFA). It covers key aspects of CRM like collecting customer touchpoints, sales force issues, and using SFA as a cross-functional activity. It also describes components of SFA like contact management, lead management, and sales process management. Strategic advantages of SFA include increased productivity and customer satisfaction, while disadvantages include costs and difficulty integrating with other systems. The document provides an overview of CRM and SFA concepts.
The document provides information about Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM). It defines ERP as a solution that facilitates integrated information systems across business functions. It explains that CRM involves using technology to organize customer interactions and processes like sales, marketing, and support. The document also summarizes some key CRM software vendors like SAP, Oracle, and Salesforce and discusses potential positive and negative business impacts as well as management considerations of implementing a CRM system.
The document discusses the CRM implementation process. It begins with strategy development to define goals and customer segmentation. Next is the value creation process to maximize customer lifetime value. The third step is multi-channel integration to provide an outstanding customer experience. The fourth step is information management to organize customer data. The final step is performance assessment to measure results and improve over time.
1. The document discusses conducting a CRM readiness assessment with two tasks: a CRM maturity assessment to understand the organization's current CRM stage and barriers to success, and a CRM readiness audit.
2. It identifies five levels of CRM maturity: pre-CRM planning, building a data repository, moderately developed CRM, well developed CRM, and highly advanced CRM. Each stage involves different data collection, tools, and key tasks.
3. Barriers to CRM success are also discussed, including lack of skills, investment, data quality, understanding of benefits, functional boundaries, leadership, and measurement systems. The readiness audit examines the five CRM stages in more depth.
CRM Process involves determining the methods to implement a project economically and competitively. It includes gathering customer data from various sources, aggregating and analyzing the data to create customer profiles, and executing targeted marketing strategies. An effective CRM process must continually refine its approach based on customers, competition, markets, growth opportunities, and technological innovation. It also involves selecting major and minor technological processes and determining the optimal flow of components through the system.
CRM Assessment eBook
CRM is a mixture of people, processes and technology, and if these three areas are not in alignment the CRM tool may not be as effective as it could be, and may not be leveraged by the individuals who could find vast benefits of such a tool. This tool can be used to help you understand who, what, where, when and how improvements to CRM processes, people and technology could be leveraged to improve any business.
Business-Case-Template for the introduction of CRMRobert Gilfoyle
This presentation makes the business case for introducing a Customer Relationship Management system into a small or mid-sized firm. Feel free to modify it to fit the needs of the particular situation that you are experiencing in your organization. This presentaion can be used as part of a communications strategy that is needed when introducing CRM into an organization; it explains the 'why', 'what' and some of the 'how' of CRM.
This document discusses implementing a customer relationship management (CRM) system for nonprofit organizations. It addresses key concerns around CRM implementation like data quality and buy-in. It compares CRM to legacy membership systems and outlines a customer management framework. It also provides questions to assess an organization's readiness for CRM and discusses promoting buy-in, creating a business plan, and how a consultant can help with implementation.
Customer Relationship Management (CRM) involves managing all aspects of a customer's relationship with a company. It uses technologies like data warehousing, data mining, and online analytical processing to collect and analyze customer data to better understand customers and improve marketing, sales, and customer service. Leading CRM software vendors include Siebel, SAP, Oracle, and Microsoft. While CRM can improve customer retention and increase sales, it also requires significant time and financial resources to implement properly.
In the effort to meet the challenges of the digital age - social, mobile and always on - many business transformation efforts fall short, and some even fail. Our own client project results greatly exceed analysts' reported results across a variety of industries. How can you ensure yours is successful? Here we distill some common aspects of success, shared by our clients, into a set of essential conversations you may wish to consider for for your organization.
The document outlines 8 key characteristics of a successful CRM implementation: 1) having a clear CRM vision and leadership, 2) developing CRM strategies around objectives, segments, and customer interactions, 3) creating a valued customer experience through understanding needs, monitoring satisfaction, and acting on feedback, 4) fostering organizational collaboration around customer understanding, 5) establishing CRM processes around the customer lifecycle and knowledge management, 6) leveraging CRM information like customer data and analytics, 7) utilizing CRM technology applications and infrastructure, and 8) defining CRM metrics around value, retention, satisfaction and loyalty.
The document provides a template for creating a business case to invest in a CRM (customer relationship management) solution. It outlines sections to include such as an executive summary, opportunity overview, assumptions, business impact analysis, risks, and a recommendation. The template helps make the case for how a CRM can solve problems around customer satisfaction, cost-effective marketing, productivity, revenue growth, and sales cycle times. It provides guidance on completing the template with key details like costs, benefits, timelines, stakeholders, and risks to gain approval for the CRM investment.
Joe Murray, President of JMA Consulting, discussed how a CRM implementation can vastly improve a nonprofit's operations, fundraising initiatives, communications outreach and more.
In this presentation, Joe explains what a CRM can do from an external (public) and internal (staff) perspective, demonstrates how to go from a nonprofit's mission statement to an effective planning process, prepares nonprofits for in-house CRM implementation, and provided tips on how to work with a CRM consultant.
Case study presentation on how to conduct a needs analysis assessment when determining whether a firm is ready to implement a CRM system. Presented at the Legal Marketing Association annual conference.
The document provides an overview of chapters 9.1 and 9.2 from the textbook "Business Driven Information Systems 2e".
Chapter 9.1 discusses customer relationship management (CRM), including operational CRM which supports front-office customer interactions, and analytical CRM which supports back-office analysis. It describes how different departments can use CRM technologies and metrics.
Chapter 9.2 discusses business intelligence (BI) which analyzes data to support decision making. It describes the challenges of managing large data volumes and how BI can provide reliable, consistent insights through operational, tactical and strategic analysis. Data mining tools are used to find patterns in large datasets.
Five Practical Solutions for Integrating with Oracle CRM On DemandPerficient, Inc.
Oracle CRM On Demand offers a Web Service interface that allows customers to access their hosted
data from any Web Services-enabled client. This paper provides an overview of a Web Services based integration architecture and details five (5) practical solutions that enable integration with CRM On Demand.
E business - STRATEGIES AND CRITICAL FACTORS IN CRM SELECTION IMPLEMENTATION ...Anil Masal
Customer Relationship Management or CRM is a company-wide business strategy designed to reduce costs and increase profitability by solidifying customer loyalty. It's a strategy used to learn more about customer’s needs and behaviour in order to develop stronger relationships with them. After all, good customer relationships are at the heart of business success.
The document provides an overview of customer relationship management (CRM) and its evolution over time. It discusses how CRM has shifted from a cost reduction strategy in the 1980s led by business process reengineering to a growth strategy in the 1990s led by information technology to a more marketing-focused approach in the 2000s with the rise of eCRM. The objectives of CRM are outlined as retaining customers, increasing sales, finding new customers, and improving marketing and sales decision making. Key aspects of eCRM, marketing opportunities, enterprise marketing automation, call centers, the customer lifecycle, and implementing CRM are also summarized.
Here are a few key points to consider in deciding which division(s) to implement SAP first:
- Divisions that are most standardized and have the fewest customizations/exceptions would be easier initial implementations.
- Divisions that are not as complex and have fewer business processes and modules needed would have a shorter implementation timeline.
- Divisions that are more self-contained with fewer integration points to other divisions would minimize risks from dependencies on other implementations.
- Divisions with leadership buy-in and change management support from top division executives would help ensure a successful go-live.
- Piloting the initial implementation in a smaller division allows lessons learned to be applied to larger, more complex divisions later on
The document discusses SAP's general product direction for SAP BusinessSuite Innovation 2010 and SAP BusinessObjects. It outlines SAP's plans to embed BusinessObjects analytics capabilities into various SAP technologies like ALV, SAP NetWeaver BW, and Web Dynpro to provide integrated analytics experiences for SAP Business Suite customers without requiring dedicated investment in specific applications. The document also notes that SAP's strategy and future developments are subject to change.
Business intelligence (BI) refers to technologies and practices used to help businesses understand their context, while customer relationship management (CRM) tracks and organizes a company's contacts with customers. Analytical CRM aims to store, analyze, and apply customer knowledge to design targeted campaigns and analyze customer behavior. The key difference is that CRM integrates information with business actions, while BI only uses data to confirm existing hypotheses. CRM mandates acting on data to become more customer-centric by changing fundamental business processes.
Center point energy's crm business case & customer visionrobgirvan
CenterPoint Energy implemented SAP CRM to streamline customer interactions and improve the customer experience. Key goals of the project included reducing average handling times, training expenses, and bad debt through more effective customer segmentation, predictive analytics, and a unified multi-channel customer view. The CRM system was designed to optimize CenterPoint Energy's highest volume customer processes and provide agents with predictive customer insights to proactively address issues.
This document discusses customer relationship management (CRM) and sales force automation (SFA). It covers key aspects of CRM like collecting customer touchpoints, sales force issues, and using SFA as a cross-functional activity. It also describes components of SFA like contact management, lead management, and sales process management. Strategic advantages of SFA include increased productivity and customer satisfaction, while disadvantages include costs and difficulty integrating with other systems. The document provides an overview of CRM and SFA concepts.
The document provides information about Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM). It defines ERP as a solution that facilitates integrated information systems across business functions. It explains that CRM involves using technology to organize customer interactions and processes like sales, marketing, and support. The document also summarizes some key CRM software vendors like SAP, Oracle, and Salesforce and discusses potential positive and negative business impacts as well as management considerations of implementing a CRM system.
The document discusses the CRM implementation process. It begins with strategy development to define goals and customer segmentation. Next is the value creation process to maximize customer lifetime value. The third step is multi-channel integration to provide an outstanding customer experience. The fourth step is information management to organize customer data. The final step is performance assessment to measure results and improve over time.
1. The document discusses conducting a CRM readiness assessment with two tasks: a CRM maturity assessment to understand the organization's current CRM stage and barriers to success, and a CRM readiness audit.
2. It identifies five levels of CRM maturity: pre-CRM planning, building a data repository, moderately developed CRM, well developed CRM, and highly advanced CRM. Each stage involves different data collection, tools, and key tasks.
3. Barriers to CRM success are also discussed, including lack of skills, investment, data quality, understanding of benefits, functional boundaries, leadership, and measurement systems. The readiness audit examines the five CRM stages in more depth.
CRM Process involves determining the methods to implement a project economically and competitively. It includes gathering customer data from various sources, aggregating and analyzing the data to create customer profiles, and executing targeted marketing strategies. An effective CRM process must continually refine its approach based on customers, competition, markets, growth opportunities, and technological innovation. It also involves selecting major and minor technological processes and determining the optimal flow of components through the system.
CRM Assessment eBook
CRM is a mixture of people, processes and technology, and if these three areas are not in alignment the CRM tool may not be as effective as it could be, and may not be leveraged by the individuals who could find vast benefits of such a tool. This tool can be used to help you understand who, what, where, when and how improvements to CRM processes, people and technology could be leveraged to improve any business.
Business-Case-Template for the introduction of CRMRobert Gilfoyle
This presentation makes the business case for introducing a Customer Relationship Management system into a small or mid-sized firm. Feel free to modify it to fit the needs of the particular situation that you are experiencing in your organization. This presentaion can be used as part of a communications strategy that is needed when introducing CRM into an organization; it explains the 'why', 'what' and some of the 'how' of CRM.
This document discusses implementing a customer relationship management (CRM) system for nonprofit organizations. It addresses key concerns around CRM implementation like data quality and buy-in. It compares CRM to legacy membership systems and outlines a customer management framework. It also provides questions to assess an organization's readiness for CRM and discusses promoting buy-in, creating a business plan, and how a consultant can help with implementation.
Customer Relationship Management (CRM) involves managing all aspects of a customer's relationship with a company. It uses technologies like data warehousing, data mining, and online analytical processing to collect and analyze customer data to better understand customers and improve marketing, sales, and customer service. Leading CRM software vendors include Siebel, SAP, Oracle, and Microsoft. While CRM can improve customer retention and increase sales, it also requires significant time and financial resources to implement properly.
In the effort to meet the challenges of the digital age - social, mobile and always on - many business transformation efforts fall short, and some even fail. Our own client project results greatly exceed analysts' reported results across a variety of industries. How can you ensure yours is successful? Here we distill some common aspects of success, shared by our clients, into a set of essential conversations you may wish to consider for for your organization.
The document outlines 8 key characteristics of a successful CRM implementation: 1) having a clear CRM vision and leadership, 2) developing CRM strategies around objectives, segments, and customer interactions, 3) creating a valued customer experience through understanding needs, monitoring satisfaction, and acting on feedback, 4) fostering organizational collaboration around customer understanding, 5) establishing CRM processes around the customer lifecycle and knowledge management, 6) leveraging CRM information like customer data and analytics, 7) utilizing CRM technology applications and infrastructure, and 8) defining CRM metrics around value, retention, satisfaction and loyalty.
The document provides a template for creating a business case to invest in a CRM (customer relationship management) solution. It outlines sections to include such as an executive summary, opportunity overview, assumptions, business impact analysis, risks, and a recommendation. The template helps make the case for how a CRM can solve problems around customer satisfaction, cost-effective marketing, productivity, revenue growth, and sales cycle times. It provides guidance on completing the template with key details like costs, benefits, timelines, stakeholders, and risks to gain approval for the CRM investment.
Joe Murray, President of JMA Consulting, discussed how a CRM implementation can vastly improve a nonprofit's operations, fundraising initiatives, communications outreach and more.
In this presentation, Joe explains what a CRM can do from an external (public) and internal (staff) perspective, demonstrates how to go from a nonprofit's mission statement to an effective planning process, prepares nonprofits for in-house CRM implementation, and provided tips on how to work with a CRM consultant.
Case study presentation on how to conduct a needs analysis assessment when determining whether a firm is ready to implement a CRM system. Presented at the Legal Marketing Association annual conference.
The document provides an overview of chapters 9.1 and 9.2 from the textbook "Business Driven Information Systems 2e".
Chapter 9.1 discusses customer relationship management (CRM), including operational CRM which supports front-office customer interactions, and analytical CRM which supports back-office analysis. It describes how different departments can use CRM technologies and metrics.
Chapter 9.2 discusses business intelligence (BI) which analyzes data to support decision making. It describes the challenges of managing large data volumes and how BI can provide reliable, consistent insights through operational, tactical and strategic analysis. Data mining tools are used to find patterns in large datasets.
Five Practical Solutions for Integrating with Oracle CRM On DemandPerficient, Inc.
Oracle CRM On Demand offers a Web Service interface that allows customers to access their hosted
data from any Web Services-enabled client. This paper provides an overview of a Web Services based integration architecture and details five (5) practical solutions that enable integration with CRM On Demand.
E business - STRATEGIES AND CRITICAL FACTORS IN CRM SELECTION IMPLEMENTATION ...Anil Masal
Customer Relationship Management or CRM is a company-wide business strategy designed to reduce costs and increase profitability by solidifying customer loyalty. It's a strategy used to learn more about customer’s needs and behaviour in order to develop stronger relationships with them. After all, good customer relationships are at the heart of business success.
The document provides an overview of customer relationship management (CRM) and its evolution over time. It discusses how CRM has shifted from a cost reduction strategy in the 1980s led by business process reengineering to a growth strategy in the 1990s led by information technology to a more marketing-focused approach in the 2000s with the rise of eCRM. The objectives of CRM are outlined as retaining customers, increasing sales, finding new customers, and improving marketing and sales decision making. Key aspects of eCRM, marketing opportunities, enterprise marketing automation, call centers, the customer lifecycle, and implementing CRM are also summarized.
Here are a few key points to consider in deciding which division(s) to implement SAP first:
- Divisions that are most standardized and have the fewest customizations/exceptions would be easier initial implementations.
- Divisions that are not as complex and have fewer business processes and modules needed would have a shorter implementation timeline.
- Divisions that are more self-contained with fewer integration points to other divisions would minimize risks from dependencies on other implementations.
- Divisions with leadership buy-in and change management support from top division executives would help ensure a successful go-live.
- Piloting the initial implementation in a smaller division allows lessons learned to be applied to larger, more complex divisions later on
The document discusses SAP's general product direction for SAP BusinessSuite Innovation 2010 and SAP BusinessObjects. It outlines SAP's plans to embed BusinessObjects analytics capabilities into various SAP technologies like ALV, SAP NetWeaver BW, and Web Dynpro to provide integrated analytics experiences for SAP Business Suite customers without requiring dedicated investment in specific applications. The document also notes that SAP's strategy and future developments are subject to change.
The document discusses driving uncertainty out of the supply chain. It covers defining uncertainty and examples like customer demand and supplier responsiveness. It also discusses current challenges like lack of visibility, rising costs, and globalization. Best-in-class companies are more likely to invest in new applications to improve supply chain management and gain visibility. The value of evolving supply chain networks to enable responsiveness is discussed.
Installed base management and objects are key components of CRM Service. An installed base represents all products and components installed for a customer. Objects define individual products and components that make up an installed base. Customers can have multiple installed bases containing different objects. Configuring objects and installed bases allows service to effectively manage customer equipment and service activities.
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
The document discusses customer relationship management options in SAP Business One version 9.0. It describes how activities can be used to track interactions with customers and manage sales opportunities and processes. Specifically, it outlines how activities, calendars, sales opportunities with stages, and sales quotations can help companies increase sales and customer satisfaction. It also demonstrates how the MS Outlook integration add-on facilitates presales and sales management between SAP Business One and Microsoft Outlook.
Final UP Mandi Automation Presentationashish singh
The document outlines the scope of work for automating operations of the Uttar Pradesh Mandi Parishad using SAP solutions. Key areas that will be automated include construction work management, HR and payroll management, legal case management, asset management, finance and accounting, and mandi data consolidation and reporting. A mobile app will also be developed for farmers to access mandi prices, weather updates, information on diseases and pesticides, and lodge grievances. The automation is aimed to bring more efficiency, transparency and improved decision making to the mandi operations.
Non-aeronautical revenues critically determine the financial viability of an airport as they tend to generate higher profit margins than aeronautical activities, the latter frequently representing a zero sum game or producing a deficit.
Logistics costs are rising due to increasing complexity in the supply chain along with the rise of fuel costs, tolls, new secutity regulations. How can logistic service providers remain attractive to customers? With customized and quality offerings, streamlined IT systems to drive down operation costs. Learn how this can happen
The document is a skills profile and resume for a SAP consultant. It details the consultant's experience over 8 years providing SAP support and consulting for various projects involving SAP ECC upgrades, production planning, billing systems, and more. The consultant has experience in .NET, SQL, Java, and ABAP programming and specializes in SAP modules including PP, MM, and CRM. Language abilities include Chinese and English and certifications include ITIL and PMP.
Sreekanth MV is a SAP techno-functional consultant with over 5 years of experience implementing and supporting SAP projects. He has expertise in SAP FI, CO, MM, and other modules. Currently he works as a SAP support analyst for Winshuttle, assisting customers with data migration projects. Previously he has worked on implementation projects for clients in retail and telecommunications. He holds an MCA and certifications in SAP FI and ABAP.
The document discusses organizational change management and the change impact analysis process. It describes identifying stakeholders, analyzing the impact of changes on stakeholders, and executing activities to manage stakeholder responses to changes. The change impact analysis process creates transparency about changes to help plan communication, training, and other change management activities tailored to different stakeholder groups.
1. The case study describes a customer journey through various SAP CRM applications, including interactions with marketing, sales, service, web channel, partner channel and field applications.
2. A marketing manager creates a target group and campaign. A partner creates a lead and order. The customer calls the interaction center and makes purchases on the web shop.
3. The sales order is replicated in SAP Enterprise and delivered. A service order is created and assigned to an employee, who provides a solution to the customer. The journey illustrates integrated customer touchpoints across the SAP CRM solution.
CEO / CXO Architecture | The missing piece in your IT architectureCorporater
Most CEOs and CXOs are not happy with the CIO’s delivery. There is an apparent gap between what the top management needs from IT, and what is delivered. In this presentation, you will get critical insights into what an IT architecture should contain in order to close this gap.
This presentation will also help you understand the specific IT building blocks needed to reach business outcomes, and how the IT architecture can serve this purpose – all viewed from a CEO/CXO’s perspective.
Second CRM is an award winning business automation solution, designed to make small to mid-market businesses profitable by automating their business operations, using Internet and mobile technologies. Second CRM focuses on improving sales & marketing, customer support and operations.
Second CRM works with mid-size organisations who have currently implemented some opensource, in-house developed, or low end solution for meeting their basic needs and are now looking for a well implemented solution, customised as per their needs and integrated with other backend applications.
Second CRM is designed to cater to the needs of organisations, which have 30-200 employees in a single or multiple locations.
BPM & SOA - Improving Government Service Delivery - Changing the City One Pro...Software AG South Africa
The Ekurhuleni Metropolitan Municipality is one
of eight South African metropolitan municipalities
and located in the Gauteng province. Although
the smallest in land area, Gauteng is South Africa’s
most populous province and the most economically
powerful region in sub-Saharan Africa. EMM
serves more than 3 million residents, operates 20
Customer Care Areas (CCAs) and employs more
than 18,000 people.
In this presentation, Rika Pieterse and Vuyani Zwane of the City of Ekurhuleni, share their experiences of implementing ARIS and webMethods based solutions in their quest to be Africa's first "Digital City".
This presentation was a keynote address at Software AG's 2014 Innovation Forum, held in Johannesburg, South Africa.
Overview presentation intercompany integration solution for sap business onewalldorf_share
The document provides an overview of SAP's Intercompany Integration Solution 2.0 for SAP Business One. It describes key features such as master data replication, intercompany trade, expenses allocation, financial consolidation, and intercompany reports. The solution allows companies to standardize processes, share business data, and gain insights across their organizations. It consists of an add-on, administration console, and integration scenarios to facilitate intercompany transactions and reporting.
The document discusses the alignment between SAP's Business Transformation Management Method (BTM2) and the University of Pennsylvania's Organizational Dynamics concentration in Program, Project, and Portfolio Management (P3). BTM2 provides a holistic approach to managing business transformation through various disciplines like strategy management, risk management, and change management. The P3 concentration similarly focuses on topics like project management, program management, risk management, and business process management. Several P3 courses are mapped to the relevant disciplines within BTM2. The presenters believe this rare alignment between an industrial methodology and academic program can benefit both organizations and individuals undergoing business transformation.
Mr. Murali has over 11 years of experience in SAP SD, specialized in sales processes. He has worked as a consultant for several companies including Cognizant, HP, and Techmahindra. His roles have included project lead, implementing SAP SD modules for clients in various industries like automotive, oil and gas, manufacturing, and more. He is proficient in key SD processes like order management, billing, master data maintenance and testing.
Case Study Sap Establishing A Research Center Over ChinaLakeisha Jones
SAP was founded in 1972 in Germany by five former IBM employees. It began as a company called Systeme, Anwendungen, Produkte in German, or Systems, Applications, Products in English, to provide users with applications to interact with databases. SAP gradually assembled more applications and is now the world's largest inter-enterprise software company, providing applications that help companies manage finances, operations, production, personnel and more. SAP has grown to serve many large corporations globally like IBM and Microsoft who use SAP products to run their own businesses.
Introduction to Business Process ManagementMustafa Jarrar
The document provides an introduction to business process management concepts. It discusses what constitutes a process and gives examples. It also outlines the roles and challenges involved in process management. Finally, it introduces the business process management lifecycle, including modeling, improvement, automation, and monitoring of processes.
Similar to ADA SAP CRM Business Blueprint Presentation (20)
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
63662490260Kalyan chart, satta matta matka 143, satta matka jodi fix , matka boss OTC 420, Indian Satta, India matka, matka ank, spbossmatka, online satta matka game play, live satta matka results, fix fix fix satta namber, free satta matka games, Kalyan matka jodi chart, Kalyan weekly final anl matka 420
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
KALYAN CHART SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART