The document discusses various topics related to supply chain management, customer relationship management, and e-CRM. It defines supply chain management as the efficient integration of suppliers, factories, warehouses and stores to minimize costs and satisfy customer needs. Customer relationship management is defined as optimizing interactions with customers via different touchpoints. E-CRM applies CRM strategies to e-business by personalizing online customer experiences and interactions.
The document discusses supply chain management concepts including the flow of goods and information through the supply chain, supply chain integration, distribution, transportation, and global supply chains. It provides examples of supply chain processes for various industries and discusses how information technology enables supply chain management. Key performance indicators for measuring supply chain performance are also summarized.
This document discusses supply chain management (SCM), customer relationship management (CRM), and the integration of SCM and CRM (ISCRM). SCM involves planning and executing the flow of goods from raw materials to the customer. CRM uses technology to organize sales, marketing, and customer service to acquire, retain, and increase sales to customers. Integrating SCM and CRM allows companies to improve financial and operational metrics by providing customers with optimized product delivery and service. The document outlines the components, benefits, and types of CRM systems as well as a SWOT analysis of CRM.
The document discusses measures of trust and performance in supply chain management (SCM). It proposes using Throughput-Dollar-Days (TDD) and Inventory-Dollar-Days (IDD) to measure vendors and flow through the supply chain. TDD measures delays by accumulating the dollar value of late orders over time. IDD measures inventory levels across areas by calculating how much money is tied up in inventory and for how long, indicating blocked flow. These measures incentivize fast response and sales to maximize benefits for all parties in the supply chain.
The bullwhip effect refers to distorted demand information as it flows up and down the supply chain. This can cause excess inventories, higher costs, and lost sales. It is caused by factors like poor forecasting, sales promotions not communicated upstream, and incentives. Reducing the bullwhip effect involves improving communication of accurate demand information between all parties in the supply chain.
This document provides an overview of supply chain management. It defines supply chain management as the strategic management of activities involved in acquiring materials and converting them into finished products that are delivered to customers. The document discusses key aspects of supply chains like material, information, and financial flows. It also outlines the importance of integration across the supply chain using tools like ERP systems. Additionally, it discusses concepts like optimizing supply chain design, planning material flows, and transaction processing. The document emphasizes the importance of information sharing across the supply chain for effective coordination.
The document discusses integrated enterprise systems and their evolution over time. It describes how functional information systems created data silos within organizations. Integrated systems address this by capturing data at the source and allowing sharing across departments. Key integrated systems discussed include ERP, SCM, and CRM. ERP provides an integrated solution that spans accounting, finance, supply chain and other functions. SCM manages the flow of materials and information throughout the supply chain. CRM allows identifying, acquiring and retaining customers through multiple channels. The benefits of integrated systems include reduced data duplication and improved information sharing, but implementation requires aligning the system with business processes.
E-business allows companies to execute transactions over the internet, including providing product information, placing orders with suppliers, allowing customers to place orders, track orders, receive payments, and more. It plays a significant role in many supply chains today. E-business can impact a company's responsiveness by enabling new revenues through direct sales and 24/7 access, and impact efficiency by reducing inventory, facility, transportation, and information costs. For a company to be successful with e-business, it must integrate the internet with existing distribution channels in a way that leverages the strengths of each.
The document discusses supply chain management. It defines a supply chain as including suppliers, manufacturers, warehouses, distribution centers, and retail outlets that facilitate the flow of raw materials, work-in-progress inventory, and finished products. It also discusses the challenges of managing supply chains due to uncertainty, and techniques for improving demand forecasting and reducing variability through collaboration and information sharing.
The document discusses supply chain management concepts including the flow of goods and information through the supply chain, supply chain integration, distribution, transportation, and global supply chains. It provides examples of supply chain processes for various industries and discusses how information technology enables supply chain management. Key performance indicators for measuring supply chain performance are also summarized.
This document discusses supply chain management (SCM), customer relationship management (CRM), and the integration of SCM and CRM (ISCRM). SCM involves planning and executing the flow of goods from raw materials to the customer. CRM uses technology to organize sales, marketing, and customer service to acquire, retain, and increase sales to customers. Integrating SCM and CRM allows companies to improve financial and operational metrics by providing customers with optimized product delivery and service. The document outlines the components, benefits, and types of CRM systems as well as a SWOT analysis of CRM.
The document discusses measures of trust and performance in supply chain management (SCM). It proposes using Throughput-Dollar-Days (TDD) and Inventory-Dollar-Days (IDD) to measure vendors and flow through the supply chain. TDD measures delays by accumulating the dollar value of late orders over time. IDD measures inventory levels across areas by calculating how much money is tied up in inventory and for how long, indicating blocked flow. These measures incentivize fast response and sales to maximize benefits for all parties in the supply chain.
The bullwhip effect refers to distorted demand information as it flows up and down the supply chain. This can cause excess inventories, higher costs, and lost sales. It is caused by factors like poor forecasting, sales promotions not communicated upstream, and incentives. Reducing the bullwhip effect involves improving communication of accurate demand information between all parties in the supply chain.
This document provides an overview of supply chain management. It defines supply chain management as the strategic management of activities involved in acquiring materials and converting them into finished products that are delivered to customers. The document discusses key aspects of supply chains like material, information, and financial flows. It also outlines the importance of integration across the supply chain using tools like ERP systems. Additionally, it discusses concepts like optimizing supply chain design, planning material flows, and transaction processing. The document emphasizes the importance of information sharing across the supply chain for effective coordination.
The document discusses integrated enterprise systems and their evolution over time. It describes how functional information systems created data silos within organizations. Integrated systems address this by capturing data at the source and allowing sharing across departments. Key integrated systems discussed include ERP, SCM, and CRM. ERP provides an integrated solution that spans accounting, finance, supply chain and other functions. SCM manages the flow of materials and information throughout the supply chain. CRM allows identifying, acquiring and retaining customers through multiple channels. The benefits of integrated systems include reduced data duplication and improved information sharing, but implementation requires aligning the system with business processes.
E-business allows companies to execute transactions over the internet, including providing product information, placing orders with suppliers, allowing customers to place orders, track orders, receive payments, and more. It plays a significant role in many supply chains today. E-business can impact a company's responsiveness by enabling new revenues through direct sales and 24/7 access, and impact efficiency by reducing inventory, facility, transportation, and information costs. For a company to be successful with e-business, it must integrate the internet with existing distribution channels in a way that leverages the strengths of each.
The document discusses supply chain management. It defines a supply chain as including suppliers, manufacturers, warehouses, distribution centers, and retail outlets that facilitate the flow of raw materials, work-in-progress inventory, and finished products. It also discusses the challenges of managing supply chains due to uncertainty, and techniques for improving demand forecasting and reducing variability through collaboration and information sharing.
This document discusses e-supply chain management. It begins by defining supply chain and traditional supply chain management. It then defines e-supply chain management as combining e-business and traditional supply chain management, depicting how members work together optimally. Key elements discussed include collaboration, information visibility, integration, and using technology like EDI to improve speed, cost, quality and service. Benefits outlined are improved networks, reduced costs and delays, and accurate data. Specific applications discussed include production and inventory management, procurement, and use of technologies like RFID, intranets and extranets to facilitate the e-supply chain.
The document defines supply chain management as designing, planning, executing, controlling, and monitoring supply chain activities to create value, build infrastructure, synchronize supply and demand, and measure performance globally. It then discusses key aspects of supply chains including facilities, inventory, push and pull strategies, goals of reducing costs and growing revenue, challenges like uncertainty, and the bullwhip effect. Finally, it covers supply chain management issues, methods, applications, and important considerations.
A supply chain includes all stages involved in fulfilling a customer request, from raw material suppliers to manufacturers to distributors to retailers to customers. There are typically three decision phases in managing a supply chain: strategy/design, planning, and operations. The objective of a supply chain is to maximize overall value created by balancing revenue generated from customers against the total costs across all supply chain stages.
Supply chain management (SCM) involves coordinating all activities from sourcing materials and components to delivering the final product to customers. This includes planning and managing inventory, warehousing and transportation. The goal of SCM is to improve the performance of both individual companies and the entire supply chain network through strategic coordination of business functions and information sharing between partners. Key elements of SCM include inventory management, warehousing, transportation and integrating business processes between buyers and suppliers.
This document discusses supply chain management. It defines supply chain management as the effective management of information, material, and funds flowing from suppliers to consumers. It explains that the purpose of effective supply chain management is to make the right goods available at the right place, time, quantity, condition and cost. It then provides details on the organizational structure and responsibilities of various supply chain departments, including production planning, material planning, purchasing, warehousing, and logistics. Finally, it discusses current topics in supply chain management such as supply chain mapping, visibility, forecasting, customer service, cost analysis, tracking and tracing, just-in-time systems, and return management.
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
The document discusses the application of information technology in supply chain management. It covers topics such as the definition and dynamics of supply chain management, its components and degrees, the need for SCM, and the bullwhip effect. It also discusses how various IT tools can help address issues like quality, cost, time, technology and continuity of supply. Specific technologies covered include barcoding, RFID, e-commerce and EDI. The use of these technologies can help improve operational efficiency, reduce errors and cut costs in supply chain management.
This document outlines a chapter on supply chain management from an operations management textbook. It discusses key concepts related to supply chains including definitions of supply chain and value chain. It also covers topics like supply chain integration, the role of information technology, suppliers and outsourcing, e-procurement, and distribution. Various frameworks and examples are provided to illustrate supply chain processes and evolution.
Teradata Demand Chain Management (DCM): Version 4Teradata
Teradata Demand Chain Management provide you with improved customer service levels, optimized inventory assortments and promotion management, fast ROI, and power and scalability. Learn more about what this newest version of DCM provides businesses. Includes screen shots and solution details. For more information, go to http://www.teradata.com/t/products-and-services/teradata-demand-chain/.
1. The document discusses developing a supply chain roadmap for a company by assessing current performance metrics and maturity of processes.
2. Key supply chain metrics like cost, service, efficiency and process metrics are analyzed along with maturity of strategic, operational, and execution processes.
3. Gaps identified through metric performance and process assessment are addressed through initiatives which are prioritized in a roadmap to improve the supply chain over time.
Supply chain management refers to managing the flow of materials and products from suppliers to customers. It involves sourcing, manufacturing, distribution, and inventory management. The document discusses strategies for integrating supply chain functions for better performance, such as managing processes instead of functions. It also covers principles of supply chain management like beginning with customer needs and integrating sales and operations planning. Logistics strategy determines the required service levels and costs to meet customer requirements.
E-commerce is emerging as a way to provide solutions to problems along the supply chain. It facilitates buying, selling, and collaborating between partners in the supply chain. While integrating e-commerce with existing ERP systems leverages prior investments, such integration can be difficult due to the complexity and inflexibility of ERP systems. Order fulfillment is a key area that sometimes faces problems with e-commerce supply chains, especially for B2C transactions, but innovative solutions around delivery times and returns processing are helping to address these issues.
This document discusses supply chain management. It begins by outlining learning objectives related to explaining the strategic importance of supply chains, identifying sourcing strategies, and describing supplier selection steps. It then defines a supply chain as the flow of goods from raw materials to end customers, integrated through information sharing. The objective of supply chain management is to coordinate activities across the supply chain to maximize competitive advantage and customer benefits. It also discusses measuring supply chain performance through inventory as a percentage of assets and calculating inventory turnover.
Role of information Technology in Supply Chain ManageentAnand Jha
The document discusses the role of information technology in supply chain management. It provides details on how Walmart uses IT extensively across its supply chain operations. This includes using electronic data interchange for more efficient procurement, bar code scanners to analyze sales data and replenish stores, a computer terminal network for real-time communication between stores and headquarters, and voice-based technologies to enhance warehouse and logistics management. The Retail Link system connects Walmart's EDI network to an extranet accessible to suppliers, providing them with historical sales data.
New trends in it and its impact on supply chain management pptASIFUDDIN MOHAMMED
New trends in it and its impact on supply chain management in Hospitality Industry.
The main aim of this paper is to focus the new ideas and innovations in supply chain management in Hospitality industry through the usage of Information technology (IT). This paper covers how new trends of IT changed the shape of supply chain and also discusses the importance of IT and its impact in the Industry. Changing lifestyles, competitive market and consumer behaviour requires change in technology in the business environment. The new practices and approaches in supply chain management focus on the different information systems like Point of Sales to help forecast data, monitor inventory levels and sales trends, and in turn companies have seen cycle time reduction, quicker order filling, inventory at the right safety stock level, and customer service improvements. Branded network in Hotels, new technology involved transportation and Food & restaurants now days creating a new dimension in distribution systems where The Standardized, affordable and Technology driven to link all the functions and provide the customer a seamless comfortable experience. where the customer orders and manage electronically which help to save costs and precious time. These changes creating new opportunities with competitive advantages, so consideration of IT and IT investment is the essential thing for each firm in order to sustain in the market.
This document discusses the evolution of supply chain management and the rise of e-supply chain management. It covers 5 stages: 1) logistics decentralization 2) total cost management 3) integrated functions 4) supply chain management 5) e-supply chain management. E-supply chain management utilizes internet technologies to synchronize channel functions across the entire supply network to optimize resources and meet market opportunities. It enables new views of information flow, customer-winning relationships, and supply chain synchronization through integration and collaboration.
1) A customer profitability analysis evaluates the costs and revenues assigned to segments of a company's customer base. It focuses on determining which customers are profitable versus unprofitable.
2) The general approach involves segmenting customers, calculating the revenue and costs attributable to each segment using activity-based costing, and then analyzing the profitable versus unprofitable segments.
3) A case study showed an insurance company used customer profitability analysis to identify that recently retired customers were unprofitable for a certain policy, so it adjusted agent commissions to discourage selling to that segment.
CRM aims to maximize customer lifetime value through analyzing customer data and interactions. It is linked to database marketing which uses customer data to segment customers and develop tailored marketing campaigns. CRM applies this at the individual customer level. Rapid changes in customers, technology, and the marketplace have increased the need for customer-centric strategies and data-driven approaches like CRM to understand customers and improve relationships.
The document discusses customer relationship management (CRM) processes. It defines CRM processes as groups of actions that help achieve operational goals effectively. The main goals of CRM processes are to retain customers, simplify marketing and sales, improve customer service, acquire new customers, and increase revenue. CRM processes provide benefits like retaining profitable customers, acquiring the right customers to drive growth, and increasing individual customer profits. The document then examines specific CRM processes in more detail.
This document discusses e-supply chain management. It begins by defining supply chain and traditional supply chain management. It then defines e-supply chain management as combining e-business and traditional supply chain management, depicting how members work together optimally. Key elements discussed include collaboration, information visibility, integration, and using technology like EDI to improve speed, cost, quality and service. Benefits outlined are improved networks, reduced costs and delays, and accurate data. Specific applications discussed include production and inventory management, procurement, and use of technologies like RFID, intranets and extranets to facilitate the e-supply chain.
The document defines supply chain management as designing, planning, executing, controlling, and monitoring supply chain activities to create value, build infrastructure, synchronize supply and demand, and measure performance globally. It then discusses key aspects of supply chains including facilities, inventory, push and pull strategies, goals of reducing costs and growing revenue, challenges like uncertainty, and the bullwhip effect. Finally, it covers supply chain management issues, methods, applications, and important considerations.
A supply chain includes all stages involved in fulfilling a customer request, from raw material suppliers to manufacturers to distributors to retailers to customers. There are typically three decision phases in managing a supply chain: strategy/design, planning, and operations. The objective of a supply chain is to maximize overall value created by balancing revenue generated from customers against the total costs across all supply chain stages.
Supply chain management (SCM) involves coordinating all activities from sourcing materials and components to delivering the final product to customers. This includes planning and managing inventory, warehousing and transportation. The goal of SCM is to improve the performance of both individual companies and the entire supply chain network through strategic coordination of business functions and information sharing between partners. Key elements of SCM include inventory management, warehousing, transportation and integrating business processes between buyers and suppliers.
This document discusses supply chain management. It defines supply chain management as the effective management of information, material, and funds flowing from suppliers to consumers. It explains that the purpose of effective supply chain management is to make the right goods available at the right place, time, quantity, condition and cost. It then provides details on the organizational structure and responsibilities of various supply chain departments, including production planning, material planning, purchasing, warehousing, and logistics. Finally, it discusses current topics in supply chain management such as supply chain mapping, visibility, forecasting, customer service, cost analysis, tracking and tracing, just-in-time systems, and return management.
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
The document discusses the application of information technology in supply chain management. It covers topics such as the definition and dynamics of supply chain management, its components and degrees, the need for SCM, and the bullwhip effect. It also discusses how various IT tools can help address issues like quality, cost, time, technology and continuity of supply. Specific technologies covered include barcoding, RFID, e-commerce and EDI. The use of these technologies can help improve operational efficiency, reduce errors and cut costs in supply chain management.
This document outlines a chapter on supply chain management from an operations management textbook. It discusses key concepts related to supply chains including definitions of supply chain and value chain. It also covers topics like supply chain integration, the role of information technology, suppliers and outsourcing, e-procurement, and distribution. Various frameworks and examples are provided to illustrate supply chain processes and evolution.
Teradata Demand Chain Management (DCM): Version 4Teradata
Teradata Demand Chain Management provide you with improved customer service levels, optimized inventory assortments and promotion management, fast ROI, and power and scalability. Learn more about what this newest version of DCM provides businesses. Includes screen shots and solution details. For more information, go to http://www.teradata.com/t/products-and-services/teradata-demand-chain/.
1. The document discusses developing a supply chain roadmap for a company by assessing current performance metrics and maturity of processes.
2. Key supply chain metrics like cost, service, efficiency and process metrics are analyzed along with maturity of strategic, operational, and execution processes.
3. Gaps identified through metric performance and process assessment are addressed through initiatives which are prioritized in a roadmap to improve the supply chain over time.
Supply chain management refers to managing the flow of materials and products from suppliers to customers. It involves sourcing, manufacturing, distribution, and inventory management. The document discusses strategies for integrating supply chain functions for better performance, such as managing processes instead of functions. It also covers principles of supply chain management like beginning with customer needs and integrating sales and operations planning. Logistics strategy determines the required service levels and costs to meet customer requirements.
E-commerce is emerging as a way to provide solutions to problems along the supply chain. It facilitates buying, selling, and collaborating between partners in the supply chain. While integrating e-commerce with existing ERP systems leverages prior investments, such integration can be difficult due to the complexity and inflexibility of ERP systems. Order fulfillment is a key area that sometimes faces problems with e-commerce supply chains, especially for B2C transactions, but innovative solutions around delivery times and returns processing are helping to address these issues.
This document discusses supply chain management. It begins by outlining learning objectives related to explaining the strategic importance of supply chains, identifying sourcing strategies, and describing supplier selection steps. It then defines a supply chain as the flow of goods from raw materials to end customers, integrated through information sharing. The objective of supply chain management is to coordinate activities across the supply chain to maximize competitive advantage and customer benefits. It also discusses measuring supply chain performance through inventory as a percentage of assets and calculating inventory turnover.
Role of information Technology in Supply Chain ManageentAnand Jha
The document discusses the role of information technology in supply chain management. It provides details on how Walmart uses IT extensively across its supply chain operations. This includes using electronic data interchange for more efficient procurement, bar code scanners to analyze sales data and replenish stores, a computer terminal network for real-time communication between stores and headquarters, and voice-based technologies to enhance warehouse and logistics management. The Retail Link system connects Walmart's EDI network to an extranet accessible to suppliers, providing them with historical sales data.
New trends in it and its impact on supply chain management pptASIFUDDIN MOHAMMED
New trends in it and its impact on supply chain management in Hospitality Industry.
The main aim of this paper is to focus the new ideas and innovations in supply chain management in Hospitality industry through the usage of Information technology (IT). This paper covers how new trends of IT changed the shape of supply chain and also discusses the importance of IT and its impact in the Industry. Changing lifestyles, competitive market and consumer behaviour requires change in technology in the business environment. The new practices and approaches in supply chain management focus on the different information systems like Point of Sales to help forecast data, monitor inventory levels and sales trends, and in turn companies have seen cycle time reduction, quicker order filling, inventory at the right safety stock level, and customer service improvements. Branded network in Hotels, new technology involved transportation and Food & restaurants now days creating a new dimension in distribution systems where The Standardized, affordable and Technology driven to link all the functions and provide the customer a seamless comfortable experience. where the customer orders and manage electronically which help to save costs and precious time. These changes creating new opportunities with competitive advantages, so consideration of IT and IT investment is the essential thing for each firm in order to sustain in the market.
This document discusses the evolution of supply chain management and the rise of e-supply chain management. It covers 5 stages: 1) logistics decentralization 2) total cost management 3) integrated functions 4) supply chain management 5) e-supply chain management. E-supply chain management utilizes internet technologies to synchronize channel functions across the entire supply network to optimize resources and meet market opportunities. It enables new views of information flow, customer-winning relationships, and supply chain synchronization through integration and collaboration.
1) A customer profitability analysis evaluates the costs and revenues assigned to segments of a company's customer base. It focuses on determining which customers are profitable versus unprofitable.
2) The general approach involves segmenting customers, calculating the revenue and costs attributable to each segment using activity-based costing, and then analyzing the profitable versus unprofitable segments.
3) A case study showed an insurance company used customer profitability analysis to identify that recently retired customers were unprofitable for a certain policy, so it adjusted agent commissions to discourage selling to that segment.
CRM aims to maximize customer lifetime value through analyzing customer data and interactions. It is linked to database marketing which uses customer data to segment customers and develop tailored marketing campaigns. CRM applies this at the individual customer level. Rapid changes in customers, technology, and the marketplace have increased the need for customer-centric strategies and data-driven approaches like CRM to understand customers and improve relationships.
The document discusses customer relationship management (CRM) processes. It defines CRM processes as groups of actions that help achieve operational goals effectively. The main goals of CRM processes are to retain customers, simplify marketing and sales, improve customer service, acquire new customers, and increase revenue. CRM processes provide benefits like retaining profitable customers, acquiring the right customers to drive growth, and increasing individual customer profits. The document then examines specific CRM processes in more detail.
This document provides an overview of customer relationship management (CRM) concepts and practices. It defines CRM, discusses the emergence of CRM with new technologies, and provides examples of successful CRM programs. It also outlines key aspects of developing a CRM strategy, including constructing a customer database, analyzing customer data, selecting target customers, developing relationship programs, and measuring CRM program impact. The document emphasizes the importance of customer retention over acquisition and discusses how CRM can be used to improve the customer experience.
This document provides an overview of enterprise business systems including customer relationship management (CRM) systems, enterprise resource planning (ERP) systems, and supply chain management (SCM) systems. It discusses the business processes supported by these systems and the customer value they provide. It also examines potential challenges in implementing these systems and trends in their use. Case studies are presented to illustrate how specific companies have benefited from implementing these enterprise systems.
CRM systems help companies manage relationships with customers by providing a single view of each customer across all customer touchpoints and channels. CRM integrates sales, marketing, and customer service processes through a centralized database and software tools. While CRM aims to improve customer retention and experiences, many implementations fail due to a lack of change management and business process preparation prior to system rollout.
This document provides an overview of customer relationship management (CRM). It defines CRM as a business strategy designed to improve customer satisfaction and increase profits through solid customer relationships. The document outlines the history, goals, benefits and components of CRM. It explains that CRM systems help companies provide better customer service, boost sales, and simplify marketing processes. While CRM requires significant resources, it can also increase customer retention and cut operational costs when implemented effectively.
Achieving operational excellence and customer intimacy. enterprise applicationsSanmugam Marimuthu
This document contains a list of 5 student names and their matriculation numbers. It also contains information about different types of enterprise systems like ERP, CRM, SCM systems and how they help businesses. Finally, it discusses challenges of implementing and maintaining enterprise applications and how organizations are trying to extend the value obtained from these systems.
CRM has evolved over time from a focus on mass marketing in the 1960s to developing personal customer profiles and building customer-focused organizations today. CRM seeks to understand customers through collecting and integrating information on who they are, what they do, and what they like. The goals of CRM are to use existing customer relationships to grow revenue, provide excellent service through integrated customer information, and introduce consistent sales and service processes. Key benefits include improved customer service, sales, and increased revenues by better understanding customers.
E-CRM allows for additional communication channels and customer self-service through online interactions. It coordinates marketing efforts across customer touchpoints and leverages customer data for effective e-marketing. Building an E-CRM solution requires defining objectives, assessing current processes and technology, implementing new customer-focused processes, and integrating applications while maintaining a consolidated customer view across channels. The key is having a process-driven, metrics-based and multi-channel approach to customer relationships.
This document provides an introduction to enterprise systems, including ERP, SCM, and CRM systems. It defines enterprise systems as software that ensures information sharing across business functions and management levels. ERP systems integrate business units and processes. An SCM system supports procurement, production, and delivery. A CRM system integrates customer-facing processes like sales, marketing, and support. The document discusses the purpose, components, benefits, and challenges of implementing these enterprise systems.
CRM implementation in the insurance sector aims to improve customer satisfaction and loyalty. Successful CRM requires integrating people, processes, and technology to obtain a unified customer view. Major Indian insurers like LIC, HDFC Ergo, and Tata AIA Life have implemented CRM systems to streamline operations, improve customer service, and increase sales. However, failures can occur if data is inconsistent, customer needs are not considered, or systems are not properly integrated. Overall, CRM provides benefits but also poses challenges for the insurance industry in India.
Customer relationship management (CRM) involves developing and managing relationships with customers to increase their loyalty and satisfaction. The history of CRM began in the late 1980s with systems for managing customer information and relationships. CRM strategies aim to optimize profitability, revenue, and customer satisfaction by organizing around customer segments, fostering satisfying customer behaviors, and implementing customer-centric processes. Potential benefits of CRM include increased customer retention, cross-selling opportunities, and up-selling existing customers to more profitable products or services. However, CRM also requires significant investments of time, money, and organizational change that can face resistance if not implemented appropriately.
This document discusses the importance and use of customer relationship management (CRM) systems in the retail industry. It begins by noting how customer demands and expectations have changed, requiring retailers to shift from traditional to modern marketing focused on building customer relationships. The rest of the document then discusses what CRM is, how retailers have benefited from implementing CRM systems to collect and analyze customer data, develop targeted programs to increase satisfaction, retention and sales, and new trends in CRM technology.
The CRM process aims to create a powerful tool for customer retention. It depends on factors like future revenue, customer value, retention, acquisition, and profitability. The goals are retaining loyal customers, acquiring new customers, increasing individual customer margins by offering the right products at the right time. An effective closed-loop CRM process involves gathering customer data, aggregating it, creating exploration warehouses for analysis, executing strategies through campaigns, and capturing customer responses to refine the process. Necessities for an effective process include creatively translating business priorities into CRM investment priorities and continually refining based on key areas like customers, competition, market, growth, and technology innovation.
CRM involves identifying, establishing, maintaining, and enhancing relationships with customers through understanding their needs and providing customized experiences. It aims to maximize long-term customer value through collaborative relationships rather than one-time transactions. CRM systems utilize customer data, analytical tools, and customer interactions to improve customer retention and acquire new customers. The key components of a CRM system include operational, analytical, and collaborative CRM, and technology plays an important role in enabling personalized CRM approaches at scale.
The document discusses Customer Relationship Management (CRM) and Electronic Customer Relationship Management (E-CRM). CRM aims to optimize profitability through enhanced customer satisfaction by automating and enhancing customer-centric processes. E-CRM expands on traditional CRM by integrating electronic channels like web, wireless, and voice technologies. E-CRM provides avenues for business-customer-employee interactions through web technologies and combines software, hardware, and processes to support enterprise-wide CRM strategies. The goals of both CRM and E-CRM are to maximize revenue from existing customers, provide excellent service using integrated customer information, and introduce consistent channel processes to acquire, enhance, and retain profitable customers.
More about the DOC
13 Teams
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Average talent teams that get along well with each other are more productive than gifted teams that don’t get along. It doesn’t matter how well a team with low emotional intelligence is in control of the numbers. They can’t even decide what to try to do.
14 Stress
___
Difficulties at work and in our relationships put us under stress. Stress makes it difficult for us to find solutions to problems. When we can’t find solutions to problems, we get more stressed. To get rid of this dead end, we need to know how to manage our stressful situations.
15 Marriage
____
The secret of long and happy marriages is sincerity in your feelings. If your marriage was not built on this basis of intimacy from the very beginning, it will begin to crack over the years. Even small problems become unsolvable. You have to be emotionally open at the beginning of the road.
16 Leadership
______
Leadership does not mean dominance. Leading your colleagues to a common goal and making them believe in the reality of this purpose. Successful leaders are those who can keep their team’s motivation alive for many years. You have to make them desire the work to be done.
17. Emotions Are All Normal
___
Anger, hatred, love, happiness… You can understand when and under what circumstances these feelings will emerge by following yourself. You may have these feelings depending on how you interpret the events you encounter. The important thing is to be able to react independently of your feelings. You may find yourself making promises that you cannot keep because you are happy, or you may resort to violence when you are angry.
18/ Being able to Express Your Emotions
____
Not everyone’s level of empathy can be very good. You may be in a difficult situation immediately. You may feel bad, but people may not understand it. In these situations, you may need to express your feelings a little more directly.
19/You Are Not Your Emotions
______
Keep doing what you need to do, no matter how you feel. Success is achieved by people who cannot give up no matter what their feelings and thoughts are. Don’t let your feelings affect your actions.
20/ Timing
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As soon as you feel a different emotion, try to think before you act. Because emotional intelligence moves faster than rational intelligence, it can make you act irrationally and make you say any unnecessary words.
Thanks for reading
~ 𝗧𝗼𝗻𝗴𝘀𝗮 𝗚𝘂𝘆
Book:- https://amzn.to/3XsVTz2.
13 Teams
__
Average talent teams that get along well with each other are more productive than gifted teams that don’t get along. It doesn’t matter how well a team with low emotional intelligence is in control of the numbers. They can’t even decide what to try to do.
14 Stress
___
Difficulties at work and in our relationships put us under stress. Stress makes it difficult for us to find solutions to problems. When we can’t find solutions to problems, we get more stressed. To get rid of this dead end, we need to know how to mana
Customer relationship management and supply chain managementRohit Kumar
Customer relationship management (CRM) is a model for managing a company's interactions with current and future customers using technology to organize sales, marketing, customer service, and technical support. CRM helps companies identify and reward loyal customers to retain business, acquire new customers through improved marketing efficiency, and enhance customer service to keep customers happy. Effective CRM requires centralizing customer data, supporting mobility, and flexibility to customize the software to user needs.
This document provides information on supply chain management, quality control, profitability, risk management, customization, and the role of e-business and e-commerce in the supply chain. It discusses key aspects of an effective supply chain including demand planning, procurement, logistics, and inventory management. It also outlines the importance of quality control in reducing costs and increasing customer satisfaction. Factors that impact profitability like defects and inspections are examined. The document then discusses supply chain risk management and approaches to managing known and unknown risks. It also addresses customizing supply chains to balance standardized products with optional services. Finally, it explores the role of e-commerce in modern supply chains and how e-business impacts responsiveness and efficiency.
Customer relationship management. Jump to navigation Jump to search. Business administration; Management of a business: Accounting. Management accounting; Financial accounting; Financial audit; Business entities. Corporate group; Conglomerate (company) Holding company; Cooperative; Corporation; Joint-stock company ...
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This document discusses various sources of finance for companies according to period, ownership, and source. It covers short, medium, and long term sources. Long term sources include equity financing through shares and preference shares. It also discusses debt financing through debentures and term loans. Other long term sources covered are internal financing through retained earnings and depreciation, and venture capital financing. The document provides details on the characteristics, types, advantages and disadvantages of each financing source.
The document discusses the key aspects of business communication, including definitions of communication, the communication process, types of communication like downward, upward and lateral communication. It also covers topics like formal and informal communication networks, barriers to communication, and provides tips to improve communication skills. The overall purpose is to introduce the reader to important concepts in business communication.
The document provides an overview of sales management functions including personal selling, sales process, and managing the sales force. It discusses key concepts such as the sales management task, exchange process, interdependence of sales and distribution, personal selling tasks and process, theories of selling, and evaluating salespeople. The goal of sales management is to analyze, plan, organize, direct and control a company's sales efforts through personal selling and distribution channels.
The document provides an overview of sales management functions including personal selling, sales process, and managing the sales force. It discusses key concepts such as the sales management task, exchange process, interdependence of sales and distribution, personal selling tasks and process, theories of selling, and evaluating salespeople. The goal of sales management is to analyze, plan, organize, direct and control a company's sales efforts through personal selling and distribution channels.
The document discusses key concepts in sales management including personal selling, the sales process, and managing the sales force. It describes the personal selling process which includes prospecting, pre-approach, approach, presentation, handling objections, closing, and follow-up. It also discusses designing sales force strategy and structure, recruiting and selecting salespeople, compensation plans, supervision, and evaluation of salesperson performance.
The document discusses communication, defining it as the transmission of information between people through words and actions. Effective communication occurs when the intended message is understood, and involves understanding others, stimulating action, and encouraging new ways of thinking. Barriers to communication include semantics, distractions, status differences, emotions, perceptions, lack of feedback, and poor listening. To improve communication, one should learn to provide feedback, be sensitive to others, listen to understand, use clear language, choose the right channel, and practice supportive listening.
The document discusses key concepts in sales management including personal selling, the sales process, and managing the sales force. It describes the personal selling process which includes prospecting, pre-approach, approach, presentation, handling objections, closing, and follow-up. It also discusses designing sales force strategy and structure, recruiting and selecting salespeople, compensation plans, supervision, and evaluation of salesperson performance.
2. Supply Chain Management(SCM)
• The concept of SCM having the right product in
the right place at right time.
• This is an integral part of business to business
framework.
• It transforms the way companies deals with the
supplier, partners and customers.
• It helps companies to exchange information in an
effort to reduce cycle times to have quicker
fulfillment of orders & improve customer
services.
3. Contd…
• SCM is the game of 4c:
Collaboration
Coordination
Cooperation
Connectivity
4. Goal of Supply
Chain Management
• Supply chain management is concerned with the
efficient integration of suppliers, factories,
warehouses and stores so that merchandise is
produced and distributed:
– In the right quantities
– To the right locations
– At the right time
In order to
– Minimize total system cost
– Satisfy customer service requirements
5. Suppliers Manufacturers Warehouses &
Distribution Centers
Customers
Material Costs
Transportation
Costs
Transportation
Costs
Transportation
CostsInventory CostsManufacturing Costs
7. Contd…
• A set of approaches used to efficiently integrate
– Suppliers
– Manufacturers
– Warehouses
– Distribution centers
• So that the product is produced and distributed
– In the right quantities
– To the right locations
– And at the right time
8. The Importance of Supply Chain
Management
• Dealing with uncertain environments – matching supply and demand
– Boeing announced a $2.6 billion write-off in 1997 due to “raw materials
shortages, internal and supplier parts shortages and productivity
inefficiencies”
– U.S Surgical Corporation announced a $22 million loss in 1993 due to “larger
than anticipated inventories on the shelves of hospitals”
– Hewlett-Packard and Dell found it difficult to obtain important components
for its PC’s from Taiwanese suppliers in 1999 due to a massive
earthquake
• Demand forecasting practices
– Min-max inventory management (reorder points to bring inventory up to
predicted levels)
9. Contd…
• Lead time
– Longer lead times lead to greater variability in estimates of average demand,
thus increasing variability and safety stock costs
• Batch ordering
– Peaks and valleys in orders
– Fixed ordering costs
– Impact of transportation costs (e.g., fuel costs)
– Sales quotas
• Price fluctuations
– Promotion and discount policies
• Lack of centralized information
10. 10
Supply Chain Management – Key Issues
• Overcoming functional silos with conflicting goals
Purchasing Manufacturing Distribution
Customer Service/
Sales
Few
change-
overs
Stable
schedules
High
inventories
High service
levels
Regional
stocks
SOURCE MAKE DELIVER SELL
Low
pur-
chase
price
Multipl
e
vendors
Low
invent-
ories
Low
trans-
portatio
n
11. 11
Supply Chain Management – Key Issues
ISSUE CONSIDERATIONS
Network Planning • Warehouse locations and capacities
• Plant locations and production levels
• Transportation flows between facilities to minimize cost and time
Inventory Control • How should inventory be managed?
• Why does inventory fluctuate and what strategies minimize this?
Supply Contracts • Impact of volume discount and revenue sharing
• Pricing strategies to reduce order-shipment variability
Distribution Strategies • Selection of distribution strategies (e.g., direct ship vs. cross-docking)
• How many cross-dock points are needed?
• Cost/Benefits of different strategies
Integration and Strategic
Partnering
• How can integration with partners be achieved?
• What level of integration is best?
• What information and processes can be shared?
• What partnerships should be implemented and in which situations?
Outsourcing & Procurement
Strategies
• What are our core supply chain capabilities and which are not?
• Does our product design mandate different outsourcing approaches?
• Risk management
Product Design • How are inventory holding and transportation costs affected by product
design?
• How does product design enable mass customization?
12. 12
Supply Chain Management – Benefits
• A 1997 PRTM Integrated Supply Chain Benchmarking Survey of
331 firms found significant benefits to integrating the supply
chain
Delivery Performance 16%-28% Improvement
Inventory Reduction 25%-60% Improvement
Fulfillment Cycle Time 30%-50% Improvement
Forecast Accuracy 25%-80% Improvement
Overall Productivity 10%-16% Improvement
Lower Supply-Chain Costs 25%-50% Improvement
Fill Rates 20%-30% Improvement
Improved Capacity Realization 10%-20% Improvement
13. Customer Relationship
Management(CRM)
• Any application or initiative designed to help
an organization optimize interactions with
customers, suppliers, or prospects via one or
more touch points for the purpose of
acquiring, retaining customers.
14. Introduction of e-CRM
• eCRM is the application of CRM to an e-business’
strategy
– Personalization/customization of customers’ experiences
and interactions with the e-business
• Recall:
– Relationship between merchant and customers is distant
– Less expensive to keep customers than to acquire new ones
– Repeat customers have higher lifetime value than one-time
buyers
15. TRADITIONAL FORM OF CRM
• The existing CRM solution are not capable
enough to satisfy and retaining customers and
also there is no integrated tool which connect the
Central sales management, regional sales office,
customers care, sales, sales distribution, regional
sales team in effective manner.
• A 360 view requires the automation to bring
together all the data concerning a customer. This
implies that organizations have to change the
form :
16. TRADITIONAL CRM EMERGING SOLUTION
Mass production Product focus
Product focus Customer focus
1way communication Interactive communication
Response time Real time responses
17. Present CRM alternatives
• Present CRM solutions are offered by the host
of vendors that are to a great extent not
industry specific. While some vendors, who
have come up with industry specific solutions,
the broad model around which the CRM
solutions are built, remain the same. A typical
offerings of the current CRM solution (such as
Siebel, oracle apps or Mysap.com etc.) vary
form solution to solution
18. Present CRM alternatives
A typical offerings of the current CRM solutions
offerings comprise of :
• Customer developments
• Service center
• Sales management & support
• Market Analysis
• Internet, telemarketing product & brand
management
19. Present CRM alternatives
• Field sales , Tele sales
• internet sales
• Call centers
• Field service
• Internet customer service
• Service interaction center(call centers)
• Business partners collaborations
20. Technology impact on CRM
Technology is touching the way, we live our lives,
expectations of individuals is changing
continuously and PCs and internet revolutionizing
our lives in 21st
century . Some clear trends that
can be clearly seen are :
• More and more individual will like to be treated
as one single person rather then as among the
masses .
• People wish products and services round the
clock.
21. EMERGING IMAPCT OF E-COMMERCE
ON CRM
In a fast changing internet world there are very
clear trends that are emerging :
• Speed: people expect service at fast speed
• Increase of global market place: more & more
people , communities across the globe are able
to build relationships.
• Around the clock availability
• expansion of partners : internet offers the ability
for the organizations and people alike to partner
with suppliers and customers alike across the
globe.
22. eCRM
• In simplest terms e-crm provides company to
conduct interactive, personalized and relevant
communications across the globe with their
customers by utilizing the traditional and
electronic channels both.
• It adheres to permission based practices,
respecting individual's preferences regarding how
and whether they wish to communicate with you
and it focuses on the understanding how the
economics of the customers relationships affects
the business.
23. Contd…
• e- CRM is the electronic based version of
CRM. The user of the a e-CRM solution uses
the sources of the internet to increase the
relationship with the customer.
• Web based CRM can easily handle the
relationships between Central sales
management, regional sales office, customers
care, sales, sales distribution, regional sales
team.
24. Why employ e-CRM ?
• To optimize the value of the interactive relationships
• Enable the business to extends its personalized reach
in the hand of customers
• Coordinating marketing initiatives across the all
customers channels
• Leverage the customer`s information for more
effective e-marketing and e-business
• Focus the business on improving the customers
relationship and earning a greater share of each
customer`s business through consistent
measurement, assessment and actionable customer
strategy.
26. Contd…
• Electronic channels: new electronic channels
such as web and personalized e- messaging have
become a medium for fast and interactive ,
economic communication , challenging company
to keep pace with the increased velocity.
• Enterprise : through e- CRM the company gains
the mean to touch and shape a customers
experience through sales, services and corners
offices whose occupants need to understand and
assess the customers behavior.
27. Contd…
• Empowerment: it must be structured to
accommodate consumers who now have the
power to decide when and how to
communicate with the company, through
which channel , at what frequency. An e- CRM
must be structured to deliver timely pertinent,
valuable information that consumers accepts
in exchange of his/her attention.
28. Contd…
• Economics : an e-CRM strategy ideally should concentrate on the
consumer economics, which drives smart asset allocation decisions,
directing efforts at individuals likely to provide the greatest return
on customer- communication initiatives.
• EXTERNAL INFORMATION : the e-CRM solution should be able to
gain and leverage information from such sources as third party
information networks and webpage profiler application.
Acquisition (increasing the no. of customers)
Expansion (increasing the profitability by encouraging customers to
purchase more products and services)
Retention (increase the amount of time in which the customers
stays with company, making a long-term relationship)