Kale Implementing SAP® CRM

The Guide for Business and Technology Managers
Erscheinungsjahr 2014
ISBN: 978-1-4822-3143-4
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 513 Seiten

In today's competitive business environment, most companies realize that the better they can manage their customer relationships, the more successful they will become. Customer Relationship Management (CRM) software systems are key tools for companies to manage the customer-facing processes of their businesses. However, many companies have resisted implementing this most critical customer-oriented application due in large part to the lack of a single-point resource on implementing a CRM system. This book attempts to fill that gap.

Implementing SAP® CRM will help technologists and managers come to grips with the vision, concept, and technology of CRM. It begins by laying out the groundwork for understanding CRM. It explains the concept and context of CRM and the tangible business benefits of CRM adoption. Demonstrating a professional approach to the evaluation and selection of SAP, it details the critical success factors (CSFs), patterns, and anti-patterns of a successful SAP CRM implementation.

CRM implementations can add significant benefit to the company’s bottom line only if the company first transforms itself into a customer-centric and customer-responsive enterprise. This book explains what it means to be a customer-centric and responsive enterprise, and provides a framework for business operations based on customer relationships, rather than the traditional four Ps (product, positioning, price, promotion). It further spells out business process reengineering (BPR) strategies to configure internal business processes and operations with SAP CRM to improve customer-facing strategies, services, and relationships.

Zielgruppe

IT managers and CIOs.

Autoren/Hrsg.

Kale, Vivek

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Kundenbeziehungsmanagement, Kundenpflege
• Mathematik | Informatik EDV | Informatik Daten / Datenbanken
• Mathematik | Informatik EDV | Informatik EDV & Informatik Allgemein

Inhaltsverzeichnis

Preface
Author

SETTING THE STAGE

The Relationship-Based Enterprise
SAP: Company and Its CRM Product
Concept of CRM
Customer Centricity
Customer Responsiveness
Compelling Customer Experiences
Customer Loyalty
Customer Relationships
Customer Life Cycle (CLC)
Customer Value Management (CVM)
Customers as Lifelong Investments
Management by Collaboration
The Relationship-Based Enterprise (RBE)
The Information-Driven Enterprise
The Process-Oriented Enterprise
The Value-Add Driven Enterprise
Enterprise Change Management
The Learning Enterprise
The Virtual Enterprise
The Agile Enterprise
Summary

Customer Relationship Management (CRM) System
Introduction to Customer Relationship Management (CRM) Systems
CRM Transforms an Enterprise into an Information-Driven Enterprise
CRM Perceives an Enterprise as a Global Enterprise
CRM Reflects and Mimics the Integrated Nature of an Enterprise
CRM Fundamentally Models a Process-Oriented Enterprise
CRM Enables the Real-Time Enterprise
CRM Enables the Intelligent Enterprise
CRM Elevates IT Strategy as a Part of the Business Strategy
CRM Advances on the Earlier Approaches to Performance Improvement
CRM Represents the New Department Store Model of Implementing Computerized Systems
CRM Is an End-User-Oriented Application Environment
Anatomy of a CRM System
Application Maintenance–Related Systems
User-Interface-Related Systems
Application Management–Related Systems
Application Support–Related Systems
Miscellaneous
Types of CRM Systems
Closed-Loop CRM
Why Use CRM?
ERP versus CRM
CRMs as Keepers of Customer Knowledge Assets
Collaborative Enterprise
Extended Collaborative Enterprise
Extended Relationship Management (ERM)
Electronic Customer Relationship Management (eCRM)
Data Warehouse and Customer Analytics (ERM)
Data Mining
Customer-Triggered Company
Event-Driven Business Systems
Summary

CRM Evaluation
Capital Budgeting Models
Payback Method
Accounting Rate of Return on Investment
Net Present Value (NPV)
Cost–Benefit Ratio
Profitability Index
Internal Rate of Return (IRR)
Economic Value Added (EVA™)
Total Cost of Ownership (TCO)
Preparing a Business Case for CRM
Financial Approach
Cost Reduction Approach
Strategic Approach
CRM Acquisition Decision Process
General Considerations of CRM Evaluation
Checklists for CRM Evaluation
Checklists for CRM Functional Requirements
Significant Issues To Be Considered while Evaluating CRM
CRM Product Functionality and Features
Vendor Credibility
CRM Architecture and Technology
CRM Implementation and Use
Investments and Budgets
CRM Infrastructure
CRM Implementation Time
Summary

CRM Selection
SAP CRM for the Small and Medium Enterprises
CRM Selection Process
Selection Team
Functional Team
Technical Team
Technology Team
Commercial Team
CRM Core Selection Methodology
Process Selection
Enterprise Process Mapping
Script Tests
Stress Test
CRM Vendors and Products
Application Suites or Best in Class
Industry-Specific Functionality
Large Enterprises
Small and Mid-market Enterprises
CRM Products Comparison
CRM Selection Report
CRM Systems Comparative Chart
Script and Stress Test Reports
Recommendation Report
Summary

SAP CRM Solution
SAP the Company
SAP R/1
SAP R/2
SAP R/3
mySAP.com
R/3 Enterprise
SAP NetWeaver
mySAP Business Suite
Small and Medium Business Enterprise
SAP HANA
Significance of SAP
Customer Relationship Management (CRM)
Employee Relationship Management
Partner Relationship Management (PRM)
N-Tier Principle
Comprehensive World-Class Functionality
Lowest Total Cost of Ownership (TCO)
Customization and Upgrades
Highly Interactive Browser Interface
Internationalization and Localization
SAP Architecture
SAP Repository
Comprehensive Application Development Environment
Open Architecture
SAP Worldwide Services
Partnering for Growth
Other Significant Aspects of SAP
SAP Document
Recording by Example (RBE)
Variants
Drill-Down Reporting
SAP Strategic Initiatives
Accelerated SAP (ASAP) Implementation Methodology
Summary

SAP CRM Implementation Project Cycle
Mission and Objectives of the SAP CRM Project
Examples of Cited Reasons for Implementing SAP CRM
Guiding Principles for CRM’s Best Practices
Project Initiation and Planning
Critical Success Factors
Direct Involvement of Top Management
Clear Project Scope
Covering as Many Functions as Possible within the Scope of the SAP CRM Implementation
Standardizing Business Processes
Proper Visibility and Communication on the SAP CRM Project at All Stages
Allocation of Appropriate Budget and Resources
Full-Time Deputation of Key Managers from All Departments
Completing Infrastructural Activities on Time and with High Availability
Instituting a Company-Wide Change Management Plan
Training of SAP CRM Team Members
Training of User Members
Scheduling and Managing Interface of SAP CRM with Other Systems
Transition Plan for Cutover to SAP CRM
Implementation Strategy
Big-Bang Implementation of SAP CRM Components
Base Components Implemented First
Implementation of SAP CRM Standard Functionality
Pilot Site Deployment Followed by Rollouts at Other Sites
Utilize External Consultants to Primarily Train In-House Functional and Technical Consultants
Centralized or Decentralized SAP CRM Configuration
User-Driven Functionality
SAP CRM Implementation Project Bill of Resources (BOR)
Money
Materials
Manpower
Time Period
Information
Implementation Environment
Implementation Methodology
Accelerated SAP (ASAP) Methodology
Project Management
Project Organization
Project Control
SAP CRM Implementation
Preimplementation
Postimplementation
SAP CRM Support
SAP CRM Deployment
Why Some SAP CRM Implementations May Sometimes Be Less than Successful
Summary

SAP CRM and Enterprise Business Process Re-engineering
Background of Business Process Re-engineering (BPR)
Value-Added View of Business Processes
Business Process Re-engineering (BPR)
Enterprise Agility
Enterprise Change Management with SAP
Enterprise BPR Methodology
Strategic Planning for Enterprise BPR
Selecting Business Processes for BPR
Creating Process Maps
Analyzing Processes for Breakthrough Improvements
Innovative Breakthrough Improvement in Processes
Implementing Reengineered Processes
Measuring the Performance of Reengineered Processes
BPR and SAP CRM Implementation
Reference CRM Processes
Changeability of SAP-Driven Enterprises
Changeability Embedded in SAP
Converting Changed Business Processes into SAP Functionality
SAP CRM and Change Management
Change Champions: Core Team
Change Facilitators: Super Users
Change Agents: End Users
Summary

SAP CRM APPLICATIONS

SAP CRM Enterprise Applications
SAP CRM Marketing
Salient Features
Feature Details
SAP CRM Sales
Salient Features
Feature Details
SAP Service
Salient Features
Feature Details
SAP Interaction Center
Core Business Processes
Capabilities of SAP CRM Interaction Center
SAP CRM Partner Channel Management
Partner Management
Industry-Specific Solutions
SAP CRM Mobile Applications
SAP CRM Mobile Sales
SAP CRM Mobile Service
Summary

SAP E-Business Applications
What Is E-Business?
Basic E-Business Strategy Patterns
E-Business Challenges
E-Business Applications for a Customer-Centric World
SAP CRM Web Channel Enablement Solution
Salient Features
E-Business Applications
Summary

SAP CRM Application Environment
Distributed Applications
Distributed Application Requirements
N-Tier Application Architecture
Enterprise Architecture
Enterprise Application Integration (EAI)
Basic Concepts
Models of Integration
Service-Oriented Architecture (SOA)
Web Services
Enterprise Services
Enterprise Services Architecture (ESA)
SAP NetWeaver Overview
People Integration
Information Integration
Process Integration
Application Platform
SAP Solution Manager
Summary

SAP Tools and Programming
ABAP Custom Development
ABAP Genesis
ABAP Development Workbench
Programming in ABAP
ABAP Objects
Web Application Builder
Java Custom Development
SAP Java Development Infrastructure (JDI)
11.2.2 SAP NetWeaver Developer Studio (NWDS)
11.2.3 Java Application Development
11.3 Summary

PRE-IMPLEMENTATION STAGE

Initiating the SAP Project
SAP Executive Sponsor
SAP Project Executive Committee
SAP Project Steering Committee
Roles of the Executive and Steering Committee Members
Mission and Objectives of the SAP Project
Deciding the Scope of the SAP Project
Initiating the SAP Project
SAP Project Management Structure
Chief Project Officer (CPO)
Site Project Managers
Module Leaders
Resource Manager
Training Manager
Project Management Policies and Guidelines
Project Strategy
Project Planning and Monitoring
Project Resource Requirements
Project Training Requirements
Risk Management in a SAP Project
Selecting the Most Critical Processes
Implementing Best-of-Business Processes
Centralized Base Reference Configuration
Accelerated SAP (ASAP) Methodology
Change Management in a SAP Project
Roles of the SAP Project Team Members
SAP Project Team
External Consultants Team
SAP Administration Team
Summary

IMPLEMENTATION STAGE

SAP ASAP Methodology
Introducing the ASAP Methodology
Why Are SAP Implementation Programs So Complex?
SAP ASAP Methodology
Project Preparation
Business Blueprint
Realization
Final Preparation
Go Live and Support
SAP ASAP Methodology 7
Value Delivery Considerations
Business Process Management Considerations
Service-Oriented Architecture (SOA) Considerations
Success Patterns for SAP Implementation Projects
Summary

POST-IMPLEMENTATION STAGE

Supporting and Enhancing SAP CRM
SAP Deployment
Continuous Change
Customer Center of Expertise (CCOEs) Program
Help Desk
Upgrading SAP CRM Applications
Retaining and Retraining SAP Consultants
Retention Horizon
Extending the Boundaries of Expertise
Privacy and Security
Privacy
Intrusion
Integrity
Business Disruption
Application Outsourcing (AO)
CRM Application Service Providers (ASPs)
SAP Business ByDesign (BBD)
Private ASPs
Mobilizing the Enterprise and Relationships
Context-Aware Applications
Decision Patterns as Context
Big Data Analytics
What Is Big Data?
Big Data Appliances
Tools, Techniques, and Technologies of Big Data
SAP HANA
Summary

SAP CRM IMPLEMENTATION AND BEYOND

Valuing the Relationship-Based Enterprise
Enterprise Stakeholders
From Built to Last to Built to Perform Organizations
Aspects of Enterprise Value
Value to Customers
Value to Shareholders
Value to Managers
Value to Employees
Value to Vendors
Economic Value Added (EVA)
Value-Based Management
Time Value of Customers and Shareholder Value
Balance Scorecard (BSC)
Financial Perspective
Customer’s Perspective
Internal Business Processes Perspective
Learning and Growth Perspective
Performance Prism
Performance Prism Framework
Customer-Centric Activity-Based Revenue Accounting (ABRA)
CRM Metrics
Enhancement of Measures of Performances by SAP CRM
Summary
Beyond the Relationship-Based Enterprise
Intelligent Customer-Centric Enterprise
How Intelligent Is Your Enterprise?
Decisions on Desktops (DoD)
Prospects for the Future: Relationships on Demand!
Summary

Appendix A: Selecting SAP CRM Implementation Partners
Appendix B: CRM Industry Analysts
References
Index

Über Autor(innen)

Vivek Kale has more than two decades of professional IT experience, during which he has handled and consulted on various aspects of enterprise-wide information modeling, enterprise architectures, business process redesign, and e-business architectures. He has been group CIO of Essar Group, the steel, oil, and gas major of India, as well as Raymond Ltd., the textile and apparel major of India. He is a seasoned practitioner in transforming the business of IT, facilitating business agility, and enabling the process-oriented enterprise.

He is the author of Implementing SAP R/3: The Guide for Business and Technology Managers (2000), A Guide to Implementing the Oracle Siebel CRM 8.x (2009), Guide to Cloud Computing for Business and Technology Managers: From Distributed Computing to Cloudware Applications (2014), and Inverting the Paradox of Excellence: How Companies Use Variations for Business Excellence and How Enterprise Variations Are Enabled by SAP (2014).