...GROUP PROJECT Joe & Sugars Cafe: Evaluation of CRM/POS Systems for Implementation Lindsay Crigler, Gracie Flyg Brooke Hewitt, Katie Keeney, and Grace McCrary BA 550 Management Information Systems December 7th, 2014 1 GROUP PROJECT Abstract Advancements in point of sale technologies are making it easier than ever to run a business. Traditional systems complete orders and payments from a standalone terminal, however POS today's POS systems can do multiple useful things. Examples of the POS’ services includes processing credit cards, and using mobile devices to transmit sales data to other software a business already uses. Many POS systems now come with builtin customer relationship management (CRM) features. These advances in technology allow business owners to perform operations like inputting customer information, creating sales reports, and updating customer databases in the cloud with ease. Businesses can save time and money, and grow as a company 2 by using POS data to build solid relationships and deliver the best customer experience possible. This analysis and evaluation of POS & CRM systems is for Joe & Sugars Cafe in La Grande, Oregon. The evaluation will examine the existing system, compare two possibilities of new operating systems, and give a recommendation based on the analysis. GROUP PROJECT Joe & Sugars Cafe is a coffee shop located in La Grande, Oregon on what is called the ...
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...Fall 2014 | MIS 535 | small business consultation on the implementation of a Contact resource management (CRM) system | | Table of Contents I. Abstract II. Brief Company background III. Discussion of business problem IV. High level solution V. Benefits of solving the problem VI. Business/technical approach VII. Business process changes VIII. Conclusions and overall recommendations IX. High-level implementation plan X. Summary of project References I. Abstract This proposal will detail how the purchase and implementation of CRM system not only eliminates the current challenges Aces Wild Casino Parties’(AWCP) faces in data mining, data sharing, and effective email follow-up/marketing, but also that once a CRM is purchased and fully implemented some of the benefits that can be expected are: * AWCP customer data becomes centrally managed, eliminating duplicates and providing more security for sensitive information. In addition, sales overlap can be eliminated. * AWCP marketing teams have access to better quality customer information and can effectively reach out with more targeted campaigns. * Sales pipeline reports become more accurate and can be used for forecasting cash flow predictions. * AWCP management decision-making processes are streamlined due to the wealth of customer and sales information provided by a properly maintained CRM system * AWCP customer retention is improved due to a variety of...
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... The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations Kevin B. Hendricks a,1, Vinod R. Singhal b,*, Jeff K. Stratman b,2 b Richard Ivey School of Business, The University of Western Ontario, London, Ont., Canada N6A-3K7 College of Management, Georgia Institute of Technology, 800 West Peachtree St., NW, Atlanta, GA 30332-0520, United States Available online 23 March 2006 a Abstract This paper documents the effect of investments in Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM) systems on a firm’s long-term stock price performance and profitability measures such as return on assets and return on sales. The results are based on a sample of 186 announcements of ERP implementations, 140 SCM implementations, and 80 CRM implementations. Our analysis of the financial benefits of these implementations yields mixed results. In the case of ERP systems, we observe some evidence of improvements in profitability but not in stock returns. The results for improvements in profitability are stronger in the case of early adopters of ERP systems. On average, adopters of SCM system experience positive stock returns as well as improvements in profitability. There is no evidence of improvements in stock returns or profitability for firms that have invested in CRM. Although our results are not uniformly positive across the different enterprise systems (ES), they are encouraging...
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...results of the effective implementation of customer relationship management (CRM) systems. What is the most effective way to realize all of the benefits from CRM system implementation? Research for this report included a review of current literature on effective implementation of CRM systems and the market data on popular CRM systems on the market available on Gartner, the leading information technology research website. Major findings indicate that just simply buying into a CRM system would not bring the promised benefits associated with the system. That is only possible if the implementations of the system is backed by appropriate strategies, supplemented by the aid of high tech IT solutions and it is the most important to know how to use the integrated information system to the best advantage. For the new CRM system being implemented in the company to be a success, the company has to evolve and implement a strategy that will iron out the kinks from the existing system to the new. The success of this endeavor depends greatly on the top management, who has to showcase their commitment and, most importantly, lead the way, guiding the rest of the employees to a new direction, which, when supplemented by the new IT infrastructure, can help give the company the competitive edge it so desires. At the end of the day CRM is only a tool, which can bring tremendous success to the company only if it is implemented and utilized properly. Introduction CRM is a more than just technology...
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...An analysis of the factors of successful implementation of customer relationship management in chain of supermarkets in the United Kingdom 1. Introduction Today, more and more companies find that cultivating customer loyalty is a key factor to achieve success. Customer relationship management (CRM) focuses on the relationship between customer and company. Due to this feature, many companies are trying to establish their own CRM system for helping them to connect new customers and boost old customers’ long-term loyalty. CRM systems include operations and analysis, and relationship marketing strategy and supporting, customer-centric business processes (Buttle 2004). With the development of information technology (IT), using CRM system is more convenient. It is considered as an important strategic compulsory (Coltman 2007), with investment predicting that global costing will increase on CRM system over the future (Gartner Group 2009). From a U.S. based survey, it was found by Goodhue et al. (2002) that a CRM system had already been established or was planned by 91 percent of companies. However, according to Rigby, the application of a CRM system is not very successful (Rigby et al. 2002).The main reason is that more than half of total companies consider CRM as a simple technology solution which aims to build a bridge among marketing, sales and service (Peppers and Rogers, 1999). A successful implementation should consist of different functional departments and be based on...
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...Introduction Customer acquisition and retention have become essential in a highly competitive global market where advanced technological and web-based tools and applications are used to lure new customers as the old marketing strategy of quality goods at low cost has become redundant and the focus is on customer centric marketing and product development. Customer Relationship Management (CRM) has been defined as, “a cross functional, customer-driven and technology-integrated business process management strategy that maximizes relationships” Chen and Popovich (as cited in Parsongsukan,2010, p.17). The successful implementation of a CRM strategy requires organisational transformation, changing business processes and only then can CRM implementation achieve the desired results and CRM vision. CRM implementation cannot be restricted to software and technological upgradation for enhancing customer database management. CRM is an integrated approach that requires organisation and business process transformation for effective implementation. History of CRM The evolution of CRM started from mass marketing when companies’ mass- produced goods and services believing that customers had similar needs and preferences. This trend gave way to target marketing where marketing campaigns were used to target goods and services to different strata’s of consumer segments. This later gave way to transactional marketing as competition increased and companies competed on the basis of...
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...this era says that for a successful venture customer relationship management (CRM) is to recognized as a widely acceptable concept. In simple words to understand CRM we can consider it another name for the banker customer relationship. Macro-economic factors like globalization, liberalization and modernization has given it a new form. Today’s CRM requires real time interaction than that of the earlier times. Focus of various banks has changed from attracting customers to retaining as well as attracting new customers. Ensuring safety and at the same time efficiently utilizing resources is need of hour.The report presented is an initiative to address the issues and status of CRM with focus on evolution and background of this concept. How the technology has helped CRM in new age banking is also discussed here. | CRM IN NEW AGE BANKING | VIVEK SHARMA 10BSPHH011019 SECTION: C CONTENTS 1. Abstract 2 2. Introduction 3 3. Evolution of CRM 4 4. Customer relationship management 5 5. Overview of Indian banking sector 7 6. CRM in new age 12 7. Role of IT in CRM implementation 14 8. Present scenario 18 9. Conclusion 20 Abstract The pulse of this era says that for a successful venture customer relationship management (CRM) is to recognized as a widely acceptable concept. In simple words to understand CRM we can consider it another name for the banker customer relationship. Macro-economic...
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...IMPLEMENTATION OF CUSTOMER RELATIONS MANAGEMENT AT ANZ BANK Table of Contents 1.0 Introduction 3 2.0 Company Background 3 3.0 SWOT Analysis 4 4.0 CRM Project Objectives 4 5.0 Selected CRM Suite and Analytical Capabilities 5 6.0 Infrastructure Requirements 10 7.0 Training 11 8.0 Timeline 12 9.0 Budget 14 10.0 Conclusion 14 References 15 Implementation of Customer Relations Management at ANZ Bank Introduction Customer Relations Management (CRM) is the integration of people, processes, and technology to maximise relationships with its customers (Goldenberg, 2003, p.7). It involves a comprehensive approach that provides seamless coordination between all customer-facing functions through technology, which is used to organize, automate, and synchronize sales, marketing, customer service and technical support. The main aim of the CRM initiative is to facilitate the use of technology and human resources to gain valuable insights into the behaviour and value of its customers (Onut et al., 2002, p.3). This is particularly very instrumental in the banking sector (Yao & Khong, 2012, p.151). CRM programs are associated with improved financial performance, customer loyalty and satisfaction. Company Background The Australian and New Zealand Banking Group (ANZ bank) is the third largest bank in Australia and the largest bank in New Zealand in terms of market capitalization. Australian operations...
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...Customer Relationship Management (CRM) System for Improved Sales and Customer Relations Managerial Applications of Information Technology – MIS-535-18378 Keller Graduate School of Management February 22, 2015 Abstract Review of Albright, Inc. customer service sales systems indicated that the company’s sales are down due to the lack of efficient databases to understand the customer life cycle. Albright, Inc. sales religious interdenominational Christian publications through customer service telephone centers and retail outlets. Customer interactions and data sales are recorded through several systems that are not integrated and are difficult for the sales force to access. The company is in need of a solution to increase sales revenue with declining sales and expand it market presence. A database system is needed that will help to analyze relevant customer data quickly for increased sales opportunities. This will also provide a competitive position in the market place for a larger share of the market. After careful review of stated requirements three Customer Relationship Management (CRM) vendor systems are being suggested based on analysis of the cost and benefits to be achieved with automating the customer sales processes for both the customer service center and retail outlets. The key strategic factors that will impact Albright, Inc. future sales growth and market presence is a robust system that will streamline sales operations...
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...Assignment 2 KPMG Melbourne Pty Ltd. CRM system Proposal Group 2 MICHELLE ZHAN PING LIEW PHANINDER KUMAR EMANI DUY NGUYEN SATYANARAYANA RAMAVATH UCHINI SENEVIRATNE Table of Contents Executive Summary 2 1. Project background 3 2. Drivers for change 3 3. Objectives 3 4. Selecting CRM solution 3 4.1 CRM package evaluation criteria 3 4.2 Vendor selection 4 4.2.1 Creating list of vendors 4 4.2.2 Selecting vendor 4 4.2.3 Recommendation 5 5. High level project plan 5 5.1 Introduction and Objectives of the Project Plan 5 5.1.1 Overview of the Organization 5 5.1.2 Current Situation and Problem 5 5.2 Goals and Objectives 6 5.3 Project Scope 6 5.3.1 Product Description 6 5.3.2 Project deliverables 6 5.4 Project Schedule 7 5.5 Project Budget 7 6. Critical success factors 8 7. Risks and recommended responses 8 7.1 Risk Analysis 8 7.2 Strategies for mitigating risks 9 8. Overview of costs 10 9. Benefits 11 10. Cost Benefit Analysis 11 11. Change Management Strategy 12 12. Communication Plan 13 13. Summary 14 14. Recommendation 15 15. Appendices 15 15.1 Figure 4.1: Detailed CRM package evaluation criteria and questions 16 15.2 Figure 4.2: Scoring of detailed requirements of 3 CRM packages 17 15.3 Figure 5.1: Detailed project schedule 22 15.4 Figure 7.1: Risk analysis table 23 15.5 Figure 9.1: List of benefits 24 15.6 Figure 10.1: Cost benefit analysis 25 Executive Summary This report provides an analysis and evaluation to the Executive...
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...group members, we managed to make the thesis easier to understand. We would also like to thank Halmstad University which has given us a good environment and the opportunity to undertake the dissertation in which we are interested. Also, many thanks to Company A which provided a large amount of information which forms the empirical data. Finally, we want to thank our families and friends. You gave us all support both emotionally and financially during the one year study, especially in the last five months for our dissertation. Halmstad August, 2011 I Abstract Customer Relationship Management (CRM) which focuses on the relationship with customers has become more and more important in business management. CRM is a managerial system based on technological applications which can help companies to get competitive advantages. In our paper, we focus on the CRM in the Chinese context and our purpose is to identify important factors during the management of customer relationship in China. We have studied one of the largest Chinese Telecom companies. The...
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...closely affiliated asset management company with $15 billion in assets; and a financial services company. Since the early 1990s, these three enterprises have shared the same client database and other software programs. The first program utilized, an inexpensive, off-the-shelf system with limited capabilities, was used by the sales department of both the mutual fund company and the asset management company primarily to store names, telephone numbers, and notes of salespeople. A second program was used by the IT department to update the database as new clients arrived and record daily sales data. A third program was installed at all internal and external salespersons’ workstations and laptops to provide current data to the sales force. In addition, the Client Service Call Center used a separate designed-in-house program to track incoming call activity. The technology systems utilized by employees in Mashkin were designed to support general sales activities. None of the software was designed specifically for the needs of their financial divisions (either the mutual fund or the asset management side) and lacked the analytic functionality as well as the collaborative functionality to interface with other systems within Mashkin. This...
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...Client: Hewlett Packard Summary: HP utilizes SAP CRM to combine previously separate customer service channels. Case Study: Based in Palo Alto, CA, Hewlett Packard (HP) is the world’s largest IT company with revenue of over $114 billion in 2009. HP’s Imaging and Printing Group (IPG) is primarily responsible for the company’s printing and scanning hardware and supplies. With customers throughout the globe, HP utilizes multiple channels to provide customer support – phone, email, and online chat. Before their SAP CRM implementation, IPG utilized three completely separate systems to provide customer support. There was one system for email support, another for phone support and a third for online chat support. Since these systems were from three separate vendors, the communication and syncing capabilities were limited. For example, when customers called in for phone support, the interaction history was not available for other non-phone representatives to access. A customer service representative providing chat support was unable to pull up a customer’s call-in or email history. As a result, customer service representatives were not always properly equipped to get a 360 degree view of the interaction details and history of every customer. In order to provide a better customer service experience, IPG looked for a solution that would seamlessly combine the phone, email and chat channels into system. Ultimately, IPG chose SAP CRM and iServiceGlobe as a vendor to assist the...
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...Conceptual Framework for E-CRM Project Deployment in Indian Banks Ashwini Atul Renavikar ashvinirenavikar@yahoo.co.in University of Pune Sharad L Joshi sharadljoshi@gmail.com Marathwada Mitra Mandal Institute of Mgt Education, Res and Training, Pune A survey of Database Group (2006) has revealed that approximately 65% of the financial institutions have failed in getting expected benefits from huge investments in CRM technology. Another finding of the study conducted by I-L Wu and K-W Wu (2005) approximately 60% of the web-based CRM software (e-CRM) installations are failures. With these findings at the background the researchers have attempted to study the aspect of e-CRM deployment in 11 Indian banks (34 branches) with specific reference to banks in Pune and Mumbai. The study has been conducted in a sectoral comparison of public, private and cooperative banks. The study has contributed to the body of knowledge by suggesting a conceptual framework – PCM-PPT framework which is a result of quantitative and qualitative analysis of responses by bankers and e-CRM consultants. Keywords: e-CRM, Relationship Marketing, McCall’s Quality Factors 1. Introduction Customer relationship management (CRM) is that part of an enterprise’s business strategy that enables the entire enterprise to understand, anticipate and manage the needs of any current and potential customers. CRM is not an event or a technology, or even an application or a process. Ideally, CRM is a comprehensive strategy...
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...and oftentimes being disappointed with the results. Gummesson (2004) describes CRM as "the values and strategies of relationship marketing with particular emphasis on customer relationships- turned into a practical application." CRM has become a necessity to successfully and profitability manage customers and a firm’s relationship with them, with the market reaching a value of approximately $11.5 billion in 2002. (Xu et al. 2002). However, despite this large spending it is estimated that 70% of CRM implementations fail. (Xu et al. 2002). There are a number of reasons for these failures, such as a failure to implement it throughout the organization and resistance from employees. But in some cases the buyer-seller relationship does not merit a collaborative-style relationship; the customer may only require a transactional relationship. It is because of this reason than I believe that CRM does not always have to constitute the heart of B2B marketing. Many firms adopt CRM technologies because it is what their competitors are doing, without clarifying exactly what they hope to achieve from it. Many do not realize that they are already undertaking basic CRM practices, without the use of expensive systems such as Oracle or Siebel. Gummesson (2004) points out that the behavior of the classical industrial salesman in many successful companies was the same that is advocated in relationship marketing, CRM and key account management, such as, working in the long term, not evaluating customers...
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