...Dell – CRM System The mission statement for Dell is “to be the most successful computer company in the world at delivering the best customer experience. Dell has been widely successful at meeting this task through their effective use of CRM (Customer Relation Systems). Dell’s CRM strategy includes building better customer loyalty, creating greater customer satisfaction, and producing higher sales and marketing performance. Dell utilizes several different CRM softwares to help complete these strategies. Dell uses the database software along with analytics software called ProClarity to help segment different markets and build better customer loyalty Segmentation has been the backbone of Dell since its inception. These particular databases store tables of data that can be mined for information about clients and include customer information, their interests, and products. This helps Dell determine effective and efficient ways to target and segment the customers. ProClarity offers in-depth analytical abilities, resulting in positive and negative areas of business being clearly highlighted. This software allows for sales to be broken down by region, with overviews of each sales team, enabling Dell to measure trends and successes throughout the company. One way that Dell helps increase sales and marketing performance is through software called Hotlink. Hotlink is a marketing automation software program used to aid e-marketers in effective targeting, efficient marketing communications...
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...Student: An Ly Le ID: 30080208 Section 1: 1. Explain integrations and the role they play in connecting a corporation. Integration allows separate systems to communicate directly with each other, eliminating the need for manual entry into multiple systems Forward integration: takes information entered into a given system and sends it automatically to all downstream systems and processes. Backward integration: takes information entered into a given system and sends it automatically to all upstream systems and processes. The role they play in connecting a corporation: Enterprise systems can manage information across the entire enterprise, allowing users to view every detail of business operations. Enterprise systems are often available as a generic, but highly customizable, group of programs for business functions such as accounting, manufacturing and marketing. Integrations are achieved by using middleware. Middleware translates information between disparate systems 2. Describe supply chain management (SCM) and its role in supporting business operations. Supply chain management (SCM) the management of information flows between and among activities in a supply chain to maximize total supply chain effectiveness and profitability. Role in the supporting business operations: Materials flow from suppliers and their ‘upstream’ suppliers at all levels Transformation of materials into semi-finished and finished products through the organization’s own...
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...Table of Contents ............................................................................................................................................................... 1 EXECUTIVE SUMMARY .................................................................................................................... 3 INTRODUCTION ................................................................................................................................. 4 PART 1: OVERVIEW – INTERNET PROPERTIES & MARKETING IMPLICATIONS .................. 6 Website analysis................................................................................................................................. 6 Web and other online content ............................................................................................................. 7 Website properties (table 1.6) ............................................................................................................. 8 Website design and usability features ................................................................................................. 9 Multimedia and interactive features .................................................................................................. 10 PART 2: BENEFIT, COST AND VALUE CREATION ..................................................................... 13 Customer relationship management ..........................................................................................
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...sophisticated business-to-business interactions and collaboration activities at a level of enterprise applications and business processes. E-Commerce is different from e-Business because it mainly deals with just the buying and selling, whereas e-Business deals with more than just buying and selling. Also, e-Commerce primarily deals with on-line display of goods and services, ordering, billing, customer service and handling of payments and transaction. One final difference between e-Business and e-Commerce is that e-Business includes key business processes like Customer Relationship Management (CRM), Supply Chain Management (SCM), and Enterprise Resource Planning (ERP), whereas e-Commerce does not. An example of an e-Business company would be Dell Computer. Dell has created a “fully integrated value chain” that has a three-way information partnership with its suppliers and customers. Dell provides its...
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...Perspective Olaf Acker Florian Gröne Rami Yazbek Fares Akkad Social CRM How Companies Can Link into the Social Web of Consumers Contact Information Beirut Ramez Shehadi Partner +961-1-336433 ramez.shehadi@booz.com Raymond Khoury Principal +961-1-336433 raymond.khoury@booz.com Berlin Dr. Florian Gröne Senior Associate +49-30-88705-844 florian.groene@booz.com Canberra David Batrouney Principal +61-2-6279-1235 david.batrouney@booz.com Chicago Eduardo Alvarez Partner +1-312-578-4774 eduardo.alvarez@booz.com Mike Cooke Partner +1-312-578-4639 mike.cooke@booz.com Delhi Suvojoy Sengupta Partner +44-20-7393-3314 suvojoy.sengupta@booz.com Dubai Fares Akkad Senior Associate +971-4-390-0260 fares.akkad@booz.com Rami Yazbek Associate +971-4-390-0260 rami.yazbek@booz.com Frankfurt Stefan Stroh Partner +49-69-97167-423 stefan.stroh@booz.com Olaf Acker Partner +49-69-97167-453 olaf.acker@booz.com London Hugo Trépant Partner +44-20-7393-3230 hugo.trepant@booz.com Rami Mourtada Principal +44-20-7393-3444 rami.mourtada@booz.com Saibal Chakraborty Senior Associate +44-20-7393-3540 saibal.chakraborty@booz.com Milan Enrico Strada Partner +39-02-72-50-93-00 enrico.strada@booz.com New York Jeffrey Tucker Partner +1-212-551-6653 jeffrey.tucker@booz.com São Paulo Jorge Lionel Principal +55-11-5501-6200 jorge.lionel@booz.com Shanghai Andrew Cainey Partner +86-21-2327-9800 andrew.cainey@booz.com Sydney Peter Burns Partner +61-2-9321-1974 peter.burns@booz.com Ramez Shehadi and Florian Poetscher...
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...(General Facts from Case Study) Dell is a computer corporation recognized for manufacturing computer systems through parts assemble. In 1983, Michael Dell saw an opportunity in using IBM compatible computers for a new assembly line that can be sold to local businesses. The idea as explained by Michael Dell, in an interview with Joan Magretta[1], is that in the early days of computers' manufacturing, companies had to be able to produce every part of the system. As the industry matured, companies started to focus on single parts and to become specialized in creating items that can be assembled with other parts to prepare a computer. As a result, Dell understood that to have a competitive edge in the market, they needed to focus on activities that drive sales instead of putting capital in producing items that other manufactures are already creating. In the 1990's, the computer market revolved around desktops, notebooks, and network servers. Dell competed with high-end machines from IBM, HP, and Compaq with a product line that provided value-priced systems for consumers and highly reliable networked systems for business. In the late 90's, around 40% of households owned a pc in the US. On the contrary, from the business side, around 80% of the companies still had old server and desktop machines. Management had to approve purchasing orders, which resulted in only 2.2% of servers' sale in comparison to the total purchases for desktop PCs in 1996. In order for Dell to achieve $7.8 billion from...
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...Background of the company In 1983, 18-year-old Michael Dell left college to work full-time for the company he founded as a freshman, providing hard-drive upgrades to corporate customers. In a year’s time, Dell’s venture had $6 million in annual sales. In 1985, Dell changed his strategy to begin offering built-to-order computers. That year, the company generated $70 million in sales. Five years later, revenues had climbed to $500 million, and by the end of 2000, Dell’s revenues had topped an astounding $25 billion. The meteoric rise of Dell Computers was largely due to innovations in supply chain and manufacturing, but also due to the implementation of a novel distribution strategy. By carefully analyzing and making strategic changes in the personal computer value chain, and by seizing on emerging market trends, Dell Inc. grew to dominate the PC market in less time than it takes many companies to launch their first product I. Statement of the Problem Dell has been following its unique ‘direct build-to-order’ sales model for more than 20 years. Customers can plan their own configuration and place orders directly with the company via the phone or its Web site. Over the years, Dell’s supply chain efficiencies and direct sales gave it a competitive advantage. II. Statement of Objectives * Examine and analyze Dell’s Direct model, its basic working, success and future challenges * Typical Working of Dell’s Supply Chain and future supply chain challenges * Highlights...
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...Oracle Corporation It’s a huge company that provides enterprise software and computer hardware products and services. It develops, manufactures, markets, hosts, and supports database and middleware software, applications software, and hardware systems. It is organized into three businesses: software, hardware systems and services. Its software business consists of two segments: new software licenses and software license updates and product support. It’s hardware systems business consists of two segments: hardware systems products and hardware systems support. It authorizes database and middleware software, including database and database management, application server and cloud application, service-oriented architecture and business process management, business intelligence, identity and access management, data integration, Web experience management, portals, and content management and social network software, as well as development tools and Java, a software development platform; and applications software comprising enterprise resource planning, customer relationship management, financials, governance, risk and compliance, procurement, supply chain management, enterprise portfolio project and enterprise performance management, business intelligence analytic applications, Web commerce, and industry-specific applications software. It also provides customers with rights to unspecified software product upgrades and maintenance releases; Internet access to technical content; and...
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... Dell Inc. Competitive forces The Competitive forces has five forces which are threat of new competition; threat of substitute products or services; bargaining power of customers or buyers; bargaining power of supplier; and intensity of competitive rivalry. I. Threat of new competition: In the other word, it is the threat of new entrants. For the threat of new entrants, based on the Porter's five forces, a model for industry analysis, " Barriers to entry are more than the normal equilibrium adjustments that markets typically make." (Porter's Five Forces). If a company wants to enter a new market, it should consider about the following factors in the industry which are Government policy, economies of scale, capital requirements, brand identity, absolute cost advantages and Industry profitability etc. II. Threat of substitute products or services: According to Wikipedia, " The existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead." (Porter five forces analysis, 2009). Many factors such as switching costs, buyer inclination to substitute, price performance, and trade- off of substitutes should be considered by a company. III. bargaining power of customers or buyers: based on Wikipedia"The bargaining power of customers is also described as the market of outputs: the ability...
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...CRM – The Strategic Imperatives G. SHAINESH Professor of Marketing Indian Institute of Management Bangalore shaineshg@iimb.ernet.in Session Coverage • Explosion of CRM in Marketing and IT • Enablers for the Growth of CRM • Criticality of Customer Relationships • Why Businesses Should Adopt CRM? • Implementing CRM G. Shainesh. IIM Bangalore 2 Explosion of CRM in Marketing & IT • Academics as well as practitioners • Conferences • Journals – Special Issues • Associations & Forums • Centers for CRM • IT Solutions – Siebel, E.piphany, Oracle, SAP, Sage CRM, Microsoft Dynamics, SugarCRM, Salesforce G. Shainesh. IIM Bangalore 3 Enablers for the Growth of CRM • Emergence of service economy, • Emergence of market economy, • Global orientation of businesses, and • Aging population of the economically advanced economies G. Shainesh. IIM Bangalore 4 Enablers for the Growth of CRM ---1 • Emergence of service economy – 60-80% of GDP of developed nations – ~56% in India – greater customer orientation in services due to simultaneity / inseparability – Services early adopters of CRM • hotels, airlines, banking, financial services, telecom and retailing. G. Shainesh. IIM Bangalore 5 Enablers for the Growth of CRM----2 • Emergence of market economy – Deregulation of industries across the world in the 90s • banking, telecommunications, broadcasting and airlines – Market oriented economy necessitated customer focus and boosted the importance...
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...market structure of both markets. B2B market is niche size. There are relatively few buyers however those buyers are large buyers. B2C market is large in size but consists of small buyers. Also, B2C market is pure competition whereby there are many sellers and buyers in the market. Due to the target market being a mass market, a single buyer or seller does not have much effect on the market. However, the niche size B2B market is oligopolistic competition with very few sellers, hence they are sensitive to each other’s pricing and marketing strategies. Therefore, B2C can afford to lose buyers as the loss is much lower than B2B, thus explains the different drives. For example in the information technology (IT) industry, the chosen company, Dell Inc. (Dell) develops, sells and repairs computers and related products and services to both B2B and B2C markets. A B2C buyer might purchase one unit of computer but a B2B buyer might purchase a...
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...End of Chapter Questions Chapter 1 1. Why is CRM a difficult business practice to define? It can apply to different levels of customers—for example, distributors, dealers, and lateral partners, as well as final consumers. 2. Most agree that CRM systems must do what three things well? Gather customer data from all touch points, o Warehouse the data providing easy access for all who need it, o Deliver useable information based on the data. 3. CRM systems enable organizations to focus on relationships as opposed to transactions. What is meant by this? Many companies focus on the opposite of "relationship"; i.e., on the transaction itself. This is a short-term view that merely focuses on the exchange of a company's product or service, broadly defined, for money. Transactions are one-shot exchanges without any concern for the future. Transaction marketing views the sale as the end of the relationship, whereas relationship marketing views the sale as the beginning of the relationship. In today's business world relationships are, in fact, possible, given advances in information and telecommunications systems. Relationships require two-way communications between customers and the organization. Further, information from these communications, when integrated, recorded, and managed, enables relationships to be developed and maintained 4. Comment on the correctness or incorrectness of the following statement: “Companies should make it their goal to attract the greatest number of customers...
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...Q: 1 Why Integration among three macro processes- CRM, ISCM and SRM is crucial for successful supply chain management? Answer: Customer relationship management (CRM) is a widely-implemented strategy for managing a company’s interactions with customers, clients and sales prospects. It involves using technology to organize, automate, and synchronize business processes—principally sales activities, but also those for marketing, customer service, and technical support. The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service. Customer relationship management describes a company-wide business strategy including customer-interface departments as well as other departments. Measuring and valuing customer relationships is critical to implementing this strategy Internal Supply Chain Management (ISCM) The primary objective is to visualize activity and event spawn during work flow and offers panoramic view of upstream and downstream activities. It constitutes inbound, outbound and production operations, and can be segmented into Raw material, work in process and finished goods with their intrinsic operations. Supplier Relationship Management (SRM) is about developing two-way, mutually beneficial relationships with your most strategic supply partners that deliver greater levels of innovation and competitive advantage than could be...
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...A Direct Threat to the Status Quo An Analysis of the PC Industry and Dell, Inc. I. Personal Computer Industry Summary a. Industry Profile b. Typical Industry Competitive Strategy c. Porter Model Evaluation d. Globalization of the Industry e. Importance of I/T to the Industry II. Dell, Inc. a. Dell Company Profile b. Market and Financial Performance c. Competitive Strategy Statement d. Significance of Information Systems e. Strengths and Weaknesses of Dell, Inc. III. Structured Analysis of Information Systems Use a. Strategic Option Generator b. Roles, Roles and Relationships c. Redefine/Define d. Significance of Telecommunications e. Success Factor Profile IV Final Analysis a. Success of Business Strategy and I/T Use to Date b. Have the Above factors Positioned Dell for the Future? Objective of this paper A thorough analysis of the PC Industry yields a unique look at the most dynamic market arena in the last 25 years. This analysis paper seeks to offer just that: an in depth view of what it takes to succeed in this marketplace. While focusing on the international end-user and corporate markets, important topics such as threats, tactics, and future trends of the core market players will be scrutinized. Further, we offer an in-depth look at how Dell Inc., one of the market’s most successful players, deals with these threats and competition...
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...Introduction of e-commerce Electronic commerce can be defined as sales or purchase of goods and services or any commercial transaction through electronic systems such as internet, telephone and e-mail. There are several forms of e-commerce, including: Business-to-Business (B2B) is the electronic transactions between enterprises for conducting business. Business-to-Consumer (B2C) is the business sell of products or services directly to customers, such as Gmarket, Alibaba etc. Consumer-to-consumer (C2C) is the business conduct between consumers. This usually is a form of auction or forum site, such as E-bay. Consumers post what they intend to sell on the webpage, other consumers can access and bid for the item. Customer-to-business (C2B) is a form of business offered by consumer to business to exchange for money. For example, designers sell a design to a multimedia manufacturing company online. One of the major subset of E-commerce is mobile commerce. It is the sale and purchase of goods or services or conducts any business activities through internet connection using handy devices such as mobile phones and tablets. Mobile commerce is getting popular and can be defined as the next generation of e-commerce. Businesses conduct e-commerce to stay competitive. Some of the businesses are successful with the use of e-commerce, such as online shop Amazon and DBS Bank. Amazon provides a massive range of products. They are focus on their selection, price and convenience. Customers can...
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