Assingment on Crm

8/7/2019 Assingment on Crm

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ASSINGMENT ON CRM

SUBMITED TO :- SUBMITED BY:-

MR. NITTIN SINGH SUNIL KUMAR

MIM FACULTY (MARKETING) PGDM-16th

BATCH


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Q.What Is A CRM ?

y Customer Relationship Management is all about understanding the customers needs andleveraging this knowledge to increase sales and improve service.

y Customer Relationship Management blurs the boundaries between sales and services, andis used to unify a companys activities around the customer.

y Customer relation management focuses more widely on customer and on the entirefunctions connected with value creation and delivery chain of the organisation concerned.

Developing core services to build customer relationship, customisation of relationship,augmenting core services with extra benefits, enhancing customer loyalty and fine tuning

internal marketing to promos-e external marketing success.

By:-Leonard I. Berry (1983)

y A tool to turn current and new customers into regularly purchasing clients and thenprogressively move them through being strong supports of the company and its product to

being active and vocal advocates for the company.

By:- Christopher et al (1990)

Q. What Is A CRM Database?

A CRM database is a program of stored information that is relevant and useful to the success

of your business. CRM database programs can be used as standalone software, incorporated

with existing databases, such as Outlook or Excel, or a combination of the two. What a CRM

database may hold can vary greatly due to the type of business, the focus of marketing, and


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the direction in which the business is going. A CRM database can be used for customer

information, employee tasks, marketing plans, and a variety of other daily business functions.

CRM database, the most utilized feature in CRM programs.y One of the most utilized features of customer relationship management programs is the CRMdatabase. Companies use the CRM database to gather information and details about their

customers, including their needs and purchasing history. The CRM database can also be used

to track employee sales and success rates, as well as task lists and completion. Manycompanies incorporate their CRM database into their marketing and advertising plans. As the

information entered into a CRM database is customizable to your own business, the uses ofthe data collected are only as limited as your imagination.

CRM Database: Customer Information.y The most often used information in a CRM database is the customer information. This can

include personal information, such as contact addresses and phone numbers, as well as

family size, location, and other demographic information. Many companies also use theirCRM database to record purchase information, service calls, customer support needs, and

even warranty information. Anything relative to customer interaction can be placed in aCRM database.

CRM Database: Employee Information

y The CRM database can also be a hub for managing your employees. Vital information can bestored within the CRM database, such as employee ID files and commission information.

Also, some employers and managers find it useful to assign tasks, check progress, andmonitor the sales records of their employees through the CRM database. The CRM database

can be a managers second set of eyes, as to the productivity and motivation level of theiremployees.


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CRM Database: Other Usesy Another popular use of a CRM database is within a business marketing plan. Because of the

detailed records kept on the customers and their buying habits, many businesses find their

CRM database to be their best marketing tool. It is easy to create reports on buying trends

and habits and focus marketing strategies to best fit these needs using the information in the

CRM database. Other companies use the CRM database information to track sales and create

goals for their sales team. Depending on the specific needs of an organization, there are

plenty of different uses for the CRM database to discover or design

Customizing and Utilizing Your CRM Databasey One of the most useful things about a CRM database is the ability to customize it to the

specific needs of a business. Adding and removing data fields to record the information aboutyour company and customers that you want is a great feature of a CRM database. It is up to

you as a business owner to decide what types of information are the most pertinent to thegrowth and profitability of your business. Also creating specific reports on the items and

information you need is easy with a CRM database. Analyzing your business has never beenmore efficient. Crate the perfect marketing plan and save money by focusing the advertising

to the more receptive audience with the information you have stored. You will quicklydiscover that your business has grown tremendously in a short time once you begin using the

CRM database to manage your business.

Advantages of Prophet CRM Databasey

The Prophet CRM database allows you to accomplish all of the necessary tasks of your business, while streamlining these projects into one simple program. Information can be

imported from Outlook and Excel to make moving to the new CRM database fast and easy.

You can customize the CRM database to suit your needs and create the perfect customer files

and reports to stay ahead of the trends and needs of your consumers. The CRM database

from Prophet will work with you to increase your sales and effectively grow your business

beyond your wildest dreams.


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During the hyper-growth economy of the late 90s, and early 2000s, many companiesinvested hand-over-fist in Customer Relationship Management (CRM) technology. With the anticipatedbenefits that CRM brings, it is no wonder that many companies jumped on the bandwagon. Thebenefits to be realized by the effective implementation of CRM include: Increased revenue and profitability Improved customer and employee satisfaction and loyalty Increased operational efficiencies

Q. what is CRM?

Customer Relationship Management has been defined as a business approach that integrates people,

process and technology to maximize relationships with all customers, through the seamlesscoordination between all customer-facing functions.

Yet, according to estimates provided by leading analysts, over half of all CRM projects fail to meet theirinitial ROI targets. A recent study published by Nucleus Research, Inc. found that 61% of SiebelSystems reference customers reported negative ROIs from their CRM implementations after two yearsof use. Another report issued by The Gartner Group, Inc. estimated that well over 65% of all CRMprojects fail. There are a handful of reasons at the root-cause of CRM failures. We will review each,and identify the strategy that you can use to avoid common these pitfalls.

The common pitfalls of CRM include: Viewed as a technical, not a business, problem Driven from the top down Lack of senior management involvement Not targeting the areas of highest adoption Driven by the IT organization vs. business leaders Trying to do too much at once

In the following sections, we will explore each of these potential pitfalls and how you can avoid them.


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CRM Viewed as a Technical Not a Business ProblemOne of the most common reasons why CRM projects fail is that the technology was allowed to dictate

how customer relationships would be managed instead of the technology being the enabler.

My first CRM assignment was targeted at improving the performance of a service organization.Upon doing the high-level analysis, all I kept hearing from the organization was we need a singlesystem. There were several customer-facing organizations that were each using their own system tomanage customer interactions. Some were home-grown and others were paper-based. And, on thesurface it appeared that a single system was the answer. Per the established protocol I went to mysenior manager to provide a project status update. In summary, I reported we need to get a newsystem. My manager thumped me on the head and said it is a process issue. Fix that, and then wewill discuss systems. Not fully appreciating the magnitude of what he shared, I went back to work. Icontinued my fact finding, and coming from an IT perspective (at that point in my career) I again went

back to my senior manager and said we can fix this with a system. Thump. He responded, somethingto the effect of, dont talk to me about the system, fix the process and then well discuss systems.That was some of the best advice (and lumps) that I have ever received.

At this point, we dove in and developed a customer contact management (a.k.a., problemmanagement, case management) process for handling customer inquiries and problem reports. Wethen rolled out the process with NO new technology, and spent a few weeks working out the kinks.Once the process had been burned in we THEN defined our systems requirements, selected thesystem and implemented. And, we found that the systems part of the project was EASY. We hadalready worked out all the issues regarding: roles, responsibilities, process flow, etc.

STRATEGY #1: Define your customer relationship and interaction processes, and implementthem. Once these are "burned in" consider the appropriate systems solution.

CRM Driven From the Top DownOften, CRM programs are driven from the top down. Senior management wants reporting on sales, thepipeline, forecast, etc. Many times, CRM is sold as the answer. CRM can be the answer provided


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other things are in place first. For example, in order to generate the information desired by seniormanagement, your sales team needs to input quality information into the system. Typically, when usersare asked to put more into a system than the benefits, the results are a low adoption rate. Sure, you willget data entered into the system. However, over time you will discover that the integrity isnt there asyour sales team continues to follow their tried and true ways of developing and closing business.

Human nature will prevail, and you will find your users doing the minimal required to show theirattempts at using a less than adequate system.

STRATEGY #2: During the initial phases of your CRM initiative ensure that you consider the

requirements of senior management, and meet the requirements of your front-line personnel.Management reporting will come, but ONLY after your customer-facing personnel are receiving valuefrom the system. It has been said that users need to obtain 3 units of benefit from a system, for 1 unitof work that they put in to a system. If you dont acknowledge this, your CRM initiative will strugglegetting off the ground.

Lack of Senior Management InvolvementWhile CRM initiatives shouldnt be driven just from the top down, as discussed above, seniormanagement involvement is absolutely critical. Without senior management involvement, accountabilityfor ROI (return on investment) will be non-existent and the program will experience scope creep aseveryone tries to get their requirements in. Scope creep brings with it cost overruns andimplementation delays. Both of these can be avoided.

STRATEGY #3:Ensure senior management involvement in your CRM program, to include:-

Prioritizing high-level requirements. Your senior managers need to make the tough decisionsabout what will go, what will wait until a subsequent phase and what will not occur at all.

Placing accountability for the program's success on the shoulders of the senior manager(s) that aresigning up to meet the numbers (increased revenue, operational efficiencies, customer


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satisfaction, etc.) that make up the ROI of your CRM initiative. At the end of the day, these seniormanagers are accountable for the success of your company's CRM initiative: no-one else!

Not Targeting the Area of Highest Adoption

Lets face it, companies want revenue. And, where do you get revenue? The answer: sales. How doyou improve sales effectiveness? Again, CRM is often sold as the answer.

With that said, let us consider the typical areas that CRM impacts: Sales, Marketing and Service. CRMinitiatives tend to address these functions in the order listed. However, consider the characteristicsof each group:

Sales people are typically not process oriented. They are relationship builders. They tend todemand much flexibility in the way they work, which includes the systems they use.

Marketing teams tend to be more process oriented, while at the same time they need to becreative (read flexible) in terms of approaches to develop and pitch a companys value propositionto the marketplace.

Service personnel are highly process oriented and their management structure is typically focusedon measures to continuously improve operational efficiencies and religiously follow process andprocedures.

What we have found, is that targeting service functions first, in a CRM initiative, provides for the highestadoption rates. Once a service team has converted to the system there is immediate payback inoperational efficiencies, and increases in customer satisfaction soon follows. And, by virtue ofmanaging the service function from the system, customer information is being accumulated.Information is now available to other organizations including:

Customer inquiries (questions on use of the product / service) Customer calls to report a problem Number and type of calls by product/service typeMarketing and product management can leverage the above information to consider evolving theProducts /services offered by your company. And, Sales can leverage this information to spot up-sell /cross-sell opportunities. In summary, interest is generated for access to and use of the system. Byaddressing service and subsequently marketing, you have greased the skids in preparation forimplementing CRM for your Sales force. By the time you reach Sales, there will be inherent value in the


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system, making it much easier for Sales to get the 3 units of benefit from the system, for each unit ofwork they put in (discussed above).

STRATEGY #4: Target your service functions first, then marketing, then sales. The momentum andvalue created, in the system, helps to ensure a successful adoption rate by your Sales professionals.

Driven by the IT Organization vs. Business Leaders

Make no mistake, your IT organization is a critical aspect to the successful automation of your CRMpractices. However, if your IT organization is leading the overall initiative, you have not placed

accountability where it belongs. Lets look again at the promise of CRM:

Increased revenue and profitability Improved customer and employee satisfaction and loyalty Increased operational efficiencies

Who is accountable to achieve these results? It is typically NOT the IT organization. Instead, it is thesenior manager of Sales, Marketing and Service. As such, these leaders are the ones that need tosign-up for ensuring success of your CRM initiative. Again, IT (whether we are talking about the CRMsystem or the people integrating the system into your environment) is an enabler. Your business

leaders need to ensure that their organizations are ready from the following perspectives:

People skilled, incented and empowered to effectively manage customer relationships andare bought into the CRM initiative

Process methods and techniques are in place to manage customer relationships inconsistent, efficient and effective manners.

If your people arent ready and/or your processes are poorly defined then implementing technology willsimply make the bad things that are happening today, in how you manage customer relationships,


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occur more rapidly. CRM will become the microscope that highlights these problems And, worse still,the microscope (your CRM initiative) will be what is blamed for these problems, that pre-existed, yetwerent previously visible cross-functionally.

If your organizational leaders ensure that their people are ready, and effective processes are in place(and documented) then the IT aspect of your CRM initiative will actually be the easy part.

STRATEGY #5: CRM projects must be owned and driven by the senior business managersresponsible for meeting the numbers.

Trying To Do Too Much At Once

CRM is a big initiative. And, a key element underlying all CRM initiatives is the need to integrate accessto all customer information. Many implementations have failed simply because the project was too

aggressive.

STRATEGY #6: Identify the 3-5 highest priority areas to target and implement them. Once

implemented, let them burn-in to the environment. In parallel with the burn-in period, begin work onthe next 3-5 highest priority areas. Continue this cycle.

Lack of Organizational Readiness

Business change requires the proper balance of people, process, and technology. CRM initiatives are

often technology driven, with plenty of focus on the systems and even the processes to support them.However, one of the most important aspects of successful CRM implementation is OrganizationalReadiness.

By its nature, CRM is usually a cross-functional, company-wide initiative aimed at creating a single faceto the customer. To present this single face, the multiple groups within a company must agree on whatthat face should look like.

Creating a truly integrated CRM system not only requires defining consistent technologies andprocesses across multiple organizations; it also requires consistency of data elements and terminology.


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Sometimes this means compromise. When individual groups within an organization are unable orunwilling to compromise to achieve this kind of consistency, CRM will fail.

Whenever multiple groups are brought together to achieve a single purpose, there must be rules inplace in order to keep people aligned to the same goals. For instance, is there an organizational

hierarchy? Are there certain areas where one group has absolute veto power? Overall, though, CRMshould be viewed as bettering the entire company, not necessarily an individual group. Thus, it shouldbe acceptable for a particular group to be worse off with a specific change, as long as the organization,as a whole, is improved. Of course, the particular group that is worse off may not like this approach. Itis an important responsibility of senior management to set realistic expectations as to what sort ofcompromise might be necessary to successfully implement CRM.

STRATEGY #7: CRM should be considered a company-wide initiative, and no one group shouldhave the ability to derail such a broad endeavor. For CRM to be successful, the organization must beprepared to compromise, and must always remember that the whole organization is more importantthan any one group.

Summary

With the current economic conditions, it is more important than ever to focus on servicing yourcustomers well. Many have touted CRM as the solution to problems ranging from customer satisfactionto revenue generation. The result has been lackluster ROIs and a majority of CRM projects failing. Butit doesnt have to be that way. You can learn from those that have gone before you and avoid thecommon pitfalls that have derailed or destroyed their projects.

In this paper, we identified seven common pitfalls associated with CRM projects:

Viewed as a technical, not a business, problem Driven from the top down Lack of senior management involvement Not targeting the areas of highest adoption Driven by the IT organization vs. business leaders Trying to do too much at once

One of the biggest take-aways from these pitfalls is that planning, leadership, and inclusion are keys tothe success of any CRM project. As the saying goes, failing to plan is planning to fail. Dont believe it?Talk to the 65% of companies that had their CRM projects fail.


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We're all looking for the magic bullet to prevent malpractice lawsuits. The problem is that itjust doesn't exist. In fact, it's more like we are playing Russian Roulette on a daily basis with

our lives, our fortunes and our practice.

The saddest words a doctor can utter are "If only I had " The malpractice annals are full ofthe "if onlys." Courts are jammed with those folks who want to "get even," "teach that person

a lesson," or the ever-altruistic motive, "I just want to be sure no one else is injured."

Only two parties come out financially ahead in litigation, and they are both attorneys (yoursand theirs). So bottom line: Be as proactive as possible, and try to head off problems that can

lead to malpractice litigation before they occur.

Every day we see patients, we make mistakes. Sometimes, our employee, associate, partner

or even a temporary office person is at fault. Other times, a patient errs. Regardless of fault,we're the one responsible for the actions or lack thereof that occur during the course of our

practice day, under the Theory of Respondeat Superior. This is Latin for "Let the masteranswer."

No matter how much we educate ourselves, our staff and our patients, things happen. The

trick then, is to communicate, educate and document (CED) as much as possible andcontinually work to upgrade your skills in these areas.

While there is no aspect of practice that you should overlook, four specific hot spots requireyour attention, bearing in mind that there is a great deal of overlap among them. Let's address

each individually, keeping the following key points in mind:

1. Documentation is the key to any effective defense.2. Communication between you, your staff and your patient is essential to preventing

misunderstanding, reinforcing appropriate care and follow-up and to patientresponsiveness.

3. An informed patient is both educated and better able to assume some of the burden ofhis care.


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4. Nothing beats a caring doctor and office team in uncovering potential problem areas,mitigating damages and preventing possible litigation.

5. Always focus on what is best for your patient, without regard to cost, time on yourpart, etc.

Dissatisfied refractive/cataract surgery patients

If you're like most optometrists, you comanage refractive surgery and cataract surgery patients. A surprised patient is an unhappy patient. Generally, unexpected results of the

surgery upset these patients the most.

Carefully covering possible outcomes, especially those that are negative, help to ameliorateany potential misunderstandings. Essentially, discussing the risks, benefits and possible

complications are the keys to positive patient management. Remember: Many patients havespoken with their friends, virtually all of whom have had positive outcomes.

When your patient experiences a less than satisfactory endpoint, you're left holding the bag,

not the surgeon. This is because you're the one who has taken the time to talk with the patientabout the procedure, not the surgeon. The bottom line: Because you've developed a rapport

with the patient, he's going to turn to you. This is even more so when a patient has goneagainst your professional advice and proceeded with the surgery. Why? Because you know a

great deal about his medical history, he knows he can trust you. It certainly does no good totell the patient "I told you so." They have already figured this out.

The better option is to tell your patient that you will not abandon him and will work with himto achieve the best possible outcome. Again, reviewing possible options is the key to patient

satisfaction. Options include possible enhancement surgery, glasses, contacts, etc.

Missed diagnosis

Failure to refer, a missed diagnosis or a breach of the standard of care is the next area tohighlight. While you and I may want to know everything, the fact is that we absolutely must

depend on our colleagues and basic instinct to help care for the patient. Simply put, patientsare never offended by a doctor who says, "I don't know the answer, but I am going to send

you to a specialist (or back to your primary-care physician, etc.) for a second opinion."


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Carefully covering possible outcomes, especially those that are

negative, help to ameliorate any potential misunderstandings.

For instance, an exam may reveal that a patient requires low-vision care. Although you're

pretty sure about the type of low-vision therapy this patient requires, you're not positive. As aresult, the best course of action is to explain this to the patient and then refer him to a

specialist in low-vision therapy. This works in two ways to minimize the chance of amalpractice lawsuit: First, it shows the patient you care enough about him to send him to a

clinician who will know the answer, instilling confidence and trust in your care. Second,you've protected yourself, as you haven't attempted to provide the low-vision therapy to the

patient something about which you were not confident.

Even then, you must ensure the specialist receives the patient information. To accomplish

this, I give the two copies of the patient's request for consultation letter and any supportingdata to the patient to hand-carry. One copy is for his primary-care physician, should his

insurance require a referral to the said specialist, and one is for the specialist. I do this for tworeasons:

First, I've found that sending this information via fax often gets lost, which means the patient

gets lost something that could lead to further health issues and a malpractice lawsuit.

Second, by giving the patient this information, I've taken an additional step in making him anactive member of the team working to provide him with the best health and vision care. This

makes the patient feel important and will therefore ensure the appropriate people receive hisrecord and supporting data.

To further make certain the patient sees the specialist, I enforce the fact that he's a member ofhis healthcare team by telling him, "I want you to call me immediately after your

appointment to tell me what the specialist had to say, so you and I can make an informeddecision about the next step to take." Surprise! Patients will not only appreciate your

concern, they will actually call you and give you that update because they know they're animportant team member. This, in turn, minimizes the chance of a malpractice lawsuit, as

you've closed the loop. In other words, because I've found that the chances of receiving areport from specialists are slim, this action has enabled me to protect both the patient and

myself.


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The bottom line: You can minimize malpractice lawsuits that stem from failure to refer, amissed diagnosis or a breach of the standard of care by referring when necessary, staying on

top of the referral process and marrying the patient to his care.

Contact-lens complications

For those of us who fit contact lenses, we know that the list of complications (cornealhypoxia, for example) is almost limitless. We can minimize those problems and therefore

minimize the likelihood of a malpractice lawsuit, however, by simply keeping our patientsclosely supervised. I do this in three ways:

First, I pre-appoint my patients for all care. Annually for most patients, every six months for

contact-lens patients, including the annual examination. I'm able to achieve patientcompliance here by taking the time to explain to these patients that the reason I want them to

adhere to these appointments is so I can revisit the appropriateness of their lenses, new needs,the care and feeding of their existing lenses, etc.

I also emphasize the significance of these appointments by sharing cases in which I was ableto discover a change or anomaly as a result of patient compliance with these visits. We send

all patients a reminder postcard and call the day prior to the appointment.

Second, I have these patients use a vision-insurance-run online contact-lens ordering system.Unlike some of the well-known online ordering systems, this system includes a built-in date

provided by the practitioner that alerts the patient when he must contact his O.D. in order toobtain more lenses. I've been able to get virtually all my patients to utilize this system by

educating them that this built-in date is for their safety, and that stockpiling their lenses canactually cost them, should a follow-up appointment indicate a problem with the lens or the

need for a prescription change. A lower patient cost, ease of ordering and direct delivery tothe patient results in a win-win situation.

Third, I always use "I want," and "I need," when talking with these patients. This is because

I've found that these words not only convey my genuine concern for their eye health, but theimportance of complying with my directions.

When you do find a change or a problem with a patient's lens, and you will, let him know, asthis reinforces why you continue to monitor him regularly. Your concern and communication

is essential to good patient control and minimizing malpractice lawsuits.


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Children

For many doctors, taking care of children seems to be a really challenging area of practice.I've found this to be the case with many of my colleagues, as they think children are different

from adults in terms of their ability to reason. The fact is, most children, regardless of agewill respond to the practitioner who treats them respectfully and intelligently. For this reason,

it's crucial you take the time to educate these young patients and their parents to minimize thechance of a malpractice lawsuit.

An example: If you feel contact lenses are a possible alternative for your young patient,explain what you require of him prior to fitting, so the patient and his parents can determine

whether he can meet these requirements and make the correct decision.

We need to educate our young patients that we look at the prescription, as well as cleanliness,motivation, and attention to the care of their lenses. A good way to handle this last part is to

remind your patient that if his parents are constantly telling him to clean his room, do hischores, finish his homework, etc. then maybe he's not quite ready for contacts. After all, no

one wants their parents yelling at them, and we don't want to add contact lenses to the mix.

Most children will see the wisdom of this logic and make the choice you advise. If they donot, however, you're less likely to incur a malpractice lawsuit, should the patient become

unhappy with his decision. This is because you've practiced informed consent.

Staff issues

Your staff can be the proverbial hangman's noose or the life-saver you need to preserve your

practice. As a result, staff education including on-going communication about how tospeak with patients, how to handle an emergency, etc. must be constant. Frequent staff

meetings, scripts and a caring staff who listen to the patient help make the difference betweenlitigation and staying out of court.

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Q.WHAT ISSAP ?

SAP is one of the top Enterprise Resource Planning (ERP) software in the world. SAP is thebrainchild of five IBM engineers who broke off from IBM and founded SAP AG in 1992. Itdrives efficiency and value to the bottom line of large, mid-size and now smaller

organizations by redefining how business should be done. SAP solutions deliver real-timevisibility across the entire enterprise and are not limited to top management, control

engineers or the IT team. It can be used by every individual in the organization. That said,however SAP training courses are a large and important component of the change.

SAP the acronym stands for Systems, Applications and Products in Data Processing but SAP

the ERP system stands for increased efficiency, streamlining the supply-chain network andoverhauling the entire business process of the organization. Companies that adopt SAP can

look forward to a total makeover before they are done. The transparency that follows, enablesfaster information processing and making decisions with ease and no fear of risk. SAP,

having evolved for over 3 decades is agile enough to adapt to most industries. SAP is not

offered in modules any more but available as various solutions tailored to each industry.

Enterprises must acknowledge that humans are as much a part of the chain and focus their

efforts on making their personnel proud stakeholders in their new venture. To leverage SAPfunctionality SAP training courses are invaluable. SAP courses can help executives, finance

managers, accountants, engineers and IT mavens. SAP functionality is truly enterprise wide.If one wants to replace an outdated and inefficient IT architecture, if one wants to implement

business process change, if one wants to maintain a competitive advantage in the field, SAPis the answer.

SAP is available today in country specific and industry specific versions in 28 languages at

last count. However to get the most out of their SAP investment enterprises must equip theiremployees with the requisite skill sets. SAP courses can equip them to meet all thechallenges of the marketplace: to bring products to market faster, get more out of

procurement and eliminate duplication of effort. SAP training courses will ensure that keyexecutives are well prepared to lead change. It will enable employees to have the right skills

supported by tools and processes that set them up to succeed. All employees will feelconfident of their skills and proud of their contribution to the company. It will help build

ownership and boost morale. SAP courses will make sure that employees are prepared tosucceed on the first day of the launch.


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Taking SAP training courses is an ipso facto guarantee of a well-paid job in the worsteconomic crunch. SAP courses can jumpstart any career whether as a consultant or an

employee. These skills are in great demand. Especially a proven knowledge of SAPapplications via SAP training courses and certification can fuel ones career and become a

passport to a whole slew of opportunities. In today's competitive market if one can

demonstrate mastery in essential business and technological skills, the sky is the limit. TheSAP trained can enjoy a definite advantage over their peers.

E-Commerce

SAP CRM provides an e-commerce application that enables you to turn the Internet into both

a profitable sales channel and an interaction channel for business customers and consumers.

With SAP CRM, you can empower your customers with a personalized Web experience and

convenient self-services. Plus, the application delivers a fully integrated Web channel,

helping you strengthen sales and service operations while reducing transaction costs and

customer service calls.

SAP CRM enables a complete range of e-commerce processes, including:

y E-marketingo Support demand generation and customer loyalty processes via the Internet.o Personalize your customers' Web experiences with the most relevant and

convenient online interactions and information.o Generate additional revenue through a Web-based channel via comprehensive

support for catalog management, content management, campaign execution,customer segmentation, personalization, and a store locator.

y E-sellingo . Run business-to-business (B2B) or business-to-consumer (B2C) selling

processes on the Internet.o Enable a full range of e-selling processes, including quote and order

management, pricing and contracts, interactive selling and configuration, webauctions, and selling via partners.


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o Streamline sales and fulfillment operations with an end-to-end order-to-cashprocess.

y E-serviceo Offer your customers an intuitive channel to perform service tasks, from

requesting a service visit to logging a complaint or registering a product.o Enable customers to perform service-related tasks such as checking order status,

obtaining order tracking information, managing accounts and payments, andresearching and resolving product problems.

o Service complex products that require sophisticated maintenance.y E-analytics

o Gain insight into, analyze, and act on e-business trends.o Measure and optimize the success of your Web shop and online content.o Perform analysis across the breadth of marketing, sales, and service from a Web

perspective and track and use Web behavior to target customers and drive futuremarketing activities.

Flexible Implementation Options for SAP Customers

SAP gives you an easy way to leverage your existing SAP functionality and IT investments

to build an e-commerce presence. You can implement the SAP E-Commerce application withyour existing SAP ERP application for an entry-level solution to quickly turn the Web into a

profitable sales and interaction channel. The application supports end-to-end, order-to-cash processes with easy-to-use, interactive selling and self-services and provides an easy

upgrade path to the complete SAP CRM application.

In addition, customizable Web shop templates for different industries and business models,

including B2B and B2C models, can speed the implementation of both SAP E-Commerce forSAP ERP and SAP E-Commerce for SAP CRM.

REAL-TIME OFFER MANAGEMENT

The SAP Real-Time Offer Management software is an advanced analytical real-time decisionengine that enables you to optimize any decision-making process, such as for cross-sell and

up-sell offers, retention, service-level adherence, and lifetime value boosting. The softwaretakes into account all relevant information, including up-to-the-moment interaction


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information, to help you to take the most appropriate next action to enhance customerrelationships on all customer interaction channels.

SAP Real-Time Offer Management supports the following processes, including:

y Offer managemento Centrally create and manage offers across all interaction channels.o Easily define offer targets, eligibility rules, and policies.o Simulate and test offer effectiveness before putting it into production.o Create and deploy offers without IT dependence.

y Real-time decision makingo Make intelligent real-time recommendations for cross sell, up sell, retention, and

next-best actions.

o Take into account all relevant customer information, including sessioninformation and other factors such as agent skills and an offer's value, to make the

optimal recommendations.

o Leverage advanced optimization and arbitration real-time analytics accompaniedwith personalized decision support.y Self-learning

o Automatically adapt offering prioritization to shifting market trends, customertastes, and seasonality effects.

o Learn from every customer interaction to anticipate future customer demands.o Experiment and automatically learn from responses to recommend offers with

highest likelihood of being accepted.

y Offer analyticso Gain insights into offer effectiveness by understanding how and why offers are

performing.

oReview your agents' effectiveness in promoting offers and their conversion rates.

o Gain a more thorough understanding of your customer segments by seeing theirreactions to various offers.

o Leverage the insights to build more effective and targeted offers.


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1.ABO software company

(CRM software developing company)

Company Description

ABO Software is a private limited company based in New Delhi. The Company was founded

in 1995 to develop state-of-the-art Electronic Data Interchange (EDI) software products for

Automating Business Operations and market the same world wide.

Large companies and government are using EDI technology to improve operating efficiency,

reduce transaction cost and be more competitive. But the high cost and complexity of

implementing EDI technology continues to be a major barrier, particularly for small and

medium enterprises.

At ABO, we have developed a comprehensive suite of very innovative EDI products, which

simplifies the complex EDI requirements and also significantly reduce the EDIimplementation cost. Our high-quality and low-cost R&D provides unbeatable value to our

customers and solution partners.

At the time of starting the Company in 1995, traditional EDI (X12, EDIFACT) was the

emerging B2B market. Modern EDI is "Any to Any", which includes various data

interchange formats, such as X12, EDIFACT, XML, Proprietary formats and Databases.

ABO products meet the requirements of Modern EDI in a simplified manner. The

Companys products can be freely downloaded from its website for evaluation. The

Company currently have customers in US, Hong Kong and Singapore but is looking to


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expand in other countries too.

Ajay K. Sanghi is the Founder, CEO and CTO of the Company. He has a Masters degree in

Computer Engineering. Prior to starting the company, he has worked with the R&D team of

leading Telecommunication companies in USA, like - Amdahl, AT&T, Telesciences CO

Systems and Ascom Timeplex; implementing communication protocols in their products. He

may be reached at [email protected]

2.Acumen Computer Systems Pty. Ltd.


Company profile

Acumen Computer Systems was established in 1974 and was formally known as GTC(Geelong Timesharing Centre). GTC provided on-line computer bureau accounting servicesand software development for specialist applications.

Our facilities ran DEC midrange and mainframe computers. GTC software was developed

for a number of industry segments including Retail / Wholesale Distribution, Manufacturingand Government.

As most of our clients had branch structures GTC became proficient in developing solutions

that delivered high availability in a distributed environment.

Over the years our software has been redeveloped to keep pace with and take advantage of

industry trends. With our background in large corporate software development, we made theconscious decision in 1994 to write a new package developed around the Microsoft Windows

platform. The end result is the Acumen Retail Solution that incorporates all the facilities wedeveloped in our bureau business.

Acumen employees have a retail background and focus that has led to a large retail customer

base. Acumen software is used extensively throughout Australia with more than five hundred


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systems installed. Acumen clients range from single store users to large multi site retailersneeding complex distributed branch and POS systems.

Acumen builds and supports its own product for the retail-wholesale distribution industry.

3.Aditi technology Ltd.


Company profile

Since 1994, Aditi has been providing advanced project consulting , application development ,

and web -based solutions to companies around the globe. Aditi guarantees results by hiring

only the best engineering and product management talent, and training them on advanced

technologies. From designing the first APIs for IE 3.0 to implementing one of the first real -

world DNA applications. Headquartered in Bangalore, India, with a branch office in

Kirkland, Washington, Aditi is a technology solutions provider to companies such as Costco,

Starbucks, GPC, Space labs Medical, Real Networks, and Microsoft.

Aditi is an international software services firm providing e-business and custom

technology solutions to global enterprises. Combining proven expertise in technology, and an

understanding of emerging business domains, Aditi delivers a range of services that includes

e -Commerce solutions, Enterprise Application Integration, CRM integration and Custom

Application Development.

Aditi unveils the Action Item Manager tool for Exchange 2000. Action Item Manager is a

web based tool for managing tasks and action items that are generated during meetings,

visits, trip reports, and conferences, to name a few. The application was developed using


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Microsoft Exchange and the Web Storage System and will be available to customers.Aditis

new Action Item Manager tool (AIM) simplifies the creation and management of action

items of a type that are generally neglected. Typically, this kind ofaction item is tracked

using a patchwork of various applications such as Microsoft Outlook, Word, and Excel. With

AIM, the process is dramatically streamlined. AIM utilizes the Microsoft Exchange 2000

Web Storage System, Windows 2000 Active Directory, AutoDL, and Office10 to automate

the process of action-item submission and collaboration via the users email and browser,

with an interface closely resembling Outlook.

Aditi Technologies has worked with Microsoft to develop the first internally deployed

application using Exchange 2000 and the Web Store. Aditi engineers have worked on

cutting-edge technologies in various Microsoftproduct teams including Windows 2000,

Windows C E, Site Server, Internet Explorer, and Com +, among many others. Action Item

Manager is a result of the complete software development life cycle experience and talent ofAditis Project teams

4 . Tech Mahindra Ltd. (TechM)


Company profile

formerly Mahindra British Telecom (MBT) is an Information Technology service providercompany headquartered in Pune, India.[2] It is a joint venture between the Mahindra Group

and BT Group plc, UK with M&M (Mahindra and Mahindra) holding 44% and BT holding39% of the equity. Tech Mahindra has its headquarter at Pune. Tech Mahindra has grown

rapidly to become the 5th largest software exporter in India (Nasscom, 2009) and 1st largestTelecom Software Provider in India (Voice & Data, 2009). It had more than 34,200

employees in March 2010.

With its core strength in providing Telecom Solutions, Tech Mahindra provides a wide

variety of services ranging from IT Strategy and Consulting to Systems Integration,Application Development & Maintenance, BPO, Infrastructure Management, Civil Services,

Network Transformation Solutions & Services, Value Added Services and Product


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Engineering. Tech Mahindra is ISO 9008:2000 certified and is assessed at SEI-CMMi Level2 and SEI-PCMMi Level 3. Tech Mahindra is also BS5543 certified across all development

centers.

Some of its largest clients are BT, AT&T, Alcatel-Lucent & O2. Significant portion of

revenues comes from UK, but the company is aggressively expanding in other majoreconomies like US, Continental Europe, ANZ, Canada & Middle East.

Its executive management team consists of Vineet Nayyar (Vice Chairman, MD and CEO),Sonjoy Anand (Chief Financial Officer), L. Ravichandran (President - IT Services), Sujit

Baksi (President Corporate Affairs and BPO), Atul Kunwar (Chief Business DevelopmentOfficer), Ragiv Ratnakar (EVP of Corporate Strategy), Rakesh Soni (Chief Operating

Officer).


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