1

Chapter 7

Enterprise-Wide Information

Systems

www.prenhall.com/jessup

2

System Categories

Enterprise-wide Systems aka Enterprise Systems, are systems that allow companies to integrate information across operations on a company-wide basis

Interorganizational Systems (IOS)Systems that communicate across organizational boundaries who’s goal is to streamline information flow from one company to another

3

Enterprise Systems – Within the Organization

Example – Order Process and Information Flow

4

Interorganizational Systems – Across Organizations

Example – Order Process and Information Flow

5

The Value Chain –Internally Focused

Used to identify the flow of information through a set of business activities. It identifies two types of activities, primary and support

6

The Value Chain - Primary Activities

Functional areas within an organization that process inputs and produce outputs. These activities may vary widely based on the unique requirements of a company’s industry

Functional areas within an organization that process inputs and produce outputs. These activities may vary widely based on the unique requirements of a company’s industry

Primary Activities include:• Inbound Logistics – receiving and stocking raw

materials, parts, products• Operations/Manufacturing – processing orders and

raw materials into finished product• Outbound Logistics – distribution of the finished

product to customers • Marketing and Sales – creating demand for the product

(pre-sales activities)• Customer Service – providing support for the product

or customer (post-sales activities)

Primary Activities include:• Inbound Logistics – receiving and stocking raw

materials, parts, products• Operations/Manufacturing – processing orders and

raw materials into finished product• Outbound Logistics – distribution of the finished

product to customers • Marketing and Sales – creating demand for the product

(pre-sales activities)• Customer Service – providing support for the product

or customer (post-sales activities)

7

The Value Chain - Support Activities

Support activities are business activities that enable Primary Activities These activities can be unique by industry but are generally more typical across industries

Support activities are business activities that enable Primary Activities These activities can be unique by industry but are generally more typical across industries

Support Activities include:• Infrastructure – hardware and software that must be

implemented to support applications for primary activities

• Human Resources – employee management activities: hiring, interview scheduling, and benefits management

• Technology Development – the design and development of applications that support the organization

• Procurement – purchase of goods or services that are required as inputs to primary activities

Support Activities include:• Infrastructure – hardware and software that must be

implemented to support applications for primary activities

• Human Resources – employee management activities: hiring, interview scheduling, and benefits management

• Technology Development – the design and development of applications that support the organization

• Procurement – purchase of goods or services that are required as inputs to primary activities

8

A Value System – Externally Focused

• A connection of value chains across organizations• Allows the flow of information between organizations to support business activities

• Upstream flow is information received from another organization (i.e. from company A to Company B above)

• Downstream Flow is information sent to another organization (i.e. from Company B to Company C above)

9

Options for Enterprise Systems – Packaged vs. Custom

Packaged Applications “Off the Shelf” computer applications purchased from a vendor or the company that created the system (i.e. Quicken or MS Money for financial applications)

Packaged Applications “Off the Shelf” computer applications purchased from a vendor or the company that created the system (i.e. Quicken or MS Money for financial applications)

Packaged Key Characteristics• Best Use - standardized, repetitive tasks• Cost Effectiveness – lower cost because vendors can create once and then sell many copies to others

• Organizational Fit – may not be well suited for tasks that are unique to a particular business or industry

• Maintenance – the vendor makes the changes and then sends the updates to its customer on a periodic basis. The customer does not control this schedule

Packaged Key Characteristics• Best Use - standardized, repetitive tasks• Cost Effectiveness – lower cost because vendors can create once and then sell many copies to others

• Organizational Fit – may not be well suited for tasks that are unique to a particular business or industry

• Maintenance – the vendor makes the changes and then sends the updates to its customer on a periodic basis. The customer does not control this schedule

10

Options for Enterprise Systems – Packaged vs. Custom

Custom Applications

“Custom-built” computer applications created by the organization or a third party (e.g. a consulting organization)

Custom Applications

“Custom-built” computer applications created by the organization or a third party (e.g. a consulting organization)

Custom Key Characteristics

• Best Use - unique business process to an organization

• Cost Effectiveness – much higher cost due to the one-time creation of the applications

• Organizational Fit – excellent as they are designed to fit a specific business process

• Maintenance – all changes are created and implemented by the organization using the application

Custom Key Characteristics

• Best Use - unique business process to an organization

• Cost Effectiveness – much higher cost due to the one-time creation of the applications

• Organizational Fit – excellent as they are designed to fit a specific business process

• Maintenance – all changes are created and implemented by the organization using the application

11

Enterprise System Evolution

System TypesSystem Evolution

Standalone Systems

Integrated Systems(Intraorganizational)

Integrated Systems(Interorganizational)

12

Enterprise Systems – Stand-alone or Legacy

Stand Alone (Legacy) SystemsA single system or groups of systems, designed to each support one or a few business functions (e.g. accounting system or a manufacturing system, etc.)

Stand Alone (Legacy) SystemsA single system or groups of systems, designed to each support one or a few business functions (e.g. accounting system or a manufacturing system, etc.)

Stand Alone (Legacy) Systems• Little or no integration with other organizational systems. If integration exists, it is usually in batch (i.e. the accounting system gets updates from manufacturing system once a day or week

• Organizational fit may be better than integrated packages due to the focus on one function and that they have been highly modified over time

• Customization and the age of these systems make them difficult to support due to the complexity, use of older or obscure languages, etc.

Stand Alone (Legacy) Systems• Little or no integration with other organizational systems. If integration exists, it is usually in batch (i.e. the accounting system gets updates from manufacturing system once a day or week

• Organizational fit may be better than integrated packages due to the focus on one function and that they have been highly modified over time

• Customization and the age of these systems make them difficult to support due to the complexity, use of older or obscure languages, etc.

13

Enterprise Systems - Legacy System Example

Legacy (stand-alone) Systems – information is not readily shared between systems (i.e. Inbound Logistics inventory information shared with Operations)

14

Enterprise Resource Planning

Integrated Packages (Enterprise Resource Planning)Richly functional systems designed to support many organizational functions (e.g. accounting and finance)

Integrated Packages (Enterprise Resource Planning)Richly functional systems designed to support many organizational functions (e.g. accounting and finance)

ERP Key Characteristics• Internally focused systems designed to support the internal

operations of the organization• Highly integrated systems sharing a common data

warehouse for information sharing across functions, using real-time updates

• Organizational fit may be less for individual departments but the integrated sharing of information usually outweighs these issues

• Usually packaged applications supported by the vendor utilizing a common user interface

• Customization is discouraged but these systems have the flexibility to support other outside applications using the common data repository and interfaces

ERP Key Characteristics• Internally focused systems designed to support the internal

operations of the organization• Highly integrated systems sharing a common data

warehouse for information sharing across functions, using real-time updates

• Organizational fit may be less for individual departments but the integrated sharing of information usually outweighs these issues

• Usually packaged applications supported by the vendor utilizing a common user interface

• Customization is discouraged but these systems have the flexibility to support other outside applications using the common data repository and interfaces

15

Enterprise Systems – Integrated System Example

Integrated Systems – Information is stored in a single data repository and can be accessed and updated by all functional systems (e.g. Operations)

16

Choosing an ERP System - Issues

ERP Systems are:

• Supplied by multiple vendors including SAP, Baan, Oracle, etc., with each having their own unique features and structures

• Packaged systems that are following a one size-fits all strategy which means they may not support all functions as well as a custom system

• Similar but are also different. They should be selected based on factors including control, business requirements, and best practices

ERP Systems are:

• Supplied by multiple vendors including SAP, Baan, Oracle, etc., with each having their own unique features and structures

• Packaged systems that are following a one size-fits all strategy which means they may not support all functions as well as a custom system

• Similar but are also different. They should be selected based on factors including control, business requirements, and best practices

17

Choosing an ERP System – Selection Factors

Control refers to where the power lies related to computing and decision support systems (centralized vs. decentralized) in selecting systems, developing policies and procedures, etc. (who will decide?)

Control refers to where the power lies related to computing and decision support systems (centralized vs. decentralized) in selecting systems, developing policies and procedures, etc. (who will decide?)

Business Requirements refers to the system’s capabilities and how they meet organizational needs through the use of software modules or groups of business functionality (what do you need?)

Business Requirements refers to the system’s capabilities and how they meet organizational needs through the use of software modules or groups of business functionality (what do you need?)

Best Practices refers to the degree to which the software incorporates industry standard methods for doing business which can cause a need for significant business processes reengineering (how much change is required?)

Best Practices refers to the degree to which the software incorporates industry standard methods for doing business which can cause a need for significant business processes reengineering (how much change is required?)

18

ERP Capabilities – SAP Example

19

ERP and Business Process Reengineering

Hammer and Champy, (“Reenginerring the Corporation”)

“The radical redesign of an organization was sometimes necessary in order to lower costs and increase quality and that the information technology was the key enabler for that radical change”

Hammer and Champy, (“Reenginerring the Corporation”)

“The radical redesign of an organization was sometimes necessary in order to lower costs and increase quality and that the information technology was the key enabler for that radical change”

Business Process Reengineering

A systematic, structured improvement approach by all or part of an organization whereby people critically examine, rethink, and redesign business processes in order to achieve dramatic improvements in one or more performance measures (e.g. quality, cycle time, cost)

Business Process Reengineering

A systematic, structured improvement approach by all or part of an organization whereby people critically examine, rethink, and redesign business processes in order to achieve dramatic improvements in one or more performance measures (e.g. quality, cycle time, cost)

20

Business Process Reengineering

Steps in Business Process Reengineering

• Develop a vision for the organization that specifies business objectives (e.g. reduced costs, shortend time to market, improved quality, etc.)

• Identify critical processes that are to be redesigned

• Understand and measure the existing processes as a baseline for future improvements

• Identify ways that information technology can be used to improve processes

• Design and implement a prototype of the new process(es)

Steps in Business Process Reengineering

• Develop a vision for the organization that specifies business objectives (e.g. reduced costs, shortend time to market, improved quality, etc.)

• Identify critical processes that are to be redesigned

• Understand and measure the existing processes as a baseline for future improvements

• Identify ways that information technology can be used to improve processes

• Design and implement a prototype of the new process(es)

21

BPR Today – Observations and Research

Many large failures exist in large scale Business Process Reengineering implementations. To be successful and organizations must have:

• Senior management support• A shared organizational vision• Realistic expectations of outcomes• Participants empowered to reengineer• The right people participating• Sound management practices• Appropriate funding

BPR failures can be tracked back to the lack of one or more of these factors in implementation!

Many large failures exist in large scale Business Process Reengineering implementations. To be successful and organizations must have:

• Senior management support• A shared organizational vision• Realistic expectations of outcomes• Participants empowered to reengineer• The right people participating• Sound management practices• Appropriate funding

BPR failures can be tracked back to the lack of one or more of these factors in implementation!

22

BPR Today – Observations and Research

Large bodies of research are available on the role of BRP and BPR implementations. Some of this research has come to the following conclusions:

• Reengineering and related organizational issues are as important as the technical implementation issues (Kumar and Van Hellersberg, 2000; Markus and Tanis, 2000)

• Managers in many cases must choose between making the ERP system fit the organization or the organization fit the ERP system (Soh, Sia, Tay-Yoh, 2000)

• For an ERP system to help transform the organization and gain new competitive capabilities, a full organizational and operational change is required (Willcocks and Sykes, 2000)

• In order to be successful, manager must first transform the organization and then implement the ERP system

Large bodies of research are available on the role of BRP and BPR implementations. Some of this research has come to the following conclusions:

• Reengineering and related organizational issues are as important as the technical implementation issues (Kumar and Van Hellersberg, 2000; Markus and Tanis, 2000)

• Managers in many cases must choose between making the ERP system fit the organization or the organization fit the ERP system (Soh, Sia, Tay-Yoh, 2000)

• For an ERP system to help transform the organization and gain new competitive capabilities, a full organizational and operational change is required (Willcocks and Sykes, 2000)

• In order to be successful, manager must first transform the organization and then implement the ERP system

23

Enterprise Systems – Integrated (Interorganizational)

Integrated PackagesRichly functional systems designed to support externally focused functions (Upstream – Supply Chain Management and Downstream – Customer Relationship Management)

Integrated PackagesRichly functional systems designed to support externally focused functions (Upstream – Supply Chain Management and Downstream – Customer Relationship Management)

Integrated Packages• Highly integrated with internal systems (ERP) through the use of interfaces and specialty software

• Organizational fit for these systems is very high as they are highly specific to the function they support

• These are usually packaged applications that are supplied and supported by the ERP vendor or other third party system integrators

• Customization or modifications are also discouraged to minimize support cost but the applications are highly tailorable with configuration options

Integrated Packages• Highly integrated with internal systems (ERP) through the use of interfaces and specialty software

• Organizational fit for these systems is very high as they are highly specific to the function they support

• These are usually packaged applications that are supplied and supported by the ERP vendor or other third party system integrators

• Customization or modifications are also discouraged to minimize support cost but the applications are highly tailorable with configuration options

24

Customer Relationship Management

Objective Applications that help organizations attract new business and attract and encourage repeat business

Objective Applications that help organizations attract new business and attract and encourage repeat business

FunctionsThere are two primary functions in CRM systems:

• Sales – tools designed to assist in presales activities such as marketing and prospecting (e.g. Sales Force Automation)

• Service – tools that help with the post-sales aspects of the business (e.g. call center technology, analytics)

FunctionsThere are two primary functions in CRM systems:

• Sales – tools designed to assist in presales activities such as marketing and prospecting (e.g. Sales Force Automation)

• Service – tools that help with the post-sales aspects of the business (e.g. call center technology, analytics)

SourcesThere are two primary sources of CRM systems:

• CRM Software Vendors – Siebel, FirePond, Onyx, E.Piphany• ERP Vendors – SAP, Baan, Oracle, etc.

SourcesThere are two primary sources of CRM systems:

• CRM Software Vendors – Siebel, FirePond, Onyx, E.Piphany• ERP Vendors – SAP, Baan, Oracle, etc.

25

Sales Support – Sales Force Automation (SFA)

Sales Force Automation provides salespeople and sales managers with computerized support tools to assist in daily routinesExample: Siebel SFA displays multiple functions including: sales, quota & forecast by sales person; messages; appointments

Sales Force Automation provides salespeople and sales managers with computerized support tools to assist in daily routinesExample: Siebel SFA displays multiple functions including: sales, quota & forecast by sales person; messages; appointments

26

Supply Chain Management

Objective Applications that accelerate product development and reduce cost associated with procuring raw materials, components, and services from its suppliers

• Supply Chain – the suppliers that an organization purchases from directly

• Supply Network – the suppliers that an organization purchases from directly and its suppliers

Objective Applications that accelerate product development and reduce cost associated with procuring raw materials, components, and services from its suppliers

• Supply Chain – the suppliers that an organization purchases from directly

• Supply Network – the suppliers that an organization purchases from directly and its suppliers

SourcesThere are two primary sources of SCM systems. These systems are built to tightly integrate with ERP systems

• SCM Software Vendors – Agile, Ariba, I2, Manugistics, Commerce One, etc.

• ERP Vendors – SAP, Baan, Oracle, etc

SourcesThere are two primary sources of SCM systems. These systems are built to tightly integrate with ERP systems

• SCM Software Vendors – Agile, Ariba, I2, Manugistics, Commerce One, etc.

• ERP Vendors – SAP, Baan, Oracle, etc

27

SCM – Example of a Supply Network

28

SCM Application Functions

29

SCM Application Functions 2nd Half

30

Supply Chain Management Benefits

Supply Chain Management applications can help organizations to gain competitive advantage and provide substantial payback in several ways by:

• Streamlining workflow and increasing employee productivity (i.e. efficiently managing business travel, time, and expenses by collaborating with suppliers in realtime)

• Accelerating product development (i.e. enabled by the ability of organizations to swiftly react to market conditions)

• Streamlining cost and creating efficiencies across the supply network (i.e., supporting contract negotiation and measuring effectiveness of those agreements)

Supply Chain Management applications can help organizations to gain competitive advantage and provide substantial payback in several ways by:

• Streamlining workflow and increasing employee productivity (i.e. efficiently managing business travel, time, and expenses by collaborating with suppliers in realtime)

• Accelerating product development (i.e. enabled by the ability of organizations to swiftly react to market conditions)

• Streamlining cost and creating efficiencies across the supply network (i.e., supporting contract negotiation and measuring effectiveness of those agreements)

31

ERP and Supply Chains

It is comprised of a set of applications that automate routine back-end operations:

such as financial management inventory management Scheduling order fulfillment cost control accounts payable and receivable,

It includes front-end operations such as: POS Field Sales Service

It also increases efficiency, improves quality, productivity, and profitability.

ERP or enterprise systems control all major business processes with a single software architecture in real time.

ESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINSESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINS

32

ESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINSESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINS

33

Supply Chain

Supply Chain Flows Materials flows are all physical products, new materials, and

supplies that flow along the chain. Information flows relates to all data associated with demand,

shipments, orders, returns and schedules. Financial flows include all transfers of money, payments, credit

card information, payment schedules, e-payments and credit-related data.

Supply chain refers to the flow of materials, information, payments, and services from raw material suppliers, through factories and warehouses (Value Chain), to the final consumer (Demand Chain). It includes tasks such as purchasing, payment flow, materials handling, production planning & control, logistics & warehousing, inventory control, and distribution. When it is managed electronically it is referred to as an e-supply chain.

Supply Chains contribute to increased profitability and competitiveness

34

Supply Chain

Automotive Supply Chain

35

Supply Chains Components

The supply chain involves three segments: UpstreamUpstream, where sourcing or procurement from

external suppliers occur InternalInternal, where packaging, assembly, or

manufacturing take place DownstreamDownstream, where distribution or dispersal

take place, frequently by external distributors. It also includes the movement of

information and money and the procedures that support the movement of a product or a service.

Organizations and individuals are also part of the chain.

36

Supply Chains Classifications

There are several major types of supply chain Integrated make-to-stock Continuous replenishment Build-to-order Channel assembly.

Value ChainValue Chain

Demand ChainDemand Chain

““ Supply” ChainSupply” Chain

37

Adding value along the chain is essential for competitiveness, however problems exist especially in complex or long chains and in cases where many business partners are involved. These problems are due to uncertainties and the need to coordinate several activities, internal units, and business partners.

Demand forecasts are a major source of uncertainties Competition Prices Weather conditions Technological development Customer confidence

Uncertainties exist in delivery times Machine failures Road conditions Shipments

Quality problems may also create production delays

Supply Chain Problems

38

The bullwhip effect refers to erratic shifts in orders up and down the supply chain because of poor demand forecasting, price fluctuation, order batching, and rationing within the chain.Even slight demand uncertainties and variability become magnified if each distinct entity, on the chain, makes ordering and inventory decisions with respect to its own interest above those of the chain. Distorted information can lead to tremendous inefficiencies, excessive inventories, poor customer service, lost revenues, ineffective shipments, and missed production schedules.

Supply Chain Problems continued

A common way to solve the bullwhip problem is by sharing information along the supply chain through EDI, extranets, and groupware technologies. For example employing a vendor-managed inventory (VMI) strategy, the vendor monitors inventory levels and when it falls below the threshold for each product this automatically triggers an immediate shipment.

39

Information sharing among supply chain partners (c-commerce) sometimes referred to as the collaboration supply chain is one method to overcome problems in the flow. Others are:

Optimal Inventory Levels Supply Chain Coordination and Collaboration Supply Chain Teams Performance Measurement and Metrics Various IT-Assisted Solutions

wireless technology optimal shipping plans strategic partnerships with suppliers just-in-time

Supply Chain Solutions

40

Supply Chain Solutions

41

Supply Chain Collaboration Management

Manual methods include; phone, fax, and mail EDI is typically used by large corporations EC PRM functions include:

partner profilespartner communicationslead management (of clients)targeted information distributionconnecting the extended enterprisepartner planningcentralized forecastinggroup planninge-mail price lists

Every company that has business partners has to manage the relationships with them. Information needs to flow between the firms and constantly updated and shared.

42

Supply Chain Management

43

Global Supply Chains

Companies go global (disperse the value chain) for a variety of reasons.

lower costs of materials, products, services and labor availability of products that are unavailable domestically the firm's global strategy technology available in other countries high quality of products intensification of global competition the need to develop a foreign presence to increase sales fulfillment of counter trade.

Supply chains that involve suppliers and/or customers in other countries are referred to as global supply chains.

Global supply chains are usually longer than domestic ones, and more complex. Therefore, additional uncertainties are likely.

44

The supply chain process is intertwined with the computerization of its activities. People have wanted to automate the processes along the chain to reduce cost, expedite processing, and reduce errors.

Material requirements planning (MRP) essentially integrates production, purchasing, and inventory management of interrelated products.

Manufacturing resource planning (MRP II), enhanced MRP methodology by adding labor requirements and financial planning.

Enterprise resource planning (ERP) further integrates the transaction processing as well as other routine activities in the entire enterprise.

Integrations continues along several paths functional areas Combining transaction processing and decision support Business intelligence CRM software

Computerized Supply Chains

45

Continued

Computerized Supply Chains

46

E-Commerce and Supply Chains

E-commercecan digitize some productscan replace all paper documents can replace faxes and telephone calls with electronic messaging Enhances collaboration and information sharingtypically shortens the supply chain and minimizes inventoriesfacilitates customer serviceintroduces efficiencies into buying and sellingenables faster, cheaper, and better communication, collaboration, and discovery of information

E-commerce is emerging as a superb tool for providing solutions to problems along the supply chain. Many supply chain activities, from taking customers' orders to procurement, can be conducted electronically.

47

E-Commerce and Supply Chains

Upstream Activities improve the upstream supply chain through e-procurement

Internal Supply Activities from entering purchase orders, to recording sales, to order fulfillment, to tracking shipments, are usually conducted over a corporate intranet

Downstream Activities enhance the activity downstream activities by providing online ordering

Vertical exchanges combine upstream and downstream EC supply chain activities. These B2B exchanges, provide a medium where buyers and sellers can meet.

A major role of EC is to facilitate buying and selling along all segments of the supply chain.

48

E-Commerce and Supply Chains

Continued

49

There are many benefits to integrating functional systems.

Tangible benefits: Inventory reduction Personnel reduction Productivity improvement Order management improvement Financial-close cycle improvements IT cost reduction Procurement cost reduction Cash management improvements Revenue/profit increases Transportation logistics cost reduction Maintenance reduction On-time delivery improvement.

Supply Chains Benefits

50

Intangible benefits: Information visibility New/improved processes Customer responsiveness Standardization Flexibility Globalization Business performance Reduction in duplication of entries controls and reconciliation are enhanced rapid assimilation of data into the organization

Supply Chains Benefits Continued

Systems can be integrated internally and externally. Internal integration refers to integration between applications inside a company, whereas external integration refers to integration of applications among business partners.

51

Customer Relationship Management (CRM)

CRM recognizes that customers are the core of a business and that a company’s success depends on effectively managing relationships with them. It focuses on building long–term and sustainable customer relationships that add value both for the customer and the company.

Types of CRM Operational CRM Analytical CRM Collaborative CRM

52

SCM – Example of SAP SCM Offering

SAP is the ERP market leader. They also offer SCM applications whose capabilities including the following:

SAP is the ERP market leader. They also offer SCM applications whose capabilities including the following:

53

Recommendations for Enterprise System Success

Get Help from Outside ExpertsImplementation success is enabled by deep application experience and access to supporting tools and methods

Take a Multidisciplinary Approach to ImplementationsEnterprise systems span the entire organization and as such require input and participation from all functions

Thoroughly Train UsersTraining in organization, business process, and application functions is critical to success and must be reinforced

Secure Executive SponsorshipThe highest level support is required to obtain resources and make and support difficult reengineering decisions

54

Customer Relationship Management (CRM)

55

Customer Relationship Management (eCRM)

CRM has been practiced manually by corporations for generations. However, Ecrm (electronic CRM) started in the mid-1990’s ,when customers began using Web browsers, the Internet and other electronic touchpoints.

• THE SCOPE OF E-CRM. We can differentiate three levels of e-CRM:• Foundational service. This includes the minimum necessary services

such as Web site responsiveness (e.g., how quickly and accurately the service is provided), site effectiveness, and order fulfillment.

• Customer-centered services. These services include order tracking, product configuration and customization, and security/trust. These are the services that matter the most to customers.

• Value-added services. These are extra services such as online auctions and online training and education.

56

Customer Relationship Management CRM Activities

Customer Service on the Web Search and Comparison Capabilities Free Products and Services Technical and Other Information and Service Allowing Customers to Order Products and Services Online Letting Customers Track Accounts or Order Status

Tools for Customer Service Personalized Web Pages FAQs Chat Rooms E-Mail and Automated Response Call Centers Troubleshooting Tools Wireless CRM

57

Evolution Is Continuing