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Avoiding CRM Failure

If you’re evaluating a CRM suite in particular, you may have heard a lot of horror stories about CRM investments going to waste. Rest assured, it’s not the technology; cases of outright technology failure are rare in e-business, and their heyday was years ago, when a lot of applications were in their early generations.

Much more often, CRM failure has to do with the old saying, much beloved of coaches, that goes, Fail to plan, plan to fail. This is the point emphasized by Mike Murphy, executive director of Siebel Global Services. Addressing his company’s CRM audience some months ago, Murphy remarked, “If you focus on technology as the only aspect of a customer-facing solution, you’re going to have a fairly high-risk project.”

This truism of CRM has been out there for years, but it seems not all adopters have paid attention. “People frequently do not take into account the lessons of those that have gone before them,” Murphy tells Line56. “They will ignore some of the warnings.”

It’s part of a larger pattern in which CRM adopters haven’t conducted due diligence about the state of their own company, or of customers. Take the case of Cisco, which bought hosted CRM from Salesforce.com but subsequently came to realize that user behavior rejected the tool in favor of existing applications. That’s something that the company should have known from the CRM get-go, either causing it to pass up Salesforce.com altogether or else paying increased attention to the change management needed to embed Salesforce.com.

That’s a case of not knowing how CRM users behave, but Murphy knows of plenty of other cases in which a customer strategy has been missing. “When we do a post-mortem on these projects, we see that a customer strategy is lacking, or isn’t linked to a corporate strategy.”

For example, a manufacturer might be tasked to use CRM to do order management in order to improve cross-sell numbers, but might not have segmented the customer base properly. The customers might be craving cross-divisional solutions, not the discrete products currently offered by the manufacturer. But you’d never learn this by implementing order management.

Murphy offers a simple, three-step guide to avoiding CRM failure: 1. Align IT and business about what CRM-addressable problems are, and what to do about them; 2. Articulate a customer strategy, and how it links to corporate goals as well as to the proposed CRM system; and 3. Define goals in a measurable way so you can track your progress.

That’s what you should have on your mind when you think about a CRM suite, or even a component tool. Otherwise, as Murphy says, you might end up with “the technology piece working, but no results.”

David Cowgill is a Senior CRM Marketing Manager in San Francisco.

Article Source: http://www.crmblogger.com/crm/2005/09/avoiding_crm_fa.html

For further information contact: David Cowgill CRM Blog Founder http://www.crmblogger.com

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Microsoft Dynamics ERP Selection: GP, AX, NAV, SL, CRM – Notes for Consultant

There is an interesting phenomenon happening in the small and medium business segment. The widespread adoption of on-demand or software as a service (saas) CRM, led by Salesforce.com, and followed by companies such as NetSuite and RightNow Technologies.

Well, that’s not really new.

What is new is the expanded use of saas CRM software within these mini-enterprises, whether independent businesses or smaller divisions or departments of larger corporations, as their principal business platform. Since saas CRM manages the lifeblood of the business, sales and customers, and is increasingly more user friendly and flexible, it is becoming the preferred method for companies to manage their business.

As a result, it is also becoming the de facto integration hub, or SOA enabler, for the smaller enterprise.

A case in point is the experience of a well-known educational products sales company. It’s parent company sells educational toys through retailers. However, it launched a division that sells education-oriented items to schools and school districts, such as a handheld screen-based interactive tool that uses story narratives to teach English proficiency to non-native English speakers. This newer division established a territory sales model, with geographically-based sales executives selling to school districts in their area.

The main corporate entity has only a handful of account managers who sell to large retailers such as Wal-Mart and Toys’r'Us. Whereas it is geared towards a retail sales model and related B2B IT infrastructure, the newer division had the infrastructure needs of a territory-based direct sales model. They required a CRM application to track leads, opportunities, and closed sales, and because of the reduced bandwidth of this smaller business unit, they required the efficiency gains of an automated commission calculating application.

With no dedicated IT resources (IT resources are tied to corporate and are available “on-loan” to the new division), and a need to ramp-up quickly, the division chose to bring the CRM and commission calculation functionality of the on-demand model. They chose Salesforce.com and Xactly Corporation, respectively, to fulfill these functions. The one on-premise application they had access to was Oracle Financials for accounting.

The missing piece was to integrate these applications together. They chose to go with a packaged integration platform, adopting their subscription-based pricing model and on-premise software.

In addition to being the CRM platform for the new division, Salesforce.com is also serving as the de facto “enterprise service bus” to incorporate the accounting functionality of Oracle Financials, and to trigger Xactly to do it’s job of calculating sales commissions.

This use of Salesforce.com as a de facto on-demand ESB platform was noted in an August 2007 white paper entitled “Busting Myths of On-Demand Integration,” by Peter Coffee, Director of Platform Research.

“On-demand platforms exhibit the growing capability to provide a foundation for integration,” he said, citing a May 2007 announcement of the Salesforce.com SOA technology that enables the exposure and consumption of web services.

In the same paragraph he notes:

“This is not to say, however, that a move to a Web services protocol strategy (such as that of using a saas application such as Salesforce.com) is a prerequisite for on-demand integration…there are options available for use with the salesforce.com platform” such as custom coding or a third party integration platform.

In other words, on-demand applications, Salesforce.com being the most prominent, are quickly establishing themselves as integration hubs the way ESB providers such as Sonic Software, IBM’s Websphere, and BEA’s Weblogic were formulated to be.

These SOA solutions, however, are cost-prohibitive for smaller companies, divisions or departments, and are often managed by enterprise IT staffs who are unresponsive to the needs of the department. These smaller enterprises have to fend for themselves, and are adopting on-demand applications that require little to no IT involvement.

IT typically has to get involved when it comes to integration, according to Coffee. Such was the case with the educational products company. Their IT department provided the input that the newer division needed to give the technical “thumbs-up” to the integration solution. But due to human bandwidth issues they decided to go with a fully delivered integration solution as opposed to the traditional toolset that is typically sold to IT departments.

Tying together Salesforce.com, Oracle Financials and Xactly Corporation was done in the span of four months and cost less than $50,000. Why did it take that long? Because they had to take a breather between deciding on an integration vendor and a commission calculation vendor.

Compare that with enterprise application integration projects which typically take nine months or more and cost hundreds of thousands of dollars, and you can see why Salesforce.com, together with fully configured integration solutions, are quickly becoming the “integration hubs” or systems of record for the smaller enterprise.

Fernando Labastida is an account executive with Pervasive Software, and serves the Northern California, Pacific Northwest, Southwest Canada, Minnesota, and all of Latin America. He can be reached at http://www.labastida.com
or 512-945-9273.

Article Source: http://EzineArticles.com/?expert=Fernando_Labastida

Microsoft recently (in September 2005) renamed its ERP product: Great Plains ? Microsoft Dynamics GP, Navision ? Microsoft Dynamics NAV, Axapta ? Microsoft Dynamics AX, Solomon ? Microsoft Dynamics SL, Microsoft CRM ? Microsoft Dynamics CRM. The idea is probably nice ? to unify future concordance product under Microsoft Dynamics name. There are multiple possibilities, however in getting all MRP systems merged into one Microsoft Dynamics and what should be taken as base and what should be phased out. We can not be judges ? we will give you some facts for you to take into consideration. This article is planned as a first entry point to look ?under the hood? of Microsoft ERP applications and probably compare the facts with the competition: SAP (especially SAP Business One if you are small or mid-size company or international branch of multinational corporation), Oracle E-Business Suite/Oracle Financials, also referred as Oracle Applications.

? Microsoft Dynamics GP 9.0/Microsoft Great Plains. This ERP was initially architectured by Great Plains Software ? Great Plains Dynamics and Great eEnterprise hit the market in earlier and middle 1990th. If you remember those old-good-days of IT boom ? nobody knew which operating system will win: Unix/Solaris, Microsoft Windows, Apple MAC OS. This is why ? the traditional (and pioneering way) for those days was to create a shell, written in C language to abstract you from Graphical platform. Great Plains Dexterity was this shell, programming language (sanscript). The second fundamental idea was to abstract Great Plains Dynamics from database platform, however the abstraction was done on the level of ?budget? database platforms: Ctree/Faircomm, and Btrive, later on Pervasive SQL 2000, for Microsoft SQL Server 6.5/7.0/2000 Great Plains used atomic stored procs approach to speed up database access. Nowadays Microsoft Dynamics GP/Great Plains versions 5.5, 6.0, 7.0, 7.5 are available for Ctree and Pervasive, however since version 8.0 Microsoft Great Plains is available on MS SQL Server/MSDE platform only. Currently Microsoft Great Plains 9.0 is offered in USA, Latin America, Canada (including French Canadian version for Quebec), UK, Australia, New Zealand, South Africa and other countries where official language is English ? such as South East Asia, for instance.

? Microsoft Navision/Navision Attain/Microsoft Dynamics NAV. Some ERP analytics believe that Microsoft Great Plains Business Solutions (later renamed into Microsoft Business Solutions) bought Navision Software (est. in 1984). The fundamental ideas of Navision come to its own shell ? C/SIDE, database proprietary platform: C/SIDE, etc. Navision was designed to be flexible and grow with your business ? from small to upper mid-market. Navision Software had its own marketing plans prior to be purchased by Microsoft and expanded in continental Europe, UK, USA (competing with Great Plains Software and Solomon Software). When Navision was bought by Microsoft ? Microsoft Business Solutions offered and promoted Navision in East Europe: Russia, Romania, Bulgaria, Hungary, etc. Plus it tried Navision in Brazil (over 100 implementations – 2005). Navision is more flexible to localization challenge (than Microsoft Great Plains)

? Microsoft Axapta/Microsoft Dynamics AX ? it seems to be rising star for Microsoft and it can compete with upper ERP/MRP mid-market. Axapta has modern design and its ability to expand is still in its architecture modern model (versus Great Plains or Navision ? where we see integrations with MS Office, Web Fronts/Business Portal/eConnect/eCommerce type of improvements). In late 2005 we see US and UK MBS VAR activity to sign for Axapta and consultants training.

? Microsoft Dynamics SL/Microsoft Solomon ? this ERP is for project-driven organizations.

? Microsoft Dynamics CRM 3.0/Microsoft CRM 3.0. This CRM solution from Microsoft is abreast of the majority of Microsoft recent ideas and innovations: Microsoft Exchange, Active Directory, XML Web Services driven MS CRM SDK with C# and VB.Net sample code. Currently MS CRM 1.2 and 3.0 has integration to Microsoft Dynamics GP 7.5, 8.0 (with service patch) and 9.0 (coming?)

Please do not hesitate to call or email us: USA 1-866-528-0577, 1-630-961-5918 help@albaspectrum.com

Andrew Karasev is Chief Technology Officer at Alba Spectrum Technologies ( http://www.albaspectrum.com
http://www.greatplains.com.mx
http://www.enterlogix.com.br
) – Microsoft Business Solutions Great Plains, Navision, Axapta MS CRM, Oracle Financials and IBM Lotus Domino Partner, serving corporate customers in the following industries: Aerospace & Defense, Medical & Healthcare, Distribution & Logistics, Hospitality, Banking & Finance, Wholesale & Retail, Chemicals, Oil & Gas, Placement & Recruiting, Advertising & Publishing, Textile, Pharmaceutical, Non-Profit, Beverages, Conglomerates, Apparels, Durables, Manufacturing and having locations in multiple states and internationally.

We are serving USA Nationwide: CA, IL, NY, FL, AZ, CO, TX, WI, WA, MI, MA, MO, LA, NM, MN, Chicago, New York, Los Angeles, Phoenix, San Francisco, Denver, Seattle, Boston, Atlanta, Miami, Houston, Dallas, San Diego, Toronto, Montreal, Vancouver, Minneapolis, Washington, Baltimore, New Orleans, Austin, Kansas City.

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On-Demand CRM – Integration Hub for the Small Business or Enterprise Department

Well, that’s not really new.

As a result, it is also becoming the de facto integration hub, or SOA enabler, for the smaller enterprise.

The missing piece was to integrate these applications together. They chose to go with a packaged integration platform, adopting their subscription-based pricing model and on-premise software.

In the same paragraph he notes:

Article Source: http://EzineArticles.com/?expert=Fernando_Labastida

CRM and the Strategic Planning Process

Critical to any customer relationship, are the employees who interact with the customer. If an employee is satisfied and has the ability to execute customer strategies, they can fulfill the brand promise. So when companies wish to enhance their customer relationships, they have to realize that the success of CRM initiatives relies heavily on the Human Resource strategies. The rationale is inescapable: if a person desires valued relationships with the customers, he or she needs valued relationships with the employees. (1) This approach is often referred to as Employee Resource Management (ERM).

Trained and motivated staff and a superior staff appraisal system is the key to customer contentment and hence, the foundation of CRM.

INTRODUCTION

The contemporary market environment is characterized by general variability, difficult foresee ability of the competitive situation, surplus economy, and well informed, more experienced, more fastidious, exacting and more impatient consumers and users, who cease being loyal to traditional products and brands.(2) Therefore we have a dire need for effective tools for increasing customer value and CRM is the answer to that. Several vendors now offer HR consultancy tools to their CRM software. These ad-ons provide solutions for enhanced staff productivity, end-user self-service and improved reporting capabilities.

CRM STRATEGY FOR HR CONSULTANTS

When planning CRM strategies for Human Resources, a company needs to provide solution to some basic issues. Some of these issues are employee grievances, inter-group conflicts, lack of career paths for ambitious employees, dissatisfaction with salary and remuneration, unclear job roles, no visible performance measures, poor recruitment policies, no induction training for new employees, critical skill shortages and management ignorance towards any of these problems (3).

APPLICATION

Today’s evolved consumer behavior demands a lot from companies. It is no longer a competition only among your own products. An organization is up against a multitude of astute competitors. That is why every company needs something to diversify itself from the contenders. Physical and timely accessibility of product/services is just as important as giving a customer valued service. In that scenario, the staff’s approach to managing the relation with customers is the key factor for the success of Customer Relationship Management (4).

The success of CRM will depend mainly on professional work approach of employees, on their motivation and skills and knowledge, and also on systematic and consistent measurement and appraisal of their achievement.

The basic workforce attributes in the context of CRM are an uncompromising concentration on customer’s needs, competitiveness and will-to-win recognition, decisiveness, skill to improvise, the ability of a team work and the ability to lead a team. The willingness and skill of continuous training and self-education are also crucial factors, and in doing so the requirements for training must primarily come from the skill recognition and staff appraisal (5).

STAFF APPRAISAL SYSTEM

A well managed staff appraisal system for HR consultants can be a very competitive advantage.

Also of value is the system by which to inform employees about the appraisal results and what conclusions to derive from the appraisals. It is possible to use a lot of appraisal criteria for this system. It is also possible to use many other criteria that refer to a worker personality; for example: skills, professional knowledge, self discipline, independence, reliability, loyalty and stress resistance.

The appraisal process proceeds in following three phases: preparation, practice and assessment. The preparation phase covers the activities starting with identification of the appraisal need, then the choice of the appraisal type and method after as much as fixing the criteria. The practice phase means obtaining the data for the appraisal. Registering of the obtained information is a very important activity within the framework of the practice phase of the appraisal. Most sensitive, but also the most interesting phase of staff appraisal process is the method of analysis of appraisal and telling the outcomes to appraised staff.

STAFF TRAINING

We are living in the Information Age where knowledge is the main competitive advantage. But the ability to use that knowledge for the company’s benefit is what separates a good employee from a bad one. A good manager needs not only information and feedback, but also training on how to use the assessed feedback/data to his advantage. Therefore education is no more left only to institutions – companies need to get into educating as well.

It is for the company’s own benefit that they use revised training methods for employers. They must give staff supplementary courses, retrain them and help them adapt to company policies, specialties and mechanisms.

The main goal of any CRM technique for human resource is to provide the company with loyal customers. Good HR strategies make sure that the company reaches this goal in the sphere of its performance improvement and growth. These goals can be reached only when the employees have the knowledge, training, skills and motivation necessary to do his work effectively.

AVAILABLE CRM SOFTWARE FOR HR

Some popular CRM softwares for HR consultants are designed to automate and centralize employee management and self-service. They provide enhanced employee productivity management, and reduced administrative overhead. All softwares have various functions like HR Policy tracking, paid-time-off vacation requests, employee expense tracking and commissions, compensation tracking, employee case management, call tracking and problem resolution.

All of these functionalities enable HR consultants to redirect their focus from administrative tasks to strategic business activities, improving staff efficiencies and job satisfaction. They also provide behind-the-scenes analytics work to guide against actions, enhance the value of employee interactions and help enforce the adoption of best practices.

CONCLUSION

Competitive advantage is more a matter of creativity and sustaining good relations with the customers, by providing excellent services and quality product. This is maintained by the employers who in turn need to have proper HR strategies working for their benefit.

HR consultants can benefit hugely from the softwares available to ensure employee satisfaction. The strategies of employee satisfaction hugely rely on a good appraisal system and employer training.

1. Cyber Marketing Services. (2007).”The Convergence of Human Resource Needs and Brand/Marketing Techniques.”
2. John Edwards (2007). “When HR Meets CRM”
3. CRM services, Asia/Pacific, (2006-2007), “Report highlight for market trends: 2006″. Gartner Group. 3Vl ek R. Customer value. 1. Ed. Prague: Management Press, 2002,
4. Lambert D. M., Stock J. R., Ellram L. M. (2000) Logistics. Computer Press.
5. Zemene P. Implementation Process of Differentiated Customer Relationship Management in Company of Plastics Industry; PhD Thesis, University of Pardubice, 2006.
5 Dohnal, J. (2002): Customer Relationship Management. Grada Publishing

Cyma Rizwan Khan

http://www.cymarizwankhan.wordpress.com

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Strategic planning is used in many ways. When I was in commercial banking years ago, one bank I worked for had a department called Strategic Planning. I was inclined to make a move to this area because I thought they were involved in mergers and acquisitions and other strategic corporate initiatives. In fact, the day to day activities were more closely tied to event planning than anything else. Event planning?

When it comes to Customer Relationship Management (CRM), the strategic planning process relates to the alignment of your business focus to the needs of your customers. Since most businesses focus on their own needs, this can be a challenge. What I mean by that is that most businesses focus on the need to meet a sales quota for a certain product within a specific time frame. Is that what your customer needs? It’s a tough change to make when you can’t tie your results to periodic account measures as neatly; but it can certainly have a huge impact on potential value of existing customers as they become more loyal. After all, it’s far less costly to keep customers than it is to constantly find new ones.

Strategic Planning Process Overview

As you develop your strategic plan for CRM, you need to always yourself “how does this add value to my customer and in turn add value to my company”? But you also need to keep the following things in mind:

Identify the financial goals of your business

Identify the risks of this initiative, both short and long term

Identify what you will measure, how you will measure it and how you will evaluate the results.

Identify how you will use your results to make the appropriate changes to your initiative over time

The strategic planning process can be a lengthy one, and there are risks, especially with change management issues. As a result, even companies who “get it” with regard to customer-centricity don’t take the steps to change their business. For those who do, success comes by going through a series of planning stages. Here’s an example:

Develop your Customer Focused Strategic Plan Realign your Front Office work flows, and information flows, with effective business process mapping

Realize that effective change management is critical to getting a high user adoption rate not only for software use, but the customer focused way of doing business in general

Make sure you provide good customer service and collect the data you need to help other functional parts of your business.

Develop an effective customer relationship marketing program to acquire new customers but, more importantly, keep your existing customers

When all of this is done, then it’s time to select CRM software that meets your requirements.

Mike Boysen is an experienced CRM consultant and the creator of Effective CRM Consulting
You can read more about the strategic planning process
as well as other CRM related topics.

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Problems In CRM

Like all other things, CRM systems also have few shortcomings that they need to overcome. The technology is still new and has lots of areas of improvement.

Following are the major disadvantages that stops CRM systems from becoming a perfect solution for any business:

Customer Dissatisfaction

Although several businesses have implemented CRM systems to focus on customers, several clients are still dissatisfied with its execution.

They term CRM as “technology that delays” or “stops service”. For instance, lots of them find automated voice systems (or Interactive Voice Response) as a big headache and look for companies which have eased its use.

As per a recent study conducted by Accenture, receiving poor customer service remains the number one reason why consumers abandon one service provider and move on to another, be it a mobile service supplier or a credit card provider.

Other factors weighing heavily in consumer defections include lack of customised products and senseless corporate bureaucracies.

Authenticity of Remotely Hosted CRM Services

Lots of businesses these days tend to contract out CRM. At times, cost becomes the driving factor in outsourcing CRM systems and not the vendor reputation. In such scenarios, it’s possible that the CRM service provider can disappear overnight, along with all official records. It is also possible that information kept with the service provider might get used for other purposes.

A good CRM service always allows the company to back up/export data so that the outsourcing company has a control over the information. Also, in some cases corporate and government laws stops the businesses from keeping all client information (such as Social Security Number, Home Number, etc.) at an external location.

Cost and Complexity Involved In Setting Up Locally Hosted CRM Software
Frequent technical expertise required for setups and upgrades of CRM systems, makes the businesses pay for ongoing support of the application.

Security becomes company’s responsibility, which can cause a few headaches – especially as is the case with many applications, security patches are rolled out and one needs to install them very quickly.

As the business grows, needs from a CRM package also changes and adding these extra features can be quite expensive.

Improper Vision For Tomorrow’s Needs

Bottom line is that salespeople are only interested in things that help them sell more now.

A sales representative’s only resource is time; their most important goal is meeting quota or budget for this month, quarter, or year.

Yes, they are concerned about the long run, but if they don’t make quota now, they know that they probably won’t be around to worry about the long-term.

It’s not completely fair to say that CRM doesn’t benefit a salesperson in meeting short-range goals because in some respects it does, but most sales representatives feel that they can be just about as effective in selling in the short term without it.

In other words, the benefits of CRM don’t seem significantly greater than the investment of time and effort required to use the system each day.

Training Sales Staff

As the CRM is still evolving, businesses are required to devote enough time and revenue in training sales personnel. The workforce should be able to judge how to use the stored data in best possible manner.

If they don’t use it (or the information they do put in is out of date, inaccurate, or spotty) then they can be of little value to the company who “rolls up” all this “junk data”. Inept call center employees can further worsen the situation.

Essentially, companies that don’t provide service representatives with sufficient training or information, or forms that make people fight their way through repetitive, fruitless support systems are going to lose more customers. That’s no big surprise.

In a nutshell, bad CRM is sometimes worse than no CRM at all.

For more information visit CRM Software Center
– All the general information and resources for everything CRM – Customer Relationship Management. Visit http://www.crmsoftwarecenter.com
for more articles and info on CRM.

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IT Department Skills to Support Microsoft Great Plains and Microsoft CRM

Microsoft Great Plains as ERP and Microsoft CRM as Client Relation Management system is very robust combination and could serve midsize to large corporation as Business System. Being VP IT or IT Director you need to foresee the positions to have in your IT department to do internal MS Great Plains and MS CRM support.

Let us give you the directions, based on our research and consulting practice.

Microsoft SQL Server Specialist ? we specially do not name this position as MS SQL DBA, because both Great Plains and MS CRM are not very complex from the database administration side, they do not use indexes optimization, referential integrity, probably do not require complex transaction log backup/recovery scenarios. On the other hand this position requires Great Plains and Microsoft CRM tables structure analysis and some primary Great Plains data fixing skills via SQL queries, described in MBS Customer source techknowledge database. The best candidate should have some accounting background – to be able to address ongoing issues to MBS technical support.

Network Administrator with good Microsoft Exchange and Active Directory skills . Microsoft CRM uses all the newest Microsoft technologies, and Exchange is a workhorse here. In order to install and upgrade MS CRM this guy needs to understand the under-laying Microsoft technology. In the best case – she/he should know Exchange security structure and probably program Exchange handlers, due to the fact that CRM/Exchange connector is not a perfect tool yet.

C# or VB.Net programmer with excellent SQL Skills ? if you are midsize or large company – you should have this position – you will need web publishing and MS CRM customization and its support. Currently Microsoft CRM SDK has C# examples – so C# programmer would be the best fit, it may have more VB code in the future, so the C# – VB balance maybe restored.

Crystal Reports Designer/Programmer – Crystal Reports is the best tool available on the market to address both Great Plains and MS CRM reporting needs. This position maybe merged with one of the above.

These people should be probably cross-trained in both Great Plains, Microsoft CRM, Crystal Reports, SQL and C# programming, so you do not depend on the unique skills of one person. In our opinion, which is based on our long term consulting practice – these skills will allow you to keep the cost of IT support reasonably low and avoid paying high consulting price to your Microsoft Business Solutions Partner.

Happy hiring and training! But in any case you need to select Microsoft Business Solutions Partner/Var/Reseller to be your official representative. This is how MBS has its channel working – it assures that Microsoft Business Solutions products are properly implemented. If you want us to be your Microsoft Business Solutions Partner – give us a call 1-866-528-0577! help@albaspectrum.com

Andrew Karasev is Chief Technology Officer in Alba Spectrum Technologies ? USA nationwide Microsoft CRM, Microsoft Great Plains implementation and customization company, based in Chicago, Boston, New York, San Francisco, Los Angeles, Phoenix, Houston, Atlanta, and Miami and having locations in multiple states and internationally ( http://www.albaspectrum.com
), he is Dexterity, SQL, VB/C#.Net, Crystal Reports and Microsoft CRM SDK developer.

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How Does Customer Relationship Management (CRM) Impact Your Business?

A business can generate profit only when it has a committed and faithful following of customers. In the cut throat environment of modern times, a Customer Relationship Management (CRM) system then emerges as a valuable tool to help build customer loyalty. CRM as the acronym suggests is all about managing the customer. If the customer is managed in an effective manner, the profit on a continuous basis is the logical by-product.

It does not matter whether your business is small, or you are running a large business, the longevity of your business hinges on the information you acquire about your customer. Profits can be maximized first and foremost on a continued basis by having returning, satisfied, customers. It can be done only through a personal touch.

Why is this important? It has been estimated that it costs more than 6 times as much to acquire a new customer than to retain an existing customer

This personal touch can be ensured through maintaining a database on the needs and preferences of your customers. Building a relationship of trust and understanding by knowing their needs and wants will help you and your customer develop a long term relationship, or more importantly, partnership.

One way you can build confidence with you customer is to give them first exposure to a new product, before it is opened for the general customer. As a matter of fact it has emerged as one of the most valuable tools in the hands of modern business outlets. Organizing personalized, pre-launch offers for committed customers, where the personalized touch makes their whole experience a pampered trip, builds a commitment within the customer to not only your products but your business relationship as well. The customer, who has been pampered in this manner, turns out to be a direct sales agent for your new campaign introducing this product, they in effect become part of your marketing team. New customers, brought in through this effort, become ‘pre-qualified’ through the efforts of you existing customers.

It is through the advent of CRM that it has come to light that nearly 65% of the customers…you are right the numbers are high…leave a business if they are not provided the kind of services they have become accustomed to. So here the CRM comes into play. The data base generated through CRM can be used in numerous ways:

Data that is generated through CRM can be shared across other units of the company and lessons so drawn can help in increased profits in other business outlets as well.

If the customer is a regular, as provided by your data base, then you can offer him some privileges at the time of billing for instance (discounts, credit terms, payments plans, etc…), and make him feel pampered as compared to other walk in customers.

When regular customers consistently order a given product, it may be possible to be proactive about your relationship and build an automatic order process whereby the customer does not have to initiate an order, but it is automatically sent when it is determined that they need new supplies. This requires trust not only on the part of the customer, but also on your own staff who must fulfill that order.

Ultimately, there are two separate, but related, goals to a CRM solution:

Build a database of information that can be used to generate increased profits for your organization

Cut down the attrition rate of customers from your business.

CRM helps in building a long term relationship with the client. This long term relationship is the foundation on which future profits can be built.

CRM is like ready mixed concrete on the move, if stopped it can destroy the whole project; but the constant churning of the concrete, the constant moving forward will ensure a project that meets the needs of the customer.

In the case of a business, the continual gathering of information, and acting upon it, will help us build a successful and profitable relationship with our customer.

CRM is the catalyst that provides this churn.

James Stephenson is an IT and Business Consultant with over 25 year of experience.

His firm specializes in helping small to medium sized businesses use their information technology and business resources effectively.

He can be reached through his websites and blogs at:
http://www.scc-i.com

http://www.ctrinformationmarketing.com

Article Source: http://EzineArticles.com/?expert=James_Stephenson

Microsoft Dynamics ERP: GP, AX, NAV, CRM – Which One to Select

Being in MRP implementation, customization, integration, data migration/conversion business for many years, we would like to give you some orientation, in the case if you are on the way of ERP selection for your company. In this small article we will be talking about Microsoft Business Solutions ERP brands only, you can check our future publication to get similar orientation on Oracle and SAP ERP products.

? ?Legacy? vs. ?Modern? ERP. It might not be the focusing question, however we?d like you to look at the ERP products from this perspective: Java/EJB Sun Microsystems conception is less then 10 years old, and now Microsoft .Net/C# construction is in the process of getting market from Java. Similar time test should be given to ERP system ? if the system has legacy architecture ? it might be candidate for replacement or be seriously re-written/renovated.

? International aspect. If you think your company is and always be focusing on the US market and will do business with local folks only ? this paragraph might be skipped. For the rest of us ? and we are in this cohort ? we should watch closes Microsoft Business Solutions international policies. When Great Plains Software and Navision Software were independent software vendor and being forming their international policies completely independently from one another ? both had intentions to expand to all the world markets: USA, Europe, Australia, Asia, Africa, South and Central America. Now, when Microsoft sells all former GPS and Navision ERP products ? it can choose one product over the other to promote on the regional market ? simply due to the fact that it has to invest into ERP localization.

? Microsoft Dynamics GP – Great Plains. Great Plains Software pioneered in the earlier 1990th with its graphical and DB platform independent product for Mac and Windows: Great Plains Dynamics. The shell was written on C programming language and was named Great Plains Dexterity. Currently with Microsoft Dynamics project initiative ? Microsoft renovated Dexterity ? it supports now COM object calls and so XML web services, but it is not pure .net application/shell ? Microsoft is investing in web interfaces for Microsoft Dynamics GP ? Microsoft Business Portal for GP is very good example. Microsoft Dynamics GP incorporated all the best technologies from Microsoft Office to .Net, but its design was done more then 10 years ago. Microsoft Dynamics GP 9.0 is available in English, Latim Americal Spanish and Canadian French, plus German, Dutch and French/France versions will be available for version 9.0 only ? they will not be supported for future version of Dynamics GP.

? Microsoft Dynamics NAV ? Microsoft Navision – Navision Attain. Navision Software was established in 1994 and since then it gained European ERP mid-size and portion of USA market, especially for light manufacturing. Navision success should be attributed to Denmark software development market miracle of earlier 1990th. Navision went even further into graphical and DB platform independence ? it designed its own database platform ? C/SIDE ? Navision separated SQL coding from the database itself. Currently MBS promotes Navision on MS SQL Server platform and its database independence is losing its actuality. Navision was localized by MBS to the majority of East European, South American and other emerging markets ? if you are in Europe, South America, Asia and looking for supported reliable solution on your regional market ? you should look at Navision first.

? Microsoft Dynamics AX ? Axapta. Axapta was the newest ERP designed by Navision Software prior to its acquisition by Microsoft. The architecture is dated at the end of 20th century. Axapta needed some time for Microsoft to get upper mid-market ground ? traditionally occupied by SAP, Oracle, PeopleSoft, JDEdwards. Currently Microsoft is localizing Axapta to Brazilian market ? due in April 2006. Very good chances are in East and Continental Europe, including UK. In 2005 US Microsoft Business Solutions regional and nation-wide VARs invested into Axapta consulting practice ? training and certifying consultants, marketing campaign, etc. Very good chances for Axapta for US mid-market and and upper mid-market clientele and prospects

? Microsoft Dynamics CRM. Microsoft Dynamics CRM 3.0 or simply Microsoft CRM 3.0 is promoted by Microsoft Worldwide. So, do not question it from the international perspective ? you will have integration with Microsoft Dynamics GP, Navision (through third party integration), Axapta ? in progress, plus with IBM Lotus Notes Domino ? via Alba Spectrum Lotus Notes integration.

Please do not hesitate to call or email us: USA 1-866-528-0577, 1-630-961-5918 help@albaspectrum.com

Andrew Karasev is Chief Technology Officer at Alba Spectrum Technologies ( http://www.albaspectrum.com
, http://www.greatplains.com.mx
, http://www.enterlogix.com.br
) – Microsoft Business Solutions Great Plains, Navision, Axapta MS CRM, Oracle Financials and IBM Lotus Domino Partner, serving corporate customers in the following industries: Aerospace & Defense, Medical & Healthcare, Distribution & Logistics, Hospitality, Banking & Finance, Wholesale & Retail, Chemicals, Oil & Gas, Placement & Recruiting, Advertising & Publishing, Textile, Pharmaceutical, Non-Profit, Beverages, Conglomerates, Apparels, Durables, Manufacturing and having locations in multiple states and internationally.

We are serving USA Nationwide: CA, IL, NY, FL, AZ, CO, TX, WI, WA, MI, MA, MO, LA, NM, MN, Europe: Germany, France, Belgium, Poland, Russia, Middle East (Egypt, Saudi Arabia, OAE, Bahrain), Asia: China, Australia, New Zealand, Oceania, South & Central America: Mexico, Peru, Brazil, Venezuela, Columbia, Ecuador, Chili, Paraguay, Uruguay, Argentina, Dominican Republic, Puerto Rico

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Microsoft CRM Implementation: Employee Time & Billing – Notes for Consultant

Microsoft Dynamics CRM 1.2 and now 3.0 could be considered as extremely flexible platform, suitable for small, mid-size and corporate businesses, it is easily customizable via C# or VB.Net in MS VisualStudio, however you can deploy MS CRM as is for sophisticated task, such employee timecards, consultant billable hours tracking, contract management, etc. Assuming that you as business owner have IT department or even Microsoft savvy consultant ? you are ready to launch employee timelog process right away, without annoying customization and custom reporting.

? Procedure. MS CRM is flexible in the sense that you can create and attach activity to virtually any object ? Account, Contact, Lead, Quote, Order, Invoice, etc. If you have your consultants do just that ? it will help (all the documents and info will be in CRM), however it would be no structure and you would be spending your time digging CRM in the search of historical information. Remember Lotus Notes Domino? Where you could also keep attaching and expanding lists and tree-like structure? You need the procedure and the procedure will help you structurize the data in MS CRM

? Structure. The structure, deployed for employee time management should be like this. Customer (Account) should have Contracts. Each Contract should have contract lines (where you can allocate the budget per line), then each line should have Cases (when you fulfill the contract ? you assign your consultants to the cases, such as install software, fix bugs, replace old server with the new one, etc.). And finally, consultants should log cases, such as appointments (if the date and time is known) and tasks (if the date and time is now known, however you know the deadline)

? Scenario. Customer ABC has ERP Implementation contract. This contract has two lines: Software Installation (24 hours budget) and User Training (40 hours budget). You activate contract, open two cases for Installation: SQL Installation and Client installation. You assign SQL case to John and Client case to Bill. You book John for Monday onsite visit (appointment, from 8am till 4pm) to install SQL, for bill you create task ? install clients for Nancy and Marilyn (you ask Bill to stop by next week, but you leave him to schedule and decide on the date). When John finishes installation, he opens MS CRM, appointment (either web or outlook client), goes to the appointment->action->close appointment (action Close Applintment->Completed) and 8 hours are logged toward SQL Installation case. When finally you close the case ? you decide on the number of billable hours (you will be shown the actual and budgeted time).

? Reporting. You will probably need two reports: consultant/employee time, were you should be able to see budgeted, actual, written off time ? here you evaluate consultant performance. The second report is Project status.

Feel free to call us in US & Canada: 1-866-528-0577, 1-630-961-5918, Latin America: S

Great Plains Integration Example – Importing MS CRM Hours to GP Service Invoice

Microsoft Dynamics GP customization tools selection changed with the introduction of eConnect. If you are on version 9.0 or higher (current GP version is 10.0 – August 2008), we recommend you to deploy eConnect in GP integration routines programming. In this small publication we would like to orient you in Microsoft CRM consulting hours capturing and moving them into Great Plains SOP invoice for billing out to your customers. This example allows MBS consulting practice to build their time billing and accounting systems virtually for free, as Microsoft Dynamics certified partners at this time enjoy GP and Microsoft CRM licenses for free

1. Service Activity in MS CRM. You can schedule, assign your CRM users and resources, associate with Account, Contract, Contract Line or even case. In our example we have case, created on contract line level as future Service Invoice in GP

2. Account contract and contract lines. In MS CRM you budget your time and assign hours (more precisely minutely) rates on the contract line level. Then you invoice contract to enable creating case, associated with contract line and toward this case your consultants log their time in the form of tasks.

3. Closing the cases and transferring them to your custom time log table. First of all, you should know that in MS CRM database you should not create custom objects, such as table, view, stored procedure. Instead you should create new database and place your custom objects there. Having time log table, you should create nightly SQL job, which will move closed cases and their tasks into time log table and mark these cases as transferred

4. Creating Service Invoices in GP. This job is done by eConnect application. You scan time log table, and create SOP Invoice with non-inventory item lines simply by placing consultant name as item number and description as task title. Finally, when your eConnect routine creates Sales Invoice for the case, you should mark case as integrated in your time log table

5. Dexterity nature of GP tables and fields. Great Plains Dexterity places some limitations on the length of GP SOP invoice line records. Please, read about the field descriptions in GP tables in Tools->Resource Description->Tables

Andrew Karasev, Alba Spectrum http://www.albaspectrum.com

help@albaspectrum.com
1-866-528-0577, 1-630-961-5918, serving Great Plains USA and Canada nationwide. Local service in Chicago, Houston, Dallas, San Diego.

Please visit our information portal Pegas Planet: http://www.pegasplanet.com

If you need custom programming for GP, we are happy to help you with Dexterity, eConnect, VBA/Modifier, SQL Stored Procedures, Crystal Reports. We also provide instant support to new and existing clients via web sessions for the customers in CA, IL, WI, NY, FL, IN, MI, TX, GA, NE, NM, AI, NC, SC, OR, WA, DC, DE, PA, VI, AZ, LA

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