Methodology for customer relationship management - Semantic Scholar
The Journal of Systems and Software 79 () – webob.info locate/jss Methodology for customer relationship management Ricardo Chalmeta . Perhaps the most significant recent development in CRM systems has been the move into the cloud. CRM systems compile customer data across different channels -- or points Adoption of any of these CRM deployment methods depends on a.
Recently, open-source and free-software software companies have emerged as hard competitors coming into the arena.
Methodology for customer relationship management | Ricardo Chalmeta - webob.info
These new players effectively offer more competitive prices for their solutions, but, particularly, they object to forcing customers to customize their business software solutions using precise development platforms for that very purpose.
In this new environment, where open-source solutions share space with standard commercial solutions, it is necessary a unified methodology for the customization of the set of tools which will be available in the short term future.
This methodology should not be based on commercial products, as it happens with proprietary methodologies stemming from software suppliers but on a different angle. This angle encompasses the development processes that will take place with the goal of adapting "out of the box" functionalities of software suite solutions to the customer requirements.
In addition, the documentation and all development efforts must comply with general purpose and world widely extended methodologies that enable knowledge transfer and sharing, remarkable maintenance and availability of the software and widely-used collaboration schemas and commitments. It is the main goal of this paper to present such methodology since we believe it is of the utmost importance to count on a software methodology based on the European Space Agency ESA software methodology to customize and apply to CRM solutions.
The remainder of this paper is organized as follows. In next section, we analyze the current concept and market of CRM. Third section describes briefly our proposed methodology and in the subsequent section we discuss the developed methodology in a more detailed manner.
Finally, the last section outlines our main conclusions and presents our future work. We summarize and explain the CRM concept and why it is so important for current the software business landscape. Since a number of merges and takeovers have favoured significant changes in terms of CRM and ERP scene agents, to the extent that currently the main players of these traditional market segments are essentially the same ones. The initial business model based on the sale of software licences has been combined with the irruption of the ASP model internet basedwhich allows organizations with lower incomes to adopt this kind of technology with a lower risk and technological infrastructure, apart from reducing expenses.
This latter company offers their services only following the ASP business model. On the other hand, Microsoft does not enjoy a privileged pole position in the sector, however they are strongly trying to change that with the release of Microsoft Dynamics CRM 3. This situation has changed with the merges of Oracle, PeopleSoft and Siebel, and will be modified with the generalization of ASP services and the very likely emergence and prominence of open-source solutions in the CRM market.
According to HerbertOpen source CRM promises freedom from vendor lock-in, flexibility to tightly map the software to business processes, and extensibility to grow with changing business needs. On the downside, the solutions lack enterprise-class functionality, have unproven scalability, and aren't backed by the deep pockets of a Microsoft or a SAP, meaning buyers must assume some risk around product support, maintenance, and upgrades.
The technological environment has also changed since the nineties. The unbelievable breakthrough of the Internet has meant the adoption of browser as a fundamental client. The extension of solutions scope from LAN environments to WAN environments where traditional customers based on executable programs installed in client machines or intelligent phones, PDAs and mobile devices can be equally found.
Regarding the technology that is been used, three types of CRM can be identified: Is the automation of horizontally integrated business processes involving front-office customer touch points, such as customer service, sales and marketing, via multiple, interconnected delivery channels phone, email, web Various departments of a company, such as sales, technical support, and marketing, share any information they collect from interactions with customers, embracing all customer 'touch points' communication channels such as e-mail, phone, fax, and Web pages.
Comprises all programming that analyzes data about an enterprise's customer and presents it so that better and quicker business decisions can be made. Customer data can be captured from different sources on the operational side of the CRM equation and stored in data marts or data warehouses such as customer repositories. CRM analytics can provide customer segmentation groupings, profitability analysis, personalization, event monitoring, what-if scenarios and predictive modelling.
The relevance of business and return on investment ROI figures and the installed applications have fully justified this circumstance. In addition, the integrator's importance in industry has flooded the current landscape with adaptations of corporate methodologies for CRM solutions. An example of these methodologies is Summit Ascendant, a family of business process methodologies that were originally developed and maintained by Price WaterhouseCoopers Consulting and are now part of IBM's Rational brand, Fujitsu Macroscope or Accenture Delivery Methods.
On the other hand, the open-source phenomenon has not impacted the specific and tailor-made methodologies for designing and transferring CRM solutions.
However, the importance of the phenomenon itself has clearly meant a new and promising research line: Particularly, in this section, we will discuss proprietary methodologies of most prominent software suppliers in the CRM market and then the main contributions of methodologies research for the transfer of CRM systems.
Siebel, a company recently acquired by Oracle, suggest the use of the eRoadmap methodology for the transfer of Siebel solutions or projects in which Siebel solutions are involved.
The methodology is based on the following stages Kale, The German company proposes the ASAP methodology for Accelerated SAP to support their customers in transferring their solutions with competitive costs and time constraints. This methodology is designed for ERP solutions mainly, but given its common integration with CRM solutions, it is deemed relevant for our work. The components of ASAP can be used together or individually and are called accelerators.
Accelerators are based on the best practices of SAP customers from around the world and consist of a number of templates, questions, and scenarios that require user input to help the user determine the best way to implement their SAP system.
US8489543B2 - Customer relationship management system and method - Google Patents
It divides the implementation into five phases. These phases are often referred to as "steps" so as not to be confused with a phased implementation of functionality; they are steps in the overall implementation process. During the Project Preparation phase, the project team makes initial plans and preparation for the implementation. They set up the project management office PMOdefine the statement of work, and publish the detailed project plan.
During the Business Blueprint phase, all stakeholders work to understand the project's business goals and to determine the business processes required to support those goals. Table the areas of sales, marketing and after-sales service. This history enables the organisa- best working practices are implemented.
Human resources sonalised service to be rendered by anyone at the company. They are the part that determines customers, including preferences, purchases, requests, com- its success or failure and they must not be undervalued. They must be made to see the importance of tomer information from the company with the application CRM but, above all, they must be trained in this new cus- of a series of technologies for managing that information tomer service philosophy. Customer contact management through any channel drawing up an integrated plan for improving customer should enable a large quantity of information to be relations.
It is used As a result of studying CRM technological solutions so that a company can: This corresponds to the integration mation in real time and at any time and place through and processing of the data acquired, converting it into a web service and the Internet using a browser. It queries or process incidents. Integration of data relating to customer management CRMt echnological components Fig.
CRM-Iris computer system model. Once prioritised, the short- the ERP for the publication, management and produc- term projects must be implemented.
This will involve tion of all customer-related company information using changing attitudes, both of management and workers, the Internet. The result has to be that everyone in the ers easier and makes it possible for customers to solve company has their function allocated, and know what they their problems through Internet queries. Proper management of change is fundamental in this 4. It often happens that managers in an organisation clearly see that the organisation has to change but do not The next stage in the CRM-Iris methodology concerns a manage to achieve this properly, since a lot of time and Total Quality Plan and consists in implementing ad con- knowledge are invested in developing the plan and very trolling migration from the old AS-IS system to the new little time is put into making sure the organisation imple- TO-BE one.
Additional where it wants to go and where it actually is. Collect data The order is received via fax or telephone If the order comes via telephone, data The I. If the order is received via must be introduced straight into the I. Consult the Before introducing the order into the I. If be accessible from the order introduction introduction of high risk and client risk exceeds the credit assigned, the I. For this reason, it is necessary to write I. To introduce Through the option "New order", the head data OK order data into and detail lines of the order are introduced.
To manage change prop- lessons learned in the form of a properly understandable erly it is essential to create working teams to take business case, and 2 to improve the initial results by responsibility for the change and transmit it through- applying the conclusions drawn from those results to them.
These key par- long-term, and 2 the company to adapt to changes occur- ticipants must understand that CRM management is not ring in its environment. When these projects have been simply a technological strategy but rather an essential completed, the implementation of the CRM system has business strategy for the success of their individual been completed. Companies feel safer acting ject management stage are monitored and that action is on the basis of their own objectives.
This behaviour is the result of historical proper monitoring. Consequently, initiatives direc- For example, to control the progress of the project against ted at managing customer relationships in an integrated the implementation plan, it is necessary to have indicators way among all those involved remain far from the actual to compare start dates, due dates and target times.
How- situation in business. In this way, both a clear view and a better understanding of 6. Conclusions the topic were obtained.
An integrated methodology for customer relationship management customization
References architectures for the aim of building a lasting relationship with customers, enterprise integration. Journal of Systems and Software 57 3— The Customer Marketing Method: How to their needs. A Business Guide to Customer and implementation process.
CRM at the Speed of Light: Capturing and Keeping digms are not adequate, as they do not properly integrate Customers in Internet Real Time. Firing Up The Customer: Understanding customer relationship man- agement CRM. People, process and technology. Integrated Manufacturing Systems 12 2— Its Impact on Management and Performance. Prentice Hall, New York. Adopting customer relationship enterprises. Industrial Management and Data Systems8. References Ricardo Chalmeta is associate Prof.