Part (3) – What to think of/Consider When Selecting a New ERP Application
1. Does your company have what you think are unique business processes or
accounting procedures likely requiring customization/modifications? If so, in what areas do
they reside?
2. Do you want a new application to support existing business processes or do you
want to do business in a new way?
3. What technology is the prospective application built on? Is it enduring, and
compatible with other applications?
4. What are the specific needs, if any, in the following areas:
1) Accounting (General)
2) Accounts Payable
3) Accounts Receivable
4) Administration (HR, Payroll, Facilities, etc.)
5) Auditing
6) Bill of Materials
7) Budgeting & Planning
8) Cash Management
9) Customer Service
10) Executive/Management Information
11) Fixed Asset Management
12) Foreign Currencies
13) Fund Accounting
14) General Ledger
15) Information Systems
16) Inventory Control
17) Job Costing
18) Material Resource Planning
19) Order Entry
20) Payroll
21) Point of Sale
22) Project Management
23) Purchasing
24) Receiving
25) Reporting/Report Writer
26) Returns
27) Sales
28) Shipping
29) Tax Preparation
30) Time & Expense Billing
31) Warehouse Management
32) Work Orders
33) Other
34) Manufacturing
35) Quality Management
36) Maintenance
and what about CRM?
ReplyDeleteCRM system or application is an application managing the customers relations through an enterprise.
ReplyDeleteCRM, or Customer Relationship Management, is a company-wide business strategy designed to reduce costs and increase profitability by solidifying customer loyalty.
True CRM brings together information from all data sources within an organization (and where appropriate, from outside the organization) to give one, holistic view of each customer in real time. This allows customer facing employees in such areas as sales, customer support, and marketing to make quick yet informed decisions on everything from cross-selling and upselling opportunities to target marketing strategies to competitive positioning tactics.
Once thought of as a type of software, CRM has evolved into a customer-centric philosophy that must permeate an entire organization. There are three key elements to a successful CRM initiative: people, process, and technology. The people throughout a company-from the CEO to each and every customer service rep-need to buy in to and support CRM. A company's business processes must be reengineered to bolster its CRM initiative, often from the view of, How can this process better serve the customer? Firms must select the right technology to drive these improved processes, provide the best data to the employees, and be easy enough to operate that users won't balk. If one of these three foundations is not sound, the entire CRM structure will crumble.
It's a strategy used to learn more about customers' needs and behaviors in order to develop stronger relationships with them. After all, good customer relationships are at the heart of business success. There are many technological components to CRM, but thinking about CRM in primarily technological terms is a mistake. The more useful way to think about CRM is as a process that will help bring together lots of pieces of information about customers, sales, marketing effectiveness, responsiveness and market trends.
If customer relationships are the heart of business success, then CRM is the valve the pumps a company's life blood. As such, CRM is best suited to help businesses use people, processes, and technology to gain insight into the behavior and value of customers. This insight allows for improved customer service, increased call center efficiency, added cross-sell and upsell opportunities, improved close rates, streamlined sales and marketing processes, improved customer profiling and targeting, reduced costs, and increased share of customer and overall profitability.
wonderful article
ReplyDelete