Session 9 - Enterprise applications.ppt
- 1. Management Information Systems MANAGING THE DIGITAL FIRM, 12TH EDITION ENTERPRISE BUSINESS SYSTEMS/APPLICATIONS, ERP
- 2. Management Information Systems • Enterprise Systems – Also called “enterprise resource planning (ERP) systems” – Suite of integrated software modules and a common central database – Collects data from many divisions of firm for use in nearly all of firm’s internal business activities – Information entered in one process is immediately available for other processes Enterprise Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 2
- 3. Management Information Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS • Enterprise Software – Built around thousands of predefined business processes that reflect best practices • Finance/accounting: General ledger, accounts payable, etc. • Human resources: Personnel administration, payroll, etc. • Manufacturing/production: Purchasing, shipping, etc. • Sales/marketing: Order processing, billing, sales planning, etc. – To implement, firms: • Select functions of system they wish to use • Map business processes to software processes – Use software’s configuration tables for customizing Enterprise Systems © Prentice Hall 2011 3
- 4. Management Information Systems Enterprise Systems HOW ENTERPRISE SYSTEMS WORK Enterprise systems feature a set of integrated software modules and a central database that enables data to be shared by many different business processes and functional areas throughout the enterprise. FIGURE 9-1 CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 4
- 5. Management Information Systems • Business value of enterprise systems – Increase operational efficiency – Provide firm wide information to support decision making – Enable rapid responses to customer requests for information or products – Include analytical tools to evaluate overall organizational performance Enterprise Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 5
- 6. Management Information Systems • Supply chain: – Network of organizations and processes for: • Procuring raw materials • Transforming them into products • Distributing the products • Upstream supply chain: – Firm’s suppliers, suppliers’ suppliers, processes for managing relationships with them • Downstream supply chain: – Organizations and processes responsible for delivering products to customers Supply Chain Management Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 6
- 7. Management Information Systems Supply Chain Management Systems NIKE’S SUPPLY CHAIN This figure illustrates the major entities in Nike’s supply chain and the flow of information upstream and downstream to coordinate the activities involved in buying, making, and moving a product. Shown here is a simplified supply chain, with the upstream portion focusing only on the suppliers for sneakers and sneaker soles. FIGURE 9-2 CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 7
- 8. Management Information Systems • Information and supply chain management – Inefficiencies cut into a company’s operating costs • Can waste up to 25% of operating expenses – Just-in-time strategy: • Components arrive as they are needed • Finished goods shipped after leaving assembly line – Safety stock • Buffer for lack of flexibility in supply chain – Bullwhip effect • Information about product demand gets distorted as it passes from one entity to next across supply chain Supply Chain Management Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 8
- 9. Management Information Systems Supply Chain Management Systems THE BULLWHIP EFFECT Inaccurate information can cause minor fluctuations in demand for a product to be amplified as one moves further back in the supply chain. Minor fluctuations in retail sales for a product can create excess inventory for distributors, manufacturers, and suppliers. FIGURE 9-3 CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 9
- 10. Management Information Systems • Supply chain management software – Supply chain planning systems • Model existing supply chain • Demand planning • Optimize sourcing, manufacturing plans • Establish inventory levels • Identifying transportation modes – Supply chain execution systems • Manage flow of products through distribution centers and warehouses Supply Chain Management Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 10
- 11. Management Information Systems • Global supply chain issues – Global supply chains typically span greater geographic distances and time differences – More complex pricing issues (local taxes, transportation, etc.) – Foreign government regulations • Internet helps companies manage many aspects of global supply chains – Sourcing, transportation, communications, international finance Supply Chain Management Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 11
- 12. Management Information Systems • Supply chain management systems – Push-based model (build-to-stock) • Schedules based on best guesses of demand – Pull-based model (demand-driven) • Customer orders trigger events in supply chain – Sequential supply chains • Information and materials flow sequentially from company to company – Concurrent supply chains • Information flows in many directions simultaneously among members of a supply chain network Supply Chain Management Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 12
- 13. Management Information Systems Supply Chain Management Systems THE BULLWHIP EFFECT The difference between push- and pull-based models is summarized by the slogan, “Make what we sell, not sell what we make.” FIGURE 9-4 CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 13
- 14. Management Information Systems • Business value of SCM systems – Match supply to demand – Reduce inventory levels – Improve delivery service – Speed product time to market – Use assets more effectively – Reduced supply chain costs lead to increased profitability – Increased sales Supply Chain Management Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 14
- 15. Management Information Systems Supply Chain Management Systems THE FUTURE INTERNET-DRIVEN SUPPLY CHAIN The future Internet-driven supply chain operates like a digital logistics nervous system. It provides multidirectional communication among firms, networks of firms, and e- marketplaces so that entire networks of supply chain partners can immediately adjust inventories, orders, and capacities. FIGURE 9-5 CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 15
- 16. Management Information Systems • Knowing the customer – In large businesses, too many customers and too many ways customers interact with firm • Customer relationship management (CRM) systems – Capture and integrate customer data from all over the organization – Consolidate and analyze customer data – Distribute customer information to various systems and customer touch points across enterprise – Provide single enterprise view of customers Customer Relationship Management Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 16
- 17. Management Information Systems Customer Relationship Management Systems CUSTOMER RELATIONSHIP MANAGEMENT (CRM) CRM systems examine customers from a multifaceted perspective. These systems use a set of integrated applications to address all aspects of the customer relationship, including customer service, sales, and marketing. FIGURE 9-6 CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 17
- 18. Management Information Systems • CRM software – CRM packages range from niche tools to large-scale enterprise applications – More comprehensive have modules for: • Partner relationship management (PRM) – Integrating lead generation, pricing, promotions, order configurations, and availability – Tools to assess partners’ performances • Employee relationship management (ERM) – E.g. Setting objectives, employee performance management, performance-based compensation, employee training Customer Relationship Management Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 18
- 19. Management Information Systems • CRM packages typically include tools for: – Sales force automation (SFA) • E.g. sales prospect and contact information, and sales quote generation capabilities – Customer service • E.g. assigning and managing customer service requests; Web-based self-service capabilities – Marketing • E.g. capturing prospect and customer data, scheduling and tracking direct-marketing mailings or e-mail Customer Relationship Management Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 19
- 20. Management Information Systems Customer Relationship Management Systems HOW CRM SYSTEMS SUPPORT MARKETING Customer relationship management software provides a single point for users to manage and evaluate marketing campaigns across multiple channels, including e-mail, direct mail, telephone, the Web, and wireless messages. FIGURE 9-7 CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 20
- 21. Management Information Systems Customer Relationship Management Systems CRM SOFTWARE CAPABILITIES The major CRM software products support business processes in sales, service, and marketing, integrating customer information from many different sources. Included are support for both the operational and analytical aspects of CRM. FIGURE 9-8 CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 21
- 22. Management Information Systems Customer Relationship Management Systems CUSTOMER LOYALTY MANAGEMENT PROCESS MAP This process map shows how a best practice for promoting customer loyalty through customer service would be modeled by customer relationship management software. The CRM software helps firms identify high-value customers for preferential treatment. FIGURE 9-9 CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 22
- 23. Management Information Systems • Operational CRM: – Customer-facing applications • E.g. sales force automation, call center and customer service support, and marketing automation • Analytical CRM: – Analyze customer data output from operational CRM applications – Based on data warehouses populated by operational CRM systems and customer touch points • Customer lifetime value (CLTV) Customer Relationship Management Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 23
- 24. Management Information Systems Customer Relationship Management Systems ANALYTICAL CRM DATA WAREHOUSE Analytical CRM uses a customer data warehouse and tools to analyze customer data collected from the firm’s customer touch points and from other sources. FIGURE 9-10 CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 24
- 25. Management Information Systems • Business value of CRM – Increased customer satisfaction – Reduced direct-marketing costs – More effective marketing – Lower costs for customer acquisition/retention – Increased sales revenue – Reduce churn rate • Number of customers who stop using or purchasing products or services from a company. • Indicator of growth or decline of firm’s customer base Customer Relationship Management Systems CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 25
- 26. Management Information Systems • Highly expensive to purchase and implement – $3.5 million to over $12 million • Technological changes • Business process changes • Organizational changes • Switching costs, dependence on software vendors • Data standardization, management, cleansing Enterprise Applications: New Opportunities and Challenges CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 26
- 27. Management Information Systems • Next-generation enterprise applications – Move is to make applications more flexible, Web- enabled, integrated with other systems – Enterprise suites • Software to enable CRM, SCM, and enterprise systems work together and with suppliers and client systems • Utilize Web services, SOA – Open source & on-demand solutions – Mobile compatible; Web 2.0 capabilities – Complementary analytics products Enterprise Applications: New Opportunities and Challenges CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 27
- 28. Management Information Systems Read the Interactive Session and discuss the following questions • What types of companies are most likely to adopt cloud- based ERP and CRM software services? Why? What companies might not be well-suited for this type of software? • What are the advantages and disadvantages of using cloud- based enterprise applications? • What management, organization, and technology issues should be addressed in deciding whether to use a conventional ERP or CRM system versus a cloud-based version? Enterprise Applications: New Opportunities and Challenges ENTERPRISE APPLICATIONS MOVE TO THE CLOUD CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 28
- 29. Management Information Systems • Service platform: –Integrates multiple applications to deliver a seamless experience for all parties • E.g. Order-to-cash process –Portal software • Used to integrate information from enterprise applications and legacy systems and present it as if coming from a single source Enterprise Applications: New Opportunities and Challenges CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 29
- 30. Management Information Systems Enterprise Applications: New Opportunities and Challenges ORDER-TO-CASH SERVICE Order-to-cash is a composite process that integrates data from individual enterprise systems and legacy financial applications. The process must be modeled and translated into a software system using application integration tools. FIGURE 9-11 CHAPTER 9: ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS © Prentice Hall 2011 30
Editor's Notes
- #3: This slide describes the main purpose of enterprise systems. Ask students for examples of why it might be valuable to have information from one process instantly available to another process.
- #4: This slide describes the functions in an enterprise software package and how it would be implemented by a firm. Ask students why it is typically best to perform only minimal changes to enterprise software, and instead, change the way the firm works in order to conform to the software’s business processes.
- #5: This graphic illustrates the function of enterprise software to integrate and share data between the different business functions. One of the key ideas of enterprise solutions is that there’s “one company, one database” and not a collection of disconnected databases.
- #6: This slide discusses the business values of enterprise systems. What does it mean for the firm that enterprise systems enforce the use of common standardized definitions and formats for data by the entire organization? The text discusses Coca Cola, which implemented an SAP enterprise system to standardize and coordinate important business processes in 200 countries. Lack of standardized business processes prevented the company from leveraging its worldwide buying power to obtain lower prices for raw materials and from reacting rapidly to market changes.
- #7: This slide introduces the concept of the supply chain. Supply chain management software is a type of enterprise software for managing complicated supply chains that may include thousands of suppliers. The text gives the example of Nike’s sneakers’ supply chain. What types of firms are in the upstream supply chain? In the downstream supply chain?
- #8: This graphic illustrates the major entities in Nike’s supply chain. Ask students what the difference is between tier 1, 2, and 3 suppliers.
- #9: This slide discusses the effects of timely and untimely information on a supply chain. Ask students what causes inefficiencies in a supply chain (parts shortages, underutilized plant capacity, excessive finished goods inventory, high transportation costs). These are caused by untimely information. Perfect information– or nearly perfect-- can result in a just-in-time strategy where inventories and buffers are reduced to nearly zero. But because of the lack of timely information, manufacturers keep safety stock of parts and inventory. Why is this an inefficient result? Another effect of uncertainties is the bullwhip effect. How can information slow or eliminate bullwhip effects?
- #10: This graphic illustrates how a slight rise in demand by customers for an item will cause successive participants to slightly overstock related inventory “just in case”. These changes are amplified as one moves back further in the system.
- #11: This slide describes some of the activities involved in building a supply chain management system. Building one of these systems encourages managers to take a deep and detailed look at how their business operates.
- #12: This slide discusses the additional complexities experienced by global supply chains. The text cites the example of Koret of California, which uses e-SPS Web-based software to gain end-to-end visibility into its entire global supply chain. Today’s apparel industry relies heavily on outsourcing to contract manufacturers in China and other low-wage countries. Apparel companies are starting to use the Web to manage their global supply chain and production issues.
- #13: This slide discusses the fact that SCM systems facilitate efficient customer response, allowing the workings of the business to be driven more by customer demand, moving from push-based, sequential models to pull-based, concurrent models. Ask students for examples from the text of the pull-based model (Walmart, Dell.)
- #14: This graphic illustrates the difference between the earlier, push-based model of supply chains to the pull-based model. Ask students if there are some industries uniquely suited to the pull-based model. How about automobiles, appliances and consumer durables? What are the draw backs of a pull-based model?
- #15: This slide examines the value of using SCM systems to businesses. Ask students how increases in sales can result from a more efficient supply chain.
- #16: This graphic illustrates the multidirectional communications within a future supply chain driven by the Internet. Private industrial networks and net marketplaces are discussed in Chapter 10 (E-commerce). Private industrial networks are typically a large firm using an extranet to link to its suppliers and other key business partners. Net marketplaces are digital marketplaces based on Internet technology for many different buyers and sellers.
- #17: This slide introduces the concept of customer relationship management as a key function of the business and the use of CRM systems to provide a single place to consolidate and analyze data about the customer. Ask students to provide examples of the different types of customer data that would be captured by a firm. What is a touch point (ask students to give examples of touch points)? What types of valuable information does the firm need to know about its customers (most profitable, loyal customers)? Have students directly interacted with a CRM? They probably do not know it, but anytime they call into a call center for help they are dealing with some kind of CRM that tracks some or all of their interactions with a firm.
- #18: This graphic illustrates the functions found in the integrated applications of a typical CRM system.
- #19: This slide discusses the types of CRM software available, which ranges from niche tools to full-scale enterprise-wide applications. Ask students for examples of PRM functions (integrating lead generation, pricing, promotions, order configurations, and availability, tools to assess partners’ performances) and ERM functions (setting objectives, employee performance management, performance-based compensation, employee training.)
- #20: This slide continues the discussion of CRM software packages.
- #21: This graphic gives an example of how CRM systems can support marketing by analyzing and evaluating marketing campaigns.
- #22: This graphic illustrates the range of functions included in the sales, marketing, and service modules in a CRM package. As noted in the text, CRM software is business-process driven, incorporating hundreds of business processes thought to represent best practices in each of these areas. To achieve maximum benefit, companies need to revise and model their business processes to conform to the best-practice business processes in the CRM software.
- #23: This graphic illustrates how a best practice for increasing customer loyalty through customer service might be modeled by CRM software. What kinds of information might indicate that a customer is loyal or high value?
- #24: This slide discusses the two main types of CRM software – operational and analytical. Ask students how the CLTV is calculated (it is based on the relationship between the revenue produced by a specific customer, the expenses incurred in acquiring and servicing that customer, and the expected life of the relationship between the customer and the company.)
- #25: This graphic illustrates the main components of analytical CRM. Data is captured from various channels and fed into a customer data warehouse, where OLAP, data mining, and other analysis tools help identify profitable customers, churn rates, etc.
- #26: This slide discusses the value to businesses of implementing a CRM system. How would marketing be made more effective by using a CRM system?
- #27: This slide looks at the challenges firms face when they implement enterprise applications. Ask students to explain and apply with examples of the concept of “switching costs.” What problems could result from being dependent on a single software vendor? Enterprise software vendors are addressing these problems by offering pared-down versions of their software and “fast-start” programs for small and medium-sized businesses and best-practice guidelines for larger companies.
- #28: This slide looks at the trends in enterprise software. The text cites the example of enterprise solutions from SAP, which combines key applications in finance, logistics and procurement, and human resources administration into a core ERP component. Businesses then extend these applications by linking to function-specific Web services such as employee recruiting or collections management provided by SAP and other vendors. SAP provides over 500 Web services through its Web site. Ask students to define open-source, and on-demand.
- #29: This slide presents discussion questions regarding the chapter case on enterprise applications delivered over “the cloud.” Until recently, Salesforce.com was one of the few successful, enterprise-scale SaaS. Today a growing number of cloud-based ERP and CRM providers are entering the marketplace, including RightNow (a CRM service used by Nikon) and the open-source Compiere Cloud Edition. Other major cloud vendors include IBM, Oracle, and HP.
- #30: This slide continues the discussion of trends in enterprise applications. Ask students what is a “service platform” and what are its benefits?
- #31: This graphic illustrates the structure of the order-to-cash service platform, which integrates data and processes from existing systems. Ask students to describe the order-to-cash process. The order-to-cash process involves receiving an order and seeing it all the way through obtaining payment for the order. This process begins with lead generation, marketing campaigns, and order entry, which are typically supported by CRM systems. Once the order is received, manufacturing is scheduled and parts availability is verified—processes that are usually supported by enterprise software. The order then is handled by processes for distribution planning, warehousing, order fulfillment, and shipping, which are usually supported by supply chain management systems. Finally, the order is billed to the customer, which is handled by either enterprise financial applications or accounts receivable. If the purchase at some point required customer service, customer relationship management systems would again be invoked.