Improving the business processes of customer relationship management through automation. Solutions the problem of the absence of automation of customer related business processes. Develop templates to support ongoing processes of customer relationships.
Аннотация к работе
Successful cooperation with the client inevitably leads to further requests and recommendations of the company’s services, and, thereby, expands its customer base. Companies having immediate and longterm contact with the end customer deserve closer attention. However, despite the importance of customer relationship processes all customer information is often stored in Excel tables, and the negotiation information is kept in the mind of the employee. These problems can be divided into several groups according to the reasons of appearance and the losses from them: • Lack of centralized control leads to time losses spent to find the employee responsible for the task and clarify the status of the current process • Lack of information support of employees involved into the business process leads to time loses and expenses of human resources engaged in training of new employees and searching for information known only for one person.This overview covers negative and positive consequences of CRM system implementation as well as the most common obstacles to the successful implementation of the system. Previously, the companies’ main goals were selling more products and obtaining leading market position. The customer has become the centre around which all the business processes of the company are concentrated. Proper attention to customers’ needs leads to increased loyalty and, as a result, more profit to the company. Often, companies do not have enough ability to achieve competitive advantage in the fight for customers.For the analysis of the subject area “What to do Consult” was chosen as an example. The study of the company’s activity was performed based on documents of the company and employees’ interviews. The company provides a large number of goods and services. Nowadays, all client information in the company is stored in Excel tables and Access forms. The further project will consist of the following stages: · Analysis of company’s business processes and creation of as-is model.This paper gave basic information about the project. Common issues were raised; background for CRM implementation was analyzed as well as the consequences of implementation. In conclusion it can be said, that the result of this work can be useful in solving a lot of different problems existing in consulting companies. Drawbacks in business processes will be found and profits increase due to their revision is expected. Taking Customer Lifetime Value Analysis to the Next Level, Journal of Integrated Communications.
Вывод
This paper gave basic information about the project. Common issues were raised; background for CRM implementation was analyzed as well as the consequences of implementation. Goals and objectives were set and the tools of research were chosen. The outline of the future work was also given.
In conclusion it can be said, that the result of this work can be useful in solving a lot of different problems existing in consulting companies. Drawbacks in business processes will be found and profits increase due to their revision is expected.
Bibliography
1. Marc Lankhorst (2005). Enterprise Architecture at Work: Modeling, Communication, and Analysis. Springer. ISBN 3540243712.
2. Kumar, V. and Girish Ramani (2004). Taking Customer Lifetime Value Analysis to the Next Level, Journal of Integrated Communications.
3. Bryan Foss, Merlin Stone and Yuksel Ekinci (2008). Journal of Database Marketing & Customer Strategy Management.
4. Bart-Jan Hommes (2004). The Evaluation of Business Process Modeling Techniques. TU Delft.
5. Ella Nooren (2012). Case Study- Fujitsu and CRM “The Impact of Customer Relationship Management on Fujitsu as a Service Providing Company”.
6. Michael E. Porter (1980). Industry Structure & Competitive Strategy: Keys to Profitability
7. Darrell K. Rigby Dianne Ledingham (2004). CRM done right Harvard business review
8. Darrell K. Rigby, Frederick F. Reichheld, Phil Schefter (2002). Avoid the 4 perils of CRM Harvard business review
9. Othman Boujena, Wesley J. Johnston, Dwight R. Merunka, (2012). Does CRM make your sales force more knowledgeable? Moderating effects of customers’ attitude toward IT and salesperson familiarity National Conference in Sales Management Proceedings