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E-raamat: Implementing SAP(R) CRM: The Guide for Business and Technology Managers

(Corporate IT Strategy Consultant, Thane (West), India)
  • Formaat: 513 pages
  • Ilmumisaeg: 03-Dec-2014
  • Kirjastus: Apple Academic Press Inc.
  • Keel: eng
  • ISBN-13: 9781482231434
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Implementing SAP(R) CRM: The Guide for Business and Technology ManagersSuurem pilt
  • Formaat: 513 pages
  • Ilmumisaeg: 03-Dec-2014
  • Kirjastus: Apple Academic Press Inc.
  • Keel: eng
  • ISBN-13: 9781482231434
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The wide readership for this guide encompasses those on the business side, including sales, marketing, and service and support personnel, as well as those on the technology side, such as technologists, operational managers, project managers, technical managers, and other IS and IT personnel involved in an SAP CRM implementation project. Company executives and decision-makers will find material on return on investment (ROI) in CRM implementation. Recommending that customer relationship marketing (CRM) implementation be undertaken as an enterprise-wide effort, the book explains how to configure the company’s internal operations and business processes via SAP CRM. Section 1 describes the CRM system, the SAP CRM implementation project cycle, and business process re-engineering. Section 2 describes the main components of SAP CRM. Sections 3, 4, and 5 cover the pre-implementation, implementation, and post-implementation stages. Section 6 deals with valuing the relationship-based enterprise and features of the intelligent customer-centric enterprise. Appendices list SAP CRM implementation partners and CRM industry analysts. Annotation ©2015 Ringgold, Inc., Portland, OR (protoview.com) In todays competitive business environment, most companies realize that the better they can manage their customer relationships, the more successful they will become. Customer Relationship Management (CRM) software systems are key tools for companies to manage the customer-facing processes of their businesses. However, many companies have resisted implementing this most critical customer-oriented application due in large part to the lack of a single-point resource on implementing a CRM system. This book attempts to fill that gap.Implementing SAP® CRM will help technologists and managers come to grips with the vision, concept, and technology of CRM. It begins by laying out the groundwork for understanding CRM. It explains the concept and context of CRM and the tangible business benefits of CRM adoption. Demonstrating a professional approach to the evaluation and selection of SAP, it details the critical success factors (CSFs), patterns, and anti-patterns of a successful SAP CRM implementation.CRM implementations can add significant benefit to the company’s bottom line only if the company first transforms itself into a customer-centric and customer-responsive enterprise. This book explains what it means to be a customer-centric and responsive enterprise, and provides a framework for business operations based on customer relationships, rather than the traditional four Ps (product, positioning, price, promotion). It further spells out business process reengineering (BPR) strategies to configure internal business processes and operations with SAP CRM to improve customer-facing strategies, services, and relationships.

Arvustused

"Vivek Kale's book is an authoritative and wide-ranging commentary on SAP CRM's value to business adopters. A much welcomed addition to my CRM library." - Dr. Francis Buttle, Professor, Consultant, and Author of Customer Relationship Management: Concepts and Technologies "Vivek Kale's book provides a significant and exceptional contribution to the body of knowledge for Customer Relationship Management (CRM). The book is unique in that it explains the role that software technology has in implementing and sustaining a robust CRM business program. It is written with a comfortable style and does an excellent job of explaining the nuances of CRM." - Gary Cokins, Founder, Analytics-Based Performance Management LLC, Author of Predictive Business Analytics and Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics

Preface xxiii
Author xxix
Section I Setting The Stage
1 The Relationship-Based Enterprise
3(64)
1.1 SAP: Company and Its CRM Product
4(1)
1.2 Concept of Customer Relationship Management (CRM)
4(53)
1.2.1 Customer Centricity
8(12)
1.2.1.1 From Products to Services to Experiences
10(1)
1.2.1.2 Convergence: From Marketplaces to Market Spaces
11(3)
1.2.1.3 Customer Relationships as a Strategy
14(2)
1.2.1.4 Customer Capital: Customer Knowledge as the New Capital
16(3)
1.2.1.5 Increasing Returns and Customer Capitalism
19(1)
1.2.1.6 Leveraging the Customer Capital
19(1)
1.2.2 Customer Responsiveness
20(21)
1.2.2.1 Salient Aspects of Customer Responsiveness
23(3)
1.2.2.2 Customer-Responsive Management
26(8)
1.2.2.3 Activity-Based Customer Responsiveness
34(7)
1.2.3 Compelling Customer Experiences
41(1)
1.2.3.1 Personalization
41(1)
1.2.4 Customer Loyalty
42(3)
1.2.5 Customer Relationships
45(4)
1.2.5.1 Why Cultivate Customer Relationship?
45(1)
1.2.5.2 Customer Interaction Channels
46(2)
1.2.5.3 360-Degree View of Customer
48(1)
1.2.5.4 One-to-One Marketing
48(1)
1.2.5.5 Permission Marketing
49(1)
1.2.6 Customer Life Cycle (CLC)
49(4)
1.2.6.1 Customer Value (CV)
51(1)
1.2.6.2 Customer Lifetime Value
52(1)
1.2.7 Customer Value Management (CVM)
53(2)
1.2.8 Customers as Lifelong Investments
55(2)
1.2.8.1 Customer as an Asset
56(1)
1.3 Management by Collaboration (MBC)
57(8)
1.3.1 The Relationship-Based Enterprise (RBE)
58(1)
1.3.2 The Information-Driven Enterprise
59(1)
1.3.3 The Process-Oriented Enterprise
59(1)
1.3.4 The Value-Add Driven Enterprise
60(1)
1.3.5 Enterprise Change Management
60(1)
1.3.6 The Learning Enterprise
61(1)
1.3.7 The Virtual Enterprise
62(1)
1.3.8 The Agile Enterprise
63(2)
1.4 Summary
65(2)
2 Customer Relationship Management (CRM) System
67(26)
2.1 Introduction to Customer Relationship Management (CRM) Systems
67(11)
2.1.1 CRM Transforms an Enterprise into an Information-Driven Enterprise
69(1)
2.1.2 CRM Perceives an Enterprise as a Global Enterprise
70(1)
2.1.3 CRM Reflects and Mimics the Integrated Nature of an Enterprise
70(1)
2.1.4 CRM Fundamentally Models a Process-Oriented Enterprise
71(1)
2.1.5 CRM Enables the Real-Time Enterprise
71(1)
2.1.6 CRM Enables the Intelligent Enterprise
72(1)
2.1.7 CRM Elevates IT Strategy as a Part of the Business Strategy
72(1)
2.1.8 CRM Advances on the Earlier Approaches to Performance Improvement
73(1)
2.1.9 CRM Represents the New Department Store Model of Implementing Computerized Systems
73(4)
2.1.10 CRM Is an End-User-Oriented Application Environment
77(1)
2.2 Anatomy of a CRM System
78(4)
2.2.1 Application Maintenance—Related Systems
78(2)
2.2.1.1 Application Repository System
78(1)
2.2.1.2 Fourth-Generation Language Development Environment
78(1)
2.2.1.3 Query Management System
79(1)
2.2.1.4 Report Management System
79(1)
2.2.1.5 Configuration Management System
79(1)
2.2.1.6 Change Management System
79(1)
2.2.1.7 Version Management System
79(1)
2.2.1.8 Application Programming Interface (API) System
79(1)
2.2.2 User-Interface-Related Systems
80(1)
2.2.2.1 Graphical User-Interface (GUI) Management System
80(1)
2.2.2.2 Menu Management System
80(1)
2.2.2.3 Help Management System
80(1)
2.2.3 Application Management—Related Systems
80(1)
2.2.3.1 Database Management System
80(1)
2.2.3.2 Application Administration and Management System
80(1)
2.2.3.3 Software Distribution Management System
80(1)
2.2.3.4 Security and Authorization Management System
81(1)
2.2.3.5 Audit Management System
81(1)
2.2.3.6 Disaster Recovery Management System
81(1)
2.2.3.7 Archival Management System
81(1)
2.2.3.8 Communications Management System
81(1)
2.2.4 Application Support—Related Systems
81(1)
2.2.4.1 Online Documentation System
81(1)
2.2.4.2 Print Documentation System
81(1)
2.2.4.3 Online Tutorial, Training, and Demonstration Management System
81(1)
2.2.4.4 Implementation Project Management System
82(1)
2.2.5 Miscellaneous
82(1)
2.2.5.1 Office Automation System
82(1)
2.2.5.2 Groupware and Workflow System
82(1)
2.2.5.3 Data Warehouse and Data Analysis System
82(1)
2.3 Types of CRM Systems
82(4)
2.3.1 Closed-Loop CRM
83(1)
2.3.2 Why Use CRM?
84(1)
2.3.3 ERP versus CRM
85(1)
2.4 CRMs as Keepers of Customer Knowledge Assets
86(2)
2.4.1 Collaborative Enterprise
86(1)
2.4.2 Extended Collaborative Enterprise
87(1)
2.4.3 Extended Relationship Management (ERM)
87(1)
2.5 Electronic Customer Relationship Management (eCRM)
88(2)
2.5.1 Data Warehouse and Customer Analytics (ERM)
88(1)
2.5.2 Data Mining
89(1)
2.6 Customer-Triggered Company
90(1)
2.6.1 Event-Driven Business Systems
91(1)
2.7 Summary
91(2)
3 CRM Evaluation
93(42)
3.1 Capital Budgeting Models
93(4)
3.1.1 Payback Method
93(1)
3.1.2 Accounting Rate of Return on Investment (ROI)
94(1)
3.1.3 Net Present Value (NPV)
94(1)
3.1.4 Cost—Benefit Ratio
94(1)
3.1.5 Profitability Index
95(1)
3.1.6 Internal Rate of Return (IRR)
95(1)
3.1.7 Economic Value Added (EVA™)
95(1)
3.1.8 Total Cost of Ownership (TCO)
96(1)
3.2 Preparing a Business Case for CRM
97(4)
3.2.1 Financial Approach
97(1)
3.2.2 Cost Reduction Approach
98(1)
3.2.3 Strategic Approach
98(3)
3.2.3.1 Solutions Profit
99(1)
3.2.3.2 Time Profit
99(1)
3.2.3.3 Multiplier Profit
99(1)
3.2.3.4 Platform Profit
100(1)
3.2.3.5 Innovation Profit
100(1)
3.2.3.6 Exchange Profit
101(1)
3.3 CRM Acquisition Decision Process
101(27)
3.3.1 General Considerations of CRM Evaluation
101(1)
3.3.2 Checklists for CRM Evaluation
102(1)
3.3.3 Checklists for CRM Functional Requirements
102(26)
3.4 Significant Issues to Be Considered while Evaluating CRM
128(6)
3.4.1 CRM Product Functionality and Features
129(1)
3.4.1.1 Support for Standard Processes and Best Practices
129(1)
3.4.1.2 Support for Customizing the Processes
129(1)
3.4.1.3 Support for Cinderella Process
129(1)
3.4.1.4 Support for Application Users
130(1)
3.4.2 Vendor Credibility
130(1)
3.4.3 CRM Architecture and Technology
130(1)
3.4.3.1 Graphical User Interface (GUI)
130(1)
3.4.3.2 Open System Interfaces and APIs
131(1)
3.4.3.3 Web-Based Functionality
131(1)
3.4.4 CRM Implementation and Use
131(1)
3.4.5 Investments and Budgets
132(1)
3.4.6 CRM Infrastructure
133(1)
3.4.6.1 Hardware
133(1)
3.4.6.2 System Software
133(1)
3.4.6.3 Networking
133(1)
3.4.7 CRM Implementation Time
133(1)
3.5 Summary
134(1)
4 CRM Selection
135(22)
4.1 SAP CRM for Small and Medium Enterprises (SME)
135(1)
4.2 CRM Selection Process
136(3)
4.3 Selection Team
139(1)
4.3.1 Functional Team
139(1)
4.3.2 Technical Team
139(1)
4.3.3 Technology Team
139(1)
4.3.4 Commercial Team
139(1)
4.4 CRM Core Selection Methodology
140(1)
4.4.1 Process Selection
140(1)
4.4.2 Enterprise Process Mapping
140(1)
4.4.3 Script Tests
140(1)
4.4.4 Stress Test
141(1)
4.5 CRM Vendors and Products
141(7)
4.5.1 Application Suites or Best in Class
141(3)
4.5.1.1 Suite of Applications
141(1)
4.5.1.2 Integrated Best-in-Class Applications
142(2)
4.5.2 Industry-Specific Functionality
144(1)
4.5.3 Large Enterprises
144(2)
4.5.3.1 SAP
145(1)
4.5.3.2 Oracle Siebel CRM
146(1)
4.5.3.3 Salesforce
146(1)
4.5.4 Small and Mid-Market Enterprises
146(2)
4.5.4.1 Aptean
147(1)
4.5.4.2 Microsoft Dynamics CRM
147(1)
4.5.4.3 FrontRange Solutions (GoldMine)
147(1)
4.5.4.4 Sage (SalesLogix)
148(1)
4.5.5 CRM Products Comparison
148(1)
4.6 CRM Selection Report
148(7)
4.6.1 CRM Systems Comparative Chart
148(7)
4.6.2 Script and Stress Test Reports
155(1)
4.6.3 Recommendation Report
155(1)
4.7 Summary
155(2)
5 SAP CRM Solution
157(24)
5.1 SAP the Company
157(8)
5.1.1 SAP R/1
158(1)
5.1.2 SAP R/2
159(1)
5.1.3 SAP R/3
160(1)
5.1.4 mySAP.com
161(2)
5.1.5 R/3 Enterprise
163(1)
5.1.6 SAP NetWeaver
163(1)
5.1.7 mySAP Business Suite
163(1)
5.1.8 Small and Medium Business Enterprise
163(1)
5.1.8.1 SAP All-in-One
164(1)
5.1.8.2 Business One
164(1)
5.1.9 SAP HANA
164(1)
5.2 Significance of SAP
165(12)
5.2.1 Customer Relationship Management (CRM)
165(1)
5.2.2 Employee Relationship Management (ERM)
165(1)
5.2.3 Partner Relationship Management (PRM)
165(1)
5.2.4 N-Tier Principle
166(2)
5.2.5 Comprehensive World-Class Functionality
168(1)
5.2.5.1 Application Components
169(1)
5.2.5.2 Industry-Specific Applications (IAs)
169(1)
5.2.6 Lowest Total Cost of Ownership (TCO)
169(1)
5.2.7 Customization and Upgrades
170(1)
5.2.8 Highly Interactive Browser Interface
171(1)
5.2.9 Internationalization and Localization
172(1)
5.2.10 SAP Architecture
172(1)
5.2.10.1 Scalability
173(1)
5.2.11 SAP Repository
173(1)
5.2.12 Comprehensive Application Development Environment
173(1)
5.2.12.1 ABAP Development Workbench
173(1)
5.2.12.2 SAP System Controls
174(1)
5.2.13 Open Architecture
174(1)
5.2.13.1 Portability
174(1)
5.2.13.2 Interoperability
175(1)
5.2.14 SAP Worldwide Services
175(2)
5.2.14.1 Online Service System (OSS)
176(1)
5.2.14.2 EarlyWatch
176(1)
5.2.15 Partnering for Growth
177(1)
5.3 Other Significant Aspects of SAP
177(1)
5.3.1 SAP Document
177(1)
5.3.2 Recording by Example (RBE)
177(1)
5.3.3 Variants
178(1)
5.3.4 Drill-Down Reporting
178(1)
5.4 SAP Strategic Initiatives
178(1)
5.4.1 AcceleratedSAP (ASAP) Implementation Methodology
178(1)
5.5 Summary
179(2)
6 SAP CRM Implementation Project Cycle
181(18)
6.1 Mission and Objectives of the SAP CRM Project
182(1)
6.1.1 Examples of Cited Reasons for Implementing SAP CRM
182(1)
6.2 Guiding Principles for CRM's Best Practices
183(1)
6.3 Project Initiation and Planning
183(1)
6.4 Critical Success Factors
184(3)
6.4.1 Direct Involvement of Top Management
184(1)
6.4.2 Clear Project Scope
184(1)
6.4.3 Covering as Many Functions as Possible within the Scope of the SAP CRM Implementation
184(1)
6.4.4 Standardizing Business Processes
185(1)
6.4.5 Proper Visibility and Communication on the SAP CRM Project at All Stages
185(1)
6.4.6 Allocation of Appropriate Budget and Resources
185(1)
6.4.7 Full-Time Deputation of Key Managers from All Departments
185(1)
6.4.8 Completing Infrastructural Activities on Time and with High Availability
186(1)
6.4.9 Instituting a Company-Wide Change Management Plan
186(1)
6.4.10 Training of SAP CRM Team Members
186(1)
6.4.11 Training of User Members
186(1)
6.4.12 Scheduling and Managing Interface of SAP CRM with Other Systems
187(1)
6.4.13 Transition Plan for Cutover to SAP CRM
187(1)
6.5 Implementation Strategy
187(3)
6.5.1 Big-Bang Implementation of SAP CRM Components
187(1)
6.5.2 Base Components Implemented First
188(1)
6.5.3 Implementation of SAP CRM Standard Functionality
188(1)
6.5.4 Pilot Site Deployment Followed by Rollouts at Other Sites
189(1)
6.5.5 Utilize External Consultants to Primarily Train In-House Functional and Technical Consultants
189(1)
6.5.6 Centralized or Decentralized SAP CRM Configuration
190(1)
6.5.7 User-Driven Functionality
190(1)
6.6 SAP CRM Implementation Project Bill of Resources (BOR)
190(1)
6.6.1 Money
190(1)
6.6.2 Materials
191(1)
6.6.3 Manpower
191(1)
6.6.4 Time Period
191(1)
6.6.5 Information
191(1)
6.7 Implementation Environment
191(1)
6.8 Implementation Methodology
192(2)
6.8.1 Accelerated SAP (ASAP) Methodology
192(2)
6.9 Project Management
194(1)
6.9.1 Project Organization
194(1)
6.9.2 Project Control
194(1)
6.10 SAP CRM Implementation
195(1)
6.10.1 Pre-Implementation
195(1)
6.10.2 Post-Implementation
196(1)
6.11 SAP CRM Support
196(1)
6.12 SAP CRM Deployment
196(1)
6.13 Why Some SAP CRM Implementations May Sometimes Be Less than Successful
197(1)
6.14 Summary
198(1)
7 SAP CRM and Enterprise Business Process Re-Engineering
199(30)
7.1 Background of Business Process Re-Engineering (BPR)
199(7)
7.1.1 Value-Added View of Business Processes
200(1)
7.1.2 Business Process Re-Engineering (BPR)
201(3)
7.1.3 Enterprise Agility
204(2)
7.1.3.1 Patterns of Enterprise Agility
205(1)
7.1.4 Enterprise Change Management with SAP
206(1)
7.2 Enterprise BPR Methodology
206(6)
7.2.1 Strategic Planning for Enterprise BPR
207(2)
7.2.1.1 Identifying the Business Processes in the Company
208(1)
7.2.2 Selecting Business Processes for BPR
209(1)
7.2.3 Creating Process Maps
210(1)
7.2.4 Analyzing Processes for Breakthrough Improvements
210(1)
7.2.5 Innovative Breakthrough Improvement in Processes
211(1)
7.2.6 Implementing Re-engineered Processes
211(1)
7.2.7 Measuring the Performance of Re-engineered Processes
212(1)
7.3 BPR and SAP CRM Implementation
212(13)
7.3.1 Reference CRM Processes
212(2)
7.3.2 Changeability of SAP-Driven Enterprises
214(1)
7.3.2.1 Real-Time SAP Operations Make Processes Transparent
214(1)
7.3.2.2 Integrated SAP Operations Eliminate Hand-Offs
214(1)
7.3.3 Changeability Embedded in SAP
215(6)
7.3.3.1 SAP Reference Model
215(1)
7.3.3.2 Relevant Significant Concepts of SAP
215(2)
7.3.3.3 Implementation Guide (IMG)
217(1)
7.3.3.4 Features of Project IMG
218(1)
7.3.3.5 Using Project IMG for Customizing SAP
218(2)
7.3.3.6 Implementation of SAP Standard Functionality
220(1)
7.3.3.7 Selecting the Most Critical Processes
220(1)
7.3.4 Converting Changed Business Processes into SAP Functionality
221(4)
7.3.4.1 Advanced Business Application Programming (ABAP)
223(1)
7.3.4.2 Legacy System Migration Workbench
223(1)
7.3.4.3 Java and the SAP NetWeaver Development Studio
224(1)
7.3.4.4 SAP NetWeaver Composition Environment (CE)
224(1)
7.4 SAP CRM and Change Management
225(1)
7.4.1 Change Champions: Core Team
225(1)
7.4.2 Change Facilitators: Super Users
226(1)
7.4.3 Change Agents: End Users
226(1)
7.5 Summary
226(3)
Section II SAP CRM Applications
8 SAP CRM Enterprise Applications
229(28)
8.1 SAP CRM Marketing
229(5)
8.1.1 Salient Features
230(1)
8.1.2 Feature Details
230(4)
8.1.2.1 Marketing Resource Management
230(1)
8.1.2.2 Market Planning
230(1)
8.1.2.3 Segment Management
231(1)
8.1.2.4 List Management
232(1)
8.1.2.5 Campaign Management
232(1)
8.1.2.6 Trade Promotion Management (TPM)
233(1)
8.1.2.7 Lead Management
233(1)
8.1.2.8 Marketing Analytics
234(1)
8.2 SAP CRM Sales
234(8)
8.2.1 Salient Features
234(1)
8.2.2 Feature Details
235(7)
8.2.2.1 Sales Planning
235(1)
8.2.2.2 Territory Management
236(1)
8.2.2.3 Account and Contact Management
236(1)
8.2.2.4 Activity Management
237(1)
8.2.2.5 Opportunity Management
238(1)
8.2.2.6 Quotation and Order Management
239(1)
8.2.2.7 Product Configuration and Pricing
239(1)
8.2.2.8 Billing and Contract Management
240(1)
8.2.2.9 Incentive and Commission Management
241(1)
8.2.2.10 Time and Travel Management
241(1)
8.2.2.11 Sales Analytics
241(1)
8.3 SAP Service
242(3)
8.3.1 Salient Features
242(1)
8.3.2 Feature Details
242(3)
8.3.2.1 Installed Base Management
242(1)
8.3.2.2 Warranty Management
243(1)
8.3.2.3 Knowledge Management
243(1)
8.3.2.4 Contract and Entitlement Management
243(1)
8.3.2.5 Resource Planning
244(1)
8.3.2.6 Service Order and Service Ticket
244(1)
8.3.2.7 Complaints and Returns
244(1)
8.3.2.8 Service Analytics
245(1)
8.4 SAP Interaction Center
245(4)
8.4.1 Core Business Processes
245(2)
8.4.1.1 Telemarketing
245(1)
8.4.1.2 Telesales
246(1)
8.4.1.3 Teleservice
246(1)
8.4.1.4 Interactive Center Analytics
246(1)
8.4.2 Capabilities of SAP CRM Interaction Center
247(2)
8.4.2.1 Interaction Center Agent Desktop Productivity Tools
247(1)
8.4.2.2 Multichannel Integration
247(1)
8.4.2.3 Shared Service Centers
248(1)
8.4.2.4 Operations and Administration
249(1)
8.5 SAP CRM Partner Channel Management
249(2)
8.5.1 Partner Management
250(2)
8.5.1.1 Partner Recruitment
250(1)
8.5.1.2 Partner Profiling and Segmentation
250(1)
8.5.1.3 Partner Training and Certification
250(1)
8.5.1.4 Partner Compensation
251(1)
8.5.1.5 Partner Planning and Forecasting
251(1)
8.6 Industry-Specific Solutions
251(1)
8.7 SAP CRM Mobile Applications
252(3)
8.7.1 SAP CRM Mobile Sales
253(2)
8.7.1.1 Mobile Sales Laptop
253(1)
8.7.1.2 Mobile Sales Handheld
254(1)
8.7.1.3 Mobile Sales Online
254(1)
8.7.2 SAP CRM Mobile Service
255(1)
8.8 Summary
255(2)
9 SAP E-Business Applications
257(18)
9.1 What Is E-Business?
257(13)
9.1.1 Basic E-Business Strategy Patterns
264(4)
9.1.1.1 Target the Right Customers
264(2)
9.1.1.2 Own the Customer's Total Experience
266(1)
9.1.1.3 Foster Customer Loyalty
267(1)
9.1.2 E-Business Challenges
268(1)
9.1.3 E-Business Applications for a Customer-Centric World
269(1)
9.1.3.1 Business-to-Customer (B2C) Applications
269(1)
9.1.3.2 Business-to-Business (B2B) Applications
269(1)
9.1.3.3 Business-to-Employee (B2E) Applications
270(1)
9.2 SAP CRM Web Channel Enablement Solution
270(4)
9.2.1 Salient Features
271(1)
9.2.2 E-Business Applications
271(5)
9.2.2.1 SAP E-Marketing
272(1)
9.2.2.2 SAP E-Commerce
272(1)
9.2.2.3 SAP E-Service
273(1)
9.2.2.4 Web Channel Analytics
273(1)
9.3 Summary
274(1)
10 SAP CRM Application Environment
275(36)
10.1 Distributed Applications
276(11)
10.1.1 Distributed Application Requirements
277(2)
10.1.1.1 Resource Management
277(1)
10.1.1.2 State Management
278(1)
10.1.1.3 Application Management
278(1)
10.1.1.4 Application Deployment
278(1)
10.1.2 N-Tier Application Architecture
279(2)
10.1.2.1 N-Tier Architecture Advantage
280(1)
10.1.2.2 Limits of the N-Tier Architecture
281(1)
10.1.3 Enterprise Architecture
281(6)
10.1.3.1 Enterprise Components
282(2)
10.1.3.2 Enterprise Component Architecture
284(1)
10.1.3.3 Enterprise Component Model
285(1)
10.1.3.4 Enterprise Component Architecture as a Strategy: Service-Oriented View
286(1)
10.2 Enterprise Application Integration (EAI)
287(5)
10.2.1 Basic Concepts
288(2)
10.2.1.1 Methods of Integration
288(1)
10.2.1.2 Modes of Communication
289(1)
10.2.1.3 Middleware Options
289(1)
10.2.2 Models of Integration
290(2)
10.2.2.1 Presentation Integration
290(1)
10.2.2.2 Functional Integration
290(2)
10.2.2.3 Data Integration
292(1)
10.3 Service-Oriented Architecture (SOA)
292(7)
10.3.1 Web Services
294(3)
10.3.1.1 Describing Web Services: Web Services Description Language (WSDL)
296(1)
10.3.1.2 Accessing Web Services: Simple Object Access Protocol (SOAP)
297(1)
10.3.1.3 Finding Web Services: Universal Description, Discovery, and Integration (UDDI)
297(1)
10.3.2 Enterprise Services
297(1)
10.3.3 Enterprise Services Architecture (ESA)
298(1)
10.4 SAP NetWeaver Overview
299(10)
10.4.1 People Integration
300(3)
10.4.1.1 Multichannel Access
300(1)
10.4.1.2 Enterprise Portal
301(1)
10.4.1.3 Collaboration
302(1)
10.4.2 Information Integration
303(3)
10.4.2.1 Business Intelligence (BI)
303(1)
10.4.2.2 Knowledge Management (KM)
304(1)
10.4.2.3 Master Data Management (MDM)
305(1)
10.4.3 Process Integration
306(1)
10.4.3.1 Integration Broker: SAP NetWeaverExchange Infrastructure (XI)
306(1)
10.4.3.2 SAP Business Process Management (BPM)
307(1)
10.4.4 Application Platform
307(2)
10.4.4.1 ABAP Application Platform
308(1)
10.4.4.2 Java Applications
308(1)
10.4.5 SAP Solution Manager
309(1)
10.5 Summary
309(2)
11 SAP Tools and Programming
311(38)
11.1 ABAP Custom Development
311(12)
11.1.1 ABAP Genesis
311(1)
11.1.2 ABAP Development Workbench
312(4)
11.1.2.1 ABAP Dictionary
313(1)
11.1.2.2 Data Browser
313(1)
11.1.2.3 Object Browser
313(1)
11.1.2.4 Program Editor
313(1)
11.1.2.5 Screen Painter
314(1)
11.1.2.6 Menu Painter
314(1)
11.1.2.7 Function Library
315(1)
11.1.2.8 Testing and Performance Analysis
315(1)
11.1.2.9 Workbench Organizer
316(1)
11.1.3 Programming in ABAP
316(3)
11.1.3.1 Data Types and Operations
316(1)
11.1.3.2 Data Table Processing
316(1)
11.1.3.3 Internal Tables
317(1)
11.1.3.4 SAP Transactions
317(1)
11.1.3.5 Reporting
317(1)
11.1.3.6 Dialog Programming
318(1)
11.1.3.7 ABAP Query
318(1)
11.1.3.8 SAPscripts
318(1)
11.1.3.9 Batch Data Communication and Interfaces
318(1)
11.1.4 ABAP Objects
319(2)
11.1.4.1 Object-Oriented Paradigm
319(1)
11.1.4.2 Advantages of Object Orientation
320(1)
11.1.4.3 Object Orientation and SAP
321(1)
11.1.5 Web Application Builder
321(2)
11.1.5.1 Business Server Pages (BSP) Application Development
322(1)
11.1.5.2 BSP Development Tools
322(1)
11.1.5.3 BSP Application Components
322(1)
11.2 Java Custom Development
323(22)
11.2.1 SAP Java Development Infrastructure (JDI)
324(6)
11.2.1.1 Overview of the Development Process in SAP JDI Using SAP NWDS
325(1)
11.2.1.2 SAP Component Model
326(4)
11.2.2 SAP NetWeaver Developer Studio (NWDS)
330(5)
11.2.2.1 NWDS Tools and Perspectives
331(3)
11.2.2.2 NWDS Development Process
334(1)
11.2.3 Java Application Development
335(16)
11.2.3.1 Reference Architecture
336(1)
11.2.3.2 Realization of the Reference Architecture in J2EE
337(2)
11.2.3.3 Model—View—Controller (MVC) Architecture
339(1)
11.2.3.4 Overview of J2EE Technologies
340(5)
11.3 Summary
345(4)
Section III Pre-Implementation Stage
12 Initiating the SAP Project
349(16)
12.1 SAP Executive Sponsor
349(1)
12.2 SAP Project Executive Committee
349(1)
12.3 SAP Project Steering Committee
350(1)
12.4 Roles of the Executive and Steering Committee Members
350(1)
12.5 Mission and Objectives of the SAP Project
351(1)
12.6 Deciding the Scope of the SAP Project
351(1)
12.7 Initiating the SAP Project
351(1)
12.8 SAP Project Management Structure
351(2)
12.8.1 Chief Project Officer (CPO)
351(1)
12.8.2 Site Project Managers
352(1)
12.8.3 Module Leaders
353(1)
12.8.4 Resource Manager
353(1)
12.8.5 Training Manager
353(1)
12.9 Project Management Policies and Guidelines
353(2)
12.9.1 Project Strategy
354(1)
12.9.2 Project Planning and Monitoring
354(1)
12.9.3 Project Resource Requirements
354(1)
12.9.4 Project Training Requirements
354(1)
12.10 Risk Management in a SAP Project
355(3)
12.10.1 Selecting the Most Critical Processes
356(1)
12.10.2 Implementing Best-of-Business Processes
356(1)
12.10.2.1 Documentation of Processes
356(1)
12.10.2.2 Rationalization of Processes
356(1)
12.10.2.3 Standardization of Processes
357(1)
12.10.3 Centralized Base Reference Configuration
357(1)
12.10.4 AcceleratedSAP (ASAP) Methodology
357(1)
12.11 Change Management in a SAP Project
358(1)
12.12 Roles of the SAP Project Team Members
359(2)
12.12.1 SAP Project Team
359(1)
12.12.2 External Consultants Team
359(1)
12.12.2.1 Functional Consultants Team
359(1)
12.12.2.2 SAP Technical Team
360(1)
12.12.3 SAP Administration Team
360(1)
12.13 Summary
361(4)
Section IV Implementation Stage
13 SAP ASAP Methodology
365(40)
13.1 Introducing the ASAP Methodology
365(5)
13.1.1 Why Are SAP Implementation Programs So Complex?
367(3)
13.1.1.1 Configuration through Implementation Guide (IMG)
367(1)
13.1.1.2 Computer-Aided Software Implementation (CASI)
368(1)
13.1.1.3 SAP as Populated CASE Environment
369(1)
13.1.1.4 SAP Implementations and Expert Systems
369(1)
13.2 SAP ASAP Methodology
370(29)
13.2.1 Project Preparation
370(5)
13.2.1.1 Project Planning
370(3)
13.2.1.2 Project Standards and Procedures
373(1)
13.2.1.3 Project Kickoff
374(1)
13.2.1.4 Infrastructure Requirements Planning
374(1)
13.2.1.5 Quality Check Project Preparation Phase
375(1)
13.2.1.6 Sign Off Project Preparation Phase
375(1)
13.2.2 Business Blueprint
375(10)
13.2.2.1 Project Management Business Blueprint Phase
375(1)
13.2.2.2 Organizational Change Management
376(3)
13.2.2.3 Project Team Training
379(1)
13.2.2.4 Establish Development System Environment
379(1)
13.2.2.5 Define Business Organization Structure
380(4)
13.2.2.6 Prepare End-User Training and Documentation Plan
384(1)
13.2.2.7 Quality Check Business Blueprint Phase
384(1)
13.2.2.8 Sign-Off Business Blueprint Phase
384(1)
13.2.3 Realization
385(8)
13.2.3.1 Project Management Realization Phase
385(1)
13.2.3.2 Sustaining the Organization Change Management Process
385(1)
13.2.3.3 Conduct Project Team Training
386(1)
13.2.3.4 Systems Management
386(1)
13.2.3.5 Baseline Configuration and Confirmation
386(2)
13.2.3.6 Perform Final Configuration and Confirmation
388(1)
13.2.3.7 Perform ABAP Development
389(1)
13.2.3.8 Establish Authorization Concept
390(1)
13.2.3.9 Establish Archiving Management
390(1)
13.2.3.10 Conduct Final Integration Test
390(2)
13.2.3.11 Prepare End-User Documentation and Training Material
392(1)
13.2.3.12 Quality Check Realization Phase
392(1)
13.2.3.13 Sign-Off Realization Phase
393(1)
13.2.4 Final Preparation
393(4)
13.2.4.1 Project Management Final Preparation Phase
393(1)
13.2.4.2 Continuing the Organization Change Management Process
393(1)
13.2.4.3 Conduct End-User Training
394(1)
13.2.4.4 Systems Management
394(1)
13.2.4.5 Refine Cutover and Production Support Plan
395(1)
13.2.4.6 Cutover to Production System
396(1)
13.2.4.7 Quality Check Final Preparation Phase
396(1)
13.2.4.8 Sign-Off Final Preparation Phase
396(1)
13.2.5 Go Live and Support
397(2)
13.2.5.1 Production Support
397(1)
13.2.5.2 Project End
398(1)
13.2.5.3 Project Sign-Off
398(1)
13.3 SAP ASAP Methodology 7
399(1)
13.3.1 Value Delivery Considerations
399(1)
13.3.2 Business Process Management Considerations
400(1)
13.3.3 Service-Oriented Architecture (SOA) Considerations
400(1)
13.4 Success Patterns for SAP Implementation Projects
400(1)
13.5 Summary
401(4)
Section V Post-Implementation Stage
14 Supporting and Enhancing SAP CRM
405(38)
14.1 SAP Deployment
405(1)
14.2 Continuous Change
406(1)
14.3 Customer Center of Expertise (CCOEs) Program
407(1)
14.3.1 Help Desk
407(1)
14.4 Upgrading SAP CRM Applications
408(1)
14.5 Retaining and Retraining SAP Consultants
409(1)
14.5.1 Retention Horizon
409(1)
14.5.2 Extending the Boundaries of Expertise
409(1)
14.6 Privacy and Security
410(3)
14.6.1 Privacy
411(1)
14.6.2 Intrusion
412(1)
14.6.3 Integrity
412(1)
14.6.4 Business Disruption
413(1)
14.7 Applications Outsourcing (AO)
413(6)
14.7.1 CRM Application Service Providers (ASPs)
415(2)
14.7.2 SAP Business By Design (BBD)
417(1)
14.7.3 Private ASPs
418(2)
14.7.3.1 What Does a Private ASP Offer?
419(1)
14.8 Mobilizing the Enterprise and Relationships
419(1)
14.9 Context-Aware Applications
420(9)
14.9.1 Decision Patterns as Context
421(8)
14.9.1.1 Concept of Patterns
422(2)
14.9.1.2 Domain-Specific Decision Patterns
424(5)
14.10 Big Data Analytics
429(9)
14.10.1 What Is Big Data?
430(1)
14.10.1.1 Data Volume
430(1)
14.10.1.2 Data Velocity
431(1)
14.10.1.3 Data Variety
431(1)
14.10.2 Big Data Appliances
431(1)
14.10.3 Tools, Techniques, and Technologies of Big Data
432(4)
14.10.3.1 Big Data Architecture
432(1)
14.10.3.2 Row- versus Column-Oriented Data Layouts
433(1)
14.10.3.3 NoSQL Data Management
433(2)
14.10.3.4 In-Memory Computing
435(1)
14.10.3.5 Developing Big Data Applications
435(1)
14.10.4 SAP HANA
436(2)
14.10.4.1 Stand-alone SAP HANA
437(1)
14.10.4.2 SAP HANA for BW
437(1)
14.11 Social CRM via Social Networks
438(2)
14.11.1 Social Networks
438(1)
14.11.2 Social Network Platforms
438(1)
14.11.3 Social CRM
439(1)
14.12 Summary
440(3)
Section VI SAP CRM Implementation And Beyond
15 Valuing the Relationship-Based Enterprise
443(20)
15.1 Enterprise Stakeholders
443(2)
15.1.1 From Built-to-Last to Built-to-Perform Organizations
444(1)
15.2 Aspects of Enterprise Value
445(4)
15.2.1 Value to Customers
446(1)
15.2.2 Value to Shareholders
447(1)
15.2.3 Value to Managers
448(1)
15.2.4 Value to Employees
448(1)
15.2.5 Value to Vendors
449(1)
15.3 Economic Value Added (EVA)
449(1)
15.4 Value-Based Management
450(3)
15.4.1 Time Value of Customers and Shareholder Value
451(2)
15.5 Balance Scorecard (BSC)
453(4)
15.5.1 Financial Perspective
456(1)
15.5.2 Customer's Perspective
456(1)
15.5.3 Internal Business Processes Perspective
457(1)
15.5.4 Learning and Growth Perspective
457(1)
15.6 Performance Prism
457(1)
15.6.1 Performance Prism Framework
457(1)
15.7 Customer-Centric Activity-Based Revenue Accounting (ABRA)
458(1)
15.8 CRM Metrics
459(3)
15.8.1 Enhancement of Measures of Performances by SAP CRM
460(2)
15.9 Summary
462(1)
16 Beyond the Relationship-Based Enterprise
463(4)
16.1 Intelligent Customer-Centric Enterprise
463(2)
16.1.1 How Intelligent Is Your Enterprise?
464(1)
16.1.2 Decisions on Desktops (DoD)
464(1)
16.2 Prospects for the Future: Relationships on Demand
465(1)
16.3 Summary
465(2)
Appendix A: Selecting SAP CRM Implementation Partners 467(2)
Appendix B: CRM Industry Analysts 469(2)
References 471(2)
Index 473
Vivek Kale has more than two decades of professional IT experience, during which he has handled and consulted on various aspects of enterprise-wide information modeling, enterprise architectures, business process redesign, and e-business architectures. He has been group CIO of Essar Group, the steel, oil, and gas major of India, as well as Raymond Ltd., the textile and apparel major of India. He is a seasoned practitioner in transforming the business of IT, facilitating business agility, and enabling the process-oriented enterprise.





He is the author of Implementing SAP R/3: The Guide for Business and Technology Managers (2000), A Guide to Implementing the Oracle Siebel CRM 8.x (2009), Guide to Cloud Computing for Business and Technology Managers: From Distributed Computing to Cloudware Applications (2014), and Inverting the Paradox of Excellence: How Companies Use Variations for Business Excellence and How Enterprise Variations Are Enabled by SAP (2014).
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