COMM 190 Study Guide - Final Guide: Customer Relationship Management, Bring Your Own Device, Local Area Network

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3 Dec 2013
Department
Course
Professor
MIS Final Exam Review
Ch7 Q7
Ch11 Q3-Q4
Ch6 Q1,2,4,8
IT Strategy In Action Article
Link for skills to be successful IT executive
Ch11 Q5-Q6
Ch 10 Q7
Outsourcing link
Managing the IT portfolio
Ch 10 Q1-Q6
Cases
CRM at Minitrex
Genex Fuels
MaxTrade
Investing in CUFs
ModMeters
Project Management at MM
Ch7 Q7
Customer Relationship Management (CRM) systems support the business of
attracting, selling, managing, delivering, and supporting customers i.e. Maximizer
Software, Oracle/Siebel Systems
Customer Life Cycle
1. Marketing Attract (Solicitation Processes)
2. Customer Acquisition Sell (Lead-Tracking)
3. Relationship Management Support and Resell (Relationship Management)
4. Loss/Churn Categorize (Relationship Management)
Solicitation generate prospects via messages to target market, use email,
websites, and other IS messaging media, support direct mail, catalogue, other
traditional promotion
Lead Tracking (pre sale) Track sales leads, customer responses, and contacts.
Prioritize responses to maximize new customer revenue
Relationship Management (post sale) Maximize the value of the existing
customer base using sales management applications and customer support
applications. Focus on reselling n high value customers and winning back lost high
value customers
Sales management applications support sales to existing customers. Have
features that prioritize customers according to their purchase history
Integrated CRM applications store data in a single database, so that CRM
processes can be linked i.e. customer service activities can be linked to customer
purchase records so that sales and marketing know the status of customer
satisfaction; customer support has an important linkage to product marketing and
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High
Low
High
Low
Business Process Standardization
Business
Process/
Data
Integration
development because it knows more than any other group what customers are
doing with the product and what problems they are having with it
The Operating Model a target for a company that defines fundamentally how it
wants to operate
Standardization consistency in processes
Integration sharing data
Prediversification No integration or standardization
-there is no one best quadrant depends on who you are, your business, your
customers
-SAP round one was replication/diversification
Diversification model
Example P&G
Decentralized organizational design business units pursue different markets with
different products and services and benefit from local autonomy in deciding how to
address customer needs
-few shared customers and suppliers
-operationally unique business units
-autonomous business unit management
-business units control process design
-few data standards across business units
-most IS decisions made at business unit level
Coordination model
Example PepsiAmericas
Coordination
Unique businesses with
a need to know each
other's transactions
and relationships
Platrform: easy access
to shared data for
decision making
Unification
Single businesses with
global process and sata
standards
Platrform: Standard
business processes and
shared data access
Diversification
Independent
Businesses with
different customers,
products, services and
expertise Platform:
Shared Services for
scale but with
independence
Replication
Independent but
similar business units
Platform: Standard
business processes for
efficiency
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Focuses on integration the company creates a single face to its customers or a
transparent supply chain without forcing specific processes and/or product/service
standards on its operating units
-shared customers and/or suppliers
-operationally unique business units
-autonomous business unit management
-business units control process design
-shared customer and product data
-IS applications decisions made in business units
Replication Model
Example ING Direct (has few shared customers/suppliers but centralized control of
process design, cannot share data since international), Marriot hotels (locally owned)
Focuses on Standardization business units perform tasks the same way using the
same systems so that they can generate global efficiencies and brand recognition,
however, business units rarely interact
-few shared customers and/or suppliers
-business units with similar operations
-centralized control of process design
-standardized data definitions but business units own their data
-centrally mandated IS services
Unification Model
Example UPS, airlines
Centralized organizational design the company pursues the need for reliability,
predictability and low cost by standardizing business processes and sharing data
across business units to create an end-to-end view of operations and a single face to
the customer
-shared customers and suppliers: local and/or global
-globally integrated business processes often with enterprise IS
-business processes with similar operations
-centrally mandated databases
-IS decisions made centrally
Ch11 Q3-Q4
IT architecture the basic framework for all the computers, systems, and info
management that support organizational services think of it like a city plan; lays
out the street network, water system, power grids, emergency services etc.
-is usually a long document with many sections that include quite complicated
diagrams as well as management policies (such as privacy, sourcing and security)
and discussion of future changes to the architecture
Enterprise architect the job description for the person who creates the blueprint
of an organization’s IS and the management of these systems, taking into
consideration organizational objectives, business processes, databases, info flows,
operating systems, applications and software, and supporting technology
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