ASSINGMENT ON CRM

SUBMITED TO :- SUBMITED BY:-

MR. NITTIN SINGH SUNIL KUMAR
MIM FACULTY (MARKETING) PGDM-16th BATCH

Q.What Is A CRM ?
  Customer Relationship Management is all about understanding the customer’s needs and
leveraging this knowledge to increase sales and improve service.”
 Customer Relationship Management blurs the boundaries between sales and services, and
is used to unify a company’s activities around the customer.

 Customer relation management focuses more widely on customer and on the entire
functions connected with value creation and delivery chain of the organisation concerned.

 Developing core services to build customer relationship, customisation of relationship,

augmenting core services with extra benefits, enhancing customer loyalty and fine tuning
internal marketing to promos-e external marketing success.

By:-Leonard I. Berry
(1983)

 A tool to turn current and new customers into regularly purchasing clients and then
progressively move them through being strong supports of the company and its product to
being active and vocal advocates for the company.
By:- Christopher et al (1990)

Q. What Is A CRM Database?

A CRM database is a program of stored information that is relevant and useful to the success
of your business. CRM database programs can be used as standalone software, incorporated
with existing databases, such as Outlook or Excel, or a combination of the two. What a CRM
database may hold can vary greatly due to the type of business, the focus of marketing, and
 the direction in which the business is going. A CRM database can be used for customer
information, employee tasks, marketing plans, and a variety of other daily business functions.
 CRM database, the most utilized feature in CRM programs.

 One of the most utilized features of customer relationship management programs is the CRM
database. Companies use the CRM database to gather information and details about their
customers, including their needs and purchasing history. The CRM database can also be used
to track employee sales and success rates, as well as task lists and completion. Many
companies incorporate their CRM database into their marketing and advertising plans. As the
information entered into a CRM database is customizable to your own business, the uses of
the data collected are only as limited as your imagination.

 CRM Database: Customer Information.

 The most often used information in a CRM database is the customer information. This can
include personal information, such as contact addresses and phone numbers, as well as
family size, location, and other demographic information. Many companies also use their
CRM database to record purchase information, service calls, customer support needs, and
even warranty information. Anything relative to customer interaction can be placed in a
CRM database.

 CRM Database: Employee Information

 The CRM database can also be a hub for managing your employees. Vital information can be
stored within the CRM database, such as employee ID files and commission information.
Also, some employers and managers find it useful to assign tasks, check progress, and
monitor the sales records of their employees through the CRM database. The CRM database
can be a manager’s second set of eyes, as to the productivity and motivation level of their
employees.
 CRM Database: Other Uses
 Another popular use of a CRM database is within a business’ marketing plan. Because of the
detailed records kept on the customers and their buying habits, many businesses find their
CRM database to be their best marketing tool. It is easy to create reports on buying trends
and habits and focus marketing strategies to best fit these needs using the information in the
CRM database. Other companies use the CRM database information to track sales and create
goals for their sales team. Depending on the specific needs of an organization, there are
plenty of different uses for the CRM database to discover or design

 Customizing and Utilizing Your CRM Database

 One of the most useful things about a CRM database is the ability to customize it to the
specific needs of a business. Adding and removing data fields to record the information about
your company and customers that you want is a great feature of a CRM database. It is up to
you as a business owner to decide what types of information are the most pertinent to the
growth and profitability of your business. Also creating specific reports on the items and
information you need is easy with a CRM database. Analyzing your business has never been
more efficient. Crate the perfect marketing plan and save money by focusing the advertising
to the more receptive audience with the information you have stored. You will quickly
discover that your business has grown tremendously in a short time once you begin using the
CRM database to manage your business.

 Advantages of Prophet CRM Database

 The Prophet CRM database allows you to accomplish all of the necessary tasks of your
business, while streamlining these projects into one simple program. Information can be
imported from Outlook and Excel to make moving to the new CRM database fast and easy.
You can customize the CRM database to suit your needs and create the perfect customer files
and reports to stay ahead of the trends and needs of your consumers. The CRM database
from Prophet will work with you to increase your sales and effectively grow your business
beyond your wildest dreams.
 During the hyper-growth economy of the late 90’s, and early 2000’s, many
companies invested hand-over-fist in Customer Relationship Management (CRM)
technology. With the anticipated benefits that CRM brings, it is no wonder that many
companies jumped on the bandwagon. The benefits to be realized by the effective
implementation of CRM include:
 Increased revenue and profitability
 Improved customer and employee satisfaction and loyalty
 Increased operational efficiencies

Q. what is CRM?
Customer Relationship Management has been defined as a business approach that
integrates people, process and technology to maximize relationships with all
customers, through the seamless coordination between all customer-facing
functions.

Yet, according to estimates provided by leading analysts, over half of all CRM
projects fail to meet their initial ROI targets. A recent study published by Nucleus
Research, Inc. found that 61% of Siebel Systems’ reference customers reported
negative ROIs from their CRM implementations after two years of use. Another
report issued by The Gartner Group, Inc. estimated that well over 65% of all CRM
projects fail. There are a handful of reasons at the root-cause of CRM failures. We
will review each, and identify the strategy that you can use to avoid common these
pitfalls.

 The common pitfalls of CRM include:

 Viewed as a technical, not a business, problem
  Driven from the top down
 Lack of senior management involvement
 Not targeting the areas of highest adoption
 Driven by the IT organization vs. business leaders
 Trying to do too much at once
In the following sections, we will explore each of these potential pitfalls and how you
can avoid them.

 CRM Viewed as a Technical Not a Business Problem

One of the most common reasons why CRM projects fail is that the technology was
allowed to dictate how customer relationships would be managed instead of the
technology being the enabler.

My first CRM assignment was targeted at improving the performance of a

service organization. Upon doing the high-level analysis, all I kept hearing from the
organization was “we need a single system”. There were several customer-facing
organizations that were each using their own “system” to manage customer
interactions. Some were home-grown and others were paper-based. And, on the
surface it appeared that a single system was the answer. Per the established
protocol I went to my senior manager to provide a project status update. In
summary, I reported “we need to get a new system”. My manager thumped me on
the head and said “it is a process issue. Fix that, and then we will discuss systems”.
Not fully appreciating the magnitude of what he shared, I went back to work. I
continued my fact finding, and coming from an IT perspective (at that point in my
career) I again went back to my senior manager and said “we can fix this with a
system”. Thump. He responded, something to the effect of, “don’t talk to me about
the system, fix the process and then we’ll discuss systems”. That was some of the
best advice (and lumps) that I have ever received.

At this point, we dove in and developed a customer contact management (a.k.a.,

problem management, case management) process for handling customer inquiries
and problem reports. We then rolled out the process with NO new technology, and
spent a few weeks working out the kinks. Once the process had been “burned in” we
 THEN defined our systems requirements, selected the system and implemented.
And, we found that the systems part of the project was EASY. We had already
worked out all the issues regarding: roles, responsibilities, process flow, etc.

STRATEGY #1: Define your customer relationship and interaction processes, and
implement them. Once these are "burned in" consider the appropriate systems
solution.

 CRM Driven From the Top Down

Often, CRM programs are driven from the top down. Senior management wants
reporting on sales, the pipeline, forecast, etc. Many times, CRM is “sold as” the
answer. CRM “can be” the answer provided other things are in place first. For
example, in order to generate the information desired by senior management, your
sales team needs to input quality information into the system. Typically, when users
are asked to put more into a system than the benefits, the results are a low adoption
rate. Sure, you will get data entered into the system. However, over time you will
discover that the integrity isn’t there as your sales team continues to follow their
“tried and true” ways of developing and closing business. Human nature will prevail,
and you will find your users doing the minimal required to show their “attempts at
using a less than adequate system.”

STRATEGY #2: During the initial phases of your CRM initiative ensure that you
“consider” the requirements of senior management, and meet the requirements of
your front-line personnel. Management reporting will come, but ONLY after your
customer-facing personnel are receiving value from the system. It has been said that
users need to obtain 3 units of benefit from a system, for 1 unit of work that they put
in to a system. If you don’t acknowledge this, your CRM initiative will struggle getting
off the ground.

 Lack of Senior Management Involvement

 While CRM initiatives shouldn’t be driven “just” from the top down, as discussed
above, senior management involvement is absolutely critical. Without senior
management involvement, accountability for ROI (return on investment) will be non-
existent and the program will experience scope creep as “everyone” tries to get their
requirements in. Scope creep brings with it cost overruns and implementation
delays. Both of these can be avoided.

STRATEGY #3: Ensure senior management involvement in your CRM program, to

include:-

 Prioritizing high-level requirements. Your senior managers need to make the

“tough” decisions about what will “go”, what will wait until a subsequent phase
and what will not occur at all.
 Placing accountability for the program's success on the shoulders of the senior
manager(s) that are “signing up” to meet the numbers (increased revenue,
operational efficiencies, customer satisfaction, etc.) that make up the ROI of your
CRM initiative. At the end of the day, these senior managers are accountable for
the success of your company's CRM initiative: no-one else!

Not Targeting the Area of Highest Adoption

Let’s face it, companies want revenue. And, where do you get revenue? The
answer: sales. How do you improve sales effectiveness? Again, CRM is often sold
as the answer.

With that said, let us consider the typical areas that CRM impacts: Sales, Marketing
and Service. CRM initiatives “tend” to address these functions in the order listed.
However, consider the “characteristics” of each group:
 Sales people are typically not process oriented. They are relationship builders.
They tend to demand much flexibility in the way they work, which includes the
“systems” they use.
 Marketing teams tend to be “more” process oriented, while at the same time they
need to be creative (read flexible) in terms of approaches to develop and pitch a
company’s value proposition to the marketplace.
 Service personnel are highly process oriented and their management structure is
typically focused on measures to continuously improve “operational efficiencies”
and religiously follow process and procedures.

What we have found, is that targeting service functions first, in a CRM initiative,
provides for the highest adoption rates. Once a service team has converted to the
system there is immediate payback in operational efficiencies, and increases in
customer satisfaction soon follows. And, by virtue of managing the service function
from the system, customer information is being accumulated. Information is now
available to other organizations including:

 Customer inquiries (questions on use of the product / service)

 Customer calls to report a problem
 Number and type of calls by product/service type

Marketing and product management can leverage the above information to consider
evolving the Products /services offered by your company. And, Sales can leverage
this information to spot up-sell / cross-sell opportunities. In summary, interest is
generated for access to and use of the system. By addressing service and
subsequently marketing, you have “greased the skids” in preparation for
implementing CRM for your Sales force. By the time you reach Sales, there will be
inherent value in the system, making it much easier for Sales to get the 3 units of
benefit from the system, for each unit of work they put in (discussed above).

STRATEGY #4: Target your service functions first, then marketing, then sales. The
momentum and value created, in the system, helps to ensure a successful adoption
rate by your Sales professionals.
Driven by the IT Organization vs. Business Leaders
Make no mistake, your IT organization is a critical aspect to the successful
automation of your CRM practices. However, if your IT organization is leading the
overall initiative, you have not placed accountability where it belongs. Let’s look
again at the “promise of CRM”:

 Increased revenue and profitability

 Improved customer and employee satisfaction and loyalty
 Increased operational efficiencies

Who is accountable to achieve these results? It is typically NOT the IT organization.

Instead, it is the senior manager of Sales, Marketing and Service. As such, these
leaders are the ones that need to sign-up for ensuring success of your CRM
initiative. Again, IT (whether we are talking about the CRM system or the people
integrating the system into your environment) is an enabler. Your business leaders
need to ensure that their organizations are ready from the following perspectives:

 People – skilled, incented and empowered to effectively manage customer

relationships and are bought into the CRM initiative
 Process – methods and techniques are in place to manage customer
relationships in consistent, efficient and effective manners.

If your people aren’t ready and/or your processes are poorly defined then
implementing technology will simply make the bad things that are happening today,
in how you manage customer relationships, occur more rapidly. CRM will become
the microscope that highlights these problems And, worse still, the microscope (your
CRM initiative) will be what is blamed for these problems, that pre-existed, yet
weren’t previously visible cross-functionally.
If your organizational leaders ensure that their people are ready, and effective
processes are in place (and documented) then the IT aspect of your CRM initiative
will actually be the easy part.

STRATEGY #5: CRM projects must be owned and driven by the senior business
managers responsible for meeting the numbers.

Trying To Do Too Much At Once

CRM is a big initiative. And, a key element underlying all CRM initiatives is the need
to integrate access to all customer information. Many implementations have failed
simply because the project was too aggressive.

STRATEGY #6: Identify the 3-5 highest priority areas to target and implement them.
Once implemented, let them “burn-in” to the environment. In parallel with the burn-in
period, begin work on the next 3-5 highest priority areas. Continue this cycle.

Lack of Organizational Readiness

Business change requires the proper balance of people, process, and technology.
CRM initiatives are often technology driven, with plenty of focus on the systems and
even the processes to support them. However, one of the most important aspects of
successful CRM implementation is Organizational Readiness.

By its nature, CRM is usually a cross-functional, company-wide initiative aimed at

creating a single face to the customer. To present this single face, the multiple
groups within a company must agree on what that face should look like.

Creating a truly integrated CRM system not only requires defining consistent
technologies and processes across multiple organizations; it also requires
consistency of data elements and terminology. Sometimes this means compromise.
When individual groups within an organization are unable or unwilling to compromise
to achieve this kind of consistency, CRM will fail.
Whenever multiple groups are brought together to achieve a single purpose, there
must be rules in place in order to keep people aligned to the same goals. For
instance, is there an organizational hierarchy? Are there certain areas where one
group has absolute veto power? Overall, though, CRM should be viewed as
bettering the entire company, not necessarily an individual group. Thus, it should be
acceptable for a particular group to be worse off with a specific change, as long as
the organization, as a whole, is improved. Of course, the particular group that is
worse off may not like this approach. It is an important responsibility of senior
management to set realistic expectations as to what sort of compromise might be
necessary to successfully implement CRM.

STRATEGY #7: CRM should be considered a company-wide initiative, and no one

group should have the ability to derail such a broad endeavor. For CRM to be
successful, the organization must be prepared to compromise, and must always
remember that the whole organization is more important than any one group.

Summary
With the current economic conditions, it is more important than ever to focus on
servicing your customers well. Many have touted CRM as the solution to problems
ranging from customer satisfaction to revenue generation. The result has been
lackluster ROIs and a majority of CRM projects failing. But it doesn’t have to be that
way. You can learn from those that have gone before you and avoid the common
pitfalls that have derailed or destroyed their projects.

In this paper, we identified seven common pitfalls associated with CRM projects:

 Viewed as a technical, not a business, problem

 Driven from the top down
 Lack of senior management involvement
 Not targeting the areas of highest adoption
 Driven by the IT organization vs. business leaders
 Trying to do too much at once

One of the biggest take-aways from these pitfalls is that planning, leadership, and
inclusion are keys to the success of any CRM project. As the saying goes, “failing to
plan is planning to fail.” Don’t believe it? Talk to the 65% of companies that had their
CRM projects fail.

We're all looking for the magic bullet to prevent malpractice lawsuits. The problem is that it
just doesn't exist. In fact, it's more like we are playing Russian Roulette on a daily basis with
our lives, our fortunes and our practice.

The saddest words a doctor can utter are "If only I had …" The malpractice annals are full of
the "if onlys." Courts are jammed with those folks who want to "get even," "teach that person
a lesson," or the ever-altruistic motive, "I just want to be sure no one else is injured."

Only two parties come out financially ahead in litigation, and they are both attorneys (yours
and theirs). So bottom line: Be as proactive as possible, and try to head off problems that can
lead to malpractice litigation before they occur.

Every day we see patients, we make mistakes. Sometimes, our employee, associate, partner
or even a temporary office person is at fault. Other times, a patient errs. Regardless of fault,
we're the one responsible for the actions or lack thereof that occur during the course of our
practice day, under the Theory of Respondeat Superior. This is Latin for "Let the master
answer."

No matter how much we educate ourselves, our staff and our patients, things happen. The
trick then, is to communicate, educate and document (CED) as much as possible and
continually work to upgrade your skills in these areas.

While there is no aspect of practice that you should overlook, four specific hot spots require
your attention, bearing in mind that there is a great deal of overlap among them. Let's address
each individually, keeping the following key points in mind:

1. Documentation is the key to any effective defense.

 2. Communication between you, your staff and your patient is essential to preventing
misunderstanding, reinforcing appropriate care and follow-up and to patient
responsiveness.
3. An informed patient is both educated and better able to assume some of the burden of
his care.
4. Nothing beats a caring doctor and office team in uncovering potential problem areas,
mitigating damages and preventing possible litigation.
5. Always focus on what is best for your patient, without regard to cost, time on your
part, etc.
Dissatisfied refractive/cataract surgery patients
If you're like most optometrists, you comanage refractive surgery and cataract surgery
patients. A surprised patient is an unhappy patient. Generally, unexpected results of the
surgery upset these patients the most.

Carefully covering possible outcomes, especially those that are negative, help to ameliorate
any potential misunderstandings. Essentially, discussing the risks, benefits and possible
complications are the keys to positive patient management. Remember: Many patients have
spoken with their friends, virtually all of whom have had positive outcomes.

When your patient experiences a less than satisfactory endpoint, you're left holding the bag,
not the surgeon. This is because you're the one who has taken the time to talk with the patient
about the procedure, not the surgeon. The bottom line: Because you've developed a rapport
with the patient, he's going to turn to you. This is even more so when a patient has gone
against your professional advice and proceeded with the surgery. Why? Because you know a
great deal about his medical history, he knows he can trust you. It certainly does no good to
tell the patient "I told you so." They have already figured this out.

The better option is to tell your patient that you will not abandon him and will work with him
to achieve the best possible outcome. Again, reviewing possible options is the key to patient
satisfaction. Options include possible enhancement surgery, glasses, contacts, etc.

Missed diagnosis
Failure to refer, a missed diagnosis or a breach of the standard of care is the next area to
highlight. While you and I may want to know everything, the fact is that we absolutely must
depend on our colleagues and basic instinct to help care for the patient. Simply put, patients
are never offended by a doctor who says, "I don't know the answer, but I am going to send
you to a specialist (or back to your primary-care physician, etc.) for a second opinion."

Carefully covering possible outcomes, especially those that are

negative, help to ameliorate any potential misunderstandings.
For instance, an exam may reveal that a patient requires low-vision care. Although you're
pretty sure about the type of low-vision therapy this patient requires, you're not positive. As a
result, the best course of action is to explain this to the patient and then refer him to a
specialist in low-vision therapy. This works in two ways to minimize the chance of a
malpractice lawsuit: First, it shows the patient you care enough about him to send him to a
clinician who will know the answer, instilling confidence and trust in your care. Second,
you've protected yourself, as you haven't attempted to provide the low-vision therapy to the
patient — something about which you were not confident.

Even then, you must ensure the specialist receives the patient information. To accomplish
this, I give the two copies of the patient's request for consultation letter and any supporting
data to the patient to hand-carry. One copy is for his primary-care physician, should his
insurance require a referral to the said specialist, and one is for the specialist. I do this for two
reasons:

First, I've found that sending this information via fax often gets lost, which means the patient
gets lost — something that could lead to further health issues and a malpractice lawsuit.

Second, by giving the patient this information, I've taken an additional step in making him an
active member of the team working to provide him with the best health and vision care. This
makes the patient feel important and will therefore ensure the appropriate people receive his
record and supporting data.

To further make certain the patient sees the specialist, I enforce the fact that he's a member of
his healthcare team by telling him, "I want you to call me immediately after your
appointment to tell me what the specialist had to say, so you and I can make an informed
decision about the next step to take." Surprise! Patients will not only appreciate your
concern, they will actually call you and give you that update because they know they're an
important team member. This, in turn, minimizes the chance of a malpractice lawsuit, as
you've closed the loop. In other words, because I've found that the chances of receiving a
report from specialists are slim, this action has enabled me to protect both the patient and
myself.

The bottom line: You can minimize malpractice lawsuits that stem from failure to refer, a
missed diagnosis or a breach of the standard of care by referring when necessary, staying on
top of the referral process and marrying the patient to his care.

Contact-lens complications
For those of us who fit contact lenses, we know that the list of complications (corneal
hypoxia, for example) is almost limitless. We can minimize those problems and therefore
minimize the likelihood of a malpractice lawsuit, however, by simply keeping our patients
closely supervised. I do this in three ways:

First, I pre-appoint my patients for all care. Annually for most patients, every six months for
contact-lens patients, including the annual examination. I'm able to achieve patient
compliance here by taking the time to explain to these patients that the reason I want them to
adhere to these appointments is so I can revisit the appropriateness of their lenses, new needs,
the care and feeding of their existing lenses, etc.

I also emphasize the significance of these appointments by sharing cases in which I was able
to discover a change or anomaly as a result of patient compliance with these visits. We send
all patients a reminder postcard and call the day prior to the appointment.

Second, I have these patients use a vision-insurance-run online contact-lens ordering system.
Unlike some of the well-known online ordering systems, this system includes a built-in date
provided by the practitioner that alerts the patient when he must contact his O.D. in order to
obtain more lenses. I've been able to get virtually all my patients to utilize this system by
educating them that this built-in date is for their safety, and that stockpiling their lenses can
actually cost them, should a follow-up appointment indicate a problem with the lens or the
need for a prescription change. A lower patient cost, ease of ordering and direct delivery to
the patient results in a win-win situation.
Third, I always use "I want," and "I need," when talking with these patients. This is because
I've found that these words not only convey my genuine concern for their eye health, but the
importance of complying with my directions.

When you do find a change or a problem with a patient's lens, and you will, let him know, as
this reinforces why you continue to monitor him regularly. Your concern and communication
is essential to good patient control and minimizing malpractice lawsuits.

Children
For many doctors, taking care of children seems to be a really challenging area of practice.
I've found this to be the case with many of my colleagues, as they think children are different
from adults in terms of their ability to reason. The fact is, most children, regardless of age
will respond to the practitioner who treats them respectfully and intelligently. For this reason,
it's crucial you take the time to educate these young patients and their parents to minimize the
chance of a malpractice lawsuit.

An example: If you feel contact lenses are a possible alternative for your young patient,
explain what you require of him prior to fitting, so the patient and his parents can determine
whether he can meet these requirements and make the correct decision.

We need to educate our young patients that we look at the prescription, as well as cleanliness,
motivation, and attention to the care of their lenses. A good way to handle this last part is to
remind your patient that if his parents are constantly telling him to clean his room, do his
chores, finish his homework, etc. then maybe he's not quite ready for contacts. After all, no
one wants their parents yelling at them, and we don't want to add contact lenses to the mix.

Most children will see the wisdom of this logic and make the choice you advise. If they do
not, however, you're less likely to incur a malpractice lawsuit, should the patient become
unhappy with his decision. This is because you've practiced informed consent.

Staff issues
 Your staff can be the proverbial hangman's noose or the life-saver you need to preserve your
practice. As a result, staff education — including on-going communication about how to
speak with patients, how to handle an emergency, etc. must be constant. Frequent staff
meetings, scripts and a caring staff who listen to the patient help make the difference between
litigation and staying out of court.

Q.WHAT IS SAP ?
SAP is one of the top Enterprise Resource Planning (ERP) software in the world. SAP is the
brainchild of five IBM engineers who broke off from IBM and founded SAP AG in 1992. It
drives efficiency and value to the bottom line of large, mid-size and now smaller
organizations by redefining how business should be done. SAP solutions deliver real-time
visibility across the entire enterprise and are not limited to top management, control
engineers or the IT team. It can be used by every individual in the organization. That said,
however SAP training courses are a large and important component of the change.

SAP the acronym stands for Systems, Applications and Products in Data Processing but SAP
the ERP system stands for increased efficiency, streamlining the supply-chain network and
overhauling the entire business process of the organization. Companies that adopt SAP can
look forward to a total makeover before they are done. The transparency that follows, enables
faster information processing and making decisions with ease and no fear of risk. SAP,
having evolved for over 3 decades is agile enough to adapt to most industries. SAP is not
offered in modules any more but available as various solutions tailored to each industry.

Enterprises must acknowledge that humans are as much a part of the chain and focus their
efforts on making their personnel proud stakeholders in their new venture. To leverage SAP
functionality SAP training courses are invaluable. SAP courses can help executives, finance
managers, accountants, engineers and IT mavens. SAP functionality is truly enterprise wide.
If one wants to replace an outdated and inefficient IT architecture, if one wants to implement
business process change, if one wants to maintain a competitive advantage in the field, SAP
is the answer.

SAP is available today in country specific and industry specific versions in 28 languages at
last count. However to get the most out of their SAP investment enterprises must equip their
employees with the requisite skill sets. SAP courses can equip them to meet all the
 challenges of the marketplace: to bring products to market faster, get more out of
procurement and eliminate duplication of effort. SAP training courses will ensure that key
executives are well prepared to lead change. It will enable employees to have the right skills
supported by tools and processes that set them up to succeed. All employees will feel
confident of their skills and proud of their contribution to the company. It will help build
ownership and boost morale. SAP courses will make sure that employees are prepared to
succeed on the first day of the launch.

Taking SAP training courses is an ipso facto guarantee of a well-paid job in the worst
economic crunch. SAP courses can jumpstart any career whether as a consultant or an
employee. These skills are in great demand. Especially a proven knowledge of SAP
applications via SAP training courses and certification can fuel ones career and become a
passport to a whole slew of opportunities. In today's competitive market if one can
demonstrate mastery in essential business and technological skills, the sky is the limit. The
SAP trained can enjoy a definite advantage over their peers.

E-Commerce
SAP CRM provides an e-commerce application that enables you to turn the Internet into both
a profitable sales channel and an interaction channel for business customers and consumers.
With SAP CRM, you can empower your customers with a personalized Web experience and
convenient self-services. Plus, the application delivers a fully integrated Web channel,
helping you strengthen sales and service operations while reducing transaction costs and
customer service calls.

SAP CRM enables a complete range of e-commerce processes, including:

 E-marketing
o Support demand generation and customer loyalty processes via the Internet.
o Personalize your customers' Web experiences with the most relevant and
convenient online interactions and information.
 o Generate additional revenue through a Web-based channel via comprehensive
support for catalog management, content management, campaign execution,
customer segmentation, personalization, and a store locator.
 E-selling
o . Run business-to-business (B2B) or business-to-consumer (B2C) selling
processes on the Internet.
o Enable a full range of e-selling processes, including quote and order
management, pricing and contracts, interactive selling and configuration, web
auctions, and selling via partners.
o Streamline sales and fulfillment operations with an end-to-end order-to-cash
process.

 E-service
o Offer your customers an intuitive channel to perform service tasks, from
requesting a service visit to logging a complaint or registering a product.
o Enable customers to perform service-related tasks such as checking order status,
obtaining order tracking information, managing accounts and payments, and
researching and resolving product problems.
o Service complex products that require sophisticated maintenance.
 E-analytics
o Gain insight into, analyze, and act on e-business trends.
o Measure and optimize the success of your Web shop and online content.
o Perform analysis across the breadth of marketing, sales, and service from a Web
perspective and track and use Web behavior to target customers and drive future
marketing activities.

Flexible Implementation Options for SAP Customers

SAP gives you an easy way to leverage your existing SAP functionality and IT investments
to build an e-commerce presence. You can implement the SAP E-Commerce application with
your existing SAP ERP application for an entry-level solution to quickly turn the Web into a
profitable sales and interaction channel. The application supports end-to-end, order-to-cash
processes with easy-to-use, interactive selling and self-services – and provides an easy
upgrade path to the complete SAP CRM application.
In addition, customizable Web shop templates for different industries and business models,
including B2B and B2C models, can speed the implementation of both SAP E-Commerce for
SAP ERP and SAP E-Commerce for SAP CRM.

REAL-TIME OFFER MANAGEMENT

The SAP Real-Time Offer Management software is an advanced analytical real-time decision
engine that enables you to optimize any decision-making process, such as for cross-sell and
up-sell offers, retention, service-level adherence, and lifetime value boosting. The software
takes into account all relevant information, including up-to-the-moment interaction
information, to help you to take the most appropriate next action to enhance customer
relationships on all customer interaction channels.

SAP Real-Time Offer Management supports the following processes, including:

 Offer management
o Centrally create and manage offers across all interaction channels.
o Easily define offer targets, eligibility rules, and policies.
o Simulate and test offer effectiveness before putting it into production.
o Create and deploy offers without IT dependence.
 Real-time decision making
o Make intelligent real-time recommendations for cross sell, up sell, retention, and
next-best actions.
o Take into account all relevant customer information, including session
information and other factors such as agent skills and an offer's value, to make the
optimal recommendations.
o Leverage advanced optimization and arbitration real-time analytics accompanied
with personalized decision support.
 Self-learning
o Automatically adapt offering prioritization to shifting market trends, customer
tastes, and seasonality effects.
o Learn from every customer interaction to anticipate future customer demands.
o Experiment and automatically learn from responses to recommend offers with
highest likelihood of being accepted.
 Offer analytics
 o Gain insights into offer effectiveness by understanding how and why offers are
performing.
o Review your agents' effectiveness in promoting offers and their conversion rates.
o Gain a more thorough understanding of your customer segments by seeing their
reactions to various offers.
o Leverage the insights to build more effective and targeted offers.

1. ABO software company

(CRM software developing company)

Company Description

ABO Software is a private limited company based in New Delhi. The Company was founded
in 1995 to develop state-of-the-art Electronic Data Interchange (EDI) software products for
“Automating Business Operations” and market the same world wide.

Large companies and government are using EDI technology to improve operating efficiency,
reduce transaction cost and be more competitive. But the high cost and complexity of
implementing EDI technology continues to be a major barrier, particularly for small and
medium enterprises.
At ABO, we have developed a comprehensive suite of very innovative EDI products, which
simplifies the complex EDI requirements and also significantly reduce the EDI
implementation cost. Our high-quality and low-cost R&D provides unbeatable value to our
customers and solution partners.
At the time of starting the Company in 1995, traditional EDI (X12, EDIFACT) was the
emerging B2B market. Modern EDI is "Any to Any", which includes various data
interchange formats, such as X12, EDIFACT, XML, Proprietary formats and Databases.
ABO products meet the requirements of Modern EDI in a simplified manner. The
 Company’s products can be freely downloaded from it’s website for evaluation. The
Company currently have customers in US, Hong Kong and Singapore but is looking to
expand in other countries too.

Ajay K. Sanghi is the Founder, CEO and CTO of the Company. He has a Master’s degree in
Computer Engineering. Prior to starting the company, he has worked with the R&D team of
leading Telecommunication companies in USA, like - Amdahl, AT&T, Telesciences CO
Systems and Ascom Timeplex; implementing communication protocols in their products. He
may be reached at ajayksanghi@abosoftware.com

2. Acumen Computer Systems Pty. Ltd.

(CRM software developing company)

Company profile

Acumen Computer Systems was established in 1974 and was formally known as GTC
(Geelong Timesharing Centre). GTC provided on-line computer bureau accounting services
and software development for specialist applications.

Our facilities ran DEC midrange and mainframe computers. GTC software was developed
for a number of industry segments including Retail / Wholesale Distribution, Manufacturing
and Government.

As most of our clients had branch structures GTC became proficient in developing solutions
that delivered high availability in a distributed environment.

Over the years our software has been redeveloped to keep pace with and take advantage of
industry trends. With our background in large corporate software development, we made the
conscious decision in 1994 to write a new package developed around the Microsoft Windows
platform. The end result is the Acumen Retail Solution that incorporates all the facilities we
developed in our bureau business.
 Acumen employees have a retail background and focus that has led to a large retail customer
base. Acumen software is used extensively throughout Australia with more than five hundred
systems installed. Acumen clients range from single store users to large multi site retailers
needing complex distributed branch and POS systems.

Acumen builds and supports its own product for the retail-wholesale distribution industry.

3. Aditi technology Ltd.

(CRM software developing company)

Company profile
Since 1994, Aditi has been providing advanced project consulting , application development ,
and web -based solutions to companies around the globe. Aditi guarantees results by hiring
only the best engineering and product management talent, and training them on advanced
technologies. From designing the first APIs for IE 3.0 to implementing one of the first real
-world DNA applications. Headquartered in Bangalore, India, with a branch office in
Kirkland, Washington, Aditi is a technology solutions provider to companies such as Costco,
Starbucks, GPC, Space labs Medical, Real Networks, and Microsoft.

             Aditi is an international software services firm providing e-business and custom

technology solutions to global enterprises. Combining proven expertise in technology, and an
understanding of emerging business domains, Aditi delivers a range of services that includes
e -Commerce solutions, Enterprise Application Integration, CRM integration and Custom
Application Development.
Aditi unveils the Action Item Manager tool for Exchange 2000. Action Item Manager is a
 web based tool for managing tasks and action items that are generated during meetings,
visits, trip reports, and conferences, to name a few. The application was developed using
Microsoft Exchange and the Web Storage System and will be available to customers.Aditi’s
new Action Item Manager tool (AIM) simplifies the creation and management of action
items of a type that are generally neglected. Typically, this kind ofaction item is tracked
using a patchwork of various applications such as Microsoft Outlook, Word, and Excel. With
AIM, the process is dramatically streamlined. AIM utilizes the Microsoft Exchange 2000
Web Storage System, Windows 2000 Active Directory, AutoDL, and Office10 to automate
the process of action-item submission and collaboration via the user’s email and browser,
with an interface closely resembling Outlook.

Aditi Technologies has worked with Microsoft to develop the first internally deployed
application using Exchange 2000 and the Web Store. Aditi engineers have worked on
cutting-edge technologies in various Microsoftproduct teams including Windows 2000,
Windows C E, Site Server, Internet Explorer, and Com +, among many others. Action Item
Manager is a result of the complete software development life cycle experience and talent of
Aditi’s Project teams

4 . Tech Mahindra Ltd. (TechM)

(CRM software developing company)

Company profile

formerly Mahindra British Telecom (MBT) is an Information Technology service provider

company headquartered in Pune, India.[2] It is a joint venture between the Mahindra Group
and BT Group plc, UK with M&M (Mahindra and Mahindra) holding 44% and BT holding
39% of the equity. Tech Mahindra has its headquarter at Pune. Tech Mahindra has grown
rapidly to become the 5th largest software exporter in India (Nasscom, 2009) and 1st largest
Telecom Software Provider in India (Voice & Data, 2009). It had more than 34,200
employees in March 2010.

With its core strength in providing Telecom Solutions, Tech Mahindra provides a wide
variety of services ranging from IT Strategy and Consulting to Systems Integration,
Application Development & Maintenance, BPO, Infrastructure Management, Civil Services,
Network Transformation Solutions & Services, Value Added Services and Product
Engineering. Tech Mahindra is ISO 9008:2000 certified and is assessed at SEI-CMMi Level
2 and SEI-PCMMi Level 3. Tech Mahindra is also BS5543 certified across all development
centers.

Some of its largest clients are BT, AT&T, Alcatel-Lucent & O2. Significant portion of
revenues comes from UK, but the company is aggressively expanding in other major
economies like US, Continental Europe, ANZ, Canada & Middle East.

Its executive management team consists of Vineet Nayyar (Vice Chairman, MD and CEO),
Sonjoy Anand (Chief Financial Officer), L. Ravichandran (President - IT Services), Sujit
Baksi (President – Corporate Affairs and BPO), Atul Kunwar (Chief Business Development
Officer), Ragiv Ratnakar (EVP of Corporate Strategy), Rakesh Soni (Chief Operating
Officer).