Post on 25-Feb-2016
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Concepts in Enterprise ResourcePlanning2nd Edition
Chapter 3Marketing Information Systems and the Sales Order Process
Fitter Snacker’s• Fictitious case study• Easy to play Monday morning quarterback but many,
many, many companies have had similar experiences• Many, many companies have made similar transitions
after enough pain, suffering, and costs• Many, many companies need to make this type of
transition – Opportunity!• Keep in mind the scale of this company – 2 products• More products=more complexity, it only gets worse!
Chapter Objectives• Describe the chaos associated with an un-integrated sales process
• Could this keep a small company from becoming a mid-sized company?
• Could this keep a mid-sized company from becoming a large company?
• Could this make the difference between making money and losing money?
• Discuss how integrated data sharing increases company-wide efficiency
• Describe the benefits of CRM, a useful extension of ERP
Transactional Data• What is “transactional data”? Examples?
• Is integration of transactional data across functional areas important?
Overview of Fitter Snacker• What does Fitter Snacker make?
• What are the names of the products?
• How many sales divisions does Fitter Snacker have?
• What are these sales divisions and who do they each sell to?
Overview of Fitter Snacker• Both divisions offer terms of 2-10, net 30. What does
this term mean?
• Fitter Snacker also sells bars in store-brand wrappers for some chains. What kind of challenges does this present?
Problems with Fitter Snacker’s Sales Process
• How many different information systems does Fitter Snacker operate and what do they each do?
• What information flows do we need between these systems to conduct business?
Problems with Fitter Snacker’s Sales Process
• How does accounting get information regarding sales transactions?
• How does sales get information from accounting regarding credit?
• What happens with manual transactions and this type of information flows?
Sales Process
Quotations
• What kind of problems does Fitter Snacker have with their quotation process?
Sales Order• Customers want delivery information when placing an
order. How do they estimate delivery time?
• How do sales clerks get information regarding credit?
• Does this information reflect recent purchases, payments, or returns?
• How do integrated information systems solve this problem?
Sales - Order Entry
• Stores customer order data for sales analysis
• Prints out packing labels for warehouse (twice a
day!)
• Produces the data to create invoices
• Provides data file for accounting department for
financial, tax and managerial accounting purposes
Order Filling
Whoops! Out of Stock• What can they do when they accept an order and find out
that they are out of stock for part of the order?
• How difficult is it to decide on the best option?
• How many people needed to make the decision?
• How do integrated information systems solve this problem?
Important Customers• Custom wrappers, custom display boxes
• What if I have enough product but it is not in the right wrappers or not in the right display boxes?
• How do integrated information systems solve this problem?
Invoicing
Invoicing• How often does Accounting prepare invoices?• What information do they need to do this?• Does the customer receive the invoice with the
shipment?
• How do integrated information systems solve this problem?
Payment• What kinds of problems occur when processing
payments?
• How do integrated information systems solve this problem?
Receiving Process
Returns• What kind of challenges does Fitter Snacker have to
deal with when products are returned?
• What happens when the customer forgets to include the RMA number?
• How do integrated information systems solve this problem?
Payment and Returns• What kind of problems are encountered if return credits
are not properly credited in a timely basis?
The Integrated Sales Process
Sales and Distribution in ERP• There may be up to six events for a sales order
• Pre-sales activity• Sales order processing• Inventory Sourcing• Delivery• Billing• Payment
OneIntegratedDatabase
R/3Client / Server
CO
AM
PS
WF
ISHR
SD
PP
QM
FI
PM
MM
Pre-Sales Activity• What kind of pricing information is provided to customers?
• What checks the validity of discounts?
• How do the order entry clerks know the terms and conditions of a particular quote?
Sales Order Processing• With an integrated system, where does the data come
from when creating an order?
• What steps make up this process?
Inventory Sourcing• With an integrated system, how do we know if we have
what we need to fill the order?
• In addition to what we have in stock today, what else do we know with an integrated system?
• If a big order comes in, what can we trigger with an integrated system?
Delivery• What does “Delivery” mean in an SAP system?
Billing• With an integrated system, where does the information
for the invoice come from?
• With an integrated system, what happens automatically in accounts receivable?
Payment• When a payment is received, how quickly is this
reflected in the customer’s credit for order entry?
Taking an order in SAP’s R/3• To enter a sales order in SAP’s R/3, the sales order clerk
must identify the customer and material ordered to the system• SAP identifies customers and materials via a unique
number• Search functions allow the sales order clerk to find a
customer or material number easily
Taking an order in SAP’s R/3
Sold-to party: Where the customer’s identification number is entered
P.O. Number: The number assigned by the customer to this sales orderReq. deliv. date: The date when the customer would like to receive the order
Material and Order quantity: What thecustomer is ordering
Figure 3-2 SAP R/3 order entry screen
Customer SearchClicking on Sold-to party field produces a search icon. Clicking on the search icon calls up a search window with numerous search options
Figure 3-5 Search screen for customers
Customer Search Results
Figure 3-6 Results of customer search
Sales Order Data• What is “Master Data” and what parts of the order are
comprised of “Master Data”?
• What does the “Organizational Structure” allow us to do?
• What are our “Distribution Channels”?
• Does pricing vary based on any of this?
Complete Order Screen
Figure 3-7 Order screen with complete data
Inventory Sourcing• What is “Inventory Sourcing”?
• Do I really care what is in the warehouse now or do I need to know what will be in the warehouse on the shipping date?
• What will make inventory go up or down between now and then?
• What does ATP let me do?
Order Proposals
Three options proposed by SAP R/3
Figure 3-8 Order proposals
Document Numbers• Assume each of your orders is assigned a unique order number
• What is a customer’s “Purchase Order Number” and why do I care to keep track of this?
Audit Trail &Document Numbers• From the initial price quote to the processing of the check by accounts
receivable, how do we keep track of who has done what in each step of the process?
• What are “documents”?
• What is “document flow”?
Document Flow
Accounting Document 90000002 is linked to sales order 5
Figure 3-9 The Document Flow tool, which links sales order documents
Pricing• Do I offer identical pricing regardless of items ordered,
size of order, or customer placing the order?
• What is “condition technique”?
Pricing
Net price for order, including discounts
Base price is $240/case
Discount is 10 percent
The production cost of the 10 cases is $1,992
Figure 3-10 Pricing conditions for sales order
Price Discounts
If a line in the order is over $1000, the discount is 5 percent
If a line in the order is over $1500, the discount is 10 percent
Figure 3-11 West Hills Athletic Club price discount
Integration of Sales and Accounting• With an integrated system, do we need to:
• Notify accounting of sales via FTP?• Notify the warehouse of sales via printed shipping
documents?• Let accounting know about partial shipments before
they create invoices?• Worry about sales over extending credit or not
accepting a sale due to old credit information?
Accounting Detail
Accounting document 90000002, accessible from the document flow screen
Accounts affected by the sales order
Figure 3-12 Accounting detail for the West Hills sales order
Customer Relationship Management• CRM helps a company streamline interactions with customers
and make them consistent
• Goal is to provide a “single face to the customer”• Any employee in contact with a customer should have access to
all information on past interactions• Information about a customer should reside in the CRM system,
not with the employee
• CRM also provides a company with tools to analyze the vast quantities of sales data available from the ERP system
Core CRM Activities• What is “One-to-One Marketing”?
• What is “Sales Force Automation (SFA)”?
• What is “Sales Campaign Management”?
Core CRM Activities• What are “Marketing Encyclopedias”?
• What is “Call Center Automation”?
SAP’s CRM Software• SAP R/3 contains some primative CRM functionality:
• Contact management tool: • Database of customer contact information
• Sales activity manager: • Supports a strategic and organized approach to
sales activity planning• Helps ensure follow-up activities are accomplished
Contact Manager
Figure 3-13 SAP R/3 contact manager
Sales Activity Manager
Figure 3-14 SAP R/3 sales activity manager
mySAP CRM• A separate CRM system has the advantage of not interfering with the
performance of the ERP system
• The SAP R/3 system provides the raw data for CRM
• R/3 and CRM can also interact with:• Business Warehouse (BW):
• Flexible system for reporting and analysis of data• Advanced Planner and Optimizer (APO):
• System to support flexible planning of the supply chain• Provides improved customer service with Global ATP
SAP R/3 ERP
System
BWBusiness
Warehousemodule
APOAdvancedPlanner & Optimizermodule
mySAPCRM
System
Figure 3-15 SAP CRM system landscape
mySAP CRM• SAP’s CRM manages three basic task areas:
• Marketing• Sales• Service
Cultivating a Customer Relationship
• Prospecting
• Acquiring
• Servicing
• Retention
Marketing and Campaign Planning• Companies spend significant sums on marketing campaigns
• Successful planning, execution and evaluation are necessary to achieve the maximum benefit
• mySAP CRM supports:• Marketing and Campaign Planning• Target Group Selection• Campaign Execution Activity Management• Campaign Analysis
Marketing and Campaign PlanningTarget Group Selection
•Modeling•Segment creation•Selection
BW
Campaign Analysis
• Success Measurement
• 3rd Party Data• Profiles
Phone Web Mobile e-mail
Campaign ExecutionActivity Management
Marketing and CampaignPlanning
•Planning•Budgeting•Monitoring
Target Group Selection
•Modeling•Segment creation•Selection
BW
Campaign Analysis
• Success Measurement
• 3rd Party Data• Profiles
Phone Web Mobile e-mail
Campaign ExecutionActivity Management
Marketing and CampaignPlanning
•Planning•Budgeting•Monitoring
Figure 3-15 Marketing and campaign planning
Planning Execution
Benefits of CRM• Lower costs:
• Higher revenue:
• Improved strategy and performance measurement:
Top Line Versus Bottom Line
Where do CRM Systems add value?
Another Look: CRM Success and Failure
• CRM is often incorrectly viewed as a technology implementation driven by the IT department
• CRM should be viewed as a business strategy
• CRM tools can help identify the most profitable customers
Give Me 3 Examples• Fitter Snacker’s un-integrated information systems are
at the root of an inefficient and costly sales order process. Because information is not shared in real-time, customers are asked to repeat initial sales order information. As an order is processed, errors in pricing, credit checks, and invoicing also occur, presenting a poor company image to customers. Integrated ERP software would let FS avoid errors because all customer data are stored in a central database that is shared in real-time by all company employees.
Give Me 3 Examples• An ERP system such as SAP’s R/3 sees a sale as a
cycle of related functions, including taking orders, setting prices, checking product availability, checking the customer’s credit line, arranging for delivery, billing the customer, and collecting payment. In R/3 all these transactions, or documents, are electronically linked, so tracking an order’s status (partial shipments, returns, partial payments, and so forth) is easily accomplished.
Give Me 3 Examples• When an ERP system is installed, various configuration
decisions are made. These decisions reflect management’s desires of how transactions should be recorded and later used for decision-making. For example, the system can be configured to limit selling price discounts, thus avoiding unprofitable pricing.
• An ERP system’s central database has master data tables for customers, suppliers, and inventory. The tables hold relatively permanent information about each subject.
Give Me 3 Examples• Customer Relationship Management (CRM) systems
build on the organizational value ERP provides; it specifically increases the flexibility of the company’s common database in regards to customer service. Various kinds of CRM software are available, some from ERP vendors (including SAP) and some from third-party software companies. CRM software can lead to operational savings, but most companies buy it because they feel that having better customer relationships will result in higher revenues. Uses of CRM have evolved since the software was initially launched, beginning as a customer contact repository to extending its capabilities to sophisticated business intelligence.