Enterprise Relationship Management (ERM): High-impact Strategies - What You Need to Know: Definitions, Adoptions, Impact, Benefits, Maturity, Vendors

Kevin Roebuck

Description

Enterprise relationship management or ERM is a business method in relationship management beyond customer relationship management.

Enterprise Relationship Management is basically a business strategy for value creation that is not based on cost containment, but rather on the leveraging of network-enabled processes and activities to transform the relationships between the organization and all its internal and external constituencies in order to maximize current and future opportunities.

This book is your ultimate resource for Enterprise Relationship Management (ERM). Here you will find the most up-to-date information, analysis, background and everything you need to know.

In easy to read chapters, with extensive references and links to get you to know all there is to know about Enterprise Relationship Management (ERM) right away, covering: Enterprise relationship management, Attitudinal analytics, Brand community, Business Augmentation Services, Catriona Campbell, ClickTale, COPC Inc., Customer Data Integration, Customer dynamics, Customer experience, Customer experience analytics, Customer experience systems, Customer experience transformation, Customer Feedback Management services, Customer insight, Customer Integrated System, Customer intelligence, Customer interaction management, Customer intimacy, Customer involvement management, Customer lifecycle management, Customer reference program, Customer relationship management, Customer service, Customer service training, Demand chain, Extended Relationship Management, Facing (retail), Foviance, Help desk, House call, Incentive program, Institute of Customer Service, Kampyle (Software), Lead scoring, Music on hold, National Asset Recovery Services, Outsourcing relationship management, Product support, Quality Assurance in Public Transport, Relationship Management Application (RMA), Sales process engineering, Saveology.com, Service guarantee, Service rate, Social CRM, Speech analytics, Customer support, SWIFTNet InterAct Realtime, SWIFTNet InterAct Store and Forward, Tealeaf, Technical support, The International Customer Service Institute, Touchpoint, Usability Sciences, 24SevenOffice, Abacus (GDS), Access Commerce, Account aggregation, ACT!, Association Management System, BigMachines, CGram Software, CiviCRM, Clear Enterprise, Comparison of CRM systems, Comparison of marketing workflow automation software, Constant Contact, Dolibarr, Ebase, ECRM, EngageIP, Entellium, EpesiBIM, Field Force Automation, FonGenie, Foundation network, FrontAccounting, Fuzzies, GoldMine, IKnowWare, InContact, Intelestream, Kayako, Lynkos, Maximizer Software, Microsoft Dynamics CRM, MSSolve, NGenera CIM, OpenMFG, Oracle CRM, Oracle E-Business Suite, Paretoplatform.com, Pegasystems, Pivotal, Pivotal CRM, Quosal, Quotewerks, Really Simple Systems, Salesforce.com, SalesLogix, SalesPage, SAP Business One, SAP CRM, Selltis, SugarCRM, TaskHub, TeleMagic, Tessitura (software), WebCRM, Workbooks.com

This book explains in-depth the real drivers and workings of Enterprise Relationship Management (ERM). It reduces the risk of your technology, time and resources investment decisions by enabling you to compare your understanding of Enterprise Relationship Management (ERM) with the objectivity of experienced professionals.

Sujets

• Computers
• Informatique
• General officer
• General

Informations

• Publié par: Emereo Publishing
• Date de parution: 24 octobre 2012
• Nombre de lectures: 0
• EAN13: 9781743048887
• Langue: English
• Poids de l'ouvrage: 7 Mo

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Contents

Articles Enterprise relationship management Attitudinal analytics Brand community Business Augmentation Services Catriona Campbell ClickTale COPC Inc. Customer Data Integration Customer dynamics Customer experience Customer experience analytics Customer experience systems Customer experience transformation Customer Feedback Management services Customer insight Customer Integrated System Customer intelligence Customer interaction management Customer intimacy Customer involvement management Customer lifecycle management Customer reference program Customer relationship management Customer service Customer service training Demand chain Extended Relationship Management Facing (retail) Foviance Help desk House call Incentive program Institute of Customer Service Kampyle (Software)

1 4 5 6 12 14 16 17 19 21 23 24 25 25 27 28 29 31 31 32 32 33 34 46 49 50 54 54 55 56 58 59 63 64

Lead scoring Music on hold National Asset Recovery Services Outsourcing relationship management Product support Quality Assurance in Public Transport Relationship Management Application (RMA) Sales process engineering Saveology.com Service guarantee Service rate Social CRM Speech analytics Customer support SWIFTNet InterAct Realtime SWIFTNet InterAct Store and Forward Tealeaf Technical support The International Customer Service Institute Touchpoint Usability Sciences 24SevenOffice Abacus (GDS) Access Commerce Account aggregation ACT! Association Management System BigMachines CGram Software CiviCRM Clear Enterprise Comparison of CRM systems Comparison of marketing workflow automation software Constant Contact Dolibarr Ebase ECRM EngageIP

65 65 68 69 73 73 74 75 78 80 83

83 84 86 87 88 90 91 95 96 98 99 101 102 103 105 109 110 113 115 117 120 123 125 127 130 130 138

Entellium EpesiBIM Field Force Automation FonGenie Foundation network FrontAccounting Fuzzies GoldMine IKnowWare InContact Intelestream Kayako Lynkos Maximizer Software Microsoft Dynamics CRM MSSolve NGenera CIM OpenMFG Oracle CRM Oracle E-Business Suite Paretoplatform.com Pegasystems Pivotal Pivotal CRM Quosal Quotewerks Really Simple Systems Salesforce.com SalesLogix SalesPage SAP Business One SAP CRM Selltis SugarCRM TaskHub TeleMagic Tessitura (software) WebCRM

141 143 145 146 147 149 152 154 156 158 160 162 163 165 167 172 173 175 177 179 180 182 184 184 188 191 194 196 202 209 211 213 215 216 219 221 223 227

Workbooks.com

References Article Sources and Contributors Image Sources, Licenses and Contributors

Article Licenses License

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Enterprise relationship management

Enterprise relationship management

Enterprise relationship managementorERMis a business method in relationship management beyond customer relationship management. ERM - Enterprise Relationship Management is basically a business strategy for value creation that is not based on cost containment, but rather on the leveraging of network-enabled processes and activities to transform the relationships between the organization and all its internal and external constituencies in order to maximize current and future opportunities. —Galbreath, 2002

Overview The art of relationship management is not an entirely new one. In fact, it has taken on many forms, addressing specific organizational constituencies (customers, channel partners, specialized service providers, employees, suppliers, etc). The most obvious being CRM (customer relationship management), that focuses on improving top-line growth by maximizing an organization's ability to identify sales and business opportunities with its customers. CRM's little brother PRM (partner relationship management (PRM)), focuses on optimizing opportunity and downstream order management for an organization's channel partners (e.g. CISCO and its partner lead and referral management process) On the back end, we have ERP (enterprise resource planning) to manage internal operations including manufacturing, finance, HR, sales and distribution, etc. Specialized HRM (human resource management) solutions exist to manage employee benefits, collective agreements, performance reviews and so forth. And lastly, SCM (supply chain management, either as an ERP module or as a stand-alone application) to manage the product flow, up and down a firm's value chain, with external partners/suppliers. However, according to Galbreath (2002), "for the most part CRM, human resources management (HRM), enterprise resource planning (ERP), supply chain management (SCM), partner relationship management (PRM) and similar programs have paid very little attention to the relationships that underpin those processes, or to the intangible–relationship–assets embedded in them." Making the links in a business network

Norman and Ramirez (1993) state, "One of the chief strategic challenges of the new economy is to integrate knowledge and relationships–devise a good fit between competencies (Competencies are the technologies, specialized expertise, business processes and techniques that a company has accumulated over time and packages in its offering) and customers and keep that fit current." Galbraeth (2002) adds that "success in the relationship age requires a deliberate process of creating intangible, relationship assets, growing them and monetizing them".

Galbreath (2002) suggests Enterprise Relationship Management as a process or approach to harmonize and synergize the different types of relationships that a firm engages in order to realize targeted business benefits, for significant benefits. Harbison et al. (2000)did some research on the performance of alliances and cited the following statisitics in their study:  "Strategic alliances have consistently produced a return on investment of nearly 17 percent among the top 2,000 companies in the world for nearly a decade. This return is 50 percent more than the average return on investment that the companies produced overall." Harbison et al. (2000)  "The 25 companies most active in alliances achieved a 17.2 percent return on equity - 40 percent more than the average return on equity of the Fortune 500." - Harbison et al. (2000)  "The 25 companies least active in alliances lagged the Fortune 500, with an average return on equity of only 10.1 percent." - Harbison et al. (2000)

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Enterprise relationship management

 "Successful alliances recognize 20 percent profitability improvements as compared to only 11 percent for the less successful companies." - Harbison et al. (2000)  "Revenue generation from highly successful alliances equates to 21 percent of overall firm sales as compared to 14 percent for less successful alliances." - Harbison et al. (2000) In a similar study conducted for the supplier side (results of efficiently run supply chains based on electronic integration and quality processes) by Solomon Smith Barney Analyst Report, Teagarden (2000) presents the following statistics for suppliers:  Inventory levels reduced by as much as 50 percent.  Inventory turns doubled.  Stock outs reduced ninefold.  On-time deliveries increased by as much as 40 percent.  Cycle times decreased by as much as 27 percent overall.  Supply chain costs reduced by as much as 20 percent.  Revenues increased by as much as 17 percent. When looking at these numbers, collaboration with outside firms becomes very attractive. But success in business, as in many other pursuits, is dependent on motivation, investment, trust, discipline and repeatability.

Tools and methodologies Why do we need an Enterprise Relationship Management framework? Simply put, because relationships are becoming more and more prevalent and more integral to an organization's success. Although establishing inter-enterprise links is far from a new science, Klambach and Roussel (1999) affirm that nearly 60% of business alliances do not deliver anticipated benefits while Lovallo & Kahneman (2003) and Selden & Colvin (2003) estimate M&A ( Mergers & Acquisitions) failures range between 70% and 80%. With statistics like these, the need to improve relationship success rates seems quite obvious. Many authors have addressed these issues from varying perspectives, including technology enabling a firm, reviewing or re-designing operational & administrative processes, and transforming the culture to one that is more adapted to collaboration. As Galbreath (2002) and Norman & Ramirez (1993) state, collaboration or rather the effective leveraging of relationship resources to create new sources of value, is a process of learning and developing new mental models and competencies (Senge, 1991) as well as obtaining resources through new means/sources. ERM is still a relatively new field and few players stand-out with a complete ERM methodology and tools. Nevertheless a host of best of breed tools and methodologies exist to carry out an ERM implementation, unfortunately they are not integrated and focus on very specialized problem areas. Fundamentally adopting ERM is a cultural and change management issue more than a technology or process one. Therefore regardless of the methodology or tools that one may elect to use when integrating with outside firms, they must maintain a focus on the human side of the equations. The figure below illustrates the benefits of focusing on the human, cultural and change aspect of a project, notably deploying ERM in this case.

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Enterprise relationship management

Practical methodologies and frameworks

Velox framework [1] [2] Velox ERM is a product of Technology Partnerz. It integrates ONA - organizational network analysis , process re-design, IS/IT strategy, change management, supplier relationship management, customer relationship management, and risk and business continuity management into a comprehensive and simple framework that supports people and organizations in repeatably/consistently: • Mapping and understanding collaborative processes and networks within and across organizational boundaries • Benchmarking collaborative capability • Identifying and selecting the best partners and collaborators to minimize risk and improve agility of the business network • Understanding and deploying collaborative best practices • Aligning and leveraging new and existing business relationships to business objectives • Accelerating/Facilitating the adoption of business change related to processes, policies, systems and culture changes. • Accelerating decision making resulting in improved corporate responsiveness to changing market conditions Also available in a searchable knowledge base tool that supports managers and business professionals to effectively understand and use collaborative best practices and accelerate the adoption of ERM.

References

Primary sources • Galbreath, Jeremy (2002). "Success in the Relationship Age: building quality relationship assets for market value creation". The TQM Magazine 14(1). • Inmon, W. H., et al. (2001).Data Warehousing for E-business. John Wiley & Sons, New York, NY • Kalmbach, Charles, Jr., and Charles Roussel (1999). "Outlook by Issue: 1999, Special Edition: Dispelling the Myths of Alliances". Accenture.com • Lovallo, Dan, and Daniel Kahneman (2003). "Delusions of Success".Harvard Business Review, Vol. 81, No. 7, p. 56–63. • Normann, Richard, and Rafael Ramirez (1993). "From Value Chain, to Value Constellation: Designing Interactive Strategy".Harvard Business Review on Managing the Value Chain. Harvard Business School Press, 2000, 185–220. • Torkia, Eric (2005). "Velox ERM: Building an Enterprise Relationship Management Framework". Montreal: UQAM (Université du Québec à Montréal). • Harbison, J.R., Pekar, P.jr., Viscio, A. and Moloney, D. (2000) The Allianced Enterprise: Breakout Strategy for the New Millennium, BoozAllen & Hamilton. • Gretchen Teagarden, Solomon Smith Barney, 2000

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Footnotes [1] ERM - Enterprise Relationship Management - Technology Partnerz Ltd (http://www.technologypartnerz.com/eng/erm.asp) [2] Organizational Network Mapping (http://www.orgnet.com/orgnetmap.pdf)

External links

ERM and "Relationship Age" white papers • "Success in the Relationship Age" (http://www.technologypartnerz.com/Portals/0/eng_doc/ TPPS-RelationshipAge.pdf)PDF (173 KB) • "Stakeholder Management in the Relationship Age" (http://www.technologypartnerz.com/Portals/0/eng_doc/ TPPS-Stakeholders.pdf)PDF (201 KB) • "The Dynamic Enterprise Alignment Model" (http://www.technologypartnerz.com/Portals/0/eng_doc/ TPPS-DEAModel.pdf)PDF (242 KB) • "Smart Communities via Network Weaving" - Valdis Krebs (http://www.orgnet.com/BuildingNetworks. pdf)PDF (336 KB) • "Managing the Connected Organization" (http://www.orgnet.com/MCO.html) at Orgnet.com • "Understanding Power in Networks" (http://www.orgnet.com/PowerInNetworks.pdf)PDF (212 KB) • "Using digital to build customer engagement" (http://www.omobono.co.uk/homesite/dataserve/pdf/ usingdigital.pdf)PDF (563 KB)

Attitudinal analytics

Attitudinal analyticsis a marketing technology application that involves the integration of online surveys that capture visitor intent and critical demographic attributes with the tracking of explicit behavior through click stream monitoring on websites. This quantitative user experience collects data from thousands of user sessions rather than hundreds. This data is typically compared against key performance indicators for performance, customer satisfaction and overall customer experience success or failure. Reports of finding and recommendations are used to improve a website or customer experience program that is heavily dependent upon the use of an online campaigns driving traffic to a website or collection of sites. Offline measurement can also be incorporated to extend the customer experience understanding to illuminate what elements of the online experience impacted offline behavior such as [1] purchasing in a store or visiting a branch office. Several vendors provide attitudinal analytics solutions as stand-alone offerings. Leading web analytics players are [2] also providing partner integration frameworks to better integrate silos of intent, attitudinal and behavioral data.

References [1] http://www.amazon.com/Actionable-Web-Analytics-Business-Decisions/dp/0470124741 Actionable Web Analytics [2] http://www.omniture.com/press/373 Omniture

Case Study http://www.usabilitysciences.com/category/case-studies/

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Brand community

Brand community

Abrand communityis a community formed on the basis of attachment to a product or marque. Recent developments in marketing and in research in consumer behavior result in stressing the connection between brand, individual identity and culture. Among the concepts developed to explain the behavior of consumers, the concept of a brand community focuses on the connections between consumers. A brand community can be defined as an enduring self-selected group of actors sharing a system of values, standards and representations (a culture) and recognizing bonds of membership with each other and with the whole. Brand communities are characterized in shared consciousness, rituals and traditions, and a sense of moral responsibility. The term "brand community" was first presented by Albert Muniz Jr. and Thomas C. O'Guinn in a 1995 paper for the Association for Consumer Research Annual Conference in Minneapolis, MN. In a 2001 article titled " Brand Community", published in the Journal of Consumer Research (SSCI), they defined the concept as "a specialized, non-geographically bound community, based on a structured set of social relations among admirers of a brand." This 2001 paper recently has been acknowledged by Thomson Scientific & Healthcare to be one of the most cited papers in the field of economics and business. Many brands provide examples of brand communities. In computers and electronics: Apple Inc. (Macintosh, iPod, iPhone), Holga and LOMO cameras, and Palm and Pocket PC Ultra-Mobile PCs. In vehicles: Ford Bronco, Jeep, Miata, Mini Cooper, Saab, Saturn and Subaru automobiles, and Royal Enfield and Harley-Davidson motorcycles. In toys: Barbie and Lego.

References • Algesheimer René, Utpal M. Dholakia et Andreas Hermann (2005),The Social Influence of Brand Community: Evidence from European Car Clubs, Journal of Marketing, 69 (July), 19-34. • Amine Abdelmajid and Lionel Sitz (2004),How Does a Virtual Brand Community Emerge? Some implications for marketing research, Marketing: Where Science Meets Practice , Esomar Conference, Warsaw. • Brown Stephen, Robert V. Kozinets and John F. Jr. Sherry (2003),Teaching Old Brands New Tricks: Retro Branding and the Revival of Brand Meaning, Journal of Marketing, 67 (July), 19-33. [1] • Kalman David M. (2005),Brand Communities, Marketing, and Media • Mullins Ran (2003),Giving New Meaning to Branding, BusinessWeek Online, (January)[2] • Muniz Albert M. Jr. and Thomas C. O’Guinn (2001),Brand Community, Journal of Consumer Research, 27 (March), 412-32. • Muniz Albert M. Jr. and Thomas C. O’Guinn (1995),Brand Community and the Sociology of Brandsin Kim P. Corfman and John G. Lynch (eds), Advances in Consumer Research, 1996, Volume 23, Provo, UT: Association for Consumer Research, pages 265-266. • Muniz Albert M. Jr. and Hope Jensen Schau (2005),Religiosity in the Abandoned Apple Newton Brand Community, Journal of Consumer Research, 31 (March), 737-47.

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