New technologies to promote re-integration of CRM business strategy: techupdate.zdnet.comFriday, May 21 2004 11:20 AM
According to META TREND research: 2004-2005 During the lack of adequate understanding, the technically excessive investment, driving the organization actively reintegrates its CRM plan to their business strategy. At the same time, since the original inherited application is facing version stop production (end of life), the stimulation of the next-generation CRM system is upgraded; in 2006, CRM reform will become a strategic development trend of mainstream enterprises, and get industry customization (Industry-Specific) product, service-oriented architecture, integrated framework, and support of the corresponding value system. At the same time, Global 2000's CRM system will have 15% near end state and have successfully penetrated user product cycle management into their business.
7 years ago, the two-layer client / server application of the single integrated circuit was the standard specification at the time; at present, the WEB-oriented, multi-tier architecture has become common. As most suppliers have gradually form a service-oriented architecture, the entire industry has enacted the entire industry in the new evolutionary development phase. For companies engaged in CRM, the evolutionary development of this architecture will directly affect its CRM upgrade. There is a lot of publicity around the deployment method around CRM. The focus of the debate focuses on ON-Premises or Hosted CRMs? Fundamentally, whenever you want to know if the Hosted CRM solution is applicable to your own organization. In addition, a large number of emerging technologies begin to generate direct impact on CRM technology, including: Portal, Business Process Management (BPM), and Customer Data Integration (CDI, Customer Data Integration). Once the work in the technical field is mature, the company will also spare no effort to focus on cross-functional and cross-system integration, and innovative solutions are bound to be explored in the CRM policy. CRM upgrade: the most effective way. In 2004, a CRM upgrade will be thrown, which is undoubtedly good news for CRM suppliers and system integrators, and is also expected by users. There are two main factors that drive CRM upgrades: First, the demand for most supplier products is releassed recently, which is described as a huge breakthrough in architecture design. During 2002-2003, most users had to postpone their upgrade programs due to IT resource restrictions. In fact, upgrading the next-generation architecture may face more difficulties, and enabled return on investment will also be lower than expected. However, with the release of the second or third version of the first generation of the web architecture, the user's purchasing power is enhanced, and the user is aware of many of their versions, it is no longer applicable (or in a bad state) and other factors. The impact will cause users to consider upgrading CRM systems this year, or at least proved that they plan to perform system upgrades in the next 12. The second main factor that drives CRM upgrades is due to some difficult problems. In addition to the user's commitment is not upgraded, some vendors (such as: Siebel) plans to implement significant enhanced maintenance for their customers or olders this year. Other suppliers use the way of reducing technical support staff, or eliminating the corresponding technical support. Just as the saying goes, "hiding in the first day, hiding fifteen". Nowadays, users who implement system upgrades now only need to pay for the upgrade. However, users who delay their upgrade plan will face products from technical support, and the version is no longer applicable to the risks of business needs. At the same time, they may also pay more maintenance costs. Of course, there are still some options for consideration, such as: Select other application vendors. CRM deployment: Integrated management of CRM services. For example, the best cooperation, development and migration, IT maturation, IT limiting conditions, and ownership costs, must be careful before the CRM deployment decision is developed. Whether it is Hosted CRM app or on-Premises CRM applications, you can provide a significant value delivery for companies (although companies do not need too much to consider delivery models). Further, when it comes to IT restrictions and commercial restriction issues, adjusting CRM applications will support now and future business and technical requirements.
Thus, the maximum possibility of successful CRM program is achieved. Hosted CRM supplier, especially Salesforce.com, vigorously promoting its CRM products and causing a wide range of markets. Meta Group customers expect Hosted CRM vendors to meet their business development requirements; in general, users who use Hosted CRM solutions are satisfied with their investment. Even if their investment is limited to a certain level of limitations (such as: contact management, channel report), Hosted CRM solution is faster, cheaper, better, and is still favored by most companies. In addition, in many cases, the long-term strategy of CRM service conversion begins to evolve into a short-term strategy. The rapid implementation of the solution and the process of value creation becomes the focus of users' attention. This strategic shift is explored from the early development of CRM (during the 1997-2001 period). The reality that the company must accept is that they will eventually execute on-Premises applications, choose to use the Hosted solution, and organize all functions and systems of the CRM service and systems (such as call center) to the professional Outsource Call Center. At present, since this issue has not found the most effective solution, there is no specific solution to all situations. The deployment choice under the new world economy has a key issue to combine and manage various types of CRM services, as well as how to make a combination business ultimately support the CRM strategy of enterprises. The development of new technologies and their impact on CRM. The integrated process is undoubtedly the biggest challenge for CRM and is the most resource action. In summary, the company needs to pay $ 1 every year, and the consultation and execution service for CRM licenses will cost 3 US dollars. 60% of CRM service costs cost in systems and data integration. At the same time, the CRM integration process is also directly affected by a large number of tools, methods and technologies. In this case, in order to meet the innovation requirements of the integrated solution, new technologies and new markets quickly came into being. In summary, you need to pay close attention to the following techniques: Portal: Although the portal is not a new market, they are increasingly linked to the CRM business. A portal mechanism is a set application, content, business logic, or rules, data, and unified standard user interfaces. When delivering content delivery for the relevant experience of the terminal user-specific business process, the portal framework can achieve its personalized information for specific end users, tasks, or functions. Business Process Management (BPM): Many companies try to neglect the workflow of the department and directly implement business process management of the entire enterprise. Since the current business process management is not standardized, and related solutions require a large number of components to implement integration (for example, modeling, rule engine, coordination, integrated server, monitoring, optimization, etc.), so BPM's development goals emphasize implementation. All functional clarity, automation, and optimization of business processes. For companies that implement CRM strategies, BPM is especially important, because sales, service, business processing, etc., not only close contact with many functions within the company (such as order management, advertising, production), will also directly affect its external ( Such as: channels, partners). Customer Data Integration (CDI): CDI is a strategy designed by potential data integration, merge, and interoperability, to fully implement user operations. For single or team users use value meterics (such as user yields), allowing customer relationship management strategies to effectively utilize and implement, and continuous improvements over time. A comprehensive user CDI policy requires a specific understanding of existing new students and future CRM investments, and has a unique plan for implementation and operation.
