西门子供应链课件英文版
供应链物流管理全套课件370p 英文版
1-5
Successful Supply Chain Strategies (1)
• The first set of supply chain strategies directly support business strategies focused on product leadership and brand-building:
1-2
Supply Chain Logistics Management
Chapter 1: Twenty-first Century Supply Chains
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
• Market Saturation Driven: Focuses on generating high profit margins through strong brands and forceful marketing and distribution. This is the strategy of the successful A-brand suppliers like Coca-Cola, Sara Lee, Procter & Gamble, Nestle and Unilever. Especially Unilever has drawn attention by eliminating many minor and local brands in order to focus all attention to strong international brands.
西门子供应链培训材料2(英文PPT 15页)
Source - Key Performance Indicators
Supply Quality
Inventory Costs Source (Mat)
Process Costs Source
Proportion of orders with no quantitative, qualitative or deadline faults (measured using S250)
- Goods staging costs * (e.g. goods release, where required, complaints trigger/returned goods handling)
- Payment transaction costs * (e.g. invoice check, credit note processing)
Costs of holding inventories (Mat, WIP, UG, FG plus total of uncharged deliveries and services and receivables) - Components: 1. Cost of warehouse investment; 2. Cost of warehouse administration; 3. Cost of warehouse transactions; 4. Interest charges for capital tied up in the inventories; 5. Risk costs (e.g. scrap, reject products)
[Lxxx Milestones Corporate Logistcis Policy]
供应链管理(英文课件)Chapter8-Supply Chain Integration
• minimizing inventory, transportation, and production costs.
– Supply Chain Planning processes are applied.
costs – more emergency production changeovers
Pull-Based Supply Chains
• Production and distribution are demand driven
– Coordinated with true customer demand rather than forecast demand.
Push-Based Supply Chains
• Longer reaction time to changing marketplace:
– Inability to meet changing demand patterns. – Obsolescence of supply chain inventory as
• Advantages and disadvantages of push and pull supply chains:
– new supply chain strategy that takes the best of both. – Push–pull supply chain strategy
Impact of the Push-Pull Strategy
• Pull portion
– High uncertainty – Simple supply chain structure – Short cycle time – Focus on service level. – Achieved by deploying a flexible and
西门子供应链培训教材(英文版)
TECHNOLOGY
"Create" superior customer offers
• Raising the entry barriers for competitors through specific product and service offers
STRATEGY
Understand
Create
CRM components
Collaborative CRM
Face-to-Face
Call-Center
Brief/Fax
Channel-management
第九页，共三十二页。
Data Mining/Data Warehouse
•Purchase probability
•Forecasting
Source: Booz Allen Hamilton Survey, 2001
CRM in not a technology term, but instead, a strategy driven holistic management approach
第三页，共三十二页。
CRM is a customer- and value-based management approach to increase the company value
• Case 1– San Fabian Supply Company
• Case 2– Solo Mobile Phone Company
8:00-9:15 9:15-9:30
9:30-10:30
10:30-12:00
第二页，共三十二页。
What is CRM in your mind?
供应链管理—英文课件2
Timber Company
Paper Manufacturer
Tenneco Packaging
P & G or Other Mnaufacturer
Wal-mart or Third Party DC
Wal-mart Store
Customer
Chemical Manufacturer
Plastic Producer
phase.
3. Companies define a set of operatiing
plicies that govern short-term operations.
Supply Chain Operation
1. The time horizon is weekly or daily
2. Compaines make decisions regarding individual customer order. 3. The goal is to handle incoming customer orders in the best possible manner. 1.Allocate inventory or production to individual orders. 2.Set a date that an order is to be filled 3.Geneate pick lists at a warehouse 4. Allocate an order to a particular shipping mode and shipment 5. Set delivery schedules of trucks and palce replenishment orders.
西门子供应链培训材料1
Apr-04
6
Useful Tips
Beer Game
• Backlog is more expensive than inventory • Remember that it takes time to fulfill an order which has just been placed • Factories have a slightly different task than the others • All used paper, slip below the matt. • Raise your hands if you have questions, we will stop together and instructor will explain to the whole room
•Over-reaction to backlogs •Neglecting to order, based on inventory position •Lack of communication •Lack of coordination •Delay times for information and delivery of materials
Beer Game
Supply Chain Seminar Tongjin University – 11-15 April 2004
Beer Supply Chain
Beer Game
Apr-04
2
Goal
Beer Game
• Goal is to minimize total cost of the supply chain • Carrying cost of inventory is $0.50 per case per week • Out-of-stock / backlog cost is $1.00 per case per week
供应链管理英文ppt chopra_scm5_ch05
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
5-2
Network Design Decisions
5-5
Competitive Factors
– Positive externalities between firms
• Collocation benefits all
Figure 5-1
– Locating to split the market
• Locate to capture largest market share
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
5-7
Framework for Network Design
Decisions
Figure 5-2
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
5-8
Framework for Network Design Decisions
• Phase II: Define the Regional Facility
Configuration
– Forecast of the demand by counr scope
• Facility role
– What role, what processes?
(新)西门子物流(英文)
3
Agenda
Logistics in China
Changes and Trends in Chinese Logistics
How Leading Companies Will Achieve Competitiveness
More than 50% of MNC distribute to > 50 cities* Accelerating growth outside traditional coastal areas
Central and West are 50% of GNP and 62% of population
R:\market\ppt\ logistics in china
*Source: China Statistical Yearbook
8
The Pattern of Trade is Changing
Logistics in China
More than 50% of MNC distribute to > 20 provinces*
Logistics in China
450 400 350 300 250 200 150 100 50 0
Billion USD
91
92
93
94
95
96
97
98
99
00(est)
“Within 20 years China will account for 10% of world
trade and rival the USA and the European Union in size”
供应链管理详细资料(英文版)(ppt 47页)
• Roles in related professions, e.g. R&D, Customer Management
• Roles:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver
• Roles which focus on
These elements together contribute more than 50% of Unilever’s total Value Creation
Organisational Development
• Business has moved, and continues to move, towards process management
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
供应链管理英文ppt chopra_scm5_ch07
– Workforce planning, hiring, layoffs
• All of these decisions are interrelated
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
Learning Objectives
1. Understand the role of forecasting for both an enterprise and a supply chain.
2. Identify the components of a demand forecast.
3. Forecast demand in a supply chain given historical demand data using time-series methodologies.
• The basis for all planning decisions n a
supply chain
• Used for both push and pull processes
– Production scheduling, inventory, aggregate planning
– Sales force allocation, promotions, new production introduction
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
7-6
Components of an Observation
西门子供应链培训官方资料2
sThis edition of our Bylaws for the Managing Board, prepared for the convenience of English-speaking readers, is a translation of the German original.Bylawsfor the Managing Boardof Siemens Aktiengesellschaft Version dated April 28, 2009General(1) The management of the company shall be the Managing Board's ownresponsibility. The Managing Board is under an obligation to promote the company's interests and drive sustainable growth in enterprise value.(2) The members of the Managing Board shall manage the business of thecompany in accordance with the law and in accordance with the Articles of Association and these Bylaws.(3) The Managing Board shall ensure compliance with all relevant legalrequirements and internal company policies, and promote such compliance in all Siemens companies. It shall ensure appropriate risk management and risk controlling.(4) Members of the Managing Board shall not, as a rule, be over 65 years of age.§ 2Conflicts of interest(1) When making their decisions, members of the Managing Board may not beguided by personal interests nor may they exploit for their own advantage business opportunities offered to the company. Over and above the provisions specified in § 88 German Stock Corporation Act (AktG), the members of the Managing Board shall be subject to a comprehensive prohibition on competitive activity for the period of their membership of the Managing Board and the period of their contract of employment.(2) In connection with their function, the members of the Managing Board maynot demand or accept gifts or other benefits from third parties either for themselves or for other persons, or grant unjustified benefits to third parties. (3) The members of the Managing Board are under an obligation to disclose anyconflicts of interest without delay to the Chairman of the Supervisory Board and to inform the others members of the Managing Board thereof. The Chairman of the Supervisory Board shall inform the Chairman's Committee of the Supervisory Board of the conflict of interest on the part of a member of the Managing Board when the relevant issue is presented to the Supervisory Board for a decision. All transactions between the company or an entity related to the company on one side, and members of the Managing Board or persons, companies or organizations related to members of the Managing Board on the other side, must be conducted in accordance with the standards that would apply in arm’s length transactions. If an individual transaction of this kind does not require the involvement of the Supervisory Board pursuant to § 112 German Stock Corporation Act (AktG) but the value of the transaction concerned exceeds € 25,000, the transaction shall nevertheless require the consent of the Supervisory Board.Allocation of business responsibilities(1) The responsibilities of the Managing Board shall be allocated among anumber of portfolios, these being the portfolio of the President of the Managing Board, known as- Chief Executive Office,the three Sector portfolios (Sectors),- Energy- Industry- Healthcare,and the five corporate function portfolios,- Finance and Controlling- Legal and Compliance- Human Resources (“Arbeitsdirektor” as defined in the German Codetermination Act (MitbestG))- Technology- Supply Chain Management.(2) Any other allocation of business responsibilities to the members of theManaging Board shall be derived from the business allocation plan as defined by the Supervisory Board based on a proposal by the Chairman’s Committee of the Supervisory Board. As the member of the Managing Board with responsibility for the Human Resources portfolio, the “Arbeitsdirektor” shall be appointed in accordance with the requirements of § 33 German Codetermination Act (MitbestG).(3) The Divisions, Cross-Sector Businesses and Corporate Units assigned to theindividual Managing Board portfolios and the portfolios holding authority and responsibility for the Regions shall be defined in the business allocation plan agreed by the Supervisory Board in accordance with paragraph 2.(4) Within the framework of the resolutions of the Managing Board and inconformity with the provisions for collective responsibility pursuant to Section 4, the Sector portfolio holders shall be responsible for conducting business activities in their respective Sectors. In particular, they shall be responsible for all the development, production and sales activities in these areas and for the profit or loss from their business activities.(5) In conformity with the provisions for collective responsibility pursuant toSection 4 and as defined in greater detail by the Managing Board, the duties of the corporate function portfolios shall include guidelines, monitoring andcoordinating responsibilities for all parts of the company. The heads of the Finance and Controlling, Legal and Compliance, Human Resources and Supply Chain Management portfolios shall have an unrestricted right to issue instructions in relation to their function across all parts of the company. This shall also apply – to the extent permitted by law – to the heads of units that form a separate legal entity and to the heads of Siemens companies outside Germany.(6) The detailed delineation between the Sectors and Divisions and thebreakdown of the Divisions into Business Units shall be specified by the Managing Board. The same shall also apply to the definition of Cross-Sector Businesses, Cross-Sector Services and Corporate Units. The Supervisory Board shall be informed of the definitions established in accordance with sentences 1 and 2. Within the framework of the applicable provisions of the Codetermination Law, the employee representatives are to be consulted in a timely manner prior to the sale or closing of a Business Unit.(7) The structure and reporting obligations of the Divisions and Business Unitsshall be decided by the Managing Board based on a proposal by the President of the Managing Board. The appointment and dismissal of senior management members in the Divisions and Business Units shall be decided by the Managing Board based on proposals by the President of the Managing Board. Specifically, the Managing Board shall appoint and dismiss the holders of the following senior management positions:a) Sector CFOs, Sector General Counsels, Sector Heads of HumanResources, as well as - if applicable - Sector Heads of Technology andSector Heads of Strategy,b) Division CEOs, Division CFOs, Division General Counsels as well as -if applicable - Division Heads of Human Resources,c) Business Unit CEOs and Business Units CFOs,d) Cross Sector Businesses CEOs and Cross Sector Businesses CFOs,e) Cross Sector Services CEOs,f) Heads of Corporate Units and General Counsel Corporate,g) Regional Cluster CEOs, Regional Cluster CFOs, selected CountryCEOs and Country CFOs, Regional Heads of Human Resources aswell as Regional General Counsels.(8) The appointment and dismissal of Sector CFOs, Sector General Counsels,Sector Heads of Human Resources, Sector Heads of Technology and Division CEOs pursuant to paragraph 7 shall require the approval of the Chairman's Committee of the Supervisory Board.§ 4Collective responsibility(1) The members of the Managing Board shall bear collective responsibility forthe entire management of the company. They shall work cooperatively and provide each other with information on an ongoing basis about important activities and transactions in their respective Managing Board portfolios. If a member of the Managing Board has serious misgivings about an issue in a portfolio for which another member of the Managing Board is responsible and he/she is unable to resolve these concerns in a discussion with the other Managing Board member concerned, he/she is under an obligation to present the matter to the full Managing Board for a decision. In such cases, the matter must remain pending or the action be halted until a decision is taken by the Managing Board.(2) The overall interests of the company shall have priority over the interests ofthe individual Managing Board portfolios.(3) The Managing Board shall be required to take a decision in all matters forwhich a decision by the Managing Board is prescribed by the law, Siemens’ Articles of Association or these Bylaws, specifically regardinga) fundamental issues relating to business policies and company strategy;b) annual planning and multi-year planning;c) preparation of the annual financial statements and the consolidatedfinancial statements, the management's discussion and analysis andconsolidated MD&A, and the submission of all of these documents to theSupervisory Board;d) convening of the Shareholders' Meeting;e) proposals for the agenda of the Shareholders' Meeting;f) submissions to the Supervisory Board and to the Shareholders' Meetingrequired by law or by the Siemens' Articles of Association;g) transactions that require the consent of the Supervisory Board;h) all matters that are submitted to the Managing Board by the Presidentor a member for decision.(4) A portfolio assigned to an individual member of the Managing Board shall bethat member’s own responsibility subject to the decisions taken by the Managing Board as a whole. Where activities and transactions in one Managing Board portfolio also concern one or more other portfolios, the Managing Board member concerned must reach an agreement in advance with the other Managing Board members involved. If agreement cannot be reached, each of the Managing Board members involved is under an obligation to ensure the matter is brought to the full Managing Board for a decision. In such cases, the matter must remain pending or the action be halted until a decision is taken by the Managing Board.(5) Activities and transactions in a particular Managing Board portfolio that areconsidered to be extraordinarily important for the company or associated with extraordinary economic risk shall require the prior consent of the full Managing Board. The same shall also apply to such activities and transactions for which the President or another member of the Managing Board demands a prior decision by the Managing Board.(6) A member of the Managing Board may proceed with activities andtransactions of the kind described in paragraph 4 sentence 2 and paragraph 5 without the prior consent of the Managing Board or – in the case of para-graph 4 sentence 2 – without the prior agreement of the other Managing Board members involved if the Managing Board member concerned believes, after due consideration, that the activity or transaction is required to avoid a severe, imminent disadvantage to the company. The President of the Mana-ging Board must be informed of any such activity or transaction without delay.§ 5President of the Managing Board(1) The President of the Managing Board shall be responsible for thecoordination with respect to the subject matter of all Managing Board portfolios. He/she shall endeavor to ensure that the management of all Managing Board portfolios is uniformly guided by the objectives set and approved by the Managing Board as a whole.(2) The President of the Managing Board may at any time request informationfrom the members of the Managing Board regarding issues within their respective portfolios and may specify that he/she must be kept informed from the outset about certain types of transactions. He/she may at any time also request information from a Division CEO about matters in the Division concerned; the Managing Board member responsible for the relevant Sector (Sector CEO) shall be informed accordingly. The President of the Managing Board shall be authorized to issue audit instructions to corporate audit; the head of the Finance and Controlling portfolio, who is responsible for corporate audit, shall be informed accordingly.(3) The President of the Managing Board shall represent the Managing Boardand the company in external relations, specifically involving public authorities, trade associations, economic organizations and media. This responsibility can be delegated to another member of the Managing Board in certain types of circumstances or on a case-by-case basis.(4) The President of the Managing Board shall have responsibility for leading theManaging Board in its cooperation with the Supervisory Board and its members. He/she shall keep the Chairman of the Supervisory Board regularly informed regarding the state of business and the position of the company.He/she must report to the Chairman of the Supervisory Board without delay if there are important reasons for doing so or if there are business issues that may have a significant impact on the position of the company. The Chairmanof the Supervisory Board may also at any time request from the members of the Managing Board information regarding matters in their respective portfolios; the President of the Managing Board must be informed immediately and in full regarding any such requests. A member of the Supervisory Board can – through the Chairman of the Supervisory Board – effect the provision of information regarding matters in the Managing Board portfolios from the President of the Managing Board.§ 6Meetings and decisions(1) The meetings of the Managing Board shall be convened by the President ofthe Managing Board. Any member of the Managing Board may request the convening of a meeting, specifying the matters to be discussed. The Managing Board shall decide the calendar of meetings (Board Calendar). (2) The agenda shall be distributed with the invitation to the meeting, whichshould be sent at least one week before the meeting. Proposed resolutions in connection with items on the agenda shall also be included. Any member of the Managing Board may request the addition of items to the agenda. Such a request must be made at least five days before the meeting unless the degree of urgency justifies shorter notice.(3) The President of the Managing Board shall chair all meetings. He/she shalldetermine the order in which agenda items are discussed, and the method and order of voting. He/she shall have the right to defer deliberations and decisions on individual agenda items.(4) The President of the Managing Board may determine whether persons whoare not members of the Managing Board can be admitted to a meeting to take part in the deliberations on individual agenda items. The President of the Managing Board shall determine the minutes secretary.(5) The Managing Board shall have a quorum if two thirds of its members takepart in a decision. Members of the Managing Board who are connected to a meeting by telephone or video conference shall be deemed to be present.Absent members of the Managing Board may cast their votes in writing, by telephone, by fax or by other normal means of communication (e.g. e-mail).Absent members of the Managing Board shall be informed without delay of decisions taken in their absence. Except in urgent cases, discussions and decisions regarding matters in the portfolio of an absent member of the Managing Board shall only take place with his/her consent.(6) As far as possible, decisions of the Managing Board shall be takenunanimously. If unanimity cannot be achieved, a decision shall require a simple majority of votes cast. The President of the Managing Board shall have the deciding vote in the event of equal votes for and against a proposal.(7) If so instructed by the President of the Managing Board, decisions may alsobe taken by telephone conference call, video conference, or outside meetings by the submission of votes in writing, by telephone, fax or other normal means of communication (e.g. e-mail). In derogation from paragraph 6 sentence 2, a decision of this kind can only be valid if at least two thirds of the members of the Managing Board have voted in favor of the proposal.(8) Minutes shall be taken for every meeting of the Managing Board. The minutesshall include the location and date of the meeting, the persons attending, the agenda, and the wording of decisions taken. The minutes shall be signed by the President of the Managing Board and the minutes secretary, and sent to all members of the Managing Board. The minutes shall be deemed to be approved unless an objection is lodged by a member of the Managing Board no later than at the next meeting following receipt of the minutes. Decisions of the Managing Board taken in accordance with paragraph 7 shall be entered by the President of the Managing Board in a separate record; this record shall be sent to every member of the Managing Board without delay.(9) If the President of the Managing Board is unable to carry out his/her duties,the duties for which he/she is responsible in accordance with this Section 6 shall be carried out by the member of the Managing Board appointed by the President to carry out the tasks involved. If the President of the Managing Board has not appointed any other Managing Board member as his/her deputy, or if the appointed Managing Board member is also unable to carry out the duties concerned, the duties shall be performed by the Managing Board member oldest in age. The deputy shall not be entitled to use the President’s deciding vote in accordance with paragraph 6, sentence 3.§ 7Committees of the Managing Board(1) The Managing Board may form committees to deal with certain tasks. It shallappoint one committee member as committee chairman.(2) Meetings of committees shall be held as required. Where meeting dates arenot determined in advance on the board calendar, the chairman of a committee shall convene a meeting with at least one week’s notice if he/she deems a meeting necessary or if a committee member requests a meeting and specifies the issues to be dealt with at the meeting.(3) Decisions of Managing Board committees shall require unanimity unlessotherwise stipulated in the decisions establishing such committees.(4) The rules in section 6 of these Bylaws shall apply mutatis mutandis to themeetings and decisions of the Managing Board committees.§ 8Former members of the Managing Board(1) Former members of the Managing Board shall no longer be involved in thebusiness operations of the company once they have left the Managing Board.They shall refrain from exercising any influence over the business operations of the company and from any public statements regarding such operations.The obligation on current members of Siemens’ decision-making bodies and senior managers to ensure that they do not disclose confidential information and company secrets shall also continue to apply to members of the Managing Board and Supervisory Board, and to senior managers, once they have left the company.(2) Where former members of the Managing Board hold positions on SupervisoryBoards, similar positions in companies, or positions in academic, social, cultural, professional or other organizations, they shall not occupy these positions on behalf of the company. The company shall not be responsible for any expenses and obligations arising in connection with the fulfillment of such roles.(3) In derogation from paragraph 2, an agreement can be made on a case-by-case basis for a member of the Managing Board - once he/she has left the Managing Board - to take up or continue certain positions on behalf of and in the interests of the company if there is a particular benefit for the company in the case concerned. Any such agreement must be made in writing and requires the approval of the Chairman's Committee of the Supervisory Board.(4) If an agreement is in place in accordance with paragraph 3, the formerManaging Board member involved shall be entitled to reimbursement of expenses incurred in connection with the fulfillment of the role concerned and to any necessary and reasonable support from the company. The agreement may also include provision for appropriate compensation.。
供应链管理英文课件 (2)
Coordination in a Supply Chain
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall. 1-1
Learning Objectives
1. Describe supply chain coordination and the bullwhip effect, and their impact on supply chain performance.
10-2
Lack of Supply Chain Coordination and the Bullwhip Effect
• Supply chain coordination – all stages of the chain take actions that are aligned and increase total supply chain surplus
distorted
10-3
Bullwhip Effect
• Fluctuations in orders increase as they
move up the supply chain from retailers to wholesalers to manufacturers to suppliers
• Supply chain lacks coordination if each
stage optimizes only its local objective
• Reduces total profits • Performance measures include
供应链管理(英文课件)Chapter6-Supply Contracts
Global Optimization Strategy
• What is the best strategy for the entire supply chain?
• Treat both supplier and retailer as one entity
• Transfer of money between the parties is ignored
– Summer season sale price of a swimsuit is $125 per unit.
– Wholesale price paid by retailer to manufacturer is $80 per unit.
– Salvage value after the summer season is $20 per unit
• Optimal order quantity depends on marginal profit and marginal loss but not on the fixed cost.
• Retailer optimal policy is to order 12,000 units for an average profit of $470,700.
• Retailer’s marginal profit for selling a unit during the season, $45, is smaller than the marginal loss, $60, associated with each unit sold at the end of the season to discount stores.
• This order increase leads to increased manufacturer’s profit of $481,375
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
• A survey on senior marketing executives at Fortune 1000 companies indicates a widespread frustration about the return on CRM investments
Source: Booz Allen Hamilton Survey, 2001 Author/Division
CRM objectives
• Identifying the top customers and exploiting the maximum share of their expense budgets
• Raising the efficiency of customer management
the company value
Author/Division
4
Customer Relationship Management differs from classical marketing in many ways
Objectives
Focus
Timeframe Performance indicators Customer knowledge Product
8:00-9:15 9:15-9:30 9:30-10:30 10:30-12:00
Author/Division
2
What is CRM in your mind?
• What is customer relationship management?
• What does CRM bring to companies?
CRM definition
Customer Relationship Management is a customer- and value-based company orientation with the goal of building up and fully benefiting from lasting and profitable customer relationships through holistic and individualized marketing, sales and service concepts using state-of-the-art technologies
Price
Sales channels
Communication
Traditional marketing
Customer relationship management
Generate sales
Create a loyal customer
Acquisition phase
Total customer life-cycle
CRM enablers
Technology
• System integration • Use of e-technologies • Selection of system/
technology partners
STRATEGY
Understand
Create
TECHNOLOGY
Culture and change management
"Disintermediation", multi channel management
Interactive dialog with customers and communities, 24 hrs./7 day availability
Author/Division
5
CRM is the holistic approach to a customer-value based company orientation – four enablers set up the frame ...
Short term Market share, sales Demands from customer segments
Medium to long term
Share of wallet, customer profitability,preferences and needs
Customer Relationship Management -- A Winning Customer Strategy
Seminar presentation April 2004
Agenda
• Customer Relationship Management Presentation • Break • Case 1– San Fabian Supply Company • Case 2– Solo Mobile Phone Company
• Establishing customer loyalty and "lifetime" relationships
• Fully exploiting the potential customer segments by acquiring new customers
> Thereby increasing
Stand-alone product
General discounts Traditional sales channels (multilevel) Unidirectional communication
Integration of products and services
Price differentiation on the basis of customer loyalty
CRM in not a technology term, but instead, a strategy driven holistic management approach
3
CRM is a customer- and value-based management approach to increase the company value