IS4243group projectpart2tigWord文件下载.docx
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IS4243group projectpart2tigWord文件下载.docx
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WUQiao
51158952
ChenXun
Contents
1.ExecutiveSummary3
2.CRMstrategy3
2.1Background3
2.2Customer(segments),products&
services,channels4
2.3CRMgoalsandobjectives4
2.4Businesscase4
3.CRMfoundations4
3.1stakeholders4
3.2Changemanagementneeds5
3.3Projectmanagementneeds5
3.4Criticalsuccessfactors5
3.5Riskmanagementplan5
3.5.1CommunicationdifficultywithHTC,T-Mobileandotherpartners5
3.5.2Lackofsimilarprojectexperience6
3.6Priorities6
4.Needspecification6
4.1Process6
4.1.1TraditionalAmericancellphonemarketapproach6
4.1.2Google’sapproach7
4.1.3VariationscomparingtotraditionalCarrier-Customerprocess7
4.2Data8
4.3Technology8
4.4To-Bemodeling8
5.SolutionEvaluationandRecommendation8
5.1CRMsolutionevaluation8
5.3Vendorsolutionandevaluation12
5.3.1S12
5.3.2OracleCRMsuite13
5.3.3SAP14
5.3.4Vendorevaluation14
5.3.5Customizationfunctionalitytobeadded:
15
5.4Vendorrecommended15
5.5Third-partpartner:
addphysicalchannel15
6.Implementation16
7.Conclusion16
Reference:
17
AppendixA:
tablesandfiguresinserted17
Figure1:
CubeanalysisofNexusOne18
Figure6:
TO-BEmodeling18
Figure7:
CRMimplementationPhase20
AppendixB:
FunctionsrequiredforNexusOne:
21
AppendixC:
Sproductsofferingcomparison22
1.ExecutiveSummary
Inthisproposal,weanalyzedGoogleNexusOne’scurrentsituationandidentifiedthetwomostemergentproblemsGooglehastosolveareproductdeliveryandafter-saleservice.Bydetailedsituationandgapanalysis,weidentifyneedsforGooglesuccessfulCRMfrompeople,processanddataperspectivesandsuggestedpossiblesolutionscorrespondingtostrategic,operationalcollaborativeandanalyticalCRMrequirements.AfterevaluatingdifferentvendorswhichareOracleand,werecommendacomparablybetterCRMsolutionforGoogleNexusOne.
2.CRMstrategy
2.1Background
OnJan05,2010Googlelaunchedthe“superphone”—NexusOne.Itsoonraisedpublicawarenessnotonlyonitshigh-techandfashionabledesignbutalsoonitsuniquedistributionstrategy—throughthewebstorefoundat
Bytakingestablishedretailchannelsoutoftheequation,theNexusOnewasnoteffectivelymarketedorpromotedtomainstreamconsumers.Fanboys,technophilesandgadget-headsareveryawareofthedevice(andmostcertainlymakeupalargepercentageoftheearlyadopters,butthelackofconsumermarketingandhands-onretailsupportinherentlylimitthenumberofpeoplewhowillbeabletopurchasethehandset.
Another‘feature’ofNexusOneisthecustomersupportmodel,whichreliesheavilyonweb-basedandcommunityresourcesand/orhadaconfusingdivisionofcontactpointsbetweenGoogle,T-MobileandHTC.
services,channels
ThroughthewebstorefoundatconsumerscouldbuytheNexusOnewithoutservice(meaninganyGSMnetworkSIMcardcouldbeinsertedintothedevice),orpurchasethephonewithservicefromoneofGoogle'
soperatorpartners.TheonlinestorewillbeavailabletocustomersintheUnitedStates,theUnitedKingdom,HongKong,andSingapore.
CubeanalysisofNexusOneinAppendixA
2.3CRMgoalsandobjectives
Accordingtocurrentsituationandproblems,thegoalsforNexusOneare:
●Improvingworkingefficiency
●Increasingcustomers’satisfaction
●BuildCRMsystemtosolveproblemstosupportafter-saleservice
●Decreasingthecomplainrateto5%
2.4Businesscase
AdditionalrevenuescouldbegeneratedbyimplementingtheCRMsystem.Itcouldincreasethelevelofcustomersatisfactionandretention.Then,thecostsofcustomeracquisitionwouldbelowerwithinhigherlevelofcustomersatisfactionandretention.Althoughtheimplementationofthesystemwouldincreasethecosts,butinthelongrun,thecostswouldbesurlyreduced.
3.CRMfoundations
3.1stakeholders
●Customers
●NetworkServiceProviders:
AT&
TInc.'
s3GnetworkasitsmaincommunicationschannelintheUnitedStates;
RogersWireless
inCouldada;
SprintWireless
●Manufacturer:
HTC
●Operator:
T-Mobile
●Managers:
MarioQueiroz,VicePresident,ProductManagement;
PeterChou–CEOofHTC;
ErickTseng–SeniorProductManger
3.2Changemanagementneeds
SinceNexusOneprojectshasmultipledeliveries,it’simportanttoconductchangecontrolincludingconfigurationmanagementwhichensuresthatthedescriptionsoftheCRMprojects’productsarecorrectandcomplete,includingtheirsupportdocumentation.
3.3Projectmanagementneeds
Theprojectshouldbedeliveredwithinscope,ontimeandwithinbudget.Stakeholders’needsshouldalsobesatisfiedtothemaximumdegreebyprojectmanagementtoolsandmethods.CRMprogramdirectorshouldcoordinatealltheprocessestoestablishprojectsuccess.Forthisproject,wealsosuggesthireaconsultantfirmtoleadachievementofCRMvision,goalsandobjectives.
3.4Criticalsuccessfactors
●Seniormanagementcommitment--thisprojectinvolvesdifferentdepartments’andevendifferentcorporations’corporation.Soseniormanagementcommitmentiscriticaltoprojectsuccess.
●Customerservice(serviceautomation)—it’sthemajordriverforGoogletoadoptnewCRMsoitneedsspecialattentionbothfromprocessandtechnologyside.
●Marketingautomation—itisanotherhighlightforNexusOnesincetheproductisnewtothemarketandneedsmuchmoreefficientmethodintargetingthemainstreamcustomers.
3.5Riskmanagementplan
3.5.1CommunicationdifficultywithHTC,T-Mobileandotherpartners
GoogleispointingcustomersinneedoftechnicalsupportorrepairsandreturnstophonemakerHTC.AndcustomerswhohavequestionsabouttheirwirelessservicearebeingusheredtoT-Mobile.Soactually,theonlyserviceGoogleisprovidingisforstatusandshippingupdates.Tobettersatisfycustomers,Googlehastostrengthenitscorporationwithpartners.
3.5.2Lackofsimilarprojectexperience
Googlehastore-orientthewayitisusedtodoingbusinessfromamostlyonlinesoftwarecompanytoahardwarecompany.
3.6Priorities
Basedontheemergentsituation,wesuggestGooglestartwithbuildingaftersalesystem.However,whentheproblemsareaboutthehardwareorsometimesthequestionsarejusttoocomplicatedtodescribe,Googlehastobuilditsphysicalrepairingcenter.Ifthosetwostepssucceed,Googlewillcontinueexpandingtheservicesandimprovingtheservicequality.
4.Needspecification
4.1Process
4.1.1TraditionalAmericancellphonemarketapproach
IntheUS,90%ofcellphonessoldarelockedunderparticularcarrier’snetworkandCarrierssellcellphonesdirectlytocustomershasbeeninpracticefordecades.Figure2depictsaboveprocess.
Figure2:
TraditionalCarrier-Customerapproach
Carriersdistributeproductstolocalthirdpartydistributorsandfulfillcustomerorder.Customerscouldbuytheirphoneeitherthroughcarriersorthirdpartydistributor,likeBestBuyviatwochannels:
onlinestoreandlocalstore.
4.1.2Google’sapproach
Googlehasshiftedtheindustrythroughitsonlinedirectsales.CustomerscoulduseNexusoneunderT-Mobile’snetworklockedwithserviceplanorbuyitoutright.Figure3showstheprocess.
Figure3Google'
sdirect-saleapproach
NexusoneisexclusivelyavailablethroughGoogle’sonlinestore,CustomerscouldmakeorderwithaT-Mobiletwo-yearcontractorbuyitoutrightwithoutcommitment.
4.1.3VariationscomparingtotraditionalCarrier-Customerprocess
Ø
Offeringcustomerswithcontractfreesmartphone
NexusoneisonlyavailablethroughGoogle’sonlinewebsite,nodummieswillbedisplayednearbyone’slocalstore.
Distributingchannelissimplified,customersplaytheirorderonlineandGooglewillfulfilldeliveryaccordingly.Warehousingiswidelycutdown.
Criticalafter-salecustomerservice.
UnderGoogle’sdirectsalesystemi.e.Google’se-commercesite3,carrierT-MobilenowisnotdedicatedNexusonerelatedservices:
theydonotholduptrainingsessionforemployees;
therearenoevendummyunitsavailableinstore,letalonerealones.Also,customersmayhavetoseeksupportfromthreeparties:
Google,HTC(thephone'
smanufacturer),orT-Mobile(thephone'
scarrier).ThereissignificantdifferencefrommostcellphonesintheU.S.,wherethereistypicallyonenumber--runbythecarrier--tocallforhelpwithregardtothedevice,software,network,etc.
4.2Data
Currentavailabledata--systemizedandorganizeddata
WhencustomerpurchasesthephonethroughGoogleonlinestore,dataGooglehascollectedincludes:
customerbasicinformationlikeaddress,email,phonenumber;
commitmentpreference,eitherwithatwo-yearcontractorbuyingthephoneoutright;
Salesdata:
byregion,time,orgender.
ClustereddatabyGooglesearchsite
4.3Technology
ThebasictechnologycurrentlyinuseisatypicalBusinesstoConsumere-Commercestore;
utilizedtechnologyincludessecuredatatransaction,datamanipulating,webserver,SSLtechnology,javaandwebdesign,etc.Thereisnocustomerrelatedcaresuitlike,SAPcustomerrelationshipmanagementinuse.
4.4To-Bemodeling
TO-BEmodelinginAppendixA
CustomerfacingincludingservicecenterandtheonlineportalisnowbackedbycooperationofGoogle,HTCandT-Mobile.
5.SolutionEvaluationandRecommendation
5.1CRMsolutionevaluation
Serviceautomation
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