Chapter 9 customer relationship management and business intelligence

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chapter 9 customer relationship management and business intelligence

Complementary use of CRM systems and Business Intelligence, provides . 57], nearest neighbor[, 9, 3], fuzzy logic and genetic algorithm[69, 70, 91, . The next section provides previous research on BIERP integration. CHAPTER 9 CUSTOMER RELATIONSHIP MANAGEMENT AND BUSINESS INTELLIGENCE 1. What is your understanding of CRM? Customer. Chapter 9: Customer Relationship Management and Business Intelligence. October 29, admin. by Yuki A Microstrategy, a business software company, .

Some emerging technologies, such as interactive visualization and in-memory analytics, have been embraced by hundreds of customers and are ready for mainstream adoption.

Chapter 9: Customer Relationship Management and Business Intelligence

Others, such as BI integrated search, content analytics and BI via software-as-a-service, have not been widely adopted yet, but warrant closer examination. Technology advancements in these areas can influence or even completely revise a solution strategy and can make obsolete existing best practices in favor of new practices, and organizations must understand and plan for the impact of these changes. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof.

The opinions expressed herein are subject to change without notice. The BI and performance management space is now dominated by megavendors, and further consolidation is likely as these vendors build out their portfolios. The megavendors are driving the convergence of the BI platform and CPM suites markets, and are also increasingly moving into other areas of performance management. These areas have distinctly different customer bases and these different customer constituencies will complicate standardization decisions as vendors attempt to sell suites that combine BI and performance management functionality.

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Users must understand the shifting market dynamics and the capabilities of service providers to support their BI and PM initiatives. Previous research has shown that one of the biggest barriers to the success of BI is a lack of skills surrounding the use of information, tools and applications that are available as part of its implementation.

Organizations need to develop and organize the program management, development and user skills necessary to turn business intelligence and performance management into a core competency. Executing change requires the ability of leaders to convince others that the change is justified. Unfortunately, IT rarely has the political power to enforce this change.

chapter 9 customer relationship management and business intelligence

As a result, the key issue of building the business case for BI and PM is paramount to convincing executives to sponsor such a change. One of the fatal flaws of BI is believing: The situation often confounds leaders of IT-centric BI teams.

They collect the requirements directly from the users and build solutions that exactly match their requirements.

chapter 9 customer relationship management and business intelligence

Most organizations equate BI with information delivery. However, the real value of BI is strongly linked to achieving business goals and improving business performance. A growing range of analytic applications is emerging that leverage BI technologies to better understand and manage business performance.

Based on this trend, BI capabilities will become more pervasive in operational and workplace applications, as organizations seek to use BI to lead, support decisions, explore, measure, manage and optimize their businesses, and thereby drive business transformation. Building dashboards for most organizations has been relatively straightforward. This is because the measures in most report-centric BI deployments can be swiftly turned into a performance metric by providing a target goal and displaying the measure in an easy to consume graphic, such as a dial or traffic light.

Performing this task transforms a report into a dashboard. BI and PM initiatives need to go further, linking the measures together with a cause and- effect relationship, enabling a user to perform root-cause analysis. BI projects rarely focus on governance because they usually evolve from departmental and workgroup applications.

chapter 9 customer relationship management and business intelligence

Contrast this with top-down-driven enterprise resource planning ERP application deployments that have strict security controls, and a formal process for application life cycle management which ensures proper development and testing before moving to production. This problem will be exacerbated when BI and PM projects are more widely adopted by a broader user community — inside and outside the company.

What are two possible outcomes a company could get from using data mining? Data mining is the application of statistical techniques to find patterns and relationships among data and to classify and predict. List generators are able to provide information on precise features of an organisation e. Other strategies include campaign definition, planning and systems and cost sell or up sell.

Explain the problem associated with business intelligence. Describe the solution to this business problem: If there is too much data an organisation may have limited knowledge on where data is or who their competitors may be.

CHAPTER 9 & 10 Customer Relationship Management Supply Chain Management. - ppt download

Hence may not be unable to make the best strategic implementation due to insufficient tools to back up data and support decision making to their strategic goals. The solution approach that they could take is business intelligence where it helps an organisation make decisions. Functional areas of an organisation can make decisions where they can be able to see more data analysis and reduce the latency of information in making good decisions.

Describe business intelligence and its value to businesses: Business Intelligence refers to the tools and analysis that provide access to data for strategic decision making in an organisation for example data miming. Business intelligence has a value to an organisation in that it can be a whole myriad of things and can be used for many different aspects such as PivotTable on Microsoft Access. Sales department uses operational CRM technologies, to help plan customer meetings, provide an analysis of sale cycle, maintaining organisational charts, determine potential customer and competitors.

Business intelligence BI refers to applications and technologies that are used to gather, provide access to analyse data and information to support decision-making efforts. An example is if a company is looking to buy new machinery, they can take statistical data of previous revenue to project what may happen next year in order to make sure that their costs are covered. It is an extremely valuable resource.

BI can also help calculate the best sales people of the company, the demographics of customers and which customers buy more than others. Explain the problem associated with business intelligence. Describe the solution to this problem. Business Intelligence may not always be the most reliable form of calculating for the future, for example there could be the launch of a new competitive business which will effect the sales of your business, or a sudden turn in the economy could also effect revenue.

What are the two possible outcomes a company would get from using data mining?