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Gr eat Lakes

2013
Sugar CRM
Software Evaluation
CRMPROJECT
Group-4
DM14235 Manoj Devraj
DM14266 Ramyaa Ramesh
DM14151 Surekha.R
DM14157 Vikram Falor
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Contents
1. Overview............................................................................................................................3
2. Objectives..........................................................................................................................3
3. Evaluation of an Open Source CRM Software Sugar CRM.............................................4
4. Comparison of Sugar CRM with other SAAS based CRM solutions.................................10
5. Why do companies need CRM systems? ........................................................................11
6. CRM Failures....................................................................................................................23
7. Implications of CRM Failure.............................................................................................27
8. Reasons why CRM Fail .....................................................................................................28
9. Framework for Successful CRM Implementation............................................................29
10. SugarCRM Integration......................................................................................................31
11. Conclusion........................................................................................................................36
12. References.......................................................................................................................36
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Overview
Sugar CRM is a software company based inCupertino, California. It produces theweb
applicationSugar, also known as Sugar CRM, which is a customer relationship management
(CRM) system that is available in both open source and proprietary, non-free versions.
Sugar's functionalityincludes sales-force automation, marketing campaigns, customer
support, collaboration and reporting.
Sugar Open Source enables organizations to efficiently organize, populate, and maintain
information on all aspects of their customer relationships.
Sugar Open Source provides
Integrated management of corporate information on customer accounts and contacts
Sales leads and opportunities.
Activities such as calls, meetings, and assigned tasks.
The system also offers a graphical Dashboard to track sales pipeline, the most successful lead
sources, and the month-by-month outcomes for opportunities in the pipeline.
To evaluate Sugar CRM we will evaluate the 3 modules of CRM namely Operative CRM,
Communicative CRM and Analytical CRM.
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Objectives
Evaluation of an Open Source CRM Software Sugar CRM.
Criteria for evaluation:
Approximate CRM ROI
Ease of Use
Simplified Workflow
Customization
Integration
Post-Sales Support
Other criteria, based on on-going software improvements
Comparison of Sugar CRM with other SAAS based CRM solutions
Comparison between features, usability, and implementation provided by Sugar CRM
and other Shared SaaS CRM software solutions. This will enable us to benchmark the
product against competitors product and also look at the key features that the market
requires.
Factors affecting implementation of CRM solutions in organization
Human
Processes
Technology
Apart from afore mentioned, we will also look at some of the successful and
unsuccessful implementations of Sugar CRM.
Integration of Sugar CRM with other enterprise applications.
The project will look at how Sugar CRM can be integrated with enterprise application
systems to create an integrated solution for an effective operation.
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Evaluation of an Open Source CRM
Software Sugar CRM
As the world's leading provider of open source customer relationship management
(CRM) software, Sugar CRM applications have been downloaded more than seven
million times and currently serve over 600,000 end users in 80 languages. Over 6,000
customers have chosen Sugar CRM's On-Site and Cloud Computing services over
proprietary alternatives.
Sugar CRM and its latest version Sugar 6 was developed with the idea that CRM does
not have to be complex to deploy or use, nor too expensive for growing companies.
Sugar 6 closes the gap between robust CRM and applications that employees actually
find easier to use. With Sugar CRM, organizations of all sizes can improve their
business processes and empower their customers - with no limits or compromises.
Apart from the incredible look and feel of the application, tools like the enhanced
global search savestime and increase user productivity.
The SugarCRM offersdifferent variants of the application like:
Sugar Enterprise offers enterprise-grade CRM capabilities and scalability for the
most demanding business. If a company needs comprehensive CRM functionality
with offline client synchronization, advanced reporting, Oracle database support, and
extended customer support, then Sugar Enterprise is the right choice.
Sugar Professional offers a sub-set of Sugar Enterprise functionality. It provides the
CRM capabilities needed for growing companies to manage customer interactions
across teams and different lines of business. If a company is looking for team
management capabilities, sales forecasting and quoting, wireless access for employees
on the move, and standard customer support, then Sugar Professional is the best
solution.
Sugar Network provides the product extensions, training and support to ensure
success with Sugar Open Source. Sugar Network includes SugarCRM online training,
Sugar Plug-Ins for Microsoft Outlook and Word, and access to the SugarCRM
support team.
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Sugar Open Source is best for companies with a small number of users who only
need basic functionality to manage their customer relationships.
SugarCRM Deployment Options
The Sugar of offerings can also be deployed in multiple ways to meet customer needs.
The Sugar CRM deployment options are:
Sugar On-Demand is a hosted solution that allows customers with little or no IT
infrastructure to quickly set up and deploy Sugar. Sugar On-Demand provides
customers a secure and reliable solution without worrying about installations,
upgrades, or patches.
Sugar Cube is a stand-alone server that is pre-installed with Sugar and all supporting
applications such as the database and web server. The Sugar Cube is optimized for
reliability and security and offers customers a self-hosted solution that is tested and
proven to run efficiently.
Sugar Application Packs
Sugar can be downloaded and installed by customers on their own via Application
Packs. The Application Packs allow for customers to have full control of the
installation, management, and customization of Sugar.
Features of Sugar CRM :
Intuitive User Experience
Sugar CRM 6 delivers a clean, bold look with new buttons and icons that allow users
to perform tasks more easily while increasing the information density of each screen.
Simplified default views, inline filtering and one-click actions conform to the
multitasking environment common to busy sales people.
Users can use a Shortcut Bar to quickly log an incoming call or assign a task without
ever leaving the existing screen. The Sugar CRM menus take fewer clicks to access
and users canquickly find previously viewed pages from anywhere in the application.
With the updated Sugar Global Search, it takes into account where users are in the
application and quickly presents the most meaningful search results.
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Flexible Design
Building upon its reputation as the most flexible CRM on the market, the latest Sugar
6 empowers users with the ability to view and consume data and applications from
nearly any source because of the ultra-flexible platform.
Users can quickly and easily leverage information from social networks and data
services-such as Twitter, LinkedIn and Hoover's-right inside the user interface. In
addition, updates to the powerful customization utility Sugar Studio now allow
administrators to alter the attributes of default fields and customize more views such
as the lead conversion and popup views.
Open Source Architecture
As a leader in open source, Sugar CRM offers users freedom and choice in deploying
and managing their CRM. Sugar 6 is designed to run on any cloud service platform or
on-premise operating system.
High user Adoption
Accessing Sugar through a web browser, users can choose their own user interface
themes to suit their individual tastes, manage multiple information sources through
Microsoft Outlook integration, and access the information they need as fast as they
can click.
Ease of use with the Sugar translates into more organized and efficient sales,
marketing, and customer service organizations, which drives greater productivity and
more visibility for managers.
SugarCRM - Financial Viability
SugarCRM is experiencing tremendous growth and momentum, with record revenues quarter
after quarter. They closed FY 2010 with 52% year over year growth and turned cash flow
positive in Q4 2010. As a privately held company, SugarCRM chooses not to disclose any
additional financial information without a signed non disclosure agreement.
Q1 2011:
SugarCRM Notches Another Quarter of Record Revenues and Continues Its Cash Positive
Growth. The companys first quarter results represent a 9 percent jump in revenue over the
final quarter of 2010, which saw a 56 percent jump over the same quarter the previous year.
This quarter also marked another in which the company was cash flow positive, building on
its achievement of cash flow positive growth in 2010.
Q4 2010:
Marketing
generates a
campaign in Sugar
Suite to contact
1000 customers
about a new
product launch
Customer history is
integrated into account
management functionality
with Sugar
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Figure 1
Financial Viability
experiencing tremendous growth and momentum, with record revenues quarter
after quarter. They closed FY 2010 with 52% year over year growth and turned cash flow
positive in Q4 2010. As a privately held company, SugarCRM chooses not to disclose any
al financial information without a signed non disclosure agreement.
SugarCRM Notches Another Quarter of Record Revenues and Continues Its Cash Positive
Growth. The companys first quarter results represent a 9 percent jump in revenue over the
l quarter of 2010, which saw a 56 percent jump over the same quarter the previous year.
This quarter also marked another in which the company was cash flow positive, building on
its achievement of cash flow positive growth in 2010.
Sales people are
automatically
assigned those
leads in Sugar and
turn them into
qualified
opportunities
Customer Service
creates cases in
Sugar Suite to
handle all new
customer inquiries
and report
satisfaction rates
Marketing
generates a
campaign in Sugar
Suite to contact
1000 customers
about a new
product launch
10 new
customers
are sold the
new product
management functionality
Management
tracksthe results
of marketing,
sales and service
organisation
through Sugar
50 are lead
generated
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experiencing tremendous growth and momentum, with record revenues quarter
after quarter. They closed FY 2010 with 52% year over year growth and turned cash flow
positive in Q4 2010. As a privately held company, SugarCRM chooses not to disclose any
SugarCRM Notches Another Quarter of Record Revenues and Continues Its Cash Positive
Growth. The companys first quarter results represent a 9 percent jump in revenue over the
l quarter of 2010, which saw a 56 percent jump over the same quarter the previous year.
This quarter also marked another in which the company was cash flow positive, building on
10 new
customers
are sold the
new product
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SugarCRM Continues Record Growth in 2010. For the fiscal year, billings increased 52
percent compared to fiscal 2009. In addition, the company turned cash flow positive in 2010,
capping off a milestone year of growth in all areas.
This also saw the addition of morethan 540 new customers in the second quarter of 2010.
Cloud Services
Like Salesforce.com, SugarCRM offers a SaaS solution. But, unlike Salesforce .com They
also allow customers to deploy Sugar on site, behind a firewall, without any of
the risks of traditional client-server deployment. For even greater flexibility, customers can
choose to deploy Sugar in public or private clouds such as Amazon Web Services,
Rackspace, IBM Cloud, and others.
Every Customer Has Their Own Database
With SugarCRM, customers have their own database. Other SaaS CRM solutions including
Salesforce.com, are built on a multi - tenant SaaS data model. This means that all customers
share the same underlying database. Todays databases such as MySQL are designed for
cloud computing and are inexpensive to run in a massive horizontally scaled architecture like
Sugar CRM.
Customizations
SugarCRM has more robust customization utilities than Salesforce.com. Sugar administrators
have access to Sugar Studio, Sugar Logic and Module Builder, simple GUIs to create custom
fields, screen and modules to meet specific business needs. Sugar customers dont have to be
programmers to make customizations.
With Salesforce .com, complex customizations are more expensive and more difficult to
make, resulting in a large hidden increase in total cost of ownership.
Users of SugarCRM
Sugar supports a variety of functions within an organization. The table below describes
several business functions and how Sugar enables their productivity
Business
Function Description
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Sales
Sales Representatives use Sugar to automate their sales
activities, including contacts, opportunities, accounts,
pipeline management, and forecasting.
Marketing
Marketing Representatives use Sugar to target prospects,
manage prospect lists, develop campaigns, and monitor the
results of marketing activities.
Customer
Service
Customer Service Representatives use Sugar to manage
customer cases, report product problems, and measure
customer satisfaction.
Management
Management uses Sugar to analyze how the business is
performing across all customer-facing activities.
Key Benefits:
Affordability- This solution can be a great fit for budget conscience organizations
capable of investing additional time in their CRM product.
Open source customization- A commercial open source solution capable of on-
demand, individual control (this may be a major positive or a complete turn off
depending upon your tolerance for open source business applications solutions).
Good program- Available source code, good documentation, training programs and
a relatively active community provide the hallmarks for a successful open source
effort.
IP socialism- A collaboration of community participants and free of vendor lock-in
Few Concerns:
Open source-While open source acceptance has grown, it is far from commonly
accepted among business applications champions. Perhaps more important, one of
the core tenants of the SaaS value proposition is to reduce or eliminate the in-
house IT resources needed to support business systems - not hire additional
programmers in order to go into the software customization business.
Small business (only) solution.
Poor reporting-Pipelines, forecasts and reporting in general are very poor.
Missing or limited system administration tools - such as account merges, mass
modifications, flexible security models.
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Comparison of Sugar CRM with other
SAAS based CRM solutions
CRM_softwares_com
parison.xlsx
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Why do companies need CRM systems?
Companies in any industry mainly survive on the demand for their products/services, which
is implicitly dependent on the customer needs. The size, potential, attractiveness and growth
opportunities that exist within a segment of the market determines the level of competition in
such an industry. When the market segment matures and the competition is intense, all the
companies in that specific industry vie for the same set of customers. In such a case, the
companies/organisations are at the discretion of thecustomer, whoever he/she decides would
cater to their needs in a best possible way. The companies also began to realize that it was
three times more expensive to attract new customers than retaining existing customers. All of
this resulted in the breakthrough phenomenon called 'Customer Relationship Management'.
Apart from the customers and competition, there are other factors which influence in
companies adopting CRM systems. They can be described as below:
External:
o Maturity of IT
o Competition
o System Provider's expertise
o Customer demand
Internal
o Top Managers' support
o Innovation acceptance ability
o System Management ability
o Organization Flexibility
o Organization Strategy
Objective
o Company Size
o Type of Industry
The above mentioned factors play a vital role indetermining whether an organization should
move towards adopting CRM systems or not.
The inherent advantages that accompany CRM solutions also plays a major role in their
adoption.
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Advantages of CRM
Advantages to sales people Proponents claim that sales force automation systems can
improve the productivity of sales personnel. Here are some examples:
Rather than write-out sales orders, reports, activity reports, and/or call sheets, sales
people can fill-in prepared e-forms. This saves time.
Rather than printing out reports and taking them to the sales manager, sales people
can use the company intranet to transmit the information. This saves time.
Rather than waiting for paper based product inventory data, sales prospect lists, and
sales support information, they will have access to the information when they need it.
This could be useful in the field when answering prospects questions and objections.
The additional tools could help improve sales staff morale if they reduce the amount
of record keeping and/or increase the rate of closing. This could contribute to a
virtuous spiral of beneficial and cumulative effects.
These sales force systems can be used as an effective and efficient training device.
They provide sales staff with product information and salestechnique training without
them having to waste time at seminars.
Better communication and co-operation between sales personnel facilitates successful
team selling.
More and better qualified sales leads could be automatically generated by the
software.
This technology increases the sales persons ratio of selling time to non-selling time.
Non-selling time includes activities like report writing, travel time, internal meetings,
training, and seminars.
Advantages to the sales manager
Sales force automation systems can also affect sales management. Here are some examples:
The sales manager, rather than gathering all the call sheets from various sales people
and tabulating the results, will have the results automatically presented in easy to
understand tables, charts, or graphs. This saves time for the manager.
Activity reports, information requests, orders booked, and other sales information will
be sent to the sales manager more frequently, allowing him/her to respond more
directly with advice, product in-stock verifications, and price discount authorizations.
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This gives management more hands-on control of the sales process if they wish to use
it.
The sales manager can configure the system so as to automatically analyze the
information using sophisticated statistical techniques, and present the results in a user-
friendly way. This gives the sales manager information that is more useful
information
Providing current and useful sales support materials to their sales staff
Providing marketing research data : demographic, psychographic, behavioural,
product acceptance, product problems, detecting trends
Providing market research data : industry dynamics, new competitors, new products
from competitors, new promotional campaigns from competitors, macro-
environmental scanning, detecting trends
Co-ordinate with other parts of the firm, particularly marketing, production, and
finance
Identifying your most profitable customers, and your problem customers
Tracking the productivity of their sales force by combining a number of performance
measures such as : revenue per sales person, revenue per territory, margin by , margin
by customer segment, margin by customer, number of calls per day, time spent per
contact, revenue per call, cost per call, entertainment cost per call, ratio of orders to
calls, revenue as a percentage of sales quota, number of new customers per period,
number of lost customers per period, cost of customer acquisition as a percentage of
expected lifetime value of customer, percentage of goods returned, number of
customer complaints, and number of overdue accounts. More complex models like the
PAIRS model (by Parasuraman and Day) and the Call Plan model (by Lodish) can
also be used.
Advantages to the marketing manager
It is also claimed to be useful for the marketing manager. It gives the marketing manager
information that is useful in :
Understanding the economic structure of your industry
Identifying segments within your market
Identifying your target market
Identifying your best customers in place
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Doing marketing research to develop profiles (demographic, psychographic, and
behavioural) of your core customers
Understanding your competitors and their products
Developing new products
Establishing environmental scanning mechanisms to detect opportunities and threats
Understanding your company's strengths and weaknesses
Auditing your customers' experience of your brand in full\
Developing marketing strategies for each of your products using the marketing mix
variables of price, product, distribution, and promotion
Coordinating the sales function with other parts of the promotional mix (such as
advertising, sales promotion, public relations, and publicity)
Creating a sustainable competitive advantage
Understanding where you want your brands to be in the future, and providing an
empirical basis for writing marketing plans on a regular basis to help you get there
Providing input into feedback systems to help you monitor and adjust the process
Strategic advantages
Sales force automation systems can also create competitive advantage. Here are some
examples:
As mentioned above, productivity will increase. Sales staff will use their time more
efficiently and more effectively. The sales manager will also become more efficient
and more effective.(see above) This increased Productivity can create a competitive
advantage in three ways: it can reduce costs, it can increase sales revenue, and it can
increase market share.
Field sales staff will send their information more frequently. Typically information
will be sent to management after every sales call (rather than once a week). This
provides management with current information, information that they will be able to
use while it is still valuable. Management response time will be greatly reduced. The
company will become more alert and more agile.
These systems could increase customer satisfaction if they are used with wisdom. If
the information obtained and analyzed with the system is used to create a product that
matches or exceeds customer expectations, and the sales staff use the system to
service customers more expertly and diligently, then customers should be satisfied
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with the company. This will provide a competitive advantage because customer
satisfaction leads to increased customer loyalty, reduced customer acquisition costs,
reduced price elasticity of demand, and increased profit margins.
Marketing
Marketing sub module primarily deals with providing functionalities of Long-term planning
and Short-term execution of Marketing related Activities within an organization.
Planning
Long-term Market Plans can be made and Quantitative as well as Qualitative
measures (targets) can be set for a defined period and for different product groups,
geographies etc. These are then monitored based on the actual performance
throughout the defined period.
Campaign management
Short-Term execution includes running Marketing campaigns via different
communication channels targeting a predefined group of potential buyers with a
specific message referring to a product or a group of products.
Lead management
One key objective of the Marketing function is to generate sales related leads, which
finally get converted into Sales Revenues for the company. Marketing campaigns with
the specific objective of generating leads (Prospective customers who may be
interested in a product). Lead management deals with processing these Leads,
carrying out a sanity check, evaluating the genuineness of the information (Since,
there is a lot of information that is gathered during Marketing Campaigns it becomes
necessary to screen these leads), and finally converting them to Hot Leads or Cold
Leads.
Sales
Sales functionalities are focused on helping the Sales team to execute and manage the
presales process better and in an organized manner. Sales team is responsible for
regularly capturing key customer interactions, any leads or opportunities they are
working on etc, in CRM system. The system helps by processing this data, monitoring
against the targets and proactively alerting the sales person with recommended further
actions based on company's sales policy.
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Opportunity management
Opportunities help the sales team by organizing all the relevant data regarding a
prospective deal into one place. It is characterized by the details such as Prospective
customer, expected budget, total spending, products interested in, expected closing
date, key players in the deal and their key characteristics, important dates and
milestones, etc.
The opportunity has several phases, e.g. initiation, identification, qualification, RFP
received, quotation sent, final stage, won or lost. Of course these phases can be
defined based on individual company needs.
A CRM system helps in each phase by "guiding" the sales representative to carry out
certain suggested activities as defined by the company's sales policy. It creates
reminders and planned activities within the system. For example, if the opportunity
has reached "RFP received" stage, and the deal size is more than, say, US$50,000, the
system can prompt the representative to hold a review discussion with a senior
manager. This is often referred as Guided Sales Methodology. Opportunities can be
directly converted into quotations or sales orders.
Quotation and sales order management
Opportunities can be converted to a quotation, and hence to a Sales order when the customer
is won over(sales closure). Standard features of creating a "linked" Quotation or sales order
from opportunities are provided. These Sales orders then flow to the Back-End (ERP) system
for further execution and Delivery.
Activity management
Activities represent various Sales or Service related interactions with the customer (meetings,
discussions, telephone calls, emails). Activity management provides a platform to consolidate
all the interactions with customer into a single platform, helping to build a 360 degree view
of customer. Activities can be synchronized to Microsoft Outlook/Lotus Notes Calendar
items (Meetings and Tasks).
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Service
Service related functionalities are focused on effectively managing the customer service
(Planned or Unplanned), avoid "leakage" of Warranty based services, avoid "Penalties"
arising due to Non conformity of SLA (Service Level Agreements), and provide first and
second Level support to Customers.
Several functionalities are:
Service Order Management
Service Contract Management
Planned Services management
Warranty Management
Installed Base (Equipment) Management
SLA Management
Resource Planning and Scheduling
Knowledge Management (FAQs, How to guides)
Call Center Support
Resource Planning and Workforce Management
Channels of communication
It is also important to mention here that a CRM system is capable of executing all the three
sub modules via multiple communication Channels. These channels can be:
Direct
Online (Internet)
Call Center (via Phone/FAX/Email etc)
Based on analysis of above factors, if organizations decide to implement CRM systems, it
inadvertently results in either success or failure based on the organization's compatibility of
the CRM solution. We would try and look at some of the success stories and implementation
failures and try and derive factors which are responsible for the same, respectively.
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Salesforce.com at Su-Kam India
Salesforce.com gives Indias premier power backup solutions provider Su-Kam the power to
manage customers more effectively in the cloud.
Challenge
No single, consistent process in place across all of customer service agents to
efficiently handle complex information-based customer interactions
Requirement to provide contextual information to call centre agents during live
customer calls
Month end reporting was a painstaking and time consuming process
Traditional CRM systems not an option due to huge upfront costs and a need for
infrastructure changes
Solution
Su-Kamimplemented Salesforce CRM for the Service Heads within its 33 service centres
around India to introduce a single, company-wide solution for managing and tracking
customer data. Salesforce.com partner Lister Technologies carried out the installation,
integrating the companys existing call centre application and Oracle ERP system. Salesforce
CRM went live in J anuary 2009.
Results
Su-Kam users have access to the same real-time data updates in the cloud from any
location at any time
Task of monthly reporting reduced from a full days work to a matter of minutes
Su-Kam has an in-depth view into the productivity of individual users, to ensure
targets are met
Customer enquiries captured through the website, by phone and by email
automatically routed to the appropriate agent and tracked through the service centre
without ever getting lost in the system or forgotten
Escalation rules ensure that Su-Kam is able to address customer complaints
effectively.
Salesforce.coms intuitive solutions call for minimal formal training for users Su-
Kam employees completed basic training within two to three days workshop
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Zoho CRM and JetHub:
About JetHub
J etHub is a worldwide, on-demand charter service that offers private flights to more than
7,000 airports in the United States and abroad. The company utilizes the best aircraft
operators, giving its clients access to the private jets they desire. J etHubs executive team is
dedicated to providing its clients the experience in private jet charter service that has been
missing in the aviation industry. The J etHub team continuously evaluates the level of service
they provide to their clients, making sure the client experience is beyond their expectation.
Challenge
J etHub needed a better way to manage its customer information. The company had been
managing some of its customer information with an industry-based, online quoting system.
However, the quoting system was wide open to anybody with access to the system, leaving
J etHub sales reps with no way to protect or secure their customer lists.
The other challenge was finding a way to support the distributed workforce that makes up the
J etHub team. While the company is headquartered in Scottsdale, Arizona, its seven
employees are spread across the country.
There are only three of us in the same state, and we still all work remotely. We dont have
an office we go to. This is a completely virtual company, said Kevin Lippert, president of
J etHub. I had to find a cloud-based system that would support our distributed workforce and
help me protect my employees information their client information so access could be
restricted to authorized users.
Solution
In selecting an online CRM solution, Lippert relied on third-party experts for guidance when
evaluating and selecting an online CRM solution. Ultimately, J etHub selected Zoho CRM
due to its functionality, ease of use and customization, and price.
I did not have any formal experience with a CRM system. Im a newbie, said Lippert.
Zoho CRM had everything I needed. And I like that we could customize it on our own
forms, layouts and labels, and all that was easy for us to customize, without any technical
knowledge per se. And the price is very competitive.
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Lippert values the security levels that are built into Zoho CRM, which let J etHub easily grant
or deny users access to any of its customer data. J etHub also integrated the industry quoting
function into its Zoho CRM installation, customizing Zoho CRM to mimic the same industry-
specific form layout presented by the quoting system. As a result, J etHub was able to cancel
the online quoting service and pocket the savings.
Finally, Lippert has gone from CRM newbie to CRM administrator and now manages the
companys use of Zoho CRM. In that capacity, Lippert notes the advantage of Zoho CRM
integration with Google Apps. A big reason we went with Zoho was because were a Google
Apps customer. We use a lot of tasks and events in Zoho CRM, and we post those events to
our Google calendar. And weve set up mail integration, so the emails we send from Google
Apps, we have them in Zoho and vice versa.
Result
With Zoho CRM, we now have complete visibility of our clients and client interactions,
said Lippert. We also have an easy way to follow up on the leads we get from our website.
Zoho CRM lets us disperse those leads to our team, and weve set up some automated
processes, alerts and tasks to make sure that we give our customers the best possible service
and support.
Meanwhile, the security advantages of Zoho CRM translate to thousands of dollars. My
sales reps are independent contractors, often with their own client list, said Lippert. Being
able to secure access to that information could easily save us thousands in business that could
otherwise walk out the door in the event of a databreach.
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SugarCRM at TechLive Connect India:
About TechLiveConnect
With locations in Gurgaon, San Diego, CA and Singapore, TechLiveConnect (TLC) provides
advanced, remote technology support to consumers and small businesses. Through a team of
highly qualified live experts and its proprietary Consumer Managed Services Platform
(CMSP) cloud platform, TLC excels at delighting its customers. TCL team has the rich
experience of 9 years in delivering digital support solutions and has serviced more than
200,000 customers.
Business Challenges
The TechLiveConnect (TLC) remote tech support service provides advanced, remote
technology support to consumers and small businesses. Through a team of highly qualified
live experts and its proprietary consumer managed service provider (CMSP) cloud platform,
TLC consistently delivers satisfied consumers and channel partners. With call centre volume
quickly growing from 500 to 3,000 calls per day, TLCs remote technicians and managers
often struggled when trying to match a customer with its channel partner.
At times, customers were put on hold while agents searched through Excel spreadsheets to
find partner information. TLC realized this manual process was inefficient and unsustainable
at high call volumes. The company also knew that it was wasting billable agent time on
customers who were delinquent. TLC wanted a system that would consistently reduce call
wait time regardless of call volume, track customer payment history, and enable customer
surveys on agent performance.
Business Benefits
TLCs Sugar solution has delivered significant time-savings across all TLC call centre
operations. With an average of 18,000 calls per week, phone agents save 6,000 minutes (100
hours) per week using Sugar to match partners with customers. Bheas integration of Sugar
with a third-party payment gateway saves agents an additional 100 hours every week by
automatically creating contact records based on a customers email address and linking that
record to the proper partner.
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TLCs Blacklist module saves agents 30 minutes in wasted support time for every non-paying
customer on the list, which currently numbers 200.In addition, many of the modules
developed by Bhea automate certain agent functions with custom workflows. For example,
when the status of a support case changes, the change triggers an email alert to the customer.
This reduces the volume of follow-up phone inquiries, which average three minutes per call,
and saves agents 10 hours per week managing its average weekly case load.
Bhea also created more than 80 custom reports to support TLCs management team.With
Sugar, we are a much more efficient operation and we have the information we need at our
fingertips, concludes Siddharth Thakur, Chief Technology Officer, TechLiveConnect. Now
we have a platform that can scale to accommodate our rapid growth.
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23
CRM Failures:
CIGNA Healthcare
In J anuary 2002, Philadelphia-based CIGNA HealthCare migrated 3.5 million of its members
to new claims processing and customer service processes and systems.6 The broad-based $1
billion initiative included CRM and overhaul of its legacy technology infrastructure. Benefits
did not materialize as planned and resulting impacts on customer service caused the nations
fourth largest insurer to lose 6 percent of its health-care membership in 2002.
CIGNA wanted integrated processes and systems for enrolment, eligibility, and claims
processing so that customers would get one bill, medical claims could be processed faster and
more efficiently, and customer service reps would have a single unified view of members.
This meant consolidating complex back-end processes and systems for claims processing and
billing, and integrating them with new CRM applications on the front-end. The project
required complex technical work and an overhaul of the way business processes work
together between front and back office as well as an overhaul of customer service staffing
levels and skills. In addition, new processes and applications were designed to allow
members to enroll, check the status of their claims and benefits, and choose from different
health-plan offeringsall online.
There are several reasons why CIGNA was under considerable pressure to make these
changes. First, along with other insurers such as Aetna and Humana, they were being sued by
thousands of doctors about payment delays. They were also being accused of deliberately
rejecting or delaying payments to save money.(CIGNA recently settled most of the doctors
lawsuits by pledging faster and more accurate claims processing with the new integrated
platformsand promising to pay millions to physicians in compensation.)
In 2001, Georgias insurance commissioner found serious issues with CIGNAs claims
processing system and it was fined by the state of Georgia. CIGNA signed a consent order
pledging to reform its claims processing system.
Also, during sales cycles, CIGNA had promised large employee accounts that it would have
revamped systems for improving customer service up and running by early 2002. Finally, the
company had reported disappointing second quarter results in 2001 and was under pressure to
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24
cut costs. Although some selective hiring of staff was planned in order to alter the firms
skills mix, the goal was a net reduction of staff by 2,000 people through layoffs. At first,
CIGNA conducted small scale migrations, moving its members in small groups of
approximately 10,000 people at a time.
During this time, problems were limited and manageable. At the same time, the customer
service areas were being revamped in anticipation of the newfangled systems. Huge gains in
claims processing and customer service efficiency were expected, and the company started
laying off reps as part of a consolidation of service centres. In 2002, the company terminated
3,100 employees and spent $33 million in severance payments. CIGNA also invested $32
million in the new regional service centres.
At this point, in J anuary 2002, with members renewing and new members lining up, the
company performed a mass migration to the new infrastructure. Serious problems emerged
immediately. Members had trouble obtaining, confirming, and inquiring about coverage.
Employees at one member company effectively lost coverage due to membership data
problems. Member ID cards were issued with incorrect numbers and prescription icons. Some
people could not get their prescriptions filled at drugstores. As a result, a flurry of inquiries
put CIGNAs new customer service operation to the test. But lower staff levels left the
centres short-handed. Customers who phoned were put on hold, and when they did get
through, some of the new reps struggled to navigate the new systems.
In addition, data from back-end systems did not show up properly in the customer service
systems, making it difficult for reps to fully understand the customers situation. In the rush
to go live, the systems ability to handle claims and service from front to back and in large
volumes was not adequately tested. Problems in one area cascaded into others; staffing levels
were inadequate, and staff were improperly prepared. Rather thanrealize that benefits would
come over time as the company became used to new processes and systems, they expected
them the day the switches were flipped.
Given this experience, CIGNA has now slowed down the pace of migration and solidified the
processes, systems, and staffing. It also has improved testing practices. By mid-2002, CIGNA
was moving new members without major problems. In J anuary 2003, it successfully
performed a significant migration of 700,000 members. It also successfully launched
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25
www.MyCIGNA.com, a website for members to look up their benefits, select health plans,
check claim status, search for health information, and communicate with nurses online.
Now that the problems have been handled, the company is processing medical claims more
efficiently and servicing customers better than in the past. Some of the initiatives original
goals have now been achieved. The elimination of duplication in claims processing and
billing, as well as other benefits, have allowed the company to streamline its sales force and
medical management team. However, the price tag for the project has exceeded the $1 billion
planned and significant damage was done to the companys reputation and its financial
performance.
Hershey:
Candy producers record 40 percent of their annual sales between October and December.
Halloween, the biggest candy-consuming holiday, accounts for about $2 billion in sales. For a
candy producer, missing Halloween is like a toy company missing Christmas. Unfortunately,
in 1999, thats just what happened to Hershey, the nations largest candy maker.8 J ust before
the big candy season, shelves at warehouses and retailers lay empty of treats such as Hershey
bars, Reeses Peanut Butter Cups, Kisses, Kit-Kats, and Rolos. Though inventory was
plentiful, orders had not arrived and distributors could not fully supply their retailers.
Hershey announced in September that it would miss its third quarter earnings forecasts due
to problems with new customer order and delivery systems that had been recently rolled out.
The new enterprise resource planning (ERP) and CRM processes and technology
implemented earlier in the year had affected Hersheys ability to take orders and deliver
product. The $112 million system aimed to modernize business practices and provide front-
to-back automation from order-taking to truck-loading, but Hershey lost market share as
problems allowed rivals to benefit during the season. Mars and Nestl both reported unusual
spurts of late orders as the Halloween season grew nearer.
The most frustrating aspect of the situation is that Hershey had plenty of candy on hand to fill
all its orders. It just couldnt deliver the orders to customers. By December 1999, the
company announced it would miss already lowered earnings targets. It stated that lower
demand in the last few months of the year was in part a consequence of the earlier fulfilment
SUGAR CRM
26
and service issues. Hershey had embarked on the project in 1996 to better coordinate
deliveries with its retailers, allowing it to keep its inventory costs under control.
The company also needed to address Y2K problems with its legacy systems. CRM, ERP, and
supply chain management systems were implemented, along with 5,000 personal computers
and a complex network of servers. The intention was to integrate these software and
hardware components in order to let the 1,200-person sales force shepherd orders step-by-
step through the distribution process. Sales could also better coordinate with other
departments to handle every issue from order placement to final delivery. The system was
also designed to help Hershey measure promotional campaigns and set prices, plus help run
the companys accounting operations, track ingredients, and schedule production and truck
loading.
Hershey realized that the business process changes involved with such a transformation were
highly intricate. However, despite the size and complexity of the undertaking, the firm
decided on an aggressive implementation plan that entailed a large piece of the new
infrastructure going live at the same time.
Unfortunately, the project ran behind schedule and wasnt ready until J uly 1999 when the
Halloween orders had already begun to come in. Problems in getting customer orders into the
system and transmitting the correct details of those orders to warehouses for shipping began
immediately. By August, the company was 15 days behind in filling orders, and in
September, order turnaround time was twice as long as usual. In recent years, Hershey sales
growth had exceeded its rivals, and the company was expecting 4 to 6 percent growth that
year. However, sales instead slipped and the company admitted that problems with the new
system alone had reduced sales by $100 million during the period.
In the past few years, other companies have experienced similar CRM-related problems. For
example, printer manufacturer Lexmark abandoned a CRM initiative in 2002 and announced
that it would take a charge of $15.8 million.9 Similarly, Agilent Technologies blamed its
quarterly profit shortfall in August 2002 on problems installing a new company-wide
software system.10 Separately, Carsdirect.com estimated in a lawsuit that it suffered $50
million in operating losses due its inability to adequately meet customer demand after
installing customer-tracking tools.
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Implications of CRM Failure:
The cost of CRM failure is dramatic and can take its toll in many areas of the business. The
following summarizes the typical impacts by category:
Financial Performance
Market share and operating losses
Failure to achieve a return on investments
Budget overruns
High post-implementation running costs
Customer Service Quality
Customer confusion, frustration, and dissatisfaction
Lower service levels
Slower time to market
Negative brand perception
Sales Effectiveness
Lower sales force productivity
Increased sales force cynicism toward new systems
Increased sales force turnover
Cultural Impacts
Low morale within IT and affected departments
Growing cultural cynicism within the company toward adopting business change
Company-wide loss of confidence in its ability to enact change
Lost jobs in the executive suite
Propensity for companies to become overly conservative with regard to investments
in strategic initiatives. This leads to dampened innovation, a failure to strengthen
advantages, and deferring the update of aging processes and infrastructure
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Reasons why CRM fail
Available literature on the reasons for failure of CRM solutions points to the following:
Poor objective setting: These failures relate to the overall aims of the initiative. In many
ways, these are the most common cause of CRM failures, as poorly defined goals complicate
downstream efforts and undermine end results.
Lack of senior leadership: In many organizations, top management is either not engaged at
all, loses interest once the initial high-level decisions have been made, or doesnt focus long
enough to ensure successful post-implementation operation. These kinds of leadership
shortfalls sound the death knell for CRM initiatives.
Inadequate planning and scope setting: After objectives have been set, firms often stumble
at the critical planning stage. Attempting too much, not addressing vital changes to business
processes, and not removing organizational roadblocks are typical failings.
Implementation missteps: Even well-planned CRM implementations are complex and
myriad issues and problems can ensue. Many are common to the complexities of managing
any major initiative, including following aproven methodology, risk analysis and mitigation,
scope creep, and sound schedule and budget management.
Lack of change management: CRM initiatives significantly impact jobs, roles, skills, and
the daily routine of an organization, and are often disruptive and initially unpopular among
the rank and file. The people aspects of large initiatives are often the most challenging part,
with politics and organizational conflicts being the norm in CRM initiatives.
Inadequate post-implementation operation: CRM is an ongoing process not an event. It
must be carefully managed over time, even after a successful rollout. Even if excellent user
adoption is at first achieved, success will fade if CRM is not nurtured. The results of new
approaches and tool usage must be tracked and reviewed regularly by management. Hence,
care should be taken to overcome the hindrances and attain successful implementation.
Framework for Successful CRM
Implementation
Mohammad H A Tafti from the Hofstra University, in his paper lists fact
meticulously planned results in a successful implementation. The following diagram
illustrates the factors and its implications on the implementation success.
Table1elucidates the framework, which can be followed to achieve a successful CRM
implementation in any organization.
SUGAR CRM
amework for Successful CRM
Implementation
Mohammad H A Tafti from the Hofstra University, in his paper lists factors which when
meticulously planned results in a successful implementation. The following diagram
illustrates the factors and its implications on the implementation success.
Figure 2
elucidates the framework, which can be followed to achieve a successful CRM
implementation in any organization.
SUGAR CRM
29
ors which when
meticulously planned results in a successful implementation. The following diagram
elucidates the framework, which can be followed to achieve a successful CRM
SUGAR CRM
30
Strategic Planning
Change
Management
Technology Project Management
It is necessary for the
business
to have a clear
understanding
of the make-up, wants
and
needs of its customer
base
Investigate if the
company
accepts change well
The organization must
conduct
a thorough vendor and
tool
interview and selection
process
Adequate funding must be
allocated for project
planning
and implementation
The business must have
a
vision of where it and
its
customer base will be
in 5-10
years
Management must
confront
change
IT alternatives must be
discussed and weighed
An appropriate pilot
program must be chosen
The business must
know &
understand its most
business
critical data
Project decisions
must be
made with relatively
little
political input
The CRM solution must be
compatible with the size
(i.e. in
terms of operational
volume)
of the company
The Project team has an
appropriate make-up of
business
experts and IT professionals
The business must have
determined precise
measures
of the business critical
data for
gauging success
Strong Executive
leadership
must be evident on
the
project
The system must be easy
to
use, have a high level of
responsiveness
The Project Team must
demonstrate a sound
understanding of the
necessary
CRM data and process
The business
comprehends the
benefits CRM can bring
to the
organization
CRM initiative must
be
prioritized within the
company
The most appropriate tool
of all
reviewed must selected
The project team must
demonstrate a
commitment to
data quality
The business
understands how
CRM related technology
could
be used to achieve the
business's ends
Change Management
methodology
suitable for
the company is
planned and
implemented
The selection process
should
maximize availability,
scalability, manageability
and
security of the system
A suitable methodology for
implementing CRM must be
implemented
The business has
defined the
project initiative using
best
practices
A suitable training
program
is planned for the
organization
A plan that contains aspects
of
an IT project, yet also
closely
follows the steps of a
Marketing
Project methodology
The business has
defined
define the project
initiative
before reviewing IT
options
The company makes
changes in the
method of
determining
compensation
for its employees
Table 1
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SugarCRM Integration
In Order of Companies to use Social CRM it is necessary to integrate CRM across the whole
organisation. Hence it is vital for SugarCRM to be able to integrate with the companies ERP
solutions in order to be accessible across the organisation.
The Integration Challenge:
Generally, ERP and CRM systems tend to remain siloed as their contrasting architectures
make it difficult to streamline integration. Most of the company attempt to create seamless
connectivity between the two by turning to custom point-to-point integration. This method is,
expensive, fragile and also difficult to maintain. With point-to-point connections, there is a
need for the developer to manage connectivity and simultaneously implement changes. These
changes impact the entire system letting a large scope for errors. Hence , point-to-point
integrations deliver a short-term solution and can become overly complicated as businesses
grows.
Swivel Chair data entry is another method that the company may resort to . This method
requires an individual to manually retrieve data from one system and enter it into another.
Such a procedure is error-prone and takes an extensive amount of time and human resources.
Some businesses simplify the task by employing data loaders such as Dataloader.io for
Salesforce.com. When working with CRM systems offered by a vendor other than
Salesforce.com, however, a different solution is required.
With two different systems unable to communicate with one another, it becomes nearly
impossible to track all customer interactions and obtain information through one interface.
Sales reps spend time jumping between applications to create a 360 degree view of their
customers, slowing down sales processes.
As a lack of integration creates an inefficient workspace, businesses need a robust CRM and
ERP integration solutionin order to streamline their business processes.
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Advantages of Integration of SugarCRM with ERP Solutions:
1. There is a huge Saving per user CRM license cost
2. The duplicity of effort in maintaining master data can be prevented
3. Enables the organisation to have a lean CRM system which can call SAP for checks and
business logic.
4. Provides a better clarity in defining roles and authorization structure based on
organizational unit.
5. Provides an intuitive user interface and rich analytic feature
Mechanisms for Integration Available in SugarCRM:-
Logic Hooks: There are different types of events in Sugar. You can add a logic hook
which will be called whenever these events happen (reading data from SugarDB,
changing values, etc.). You can put in that methods whatever you like to do: contact
another system's database or a another system directly etc.
WebServices (SOAP/REST): the other system can call the web services from Sugar
to read data or change values etc.
Scheduler: you can add scheduler jobs that look for files stored by other systems to
be imported, etc.
Features of SugarCRM integration:-
1. Automatic import: Users will be able to import the converted (won) opportunities
from their CRM to the ERP with one click, hence rendering the manual method of
transferring the knowledge unnecessary. Users may schedule the import method as
per their convenience.
2. No Duplication: One individual task is madefor everyrecord to import in Tryton for
accounts ,opportunities, documents and contacts soreducing knowledgeredundancy.
3. Fully Tested the combination module is scrutinized by unit check cases that check
the practicality of mercantilismopportunities, connected accounts and contacts. The
testing ensures that the module behaviour is predictable and active development
doesn't hinder the operatingoptions.
4. Efficient import mapping: The import methodis enforcedwith extreme effectuality
avoiding knowledgecorruption. each detail, like address, contact details and hooked
updocuments is mapped accurately to the foreignchance.
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5. Track rate of conversion: Users will track the speed of conversion of leads into
opportunities with the help of this integration module, serving to them to organise
higher.
Examples:
Address Book Integration: Customer contact information is required information in both
SugarCRM and your ERP System. Business rules regarding synchronization of address book
information between SugarCRM and ERP systems constitutes an important decision for IT
departments to make in coordination with their various line-of-business users and leaders. In
SugarCRM the key table is sugarcrm.contacts and in a system like J D Edwards it is F10101.
Other SugarCRM tables to consider are users, prospects, leads, and accounts. Special
attention needs to be paid to deduplication, disambiguation, and address correction,
appending and related matters. For this purpose, you may want to also incorporate a data
append API such as that from TowerDatainto your Magic xpi integration flow. In addition,
tables such as sugarcrm.email_addr_bean_rel will define parent connections to contacts, etc.
Credit & Collections Information :Sales, service, credit and collection processes all
influence one another and affect customers in a variety of interrelated ways. Sales
opportunity qualification, pipeline and forecast ratings in SugarCRM can all be affected by
credit and collections status maintained in your ERP system. Credit decisions and collections
practices may be influenced by service histories and open issues as well. The urgency and
priority of service and support activity may also be influenced by the outstanding debt or the
opportunity pipeline related to particular account. Only with integration and visibility of
information can this data properly influence these interrelated business processes.
Notifications, alerts and escalations will need to cross traditional departmental lines in many
instances bridging SugarCRM and your ERP. SugarCRM custom fields can be used for this
purpose or you can allocate the meaning of an account field like rating for this purpose.
Another approach is to simply log credit status into the activity history on a specified day
each month and payments as they occur, or something like that.
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eCommerce Transaction Synchronization: With online web and ecommerce business
transactions of various types, both SugarCRM and your ERP system are often not the
repository of the relevant information. Systems like Magento, VirtueMart, PrestaShop,
ZenCart, osCommerce, OpenCart, Volusion, Interspire, Yahoo! Stores, Shopify, IBM
WebSphere Commerce, Shopatron, WebJ aguar, etc. Only through business process
integration can one be sure that eCommerce information is aligned with the mainstream
business processes in a way that allows needed information access and visibility.
Pricing Systems: SugarCRM and ERP integration around pricing information can range
from straightforward to complex. When commodity based pricing, complex configurations,
labor estimates, and other variable factors enter into price determinations, the prices will need
to be accurately accessed and used by both your ERP system and SugarCRM. Business rules
around pricing may be managed by the advanced pricing module in systems likeJ D
Edwardsand simply shared with the SugarCRM sugarcrm.products tableusing Magic xpi
integration flows. This SugarCRM table has fields for price, cost, discount, pricing formula,
pricing factor, book value, etc.
Product Catalogs: Similarly, product catalog integration and synchronization of master item
data can be complex and will use the same sugarcrm.products table. Related tables include:
product_product; documents_products; contracts_products; products_audit;
projects_products; product_product; product_types; product_categories; and
product_bundle_product. In many businesses, product catalog data comes from avariety of
sources (CRM, ERP, Product Configurator, Product Lifecycle Management (PLM) system,
etc.). Management of the product catalog data and metadata becomes complex and the data
architect and business analyst can use Magic xpi to automate decisions made about
redundancy rules, information latency, data validation, source priority, etc.
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Quote-to-Order Conversion: The opportunity-to-quote and quote-to-order conversion
processes will vary from business to business. In a retail business the process may be almost
irrelevant while in a complex manufacturing business there may be multiple layers and
approval processes involved in these conversions. In most businesses using SugarCRM, the
process will need to span both SugarCRM and your ERP system upon receipt of the order or
at some other appropriate trigger point. The Magic xpi Business Process Editor can be
particularly helpful in illustrating these business processes so that IT analysts can gain
process buy-in from business decision makers before finalizing the specifics of individual
business process flows. As with all of the examples discussed here, the Magic xpi Integration
Flow Editor can call Sugar CRM Web Services to read and update either a single entry or
multiple entries. An event in the ERP system (such as an order) can be monitored by Magic
xpi to update the SugarCRM sugarcrm.quotes table fields such as date_quote_closed and
order_stage as needed. Conversely, a closed quote in the CRM system can be used to trigger
the actual order in the ERP system. To accomplish this, Master Item Data for products and
prices needs to be closely synchronized between systems as well.
Sales Compensation: In SugarCRM, commission calculations require customization, usually
at the opportunities level. So sales compensation is another area frequently requiring
SugarCRM to ERP system integration and processes. Many of the most logical methods of
sales compensation require validated data from both CRM and ERP systems in order to make
their calculations. The approved compensation amounts calculated then need to be recorded
within the various systems involved as well. Some third-party sales compensations may be
partially or fully integrated with the CRM system but effective ERP integration is less
common. By pulling data from both ERP and CRM systems, sales compensation analysis and
methods can use sophisticated techniques based on the actual conversion ratios and sales
achievements reached by the salesperson. Automated integration and orchestration of these
processes and the exceptions to them is essential if sales compensation is to be accomplished
in a way that is not burdensome to IT, sales, HR and accounting professionals.
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Conclusion
The CRM market is consolidating around three main large players: Microsoft, Oracle, and
salesforce.com. Oracle and Microsoft offer a complete end-to-end solution of hardware,
middleware, and software, which has demonstrable total cost of ownership benefits.
Salesforce offers similar benefits using its cloud model. SugarCRM, by aligning with IBM, is
also leveraging these efficiencies. Even though its a small company (about 250 employees),
expect to see SugarCRM (with the help of IBM) start to surface in larger deals in which the
Big Three players are competing.
References
1. http://www.irma-international.org/viewtitle/31903/
2. http://ijebm.ie.nthu.edu.tw/IJ EBM_Web/IJ EBM_static/Paper-V4_N5/A07-05_4.pdf
3. http://media.techtarget.com/searchCRM/downloads/CRMUnpluggedch2.pdf
4. http://www.diva-portal.org/smash/get/diva2:428076/FULLTEXT01.pdf
5. http://shrike.depaul.edu/~jbuttime/docs/UseCaseStudy.pdf
6. http://www.uni-obuda.hu/journal/Mishra_Mishra_20.pdf
7. http://www.mulesoft.com/resources/esb/crm-erp-integration
8. http://forums.sugarcrm.com/f6/integrating-sugarcrm-erp-system-76982/
9. http://blog.magicsoftware.com/2013/12/sugarcrm-erp-integration-example

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