Marcus Kirchler, Dirk Manhart, Jörg Unger

Service with SAP CRM
®

Bonn � Boston

Contents at a Glance
1 2 3 4 5 6 A B C Introduction to CRM ................................................... Service with SAP CRM – Overview of Functions ........ 19 65

Service with SAP CRM – Processes and Customizing .. 121 Critical Success Factors for CRM Projects .................. 277 Example from the Automotive Industry ..................... 329 Summary ..................................................................... 357 Operating a CRM System with ITIL ............................ 363 References ................................................................... 371 Authors ........................................................................ 373

Contents
Introduction .................................................................................. 13

1

Introduction to CRM ...................................................
1.1 Key Concepts and Control Mechanisms in Customer Relationship Management ............................................ 1.1.1 Customer Focus .................................................. 1.1.2 Customer Satisfaction ......................................... 1.1.3 Customer Retention ........................................... 1.1.4 Customer Lifecycle ............................................. 1.1.5 Control Mechanisms in CRM .............................. Service Management as Part of CRM ............................. 1.2.1 Service and Service Management ........................ 1.2.2 Service Portfolio as a Differentiation Factor ......... 1.2.3 Challenges in Service Management ..................... Software Support for CRM ............................................ 1.3.1 The Future Significance of CRM Solutions ........... 1.3.2 Benefits to Companies of Integrated CRM Systems .............................................................. Customer Relationship Management with SAP CRM ..... 1.4.1 SAP CRM Roadmap ............................................ 1.4.2 Overview of SAP CRM ........................................ Service Management with SAP CRM ............................. 1.5.1 Service Sales and Marketing ............................... 1.5.2 Service Contract Management ............................ 1.5.3 Installed Base Management ................................ 1.5.4 Customer Service and Support ............................ 1.5.5 Field Service Management .................................. 1.5.6 Depot Repair ...................................................... 1.5.7 Warranty and Claim Management ...................... 1.5.8 Service Parts Management .................................. Service with SAP CRM or SAP ERP CS – a Comparison .. 1.6.1 Service Operations ............................................. 1.6.2 Service Sales ....................................................... 1.6.3 Other Functions and Processes ...........................

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.1 Master Data ..............7.......................5.................................5.............................................3...............6 2.6........5 Communication Channels ... 2... Mobile Service .1........................................................... Summary ....1 Product Updates ....3 Functions Available Through Integration With Other SAP Components ................................. Service Order Management ..............................................1 User Interface .2............7.....................................1 Process Flow ...... 2......................... Master Data and Basic Functions ............ Complaint Processing .........5......... 61 61 64 2 Service with SAP CRM – Overview of Functions ...2 Functions in SAP CRM .................9.........9.1 UI Configuration Tool .......................1 Process Flow ............................1 Organizational Support .................................3 Follow-Up Functions ..........3... 2........... Service Resource Planning .........................2 Service Order Processing ..........................2 Special Functions .................................................... 2.................................................2 Service Quotations .............. 2.............................. Product Service Letters and Recalls ............................3.................. 2..............4 Supported Scenarios ....................8....5 2........................2 2..... 2.........................2 Component Enhancement ..................................................... 2.......................1 Process Flow ............. 2..... 65 65 65 66 66 67 67 69 70 71 72 78 80 81 83 84 86 87 88 89 90 92 93 94 96 97 98 99 104 105 106 108 2..................................1 Process Flow .........5...5... 2.................3 2.....................................................3 Service Orders .................2 Functions .............................. 2....3 Service Support Functions .. Warranty Processing ...8 2..............9.......................... 2...........................2.......................................2 Basic Functions ..................... 2................................ 2......... 2....................... 2.....................................................7 1........ Architecture of SAP CRM Systems ...........4 2...1..............7............Contents 1............................. 2.........................2 Recalls ...... 2..7 2.................................6. Service Contracts ......... 2................9 8 ......... 2....8 1......... 2.............................................. 2....4 Conclusion .....................................6.8. 2...................

..............................................1 Overview and Functionality ...........3 Softphone . 3....................6 Organizational Tools ...............2 3....................................... 3......................................10.......... 2........... 3..... Proactive Complaints Management ...................... 2.........5... 2. 3..........1 Process Display ..4 User Administration ..................2 User Role .....5 3..............................4 3. Service and Repairs Processing (In-House) .3..2 Customizing in the System ...............7 System Administration . 3..10.. 3............................... 3...........................2 Interaction Center ..10........3 3.......10......1 Organizational Plan ...................4.2............1 Process Display ......5...........5............Contents 2.......10 SAP Business Communication Management ..10................1 Process Display .....1.7. 2.......5 Routing Management ..................1..........1 Process Display .. 3........................................7 9 ....................1.............7. 3....................2 Customizing in the System .. 109 109 111 112 115 116 116 117 118 120 3 Service with SAP CRM – Processes and Customizing ............................................. 3... 3..............................10................ Service Order Management ..........................8 Monitoring and Analysis .....................................2 Customizing in the System . 3.. 3................10............. 121 121 127 135 139 147 147 151 183 183 188 190 190 194 195 196 199 218 221 221 223 226 226 228 3............................. Service Case Management .............2 Customizing in the System ....................2..............................................................1 Process Display ........................................................ Reactive Complaints Management ..........................6....11 Summary .........1........ 3.....10........1 Process Display .2 Customizing in the System ........3 Customer .........................6 3................1 Basis Customizing ......... 2... 2..................................... 121 3....4 Product .......... 2...................6..................... Service and Repairs Processing (Field Service) .............................. 3...........3 Intelligent Solution Database ......3.....4.......... 3..... 2.........2 Customizing in the System ..................................................................................... 3................. 2..................................................

.................................................8....4....... 4............. 4....8.........1 Process Display ...5................................ 4..........2 Functional Areas ..............2 Customizing in the System .........3 Ideal Change Management Procedure Model .... 4............. Critical Success Factor – Data Quality ........9 Service Contract Management ......... 3.............................................Contents 3......... 329 5............................................... 277 4............1 Introduction to Change Management ........................................................5.........1 5..10 Warranty Management ...............................2 Reasons for Change Management ..............................10...................1 Process Display ....................11 Summary .............5 4.......................2...........5... Critical Success Factor – Change Management ......5.......................1 4.......................4 Test Implementation .................................................... Summary . 329 332 332 332 10 .......... Critical Success Factor – Procedure Model .4.........4 4.............2 Integrating Address Management Software into SAP Systems ... 3..............1 Process Display .......... 5.............................4.... 3....8 Service Resource Planning .......2 Customizing in the System .3... 4........ 4.... 278 279 284 285 289 292 299 303 305 313 320 321 323 324 325 327 4...............................3 Test Preparation .................2 4..... 3............. 3...............3........... 5.......2 Customizing in the System ............................3 Data Quality Activities in the CRM Project .... Customer Interaction Center ..... 235 236 238 247 248 250 258 259 261 276 4 Critical Success Factors for CRM Projects ......3 General Success Factors . Critical Success Factor – Test Strategy ............1 Duplicate Handling in the Standard SAP System .......................1 Test Model ...1 Overview ......6 5 Example from the Automotive Industry ............................2...................9................................. 4...........9...... 4.........................2 Test Phases ....................................... 4......... 4........10.......... 3...............................................2 Fundamentals of the Automotive Industry ............................... 3............. 3..............3....... 3......

............... Recall Management ............................................................................................3....1 Customer Case/Task in Complaints Management .............3........................................... 5.......................................... 375 11 .................... 5................................................. Summary ..................3 Processing a Case/Task .......................4...........3...........5 Proactive Complaints Management ..................... 373 Index ...... 5............................4 5...................................................................................................1 Preparing for a Recall .............................................................................................. 5.....................3....................................Contents 5............ 357 Appendices ..3......................... 361 A Operating a CRM System with ITIL .......................... 5................. 5......... 363 B References .............. 5............ 336 336 337 343 344 347 348 350 351 355 356 6 Summary .......5 Complaints Management ......................................... 5....................4 Closing a Case/Task ...............4.......3 Recall Reports ....3 5.2 Conducting a Recall ...................2 Creating a Case/Task ..........................................................................4..... 371 C Authors .......

and analytical CRM.1 Key Concepts and Control Mechanisms in Customer Relationship Management Key concepts and control mechanisms in CRM To help you understand the CRM approach. In this section. 1.This chapter explains the basic business concepts underpinning CRM in the service area and provides initial insight into the functions of SAP CRM. we will begin by explaining the objectives behind CRM and a number of concepts that are frequently discussed in relation to this concept. The range of options available is illustrated by a brief introduction to the functions of this software and a comparison with the Customer Service (CS) component in SAP ERP. 19 . by SAP CRM 2007. customer satisfaction. we also explain the basic mechanisms that a company can use to control and improve customer relationship management within the individual functional areas of the CRM approach. It then focuses specifically on the role of service management as part of customer relationship management (CRM). These include customer focus. Chapter 1 closes by taking a look at the system architecture of SAP CRM. 1 Introduction to CRM This chapter begins by providing a general introduction to the concepts and control mechanisms of customer relationship management. We will then provide an overview of the customer lifecycle. in particular. strategic. namely operational. this chapter turns its attention to the ways in which CRM is supported by software solutions and. and customer retention. which plays a particularly important role in relation to a company’s service processes. After familiarizing you with these basic business principles.

however.1. A customer focus at all employee levels is often accompanied by a transformation of the corporate philosophy. process efficiency is no longer based on procedures for dealing with and reaching agreement with levels that are higher up in the hierarchy. Instead. customer-focused services. In the automotive industry. Werner 2008).1 A paradigm shift in companies Customer Focus The implementation of CRM leads to a significant paradigm shift in a company’s focus. The operational level of CRM encompasses both the supporting function of CRM information technology and the customer focus of the organizational processes and structural organization (Raab. for example. This data includes. a new focus on customer-related activities goes above and beyond product features. In addition to this decision-making authority. the analytical function of the company’s IT solutions are used to provide decision makers with the information they need to make decisions based on the data stored in the system. A company that places its customers center-stage must also strive to enhance the expertise of its customer-facing employees so that these can fulfill their tasks to the best of their abilities. The strategic level The operational level 20 . information that is available in a data warehouse and can be evaluated using data mining analysis techniques. in particular. Employees can access this information by looking through a complete history of interaction with a customer or using an analytical CRM system. In this way. One way to do this is to give these employees greater decision-making powers. to include. which moves a company’s focus from the product to the customer and to the customer’s current and potential future needs (Holland 2004). presumed customer requirements were only taken into account when designing vehicles in the past. As part of strategic decision-making processes. Now. it is ensured by giving individual employees the ability to make customer-focused decisions at their own level (Link 2001).1 Introduction to CRM 1. The transition from a sellers’ market to a buyers’ market described in the introduction underlines the necessity of this paradigm shift. it is also essential to provide these employees with all of the information required to reach their decisions. for example.

In this context. contractually agreed sales quantities. first. A company must therefore strive to ensure that their customers’ experience of the company’s services exceeds their expectations and leaves the customer with a positive impression.Key Concepts and Control Mechanisms in Customer Relationship Management 1. brings strategic benefits by raising the barriers to market entry for any potential competitors. In the case of customer attachment. Examples include long-term cooperation agreements. means that circumstances “bind” the customer to a company in a way that is no longer voluntary. to determine the level of customer satisfaction in relation to the services provided. the objectives in relation to customer satisfaction become.1. 1. We can identify three key benefits to a company of a high level of customer retention (Homburg. customer attachment and customer binding. The benefits of customer retention are largely economic. namely.1. If we apply the CRM approach to this concept.1 1. or even tradition. the connection is predominantly a psychological one. Binding. which means a high level of customer loyalty. Krohner 2003): EE Three key benefits Sales-related benefits These result from a potential increase in the volume of sales to a customer. attachment refers to a voluntary attachment of customers to a brand or company that is not bound by practical constraints. economic.3 Customer Retention We can distinguish between two fundamental types of customer retention. second. and is based on customer satisfaction. Customer binding may be based on contractual. and. or a current lack of alternatives. habits. to pinpoint customer expectations and the underlying level of customer requirements. or technical or functional constraints. and are particularly evident in long-term customer relationships. Customer satisfaction is the direct result of customers’ subjective perceptions of the shortfall between their expectations and the degree to which these expectations are met by the company’s provision of services. personal relationships. meanwhile. Companies who maintain long-term relationships with 21 .2 Customer Satisfaction A high level of customer satisfaction.

However. Stability-related benefits These benefits are achieved if negative market influences on the company can be offset by long-term customer relationships. Overcoming periods of risk Throughout the customer lifecycle. profitable customer retention. Each of these risk phases involves a threat to the company of losing the customer. CRM therefore plays a decisive role in helping companies overcome these periods of risk and prevent a potential loss of the customer’s loyalty.1 Introduction to CRM their customers can become ever better at meeting customer-specific requirements and. reduce the likelihood of customer defection. 22 .4 Customer Lifecycle One focal point for the CRM approach is a holistic view of the customer lifecycle. the relationship with the customer progresses through various phases in terms of the intensity of the customer’s loyalty.1. The alternative costs of acquiring new customers are also reduced. as well as make their own range of services more attractive than the competition. The customer lifecycle also demonstrates the economic potential that can be achieved through long-term customer retention (Müller 2004). Within this lifecycle. EE 1. This enables a clear vision of the phases during which a company must apply certain CRM instruments to their relationship with a customer (see Figure 1. The objective of using a CRM system must be to support the relationship with the customer through information analysis and control to enable long-term. EE Cost-related benefits These result from a reduction in transaction costs and coordination costs as the customer relationship develops. Customer retention starts in the initiation phase with the first contact between the company and the customer.1). long-term business relationships also allow companies to achieve greater success in terms of cross-selling. the overall benefit to the company of customer retention increases the longer the customer can be retained. In addition to acquiring knowledge of the customer as part of the customer relationship. in this way.

35) It also provides a basis for the efforts of a company to retain customer loyalty at a late stage in a relationship with a customer. The services a company can offer its customers therefore take on a special significance. is only possible if the effective benefits of a continued business relationship can be clearly demonstrated to the customer even at a late stage in the relationship. S.1 Customer Lifecycle Management (from Stadelmann et al. which is often very beneficial for companies. An extension of the customer relationship. customer relationship management must also seek to enable a quality of service that delivers added value to the customer based on the continued business relationship. Therefore. This is particularly useful because.g. Within a company’s CRM Extending the customer relationship Service as a key factor 23 .Key Concepts and Control Mechanisms in Customer Relationship Management 1. Termination of Customer Relationships Figure 1. 2003. maintaining an ongoing relationship with the customer is much more efficient than trying to win the customer back at a later stage or trying to acquire new customers to maintain business volumes. Customer Value) Potential Customer Existing Customer Former Customer Degeneration Phase RevitalizationPhase Initiation Phase Socialization Phase Risk Phase Growth Risk Phase Phase Maturity Risk Phase Phase Cancellation Phase Abstinence Phase Time Develop Customer Potentials Utilize Customer Potentials Customer Acquisition Customer Retention: Retention and Penetration Regaining Customers.1 Intensity of Relationship (e. Service is a key factor that enables companies to effectively extend the customer lifecycle and to increase the profitability of their customer relationships. when we weigh up the costs and benefits.

together with the findings of the analysis.5 Control Mechanisms in CRM The overall CRM process in a company can be divided into various functional areas. Strategic CRM 3.1 Introduction to CRM process.2 Functional Areas and Control Mechanisms in CRM 1 Based on the current situation. produce 3 specific actions and measures. listed below: 1. Analytical CRM: Helps to enter customer data and to integrate the data into a 360degree view of the customer Reporting and Analysis Methods: Support the transparency and analysis of customer relationships Data Relationship Optimization in operational CRM: Knowledge gained from analyses can help to initiate personalized actions Actions ge led ow Kn Goals Relationship Planning: Supports the coordination of actions and leads employees to focus on universal goals Figure 1. for optimizing cus- 24 Knowledge . Operational CRM The complex relationships between these functional areas and their control mechanisms in customer relationship management are shown in Figure 1. it is of key importance to the service area that the CRM IT solutions allow the company to achieve the desired level of service quality.2.1. the details of which can be deduced from the existing data by means of analysis (analytical CRM). 1. 2 Knowledge can be gained that can be used for the strategic planning (strategic CRM) of goals. Analytical CRM 2. These goals. for example.

The services and service management offered must always be economically efficient and must not be at odds with the profitability criteria for the provision of services. In this way. enable strategic and timely implementation of measures. Up to this point. we have looked at the management of customer relationships from a generic perspective. The effects of these actions have an impact on the data basis. An active influence is exerted on customer satisfaction during each phase of contact. 1.2 Service Management as Part of CRM Customer satisfaction is considered to be a decisive factor in determining customer loyalty to a company. a comprehensive and flexible system is essential to provide support for CRM processes. these control mechanisms enable ongoing improvement of customer relationship management in a company.Service Management as Part of CRM 1. In this context. This system must provide a sufficiently broad view of all customer-relevant information. and allow the effects of these measures to be monitored directly.2 tomer relationships (operational CRM). Taking a 360-degree view of a customer and taking account of the entire customer lifecycle are two approaches that are particularly effective ways for companies to create a sound basis for embedding the service area within customer relationship management (see Figure 1. will ideally result in renewed optimization of the corporate strategy in relation to customer relationships. An analysis of the customer lifecycle clearly shows that various measures allow a company to come into direct contact with a customer in the after-sales phase. if the company takes a 360-degree view of the customer. the sales area is particularly effective in exercising a positive influence on customer satisfaction. 25 . To ensure that these complex interactions of information and control mechanisms can be implemented in companies in practice. which.3).

it should be pointed out once again that a service does not represent an end in itself.1 Introduction to CRM Internal System Fields of Competence Affected by CRM in an Enterprise External System Stakeholders Vision/Mission Strategic Goals Strategic Planning Competition Marketing Sales After-Sales/ Service Structural Organization Process Organization Technology Figure 1. it must help the company achieve the following goals: EE Quantitative goals EE EE Revenue target Profitability target EE Qualitative goals EE EE Increased customer satisfaction Increased customer loyalty These generally applicable goal criteria overlap with some of the goal criteria for customer relationship management as a whole.3 Service as Part of Customer Relationship Management Target criteria for the “service” area At this point. the term service can be applied to additional services relating to the 26 . Rather. In many phases of a customer relationship where sales transactions are placed centerstage.

4). however. the focus is on the services that become relevant after the product is sold. initial considerations regarding the introduction of service concepts provided an important starting point for recognizing the necessity of providing customers with services.2 product itself.2. that is.4 Focus on After-Sales Service Examples of the services that a company may offer its customers before or during the sale of a product include sending information material and flyers. Focus on Service Pre-Sales Sales After-Sales Service Service Offerings Figure 1.Service Management as Part of CRM 1. during. Services were already being identified as an important distinguishing feature of companies. even if services that go above and beyond the mere provision of a product may also be offered at the pre-sales and sales stages (see Figure 1. at the after-sales stage.” Back then. and nothing has changed 27 . product samples. Services offered after the sale of a product relate in particular to the following areas: EE EE EE EE EE EE Services before. and after the sale of a product Complaint handling Maintenance and installation Provision of product add-ons User helpdesks Service centers Field service employees 1. and a hotline to handle customer inquiries.1 Service and Service Management The concept of “service” was a hot topic at the end of the 1980s and the start of the 1990s in the context of the “service wave. Here.

2. For example. Must have. The most profitable after-sales areas in this context are service parts. CEO of IBM.3 billion euros. namely.5). Palmisano. In 2006. Need to have. More than one-third of all services relate to after-sales service offerings. It is impossible to make generalizations about which specific services will fall into which of these areas at any given time because this depends on various developments: EE EE EE Technological developments Standardization developments Consolidation of services in the market due to the adaptation of all competitors Consumer habits EE 28 . services earned companies in the mechanical engineering industry approximately 43. which account for about 18% of companies’ EBIT (earnings before interest and taxes). consulting and valueadded services (around 16%).1 Introduction to CRM in this regard since then. 1. The benefits to the customer are based on the following factors: EE Breadth and depth of services offered compared with customer expectations Accessibility of services Service prices Degree of performance of services Short waiting times Completeness EE EE EE EE EE The service portfolio can be divided into three areas. and repair and maintenance (about 12%) (Mercer Management Consulting 2006).2 Service Portfolio as a Differentiation Factor The services provided by a company have various benefits. both for customers and for the company itself. and Nice to have (see Figure 1. Samuel J. described the service area as the most important area in his company in 2003.

Competitors will 29 .5 Differentiation Range of Customer Satisfaction The Must have area includes service offerings that customers expect at all events and therefore must be offered. we have described how services can increase customer satisfaction and improve customer retention by serving as a differentiation factor that gives companies a competitive edge. both the services themselves and how they are perceived by customers are particularly sensitive to market dynamics and increasing customer requirements. in this role as a key differentiation factor.3 Challenges in Service Management Competition in the service area Up to this point. Must have Need to have Nice to have 1.2 Differentiation Range Customer Satisfaction Service Offerings Must have: rudimentary services Need to have: services geared toward competition Nice to have: services differentiating from the competition Figure 1.Service Management as Part of CRM 1.2. Customers often assume that the same services will be offered by direct competitors. These include legally binding warranties or the availability of replacement parts for repair. they will create a unique selling point that will set them apart from the competition. and the only factor that impacts on their satisfaction in many cases is the nonexistence of these expected services. However. Companies can exercise a positive effect on customer satisfaction by offering services in this area. The Need to have area includes all services that are offered by competitors and can therefore be regarded as a necessity. If they succeed. The Nice to have area is of particular significance in relation to differentiation.

Identify new differentiation features . In addition. old Customer Satisfaction new Diminution of differentiation range in terms of time Decreasing opportunities for differentiation . it must continually improve its services and adapt to market conditions. As shown in Figure 1.Instruments: a) Technology b) Process Optimization c) … Service Offerings Figure 1. training. responsiveness) .Optimize existing differentiation features (quality.1 Introduction to CRM also take advantage of any opportunities to gain an edge in the market through the provision of services.Cause: a) Adaption of service offerings by the competition b) Increasing customer expectations Challenges derived . This means that companies are constantly competing for customers by continuously improving the scope and quality of their services. the opportunities for differentiation decrease over time as competitors adapt to the higher service level and customer expectations continue to rise. service employees not only require adequate education. or by improving the quality of their existing differentiation features to gain a fresh competitive edge. none of these can be examined in isolation.6 Market Dynamics – Decreasing Opportunities for Differentiation A company must be able to respond to this change by identifying new differentiation features and incorporating these into their service portfolio. and motivation to carry out 30 . To establish a certain level of quality in terms of service processes and to improve this on an ongoing basis. you first require technologies and systems that enable a very high level of process quality.6. If a company is to survive in the market and hold on to its customers. Three main instruments can be used for this purpose: EE EE EE Technology and systems Service processes Service employees Interplay between the three instruments However.

3 Software Support for CRM Dynamic development In the market for systems that support business processes. One thing a company must be able to do to withstand the competition for customers in the service area is to select the right technology and systems that can create the conditions necessary for establishing an excellent quality of services compared with the competition and retaining this leading edge. More complex.Software Support for CRM 1. These were primarily intended to help sales employees complete the following key tasks: EE EE EE EE EE Manage customer contacts Organize sales activities Classify sales opportunities Analyze developments in sales Collect information about customers and products However. In this context. compared with generic enterprise resource planning (ERP) or supply chain management (SCM).3 their duties. but also rely on process quality and on optimized technologies and system design. as part of this dynamic development. customer requirements arose that could not be met by these early systems. integrated systems were needed to enable the newer CRM strategies. In the following sections. systems are now required that enable a process-oriented view of the customer. the choice of supporting technology and systems is critical to the company because it has a direct effect on the other instruments of processes and employees. To practice successful and far-reaching customer relationship management. Critical role of technology and systems 1. Systems referred to as sales force automation (SFA) systems or. we demonstrate how CRM systems and their service functions can help a company to do just that. This can only be realized if large volumes of data can be 31 . for example. became established in the early days as a primary support for sales. the development of CRM solutions has become very dynamic only recently. in Europe. the need to access all previous outcomes of contact with a customer any time that communication with this customer is required. as computer aided selling (CAS) systems.

32 . Many companies have. the level of development that allows processes to be systematically mapped in integrated IT systems. taking a medium-term view. 360-degree view of the customer Customer data provides a starting point for any CRM activity. highly integrated IT solution for CRM. 1. companies can benefit from the overall added value of a modern CRM system. which together allow this overall goal to be achieved. in addition to its basic operational functions. This was followed by sales and marketing (34%) and new product and service development (31%). are aware of the necessary investment in IT solutions that will fulfill the company’s requirements in terms of implementing and supporting CRM processes. one of the key tasks for IT in a company is to offer business departments a modern. for example.2 Benefits to Companies of Integrated CRM Systems Customer relationship management is a complex. In many cases. acknowledged the importance of CRM to their future survival and. The implementation of an integrated CRM solution requires an investment by a company that must yield a range of additional benefits that go above and beyond the company’s basic requirements in terms of a CRM strategy and CRM processes. This trend is well documented. Individual.1 The Future Significance of CRM Solutions In many cases. If a significant improvement is to be made in customer relationship management. preliminary objectives and methods can be identified. such as logistics and finance. holistic approach that strives to enhance a company’s profitability by improving its relationships with its customers. 1. by now. This revealed that customer relationships and customer service was by far the number 1 business area (62%) where IT is to play a decisive role in the medium term. is yet to come for customer relationship management.3. which is already complete. by a study by the Economist Intelligence Unit (2005).1 Introduction to CRM structured and processed and if the systems can be tightly integrated with the systems used in other areas of the company.3. or at least at an advanced stage in the area of ERP and SCM solutions. In this way.

a 360-degree customer view. The following tools are particularly effective in enhancing customer loyalty: EE Increasing customer loyalty Personalized contact and personalized services based on a complete interaction and information basis Unified. lead times for customer complaints) A feedback system. serves as an essential starting point. whereby knowledge about a customer gleaned from past interactions with that customer is fed into current or future interactions (for example. strategic communication (one face to the customer) across all departments EE 33 . universal model (and therefore system) A complete history of interactions with the customer across all business departments Documentation and retention of important customer knowledge from customer-facing processes (for example.Software Support for CRM 1. campaigns. in other words. Customer loyalty is another important factor in the overall profitability of the lifecycle of a customer relationship (see Section 1. contact intensities. holistic view of all available customer data and the relationships between this data. Rather. Increasing customer loyalty is another goal for CRM.4 Customer Lifecycle).3 it is not sufficient to manage only some of this customer data. price agreements or call reports) Assessment of the success of customer care measures (for example. a complete. The design of the solutions is therefore of particular importance in determining whether a company is in a position to use this type of holistic view of its customers to achieve its CRM objectives. acquisition.1. reasons for rejecting past offers are taken into account when determining future interaction) EE EE EE EE The complexity reflected by this type of 360-degree view of the customer can only be mapped by IT using the latest CRM software solutions. This can incorporate the following features: EE EE Transparency of all customers and customer requirements A unified picture of complex customer and object structures in a central.

discounts. This type of system support for processes also allows companies to leverage additional potential to increase sales or reduce costs: EE Additional potential for increased sales Faster. partners. for example. or vendors Reduced costs in outbound campaigns thanks to suitable target groups Reduced costs in the supply chain due to a clearer focus of investment in the most profitable customers Strategic analysis and development of potential by linking customer and market data (lead management and opportunity management) Increased customer lifetime values thanks to greater customer loyalty Integration of partners into the process chain. and so on) or a cost-efficient enhancement of customer care (for example.1 Introduction to CRM EE A constant presence and constant availability (24/7) to customers using all communication channels Importance of an integrated CRM system In relation to these measures for increasing customer loyalty. account must also be taken of the fact that customers should benefit from the company’s use of a CRM solution. more streamlined customer-facing processes thanks to greater efficiency. 34 .or up-selling Reduced costs through the use of new contact channels Reduced costs through the transfer of functions from the company itself to customers. by establishing customer self-service processes Performance differentiation (prices. call centers) Increased sales through cross. for example. and mutually beneficial business relationships. it also becomes clear that these can only achieve a corresponding process quality if an integrated CRM system allows the company to integrate all relevant information. stable. technologies and functional areas so that information is exchanged and all subprocesses are linked in virtual real-time. This is essential to the establishment of sustainable. as part of sales promotions campaigns (channel integration) EE EE EE EE EE EE EE EE EE In addition to the benefits for the company itself. advertising material.

Customer Relationship Management with SAP CRM 1. The SAP CRM 2005 system was released in 2005. First. currently represents by far the greatest number of SAP CRM live installations. SAP CRM 4. SAP CRM 2005.1 SAP CRM Roadmap Figure 1. we provide a short introduction to SAP’s CRM Roadmap to briefly explain the recent development of the various releases.7 SAP CRM Roadmap The subsequently developed 2006s/1 and 2006s/2 systems were preparatory releases.7 shows the current situation with regard to the individual releases of the SAP CRM system. SAP CRM Product Release Roadmap 2005 SAP CRM 2005 RAMP-UP UNRESTRICTED SHIPMENT 2006 2007 2008 2009 SAP CRM 2006s/1 SAP CRM 2006s/2 SAP CRM 2007 PHASED INTRODUCTION RAMP-UP RAMP-UP UNRESTRICTED SHIPMENT SAP CRM 7.0. however. Starting in early 2008.2 Overview of SAP CRM. together with its predecessor.4 Customer Relationship Management with SAP CRM Section 1. 1.4.4. which a limited number of customers used to jointly develop Release 2007 with SAP. 35 . SAP CRM 2007 was available to a broad range of customers as part of a ramp-up phase.0 UNRESTRICTED SHIPMENT RAMP-UP Figure 1.4 1. provides an overview of the functions provided by an SAP CRM system.

Many functions are integrated into the interface as web client popups. The most obvious change is undoubtedly the new user interface (UI). With the new-look interface (see Figure 1. however. Figure 1. it is very easy to integrate external Web services.) As a result. Back in the days of Release 2005. and the introduction of release 7.8) and the high level of usability. and so on.8 The New Look of SAP CRM 2007 36 . refer to Section 1. the main argument in favor of using SAP CRM was its high level of integration with the SAP ERP system. With this new UI. SAP has made a decisive leap forward in the area of CRM systems. the development from Release 2005 to Release 2007 can be regarded as the greatest progress made in the recent history of SAP CRM systems. Meanwhile. this integration has also been enhanced. Developmental leap Overall. customers have been able to use this release without any restrictions.7 Architecture of SAP CRM Systems. the need for users from the marketing and sales areas to weigh integration against usability will soon be a thing of the past because the new CRM release offers both. the SAP CRM system can now also hold its own in the market in terms of both usability and functional scope. (For more details.1 Introduction to CRM Since the middle of 2008. With Release 2007. which is based on web standards and is easily personalized by the user and more user-friendly than any previous SAP CRM system. such as news feeds.0 is planned for 2008/2009.

and discuss in more detail in subsequent sections. service. Service This phase involves offering and delivering additional. Engagement This phase involves identifying possible customers and acquiring them for an initial sale. This book focuses on the service area. This introduction is by no means exhaustive. which we introduce in Section 1.4 1. First. product-based after-sales services. Fulfillment This phase involves delivering the promised services to customers and billing for services rendered. which allow the phases to be planned (analysis and planning) and help the business departments and management make decisions affecting customer relationship management. Transaction This phase involves establishing business agreements and processing sales. Phases of CRM 37 . as well as instruments for analysis and planning. We will then move on with a more detailed and comprehensive discussion of the topic of this book. 3.2 Overview of SAP CRM The SAP Customer Relationship Management (CRM) solution offers an endto-end range of functions to cover the entire lifecycle of customer relationship management. however. 2.Customer Relationship Management with SAP CRM 1.4. that is. we will briefly introduce the first three CRM phases and the more important functions assigned to these in the SAP CRM system. Customer relationship management can be roughly divided into the following phases: 1. 4. Various functions are also available across all four phases. and we will limit ourselves to just some of the functions provided as part of the very extensive functional scope.5 Service Management with SAP CRM.

based on specific characteristics. Marketing campaigns can also be planned in SAP NetWeaver Business Intelligence (BI). It supports the exchange of data both within the CRM system and between the CRM system and external applications such as Microsoft Outlook or Project. manage the development of the sales opportunity into a customer. Lead management Segment Builder Another key function in this area is the Segment Builder. by customer categories. customer segmentation. product proposals. which means that corresponding key figures are generated there also. This sup- 38 . Lead management allows you to identify and classify sales opportunities with a view to tracking down market opportunities and sales opportunities. quantity assignment. As a result. a company can allocate the largest available quantities of a product that is to be newly launched in the market to the customer that generated the greatest revenue in the past because this customer is also more likely than others to want to buy large quantities of this product. These proposals are particularly likely to lead to a sale to the customer in question. countries. and communication. lead management. such as product preferences in the past. and transform a lead into a customer in the system directly. organized. together with all of the assigned information. The SAP CRM system allows you to manage all relevant data. Marketing The Marketing Planner is a particularly useful tool for marketing. This maps and hierarchically structures a company’s marketing activities in the form of corresponding plans. Quantity assignment allows for the distribution of a possibly limited product capacity among various customers. or products.1 Introduction to CRM Engagement The engagement area largely covers the following functions: marketing. for example. which supports customer segmentation. This allows activities and campaigns to be aimed directly at customers that are likely to respond positively to these. which uses product association rules to generate product proposals from the data stored about a customer’s past transaction behavior. if it is used. campaigns can be designed in a more strategic and cost-effective manner. Quantity assignment Product proposals An extensive product proposals function is also provided. For example.

this CRM phase maps the sales activity cycle. For example. the functions provided for communication are also worthy of a mention. these sales activities can also be analytically evaluated. and the management of specific sales activities. In addition. Transaction In this area of customer relationship management. for example. and the analysis of sales key figures. This makes it easier for a sales employee to work temporarily on a customer account that is normally the responsibility of another sales employee. and a correspondingly high level of data quality if the time and effort involved are to be kept within reasonable limits.and down-selling. SAP CRM provides the user with support in relation to all relevant communication channels. If used in conjunction with SAP NetWeaver Business Intelligence. such as reporting. a large data volume. all customer-specific activities. Finally. The organizational elements of this functionality (territory management and activity management) support the modeling of organizational structures and corresponding functions. a major shift took place in marketing from generic mass communication to increasingly individual and personalized communication with customers. the latest status of interaction in a customer relationship is transparent to all sales employees. This creates transparency regarding which sales activities were particularly efficient and which did not succeed in meeting the target set. In the past. tools to manage sales territories or sales activities. As a result. which includes the planning and management of business partners and sales opportunities. order acquisition.Customer Relationship Management with SAP CRM 1. This allows the company to Territory and activity management Communication 39 . for example. This personalization or individualization of customer communication would be impossible without a CRM system that can offer the relevant capabilities. tools are provided to support the organization of sales. such as the scheduling of sales negotiations and the allocation of sales resources. are recorded.4 ports the conventional tools used to boost revenue with customer crossselling and up. because these processes frequently require a high degree of automation. such as on-site sales negotiations and telephone inquiries.

partner determination in the relevant partner roles. The transaction area also includes functions for managing contracts and business agreements. and which can then be copied into the relevant orders between the partners. These include the preparation of organizational data.1 Introduction to CRM optimize its sales activities over time and to develop greater efficiency of sales. which allows sales efforts to be focused on the most promising and profitable sales opportunities. pricing. and orders are created. and sales documents such as requests for quotation. availability check. For example. Opportunity Management records sales opportunities and helps sales employees convert these opportunities into real sales. product determination and selection. and date management. this order must be fulfilled by the provision of the corresponding service. such as duplicate entry of document data. which can be managed as part the order acquisition process. Whereas the business partner cockpit provides a comprehensive view of business partners and all data relating to them. quotations. Fulfillment Once the sales transaction is confirmed and the order created. Business partner and opportunity management Business Partner and Opportunity Management enables the management of information about business partners and about sales opportunities. in which a sales opportunity has been turned into an actual sale. Functions that may be familiar to you from the Sales and Distribution (SD) SAP ERP model are also integrated into order acquisition to enable efficient order processing. the individual sales documents can be converted into other sales documents in accordance with the predefined sequence (for example. a quotation is converted into an order) to reduce unnecessary additional effort. Order Acquisition represents the next phase. Order acquisition In the order document flow. Extensive copy functions are available for this purpose if similar sales transactions are to be initiated. SAP CRM helps companies do this with functions for checking availability. billing 40 . it allows sales opportunities to be compared on the basis of their expected likelihood of success or their expected volume. which define specific pricing and conditions between two business partners.

Availability check Billing and payment management Shipping Transportation 41 . and shipping and transportation. These include the creation of deliveries with the corresponding delivery documents (delivery notes and so on) and. for example. which are primarily used in business-to-customer (B2C) scenarios involving a large number of mostly unknown business partners. and goods issue. which also enables deadline monitoring and the integration of storage capacities. the product leaves the company.4 (including credit management and payment processing). as well as picking. the necessary foreign trade documents. these functions are enhanced with an extensively automated shipping process. which allows customers to be granted certain lines of credit or customer classification to be used to influence the sales transaction so that. to agree on delivery dates with the customer in advance. This function can also be used as a simulation. and electronic payment forms. If the desired delivery date cannot be met with backward scheduling. packing. Payment processing also includes credit management. These allow you to group the various deliveries together in shipments. including all value changes. where relevant. for example. from conventional billing to billing based on agreed payment terms. and can take account of other customer preferences.Customer Relationship Management with SAP CRM 1. are made in the company’s accounting system. An extensive range of functions is provided in relation to transportation. the necessary stock postings. For Billing and Payment Management. When the goods issue is posted at the end of the shipping process. All processes through which a product passes from finishing to goods issue are mapped in shipping. At this point. The aspects of shipping and transportation can be integrated into the date calculation. SAP CRM supports a very wide range of payment methods. forward scheduling is used to give alternative target dates. if customers exceed defined credit lines. First. such as partial or full deliveries. an Availability Check (also known as the Available-to-Promise [ATP] check) allows you to schedule the order quantity based on the defined dates and planned capacities. warnings are displayed (depending on the customer classification) or sales documents (such as orders or deliveries) are locked and can only be released by employees with sufficient authorization. If an SAP CRM system is also used.

is discussed in Section 1. we take a look at the global aspects of customer relationship management.1 Introduction to CRM select the best transportation service provider and routes.5 Service Management with SAP CRM As illustrated in the SAP CRM Roadmap in Section 1. and create the necessary shipment documents. weight and size).5 Service Management with SAP CRM. service.1 SAP CRM Roadmap. Analysis and Planning. Global functions: analysis and planning The next phase of customer relationship management. a range of key figures can be generated (for example. for delivery reliability or the occurrence of returns). To monitor order processing and services. Service with SAP CRM – Overview of Functions. service is connected to the customer through various communication channels. We examine these functions in detail with specific reference to the system in Chapter 2. however. Here. namely. 42 . Thanks to the considerable flexibility of these potential reports. Putting service into an overall CRM context Figure 1. that is. and to provide starting points for possible improvements. the enhanced functions in SAP CRM Release 2007 make it perfectly equipped to cover the service area. such as the Internet or call centers. we start by providing an initial overview of the service areas in a company that are supported in terms of the structuring and fulfillment of tasks in SAP CRM Release 2007. Also included are functions to calculate the transportation and shipment costs. 1.4. Service with SAP CRM – Processes and Customizing. in more detail than the previous phases described here. In this context. In the next section. SAP CRM includes a range of reports and analyses that can indicate process quality and efficiency in this area. before explaining the options these provide in terms of process design in Chapter 3. taking account of the product and packing information in the delivery documents (for example. each company can define its own key figures for its own analyses and reports. Like sales and marketing.9 provides an overview of how the topic of service fits into the overall context of customer relationship management. First. service is shown on the same level as the other two major process categories in CRM.

43 . are composed of a total of eight different service segments. We also describe how these service areas are implemented in SAP CRM 2007. Customer Mobile MARKETING Partner Channel Internet Call Center SERVICE Sales ANALYTICS End-to-end. which make up a service management cycle: EE EE EE Collaborate Analyze Optimize These three categories.5 As shown in Figure 1. in turn.10. which are described in detail in the sections below. and explain how these requirements are addressed in SAP CRM Release 2007. Industry-specific Processes Powered by SAP NetWeaver ® Figure 1.9 Service as Part of the Portfolio of the SAP CRM Solution The following sections provide an initial overview of the business requirements for service in the various areas of the service management cycle.Service Management with SAP CRM 1. the functional service areas in a company can be divided into the following three categories.

5.1 Service Sales and Marketing Services also need to be advertised in the market using marketing and turned into revenue through sales.1 Introduction to CRM Collaborate Service Parts Management Warranty & Claim Management Service Sales & Marketing Service Contract Management CUSTOMER Depot Repair Installed Base Management Field Service Management Customer Service & Support Figure 1. contract.10 Service Management Cycle 1. SAP CRM 2007 supports these business functions for service management in a similar way as the higherlevel areas of sales and marketing. The following aspects are mapped as part of the sales and marketing of a company’s services: EE EE EE EE Service marketing and campaign management Service lead and opportunity management Service quotation management Service solution sales: order. and bundling of products and services We can essentially distinguish between three different types of service based on their characteristics and objectives. 44 An al yz e O pt im e iz . Each of these three service types have different goals and use different tools supported by SAP CRM.

Service Management with SAP CRM 1.5 Reactive services represent the company’s reactions to customer expectations. Selective services seek to enhance the profitability of a customer. improve customer loyalty. and optimization of the service portfolio.1. campaign management. SAP CRM supports selective services with customer value analysis. advanced analysis tools. and enhance the customer relationship in terms of profitability and lifecycle (see Section 1.4 Customer Lifecycle). such as maintenance offers. The objectives of reactive services are to maintain and enhance customer satisfaction (see Section 1. discounts on additional products. As part of these proactive services. a customer database. among others: EE EE EE EE Response times for the service Availability times of a product or service Availability and costs of service parts Service and maintenance intervals 45 .1. SAP CRM provides relevant tools in the form of account and contact management. Service contracts usually specify the following service properties.2 Service Contract Management It may prove beneficial to both a company and its customers to establish service contracts because a long-term service relationship offers advantages to both. and so on. Active services address the quality of the customer relationship. and serve to sustain this relationship. These requirements are covered by SAP CRM with relationship marketing. and process integration. Relevant analyses are used to determine the customer segment for which it can be assumed that the company can increase its profits by implementing selective services. for example. and the integration of customer-related service processes. Reactive service Active service Selective service 1.2 Customer Satisfaction). the customer is offered additional services.5. the provision of information about a product in response to a customer inquiry.

in the case of products that require a high level of maintenance: EE EE Stable. uninterrupted use of the product thanks to regular maintenance Maximized product availability thanks to minimized maintenance and repair phases High level of service availability due to guaranteed response times in a service case Forecasted service costs EE EE SAP CRM functionality SAP CRM 2007 supports service contract management with the following functions: EE EE EE EE EE EE EE Creation of service agreements Creation of service contract quotations Management of service contract lifecycles Service level management Management of quantity and value contracts Definition of the form of the contract based on level of usage Management of “proactive” maintenance measures 46 . in particular.1 Introduction to CRM Benefits for companies The advantages of these kinds of service agreements for companies incude: EE The establishment of a service business with its own sustainable business model as an independent profit center within the company Increased customer loyalty based on long-term service contracts Enabling individual approaches to meeting customer requirements in terms of service Precise tailoring of services to suit customers (in the sense of service packages) Definition of conditions for warranty to improve risk management Optimized contract profitability EE EE EE EE EE Benefits for customers Benefits to the customer can also be identified.

Transparency regarding the product configuration currently used by a customer is essential. in particular in the case of technology-intensive products that are shipped in several different configurations or with different components over the course of their lifecycle. the agreement defines which product the customer purchases in which configuration. including all service-related information about these products. Past service measures involving a change to the configuration or the replacement of components can also be mapped. Figure 1.3 Installed Base Management Product configuration lifecycle In SAP CRM 2007. Quotation & Configuration Procurement or Production Order Management On-Site Installation Scrapping/ Re-Sell Inhouse Repair Installed Base Contract Management On-Site Repair Figure 1.11 shows the typical lifecycle of a product configuration as part of an installed base.5.Service Management with SAP CRM 1. and possibly also how this product is installed at the customer site.5 1.11 Lifecycle of the Installed Base of a Customer 47 . but also incorporates the management of the products currently used by the customer. The agreement also specifies whether the customer purchases the product or whether it is to be made available to the customer for a limited period only (rental/lease contracting and so on). installed base management not only refers to the management of data that is directly related to the customer. Starting with order management.

Provision can be made for on-site repairs or repairs in the service department as part of the repair cycle. the use of replacement parts) Management of changed or updated safety regulations and instructions for use Identification of up-sell sales opportunities in the customer context Management of the entire lifecycle and product history (for example. In both cases. and warranties (360-degree view of the customer) EE 48 . customer product data. such as customer master data.4 Customer Service and Support Customer service and customer support cover the following business requirements: EE Receipt of service requests from the customer: Planning. contracts.5. counter readings) Tracking of the product configuration across the entire maintenance lifecycle (for example. the system provides the relevant configuration data for the customer product. In addition. agreements can also be put in place specifying that resale or disposal of the product is supported by the vendor. processing.1 Introduction to CRM The conditions governing service and maintenance and rental conditions (where relevant) are agreed later as part of contract management. who can similarly select the relevant product information and therefore also the resale conditions and disposal measures in this case. and monitoring of the relevant activities performed by service employees Access to all relevant customer information. in relation to the serial numbers of components) Support for remote monitoring of product statuses and service cases EE EE EE EE EE 1. SAP CRM functionality SAP CRM 2007 supports all of the following business requirements: EE EE Precise and up-to-date installed base and product configuration data Management of product status information (for example.

where relevant. Customers value the provision of an on-site service. 49 . product information) Service request management Complaints management Management of service activities Complaints and returns management Service quotation and order management Escalation management Solution database EE Analytical functions EE EE Measurement of interaction times Analysis of the proportion of problems solved at each support level Monitoring of missed deadlines Identification of problematic customer situations or accounts EE EE 1.5.Service Management with SAP CRM 1.5 Field Service Management Field service is an area that is constantly increasing in volume in serviceoriented business environments. information specifying how the configuration of the customer product has been changed by the service tasks Management of a status description of the product that is serviced Documentation of service activities SAP CRM functionality EE EE EE SAP CRM offers both operational and analytical functions to help companies meet these requirements in the customer service area: EE Operational functions EE EE EE EE EE EE EE EE Tools for customer self-service (online help.5 EE Triggering and monitoring of any necessary follow-up actions: Which follow-up actions are required and when must they be completed? Availability of technical information to complete service tasks and. and companies are increasingly discovering this form of direct customer contact to be an effective differentiation factor to set them apart from their competition.

1

Introduction to CRM

Against this backdrop, a CRM solution must also be able to support a range of requirements relating to field services. Typical requirements in this context are as follows:
EE

Analysis of service performance in the field service compared with objectives and customer commitments Analysis of the effectiveness of field service personnel Identification of typical problem scenarios to improve quality Comparison of the company’s service costs with profits from the corresponding customer contracts Analysis of the service parts used in order to optimize the equipment available to field service personnel

EE EE EE

EE

SAP CRM functionality

SAP CRM supports these requirements with the following functions:
EE EE EE EE EE EE

Management of preventative and corrective maintenance measures Service order management Resource planning for field service employees Management of service order confirmations Management and re-ordering of service parts Mobile access to relevant system information

1.5.6

Depot Repair

Depot repair refers to a scenario where repair or servicing does not take place at the customer site. Instead, the product that requires maintenance is returned to the company, where the repair is then carried out. Due to the differences in terms of logistics, capacities, and the maintenance situation, a different set of service process requirements arise in this case than in the case of field service maintenance:
EE

Utilization planning Transparency of the repairs to be expected, requirements forecast for service parts, and monitoring of service commitments Management of the repairs cycle Checking of the service case against the contractually guaranteed services, escalation management, emergency release of service parts,

EE

50

Service Management with SAP CRM

1.5

installation of upgrades and product changes and, if necessary, granting of discounts or credit
EE

Execution of repairs Checks to determine that the repair is justified, management of check lists and solution databases, management of maintenance history, development of best practices Completion of repairs Documentation of the relevant measures and possibly also withdrawal and disposal of the product if the repair is not practically possible or economically viable
SAP CRM functionality

EE

These processes are implemented in the following functions in the SAP CRM system:
EE EE EE EE EE EE

Returns management Repair quotation and order management Monitoring of the repairs process Management of repair confirmations Integration of services from other providers Management of payment conditions such as discounts or credit

Analytical functions are also provided in addition to the purely operational functions to support repairs processing:
EE EE EE EE

Optimization capacity utilization based on forecast functions Identification of typical repair scenarios to improve quality Documentation of potential improvements to repair processes Monitoring of the company’s own on-time delivery performance and the customer’s payment history Repair costs analysis as a basis for making decisions to upgrade or withdraw products

EE

1.5.7

Warranty and Claim Management

Like the general increase in service level, the granting of warranties or guarantees has increasingly become a factor that differentiates compa-

51

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Introduction to CRM

nies from competitors in recent years. It is also becoming clear that the general legal requirements in most markets tend to demand that companies provide increasingly comprehensive warranties. Due to the growing market significance of the subject of warranty, the following developments must be taken into account in this area:
EE

Warranties are being increasingly used for marketing and sales purposes. Stricter legal conditions give rise to increased requirements. A higher volume of warranties justifies the use of more extensive checking to determine who is liable for repairs under the terms of the warranty. Service and warranty are being increasingly viewed as profit centers, which need to be able to predict service costs with greater accuracy. Complex products involve many suppliers, all of whom need to be included in the warranty.

EE EE

EE

EE

SAP CRM functionality

These developments are acknowledged in SAP CRM 2007, which provides the following functions to support the service area of companies:
EE

Management of warranty agreements for both the customer and the vendor Management of product registrations: multi-channel, web-based customer self-service, advertising of service contracts, customer data entry Support for checking of warranty claims Control of warranty claim processing

EE

EE EE

1.5.8

Service Parts Management

Unlike production of the actual product, service parts management makes high demands of companies, which need to be incorporated into the company’s corresponding processes. The essential differences between service parts management and the manufacture of finished products are listed below:

52

Service parts may be interchangeable.6 EE The demand for service parts is very fluid.6 Service with SAP CRM or SAP ERP CS – a Comparison Customers can choose between two alternatives when it comes to service processes in an SAP system. Many vendors are involved. various specifications of a service part may be suitable replacements for the original part. or the service area of the CRM solution. and storage of service parts 1. requirements planning. which are already available in the SAP ERP system. These include the following: EE EE EE Supply Chain Management for service parts Supply Chain Collaboration with vendors and customers Functions for sales and distribution. as is the case in production (using bills of material [BOMs]. Since it is impossible to take individual process steps into account in this case. and the quality of forecasts is poor due to unforeseen service and repair requirements. Therefore. in particular. This section compares both variants due to the very wide range of potential requirements companies may have in terms of an IT solution in the service area. SAP CRM functionality EE EE EE SAP CRM 2007 includes extensive service part management functions to meet the challenges. we will list and briefly describe various functions and processes and explain whether and to what degree these areas are covered by either SAP ERP CS or SAP CRM Service.Service with SAP CRM or SAP ERP CS – a Comparison 1. deviations may arise in the analysis of company-specific detailed processes. pricing. and all of these experience the same difficulties with the forecasting of demand in the service parts market. for example). repeat orders. when used in conjunction with SAP SCM. The analysis is conducted at a general level and represents a global evaluation. 53 . Demand must be controlled at the component level because there is no fixed relationship between the components to be provided. namely Customer Service (CS) functions.

In the SAP CRM system. these are not automatically generated from service items in the case of SAP ERP CS. the effectiveness of the preventive maintenance measures is increased through the optimization of resource planning and time scheduling. Maintenance Planning Maintenance planning means the fulfillment of contractually agreed obligations to carry out preventive maintenance measures. In addition. and service plan data). Data gaps in the IT system are also closed. all required data is defined in the contract (object. We will therefore focus on the different ways in which these support this area. product. material) is essential here. location. The objective is to achieve a high level of customer satisfaction through contract fulfillment and a low error rate. 54 . This requires fast identification of the customer. Both variants offer flexible control options and planning delivery schedules that can be automated. Both SAP ERP CS and SAP CRM Service offer maintenance plans with and without a contract reference for this purpose. release list. This includes efficient scheduling of service activities to avoid interruptions to customer processes. These functions are offered by both SAP ERP CS and SAP CRM.1 Service Operations Service operations represents a key functional area of the solutions compared here. It is concerned with all aspects of the planning and implementation of service activities. The timely availability of the necessary resources (personnel. leading to increased customer satisfaction. and defective equipment to guarantee fast processing of the service requests.6. Yet another benefit is the fact that leads can be identified and forwarded to the service sales team.1 Introduction to CRM 1. Tickets for Unplanned Services Tickets for unplanned services are intended to ensure efficient and correct processing of incoming service requests from customers. However.

SD service items can be used to configure services for the installation. the documentation area includes extensive options (such as error classification based on service catalogs). unnecessary journeys and wait times are minimized. SAP CRM 55 .6 With SAP ERP CS. As a result. Both alternatives allow for fast identification of customers. and. In addition. and text entry. The advantage of this is that the sales department has a clearer overview of order progress in the implementation phase. restrictions apply in the areas of ticket routing. which is globally implemented using service products as installation items in the sales order. a direct solution of the problem. which produces a cost saving. This can increase profitability and efficiency through direct problem resolution. Whereas SAP ERP CS only provides restricted options in this area based on assisted help resources. Sales Installation Order In many cases. Direct lead generation for sales is only possible with SAP CRM Service. This means that it is taken into account in overall planning. SAP CRM Services offers advanced functions based on the use of question catalogs and guides. possibly. diagnosis. the installation of systems is anchored in the sales order as an independent item. and warranties. message-based and order-based entry options are available. In other cases. however. whereas SAP CRM Service supports order-based only. With SAP ERP CS. SAP CRM Service provides enhanced maintenance functions such as a knowledge database and escalation. objects. The purpose of this is to trigger a service order for the installation directly. Shorter response times and increased first call resolution also improve customer satisfaction. contracts. the installation of sales objects is automatically added to the pool of service orders. This is a standard scenario in SAP ERP CS. Explanation of Unplanned Services The subsequent service steps are maintenance. the information gathered is used to dispatch a suitable technician or the required material. lead generation. In addition.Service with SAP CRM or SAP ERP CS – a Comparison 1. for example. Possible sales leads are forwarded directly.

Execution of Services and Reports The Service and report execution function is intended to make service activities more efficient. the return of parts not required is initiated without delay. This optimizes the response to new service requests. on the other hand. This results in correct updating and cost assignment based on the service agreement or 56 . offers enhanced planning options (for example. This can significantly improve the efficiency of planning in terms of both personnel and material resources. forwarded sales leads generate additional results in the service area. Relevant data is confirmed for settlement and. Tracking of transactions can also be improved. an awareness of priorities and of open issues and work already begun helps increase customer satisfaction.1 Introduction to CRM Service does not support this function directly. Meanwhile. Sales leads and opportunities entered in the report are recorded and forwarded. Service Planning The goal of service planning is to create the groundwork for an efficient and effective implementation of services. Fast and correct confirmations also speed up the settlement and billing processes. This requires the assignment of suitable personnel and the necessary materials and tools. these gaps can be closed if the Multi Resource Scheduling (MRS) component is used. Some limitations apply to this function in SAP ERP CS (planning of personnel resources. Neither variant allows for cross-plant planning. updates of the technical object. All requirements are covered by both SAP ERP CS and SAP CRM Services. which has a positive impact on customer satisfaction. In addition. integration of external resources). However. SAP CRM Service. taking account of qualifications. the inclusion of external resources and graphical planning tools). Moreover. and confirmations made more effective. Service Billing Service billing checks and posts the service report. although it can be implemented using customer enhancements. in some cases. customer-based execution. The result is an effective.

Cause analyses are forwarded to product development. Once a contract has been successfully concluded. it has some weak points in relation to lead generation. Additional results are also generated by sales leads. Service sales therefore represent an upstream process step for the actual service. All requirements in this area are covered by SAP CRM Service. we provide a brief discussion of these additional features of the CS component and of SAP CRM.6. 1. Various channels are used to identify business opportunities (for example. all requirements are covered by both SAP ERP CS and SAP CRM Service.Service with SAP CRM or SAP ERP CS – a Comparison 1. product performance. additional functions or processes are also provided to support users in the service area. acquisition.2 Service Sales Companies for which service represents a strategic business area take a proactive approach to the sale of services. These can only be enhanced by using SAP NetWeaver BI. Bottlenecks are also identified and kept to a minimum. service begins with the transfer of documents from sales to service. 1. which may lead to the closing of sales contracts. 57 . sales campaigns and installed bases). Both SAP ERP CS and SAP CRM Service offer only limited evaluations as standard. These opportunities are qualified and converted into quotations in a standardized process flow. and can help improve products and enhance maintainability.3 Other Functions and Processes Outside of the core functions of the two solutions that we have examined so far. Here. and root cause analyses are evaluated. and contract negotiation.6 warranty cover. Evaluations Completed service activities. However. too.6. SAP ERP CS also offers many relevant functions. In addition. Below. The analysis of service activities can be drawn upon when providing customers with quotations for similar services. the information recorded about the customer and equipment enables strategic improvement and retrofitting measures.

This necessitates the use of bidirectional replication. A range of options is available for the mapping of technical objects. Long-term agreements ensure that the service business has plannable results.0. equipment. These objects are of central importance because the quality of the object information determines the cost-effectiveness and the capabilities of service processing. Customer-specific characteristics can be implemented using set definitions. which enables the mapping of complex structures and the incorporation of material and object BOMs. Product BOMs can also be used. Relevant information (for example. If an SAP ERP system is connected.1 Introduction to CRM Technical Objects and Installations Technical information about products is mapped in the system in the form of objects. service level agreements (SLAs). In SAP ERP CS. these are represented as installations. 58 . Classification characteristics are used for flexible mapping of customer-specific characteristics. it is therefore usually necessary to store the technical assets in both applications. SAP ERP and SAP CRM use different structures to represent the objects. and installations. In the SAP CRM system. As of SAP CRM Release 5. texts. a bidirectional equipment download function is provided as standard to do just that. it is important to ensure consistency between the object data in the two systems. Part of service processing involves checking whether a contractual relationship is in place and which requirements are to be met. or BOMs) needs to be accessible at all times. Service Contracts Service contracts represent fixed agreements with the customer. The structural elements in this case are products. If the two systems are connected. these contain details of the services that are to be provided. Both systems also use specific information content. and warranties. individual objects. technical objects are converted into combinations of equipment and functional locations. object structure. In addition to conditions and validity periods.

SAP CRM Service also supports mobile hand-held devices. plus a simultaneous increase in customer satisfaction.Service with SAP CRM or SAP ERP CS – a Comparison 1. However. and a correct dataset. SAP CRM Service. Compliance with SLAs results in the avoidance of contractual penalties. Efficiency is ensured by a well-directed service performance. If these are violated. scores high points with the functions it offers in this area. At the same time. and escalation mechanisms. SAP CRM Service offers enhanced functions when it comes to setting the parameters of SLAs and contract changes. transaction tracking. Adherence to SLAs is observed and monitored during the entire operation. such as service requests. administrative time-wasting is avoided.6 Both SAP ERP CS and SAP CRM Service offer a wide range of options relating to service contracts. the case is escalated in accordance with defined rules. the handling of parallel conditions. checking of warranty 59 . E-Service Web access allows customers and employees to use a range of functions. SLA Monitoring and Escalation Contractually agreed SLAs guarantee the availability of customer objects. Whereas SAP ERP CS includes some basic options for mapping SLAs. fast processes and confirmations. as is information about installations and assets or service contracts. meanwhile. Whereas SAP ERP CS only allows service technicians to connect to the system using laptops. Mobile Service Processing Mobile devices provide support for service processing by service technicians. allowing them to organize their work. as well as the option of creating usage-dependent contracts. its weaknesses become evident in relation to the assignment of SLA conditions to process steps. Mobile devices are also used for working time recording. and the quality of service is improved. Information about customers is directly available.

and a reduced volume of telephone calls ensures a reduction in costs. and so on). including warranty and SLA/escalation. A range of 60 .1 Introduction to CRM claims. and product registration. However. and consolidation of information relating to a specific problem. Complaints Processing The correct processing of complaints is of key importance to a customer relationship. transactions. case management provides a business-oriented overview of each case. management. Various objects (products. SAP CRM Service. SAP ERP CS offers only limited options for the provision of customer-specific activities. This produces a global exchange of information. which. availability check. An efficient allocation of processing resources can also help reduce costs. An immediate and personalized service has a positive impact on customer satisfaction. In addition. SAP CRM Service. The benefits are a structured complaints process. Case Management Case management enables the processing. release process. and evaluations of complaints. however. Moreover. Case management is not available in the SAP ERP system. Both alternatives support e-services. In SAP ERP CS. The necessary follow-up processes have to be triggered individually. complaints processing is not a complete standard scenario with integrated functions. offers a large functional scope. invoice correction. Automated process flows also have the potential to save costs. Service orders can then be assigned to a case or generated from a case. supports a range of functions (such as contracts checks. customer behavior can be recorded more effectively. improved customer satisfaction through return material authorization (RMA) processes and precise feedback. on the other hand. above all. analysis. processing. simplifies the decision-making process in complex cases. The individual process steps consist of the recording. business partners) are incorporated into the case for this purpose.

4. and optimizes the link between sales and service.7 standard cases is predefined in the system (for complex products. the costs of a changeover would be justified by the strengths of SAP CRM described above. To begin. 61 . This system enables a 360-degree view of the customer. the SAP CRM Service functions offer clear benefits over those provided in the SAP ERP CS component. the question of whether SAP ERP CS is already in use or whether the company is venturing into the service business area for the first time. 1. first. When deciding whether to use SAP CRM Service or SAP ERP CS. second.7 Architecture of SAP CRM Systems Now that we have provided an overview of the functions of the SAP CRM system. SAP ERP CS offers most standard processes and functions are provided. In this case. we will turn briefly to the SAP CRM system architecture. and these are reflected in the architecture of the SAP CRM systems. the two most important factors to consider are. for example). on the other hand. However. SAP CRM 2007 offers additional functions and an intuitive. the company’s service orientation and. As already mention in Section 1. 1.1 SAP CRM Roadmap the market for SAP CRM solutions has experienced many innovations in recent times. Figure 1. If the company is entering this area for the first time. for which services can be provided. It generally only makes sense to change over to SAP CRM Service if service already is or is to become a strategic business area for the company or if the non-service functions in marketing and sales are also to be used. SAP CRM offers many additional options and is the more complete alternative overall.12 shows the familiar architecture from Release 2005.Architecture of SAP CRM Systems 1.4 Conclusion In the comparison drawn here. user-friendly interface.6. there is barely any justification to choose SAP ERP CS over SAP CRM Service.

Functions such as on-demand and on-promise are already integrated at this point.1 Introduction to CRM Figure 1. A choice of interface is available.12 Architecture of SAP CRM 2005 The CRM Core has a 1:1 connection with the SAP ERP system. Release 2007. 62 . the PCUI interface or the conventional SAP GUI from SAP R/3. namely.13. Several changes have been made in the current release. and is integrated with SAP NetWeaver technology. as shown in Figure 1.

an SAP CRM system can be integrated with more than one SAP ERP system. however.7 Figure 1.Architecture of SAP CRM Systems 1. Customer-specific business logic can now also be implemented as part of the Enhanced Workbook. In addition. The most obvious change. is the new interface. The new UI is based on web technology 63 . a number of SAP core components have been enhanced. for the first time.13 Architecture of SAP CRM 2007 Now. The CRM Core is largely preserved in the familiar functions such as the Business Objects but has also been enhanced with new design options.

The next chapter provides a detailed overview of the functions of SAP CRM 2007 in the service area. and provided an initial insight into the functions of SAP CRM 2007.1 Introduction to CRM and can also be personalized to a high degree with the new UI Configuration Tool. a detailed comparison of SAP CRM Service functions and the Customer Service component in SAP ERP (CS) has also illustrated the range of options provided by these SAP solutions. Finally. In addition.8 Summary This chapter has explained the basic business aspects of working with CRM. we provided a brief introduction to the system architecture of SAP CRM. You are now familiar with the central concepts and control mechanisms of customer relationship management and understand the role of service management within CRM. To close. the whole look and feel of the user interface can be customized to tie in with the company’s corporate design. 64 . 1. External content such as web applets and RSS feeds can also be integrated.

31 illustrates the example of a Service Resource service product. 4. 2. can be created in reference to numerous other relevant service processes and forms the basis for invoicing customers for services performed. Here. which is divided into five steps as follows: 1.2 group.31 Service Product – Service Resource 3. Figure 3. which is a system process. 147 . The sections below explain other service processes that use SAP CRM 2007. 3. service order management is used repeatedly as an integral part of advanced processes. 3. The service order.2 Service Order Management Service order management is arguably the most central service process in a company deploying SAP CRM 2007. Figure 3.Service Order Management 3. the service order in the CRM system maps any service conducted in the service area within a company. Create a service order. 5.2. Confirm the service order. Similar to the role that the sales order in the Sales and Distribution component (SD) of SAP ERP plays when selling products.1 Process Display Figure 3. Create an invoice. Create a quotation.32 provides an overview of the service order management process. Conduct the service.

Figure 3. even if this is unnecessary. the product that will be affected by the service. it can also be used as a proactive marketing technique.3 Service with SAP CRM – Processes and Customizing Process Step Create Quotation Create Service Order Confirm Service Order Conduct Service Create Invoice Role Service Employee 1. and a possible schedule for conducting the service. Once the service employee creates the quotation. A service quotation already contains all of the information that a customer requires. Quotation is sent to customer Service Manager Service Technician Service is conducted and confirmed Service Employee Invoice creation is initiated Service order Once the customer is confirmed has accepted the quotation. the quotation is converted into a service order. However. The service quotation is generally created in response to a customer inquiry (see Figure 3. the price for providing the service.33). the customer is informed.33 Creating a Service Order Quotation 148 . Figure 3. for example. Customer requests quotation 2.32 Processes and Roles in Service Order Management Step 1: Creating a quotation A service quotation is frequently created before a service order. Quotation is created 3.

Step 3: Confirming the service order 149 . Here. service parts items. you can use several item categories such as service items.34 Creating a Service Order Depending on the required process characteristics. Similar to the sales order. an ATP check (available to promise.Service Order Management 3.34). a credit limit check can also be activated for a service order. In the case of service parts or sales items. the service employee creates a service order that references the relevant service quotation (see Figure 3. when you create a service order. the conditions attached to the order automatically take them into account. If implemented in this way. or costs associated with expenses. ATP) is performed if SAP ERP has been integrated accordingly. Consequently. users also have the option to categorize the service order using a predefined category catalog.2 Once the customer has accepted a service quotation. When you enter items in a service order. this control instance must first confirm the service orders before the actual order content can be processed and the necessary resources made available. the system determines whether service contracts or warranty agreements exist for this customer and the corresponding product. Furthermore. sales items. If so. which can also be supplemented and customized. Step 2: Creating a service order Figure 3. the role of service manager can also be used as a supervisory role for service employees. the system copies all of the important information contained in the quotation to the service order.

the service employee initiates the process of issuing an invoice to the customer.35 Creating a Service Confirmation Step 5: Creating an invoice Once the service order has been confirmed.3 Service and Repairs Processing (In-House) and Section 3. the service technician can conduct the services contained in the order for the customer. 150 .36). he confirms the service order and documents the fact that the service has been conducted by creating a service confirmation in the system (see Figure 3.3 Service with SAP CRM – Processes and Customizing Step 4: Conducting the service If the service order is released. This may mean that the service employee repairs a product that the customer has returned to the company. The sections devoted to service and repairs processing describe in greater detail the differences between a service conducted within the service department of a company and a service conducted on-site at the customer location (see Section 3. Here. or he repairs the product on-site at the customer location.35) and completing a questionnaire (see Figure 3.4 Service and Repairs Processing (Field Service)). Figure 3. services covered by warranty agreements are conducted at no extra cost to the customer). Once the service technician has conducted the service. the system also takes account of the possible diverseness of services. depending on the item in the service order (for example.

you access the maintenance screen for transaction types (see Figure 3. the underlying SAP standard functions are described as an introduction. Transaction Types When you follow the IMG path Customer Relationship Management • Transactions • Basic Settings • Define Transaction Types.36 Service Confirmation – Questionnaire 3.2 Figure 3.37).Service Order Management 3.2 Customizing in the System The following sections describe Customizing for the service order process in the CRM system. Customer-Specific Customizing All of the functions and entries below whose names begin with Z are always copies of SAP standard functions that have been adjusted to include customer-specific changes. The abbreviation IMC within the Customizing names denotes specific Customizing for a fictitious company called IMC. Here.2. 151 . for which we are implementing the CRM system.

text determination procedure. one business transaction category is the leading business transaction category. a service order or service order quotation) and specifies the control attributes (for example. Service or Sales). control how these business transactions are processed. The business transaction category determines the business context in which a transaction type can be used (for example. For example. These transaction types. This does not represent a hierarchical relationship with other business transaction categories. The business transaction category influences the various Customizing settings that you have to make at the header level. you define settings such as the goal of the activity or the subject profile for 152 . partner determination procedure. status profile. Service or Sales). and organizational data profile). but rather a preference. in turn. A transaction type is assigned to one or more business transaction categories (for example.3 Service with SAP CRM – Processes and Customizing Figure 3. Consequently.37 Maintaining Transaction Types A transaction type defines characteristics and features of a business transaction (for example.

38). Assign business transaction categories (Assignment of Business Transaction Categories).37): 1. Assign blocking reasons (Assign Blocking Reasons). The transaction type settings are configured in five steps (see Figure 3. you must define details such as a description of the transaction type and the relevance of contract determination for the transaction type ZSAA (see Figure 3. you must ensure that you adjust the transaction type accordingly. Step 1: Defining transaction types 153 . Service Order Quotation – SAP Standard Used The transaction type used in this example (ZSAA) is a copy of the SAP standard transaction type SRVQ.Service Order Management 3. The leading business transaction category must be defined as a service process. 5. 2. The customized partner determination procedure shown (ZIMC006) is a copy of the SAP standard 00000042. and the budget posting transaction type for the business transaction category CRM Budget Posting. Configuring the transaction types As the first step. You can then create a new transaction type or copy a transaction type that has already been defined. the document pricing procedure or the payment plan type for the business transaction category Sales. and the customized organizational data profile ZSVR00000001 is a copy of the SAP standard 000000000008. Define transaction types (Definition of Transaction Types). when you copy a transaction type. Permit channels for transaction types (Channel). 3. Customizing at the header level (Customizing header). 4.2 the business transaction category Activity. However. the subject profile for the business transaction category Service.

Figure 3. Service.38 Creating and Configuring Transaction Type ZSAA – Service Order Quotation IMC Step 2: Assigning business transaction categories Now that you have defined the transaction type ZSAA.39 shows the business transaction categories defined for the transaction type ZSAA. you must assign the associated business transaction categories.3 Service with SAP CRM – Processes and Customizing Figure 3. These are influenced by the business context in which a transaction type or item category can be used (for example. Figure 3.39 Assigning Business Transaction Categories to Transaction Type ZSAA 154 . Sales. or Activity).

41 Transaction Type ZSAA (Service – Customizing at Header Level) The last business transaction category to be defined for the transaction type ZSAA is the business transaction category Activity. in which a link to the relevant pricing is established.40 Transaction Type ZSAA (Sales – Customizing at Header Level) In the Customizing header for the service area (see Figure 3. Step 3: Customizing at header level Figure 3.2 You must now define Customizing header data for every business transaction category that you have defined. Even though this business transaction category is known as Business Activity in the list of 155 .41).40). Figure 3. the Sales business transaction category. you can maintain the relevant subject profile for the service and possibly the existing transaction type for the confirmation. This header data includes.Service Order Management 3. for example. among other things (see Figure 3.

42). Figure 3. In terms of Customizing.3 Service with SAP CRM – Processes and Customizing business transaction categories (see Figure 3. Field Status profile Date profile Action profile Value ZSRV_ST1 SRV_HEADER ZIMC_SERVICEORDER_HEADER Table 3. the transaction types ZSVO and ZSAA (from the previous section) differ only in terms of the entries shown in Table 3.39). and the action profile ZIMC_SERVICEORDER_HEADER is a copy of the SAP standard action profile SERVICE_ORDER. The status profile shown (ZSRV_ST1) is a copy of the SAP standard status profile SRV_ST01.3 Differences Between Transaction Types ZSAA and ZSVO The business transaction categories assigned are almost identical to those for transaction type ZSAA (see Figure 3. They differ only in Custom- 156 . These categories define the functions available for each activity type. detailed information for the activity area is entered here (see Figure 3.3.42 Transaction Type ZSAA (Business Activity – Customizing at Header Level) Defining categories On the Details screen. among other things. Service Order – SAP Standard Used The transaction type used in this example (ZSVO) is a copy of the SAP standard transaction type SRVO. you can define various categories.39).

respectively).6 Differences Between Transaction Types ZSAA and ZSVC 157 . Table 3.4 and Table 3.5 Differences Between Transaction Types ZSAA and ZSVO in the “Activity” Area – Customizing at Header Level Service Confirmation – SAP Standard Used The transaction type used in this example (ZSVC) is a copy of the SAP standard transaction type SRVC. Data Profile for Confirmations SRV_RM_ITEM1 SERVICE_CONFIRMATION Table 3.5.4 Differences Between Transaction Types ZSAA and ZSVO in the ”Service” Area – Customizing at Header Level Field Category Priority Subject Profile Value 202 Telephone call 1 Very high Act000001 Activity reason Table 3. Field Leading Transaction Category Status Object Type Contract Determination Agreement Determination Partner Determination Procedure Organizational Data Profile Date Profile Action Profile Value BUS2000117 – Service Confirmation COH No entry No entry 00000024 – SAP Confirmation Header 000000000021 – SAP Org.2 izing at the header level for the Service and Activity areas (see Tables 3.Service Order Management 3.6 highlights the differences between transaction types ZSVC and ZSAA. Field Transaction Type Confirmation Value ZSVC Table 3.

you define partner determination procedures. Figure 3.43 Maintaining Partner Determination Procedures In this activity. the partner functions and access sequences are combined here. Partner Determination Procedures When you follow the IMG path Customer Relationship Management • Basic Functions • Partner Processing • Define Partner Determination Procedure.3 Service with SAP CRM – Processes and Customizing The business transaction categories assigned are almost identical to those for transaction type ZSAA (see Figure 3. Furthermore.39). 158 .43). you access the maintenance screen for partner determination procedures (see Figure 3. and the system automatically assigns partners to the business transactions.

If you define a new procedure. assign it to a transaction category or an item object type and specify mandatory partner functions. you can use a wizard to create partner determination procedures. select Check Partner Determination Procedure. To do this. you must maintain the following areas: EE EE EE List of procedure users Definition of partner functions in the procedure Description of the interface settings “Service Process Header” Partner Determination Procedure – SAP Standard Used The partner determination procedure used in this example (ZIMC006) is a copy of the SAP standard partner determination procedure 00000042. the settings that you make here apply to transactions of this type or for items of this category. you risk losing templates that have been perfected.Service Order Management 3. Avoid changing SAP standard procedures that already exist.2 Caution: Copy the SAP Standard We recommend that you either use the Customizing Wizard to create a new partner determination procedure or that you copy an existing procedure and then change the copy accordingly. Using the Wizard to Create Partner Determination Procedures In SAP CRM 2007. 159 . You can access this wizard by following the IMG path Customer Relationship Management • Basic Functions • Partner Processing • Define Partner Determination Procedure and select Create Partner Determination Procedure. Otherwise. The system searches for these partner functions in transactions. check it for errors. Once you have defined the partner determination procedure. You can therefore access the SAP standard as a template at all times. If you later assign the procedure to a transaction type or item category. Once you have created a new procedure (either using the wizard or manually).

3 Service with SAP CRM – Processes and Customizing In the partner determination procedure definition.44 Procedure Users for Partner Determination Procedure ZIMC006 You then add or change the partner functions contained in this procedure. minimum and maximum number of partners for each transaction.46). Here. you can influence the partner functions to be displayed in the individual partner fields (for 160 .44). Figure 3.45). assign this procedure to one or more transaction categories or item object types (see Figure 3. the type of new partner determination. enter details about the interface settings (see Figure 3.45 Partner Functions in the Procedure ZIMC006 To complete the partner determination procedure definition. Some settings need to be made for each partner function. Figure 3. and whether manual entries are permitted (see Figure 3. which access sequence the system uses for the partner determination. for example.

Depending on the customer-specific requirements.44 for the partner determination procedure ZIMC006.Service Order Management 3. Procedure Users BUS2000117 Service Confirmation BUS2000140 ServiceProductItemCRM BUS2000142 ServMatConfirmItem BUS2000146 ServMaterialItemCRM Table 3.2 example.7 are defined in the partner determination procedure ZIMC007.46 Interface Settings in the Procedure ZIMC006 “Service Process Item” Partner Determination Procedure – SAP Standard Used The partner determination procedure used in this example (ZIMC007) is a copy of the SAP standard partner determination procedure 00000043. contact person). In contrast to the procedure users listed in Figure 3. an entry may be required here. the procedure users listed in Table 3.7 Differences Between Partner Determination Procedure ZIMC007 and Partner Determination Procedure ZIMC006 161 . Figure 3.

reference objects.3 Service with SAP CRM – Processes and Customizing The partner functions entered for the partner determination procedure ZIMC007 are almost identical to those for the partner determination procedure ZIMC006 (see Figure 3.47). Using the date profile. which are grouped into a specific date profile. you also define (in this activity) the properties of the date types and durations (for example. cancellation date. to display and automatically determine dates in a transaction. the time unit. It is used.45). The system uses all of the above. reference object. Date Profile When you follow the IMG path Customer Relationship Management • Basic Functions • Date Management • Define Date Profile.47 List of Previously Configured Date Profiles Date management enables you to process any number of dates in a transaction. Figure 3. and date rule). duration. term) and quotations (valid-to date). you access the area in which you define and maintain dates (see Figure 3. 162 . date types. you define durations (duration types). the system controls the date types. durations. and date rules that can be used in a specific transaction type or item category. and date rules. for example. In this work step. in contracts (for example. Depending on the date profile.

among other things.49). The word Standard always identifies the current version in the list of date rule versions. You use the reference object to control the relevant time zone for the transaction dates.48).48 Reference Objects for Date Profile ZSV_SLA_ITEM You then configure one or more date rules for this date profile (see Figure 3. you assign one or more reference objects to the date profile (see Figure 3. In the first step of this example. which is important for determining dates (for example. Only the current version is used in new transactions. taking account of public holidays). the factory calendar. You can use these date rules to create a new version that is valid as of its creation date and time. The reference objects determine.Service Order Management 3. Step 2: Configuring date rules Figure 3. Date rules have version management to ensure that date rules used in unfinished transactions can remain unchanged. Step 1: Assigning reference objects Figure 3.49 Date Rules for the Date Profile ZSV_SLA_ITEM 163 .2 “SLA Data in Position” Date Profile – SAP Standard Used The date profile used in this example (ZSV_SLA_ITEM: SLA Data in Position IMC) is a copy of the SAP standard date profile SRV_SLA_ITEM.

or a warranty term. Figure 3. for example. Action Profiles You define action profiles by following the IMG path Customer Relationship Management • Basic Functions • Actions • Actions in 164 . Notification Receipt. This can be.3 Service with SAP CRM – Processes and Customizing Step 3: Determining date types In the third step. you create one or more date types for the date profile (see Figure 3. if necessary.50 Date Types for the Date Profile ZSV_SLA_ITEM Step 4: Specifying the required duration To complete the date profile definition. a contract term. you can specify the required duration.50). Date types refer to specific times such as First Response By. or Billing Document Created On. a processing time.

Figure 3. you can use a wizard to create action profiles. Here.51). you also determine general conditions for the actions contained in the action profile. You can call this wizard by following the IMG path Customer Relationship Management • Basic Functions • Actions • Actions in Transaction • Use Wizard to Create Actions (see Figure 3.Service Order Management 3. 165 . method call. The maximum number of actions permitted for a transaction type is determined in an action profile.51 List of Previously Configured Action Profiles In this activity. workflow. Using the Wizard to Create Action Profiles In SAP CRM 2007.2 Transaction • Change Actions and Conditions • Define Action Profiles and Actions (see Figure 3. create an action profile and templates for actions. Examples include the time when the system starts the action (for example. or Smart Forms). saving the document) or the way in which the system performs the action (for example.52).

Description of the action definitions 3.52 Action Profile Wizard – Using a Wizard to Create Actions “Control SLA Dates” Action Profile – SAP Standard Used The action profile used in this example (Z_SERVICE_ORDER_ITEM_SLA_IMC: Control SLA Dates IMC) is a copy of the SAP standard action profile SERVICE_ORDER_ITEM_SLA. Action profiles are configured in the same way as date profiles.53).3 Service with SAP CRM – Processes and Customizing Figure 3. using several steps as follows: 1. you must describe and define the action profile (see Figure 3. you must link the action profile to the date profile described above. Processing types for the action definitions Step 1: Defining the action profile In the first step. At the same time. 166 . Definition of the action profile 2.

Figure 3.54). Below are some sample options that can be defined on the Details screen. specify one or more associated action definitions for each action profile (see Figure 3. you can specify additional details (see Figure 3. The action is then started as soon as the start condition is fulfilled. you can determine. Step 2: Describing the action definitions 167 .Service Order Management 3.55).53 Details for the Action Profile Z_SERVICE_ORDER_ITEM_SLA_IMC After that. whether immediate processing is necessary. For Processing Time.2 Figure 3. for example.54 List of Action Definitions for Z_SERVICE_ORDER_ITEM_SLA_IMC Here. Another option is to start the action immediately after you save the transaction.

If you select the Changeable in Dialog checkbox. Finally.55 Details for the Action Definition Z_COMPLETE_PSL_ITEM If you select the Partner-Dependent checkbox. If you select the Executable in Dialog checkbox. the user can manually trigger the action in the transaction. you can define a partner function or partner function category that will apply to the action. the user can change the action’s condition and processing parameters in the document. if reminder emails are to be sent to all partners involved in the process or if an email is to be sent to the employee responsible. This may be relevant.3 Service with SAP CRM – Processes and Customizing Figure 3. if you select the Display in 168 . for example.

1 Action for Each Action Definition if you want to execute the action once only. you can choose from the method call. the action is displayed as an icon in the transaction toolbar. and the user can schedule the action from there. Step 3: Processing types for the action definitions Figure 3. or Smart Form processing types.2 Toolbox checkbox. 1 Unprocessed Action for Each Action Definition if you want to be able to execute the action several times. you describe one or more processing types for each action definition (see Figure 3.56 Overview and Details for the Processing Types for the Action Definition Z_COMPLETE_PSL_ITEM We do not discuss the action definitions Z_SERVICE_ORDER_ITEM_ SLA_START and Z_SERVICE_ORDER_ITEM_SLA_END in further detail 169 . To complete the action profile definition. Under Action Merging. workflow.56). Here. Select Max. select Max.Service Order Management 3.

Figure 3. the processing types for the action definitions Z_SERVICE_ORDER_ITEM_SLA_START and Z_SERVICE_ORDER_ITEM_SLA_ END are both Smart Forms Mails (see Figure 3.8).57). 170 . Unlike the processing type Method Call for the action definition Z_COMPLETE_PSL_ITEM.3 Service with SAP CRM – Processes and Customizing because they are created in the same way as the action definition Z_ COMPLETE_PSL_ITEM and differ only in terms of the time of processing (1 Processing using Selection Report instead of 4 Processing When Saving Document) and the partner function (New: ZIMC002 – Person Responsible). the action definitions Z_SERVICE_ORDER_ITEM_SLA_START and Z_SERVICE_ORDER_ITEM_SLA_END differ only in terms of the different forms (see Table 3.57 Overview and Details for the Processing Types for the Action Definition Z_SERVICE_ORDER_ITEM_SLA_START In turn.

2 Action Definition Z_SERVICE_ORDER_ITEM_SLA_START Z_SERVICE_ORDER_ITEM_SLA_END Form Name CRM_SERVICE_SLA_MAIL_RF CRM_SERVICE_SLA_MAIL_RR Table 3.11 Details for the Processing Type for the Action Definition ZIMC_ADHOC_REMINDER1 Conditions When you follow the IMG path Customer Relationship Management • Basic Functions • Actions • Actions in Transaction • Change Actions 171 . Tables 3.Service Order Management 3.8 Differences Between Z_SERVICE_ORDER_ITEM_SLA_START and Z_ SERVICE_ORDER_ITEM_SLA_END “Service Order Header” Action Profile – SAP Standard Used The action profile used in this example (ZIMC_SERVICORDER_HEADER: Service Order IMC Header) is a copy of the SAP standard action profile SERVICE_ORDER.9 to 3.11 highlight the differences in relation to the action profile Z_SERVICE_ORDER_ITEM_SLA_IMC (described above).10 Details for the Action Definitions for the Action Profile ZIMC_SERVICORDER_HEADER Action Definition Processing Type ZIMC_ADHOC_REMINDER1 Smart Forms Mail Table 3.9 Details for the Action Profile ZIMC_SERVICORDER_HEADER Action Profile Action Definition ZIMC_SERVICORDER_HEADER ZIMC_ADHOC_REMINDER1 Table 3. Action Profile Object Type Name Date Profile Context Class ZIMC_SERVICORDER_HEADER BUS2000116 No entry CL_DOC_CONTEXT_CRM_ORDER Table 3.

58).3 Service with SAP CRM – Processes and Customizing and Conditions • Define Conditions.58 List of All Actions and Details for the Conditions Here. One example of a possible start condition is “four weeks before the contract end date. Figure 3.” 172 . you access the area in which you define and maintain conditions (see Figure 3. You can also specify whether the action is automatically scheduled when the schedule conditions take effect. conditions include (a) the exact definition of the schedule condition and (b) the start condition for each action definition (using transportable conditions).

the system displays the list of defined action definitions on the upper-right half of the screen and the details for the corresponding action definitions on the lower half of the screen (see Figure 3.2 “Control SLA Dates” Start Condition – SAP Standard Used The start condition used in this example (Z_SERVICE_ORDER_ITEM_SLA_ IMC: Control SLA Dates IMC) is a copy of the SAP standard action profile SERVICE_ORDER_ITEM_SLA. Here. If you double-click the action Z_SERVICE_ORDER_ITEM_SLA_IMC. Figure 3. you must assign the relevant date profile for the condition. Here.59).59 Detailed Overview of the Action Definitions for the Action Z_SERVICE_ ORDER_ITEM_SLA_IMC The Start Condition tab page on this detailed overview screen contains an overview of the start conditions for each action definition selected (see Figure 3. you can create conditions for each action definition. You can select Edit Condition to access the screen for editing parameters.Service Order Management 3. 173 .60).

3 Service with SAP CRM – Processes and Customizing Figure 3.60 Summary of the Start Condition for the Action Definition Z_COMPLETE_PSL_ITEM If you double-click the Condition Definition field. You can also select Expression 2 from the list provided.61). the system opens the wizard for creating each condition (see Figure 3. You can also choose from other operators shown. You can select the values in the Expression 1 column from the complete list shown. Figure 3.61 Editing Start Conditions for Z_COMPLETE_ITEM 174 . You can then link the conditions in a logical manner. or you can enter Expression 2 as a constant.

Item Category When you follow the IMG path Customer Relationship Management • Transactions • Basic Settings • Define Item Categories.62). Figure 3.System Status& = I1002 and &First Response By& < &Current Date& “Service Order Header” Start Condition – SAP Standard Used The start condition used in this example (ZIMC_SERVICORDER_HEADER: Service Order IMC Header) is a copy of the SAP standard action profile SERVICE_ORDER.62 List of Previously Configured Item Categories 175 .System Status& I1005 and &To Do By& < &Current Date& In addition. No start conditions are defined for the action ZIMC_SERVICORDER_ HEADER. you access the area in which you define and maintain item categories (see Figure 3. the following applies to the start conditions for the action definition Z_SERVICE_ORDER_ITEM_SLA_END for the action Z_SERVICE_ORDER_ITEM_SLA_IMC: &CRM Service Product Item.Service Order Management 3.2 The following applies to the start conditions for the action definition Z_SERVICE_ORDER_ITEM_SLA_START for the action Z_SERVICE_ORDER_ITEM_SLA_IMC: &CRM Service Product Item.

the text determination procedure. The item object type determines the business context in which an item category is used. 176 . First. the partner determination procedure. this is where you also define important control attributes such as the item object type. the status profile can be used.63 Defining the Item Category ZVSP Step 2: Describing business transaction categories The business transaction categories belonging to the item category ZVSP are defined in the next step (see Figure 3. Depending on its status. Description of the business transaction categories 3. for example. “Service Item” Item Category – SAP Standard Used The item category used in this example (ZSVP: Service Item IMC) is a copy of the SAP standard item category SRTP. the item category is assigned to one or more business transaction categories. and the number range assignment. you must describe and define the item category (see Figure 3. Figure 3.3 Service with SAP CRM – Processes and Customizing An item category defines characteristics and features of a transaction item and therefore controls item processing.64).63). Similar to the transaction type. Customizing the item Step 1: Defining the item categories In the first step. Configuring the item categories Item categories are configured in several steps as follows: 1. to transfer the transactions to the ERP system. the item category is assigned to an item object type. Definition of the item category 2. the status profile. the organizational data profile. In addition to assigning a name to the item category.

you can use the Relevance to Costs checkbox to control whether confirmed information such as times and material are to be distributed to backend systems.2 Figure 3. a resource requirement will be generated for the item.65).65 “Service” Business Transaction Category – Customizing the Item In the Service business transaction category. you can use the Resource Plng Relevance checkbox to determine whether the item is relevant to resource planning. If an item is relevant to resource planning. you must adjust the business transaction categories (see Figure 3. Furthermore. 177 .64 Overview of the Business Transaction Categories Assigned to the Item ZSVP To complete the item category definition. Step 3: Customizing the item Figure 3.Service Order Management 3.

66) to determine the extent to which an item is pricing-relevant (Pricing Data section) and the extent to which the item is transferred to follow-up documents (Quotation Data section. Subsequ.66 “Sales” Business Transaction Category – Customizing the Item Item Category Determination When you follow the IMG path Customer Relationship Management • Transactions • Basic Settings • Define Item Category Determination. Figure 3. you access the area in which you define and maintain the item category determination (see Figure 3. you can use the Pricing-rel. processing checkbox). 178 . checkbox (see Figure 3.3 Service with SAP CRM – Processes and Customizing In the Sales business transaction category.67).

Service Order Management 3.2 Figure 3.67 List of Previously Configured Item Category Determinations In this work step. “Order Quotation” Item Category Determination SAP Standard Used The item category determination used in this example (ZSAA: Order Quotation IMC) is a copy of the SAP standard item category determination SRVQ. you can determine which item categories you can manually enter as alternatives to the system proposals. A maximum of three alternative item categories is possible. 179 . At the same time. you can determine the item categories that the system proposes during transaction processing for each transaction type and item category group.

and for which the SAP standard was adjusted. several item category groups or item categories can be assigned to each transaction type.3 Service with SAP CRM – Processes and Customizing As part of Customizing. and the item category determination ZSVC (Service Order IMC) is a copy of the SAP standard item category determination SRVC. During item category determination.68). 180 . we show you the example below (see Figure 3. The other item category determinations are similar to the SAP standard transaction type SRVQ.69.68 Example of Item Category Determination for Transaction Type ZSAA “Order” and “Confirmation” Item Category Determination – SAP Standard Used The item category determination ZSVO (Service Order IMC) is a copy of the SAP standard item category determination SRVO. Figure 3. you must configure separate item category determinations for all previously used transaction types. we refer to the example provided in Figure 3. For both item category determinations. As described at the outset. you assign the relevant transaction type and item category. Instead. which is representative of all item category determinations. in particular. This results in a matrix of setting options that cannot be described in detail here.

Similar to the copying control settings for the SAP standard item category determination SRVQ. which references transaction type SRVQ. the source and target transaction type combination changes from the SAP standard SRVQ – SRVO to the customerspecific pair ZSAA – ZSVO. you create a source transaction and item type and a target transaction and item type and determine the corresponding conditions for these combinations. 181 .Service Order Management 3. you then create a source item category and a target item category and determine the corresponding conditions. which references transaction type ZSAA.69). you access the area in which you define and maintain the copying control (see Figure 3. Figure 3. you determine the copying control for transaction types and item categories. is a copy of the SAP standard copying control.2 Copying Control When you follow the IMG path Customer Relationship Management • Transactions • Basic Settings • Copying Control for Transactions • Copying Control for Transaction Types. For this purpose. In each case. “Service Order Quotation” Copying Control SAP Standard Used The copying control used in this example (Service Order Quotations IMC).69 List of Previously Configured Copying Control Definitions for Transaction Types In this area.

3 Service with SAP CRM – Processes and Customizing “Service Order” Copying Control – SAP Standard Used The copying control used in this example (Service Order Quotations IMC). we do not discuss this in further detail here (see Table 3. which references transaction type SRVO.13). is a copy of the SAP standard copying control. This also depends on the SAP standard transaction type SRVO (see Table 3. which references transaction type ZSVC.13 Overview of the Copying Control Setting for Transaction Type ZSVC 182 . which references transaction type ZSVO.12 Overview of the Copying Control Setting for Transaction Type ZSVO “Confirmation” Copying Control – SAP Standard Used The copying control used in this example (Service Order Quotations IMC). Source Transaction Type ZSVO ZSVO ZSVO ZSVO ZSVO ZSVO Target Transaction Type CLMA CRMC CRMR ZRVC ZSVO SRVT Table 3. Because none of the entries listed is a relevant target transaction type for this example. Similar to the service order quotation. Source Transaction Type ZSVC ZSVC ZSVC Target Transaction Type CRMC SRMR FANF Table 3. it is necessary to determine the copying control settings for the transaction type ZSVO. which references transaction type SRVC. is a copy of the SAP standard copying control. It is then necessary to determine the copying control settings for transaction type ZSVC.12).

363 Approval process. 118 Automotive industry. 66 SCMG_LVL. 33. 149 A Abstract prototype. 244. 194. 189. 329 After-sales service. 136 detail maintenance.Index 360-degree view. 135 Basis configuration. 177 Business transactions. 245 B Basic data. 230 Case closing profile. 167 processing types. 164. 234 Case management. 41 Billing error. 302. 139. 84 Address format standardization. 353 Campaign management. 63 Business partner create. 176. 327 Acceptance test. 27 After-sales activity. 273 sales. 310 After-sales. 301. 206. 211 Buyers’ market. 178 service. 27. 85 Assembly. 334 375 . 123 Authorization. 302 Business transaction categories describe. 244 Authorization object CRM_CONFIG. 323 Account create. 138 Account overview. 324 Business transaction type complaint. 306. 25. 139 ATP check. 355 trigger. 34 Campaign concluded. 152 assign. 305. 87 Bill of material. 61. 313 Business object. 68 Action definition describe. 166 wizard. 305. 149 Attribute customer-specific. 154 describe. 126 Business partner and opportunity management. 283 Acceptance procedure. 121 Billing. 188 Billing and payment management. 143 Business address services. 45 Activity planned. 210 Business transaction category. 60 Case/Task. 283. 20 C Call center. 41. 307 Address list. 124. 28 Analysis and planning. 268 define. 233 Authorization profile. 40 Business partner data. 351 Address management software. 69. 137 search. 42 Application Management. 142 Attribute assignment. 329 Availability check. 349 Case attribute. 166 Active service. 169 Action profile. 233 S_SCMG_CAS.

137 Contact routing. 334 Customer feedback. 24 Copying control. 294. 22 customer attachment. 37 transaction. 336 closing a case/task. 22. 213 Code group profile. 341 Complaints processing. 69 Control mechanisms. 31 Concentration efforts. 87 Interaction Web Client. 37. 110 Contact person. 195 Complaints mangement transaction data. 195. 40 service. 332 user interfaces. 39 CRM strategy. 39 Communication channel. 332 Customer lifecycle. 294.Index Case type. 21 customer binding. 23 risk phases. 21 sales-related benefits. 143 Corporate philosophy. 19. 258. 22 Customer satisfaction. 346 Customer focus. 342 fast entry. 295 Change process. 332 functional areas. 20 Customer Interaction Center. 34 Customer. 19. 345 Code and code group. 343 reactive. 80 process flow. 292 Change plan. 37. 24 CRM phases engagement. 111. 181. 87 SAP Mobile Service. 228 Catalog. 366 instruments. 21 cost-related benefits. 213 Change charter. 214 Communication. 347 Customer-facing organization. 347 processing a case/task. 24 operational. 279. 75. 199 process. 279 CRM vision. 21 stability-related benefits. 81 Complaint scenarios identify. 87 Complaint close. 336 facts. 287 Change programs. 149 CRM. 60 Component enhancement. 348 Customer Self-Service Internet-based. 33 Customer retention. 286 procedure model. 364. 135 Customer dissatisfaction. 24 strategic. 48 Controlling. 48 376 . 275 Corporate account. 295 Closing a case/task. 66 Computer aided selling (CAS). 82 Complaint processing. 337 customer case/task. 87 Internet-based Customer Self-Service. 221. 137 create. 344 creating a case/task. 38 fulfillment. 197 evaluate. 190. 279 Cross-selling. 367 Contact Event Manager (CEM). 135 Customer Factsheet. 20 Credit limit check. 21. 212. 189. 171. 198 create. 364. 222 Complaints management. 109 Contract management. 295 Change management. 290. 337 proactive. 195 Configuration management. 88 Customer service. 329 Condition. 21. 22 Customer loyalty. 329 analytical. 37. 284. 198 Complaint process.

20 Data quality. 183 Field Service. 310. 63 Escalation model. 300 Data mining. 164 F Field service. 281 Incident management. 162. 312 identification of. 279. 151. 299. 346 Goodwill costs. 300. 26 Goodwill. 29 Differentiation range. 204. 183 Initial priority. 305. 189. 49. 261 header level. 135 377 . 26 quantitative. 342 Gradual implementation. 279 methodical. 296 Development test. 340 Input help. 365 Infotype Business Role. 250. 228. 302. 66 Fuzzy search. 303 Duplicate record. 190 Follow-up phase. 318 Data warehouse. 314 standard. 311 G Goal criteria qualitative. 308 Hierarchy creation. 335 Framework enhancement. 340 E-service. 238. 137 Implementation gradual. 87 Depot repair. 311 potential. 261 Delivery of a different product. 133 Dropdown list.Index Customer support. 307. 48 Customizing. 135 Duplicate pairs. 316 Detailed data. 28 competition. 313 project phase. 240 determine. 300 cleanse. 194. 155 E Enhanced Workbook. 194. 199. 322 Differentiation factor. 313 Data errors. 163 Date type. 50 Design. 313 D Data classifying. 267 Date rules configure. 137 Development and implementation phase. 223. 20 Date profile. 29 Direct link. 59 External list management (ELM). 304 Duplicates check. 297 Forwarded. 188. 164 Debit memo send. 309 Duration specify. 68 I ID. 364. 129 In-house. 279 H Heuristic rules.

272 Item category determination. 273 Item category. 126 378 . 78 L Lead management. 58 Installed base. 176. 88 Invoice create. 133 group of direct. 335 N Namespace. 139 Installed base management. 209. 176. 106 O Object description enhanced. 261 Invoice correction. 28. 330 Mass processing. 47 Integration of measuring devices. 189. 59 Mobilization phase. 115 Master data. 81 Mentoring strategy. 211. 105 Mobile service. 29 Notes. 133 logical. 330 Mass manufacturer. 195. 54 Marketing. 67 Material flow. 363 IT Infrastructure Management. 295 Must have. 132 Need to have. 28. 137 K Key performance indicator (KPI). 188. 363 M Maintenance planning. 133 Logistical integration. 218 Interaction Web Client. 95 Objects. 281 Microsoft Outlook. 250 send. 129 Organizational node. 28. 47. 272 define. 38 Market stagnation. 178. 274 Item level. 133 Location. 29 Nice to have. 194. 40 Ordering of an incorrect product. 104 Mobile service order management process flow. 121 Organizational model maintenance. 335 My Tickets. 175. 47 Organizational model. 242 Logical link. 75 Lotus Notes. 20 Link for work center. 129 Object list. 150. 106 Mobile service processing. 110 Operational level. 256. 20 Order acquisition. 29 My Group. 241 Online integration interface (OII). 67 ITIL. 69 Number range. 76 Integration test. 189. 222 Letter campaign. 87 Order management. 195.Index Installation. 210. 20 strategic. 351 Level operational. 177. 291 Methodical implementation. 128 Navigation bar profile. 87 Internet-based Customer Self-Service Center. 85 Item Customizing. 67. 211. 322 Intelligent Solution Database. 38 Lemon Law.

Index

Organizational plan, 121 Organizational structure, 121, 123 sales, 123 service, 123 Organizational unit, 121 Original Equipment Manufacturer, 330 Over-delivery, 87

P
Parameters for the interaction history, 351 Parsing, 308 Partner determination, 67 Partner determination procedures, 158, 188, 194, 203, 253, 263 Partner function category, 241 Partner functions, 159 Personal Task, 335 PFCG, 127 Planned activity, 84 Planning to Implement Service Management, 363 Position, 122 Postal directory, 305 Pre-sales, 27 Price accumulation, 68 Price error, 87 Pricing, 68 Priority, 339 Problem log, 184, 196, 237 Problem and solution type, 218 Problem management, 364, 366 Problem subtype define, 219 Problem type define, 219 Procedure model, 279 defined, 281 Process complaint processing, 81 complaints management, proactive, 222 complaints management, reactive, 196

mobile service order management, 106 product update, 90 product update with product service letters, 90 service and repairs processing (field service), 191 service and repairs processing (inhouse), 183 service case management, 226 service contract management, 248 service contracts, 93 service order management, 70, 148 service resource planning, 98, 236 warranty management, 259 warranty processing, 78, 79 Process and documentation flow, 325 Processing type method call, 170 Product register, 248 return, 187 Product configuration management, 47 Product proposal, 68 Product proposals, 38 Product service letter (PSL), 88 process flow, 90 Product update, 89 process flow, 90 Progress monitoring, 326 Project definition, 315 Project plan, 314 Project risk management, 291 Prototype detailed, 283 horizontal, 284 vertical, 283

Q
Qualification management, 243 Qualification scale, 243 Qualifications catalog, 244 Quality gate, 284 Quantity assignment, 38 Quantity check, 83 Quantity confirmation, 83

379

Index

Quantity determination, 83 Quotation create, 148

R
Rapid prototyping, 283 Reactive service, 45 Recall, 90, 91 prepare, 350 Recall Cockpit, 350 Recall management, 348 Recall report, 355 Reference documents, 83 Reference object, 67 assign, 163 Release management, 364, 366 Repair cycle, 48 Repair request accept, 191 Repairs processing, 150, 183 Requirements analysis and definition, 315 Return authorization, 84 Role bill-to party, 137 employee, 130 payer, 137 service manager, 149 ship-to party, 137 sold-to party, 137 Role configuration key, 131 Rollout parallel, 314 Routing management, 116 RSS feed, 64 Runtime Repository, 66

S
Sales, 27 Sales force automation (SFA), 31 Sales installation order, 55 Sales order, 147

Sales stage after-sales, 27 pre-sales, 27 sales, 27 SAP Business Communication Center, 109 SAP Business Communication Management (BCM), 109 integration with, 114 integration with SAP CRM, 110 softphone, 112, 113 SAP CRM, 35, 53 architeture, 61 SAP CRM 2005, 35, 62 SAP CRM 2006s/1, 35 SAP CRM 2006s/2, 35 SAP CRM 2007, 35, 63, 147 SAP CRM Roadmap, 35 SAP CRM Service, 42, 43 SAP CRM system, 349 SAP ERP, 31, 147 integration with, 96 SAP ERP CS, 53 SAP ERP Financials, 188 SAP Mobile Service, 88 SAP NetWeaver Business Intelligence (BI), 57, 69, 96 integration with, 96 SAP SCM, 31 SAP standard function, 188, 194 Satisfaction survey, 297 SD, 147 Search, 335 Search criteria, 138 Search function, 139 Security Management, 363 Segment Builder, 38 Selection time range, 240 Selective service, 45 Sellers’ market, 20 Seller warranty, 68 Service, 329 conduct, 150, 186, 193, 250, 259 Service and report execution, 56 Service billing, 56

380

Index

Service case analyze and classify, 227 close, 227 evaluate, 228 open, 227 process, 227 Service confirmation, 187 Service contract, 45, 58, 92, 93, 149 create, 248 determine, 237 process flow, 93 release, 250 Service contract determination, 74 Service contract management, 45, 94 Service Delivery, 363 Service desk, 364 Service employee, 185, 191 Service level defined, 95 Service management, 25 Service management cycle analyze, 43 collaborate, 43 optimize, 43 Service marketing, 44 Service operations, 54 Service order, 72, 147 confirm, 149 create, 149, 237 Service order management, 69 process flow, 70 Service order processing analysis of service processes, 78 resource-oriented analysis, 77 Service parts management, 52 Service plan, 73 Service planning, 56 Service portfolio, 28 Must have, 28, 29 Need to have, 28, 29 Nice to have, 28, 29 Service process, 121 Service processing, 150 mobile, 59 Service product, 144 Service profile, 239 Service quality, 78

Service quotation, 71 expiration analysis, 72 pipeline analysis, 72 success analysis, 72 Service quotation and service order create, 185, 192 Service resource implement, 238 plan, 237 Service resource planning, 97, 122 analysis of qualifications, 103 analysis of service orders, 104 process flow, 98 resource-based analysis, 103 Service sales, 44, 57 Service Support, 363 Service technician, 150, 250 Service type, 44 active service, 45 reactive service, 45 selective service, 45 Set type customer-specific, 142 Shipping, 41 SLA, 58 escalation, 59 monitoring, 59 Solution Database, 218 intelligent, 218 Solution subtype define, 220 Solution type define, 220 Sources of error, 299 Spare part, 139 Stakeholder analysis, 289, 291 Standard interface, 303 Start condition, 173 Status, 339 Status management, 69 Strategic level, 20 Strategy for growth, 330 Subject, 215 Success factors critical, 277 general, 278

381

121. 128 Transaction type.Index T Technical objects. 144 Warranty service. 261 define. 142 EEWB. 65 Under-delivery. 135 COMM_ATTRSET. 133 Worklist. 125 BSP_WD_CMPWB. 78 process flow. 54 X XIF interface. 311. 324 Test implementation. 320 Text determination procedures. 188. 194. 331 Unplanned service explanation. 139 CRMM_UIU_PROD_CONFIG. 279. 149. 76 382 . 307. 188 Warranty and claim management. 86 Unique selling point. 122 PPOMA_CRM. 303 WinClient. 126. 152. 129 PPOMA_CRM or PPOCA_CRM. 325 Test strategy. 135. 130. 159 Work center. 122 SU01. 142 UI Configuration Tool. 325 Test concept. 151. 296 Training materials. 246 Wildcard search. 323. 55 ticket. 261 Warranty agreement. 153 Transportation. 124. 324 Test model. 66. 122. 216 Training aids. 125 User assignment. 332 Wizard. 332 Web GUI. 324 Test scripts. 323 Test preparation. 325 Test management. 64. 250. 322 W Warranty confirm. 335. 65 UI configuration. 200. 74 Web applet. 321 Test phase. 128 PPOCA_CRM. 350 V-Model. 51 Warranty case. 64 WebClient. 296 Transaction BP. 248 send. 79 Warranty product. 127 V Validation postal. 342 Warranty processing. 323 Test environment. 41 Up-selling. 324. 130 VIN. 68 Territory and activity management. 36. 34 User create. 125. 63. 327 Templates. 343 U UI. 135 PFCG. 39 Test cases. 312 Vehicle. 142 COMM_HIERARCHY. 245 User role. 260 register. 261 create. 334 Views adjust. 58 Technical support.

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