PILLAI'S COLLEGE OF ARTS, COMMERCE AND SCIENCE

(AUTONOMOUS)

NAME: PRACHI DEEPAK PATIL

SECTION: SYBMS 'C'

ROLL NO: 6162

SUBJECT: IT IN BUSINESS MANAGEMENT-II

(Project work based on ERP software)
Project work based on ERP SOFTWARE

● PEOPLE SOFTWARE.

● MEANING :

PeopleSoft is an e-business software product line owned by Oracle

PeopleSoft is an e-business software product line owned by Oracle. PeopleSoft originally offered
human resources and finance applications. Over the years, it has added tools and applications for
general business processes, such as materials management, and applications for specific
industries, such as the automotive, communications and higher-education fields.

PeopleSoft now provides users with an integrated ERP software package that assists in the day-
to-day execution of various business operations. PeopleSoft applications are used by human
resource departments in large corporations. These applications include human resource
management systems (HRMS), customer relationship management (CRM), financials and supply
chain management (FSCM) and enterprise performance management (EPM).

● PRODUCT DESIGN:

Application architecture
The original architecture for the PeopleSoft is a suite of products built on a client–server (two-
tier) approach with a dedicated client.With the release of version 8, the entire suite was rewritten
as an n-tier web-centric design called PeopleSoft Internet Architecture (PIA).The new format
allowed all of a company's business functions to be accessed and run from within a web browser.

Originally, a small number of security and system setup functions still needed to be performed
on a fat-client machine; however, this is no longer[when?] the case.[clarification needed][citation
needed]

The PeopleSoft application suite can function as an ERP system, similar to SAP, but can also be
used for single modules - for example, Student Administration or HCM (Human Capital
Management) alone.[citation needed]
PeopleSoft uses a functionality now known as Integration Broker to communicate with different
modules (known as pillars). In addition Integration Brokers can be utilized for web services calls
between PeopleSoft and other applications.

● GROWTH:

PeopleSoft Inc. raced past analysts' expectations in its just-ended quarter, reporting yesterday a
12% increase in revenue, to $698.8 million, and a slight uptick in revenue from software license
sales.

The quarter, which ended Sept. 30, was the first for which analysts can fully compare year-to-
year results of earnings that account for PeopleSoft's purchase of J.D. Edwards & Co. in July
2003. PeopleSoft fell short of expectations in its past two quarters, and analysts had been
expecting shaky results in the third quarter before PeopleSoft announced earlier this month that it
had topped estimates. PeopleSoft said at the time it would report revenue of up to $695 million, a
result it slightly surpassed. The consensus estimate of analysts polled by Thomson
Financial/First Call was for revenue of $680.8 million.

Net income for the quarter was $23.6 million, up from a $7.3 million loss in last year's third
quarter. Excluding a number of non-operating costs, PeopleSoft's per-share earnings were 17
cents, ahead of analyst expectations of 14 cents per share. That figure excludes restructuring
charges, some acquisition costs, costs related to Oracle Corp.'s ongoing tender offer for control
of PeopleSoft and "executive separation charges," which include the costs associated with firing
Craig Conway as its CEO.

PeopleSoft recorded $5.3 million in costs associated with the Oracle fight -- down from the
$10.5 million it recorded last quarter -- and $6.4 million in executive separation costs.
While PeopleSoft's revenue grew solidly from last year's third quarter, most of the increase came
from maintenance revenue, which increased from $234.6 million to $320.2 million. Professional
services revenue dropped 5%, to $217.2 million, while license fee revenue was essentially flat,
with a $1 million increase to $161.4 million.

Since PeopleSoft's board replaced Conway with PeopleSoft founder David Duffield earlier this
month, speculation has grown about whether the change indicates a softening stance toward
Oracle, whose hostile takeover attempt Conway bitterly opposed. Duffield addressed that issue
immediately on PeopleSoft's financial results conference call with analysts.

"It's been amusing to listen to what people think I'm going to do," Duffield said. He maintained
that his goal is to revitalize PeopleSoft, not to facilitate -- or block -- a sale to Oracle.
Duffield's comments to analysts echoed those he made Monday in an e-mail message to
PeopleSoft's employees, which carried the subject line, "I'm here for the long run." Duffield said
in the message that he is currently shopping for a house near PeopleSoft's Pleasanton, Calif.,
headquarters.

"I didn't come back here to sell to Oracle," he wrote. "Rather, I'm here to beat Oracle in the
marketplace, increase our revenues, re-energize our employees and deliver greater long-term
value to our shareholders."

Meanwhile, Oracle yesterday issued another of its now-routine extensions on its tender offer to
PeopleSoft's shareholders, this time extending the deadline to Nov. 5. Oracle held the offer at
$21 per share, for a total of $7.7 billion; to succeed, analysts say it will need to increase its bid.
As of Thursday, 19.6 million shares -- about 5% of PeopleSoft's outstanding total -- had been
validly tendered into the offer, up from the 11.7 million shares tendered two weeks ago.

● CONCULSION:

PeopleSoft Applications Portal provides not only content aggregation, but many
functional capabilities that are particularly useful in a PeopleSoft-centric environment. It
is especially valuable in integrating PeopleSoft application content and unifying
navigation across applications. Applications Portal provides broad deployment of
Enterprise 2.0 capabilities that can improve the effectiveness and efficiency of
organizations. WorkCenter pages are used to streamline the day-to-day work of a variety
of roles, providing greater effectiveness and efficiency.

● MICROSOFT NAV:

● INTRODUCTION:

Microsoft Dynamics NAV is a complete enterprise resource planning (ERP) software solution
for mid-sized organisations that is fast to implement, easy to configure, and simple to use.

Right from the start, simplicity has guided and continues to guide innovations in product design,
development, implementation, and usability. With a client portfolio spanning Manufacturing,
Wholesale & Distribution, Retail & eCommerce and Service, we are ideally placed to understand
the unique challenges you face and work closely with you to help overcome your business
challenges efficiently and cost-effectively.
Microsoft Dynamics NAV (Navision) is an ERP solution for SMEs and is the former name of
Dynamics 365 Business Central. Acquired and currently developed by the business software
leader Microsoft, Dynamics 365 Business Central is one of the most popular high-class
integrated management systems in the world, running the operations within 120,000+ companies
from various industries in more than 165 countries.

● BUSINESS MODEL:

Relationship selling is all about empowering sellers to drive customer engagement. In the digital
age, engagement isn’t just about in-person interactions. It’s about delivering the type of touch a
buyer expects, at the time it is expected in the buying process, in the context of what the buyer
needs with a measurable impact (conversion, trust, etc.). While it’s imperative for sales and
marketing leadership to implement buyer engagement in their sales strategies and processes.

It’s also important for other leadership, including CFOs and IT executives, within an
organization to support the transition from a team focused on sales management to one that
focuses on empowering sellers.

Relationship Selling and Its Impact on Your Organization.

Organizations that dynamically map their sales processes to their buyers’ journeys and focus on
engagement have the potential to grow their business, prioritize opportunities and close deals
faster with collaboration tools. Because of the financial implications, CFOs and c-suite
executives should collaborate with sales and marketing leadership to include relationship selling
in their yearly strategies.

Putting the right digital tools in place, and orchestrating organizational data and process, enables
relationship-based selling. And collaborating at a company level, allows organizations to
combine data from disparate tools to leverage intelligent insights and business processes—
increase revenue while reducing acquisition costs.
B2B sales organizations have complex sales environments. Digital tools, like customer
relationship management systems (CRM), provide sellers with the data needed to help them
prioritize customer and prospect outreach or selling activities. Using automation, sellers can
focus on building relationships versus managing a tool. Reducing distractions increases seller
productivity and empowers them to focus on building customer engagement.

A characteristic of top-performing B2B organizations includes an alignment of sales and

marketing. C-suite leaders should be collaborating while planning their strategy to ensure
support from all departments in an organization.

● FUTURE ENHANCEMENT:

The Future of Business and Relationship Sales

At a strategic level, B2B businesses that shift their focus from sales productivity to sales
empowerment, improving customer experiences and engagement, have shown to be more
successful.

The cost of implementing sales engagement tools to drive relationship sales is an investment for
organizations that desires to provide value and drive growth. Dynamically mapping processes
across the customer lifecycle, engagement tools like Relationship Sales solution can drive
business growth, reduce distractions and help sales close deals faster.

● SAP
 ● INTRODUCTION:

SAP stands for Systems Applications and Products in Data Processing. SAP, by definition, is
also the name of the ERP (Enterprise Resource Planning) software as well as the name of the
company. SAP Software is a European multinational, founded in 1972 by Wellenreuther, Hopp,
Hector, Plattner, and Tschira. They develop software solutions for managing business operations
and customer relationships.

SAP system consists of a number of fully integrated modules, which covers virtually every
aspect of business management.

SAP is #1 in the ERP market. As of 2010, SAP has more than 140,000 installations worldwide,
over 25 industry-specific business solutions and more than 75,000 customers in 120 countries

Other Competitive products of SAP Software in the market are Oracle, Microsoft Dynamics,
etc.

● BUSINESS MODEL/ UNIT :

Here is the whole process that is followed by any business unit.

Client contacts the sales team to check the availability of the product
Sales team approaches the Inventory department to check for the availability of the product
In case the product is out of stock, the sales team approaches the Production Planning
Department to manufacture the product
The production planning team checks with inventory department for availability of raw material
If the raw material is not available with inventory, the Production Planning team buys the raw
material from the Vendors
Then Production Planning forwards the raw materials to the Shop Floor Execution for actual
production
Once ready, the Shop Floor Team sends the goods to the Sales Team
Sales Team who in turn deliver it to the client
The sales team updates the finance with revenue generated by the sale of the product. Production
planning team updates the finance with payments to be made to different vendors for raw
materials.
All departments approach the HR for any Human Resource related issue.
 ● VISION FOR THE ERP OF THE FUTURE:

SAP S/4HANA, as the intelligent ERP, is actually the central component of SAP’s Intelligent
Enterprise strategy. An intelligent ERP makes it possible for companies to adapt and scale with
the agility and flexibility that is required in today’s markets. From a technology perspective,
SAP is moving into a highly integrated but modular approach to provide an integrated, intelligent
suite for customers, for sure based on cloud-native technologies. And here, this will help us to
deliver continuous innovations and services to customers.

For sure, a total foundation of that is an open, thriving ecosystem, which means open APIs to
really be able to extend our solutions. The new norm, actually, is artificial intelligence. SAP
integrates it and embeds it in every business process across the entire SAP S/4HANA suite. And
SAP HANA, as the underlying platform, is actually enabling business processes at scale, which
has never been possible before.

From a business process perspective, ERP is becoming a process as a service, and we will offer
the business capabilities that will help companies to run at their best. This also means SAP
enables new business models like consumption-based billing, subscription-based businesses,
which we see in the market on the horizon.

● CONCLUSION:

SAP S/4HANA Intelligent ERP system for today’s business, its embedded AI and machine
learning available on-premise, in a public or private cloud, or in a hybrid environment. SAP
S/4HANA provides next-generation processes that connect and orchestrate the entire business,
taking advantage of artificial intelligence so everyone can make smarter decisions, A new
experience for the end-user, how the end-user gets guided by the system itself. And for sure,
SAP leverages sensor data, artificial intelligence, to really automate all decision-making
processes. More important SAP believes
that business and technology are actually society and the climate. And that’s the reason the future
of ERP is fair and sustainable. It helps to address the biggest issue of today. It helps to manage
fair and sustainable supply chains across the end-to-end value and supply chains of all
companies. So, the future of ERP does not only improve the bottom line or the top line of a
company but also actually adds a third dimension, which is sustainability.

● E-SCM

● WHAT IS SUPPLY CHAIN MANAGEMENT?

A Definition of Supply Chain Management

Supply chain management (SCM) has become “a highly sophisticated, technology-dependent,
and collaborative discipline that combines the business functions of purchasing, operations,
inventory management and warehousing, customer service, and logistics (source).” Supply chain
management professionals focus on managing the flow of goods, information, and revenue while
surpassing customer expectations and keeping costs to an absolute minimum.

Supply chain management involves three levels of decisions:

strategic, tactical, and operational. Strategic decisions refer to long-term decisions that relate to
location, production, inventory, and transportation. Tactical decisions involve medium-term
decisions including weekly demand forecasts, distribution and transportation planning,
production planning, and materials requirement planning. Finally, operational decisions are the
day-to-day decisions that are part of typical managerial duties. Overall, the goal of supply chain
management is to reduce inventory to keep costs low while ensuring products are available when
needed. Sophisticated software systems are making supply chain management easier.

● INTRODUCTION OF E-SCM:

Introduction to e-Supply Chain Management is Engaging Technology to Build Market-Winning

Business Partnerships shows you how to exploit this merger and gain an unbeatable competitive
advantage
The tightening of the economy and heavier restrictions and security measures placed on channel
flows have rendered access to real-time, accurate supply chain information more critical than
ever Connectivity, messaging, and collaboration have become today's foremost buzzwords, as
companies compete for survival in an environment where cycle times and permissible margins of
error continue to shrink Introduction to e-Supply Chain Management explores the concepts,
techniques, and vocabulary of the convergence of SCM and the Internet so that companies can
move beyond merely surviving and thrive in today's competitive marketplace.

● TYPES OF FLOW IN SUPPLY CHAIN MANAGEMENT:

There are three main flows of supply chain management: the product flow, the information flow,
and the finances flow.

● The Product Flow – The product flow involves the movement of goods from a supplier to
a customer. This supply chain management flow also concerns customer returns and
service needs.
● The Information Flow – The information flow centers on transmitting orders and
updating the status of delivery.
● The Financial Flow – The financial flow involves credit terms, payment schedules, and
consignment and title ownership Arrangement.
● 5 STAGES OF E- SCM.

Supply chain management is a process used by companies to ensure

that their supply chain is efficient and cost-effective. A supply
chain is the collection of steps that a company takes to transform
raw materials into a final product. The five basic components of
supply chain management are discussed below −

1)-Plan
The initial stage of the supply chain process is the planning stage. We need to develop a plan or
strategy in order to address how the products and services will satisfy the demands and
necessities of the customers. In this stage, the planning should mainly focus on designing a
strategy that yields maximum profit.

For managing all the resources required for designing products and providing services, a strategy
has to be designed by the companies. Supply chain management mainly focuses on planning and
developing a set of metrics.

2) Develop(Source)-
After planning, the next step involves developing or sourcing. In this stage, we mainly
concentrate on building a strong relationship with suppliers of the raw materials required for
production. This involves not only identifying dependable suppliers but also determining
different planning methods for shipping, delivery, and payment of the product.

Companies need to select suppliers to deliver the items and services they require to develop their
product. So in this stage, the supply chain managers need to construct a set of pricing, delivery
and payment processes with suppliers and also create the metrics for controlling and improving
the relationships.

Finally, the supply chain managers can combine all these processes for handling their goods and
services inventory. This handling comprises receiving and examining shipments, transferring
them to the manufacturing facilities and authorizing supplier payments.

3) Make-
The third step in the supply chain management process is the manufacturing or making of
products that were demanded by the customer. In this stage, the products are designed, produced,
tested, packaged, and synchronized for delivery.
Here, the task of the supply chain manager is to schedule all the activities required for
manufacturing, testing, packaging and preparation for delivery. This stage is considered as the
most metric-intensive unit of the supply chain, where firms can gauge the quality levels,
production output and worker productivity.

4) Deliver -
The fourth stage is the delivery stage. Here the products are delivered to the customer at the
destined location by the supplier. This stage is basically the logistics phase, where customer
orders are accepted and delivery of the goods is planned. The delivery stage is often referred to
as logistics, where firms collaborate for the receipt of orders from customers, establish a network
of warehouses, pick carriers to deliver products to customers and set up an invoicing system to
receive payments.

5) Return-
The last and final stage of supply chain management is referred to as the return. In the stage,
defective or damaged goods are returned to the supplier by the customer. Here, the companies
need to deal with customer queries and respond to their complaints etc.

This stage often tends to be a problematic section of the supply chain for many companies. The
planners of supply chain need to discover a responsive and flexible network for accepting
damaged, defective and extra products back from their customers and facilitating the return
process for customers who have issues with delivered products.
 ● E- CRM

● MEANING OF E-CRM:

Customer Relationship Management (CRM) is a way to identify, acquire, and retain customers –
a business’ greatest asset. By providing the means to manage and coordinate customer
interactions, CRM helps companies maximise the value of every customer interaction and in turn
improve corporate performance.

E-CRM, or Electronic Customer Relationship Management, is an integrated online sales,

marketing and service strategy that is used to identify, attract and retain an organisation’s
customers. It describes improved and increased communication between an organisation and its
clients by creating and enhancing customer interaction through innovative technology. E-CRM
software provides profiles and histories of each interaction the organisation has with its
customers, making it an important tool for all small and medium businesses.

● E-CRM software systems may contain a selection of the following features:

i. Customer management:
Provides access to all customer information including enquiry status and Correspondence

ii. Knowledge management:

A centralised knowledge base that handles and shares customer Information

iii. Account management:

Access to customer information and history, allowing sales teams and customer service
teams to function efficiently

iii. Case management:

Captures enquiries, escalates priority cases and notifies management of unresolved
issues

iv. Back-end integration:

Blends with other systems such as billing, inventory and logistics through relevant
customer contact points such as websites and call centres

v. Reporting and analysis:

Report generation on customer behaviour and business criteria.
 ● CUSTOMER LIFE CYCLE :

Developing a successful customer relationship management (CRM) strategy requires a keen

understanding of consumers and their purchasing behaviors. These behaviors vary greatly at the
different stages within the customer life cycle. It is important to identify these various life cycle
stages and to understand the needs of the consumer at each phase. Below is a look at the five
main stages with the typical customer life cycle.

1. Reach:
This is the initial stage of the customer life cycle. The primary goal at this phase is to bring
awareness to your brand and to entice the consumer to want to learn more about your goods or
services. Ultimately, you want to generate high-quality leads.

You should have a clearly defined brand messaging strategy and use a variety of marketing
techniques, such as social media marketing, banner advertising and content marketing. It is
crucial to analyze the effectiveness of each marketing strategy during this stage. This analysis
will enable you to adjust your marketing strategies if necessary.

2. Acquisition:

At this stage, you are able to obtain prospective customer's contact information, such as email
addresses, phone numbers or social media profiles. This signifies that the consumer is interested
in your goods or services but not quite ready to take the leap and make a sale. This is one of the
most critical points in the customer life cycle.

You can now start to foster relationships with the customers through strategic engagement. Since
you now have their contact information; you can focus on targeted and personalized marketing
strategies. Email marketing, sales calls, social media marketing and content marketing all work
well at this stage of the life cycle. Don't solely focus on making a sale. Instead, focus on building
trust and fostering relationships.

3. Conversion:

This is the phase when you convert a prospective customer into an actual paying customer. You
have been able to convince the consumer that they need your goods or services to the point that
they make a sale. The most important thing to focus on at this stage is to make sure your
customer has a pleasant buyer's experience.
Having customer-friendly processes in place, such as an easy-to-use website, a secure payment
method and an efficient customer service strategy, are vital to enhancing the buyer's overall
experience. This also is the time to analyze the effectiveness of your marketing techniques up to
this point. Determine what strategies are working best to make this conversion happen and where
adjustment may need to take place.

4. Retention:

Don't make the mistake of thinking that the customer life cycle stops once the sale is made. The
truth is that you are only halfway to your ultimate goal. It is now time to continue building on the
customer relationships developed during the acquisition stage. Regular engagement with the
consumer will help to keep your brand fresh in their mind and to encourage repeat purchases.
Sales techniques like cross selling, up selling and loyalty programs are very effective at retaining
customers.

5. Advocacy:

Creating advocates for your company should always be your ultimate goal. These are loyal
customers who not only make regular purchases but also are willing to promote your goods or
services to others. They will refer their friends and family members to your business and post
positive reviews online. This type of customer loyalty doesn't happen overnight. You have to
develop strong relationships throughout the entire customer life cycle.

Defining the five main stages of the customer life cycle will allow you to create an effective
CRM strategy that attracts, converts and retains customers, as well as transitions them into
advocates for your business. Whether you are focusing on marketing strategies, customer
engagements or sales figures, understanding these five life cycle stages will help you boost sales
while fostering customer relationships.