SUBMITTED BY

NAME : MAHFUJUR
RAHMAN SUSAN
ID :
2021010004119
SECTION : 3
COURSE : MIS
DEPARTMENT : MBA
SUBMITTED TO
ASMA AKTER

FINAL ASSESMENT
DATE: 18/06/2021
 ANS TO THE QUESTION NO 1

E-commerce involves buying and selling of products and services by businesses and consumers through
an electronic medium. The products or services are showcased through a website or mobile application
through digital signage systems that are integrated with a secured payment gateway facilitating product
purchase and financial transaction. 

TYPES

Currently, the following four types of eCommerce are popular in Bangladesh:

 Business-to-Business (B2B)
 Business-to-Consumer (B2C)
 Consumer-to-Consumer (C2C)
 Business-to-Government (B2G)

Business-to-Business (B2B): Business-to-business e-commerce involves agreements between the

businesses and businesses. Distribution management, inventory management, channel management,
supplier management and payment management are some of the areas in which B2B applications are
widely used. the Bangladesh Garment Manufacturers Employee Association (BGMEA) has deployed B2B
e-commerce solutions for international RMG orders and procurement, as have several large ready-made
garment companies.

Business-to-Consumer (B2C): B2C commerce involves e-commerce between businesses and the
consumers. This form of e-commerce involves the purchase of books or any form of consumer goods. It
also includes purchase of software, e-books, games, songs as well as e-banking. ajkerdeal.com,
bdbazar.com, daraz.com, bajna.com, HungryNaki, FoodPanda are some examples of B2C.

Consumer-to-Consumer (C2C): Consumer-to-consumer e-commerce involves transactions between

individual consumers. For instance, online auction, peer-to-peer system for money or file exchange can
be classified as forms of C2C e-commerce. In Bangladesh bikroy.com, clickbd.com are examples of C2C
platforms.

B2G is usually used for licensing process, public purchasing and other government operations. B2G e-
commerce is rather insignificant when compared to the other three forms. However, B2G can be one of
the driving forces for running the public sector known as e-governance.
 1. Ubiquity- The traditional business market is a physical place, access to treatment by means of
document circulation. For example, clothes and shoes are usually directed to encourage
customers to go somewhere to buy. E-commerce is ubiquitous meaning that it can be
everywhere. E-commerce is the world’s reduce cognitive energy required to complete the task.
2. Global Reach- E-commerce allows business transactions on the cross country bound can be
more convenient and more effective as compared with the traditional commerce. On the e-
commerce businesses potential market scale is roughly equivalent to the network the size of the
world’s population.
3. Universal Standards- E-commerce technologies are an unusual feature, is the technical standard
of the Internet, so to carry out the technical standard of e-commerce is shared by all countries
around the world standard. Standard can greatly affect the market entry cost and considering
the cost of the goods on the market. The standard can make technology business existing
become more easily, which can reduce the cost, technique of indirect costs in addition can set
the electronic commerce website 10$ / month.
4. Richness- Advertising and branding are an important part of commerce. E-commerce can deliver
video, audio, animation, billboards, signs and etc. However, it’s about as rich as television
technology.
5. Interactivity- Twentieth Century electronic commerce business technology is called interactive,
so they allow for two-way communication between businesses and consumers.
6. Information Density- The density of information the Internet has greatly improved, as long as
the total amount and all markets, consumers and businesses quality information. The electronic
commerce technology, reduce the information collection, storage, communication and
processing cost. At the same time, accuracy and timeliness of the information technology
increases greatly, information is more useful, more important than ever.
7. Personalization- E-commerce technology allows for personalization. Business can be adjusted
for a name, a person’s interests and past purchase message objects and marketing message to a
specific individual. The technology also allows for custom. Merchants can change the product or
service based on user preferences, or previous behavior.

E-commerce business models:

• Portals offer the customer many Webs search tools along with packages that contain content and
services such as e-mail, messaging, maps, news, calendars, shopping, audio and video content, etc.
• E-tailers allow customers to make purchases online through the Internet rather than going to a
physical store.
• Content providers distribute the intellectual property of others through the Internet in the form of
video, music, photos, text, and artwork.
• Transaction brokers process consumer transactions online rather than in person, by phone, or by mail.
• Market creators provide a place where merchant and consumer can meet to display products and
services, search for certain products, and determine the price of the product.
• Service providers offer particular services to their customers such as software.
• Community providers provide a place where individuals with shared interests can buy and sell
products and services online such as social networking sites.
E-commerce revenue models:
• Advertising revenue model is when a Web site generates revenue by exposing their large audience
and user attention to advertisements.
• Sales revenue model is when a company generates revenue through the selling of products,
information, or services.
• Subscription revenue model is when a Web site generates revenue by offering its content or services
to the customer in return for a subscription fee that grants access to the content.
• Free/freemium revenue model is when a Web site offers basic services to its customers but generates
revenue by offering more advanced services for an additional fee.
• Transaction fee revenue model is when a company generates revenue by enabling or executing a
transaction.
• Affiliate revenue model is when a Web site generates revenue by sending visitors of that site to other
Web sites in exchange for a referral fee or percentage of the revenue from any sales that occur because
of the referral.

There are several ecommerce businesses currently operating in Bangladesh from them Evaly and
foodpanda going at great guns.
 ANS TO THE QUESTION NO.2

Customer Relationship Management (CRM) is a business strategy that enables organizations to get
closer to their customers, to better serve their needs, improve customer service, enhance customer
satisfaction and thereby maximize customer loyalty and retention. The present business scenario assigns
great emphasis to managing business customers. Organizations are quickly recognizing that in order to
survive competition, it is important to grab customer attention with unique brand identity and superior
service levels. Businesses, which initially focused on finance, sales and marketing management, are now
shifting their priority towards customer relationship management. CRM solutions are flooding the
market with easy-to-use tools to manage business customers. CRM is a process or methodology used to
learn more about customers' needs and behaviors in order to develop stronger relationships with them.
It helps businesses to use technology and human resources to gain insight into the behavior of
customers and the value of those customers.

There are two types of CRM

1. Operational
2. Analytics

Operational CRM: it Enables managers to handle and coordinate with team and processes effectively. It
involves functions like call centers and sales force automation and Supports day to day activities that
deals directly with customers.

Analytics CRM: Analytical CRM: takes into consideration product and service decision-making as well as
pricing and new product development Collects customer information to curate customer centric
marketing campaigns and decisions.

CRM analytics in telecommunication industry is a rising but partially explored area. In today’s
competitive market, service providers always need to give something „extra‟- as in customized offers,
own a predictive tool to identify the needs of the customer, make some offers which the customers
cannot turn down, and so on.

Competitive Market: After years of unchanging market due to monopoly, now it is changing
continuously rise in competition. Due to a large no of options in service providers, customers can switch
any time. Hence telecommunication companies are using CRM analytics to gain reasonable dominance.
High Churn Rates: Churn rate relates to the monthly or annual percentage rate of customers leaving the
service provider. Due to a competitive market the churn rates are also high.

Massive Data Collection: The amount of data available in the telecommunication is massive, with the
main product of the companies being the call. The thousands of calls created by the customer per day,
per hour is one of the reasons for this huge data.

The operational level of CRM reflects customers’ routine processes such as automation of many
activities like sales-force activities and customer service automation. Operational CRM shows workflows
at the front-line offices such as collecting data, processing transactions, and controlling the process flow
for sales, delivery, and post-sales services

In fact, there is another form of CRM that can be called as collaborative CRM. The collaborative CRM is
included by operational CRM, which, according to many researchers, can be considered as a subset of
the operational level of CRM.

In Bangladesh GP apply operational CRM, which supports a variety of customer-oriented business

processes in marketing, sales and service operations; and analytic CRM, which analyzes customer data
and transaction patterns to improve customer relationships. Operational and analytic CRM modules
provide the major functions of a CRM system. In addition to leveraging CRM functions, GP uses CRM
systems to realize collaborative interactions with customers and business partners through system
integration. System integration links CRM systems with back-office enterprise systems and web-based e-
business applications via Internet-based communication protocols, and connects these systems with
dealers, partners, and customers based on common data standards.
 ANS TO THE QUESTION NO 3

In addition to the pressure of increasing customer expectations, banks are still managing the adverse
effects of the financial crisis and the low-interest rates environment. Many banks focus on cost
optimization as the main lever to drive down high cost-income ratios. Specifically, the processes in
middle and back offices are still suffering from various manual tasks, interfaces and historically grown
process variants. The automation of tasks like market conformity verification, clearing/settlement and
the entire credit and trading processes are important areas for the achievement of end-to-end
digitalization.
As an additional major challenge, banks are confronted by constantly expanding regulatory
requirements in terms of scope and complexity.

As a result, the need for action within these aforementioned areas and the prioritization and allocation
of resources and budgets highlight the challenging and contradicting objectives between digitalization,
cost reduction and regulatory initiatives.
Implementing an adequate process digitalization solves this conflict by targeting and developing all
three areas (digitalization, cost efficiency, and adherence to regulatory requirements) in parallel,
thereby creating the preconditions for greater customer loyalty.

Challenge #1 - Scaling Digital Process Automation

According to research by HFS and KPMG, the majority of enterprise automation initiatives have
not scaled. In a previous blog posts we predicted that in 2020, enterprise-wide automation will
become a top strategic priority for at least one quarter of Global 2000 companies.

Even though large organizations have abundantly invested in automation software – whether
it’s been Process Discovery tools, Robotic Process Automation vendors, or a combination of
both – scale has been impeded by a reported lack of enterprise-wide automation strategy and
shortage of both leadership and talent.

Challenge #2 - Accounting for regulatory and enterprise constraints

Large organizations are finding that after implementing their digital workforce, their
expectations are misaligned with both enterprise constraints and visibility into critical business
processes. Automated business processes that are tied to evolving regulations, controls, or
policies have to be pulled from production, analyzed, and then modified and tested before they
can be made operational again.

This is causing not only re-work, but also prohibiting scale. Executives need to find a way to
better connect their critical business processes to constraints – especially the ones in heavily
regulated industries – to better manage change.

Challenge #3 - Effectively governing automation

As previously stated, the biggest challenge impacting large organizations in their DPA efforts is
their inability or diffi culty to apply automation at scale. A root cause of this is how automation
projects are governed.

Different, isolated teams are taking ownership of separate business processes to automate. IT
teams or technical assets are then charged to implement and execute automation, using the
software the organization has invested in to design and deploy the bots. This is creating
significant dependencies and bottlenecks, limiting agility and effectiveness.

Challenge #4 - Optimizing business processes before automating them

Just automating business processes eliminates the opportunity to make your processes better
by identifying where there’s waste. Of course, this challenge is compounded because business
process optimization with automation software demands the technical resources to optimize
the business processes with the different conditions or expressions the analyst defines, creating
an even greater reliance on IT resources.

Therefore, the challenge for enterprise leaders is not only optimizing their processes before
automating them, but also finding a way where their business personas can do it autonomously.

leading Enterprise Automation Suite that helps large organizations overcome the Digital Process
Automation challenges they face. Integrating with the leading Process Discovery and RPA
vendors, Blueprint’s solution allows large organizations to easily discover, model, design, and
optimize their business processes for automation while ensuring regulatory compliance for their
digital workforce.

The solution for process digitalization presented here provides an adaptable framework, which allows
the structural embedding of standardized approaches for the digital transformation of processes within
a bank. Furthermore, it resolves the aforementioned conflict between chances and obstacles of
digitalization. Rather it creates the prerequisite to identify digital customer experiences, opens
opportunities for cooperation or cocreation with FinTechs and ensures the important methodological
and procedural knowhow transfer