1. Chapter 12 Enterprise Information Systems
Information Systems for Business: An Experiential Approach
Second Edition
France Bélanger, Craig Van Slyke, Robert E. Crossler
Bélanger, Van Slyke, Crossler © Prospect Press 2016

2. Practice: Focusing Story
What are the key success factors for the supply chain implementation at Wal-Mart?
What would be those factors for other companies trying to imitate Wal-Mart’s supply chain efforts?
What is your assessment of Wal-Mart’s move into RFID technology as a leader?
Could there be an issue being at the leading edge of technology?
How can technology be used to help Wal-Mart in its green supply chain effort?
Bélanger, Van Slyke, Crossler © Prospect Press 2016

3. Practice: Learning Activity 12.1 (p. 257)
Research an Enterprise Resource Planning (ERP) system offered by one of the larger companies such as SAP, Oracle PeopleSoft, or Microsoft Dynamics.
Identifies the company that sells the ERP system.
Provide a brief background on the company.
Identify the components of the ERP system.
Provide a brief description of each component.
Bélanger, Van Slyke, Crossler © Prospect Press 2016

4. Enterprise Systems Hierarchal Prospective Functional Perspective
Meet the needs of a level within the organization
Functional Perspective
Meet the needs of a functional area
Process Prospective
Support the process at hand
Bélanger, Van Slyke, Crossler © Prospect Press 2016

5. Hierarchical Perspective
Activity
Time horizon
Hierarchical level
Characteristics
Strategic
Long term
General management
Functional management
Externally focused
Highly unstructured
Tactical
Mid term
Middle management
Semi-structured
Recurrent
Operational
Short term
Operation management
Front line employees
Highly structured
Transaction focused
TABLE 12.1 Types of Information Required by Hierarchical Level
Bélanger, Van Slyke, Crossler © Prospect Press 2016

6. Hierarchical Information Systems
Figure 12.1-Hierarchical Information Systems
Bélanger, Van Slyke, Crossler © Prospect Press 2016

7. Functional Perspective
H/R
Marketing
Finance
Logistics
Accounting
Departments or Functions
Business processes are linked. The R/3 System integrates all activities related to a process in workflows, replacing conventional work structures with a cross-functional approach.
To describe the business process, capabilities of the software, and application relationship among the different processes, SAP provides the R/3 reference model.This model is the key to R/3 projects, allowing customers and consultants to select what business solutions and system components are needed to best meet their practices, requirements, and organization. It is a graphical tool which documents the business processes included in the R/3 system, giving a clear picture of the integration among them. Together with the customizing tools, the R/3 reference model constitutes one essential element to implement SAP R/3 projects.
Information systems
AIS
HRIS
Sales IS
FIS
Shipping IS
Bélanger, Van Slyke, Crossler © Prospect Press 2016

8. Materials Acquisition Process
Process Perspective
H/R
Marketing
Finance
Logistics
Accounting
Materials Acquisition Process
Departments or Functions
Business processes are linked. The R/3 System integrates all activities related to a process in workflows, replacing conventional work structures with a cross-functional approach.
To describe the business process, capabilities of the software, and application relationship among the different processes, SAP provides the R/3 reference model.This model is the key to R/3 projects, allowing customers and consultants to select what business solutions and system components are needed to best meet their practices, requirements, and organization. It is a graphical tool which documents the business processes included in the R/3 system, giving a clear picture of the integration among them. Together with the customizing tools, the R/3 reference model constitutes one essential element to implement SAP R/3 projects.
Information systems
AIS
HRIS
Sales IS
FIS
Shipping IS
Bélanger, Van Slyke, Crossler © Prospect Press 2016

9. Enterprise Resource Planning (ERP)
Set of IS tools used to enable information flow within and between processes.
Before ERP systems, different applications for different functions
Data integration
Module based
Centralized database
Customizable
Figure 12.2-ERP Shared Database
Bélanger, Van Slyke, Crossler © Prospect Press 2016

10. Practice: Learning Activity 12.2 (p. 264)
The Beer Game (MIT)
Select a new game and one of the four position to play the game.
Play the game then answer the following:
How does information impact your supply chain decisions?
How could information systems help with the information needs of managing a supply chain?
Bélanger, Van Slyke, Crossler © Prospect Press 2016

11. Supply Chain Management (SCM)
Supply chain: flow of goods, information, or money upstream and downstream between suppliers and customers
Upstream Downstream
Figure Traditional Supply Chain
Bélanger, Van Slyke, Crossler © Prospect Press 2016

12. Practice: Learning Activity 12.3 (p. 267)
Read various articles on the following website:
What are the purposes of a CRM?
What are the various types of tasks that can be accomplished with a CRM?
How were these tasks done (or are done) before the advent of CRM?
Who benefits from a CRM system? What are the benefits for each stakeholder?
What types of companies should have a CRM? Why?
Bélanger, Van Slyke, Crossler © Prospect Press 2016

13. Customer Relationship Management
Organization-wide strategy for managing an organization’s multiple interactions with customers.
Goals
Manage multiple channels of interaction with customer
Provide unified view of each customer across enterprise
Analyze information about customers
Bélanger, Van Slyke, Crossler © Prospect Press 2016

14. Customer Service Lifecycle
Figure Customer Service Life Cycle
Bélanger, Van Slyke, Crossler © Prospect Press 2016

15. CRM Infrastructure FIGURE 12.5 Sample CRM Architecture
Bélanger, Van Slyke, Crossler © Prospect Press 2016

16. Practice: Learning Activity 12.4 (p. 272)
Returning an item to Amazon.com
How difficult was it to find the information needed?
How difficult do you think it would be to actually complete return?
How likely are you to use this self-servicing application (Return Center) instead of calling someone at Amazon? Why?
What are the benefits to customers of self-servicing CRM applications?
What are the benefits to companies of self-servicing CRM applications?
Bélanger, Van Slyke, Crossler © Prospect Press 2016

17. Customer Managed Interactions
Customer data is stored and managed by the customer
CMI solves limitations of CRM initiatives:
Future events are more likely known
Inferences are more precise
Bélanger, Van Slyke, Crossler © Prospect Press 2016

18. Reflection
How does cloud computing relate to ERP and CRM applications?
Explain how data integration is essential to the success of ERP, SCM, and CRM systems.
Which issues are similar for both the process and the hierarchical perspectives of developing enterprise systems? Why?
How can process modeling (Chapter 11) enable firms to successfully implement enterprise systems?
Can a very small business implement a CRM system? What would be the advantages and disadvantages of doing so?
Bélanger, Van Slyke, Crossler © Prospect Press 2016

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Bélanger, Van Slyke, Crossler © Prospect Press 2016