In doing business as an organisation or a small company today, there is a need for technology resources. The need to integrate all aspects for the functions and operations of said company is also an overlaying factor. The decision the company makes to employ sources of technology is a focus on the cost-effectiveness and the efficiency that the company can acquire during acquirement. Maintaining these factors derives the assumption that customer relationship management (CRM) and SharePoint tools produce company needs, but not without a gruelling process of justification, integration, and adaptation. Therefore all processes interacting with CRM and SharePoint directly link to organisational management processes.
There is something to be given about the activities of both in the sense of using a mixture of or relying solely on the work of management and information technology (IT). IT is, for the most part, defined as a management requirement, but also non-functional without management contributions. It can be determined about the outcome expectation of either management processes or IT that the IT operators will consider the IT itself and that whatever IT inventions are made are IT workers contributions. That being said, Rockart establishes the relationship to be “in an effective relationship, IT professionals and line managers work together to understand business opportunities, determine needed functionality, choose among technology options, and decide when urgent business needs demand sacrificing technical excellence for immediate, albeit incomplete, solutions….These relationships demand that both IT and line managers accept accountability for systems projects, which is achievable only when both parties share their unique expertise”.
CRM is an application that enables all company processes to be coordinated and mechanised by the organisation. To incorporate the entire disparate structure of operations, it uses customer service, distribution strategies and marketing methods. William, Daniel, and McDonald describe it as “processes and technologies that facilitate the preparation, execution, and monitoring of organised interactions between consumers, distributors, and influencers across all channels”. A graph showing the ultimate structure applied by a CRM is as follows.
Previous reasons for performance indicators must be present to explain the orientation of CRM. The spectrum of CRM scope and possibilities is broadened by clarification of the need for unique technologies. For this study, William, Daniel, and McDonald include a direct citation of views below their views on effective implementation of CRM strategy.
Top management support and the involvement of a champion to drive the intervention are commonly recognised as necessary, as with other IT applications. The potentially far-reaching effects of e-commerce have led Dutta (2000) to take the challenging stance that the Internet should be “your CEO’s highest strategic priority.” This needs to be complemented by a consumer or business orientation, or at least by the understanding of the need for it (Wilson and McDonald 1996), whether the project’s purpose is to add to customer value, in which case the scope of the project should aim to increase it.
A project’s IT context involves the current collection of structures. The need for ‘compatibility and alignment with other marketing IT projects’ is stressed by Leverick et al. ( 1998). Ryals et al. ( 2000) go beyond this to the need for a consumer-facing systems strategy to converge to give the consumer or competitors a single view. The broader organisation often needs to be compatible with the client, either through the organisational structure (McDonald 1996) or through the organisational structure (McDonald 1996).
(Ryals 2000; Wilson and McDonald 1996) by cross-functional teams. Another part of the context that has consequences for the scope of the project is any negative aspects of organisational culture, such as Wilson and McDonald (1996) defining the need for “perceived as empowering not regulating” programmes.
Efficient system design relies on user engagement, which may need to be cross-functional in this domain (Leverick et al. 1998). To ensure that the IT infrastructure is managed correctly to ensure synergies between projects and provide a forum for the future, there is nevertheless an essential task for the IT feature (Grindley 1995). As the customer interface is perhaps more sensitive to the need to adapt quickly to external changes than some internal applications, the need to design for flexibility is significant. Leverick et al. ( 1998) also suggest seeing elsewhere the proposed application in use.
Construct Intervention Process
Dutta (2000) emphasises the need to experiment in the marketplace with a “rapid strategy/action loop” to “compete in Internet time”. This goes beyond the need to conduct pilot tests (Leverick et al. 1998).
Manage the Intervention Process
Leverick et al. (1998) emphasise that project management needs to be flexible in responding to unexpected events during implementation and still deliver the desired outcome.
Where integration begins, the company must initialize a phase that accepts all justifiable reasoning. For the most part, the process is easily understood but is flawed by the perception that integrating all IT systems into the CRM method is a persistent challenge. Cited from “The Eight Building Blocks of CRM” by Radcliffe the following are the focuses and recommendations of the CRM process:
The Eight Building Blocks of CRM:
- CRM Vision: Leadership, Market Position, Value Proposition
- CRM Strategy: Objectives, Segments, Effective Interaction
- Valued Customer Experience: Understand Requirements, Monitor Expectations, Satisfaction vs Competition, Collaboration and Feedback.
- Organizational Collaboration: Culture and Structure, Customer Understanding, People: Skills, Competencies, Incentives and Compensation, Employee Communications, Partners and Suppliers.
- CRM Processes: Customer Life Cycle, Knowledge Management.
- CRM Information: Data, Analysis, One View Across Channels.
- CRM Technology: Applications, Architecture, Infrastructure.
- CRM Metrics: Value, Retention, Satisfaction, Loyalty, Cost to Serve.
- Vision: Define CRM, get a leader, answer” why?”, set the core value proposition.
- Strategy: Develop the customer base as an asset, Answer “how?”, set objectives.
- Customer Experience: Design, then continually refine based on customer feedback.
- Organizational Collaboration: Change organizational structures, incentives, skills and the enterprise culture to deliver the customer experience.
- Processes: Re-engineer to meet customers’ expectations, provide competitive differentiation and contribute to the customer experience.
- Information: Treat customer information as an asset and a “blood supply,” focus on tighter integration between operational and analytical systems.
- Technology: Outline your CRM architecture first, consider CRM as one effective integration exercise, assess the best style of CRM application for your enterprise.
- Metrics: Set CRM metrics at multiple levels. Consider this the most challenging block: Without performance management, a CRM strategy will fail.
Based on other objectives set forth by Bates and Smith the utilization of SharePoint is to “provide business users with the tools they need to effectively manage and share information, automate a business process, collaborate, and interact with others” (p. 1). The SharePoint tools being enforced in the server environment rely on SharePoint Foundation, Word, Excel, PowerPoint, Live Communications Server, and SQL Server enterprising to meet the goal of the business. The following is an exact citation of what the business goals for the applications and servers:
- Provide Business Users with faster, complete access to actionable information. The goal is to not only provide access to more information but to make it possible to locate the most relevant information allowing people to respond to business needs rapidly.
- Enable individuals to find the most relevant people to work with and allow them to work together effectively. Teams can easily share information regardless of location and across company boundaries.
- Improve individual and team productivity by making it easy to create and manage information and allowing this information to be available as part of related business processes.
- Reduce the cost of providing enterprise-wide business solutions by providing a set of applications and servers that work together and can be combined into business solutions.
Lee suggests that the utilization of SharePoint server as a development platform demonstrates two motivations of the organization. The discern of inspiration, in this case, is the justifiable process that enables the need for SharePoint. The following is a direct citing of those motivations:
- The need to provision more than one website based on a logical grouping – such as department, region, or country – rather than have one website that serves all users.
- The need to manage unstructured content (i.e. documents, webcasts, etc.) along with the structured data stored in a SQL database.
The motivations of optimizing the use of SharePoint within business objectives not necessarily directly connected to business management can be processed. Though power is a forerunner in obligating business systems with SharePoint, its involvement within the business itself will have to be recognized. With recognition, management processes will have to be centred on its operations. An image of market growth for the SharePoint Platform is shown below:
The phase of integrating the platform itself relies on the instance that the platform is directing the content management services provided by SharePoint. When allying with management services, the scheme for implementation of the service is more defined. Lee illustrates the platform in the following displays of SharePoint technology stacks, site hierarchy, and site provisioning (p. 5-7):
SharePoint Technology Stack:
Comprehending what has previously been written, the objective becomes not understanding how the managerial process will coincide with CRM or SharePoint Tools, but at what stage to implement the tools. According to “The Five Stages of Small Business Growth” locations V introduces a possible integration period for maximizing the managerial process and interlinking with IT tools. It is at the maturity stage of business that integration of management and IT tools will engage in a circle to maximize company efforts. The Following is a direct citing of steps V Resource Maturity.
The most significant concerns of a company entering this stage are, first, to consolidate and control the financial gains brought on by rapid growth and, second, to retain the advantages of small size, including flexibility of response and the entrepreneurial spirit. The corporation must expand the management force fast enough to eliminate the inefficiencies that growth can produce and professionalize the company by use of such tools as budgets, strategic planning, management by objectives, and standard cost systems—and do this without stifling its entrepreneurial qualities.
A company in Stage V has the staff and financial resources to engage in detailed operational and strategic planning. The management is decentralized, adequately staffed, and experienced. And systems are extensive and well developed. The owner and the business are entirely separate, both financially and operationally.
The concept of the entire five-stage process is set up to appear in this format (Churchill and Lewis,
In closing the central ideal of CRM and SharePoint in business has plenty to do with management adapting to IT services. Management of business does not stop at the introduction of new IT platforms. The association amongst the latter is never-ceasing. Hence, the government holds strong ties to the tools utilized by IT.