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The financial implications of having greater agility and flexibility in defining workflows has been quantified through empirical study, showing the aggregate effects on financial performance (Lin, 2010). In order for this objective to be accomplished, a series of financial metrics will be defined, and during the benchmarking period in the first objective, they will be measured. The impact of streamlining CRM processes and workflows, in addition to making quoting, pricing and order management more efficient has been shown to improve the financial performance of organization within nine months or less (Ang, Buttle, 2006). The financial model to be designed will take into account the relative levels of spending on Cloud computing platform technologies including virtualization software, Software-as-a-Service (SaaS)-based platform components including multitenancy support and security, and CRM software. Professional services for tailoring the SaaS-based CRM applications to the specific workflows of the company are also included in this calculation. The costs associated with system integration within the SaaS-based application, using the Cloud architecture, will also be included as part of the overall costs as well. The objective of this model is to evaluate the payback period and Internal Rate of Return (IRR) for the CRM implementation.
3. To determine the impact of greater SaaS-based CRM adoption on customer satisfaction over the long-term, with the first measure being six months after implementation and regular measures every six months thereafter. The methodology to accomplish this goals is focused on measuring the extent to which a more effective, streamline CRM system contributes to overall customer satisfaction by increasing communications and order accuracy. This will also be a longitudinal measure of performance, completed...
A large part of this growth is being driven by the ability of SaaS-based CRM systems to deliver measurable performance gains in financial, marketing and operations-based objectives (Ang, Buttle, 2006). The intent of this research proposal is to evaluate the extent to which Cloud-based applications augment the most critical business strategies and needs of a business, while also simplifying and streamlining the overall workflows designed to attract, sell and support customers globally using these Cloud-based systems and processes.
References
Lawrence Ang, & Francis Buttle. (2006). CRM software applications and business performance. Journal of Database Marketing & Customer Strategy Management, 14(1), 4-16.
Yuksel Ekinci, Peter Gillett, & Merlin Stone. (2007). Deploying a CRM system in practice -- Understanding the user experience. Journal of Database Marketing & Customer Strategy Management, 14(3), 195.
Kane, R.. (2009, January). Straight Talk: Advice from the Trenches of SaaS CRM. Customer Relationship Management, 13(1), S3-S4.
Klie, L.. (2011, August). Global CRM Market to Grow by $1.3 Billion in 2011. Customer Relationship Management, 15(8), 13.
This approach to defining a performance-based taxonomy will also allow for a more effective comparison within industries as well. All of these factors taken together will provide enterprise computing buyers with more effective foundations of arguing for more thorough measures of application performance. The net result will be much greater visibility into how cloud computing is actually changing the global economics of the enterprise computing industry. III. Final Report: Introduction The foundational
Cloud Computing Assessing the Risks of Cloud Computing Despite the many economic advantages of cloud computing, there are just as many risks, both at the information technologies (IT) and strategic level for any enterprise looking to integrate them into their operations. The intent of this analysis is to evaluate three of the top risks of cloud computing and provide prescriptive analysis and insight into how best to manage each. Despite widespread skepticism
In addition companies have a baseline measurement of how their customers perceive them from both a positive and negative standpoint. The downside if social marketing analytics is the cost for integrating these BI systems with legacy systems (Raab, 2010) and the ramp-up for learning their advanced features (Tsai, 2009). The data quality of these systems is excellent as they are more attuned to encapsulating and summarizing the data so it
In addition to the stability, scalability and extensibility of its architecture, cloud platform have made it possible for workflows across government to become more pervasive and secure as a result [4]. The TCO of a given cloud platform or series of applications therefore has continued to become reduced by the experience effect (comparable to economies of scale yet only applied to data aggregated and knowledge creation) across government [6]. This
The Cost Effectiveness of Cloud Computing within an Accounting Organization Table of Contents 1 Introduction 4 1.1 Background 4 1.2 Significance of the Topic 4 1.3 Research Problem 5 1.4 Research Questions 5 1.5 Purpose of the Study 5 1.6 Methodology 5 1.7 Good Title for Study 5 2 Literature Review 6 2.1 Cloud Computing Definition 6 2.2 Types of Cloud Computing Services 6 2.2.1 Infrastructure as a Service (IaaS) 6 2.2.2 Platform as a Service (PaaS) 7 2.2.3 Software as a Service (SaaS) 7 2.3
Behave the Way IT Does?" by Bill Fleming Cloud Computing and the New Economics of Business by Michael Hugos "Why Does IT Behave the Way IT Does?" by Bill Fleming Chapter 2 of Bill Fleming's book "Why Does IT Behave the Way IT Does?" deals with the cost effectiveness of the enterprise IT systems and the value of IT to companies. he also discusses the change in perceptions towards IT departments and