CRM implementation for Dell's build-to-order sales strategy

New Generation Technology

CRM at Dell:

Driving Greater Accuracy of Build-to-Order

Selling Strategies with Better Customer Relationships

Your class #ID

Dell Inc. is today a $61B manufacturer of PCs, servers, laptops and tablet PCs, in addition to servers and network storage systems. The company operates in over 50 countries and has distributed its sales forces across the government, enterprise, small & medium business, and state and local government markets. Dell has succeeded in growing profitably and consistently across the last decade due to their highly efficient and unique supply chain that fuels their build-to-order production system and selling strategies globally (Gunasekaran, Ngai, 2009). Dell also has successfully been able to create highly collaborative workflows throughout its supply chains and have successfully transformed knowledge into a competitive advantage (Bilek, 2010). With each new product introduction, Dell adds in additional suppliers, and needs to have an even greater level of accuracy on forecasts from their customers. Dell has such a rapidly growing customer base that they need to be able to capture the highest value accounts, from individuals to corporations, and make the most of these relationships with customers with could be among the most profitable the company has (Sprangel, Stavros, Cole, 2011). Dell is well organized at the supply chain and value chain levels, yet however is continually seeing their rapid growth of customers causing confusion in new product development, forecasting, planning and executing services, and also migrating customers from one product generation to the next. The intent of these recommendations is to better align customer data with the build-to-order supply chain, production and forecasting processes that are at the center of the company's unique competitive advantage.

Executive Summary

Dell Inc. has been able to successfully integrate its supply chain systems and processes with the core unique value proposition of the company, which is its unique build-to-order production system. Dell has also successfully applied their build-to-order production processes to a wide variety of systems and products, often with the result being significant revenue and profit gains (Bilek, 2010). The one aspect of Dell's operations that continue to elude their ability to effectively execute is how to capture customer data for those customers who rely on their build-to-order production capabilities the most. At present, the Dell Inc. systems do not differentiate which customers are the most loyal to build-to-order systems vs. off-the-shelf products. Having this insight would save thousands of hours a year in selling strategy development and would also streamline the supply chain performance of the company overall.

Definition and History of Technology

History

The Dell business model is predicated on the use of a centralized Enterprise Resource Planning (ERP) system that acts as the catalyst for the supply chain management (SCM), logistics, Electronic Data Interface (EDI) and integration to the many other it systems that production relies on. Figure 1, Overview of the Dell ERP System Platform, shows how the systems were initially organized. Note that there is only support for CRM in the context of Dell Premier Pages and e-commerce.

Figure 1: Overview of the Dell ERP System Platform

Based on analysis of Source: (Kapuscinski, Zhang, Carbonneau, Moore, Reeves, 2004)

In the past, CRM systems were not a priority in Dell, Inc., which relied on supply chain and production efficiency and only provided configuration data into the online e-commerce systems including product configurators and guided selling systems during the phase of product introductions (Bilek, 2010). Absent is a strategy for ensuring a high level of customer data integration and a focus on how to create a customer-driven system of record (Finnegan, Currie, 2010). As Dell continues to move into entirely new product categories, this lack of a centralized customer system of record begins to slow down the rate and profitability of growth. It is also evident from looking at the approach Dell initially defined its internal systems that even if there was an intention to create long-lasting relationships with customers, it would be very difficult given the system architecture (Sprangel, Stavros, Cole, 2011).

Background of Dell and it Reliance on the Build-to-Order Business Model

At the center of the Dell business model is the build-to-order production process the company has transformed into a sustainable competitive advantage over time. The synchronization of the supply chain, pricing, services, procurement, direct selling, and marketing departments transformed the new product development and launch process into a well-orchestrated series of events the company could complete relatively easy after years of experience (Bilek, 2010). The Dell build-to-order model excelled in the initial stages of its development in managing the assemble-to-order and build-to-order production processes where the products being sold were at most 30% customized for a given customers' needs (Bilek, 2010). With a relative low level of product customization the company felt that there would be little need for getting deep into customer data and using a CRM system to capture needs when their online product configurators were doing that already with a high degree of granularity and focus (Gunasekaran, Ngai, 2009). The culture internally within Dell was so engineering-centric at the time that the focus on pure execution and efficiency overtook the need for customer data, and the belief that pure efficiency would be the best strategy for growth (Bilek, 2010). This is typical of high-growth technology businesses that believe in the power of their product strategies and speed of execution over listening to customers (Ernst, Hoyer, Krafft, Krieger, 2011). Figure 2, Dell Inc., Marketing and Manufacturing Process Integration shows how Dell operated for decades, taking into account Demand Planning, Distribution Requirements Planning on the Marketing side and Manufacturing supporting the core ERP functions of Master Production Scheduling and Procurement Planning. These critical processes were often done in isolation from customers input and insight, which eventually led to Dell becoming so myopic in focus that they lost focus on where customers were going with their needs and requirements. While these systems shown in Figure 2 ran as efficiently as ever, they were slowly becoming irrelevant because they were not anchored in customer needs.

This myopic focus cost the company valuable and profitable customer relationships, which is often the case within companies who allow technology to dominate their focus instead of unmet customer needs and priorities (Ernst, Hoyer, Krafft, Krieger, 2011).

Figure 2:

Dell Inc. Marketing and Manufacturing Process Integration

Based on analysis of Sources: (Kapuscinski, Zhang, Carbonneau, Moore, Reeves, 2004) (Gunasekaran, Ngai, 2009) (Bilek, 2010)

Discussion of Current Business Issues

Today Dell suffers from not having enough insight into the most critical customer relationships necessary to grow its emerging virtualization and Cloud computing businesses, as the company's approach to managing by technology instead of customers created a very myopic mindset. The transition from being purely technology- and product-centric to one that puts customer feedback and their insights into the center of a business model can only be achieved by measuring processes and improving them (Liu, Guo, Lee, 2011). Nowhere is this more evident than in the company's quoting process. Ironically for a company so well-known for its build-to-order process online, tis enterprise-wide quoting systems are seriously broken and often can take weeks to produce a highly specific quote for a series of servers for example (Gunasekaran, Ngai, 2009). The lack of customer insight into why customers are ordering a specific configuration also needs to be assessed. This lack of information has led to incorrect configurations being recommended to long-standing customers and the quoting timeframes drastically increasing from weeks to in some cases months for very complex system and network configurations. The consumer and low-end configurations of systems is very efficient as it has become integrated into the overall supply chain workflows however the higher-end systems lack CRM and process integration.

Proposed Solutions

There are many potential solutions to the lack of customer insight and intelligence as it relates to the quoting process. One of the most expedient is to create a small CRM system based on Salesforce.com, which is delivered entirely over the Web, and integrate the back-end systems to the quoting application, an approach used in other manufacturing companies successfully (Rapp, Trainor, Agnihotri, 2010). This approach would provide easily usable applications and would also be paid for using operating expense (OPEX) funding, an approach Dell relies on as Capital Budgeting (CAPEX) is a lengthy process and heavily reliant on the cost of capital and interest rates. The SaaS-based approach would allow for quickly defining the strategic priority of customers and also give insights into how best to create a more customer-driven enterprise quoting process (Wu, 2010). The downside of this approach however is the lack of security for the data involved and the fact that data capture and analysis is not as well defined within the Dell process workflows as well. As a result of these factors, going to a SaaS-based approach to implementing advanced CRM systems into Dell to further increase their insights into customers is not going to be effective, however it will have a rapid turn-around time to be completed.

A second approach is to define the customer data management requirements of the complex quoting systems workflows, and selectively define a CRM system that only focuses on accelerating the quoting workflows. According to an analysis of the latest levels of performance for the complex quoting process for highly integrated Cloud, virtualization and storage systems, the average turnaround time for a quote is up to 21 days. This has been derived from an analysis of the days-sales-outstanding, inventory turns by complex systems and the deals won on complex system sales. In addition, the use of customer data could also streamline the response to quoting requests over time, as the workflow connection points would be more easily planned for and defined. In short, customer data could become the basis of accelerating the quoting process if used as a means to create trust with customers and also unify Dell around customer centricity, not technology. The transition from being technology to customer driven often accelerates the more complex processes if customer data and their metrics become the critical goal first, not just internally derived efficiency metrics (Rapp, Trainor, Agnihotri, 2010). Often the implementations of CRM systems to manage customer intelligence at this level are highly integrated into ERP, SCM and production planning systems to ensure businesses stay on track to the goals that matter most to customers over time. Often this type of CRM system is designed to be installed and operated entirely within the company.

Recommendations for Executive Committee

As the lack of customer insight into the more complex quoting processes Dell is increasingly relying on for generating system sales is slowing down response times, a CRM system that can deliver insight and intelligence, in addition to analytics is critical. The use of customer-based data management systems that can track quoting performance to customers' original quotes for storage networks, virtualization-based servers and private Cloud systems, which are together the most complex solutions Dell provides, is critical for long-term profitability. There is also the need for creating a more streamlined series of processes in the need assessment, design validation, automated drawing generation, product configuration and document generation processes.

The recommendation to the executive committee is to invest in a CRM system that can bring both customer-based relationship data in addition to quoting intelligence and history into the workflows shown in Figure 3. The need for creating a single customer data record is also essential for the performance gains in complex quoting from 21 days to 1-hour be attained.

Figure 3:

Comparing the Quote-to-order Workflows for Complex Networks at Dell

Based on analysis of sources: (Dell Investor Relations, 2011 and SEC Filings) (Kapuscinski, Zhang, Carbonneau, Moore, Reeves, 2004) (Gunasekaran, Ngai, 2009) (Bilek, 2010)