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When business executives think about process automation, they think about organizational tasks such as automated responses or invoices. These functions don’t tend to have a direct impact on customer relationship management. Business Process Automation is an effective means of improving your Customer Relations Management system if you choose to automate the right business processes.
One function that many companies automate is responses to emails. Some businesses even have sophisticated systems that generate responses to specific questions or requests based on keywords found in incoming emails. The use of different keywords in a specific way can cause an automated return message that includes the most likely answer to the question asked by your customers. It is a quick method of helping clients through the first step of resolving a problem. If the auto-generated response is not useful, then the customer can choose to escalate his or her request by clicking a link in the message.
Some issues may be solved by an automated response with the first email or must be escalated to a customer support representative or some problems need to be sent to the back office administration for that issue. A ticket must be created; the issue must be tracked; and a customer record must be created or updated.
All these operations fall under the umbrella of Business Process Automation. A good automation system makes it possible for an incoming email to generate a new client record, or the message can be added in an existing customer record if the customer has contacted the organization before. Then, even if an automated troubleshooting response is sent, a trouble ticket can be created with a trigger to close if there is no additional contact after a certain period or if the user clicks an included link indicating that the issue was resolved.
If the client’s issue was not resolved, BPA can update the user record to show an open ticket, escalate the ticket to an available customer service representative, and automatically record all that activity. Recording all the customer activity will prevent customers fallen in cracks and a CRM systems with BPA will help your business to have a good workflow of helping the customer. The result is a better customer record, which means that customers can be helped more efficiently in the future.
Your customers will reach out in other ways besides email when looking for solutions to problem or answers to question. In many instances your business has the opportunity to interact with their clients through social media. Twitter, Facebook, LinkedIn, Pinterest, Google+, Instagram—even Snapchat—work for some organizations. It can be a full-time job for a team of employees, but those touch points do exist, and the information gathered through those interactions can be valuable in moving customers through the buying cycle or converting browsers into customers.
Most small to medium size organizations don’t have the time or resources to devote multiple marketing people to social media activities. BPA is one method that some companies use to maintain a social presence without dedicating a team of people to it. The tool most people are familiar with for this is Hootsuite, but many Customer Relations Management system and BPA applications also include the ability to deliver social media posts automatically. Some will even generate those posts based on parameters that administrators assign.
BPA is used for website optimization. A BPA application can monitor websites to spot issues that might occur and either fix them automatically or generate the necessary alerts to ensure that those issues are fixed quickly. BPA can also be used to help clients navigate a website or complete a purchase on the site.
Functions like automating services, social media, and websites fall within the scope of BPA. When considering how to improve your Customer Relations Management system, you should consider this important tool.
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Customer relationship management (CRM) issues can often be traced to ineffective business processes that involve human communication. Companies can overcome the limitations inherent in those marketing, sales, and service processes by pursuing communication-enabled business processes (CEBPs) -- processes enabled by communication systems that are tightly integrated with business applications. With CEBP, firms can reduce latency, enhance the ability to locate people with the right skills, provide recording of and visibility into interactions, and better enable end-to-end processes involving employees, customers, suppliers, and partners.
CEBP yields the most value in contact-intensive situations where service requests are complex. In particular, when business requirements call for a high volume of interpersonal interactions, when customers demand service through multiple contact channels, and where there are globally distributed resources, CEBP can bring the greatest benefits. When CEBP is well-deployed for CRM and other processes, it results in simplified interactions for a firm and its customers, faster response times, greater accuracy, a breaking down of organizational silos, and a better social context for communication.
Here's a story: at first, the chief marketing officer (CMO) of a global consumer electronics firm was quite pleased -- management was finally shifting from a technology focus to a marketing focus to enhance differentiation. But in the rush to initiate new programs, there was little time to carefully revamp customer relationship management-based marketing processes. Telemarketing staff across a dozen locations worldwide handled new campaign materials -- including call lists and scripts -- using paper, spreadsheets, and e-mail. Sales leads resulting from the campaigns were simply distributed by e-mail, and related call information wasn't recorded.
Improving processes involving human communication -- different industries with common issues
The CMO in the consumer electronics firm and the VP of sales in the telecommunications company -- and, in fact, executives in every industry -- are facing CRM issues that can be traced to a common source: ineffective business processes involving human communication.
Performance problems are particularly acute in complex, global organizations in which knowledge and responsibility are widely distributed and staffers are highly mobile. Difficulties with processes persist because of latency in accomplishing tasks, inability to locate the right skills to address an issue, and delayed execution of transactions in business applications. As a result of these human communication issues, companies are adversely affected by:
Outdated customer data, which can result in cold leads and inappropriate communication with customers
- An inability to control events in real time, such as marketing campaign execution, call center staffing levels, and sales force assignments
- Limited insights into the root causes of high or low performance by employees, including sales staff and customer service agents
By pursuing CEBPs, companies can overcome the limitations inherent in business processes involving human communication.
Firms can create value by:
- Substantially reducing latency
- Enhancing the ability to locate people with the right skills
- Providing recording of and visibility into interactions
- Better enabling end-to-end processes involving employees, customers, suppliers, and partners
With software-based applications increasingly replacing hardware-based communication systems -- such as private branch exchanges (PBXs) -- firms can more flexibly connect mobile and geographically distributed workforces that use a range of communication devices and methods, such as desktop phones, soft phones on a PC, mobile phones and PDAs, e-mails, short message service (SMS), instant messages, and Web contacts. Figure 1 below illustrates the move from isolated
communication system silos to software-based integrated communication and business process applications in which counterpart systems can readily exchange information.
Firms can also provide new platforms for process innovation (for example, using technology to automatically trigger responses to events and to route calls based on customer value), therby transforming company operations and favorably shifting the perception of company stakeholders. In short, by better sensing and responding to changes in the business environment, companies can substantially improve their agility.
In many businesses if a task is repeatable and recurring, it should be automated. Every organization has large number of tasks that meet that description. Any improvements in workflows from CRM automation are a great deal for SMBs.
Time is the number one resource reclaimed by automation, but there are several other ways CRM automation can improve workflow. There are common ways Customer Relations Management automation can improve workflow and increase productivity of your business.
For a process to be automated, it should be recurring and repeatable. For a task to be repeatable, it must have clearly defined steps that lead from start to finish. Organizations that choose to automate tasks such as assigning leads to qualified sales professionals or following up with new clients need to examine the processes that lead to completion of those tasks. Each task should be standardized for when and how to be completed. Then these defined steps can be automated. The benefit of such automation is that tasks—and the processes that make up those tasks—are automated across the entire organization.
When a new sales lead becomes available, a defined process accurately predicts the best sales professional to follow up on that lead. When sales professionals contact a new client a new client that contact is logged, a follow-up reminder is generated. By doing that a new customer doesn’t slip through the cracks. This standardization of processes helps businesses operate more efficiently and consistently.
Many times, administrative tasks can be repetitive and time consuming for sales professionals especially in businesses where spreadsheets are used for performing these tasks. Another spreadsheet represents one of many tasks they need to complete in a day, many of which are redundant and repetitive.
Customer Relations Management system automation does reduce the amount of time sales professionals spend updating records or performing other repetitive tasks that are necessary for a business but many of them are not productive.
For example, if a salesperson has to generate a new proposal for each lead he or she contacts, it is likely that much of the information contained in that proposal is the same as what appeared in the last proposal and will appear in the next proposal. An automated CRM system can generate a generic proposal and the salesperson does the changes, updates to reflect the specific needs of the new lead. These types of automation will increases productivity and provide a consistent and standard communication across all new leads and clients. A standard operation in sales will help management to draw conclusion on the success of the sales. If there is a standard process in place within the organization then it is easy to pinpoint on the cause of the problems.
Automated Customer Relations Management System is not something to fear. Automating the right processes within a CRM system will yield better, more consistent results across the organization.
Implementing an ERP system is, among other things, needs analysis of your current business and expertise of the vendor you purchase your software. The first step in implementing an ERP system is collecting information on your business, your market, your goals and strategy. For an effective and successful ERP implementation you need to gather a lot of information.
Essentially what you are doing is establishing the essential parts of your business. Your management team and decision makers need to find out what you are actually doing, not what you think you're doing.
It should not surprise you if you have discovered that your business is not doing things the way you think you are. This is true of many organizations to a greater or lesser extent. It can range all the way from business processes that don't work and also find out that your business operations are different than you thought they were.
An ERP implementation has to start by putting the business under a review to understand the depth of the business, and figuring out detailed tasks of employees. This is unlikely to happen without ERP implementation because few companies would gather information at that level of detail otherwise.
Over time your company might be in a different business or a different part of the business. Because over time your business has responded to competitive changes in the market and evolved to accommodate changing customer needs. Over time this process can be so subtle you never really notice it. You simply do what you need to and suddenly you're doing something very different.
A good example of this is IBM and its response to competition in the business PC market place. The company, which had practically invented the business computers as we know, it was facing heavy competitive pressure from new start-up companies like Dell that essentially built their pcs to customer order and the customized for memory, hard drive, graphics . Every computer that Dell shipped was a custom product, put together from a long list of options. The model worked and Dell was growing fast.
To be able compete with Dell and cutting back on inventory, IBM decided to install an Enterprise Resource Planning system to cover its entire distribution chain. So there was a massive effort to gather information about what was actually its business processes and business model.
Soon enough IBM has found out that very few of the PCs it sold into the business market were actually stock units. Their clients wanted their PCs customized with things like more different capacities of hard drives, memory, better graphics, etc. So the distributors took the IBM systems apart and fit them out to the clients' orders.
As it turns out that IBM was in the custom PC business without even knowing it.
With this information in hand, IBM has changed its processes to conform to a new business model. The company started shipping computers in pieces to make it easier for the distributors to meet the clients' needs.
They found out the truth about their business practices by examining their business practice for ERP implementation. The company was actually in the business of custom systems rather than stock computers – they were able to regain competitive advantage. Another change was that they radically cut their inventory and the time it took to deliver a system.
Before implementing an ERP system, it is crucial that businesses find out the ground truth about their business processes. Considering your employees spend all of their paid times trying to work around your business practices.
This is one of the reasons that the early investigations of your business practices and gathering information for an ERP are so important. If you don't have the ground truth when you start modifying your processes before an ERP implementation , you are more likely to end up with business problems .
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Providing great customer service is a challenge for many businesses today.
Companies like Amazon and Zappos have raised in the bar in terms of what customers expect, and there are an increasing number of tools and technologies that businesses people can use to improve their support.
So, we asked 14 customer service and customer experience experts this question:
What's the biggest customer service challenges today's companies are facing and how can they overcome it?
Here's what they said:
Too many companies focus myopically on the infrastructure and technology to support voice of the customer (VOC), customer experience (CX), and enterprise feedback management (EFM) and neglect their greatest customer experience asset and feedback source: competent, customer-focused, and engaged employees who are both capable and inspired to consistently provide superior customer service.
A majority of companies employ capable workers who possess adequate job knowledge and demonstrate sufficient job skill. These employees know WHAT to do and HOW to do it.
Where most companies fail (and where the consistency of customer service quality routinely breaks down) is they stop there, assuming that employees are now equipped to consistently provide exceptional customer service.
How can they overcome this challenge?
What these companies overlook is the need to define and share the organisation’s purpose, which informs employees about their highest priority at work.
Employees need to know WHY they are doing WHAT they are doing HOW they are doing it.
Instead of just being given something to work ON (duties and tasks), employees must be given something to work TOWARD (purpose).
The result is a workforce that is not only capable of providing superior customer service, but inspired to do so consistently.
For most companies, the biggest customer service challenge today is meeting diverse customer expectations in public on diverse channels – email, live chat, telephone, face-to-face, and social media.
If you think far back in history, interactions with customers were local, one-to-one, and face-to-face, advances in travel brought diverse customers to businesses and companies then had to meet more diverse expectations. Telephone introduced the challenge of understanding people without seeing them.
Email brought the challenge of understanding emotions and communicating well with no tone of voice. Now with social media, companies face all those challenges with the extra pressure of doing it in front of the world.
To meet this challenge:
The degree of change that all service operations are facing is unprecedented.
It is clear that choice, availability, responsiveness and personalisation are all pretty much engrained in customer expectations.
Yet few service organisations have delivered the corresponding responses in terms of omni-channel, 24x7, real time and tailored customer journeys.
Budget allocation, business cases and ability to change at speed are still holding back the mainstream. A few are finding the real start point is about changing mind-sets and behaviours in the first instance.
As has been said before in many other contexts, 'you have to be digital to do digital'. This costs nothing apart from the willingness to leave behind familiar ways and learn new habits. The real challenge right now is us.
The customer’s expectations are changing. They are smarter and demand a level of service that is no longer compared to your competitor, but to any good customer service provider.
In other words, you may be in manufacturing, but you are being compared to the great experience your customer had with the restaurant they ate at last week, or the hotel they stayed at on their last business trip.
So, the first challenge is to meet the every changing and demanding expectations of the customer.
Another big challenge is technology:
Are you keeping up?
Do you connect through channels other than the traditional phone support?
Customers are enjoying “self-service” solutions that go beyond a website with a list of FAQs (Frequently Asked Questions).
Customers want information fast, which is why they like instant chat, videos, and other solutions that help them get the answers they need without the hassle of calling a company and being put on hold while waiting for a CSR rep.
The challenge is knowing what’s right for your customer and your industry.
1. Many companies are still struggling to achieve a single view of the customer. Customers are walking into stores, placing orders online, calling companies when they have a difficult problem, self-serving and interacting with firms via the web and social media.
In their minds they are having ‘one’ conversation albeit across multiple channels with one organisation.
The challenge for firms is to integrate all of these conversations into one system, integrate that with order and account history as well as equipping staff with the right tools, training and authority to be able to deal with every and any customer problem or question that comes their way.
Companies know this, customers expect this but yet many firms are still struggling to pull this off.
One of the main reasons is that many firms are attempting wholesale and complete transformation and encounter too many problems along the way with legacy systems, culture, management style, staff skills etc etc.
However, perhaps firms should try to go slower in order to go faster and further in their efforts and start with a ‘pilot’ approach in one or two areas of their business where they can trial, test and learn from a new approach, adjust and then scale one they have it right.
2. Re-evaluating the role and value of customer facing staff. If we assume the above challenge is right then there is an additional challenge that comes out of that and that is how we recruit, organise, train and reward our customer facing staff.
In many organisations, retaining an organisational structure that is very silo based, is very focused on risk minimisation and limits the autonomy and responsibility of staff acts as a real hindrance to delivering then sort of service and experience that organisations want to deliver.
BT and Avaya in a recent report: SuperAgent 2020: The Evolution of the Contact Centre stated that:
“The primary function of the Contact Centre will be largely complex problem solving because products and services are becoming more complicated and more customers are using web, social and mobile self-service to do the simple, transactional stuff."
This type of 2020 scenario doesn’t seem to be the domain of employees that are paid, on average, 30 percent below the average UK salary.
Isn’t it time that we re-evaluated the role of customer facing staff, for us to give these roles the appropriate level of respect and value that they deserve and then recruit the right people, equip them with the right skills and tools and reward them well?
Many companies want to be customer-centric, but few actually plan or provide for that. They are challenged by viewing customer service as a purely reactive exercise.
Organisations focus on putting out fires instead of never creating them in the first place.
The best companies see proactive customer service as an important function in their organisation.
Having a customer experience mission is a key part of this. Ordinary mission statements saying things like "to be the best" aren't directing everybody in the organisation with how to delivery exceptional service to customers.
The well-known service leaders have missions that see serving customers as part of their core mission. Zappos and Southwest Airlines missions, for example, don't dwell on products or shareholders at all.
They both focus on providing service to customers.
If an organisation doesn't share this sort of focus, customer service will always remain an afterthought.
Service reps will be left to clean up very big messes again and again. And organisations will never stand out as being customer-centric.
I think a big challenge for customer service is making sure it’s an integrated part of the end-to-end customer experience. Customers don’t like to repeat themselves.
When an interaction starts on the web or an IVR and then transfers to a live agent, don’t require the customer to start from scratch.
Unfortunately, my research finds that about 80% of companies suffer from this “touchpoint amnesia” – forgetting customer information during a multi-touch experience.
The right technology can help, either by using one platform or through integration. However, it’s not just a tech issue.
Most large organisations also find customer-centricity hampered by a lack of cooperation across organisation silos.
Each department or function does its own job but sometimes treats one customer differently in marketing, sales, purchasing, and service.
Senior leadership, sometimes with the aid of a chief customer or experience officer, can help foster better collaboration and an improved total customer experience.
Customer service is about human interaction and solving problems. Often times under very stressful situations.
CSRs are usually under pressure to quickly solve the case which can make empathic interaction a challenge. But, empathy is number one. To be able to understand the emotional issues impacting the customers experience.
An additional challenge to ensuring that you have high-quality interactions with customers is in the area of empowerment.
If you want your people to act like it’s their business, make it their business. Empowering your CSR staff will lead to them never losing a customer over a stupid rule.
The biggest challenge lies with conquering the mindset of trying to drive customer service costs down, particularly using technology.
If the desire is to "win" the customer service wars in a niche (and to profit from the victory), the winners will be those who hire enough PEOPLE, amd train those people properly, recouping those costs through improved sales, lower customer acquisition costs, and better retention.
People CRAVE human contact. The winners will be those who build relationships, even if the process has short term financial hits.
Let's look at this question from the end and work back toward the beginning.
Assume that a problem has been overcome. That creates requirement for success #4: the ability to implement a desired change.
Going backwards one more step lands on #3: having a clear picture of the change you want.
Stepping back one more time gets to #2: finding the sweet spot between what customers truly want and what the business can deliver authentically well.
Finally, we arrive at #1. Its requirement for success are being able to listen to customers accurately and having the corporate will to do so.
In my humble opinion, the biggest challenge is #1 – getting the organisation to truly listen to what customers want and act on it.
Many brands I've worked with (successfully) have a predisposition to use ROI (return on investment) which is biased toward doing things the way that's best for the company – not necessarily best for the customer.
As a result, many cool ideas don't make it pass the first consideration cut because they don't meet a back-of-the-napkin ROI threshold.
That's too bad because I've seen data that shows many customers (especially those of commodity brands) truly want the businesses that serve them to do so differently.
There's lots of opportunity. The first challenge to overcome is to provide inside innovators with the latitude to listen to their customers' needs –then to do something about it!
The techniques to overcome this first challenge are proven and pretty straightforward.
11. John Ragsdale: vice-president of technology and social research for the Technology Services Industry Association (TSIA)
TSIA surveys members about top business challenges, and we categorise all of our member inquiries to track which business challenges are generating the most questions.
While there are some interesting strategic and technical issues on the list of “what’s keeping people up at night,” including knowledge management and the retiring workforce, shifting service operations from supporting on premise to cloud technology, optimising renewals, and improving adoption of self-service, the number one challenge by far remains a more tactical problem: understanding key performance indicators (KPIs) for support services.
One of the key values of TSIA membership is benchmarking.
We track hundreds of operational and financial metrics from our members, show them how they compare to their industry peers, and provide guidance on how to improve problem areas.
Understanding which metrics to track, how to calculate them, what ‘best practice’ ranges are for the metrics, and how to move them, continues to be the #1 issue technology support operations are dealing with.
There are a number of underlying problems here.
Though metrics such as response time, resolution time, first contact resolution rate, operating margins and retention rates are common to all support operations, there aren’t any recognised standard definitions.
Most support managers were promoted because they were good support technicians, and as I experienced early in my career, there isn’t always much training provided to new managers on the science of support and the metrics involved.
Add to that the challenge that most technology companies have rapidly grown through acquisition and mergers, and information required for metric calculations may be spread across a dozen or more systems.
In my conversations with support executives about service technology, CRM remains a hot topic.
Not only picking the right solution, but also how to increase adoption by employees, how to standardise processes and data capture across global enterprises, and how to optimise reporting to automate metrics programs.
Having a good metrics program in place is critical to calculating ROI for any new technology purchase, and unfortunately, many companies don’t have a strong enough understanding of “before” metrics to accurately calculate the business impact of new processes or tools.
Here are some high-level guidelines to better understanding of support metrics and improving a metrics program:
Services and products have become commoditised. Competition is stiff and companies like Amazon are consistently reinventing ways to provide better and faster service.
When consumers evaluate your company’s service delivery, they are thinking how quickly and easily it was to do business with the Amazons or Zappos of the world even if those businesses are not direct competitors.
The companies that can deliver personalised service will be able to create and build relationships to positively impact bottom line revenues and profitability.
Organisations can meet these new challenges by employing technology used to enhance, not diminish that relationship.
Make sure any features added make it easier for the customer to do business and help provide a more customised experience.
Training and coaching for representatives must include teaching them to be welcoming, listening to underlying emotions, as well as what the customer is saying, and leaving the customer with the feeling that the company cares about them as an individual.
The right technology, coupled with the human-to-human touch, is a winning strategy.
There is an ever-greater emphasis on improving the customer experience as competition intensifies, margins shrink, and buyers more actively compare suppliers.
In this digital and social age we now live in, based on their last interaction, your customers are probably sharing how your company treated them—positively, negatively, or indifferently.
Instead of just meeting, talking about, and guessing what the customer experience is, make it a point to experience being your customer, so you can better understand your customer experience.
You may be delighted or disappointed with the results, but either way, you’ll be a much more effective champion for the voice of the customer within your organisation.
I think the biggest customer experience challenge organisations face today is getting executive buy-in.
Without company leadership committed to changing the culture and changing the company's focus to make both the customer and the employee experience priorities, there's no moving forward.
Companies might have localised or departmentalised efforts, but those will be silo'd efforts that translate to silo'd experiences for the customer. Without executive commitment, you'll never get resources - human, capital, or other - to execute on your customer experience strategy.
The most effective way to get executive buy-in is to build the business case. Identify your objectives and then align the outcomes and benefits tied to each. Clearly, the stronger the business case, the better.
Your outcomes may be customer retention, account growth, new business through referrals, culture change, etc.
Benefits might include cost savings and other efficiencies. Communicate objectives, outcomes, and benefits to gain buy-in.
To support the business case, show some quick wins, which can be achieved through service or account recovery examples or by listening to customers at a specific touchpoint, making improvements, and showing ROI.
To help build your case, focus on what's important to the customer as well as to the business; use a critical touch-point or moment of truth as your stepping stone.
Providing great customer service means never letting a customer down, and according to these experts it's more important than ever. Great service is what today's customers expect, and it's the key to building lasting relationships that will help grow your business.
If you'd like to learn more about how an integrated CRM/ERP solution can help you, check out 5 must-read reasons why CRM enables better customer service.
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By: Bryan Collins, Originally Posted June 30, 2015.
Reposted from original source here.
What it means to be a successful business in manufacturing process is the ability to mass produce good quality products at competitive prices that your target consumers want. In order to meet that goal companies have to pay special attention to cost and efficiency so that they can make more goods at a lower cost therefore higher profit margin. Most businesses will maintain a model based on best practices. Executing this business process requires a lot of discipline and can be difficult especially if the firm does not possess the technological expertise to integrate various systems.
This is where ERP software comes into play. Enterprise Resource Planning software is the best option for getting manufacturing companies functioning optimally. By integrating all applications through the organization, ERP is able to bring widespread advantages across the entire manufacturing process. Here are the key benefits of ERP to decrease costs and improve efficiency in manufacturing.
In manufacturing operations, such as plant production, materials and supplies, inventory management and customer service, are connected and should be managed that way. A cloud based Enterprise Resource Planning system with a highly flexible, advanced solutions offer control and visibility into all crucial manufacturing processes. With Enterprise Resource Planning solutions, companies can handle issues with inventory, production engineering, shop floor design and other processes much more quickly.
What Enterprise Resource Planning systems provide is the ability to see how one problem is affecting the rest of the manufacturing process. For instance, unused materials may be hindering optimal plant utilization. An ERP solution can show businesses how to better manage supplies so that they can optimize their sites. That equals more productivity.
For manufacturing companies, one of the main problems to lowering expenses and improving efficiency is leftover and misused inventory. The job of ERP software is to identify that slow-moving inventory and then work to reduce its time sitting on the plant floor.
The benefit of reducing inventory is that it allows for better use of the plant and reduces costs associated with handling the inventories. This means there is more time to focus on speeding up production and increasing sales.
All executive management can agree that knowing and understanding key performance indicators at their companies are key to driving success in manufacturing. If your financial department, with its tremendous data, is not providing reports to executive management at certain periods, not having that data integrated with the manufacturing process, company leaders cannot easily make, quick, accurate decisions.
An Enterprise Resource Planning system consolidates financial data information in one place from receivables and payables to fixed assets and distribution costs. This data is provided in real-time with ERP which gives managers the power to analyze, form insights and make productive decisions virtually right away.
These features offer any manufacturer a competitive edge and help increase efficiency. This ability to detail financial data in real time is one of the important reasons experts say businesses that successfully use Enterprise Resource Planning systems can reduce manufacturing costs by 20 percent even more.
Enterprise Resource Planning solutions for manufacturers are being implemented with speed and productivity as the focus. Implementing such a powerful system at your company will create the benefits of cost reduction and streamline your business operations. Implementing an Enterprise Resource Planning system can be difficult and expensive at first but the benefits for manufacturers are too great to pass up in the long run in this globally competitive world.
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