Software Oriented Or People Oriented_x000D_

Is it people-oriented or software-oriented?
Question: Earlier, the company went to ERP, and now it is ready to go to SAP. What kind of substantial role can these software and solutions play in the enterprise, and what are the benefits? Does the software create a new management model, or must it be adapted to the company's management needs? (asked by: Longxin)

Answer: Software management and human nature management are a contradictory unity. The paradox is that the software seems unfriendly. In a certain sense, the management process is bound to the software, and the operation procedures are carried out according to certain rules, not according to the personality characteristics and ability characteristics of individuals. This is the highest state of computer management proposed by many consulting companies around 2000. Manage the pipeline" same.

In fact, how to apply software in enterprises, how to help enterprises generate benefits, how to play a substantial management role in enterprises, etc. shows that software needs to be combined with human use, which is what we call software management and the unity of human management. The two can actually be combined into one. We consider this question from two perspectives.

First, let's consider the management activity itself. Management activities are hierarchical. The first level of management activities is the daily management activities, such as: the formulation and release of purchase orders, the formulation and release of sales orders, production planning and production scheduling and so on. These are what managers have to face and do every day, and most of them are repetitive tasks. These tasks sometimes take up a lot of time for grassroots leaders, and can be completely done by computers. Computer software can help enterprises improve work efficiency in management activities at this level.

The second level of management activities is emergency and human management. Such as: financial and tax communication, sudden shutdown of production lines, formulation of supplier selection strategies, etc. These tasks cannot be done by computers, and they need to be done by managers themselves.

The third level of management activities is corporate development strategy and corporate external affairs. Such as: enterprise transformation planning, enterprise group management model formulation, external government public relations, etc. This level of activities is done by the senior leaders of the enterprise. Computer software can provide some analytical tools and methods to help companies make strategic decisions. Such as historical data mining, data analysis, decision analysis, business intelligence and so on. These computer management software can be used to help enterprises make decisions. From the above analysis, we can draw the conclusion that computer management plays different roles in different levels of management activities, and computer management and humanized management are a combined community.

Secondly, we consider the ideology of different countries. Management in the United States highlights a sense of crisis. When employees enter the enterprise, they must work hard, otherwise they will be eliminated. Germany and Japan are somewhat similar in that their management highlights insurance awareness. When employees enter an enterprise, they need to develop together with the enterprise for a long time, and they need to keep their jobs. Employees in these countries have a strong sense of service and have a long time in an enterprise. Management in China is perhaps the most special, with state-run units emphasizing ownership, and private units emphasizing bosses.

Due to this difference in ideology, the process of humanized management is different, and it also determines the difference in the use mode of computer software. The same set of software may be easily accepted and used by everyone in the United States or Europe, but if there is no consulting company that understands China's national conditions and enterprise conditions to implement the software system, the enterprise is equivalent to buying a lot of "0" and "1" codes , on the surface practical, practically no benefit. This is the root cause of the poor implementation of ERP software in China. Conclusion: Humans and software are contradictory unity. To make the software create greater value, it is of great significance to use the software humanely.

How to select and import ERP solutions?
Question: The company wants to import ERP management, and many software companies have provided us with solutions. However, the company does not have experts in this area to cooperate with the introduction, and the boss himself does not understand it. May I ask which aspects should be checked when introducing and importing ERP? (asked by: XINGUO)

Answer: China's ERP software market is perhaps the most chaotic ERP market in the world. A software product developed by thousands of people may lose out to a software product developed by a small company with a few people in the competition. Software products are a mixed bag. The fundamental reason is that many companies are emotional rather than rational when choosing software. How to choose a software supplier, we consider the following aspects.

First, why do enterprises use software, and what problems can the software solve for enterprises. Enterprises must do an in-depth analysis of their own enterprise management issues before using the software. For example: it is the problem of high product inventory, we must let the supplier come up with ideas to solve this problem. Another example: the production cost of a certain type of product is too high, and the supplier must come up with ideas to solve this problem. If the business has a clear vision of its own problems that cannot be solved by manual management, then you can start choosing a software vendor.

Second, inspect suppliers from multiple dimensions. Generally, software suppliers should be inspected from the perspectives of their own scale, typical users, and users in similar industries. You can learn about suppliers from multiple perspectives such as visiting companies and visiting users.

Third, examine products from multiple dimensions. Generally, the product should be inspected from the aspects of software fitness, operability, process satisfaction, flexibility and so on. You can take out several typical processes of your own enterprise and test it in the software to basically grasp the applicability of the software. It is also possible to develop some special processes on the spot, test the flexibility of the software, and so on.

Fourth, consider the affordability of the enterprise. According to international practice, an enterprise's annual informatization investment generally accounts for 3%-4% of the company's annual sales, and China may be lower, about 0.5%-1%.

What should a SME CRM system look like?
Question: Now the industry is talking about the informatization of small and medium enterprises. What I want to ask is, for those private (private) enterprises with 30 to 200 employees and annual sales of between 30 million and 300 million, what are the differences in the focus of business management between them and large and medium-sized enterprises Woolen cloth? (asked by: barhead)

Answer: In fact, it is not possible to determine what kind of software system it is based on the number of companies and sales. It is also not possible to determine whether to use CRM software according to whether it is a large enterprise or a small enterprise. Exactly what system is used depends on the business model and business process of the enterprise. For example, the 4S shop of an automobile trading company, no matter how big or small the business is, this business model is bound to require CRM management, because this business model requires a large amount of customer data to be mastered, analyzed and provided with customer care. of. Now the scope of business management has expanded to provide meticulous services according to the individual expectations and needs of customers. Ask the CEO of any company about the core of what his or her business does, and the most likely answer he or she will give you is customer service. That's where CRM comes in.

Precisely because the vast majority of companies believe that maintaining complete, current, and cross-departmental customer information is an almost impossible task, customers cannot receive top-notch service because employees of different organizations within the same company It is through different systems that serve as a medium for observing customers, thus only seeing a small part of the overall customer relationship.

The life cycle of products and services is fleeting, but relationships with customers are long-lasting. Therefore, enterprises should decide the order of software implementation according to their own nature, and decide when to start implementing CRM management.

Is it possible to solidify the marketing management function into the IT system?
Question: The company is transforming the original enterprise IT system (BSS system), and the company is very concerned about it. The company leaders demanded to "solidify" the marketing management function in the new IT system, which is obviously not a simple matter of storing and processing data and information. So, is it possible to solidify the marketing management function in the IT system? If possible, how should it be done? (asked by: management beginner)

Answer: The scope of corporate marketing is very broad, involving all aspects of the enterprise. It involves not only the data of the individual sales process and the market process, but also the production and purchase data related to the market and sales. How to describe this process digitally and improve it? I want to analyze it from the corporate marketing campaign itself.

Marketing activities are divided into four parts: product, price, channel and promotion, commonly known as 4P. Products and prices are easy to digitize, we don't do analysis. Channel management, or software called distribution management, has been popular in China since the late 1990s, and is mainly a real-time sales business management system for multiple branches of enterprises in different places. Generally, you can manage sales branches, offices, divisions, and even chain stores. At present, the content of domestic channel management software is not rich enough, and it is often only the collection of sales information, and it is difficult to achieve the real coordinated management of distribution resource planning. Promotion management involves a wider range, including market management, brand management, advertising management and other aspects. The current management software generally records market behavior, which is difficult to analyze and optimize.

In short, the digitalization of marketing activities requires a process, and now that there are basic modules, it will take time to complete the digitalization.