Compusoft

Manpada , Thane, Maharashtra
Manufacturer, Service Provider
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  • Year of Establishment

    1997

  • Indiamart Member Since

    Jan 2014

Training Service

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ERP

In India, like anywhere else in the world, Enterprise Resource Planning (ERP) implementation in any organisation has never been much welcomed by employees, thanks to the inherent human reluctance in accepting change and the fear of retrenchment. It is a skill which was once mastered by reluctant learners, who now command premium price in the recruitment market. Today, recognising the potential of ERP training, professionals from as diverse streams as sales and marketing to human resources to production planning and supply chain management, are ready to pay through their nose to get themselves trained and certified for a much sought after global career.

From the corporate standpoint, the irony of the situation is that while they spend whopping amounts on ERP software and implementation, training (of employees) is usually neglected. Experts have in fact always attributed ERP disasters (which are not so uncommon), to lack of training. “Companies that do not allocate adequate budgets for training are likely to go through sub-optimal, if not failed implementations, and therefore inadequate returns on investment made. Successful implementation of ERP spend 17 percent of the total budget (including software and implementation), on training. However, companies that spend less than 13 percent of their total budget on training are three times more in number. It is also necessary that training should be provided at all levels in the organisation—from the top management to the core team in charge of the implementation, to the end users.

2. CRM

Many CRM initiatives, however, fail to deliver the expected benefits. This is largely due to the same set of issues:



Too often it has been an IT initiative - i.e. the IT department has driven the programme or often as a system is seen as key to success the programme is handed over to the IT department without sufficient input from the business thereafter. Thinking that 'pure software' is the solution; architecture and integration were forgotten.

The wrong or inappropriate system was chosen because the IT department preferred it - or it was the easier option.

Business support was lacking - poor buy-in from the business was obtained or no buy-in from the business was sought. This resulted in little ownership within the business and therefore failed implementation or poor usage.

The planning had insufficient detail or depth - introducing CRM into an organisation is a major initiative and if it is not planned adequately then it will fail. Usually the scale and nature of the operational change (as opposed to the systems change) was underestimated. It is easy to install a system. It is much harder to change people's work practices.

It was poorly implemented - which usually means that the training of staff was inadequate and neither were the right changes put in place to introduce a new culture.

The Executive had little customer/CRM understanding or involvement. Too often it was seen as a tactical issue and therefore insufficiently senior sponsorship is sought.

Poor quality customer data and information. CRM being primarily about information it is vital that this aspect is considered before the initiative commences.

Typically organisations have approached the idea as something for the IT department to buy and then the CRM benefits will flow 'as if by magic'. Only when they are presented with a system that does not do what they wanted or expected; and staff do not use it do they start to understand the

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Product Description

ERP
      
In India, like anywhere else in the world, Enterprise Resource Planning (ERP) implementation in any organisation has never been much welcomed by employees, thanks to the inherent human reluctance in accepting change and the fear of retrenchment. It is a skill which was once mastered by reluctant learners, who now command premium price in the recruitment market. Today, recognising the potential of ERP training, professionals from as diverse streams as sales and marketing to human resources to production planning and supply chain management, are ready to pay through their nose to get themselves trained and certified for a much sought after global career.

From the corporate standpoint, the irony of the situation is that while they spend whopping amounts on ERP software and implementation, training (of employees) is usually neglected. Experts have in fact always attributed ERP disasters (which are not so uncommon), to lack of training. "Companies that do not allocate adequate budgets for training are likely to go through sub-optimal, if not failed implementations, and therefore inadequate returns on investment made.  Successful implementation of ERP spend 17 percent of the total budget (including software and implementation), on training. However, companies that spend less than 13 percent of their total budget on training are three times more in number. It is also necessary that training should be provided at all levels in the organisation—from the top management to the core team in charge of the implementation, to the end users.
      
2.     CRM
      
Many CRM initiatives, however, fail to deliver the expected benefits. This is largely due to the same set of issues:
      
•     
Too often it has been an IT initiative - i.e. the IT department has driven the programme or often as a system is seen as key to success the programme is handed over to the IT department without sufficient input from the business thereafter. Thinking that 'pure software' is the solution; architecture and integration were forgotten.
•     
The wrong or inappropriate system was chosen because the IT department preferred it - or it was the easier option.
•     
Business support was lacking - poor buy-in from the business was obtained or no buy-in from the business was sought. This resulted in little ownership within the business and therefore failed implementation or poor usage.
•     
The planning had insufficient detail or depth - introducing CRM into an organisation is a major initiative and if it is not planned adequately then it will fail. Usually the scale and nature of the operational change (as opposed to the systems change) was underestimated.  It is easy to install a system. It is much harder to change people's work practices.
•     
It was poorly implemented - which usually means that the training of staff was inadequate and neither were the right changes put in place to introduce a new culture.
•     
The Executive had little customer/CRM understanding or involvement.  Too often it was seen as a tactical issue and therefore insufficiently senior sponsorship is sought.
•     
Poor quality customer data and information.  CRM being primarily about information it is vital that this aspect is considered before the initiative commences.
 
Typically organisations have approached the idea as something for the IT department to buy and then the CRM benefits will flow 'as if by magic'. Only when they are presented with a system that does not do what they wanted or expected; and staff do not use it do they start to understand the
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About the Company

Year of Establishment1997
Nature of BusinessManufacturer, Service Provider
IndiaMART Member SinceJan 2014
Compusoft was incorporated in the year 1997, software solutions has been the core of our business from the beginning. "Customer Satisfaction" is our primary objective for which we do not hesitate to go to any length. 14+ years of operations have taught us a lot which we have embraced and incorporated to constantly keep improving ourself. Our teams of professionals are from the best in the market. They bring with them a high level of experience and domain knowledge. It's this commitment to our customers and vendors which has earned us a high level of appreciation, and has strengthened our place as one of the premium solutions partners in the market.
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Aggarwal Estate, Chitalsar Manpada, Sv Road, Manpada Thane - 400610, Maharashtra, India

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