Year of Establishment
1997
Indiamart Member Since
Jan 2014
Training Service
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
Product Details
Company Details
Product Description
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
About the Company
Seller Contact Details
Aggarwal Estate, Chitalsar Manpada, Sv Road, Manpada Thane - 400610, Maharashtra, India
Get Directions