Online and Offline Sales Channels for Enterprise Software: Cannibalization or Complementarity?

Lured by the success of online sales channels in the consumer software market, enterprise software vendors have launched proprietary online channels alongside their traditional offline ones. However, it is disputable whether the online purchase of a software application is as compelling for an organizational buyer as it is for an individual consumer. Relying on a qualitative research strategy and a cross-sectional research design, we have explored the channel adoption decision made by organizational entities when they purchase business software applications. We have constructed a qualitative channel adoption model which takes into account the relevant drivers and barriers, their interdependences, and the buying process phases. Our findings suggest that offline channels will not be cannibalized unless some peculiar characteristics of enterprise software applications change. We have also derived recommendations for the design of multichannel sales systems according to the main classes of enterprise software products and services

Strategic analysis of the implementation of a CRM technology in a telecommunications company

Después de desarrollar una práctica de 6 meses el proyecto de implementación de una plataforma CRM en una empresa Italiana de telecomunicaciones, se identificaron los principales factores que afectan el éxito del proyecto y se desarrolló un análisis a nivel estratégico. La investigación parte del análisis del proceso de ventas (proceso directamente afectado por la plataforma implementada) y su interacción con el sistema, seguido de la aplicación de un modelo que posiciona el CRM de la empresa a un nivel estratégico y finaliza con el desarrollo de un sistema de medición para evaluar el rendimiento del sistema CRM.After a 6-month internship in an Italian Telecommunications Company, in the project management of the implementation of a CRM system, the main issues regarding it were identified and a strategic analysis was developed. The study begins with the analysis of the business process affected by the CRM, then a theoretical framework that positions the company s CRM at a strategic level is applied, and finally, a measurement system to evaluate CRM performance is developed.Ingeniero (a) IndustrialPregrad

When Blockchain Meets CRM: An Evaluation of Enterprise CRM Vendor Blockchain Capabilities

The emergence of Blockchain technology has begun to manifest in various business and technical domains. Despite the transformative potential of Blockchain and other distributed ledger technologies, the distributed paradigm is markedly different than the relational database model underlying prototypical CRM systems, presenting a novel integration challenge. Resolving CRM-Blockchain integration challenges is a precondition to realizing the emergent paradigm known as CRM 4.0. The top 6 CRM vendors are identified, and their Blockchain capabilities are investigated. We conclude that while many of these vendors once implemented Blockchain capabilities, such capabilities have since largely been deprioritized, obfuscated, or outright abandoned. This paper extends the existing literature on CRM and Blockchain through the lens of industry

Consumer Life Cycle and Profiling: A Data Mining Perspective

With the development of technology and continuously increasing of the market demand, the concept to produce better merchandises is generated in the companies. Each customer wants an individual approach or exclusive product, which creates the concept: “one customer one product.” The implementation of the one-to-one approach in the current days is the main exciting task of companies. Millions of customers lead to millions of exclusive products from the manufactures’ views. It is the primary step to study the needs of customers in the market economy. The main task for a company is to know the customer and to provide their desired products and services. In order to get knowledge ahead of the customers’ wishes, a system of profiling potential customers is created accordingly. This chapter provides the review of the customer lifetime from the reach customer (claim future customer’s attention) to the loyalty customer (turn a customer into a company advocate). During the discussion about the customer lifetime, readers will get acquainted with such technologies as funnel analysis, data management platform, customer profiling, customer behavior analysis, and others. The listed technologies in a complex will be created as the one-to-one product or service with a high Return on Investment (ROI)

Enhancing Consumer Experience through Mobile Commerce: Challenges and Opportunities

During this information technology era, mobile commerce is succeeding very easily especially Covid-19 pandemic timings. This article is mentioned about commerce, mobile, mobile commerce, users of e-commerce, Users of Mobile Commerce, Holistic Points, Classification of Mobile Commerce, Mobile Commerce Applications, Five Stages in Systems Development Life Cycle for mobile commerce applications, Data Flow Diagrams - Some general guidelines for developing DFDs, Why documentation is important for mobile development?.Cloud Computing, Cloud Computing models, Advantages of Cloud Computing, Disadvantage of Cloud Computing, Influence of cloud computing upon E-commerce, Advantage of cloud computing in E-commerce, All about The Advantages And Disadvantages Of Online Learning, Challenges of Mobile Commerce, E-Commerce will change in the next 5 years in India, Opportunities in (or applications of) M-Commerce, Application of M-Commerce, Opportunities for M-Commerce and Conclusion

History, Features, Challenges and Critical Success Factors of ERP in the ERA of Industry 4.0

This paper uses a state-of-the-art review system with a purpose to review and synthesize the latest information on the possible integration of potential disruptive technologies into the future development of ERP. Different software, such as Material Requirement Planning (MRP), Manufacturing Resource Planning (MRPII), and Computer Integrated Manufacturing (CIM) have been found to be the base of existing versions of ERP. Potential disruptive Industry 4.0 technologies that can be integrated into ERP are found to be artificial intelligence, business intelligence, internet of things, big data, blockchain technology, and omnichannel strategy. Notable Critical Success Factors of ERP are top management support, project team, IT infrastructure, communication, skilled staff, training & education, and monitoring & evaluation.  Moreover, cybersecurity has been found to be the most challenging issue to overcome in future versions of ERP. This paper could help the future ERP researchers and respective stakeholders contribute to integrate newer features in the future versions of ERP

History, Features, Challenges and Critical Success Factors of ERP in the ERA of Industry 4.0

This paper uses a state-of-the-art review system with a purpose to review and synthesize the latest information on the possible integration of potential disruptive technologies into the future development of ERP. Different software, such as Material Requirement Planning (MRP), Manufacturing Resource Planning (MRPII), and Computer Integrated Manufacturing (CIM) have been found to be the base of existing versions of ERP. Potential disruptive Industry 4.0 technologies that can be integrated into ERP are found to be artificial intelligence, business intelligence, internet of things, big data, blockchain technology, and omnichannel strategy. Notable Critical Success Factors of ERP are top management support, project team, IT infrastructure, communication, skilled staff, training & education, and monitoring & evaluation.  Moreover, cybersecurity has been found to be the most challenging issue to overcome in future versions of ERP. This paper could help the future ERP researchers and respective stakeholders contribute to integrate newer features in the future versions of ERP

History, Features, Challenges, and Critical Success Factors of Enterprise Resource Planning (ERP) in The Era of Industry 4.0

ERP has been adopting newer features over the last several decades and shaping global businesses with the advent of newer technologies. This research article uses a state-of-the-art review method with the purpose to review and synthesize the latest information on the possible integration of potential Industry 4.0 technologies into the future development of ERP. Different software that contributed to the development of the existing ERP is found to be Material Requirement Planning (MRP), Manufacturing Resource Planning (MRPII), and Computer Integrated Manufacturing (CIM). Potential disruptive Industry 4.0 technologies that are featured to be integrated into future ERP are artificial intelligence, business intelligence, the internet of things, big data, blockchain technology, and omnichannel strategy. Notable Critical Success Factors of ERP have been reported to be top management support, project team, IT infrastructure, communication, skilled staff, training & education, and monitoring & evaluation. Moreover, cybersecurity has been found to be the most challenging issue to overcome in future versions of ERP. This review article could help future ERP researchers and respective stakeholders contribute to integrating newer features in future versions of ERP

History, Features, Challenges, and Critical Success Factors of Enterprise Resource Planning (ERP) in The Era of Industry 4.0

ERP has been adopting newer features over the last several decades and shaping global businesses with the advent of newer technologies. This research article uses a state-of-the-art review method with the purpose to review and synthesize the latest information on the possible integration of potential Industry 4.0 technologies into the future development of ERP. Different software that contributed to the development of the existing ERP is found to be Material Requirement Planning (MRP), Manufacturing Resource Planning (MRPII), and Computer Integrated Manufacturing (CIM). Potential disruptive Industry 4.0 technologies that are featured to be integrated into future ERP are artificial intelligence, business intelligence, the internet of things, big data, blockchain technology, and omnichannel strategy. Notable Critical Success Factors of ERP have been reported to be top management support, project team, IT infrastructure, communication, skilled staff, training & education, and monitoring & evaluation. Moreover, cybersecurity has been found to be the most challenging issue to overcome in future versions of ERP. This review article could help future ERP researchers and respective stakeholders contribute to integrating newer features in future versions of ERP

Detection and Measurement of Sales Cannibalization in Information Technology Markets

Characteristic features of Information Technology (IT), such as its intrinsic modularity and distinctive cost structure, incentivize IT vendors to implement growth strategies based on launching variants of a basic offering. These variants are by design substitutable to some degree and may contend for the same customers instead of winning new ones from competitors or from an expansion of the market. They may thus generate intra-organizational sales diversion – i.e., sales cannibalization. The occurrence of cannibalization between two offerings must be verified (the detection problem) and quantified (the measurement problem), before the offering with cannibalistic potential is introduced into the market (ex-ante estimation) and/or afterwards (ex-post estimation). In IT markets, both detection and measurement of cannibalization are challenging. The dynamics of technological innovation featured in these markets may namely alter, hide, or confound cannibalization effects. To address these research problems, we elaborated novel methodologies for the detection and measurement of cannibalization in IT markets and applied them to four exemplary case studies. We employed both quantitative and qualitative methodologies, thus implementing a mixed-method multi- case research design. The first case study focuses on product cannibalization in the context of continuous product innovation. We investigated demand interrelationships among Apple handheld devices by means of econometric models with exogenous structural breaks (i.e., whose date of occurrence is given a priori). In particular, we estimated how sales of the iPod line of portable music players were affected by new-product launches within the iPod line itself and by the introduction of iPhone smartphones and iPad tablets. We could find evidence of expansion in total line revenues, driven by iPod line extensions, and inter- categorical cannibalization, due to iPhones and iPads Mini. The second empirical application tackles platform cannibalization, when a platform provider becomes complementor of an innovative third party platform thus competing with its own proprietary one. We ascertained whether the diffusion of GPS-enabled smartphones and navigation apps affected sales of portable navigation devices. Using a unit-root test with endogenous breaks (i.e., whose date of occurrence is estimated), we identified a negative shift in the sales of the two leaders in the navigation market and dated it at the third quarter of 2008, when the iOS and Android mobile ecosystems were introduced. Later launches of their own navigation apps did not significantly affect these manufacturers’ sales further. The third case study addresses channel cannibalization. We explored the channel adoption decision of organizational buyers of business software applications, in light of the rising popularity of online sales channels in consumer markets. We constructed a qualitative channel adoption model which takes into account the relevant drivers and barriers of channel adoption, their interdependences, and the buying process phases. Our findings suggest that, in the enterprise software market, online channels will not cannibalize offline ones unless some typical characteristics of enterprise software applications change. The fourth case study deals with business model cannibalization – the organizational decision to cannibalize an existent business model for a more innovative one. We examined the transition of two enterprise software vendors from on-premise to on-demand software delivery. Relying on a mixed- method research approach, built on the quantitative and qualitative methodologies from the previous case studies, we identified the transition milestones and assessed their impact on financial performances. The cannibalization between on-premise and on-demand is also the scenario for an illustrative simulation study of the cannibalization