sappress service with_sap_crm

Marcus Kirchler, Dirk Manhart, Jörg Unger

Service with SAP® CRM

Bonn � Boston

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Contents at a Glance

1 Introduction to CRM ................................................... 19

2 Service with SAP CRM – Overview of Functions ........ 65

3 Service with SAP CRM – Processes and Customizing .. 121

4 Critical Success Factors for CRM Projects .................. 277

5 Example from the Automotive Industry ..................... 329

6 Summary ..................................................................... 357

A Operating a CRM System with ITIL ............................ 363

B References ................................................................... 371

C Authors ........................................................................ 373

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Contents

Introduction .................................................................................. 13

1 Introduction to CRM ................................................... 19

1.1 Key Concepts and Control Mechanisms in Customer Relationship Management ............................................ 191.1.1 Customer Focus .................................................. 201.1.2 Customer Satisfaction ......................................... 211.1.3 Customer Retention ........................................... 211.1.4 Customer Lifecycle ............................................. 221.1.5 Control Mechanisms in CRM .............................. 24

1.2 Service Management as Part of CRM ............................. 251.2.1 Service and Service Management ........................ 271.2.2 Service Portfolio as a Differentiation Factor ......... 281.2.3 Challenges in Service Management ..................... 29

1.3 Software Support for CRM ............................................ 311.3.1 The Future Significance of CRM Solutions ........... 321.3.2 Benefits to Companies of Integrated CRM

Systems .............................................................. 321.4 Customer Relationship Management with SAP CRM ..... 35

1.4.1 SAP CRM Roadmap ............................................ 351.4.2 Overview of SAP CRM ........................................ 37

1.5 Service Management with SAP CRM ............................. 421.5.1 Service Sales and Marketing ............................... 441.5.2 Service Contract Management ............................ 451.5.3 Installed Base Management ................................ 471.5.4 Customer Service and Support ............................ 481.5.5 Field Service Management .................................. 491.5.6 Depot Repair ...................................................... 501.5.7 Warranty and Claim Management ...................... 511.5.8 Service Parts Management .................................. 52

1.6 Service with SAP CRM or SAP ERP CS – a Comparison .. 531.6.1 Service Operations ............................................. 541.6.2 Service Sales ....................................................... 571.6.3 Other Functions and Processes ........................... 57

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ContentsContents

1.6.4 Conclusion ......................................................... 611.7 Architecture of SAP CRM Systems ................................. 611.8 Summary ...................................................................... 64

2 Service with SAP CRM – Overview of Functions ......... 65

2.1 User Interface ............................................................... 652.1.1 UI Configuration Tool ......................................... 652.1.2 Component Enhancement .................................. 66

2.2 Master Data and Basic Functions .................................. 662.2.1 Master Data ....................................................... 672.2.2 Basic Functions ................................................... 67

2.3 Service Order Management .......................................... 692.3.1 Process Flow ...................................................... 702.3.2 Service Quotations ............................................. 712.3.3 Service Orders .................................................... 72

2.4 Warranty Processing ..................................................... 782.5 Complaint Processing .................................................... 80

2.5.1 Process Flow ...................................................... 812.5.2 Special Functions ................................................ 832.5.3 Follow-Up Functions .......................................... 842.5.4 Supported Scenarios ........................................... 862.5.5 Communication Channels ................................... 87

2.6 Product Service Letters and Recalls ............................... 882.6.1 Product Updates ................................................. 892.6.2 Recalls ................................................................ 90

2.7 Service Contracts .......................................................... 922.7.1 Process Flow ...................................................... 932.7.2 Functions in SAP CRM ........................................ 942.7.3 Functions Available Through Integration With

Other SAP Components ...................................... 962.8 Service Resource Planning ............................................. 97

2.8.1 Process Flow ...................................................... 982.8.2 Functions ........................................................... 99

2.9 Mobile Service .............................................................. 1042.9.1 Organizational Support ....................................... 1052.9.2 Service Order Processing .................................... 1062.9.3 Service Support Functions .................................. 108

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ContentsContents

2.10 SAP Business Communication Management .................. 1092.10.1 Overview and Functionality .............................. 1092.10.2 Interaction Center ............................................ 1112.10.3 Softphone ........................................................ 1122.10.4 User Administration ......................................... 1152.10.5 Routing Management ....................................... 1162.10.6 Organizational Tools ......................................... 1162.10.7 System Administration ..................................... 1172.10.8 Monitoring and Analysis ................................... 118

2.11 Summary ...................................................................... 120

3 Service with SAP CRM – Processes and Customizing .. 121

3.1 Basis Customizing ......................................................... 1213.1.1 Organizational Plan .......................................... 1213.1.2 User Role ......................................................... 1273.1.3 Customer ......................................................... 1353.1.4 Product ............................................................ 139

3.2 Service Order Management .......................................... 1473.2.1 Process Display ................................................ 1473.2.2 Customizing in the System ................................ 151

3.3 Service and Repairs Processing (In-House) .................... 1833.3.1 Process Display ................................................ 1833.3.2 Customizing in the System ................................ 188

3.4 Service and Repairs Processing (Field Service) ............... 1903.4.1 Process Display ................................................ 1903.4.2 Customizing in the System ................................ 194

3.5 Reactive Complaints Management ................................ 1953.5.1 Process Display ................................................ 1963.5.2 Customizing in the System ................................ 1993.5.3 Intelligent Solution Database ........................... 218

3.6 Proactive Complaints Management ............................... 2213.6.1 Process Display ................................................ 2213.6.2 Customizing in the System ................................ 223

3.7 Service Case Management ............................................ 2263.7.1 Process Display ................................................ 2263.7.2 Customizing in the System ................................ 228

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ContentsContents

3.8 Service Resource Planning ............................................. 2353.8.1 Process Display ................................................... 2363.8.2 Customizing in the System .................................. 238

3.9 Service Contract Management ...................................... 2473.9.1 Process Display ................................................... 2483.9.2 Customizing in the System .................................. 250

3.10 Warranty Management ................................................. 2583.10.1 Process Display ................................................... 2593.10.2 Customizing in the System .................................. 261

3.11 Summary ...................................................................... 276

4 Critical Success Factors for CRM Projects ................... 277

4.1 General Success Factors ................................................ 2784.2 Critical Success Factor – Procedure Model .................... 2794.3 Critical Success Factor – Change Management .............. 284

4.3.1 Introduction to Change Management ................. 2854.3.2 Reasons for Change Management ....................... 2894.3.3 Ideal Change Management Procedure Model ..... 292

4.4 Critical Success Factor – Data Quality ............................ 2994.4.1 Duplicate Handling in the Standard SAP System ... 3034.4.2 Integrating Address Management Software

into SAP Systems ................................................ 3054.4.3 Data Quality Activities in the CRM Project ......... 313

4.5 Critical Success Factor – Test Strategy ............................ 3204.5.1 Test Model ......................................................... 3214.5.2 Test Phases ......................................................... 3234.5.3 Test Preparation ................................................. 3244.5.4 Test Implementation ........................................... 325

4.6 Summary ...................................................................... 327

5 Example from the Automotive Industry ...................... 329

5.1 Fundamentals of the Automotive Industry .................... 3295.2 Customer Interaction Center ......................................... 332

5.2.1 Overview ............................................................ 3325.2.2 Functional Areas ................................................. 332

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ContentsContents

5.3 Complaints Management .............................................. 3365.3.1 Customer Case/Task in Complaints

Management ...................................................... 3365.3.2 Creating a Case/Task ........................................... 3375.3.3 Processing a Case/Task ....................................... 3435.3.4 Closing a Case/Task ............................................ 3445.3.5 Proactive Complaints Management .................... 347

5.4 Recall Management ...................................................... 3485.4.1 Preparing for a Recall .......................................... 3505.4.2 Conducting a Recall ............................................ 3515.4.3 Recall Reports .................................................... 355

5.5 Summary ...................................................................... 356

6 Summary ...................................................................... 357

Appendices ........................................................................ 361

A Operating a CRM System with ITIL ......................................... 363B References ............................................................................. 371C Authors .................................................................................. 373

Index ............................................................................................. 375

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This chapter explains the basic business concepts underpinning CRM in the service area and provides initial insight into the func-tions of SAP CRM.

Introduction to CRM1

This chapter begins by providing a general introduction to the concepts and control mechanisms of customer relationship management. It then focuses specifically on the role of service management as part of cus-tomer relationship management (CRM). After familiarizing you with these basic business principles, this chapter turns its attention to the ways in which CRM is supported by software solutions and, in particular, by SAP CRM 2007. The range of options available is illustrated by a brief introduction to the functions of this software and a comparison with the Customer Service (CS) component in SAP ERP. Chapter 1 closes by taking a look at the system architecture of SAP CRM.

Key Concepts and Control Mechanisms in 1.1Customer Relationship Management

To help you understand the CRM approach, we will begin by explain-ing the objectives behind CRM and a number of concepts that are fre-quently discussed in relation to this concept. These include customer focus, customer satisfaction, and customer retention. We will then provide an overview of the customer lifecycle, which plays a particularly impor-tant role in relation to a company’s service processes. In this section, we also explain the basic mechanisms that a company can use to control and improve customer relationship management within the individual functional areas of the CRM approach, namely operational, strategic, and analytical CRM.

Key concepts and control mechanisms in CRM

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1 Introduction to CRM

Customer Focus1.1.1

The implementation of CRM leads to a significant paradigm shift in a company’s focus. The transition from a sellers’ market to a buyers’ mar-ket described in the introduction underlines the necessity of this para-digm shift, which moves a company’s focus from the product to the cus-tomer and to the customer’s current and potential future needs (Holland 2004). A customer focus at all employee levels is often accompanied by a transformation of the corporate philosophy. In the automotive indus-try, for example, presumed customer requirements were only taken into account when designing vehicles in the past. Now, however, a new focus on customer-related activities goes above and beyond product features, to include, for example, customer-focused services.

As part of strategic decision-making processes, the analytical function of the company’s IT solutions are used to provide decision makers with the information they need to make decisions based on the data stored in the system. This data includes, in particular, information that is avail-able in a data warehouse and can be evaluated using data mining analysis techniques.

The operational level of CRM encompasses both the supporting function of CRM information technology and the customer focus of the organiza-tional processes and structural organization (Raab, Werner 2008). A com-pany that places its customers center-stage must also strive to enhance the expertise of its customer-facing employees so that these can fulfill their tasks to the best of their abilities.

One way to do this is to give these employees greater decision-making powers. In this way, process efficiency is no longer based on procedures for dealing with and reaching agreement with levels that are higher up in the hierarchy. Instead, it is ensured by giving individual employees the ability to make customer-focused decisions at their own level (Link 2001). In addition to this decision-making authority, it is also essen-tial to provide these employees with all of the information required to reach their decisions. Employees can access this information by looking through a complete history of interaction with a customer or using an analytical CRM system.

A paradigm shift in companies

The strategic level

The operational level

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Key Concepts and Control Mechanisms in Customer Relationship Management 1.1

Customer1.1.2 Satisfaction

A high level of customer satisfaction, which means a high level of cus-tomer loyalty, brings strategic benefits by raising the barriers to market entry for any potential competitors. Customer satisfaction is the direct result of customers’ subjective perceptions of the shortfall between their expectations and the degree to which these expectations are met by the company’s provision of services. A company must therefore strive to ensure that their customers’ experience of the company’s ser-vices exceeds their expectations and leaves the customer with a positive impression. If we apply the CRM approach to this concept, the objectives in relation to customer satisfaction become, first, to pinpoint customer expectations and the underlying level of customer requirements, and, second, to determine the level of customer satisfaction in relation to the services provided.

Customer1.1.3 Retention

We can distinguish between two fundamental types of customer reten-tion, namely, customer attachment and customer binding. In this context, attachment refers to a voluntary attachment of customers to a brand or company that is not bound by practical constraints. Binding, meanwhile, means that circumstances “bind” the customer to a company in a way that is no longer voluntary. Customer binding may be based on contrac-tual, economic, or technical or functional constraints. Examples include long-term cooperation agreements, contractually agreed sales quantities, or a current lack of alternatives. In the case of customer attachment, the connection is predominantly a psychological one, and is based on cus-tomer satisfaction, personal relationships, habits, or even tradition.

The benefits of customer retention are largely economic, and are par-ticularly evident in long-term customer relationships. We can identify three key benefits to a company of a high level of customer retention (Homburg, Krohner 2003):

Sales-related benefitsEE These result from a potential increase in the volume of sales to a customer. Companies who maintain long-term relationships with

Three key benefits

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their customers can become ever better at meeting customer-specific requirements and, in this way, reduce the likelihood of customer defection, as well as make their own range of services more attractive than the competition. In addition to acquiring knowledge of the cus-tomer as part of the customer relationship, long-term business rela-tionships also allow companies to achieve greater success in terms of cross-selling.

Cost-related benefitsEE These result from a reduction in transaction costs and coordination costs as the customer relationship develops. The alternative costs of acquiring new customers are also reduced.

Stability-related benefitsEE These benefits are achieved if negative market influences on the com-pany can be offset by long-term customer relationships.

Customer Lifecyc1.1.4 le

One focal point for the CRM approach is a holistic view of the customer lifecycle. This enables a clear vision of the phases during which a com-pany must apply certain CRM instruments to their relationship with a customer (see Figure 1.1). The customer lifecycle also demonstrates the economic potential that can be achieved through long-term customer retention (Müller 2004). Customer retention starts in the initiation phase with the first contact between the company and the customer. The objec-tive of using a CRM system must be to support the relationship with the customer through information analysis and control to enable long-term, profitable customer retention.

Throughout the customer lifecycle, the relationship with the customer progresses through various phases in terms of the intensity of the cus-tomer’s loyalty. Each of these risk phases involves a threat to the company of losing the customer.

However, the overall benefit to the company of customer retention increases the longer the customer can be retained. Within this lifecycle, CRM therefore plays a decisive role in helping companies overcome these periods of risk and prevent a potential loss of the customer’s loyalty.

Overcoming periods of risk

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Key Concepts and Control Mechanisms in Customer Relationship Management 1.1

Intensity of Relationship (e.g. Customer Value)

Potential Customer

Time

Utilize Customer PotentialsDevelopCustomerPotentials

Existing Customer

Former Customer

DegenerationPhase

AbstinencePhase

Revitali-zation-Phase

Sociali-zationPhase

InitiationPhase

RiskPhase

GrowthPhase

RiskPhase

MaturityPhase

RiskPhase

Cancell-ationPhase

Regaining Customers, Termination of

Customer Relationships

Customer Retention: Retention and Penetration

CustomerAcquisition

Customer LifecycleFigure1.1 Management (from Stadelmann et al. 2003, S. 35)

It also provides a basis for the efforts of a company to retain customer loyalty at a late stage in a relationship with a customer. This is particu-larly useful because, when we weigh up the costs and benefits, maintain-ing an ongoing relationship with the customer is much more efficient than trying to win the customer back at a later stage or trying to acquire new customers to maintain business volumes. An extension of the cus-tomer relationship, which is often very beneficial for companies, is only possible if the effective benefits of a continued business relationship can be clearly demonstrated to the customer even at a late stage in the rela-tionship. The services a company can offer its customers therefore take on a special significance.

Service is a key factor that enables companies to effectively extend the customer lifecycle and to increase the profitability of their customer rela-tionships. Therefore, customer relationship management must also seek to enable a quality of service that delivers added value to the customer based on the continued business relationship. Within a company’s CRM

Extending the customer relationship

Service as a key factor

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process, it is of key importance to the service area that the CRM IT solu-tions allow the company to achieve the desired level of service quality.

Control Mechanism1.1.5 s in CRM

The overall CRM process in a company can be divided into various func-tional areas, listed below:

Analytical1. CRM

Strategic CRM2.

Operational CRM3.

The complex relationships between these functional areas and their con-trol mechanisms in customer relationship management are shown in Figure 1.2.

Act

ions

Data

Analytical CRM: Helps to enter customer data and to integrate the data into a 360-degree view of the customer

Reporting and Analysis Methods: Support the transparency and analy-sis of customer relationships

Relationship Planning: Supports the coordination of ac-tions and leads employees to focus on universal goals

Relationship Optimization in operational CRM: Knowledge gained from analy-ses can help to initiate personal-ized actions

Knowledge

Kno

wle

dge

Goals

Functional Areas and Control MechanismsFigure1.2 in CRM

1 Based on the current situation, the details of which can be deduced from the existing data by means of analysis (analytical CRM). 2 Knowl-edge can be gained that can be used for the strategic planning (strategic CRM) of goals. These goals, together with the findings of the analysis, produce 3 specific actions and measures, for example, for optimizing cus-

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Service Management as Part of CRM 1.2

tomer relationships (operational CRM). The effects of these actions have an impact on the data basis, which, if the company takes a 360-degree view of the customer, will ideally result in renewed optimization of the corporate strategy in relation to customer relationships. In this way, these control mechanisms enable ongoing improvement of customer relationship management in a company.

To ensure that these complex interactions of information and control mechanisms can be implemented in companies in practice, a compre-hensive and flexible system is essential to provide support for CRM pro-cesses. This system must provide a sufficiently broad view of all cus-tomer-relevant information, enable strategic and timely implementation of measures, and allow the effects of these measures to be monitored directly.

Service Management as Part of CRM1.2

Customer satisfaction is considered to be a decisive factor in determin-ing customer loyalty to a company. An active influence is exerted on customer satisfaction during each phase of contact. An analysis of the customer lifecycle clearly shows that various measures allow a company to come into direct contact with a customer in the after-sales phase. In this context, the sales area is particularly effective in exercising a positive influence on customer satisfaction.

Up to this point, we have looked at the management of customer rela-tionships from a generic perspective. Taking a 360-degree view of a customer and taking account of the entire customer lifecycle are two approaches that are particularly effective ways for companies to create a sound basis for embedding the service area within customer relationship management (see Figure 1.3).

The services and service management offered must always be economi-cally efficient and must not be at odds with the profitability criteria for the provision of services.

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Fields of Competence Affected by CRMin an Enterprise

Stake-holders

Compe-tition

ExternalSystem

Internal System

Vision/Mission

Strategic Planning

Strategic Goals

Marketing Sales

Structural Organization

Technology

Process Organization

After-Sales/Service

Service as Part of Customer Relationship ManagementFigure1.3

At this point, it should be pointed out once again that a service does not represent an end in itself. Rather, it must help the company achieve the following goals:

Quantitative goalsEE

Revenue targetEE

Profitability targetEE

Qualitative goalsEE

Increased customer satisfactionEE

Increased customer loyaltyEE

These generally applicable goal criteria overlap with some of the goal cri-teria for customer relationship management as a whole. In many phases of a customer relationship where sales transactions are placed center-stage, the term service can be applied to additional services relating to the

Target criteria for the “service” area

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product itself. Here, however, the focus is on the services that become relevant after the product is sold, that is, at the after-sales stage, even if services that go above and beyond the mere provision of a product may also be offered at the pre-sales and sales stages (see Figure 1.4).

Focus on Service

Service Offerings

SalesPre-Sales After-Sales

Service

Focus on After-Sales ServiceFigure1.4

Examples of the services that a company may offer its customers before or during the sale of a product include sending information material and flyers, product samples, and a hotline to handle customer inquiries. Services offered after the sale of a product relate in particular to the fol-lowing areas:

Complaint handlingEE

Maintenance and installationEE

Provision of product add-onsEE

User helpdesksEE

Service centersEE

Field service employeesEE

Service and Service Management1.2.1

The concept of “service” was a hot topic at the end of the 1980s and the start of the 1990s in the context of the “service wave.” Back then, initial considerations regarding the introduction of service concepts provided an important starting point for recognizing the necessity of providing customers with services. Services were already being identified as an important distinguishing feature of companies, and nothing has changed

Services before, during, and after the sale of a product

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in this regard since then. For example, Samuel J. Palmisano, CEO of IBM, described the service area as the most important area in his company in 2003.

In 2006, services earned companies in the mechanical engineering indus-try approximately 43.3 billion euros. More than one-third of all services relate to after-sales service offerings. The most profitable after-sales areas in this context are service parts, which account for about 18% of com-panies’ EBIT (earnings before interest and taxes), consulting and value-added services (around 16%), and repair and maintenance (about 12%) (Mercer Management Consulting 2006).

Service Portfolio as a Differentiation Factor1.2.2

The services provided by a company have various benefits, both for cus-tomers and for the company itself. The benefits to the customer are based on the following factors:

Breadth and depth of services offered compared with customer EE

ex pec tations

Accessibility of servicesEE

Service pricesEE

Degree of performance of servicesEE

Short waiting timesEE

CompletenessEE

The service portfolio can be divided into three areas, namely, Must have, Need to have, and Nice to have (see Figure 1.5). It is impossible to make generalizations about which specific services will fall into which of these areas at any given time because this depends on various developments:

Technological developmentsEE

Standardization developmentsEE

Consolidation of services in the market due to the adaptation of all EE

competitors

Consumer habitsEE

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Cus

tom

er S

atis

fact

ion

Differentiation Range

Service Offerings

Must have: rudimentary services

Need to have: services geared toward competition

Nice to have: services differentiating from the competition

Differentiation RangeFigure1.5 of Customer Satisfaction

The Must have area includes service offerings that customers expect at all events and therefore must be offered. These include legally binding warranties or the availability of replacement parts for repair.

The Need to have area includes all services that are offered by competitors and can therefore be regarded as a necessity. Customers often assume that the same services will be offered by direct competitors, and the only factor that impacts on their satisfaction in many cases is the non-existence of these expected services.

The Nice to have area is of particular significance in relation to differentia-tion. Companies can exercise a positive effect on customer satisfaction by offering services in this area. If they succeed, they will create a unique selling point that will set them apart from the competition.

Challenges in Service Management1.2.3

Up to this point, we have described how services can increase customer satisfaction and improve customer retention by serving as a differentia-tion factor that gives companies a competitive edge. However, in this role as a key differentiation factor, both the services themselves and how they are perceived by customers are particularly sensitive to mar-ket dynamics and increasing customer requirements. Competitors will

Must have

Need to have

Nice to have

Competition in the service area

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also take advantage of any opportunities to gain an edge in the market through the provision of services. This means that companies are con-stantly competing for customers by continuously improving the scope and quality of their services. If a company is to survive in the market and hold on to its customers, it must continually improve its services and adapt to market conditions.

As shown in Figure 1.6, the opportunities for differentiation decrease over time as competitors adapt to the higher service level and customer expectations continue to rise.

Cus

tom

er S

atis

fact

ion

Diminution ofdifferentiation rangein terms of time

old

new

Decreasing opportunities fordifferentiation- Cause:

a) Adaption of service offerings by thecompetition

b) Increasing customer expectations

Challenges derived- Identify new differentiation features- Optimize existing differentiation features

(quality, responsiveness)- Instruments:a) Technologyb) Process Optimizationc) …Service Offerings

Market Dynamics – Decreasing Opportunities for DifferentiationFigure1.6

A company must be able to respond to this change by identifying new differentiation features and incorporating these into their service portfo-lio, or by improving the quality of their existing differentiation features to gain a fresh competitive edge.

Three main instruments can be used for this purpose:

Technology and systemsEE

Service processesEE

Service employeesEE

However, none of these can be examined in isolation. To establish a cer-tain level of quality in terms of service processes and to improve this on an ongoing basis, you first require technologies and systems that enable a very high level of process quality. In addition, service employees not only require adequate education, training, and motivation to carry out

Interplay between the three

instruments

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Software Support for CRM 1.3

their duties, but also rely on process quality and on optimized technolo-gies and system design.

In this context, the choice of supporting technology and systems is criti-cal to the company because it has a direct effect on the other instruments of processes and employees. One thing a company must be able to do to withstand the competition for customers in the service area is to select the right technology and systems that can create the conditions neces-sary for establishing an excellent quality of services compared with the competition and retaining this leading edge. In the following sections, we demonstrate how CRM systems and their service functions can help a company to do just that.

Software Support for CRM1.3

In the market for systems that support business processes, the develop-ment of CRM solutions has become very dynamic only recently, com-pared with generic enterprise resource planning (ERP) or supply chain man-agement (SCM). Systems referred to as sales force automation (SFA) systems or, in Europe, as computer aided selling (CAS) systems, became established in the early days as a primary support for sales. These were primarily intended to help sales employees complete the following key tasks:

Manage customer contactsEE

Organize sales activitiesEE

Classify sales opportunitiesEE

Analyze developments in salesEE

Collect information about customers and productsEE

However, as part of this dynamic development, customer requirements arose that could not be met by these early systems, for example, the need to access all previous outcomes of contact with a customer any time that communication with this customer is required. More complex, integrated systems were needed to enable the newer CRM strategies. To practice successful and far-reaching customer relationship manage-ment, systems are now required that enable a process-oriented view of the customer. This can only be realized if large volumes of data can be

Critical role of technology and systems

Dynamic development

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structured and processed and if the systems can be tightly integrated with the systems used in other areas of the company, such as logistics and finance.

The Future Significance of CRM Solutions1.3.1

In many cases, the level of development that allows processes to be sys-tematically mapped in integrated IT systems, which is already complete, or at least at an advanced stage in the area of ERP and SCM solutions, is yet to come for customer relationship management. Many companies have, by now, acknowledged the importance of CRM to their future survival and, taking a medium-term view, are aware of the necessary investment in IT solutions that will fulfill the company’s requirements in terms of implementing and supporting CRM processes. In many cases, one of the key tasks for IT in a company is to offer business departments a modern, highly integrated IT solution for CRM.

This trend is well documented, for example, by a study by the Economist Intelligence Unit (2005). This revealed that customer relationships and customer service was by far the number 1 business area (62%) where IT is to play a decisive role in the medium term. This was followed by sales and marketing (34%) and new product and service development (31%).

Benefits to Companies of Integrated CRM Systems1.3.2

Customer relationship management is a complex, holistic approach that strives to enhance a company’s profitability by improving its relation-ships with its customers. Individual, preliminary objectives and methods can be identified, which together allow this overall goal to be achieved.

The implementation of an integrated CRM solution requires an invest-ment by a company that must yield a range of additional benefits that go above and beyond the company’s basic requirements in terms of a CRM strategy and CRM processes. In this way, companies can benefit from the overall added value of a modern CRM system, in addition to its basic operational functions.

Customer data provides a starting point for any CRM activity. If a signifi-cant improvement is to be made in customer relationship management,

360-degree view of the customer

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Software Support for CRM 1.3

it is not sufficient to manage only some of this customer data. Rather, a complete, holistic view of all available customer data and the rela-tionships between this data, in other words, a 360-degree customer view, serves as an essential starting point. This can incorporate the following features:

Transparency of all customers and customer requirementsEE

A unified picture of complex customer and object structures in a cen-EE

tral, universal model (and therefore system)

A complete history of interactions with the customer across all busi-EE

ness departments

Documentation and retention of important customer knowledge EE

from customer-facing processes (for example, price agreements or call reports)

Assessment of the success of customer care measures (for example, EE

acquisition, campaigns, contact intensities, lead times for customer complaints)

A feedback system, whereby knowledge about a customer gleaned EE

from past interactions with that customer is fed into current or future interactions (for example, reasons for rejecting past offers are taken into account when determining future interaction)

The complexity reflected by this type of 360-degree view of the customer can only be mapped by IT using the latest CRM software solutions. The design of the solutions is therefore of particular importance in determin-ing whether a company is in a position to use this type of holistic view of its customers to achieve its CRM objectives.

Increasing customer loyalty is another goal for CRM. Customer loyalty is another important factor in the overall profitability of the lifecycle of a customer relationship (see Section 1.1.4 Customer Lifecycle). The follow-ing tools are particularly effective in enhancing customer loyalty:

Personalized contact and personalized services based on a complete EE

interaction and information basis

Unified, strategic communication EE (one face to the customer) across all departments

Increasing customer loyalty

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34


A constant presence and constant availability (EE 24/7) to customers using all communication channels

In relation to these measures for increasing customer loyalty, it also becomes clear that these can only achieve a corresponding process qual-ity if an integrated CRM system allows the company to integrate all rel-evant information, technologies and functional areas so that information is exchanged and all subprocesses are linked in virtual real-time.

This type of system support for processes also allows companies to lever-age additional potential to increase sales or reduce costs:

Faster, more streamlined customer-facing processes thanks to EE

greater efficiency, for example, by establishing customer self-service processes

Performance differentiation (prices, discounts, advertising mate-EE

rial, and so on) or a cost-efficient enhancement of customer care (for example, call centers)

Increased sales through cross- or up-sellingEE

Reduced costs through the use of new contact channelsEE

Reduced costs through the transfer of functions from the company EE

itself to customers, partners, or vendors

Reduced costs in outbound campaigns thanks to suitable target EE

groups

Reduced costs in the supply chain due to a clearer focus of investment EE

in the most profitable customers

Strategic analysis and development of potential by linking customer EE

and market data (lead management and opportunity management)

Increased EE customer lifetime values thanks to greater customer loyalty

Integration of partners into the process chain, for example, as part of EE

sales promotions campaigns (channel integration)

In addition to the benefits for the company itself, account must also be taken of the fact that customers should benefit from the company’s use of a CRM solution. This is essential to the establishment of sustainable, stable, and mutually beneficial business relationships.

Importance of an integrated CRM

system

Additional potential for

increased sales

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35

Customer Relationship Management with SAP CRM 1.4

Customer Relationship 1.4Management with SAP CRM

Section 1.4.2 Overview of SAP CRM, provides an overview of the func-tions provided by an SAP CRM system. First, however, we provide a short introduction to SAP’s CRM Roadmap to briefly explain the recent development of the various releases.

SAP CRM Roadm1.4.1 ap

Figure 1.7 shows the current situation with regard to the individual releases of the SAP CRM system.

The SAP CRM 2005 system was released in 2005. SAP CRM 2005, together with its predecessor, SAP CRM 4.0, currently represents by far the greatest number of SAP CRM live installations.

2005 2006 2007 2008 2009

SAP CRM Product Release Roadmap

SAP CRM2005

SAP CRM2006s/1

SAP CRM2006s/2

SAP CRM2007

SAP CRM 7.0

RAMP-UP

RAMP-UP

RAMP-UP RAMP-UPPHASEDINTRODUCTION

UNRESTRICTED SHIPMENT

UNRESTRICTEDSHIPMENT

UNRESTRICTED SHIPMENT

SAP CRM RoadmapFigure1.7

The subsequently developed 2006s/1 and 2006s/2 systems were pre-paratory releases, which a limited number of customers used to jointly develop Release 2007 with SAP. Starting in early 2008, SAP CRM 2007 was available to a broad range of customers as part of a ramp-up phase.

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Since the middle of 2008, customers have been able to use this release without any restrictions, and the introduction of release 7.0 is planned for 2008/2009.

Overall, the development from Release 2005 to Release 2007 can be regarded as the greatest progress made in the recent history of SAP CRM systems. The most obvious change is undoubtedly the new user interface (UI) , which is based on web standards and is easily personalized by the user and more user-friendly than any previous SAP CRM system. With this new UI , it is very easy to integrate external Web services, such as news feeds, and so on. Many functions are integrated into the interface as web client popups.

With the new-look interface (see Figure 1.8) and the high level of usability, SAP has made a decisive leap forward in the area of CRM systems. Back in the days of Release 2005, the main argument in favor of using SAP CRM was its high level of integration with the SAP ERP system. With Release 2007, however, the SAP CRM system can now also hold its own in the market in terms of both usability and functional scope. Meanwhile, this integration has also been enhanced. (For more details, refer to Section 1.7 Architecture of SAP CRM Systems.) As a result, the need for users from the marketing and sales areas to weigh integration against usability will soon be a thing of the past because the new CRM release offers both.

The New Look of SAP CRM 2007Figure1.8

Developmental leap

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Overview of SAP CRM1.4.2

The SAP Customer Relationship Management (CRM) solution offers an end-to-end range of functions to cover the entire lifecycle of customer rela-tionship management, as well as instruments for analysis and planning.

Customer relationship management can be roughly divided into the fol-lowing phases:

Engagement1. This phase involves identifying possible customers and acquiring them for an initial sale.

Transaction2. This phase involves establishing business agreements and processing sales.

Fulfillment3. This phase involves delivering the promised services to customers and billing for services rendered.

Service4. This phase involves offering and delivering additional, product-based after-sales services.

Various functions are also available across all four phases, which allow the phases to be planned (analysis and planning) and help the business departments and management make decisions affecting customer rela-tionship management.

This book focuses on the service area, which we introduce in Section 1.5 Service Management with SAP CRM, and discuss in more detail in subsequent sections. First, however, we will briefly introduce the first three CRM phases and the more important functions assigned to these in the SAP CRM system. This introduction is by no means exhaustive, and we will limit ourselves to just some of the functions provided as part of the very extensive functional scope. We will then move on with a more detailed and comprehensive discussion of the topic of this book, that is, service.

Phases of CRM

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Engagement

The engagement area largely covers the following functions: marketing, lead management, customer segmentation, quantity assignment, product proposals, and communication.

The Marketing Planner is a particularly useful tool for marketing. This maps and hierarchically structures a company’s marketing activities in the form of corresponding plans, organized, for example, by customer categories, countries, or products. It supports the exchange of data both within the CRM system and between the CRM system and external appli-cations such as Microsoft Outlook or Project. Marketing campaigns can also be planned in SAP NetWeaver Business Intelligence (BI), if it is used, which means that corresponding key figures are generated there also.

Lead management allows you to identify and classify sales opportunities with a view to tracking down market opportunities and sales oppor-tunities. The SAP CRM system allows you to manage all relevant data, manage the development of the sales opportunity into a customer, and transform a lead into a customer in the system directly, together with all of the assigned information.

Another key function in this area is the Segment Builder, which supports customer segmentation. This allows activities and campaigns to be aimed directly at customers that are likely to respond positively to these, based on specific characteristics, such as product preferences in the past. As a result, campaigns can be designed in a more strategic and cost-effective manner.

Quantity assignment allows for the distribution of a possibly limited prod-uct capacity among various customers. For example, a company can allocate the largest available quantities of a product that is to be newly launched in the market to the customer that generated the greatest rev-enue in the past because this customer is also more likely than others to want to buy large quantities of this product.

An extensive product proposals function is also provided, which uses product association rules to generate product proposals from the data stored about a customer’s past transaction behavior. These proposals are particularly likely to lead to a sale to the customer in question. This sup-

Marketing

Lead management

Segment Builder

Quantity assignment

Product proposals

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ports the conventional tools used to boost revenue with customer cross-selling and up- and down-selling.

Finally, the functions provided for communication are also worthy of a mention. In the past, a major shift took place in marketing from generic mass communication to increasingly individual and personalized com-munication with customers. This personalization or individualization of customer communication would be impossible without a CRM sys-tem that can offer the relevant capabilities, because these processes fre-quently require a high degree of automation, a large data volume, and a correspondingly high level of data quality if the time and effort involved are to be kept within reasonable limits. SAP CRM provides the user with support in relation to all relevant communication channels.

Transaction

In this area of customer relationship management, tools are provided to support the organization of sales, for example, tools to manage sales territories or sales activities. In addition, this CRM phase maps the sales activity cycle, which includes the planning and management of business partners and sales opportunities, order acquisition, and the analysis of sales key figures.

The organizational elements of this functionality (territory management and activity management) support the modeling of organizational structures and corresponding functions, such as reporting, and the management of specific sales activities, such as the scheduling of sales negotiations and the allocation of sales resources. For example, all customer-specific activities, such as on-site sales negotiations and telephone inquiries, are recorded. As a result, the latest status of interaction in a customer rela-tionship is transparent to all sales employees. This makes it easier for a sales employee to work temporarily on a customer account that is nor-mally the responsibility of another sales employee, for example.

If used in conjunction with SAP NetWeaver Business Intelligence, these sales activities can also be analytically evaluated. This creates transpar-ency regarding which sales activities were particularly efficient and which did not succeed in meeting the target set. This allows the company to

Communication

Territory and activity management

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optimize its sales activities over time and to develop greater efficiency of sales.

Business Partner and Opportunity Management enables the management of information about business partners and about sales opportunities. Whereas the business partner cockpit provides a comprehensive view of business partners and all data relating to them, Opportunity Management records sales opportunities and helps sales employees convert these opportunities into real sales. For example, it allows sales opportunities to be compared on the basis of their expected likelihood of success or their expected volume, which allows sales efforts to be focused on the most promising and profitable sales opportunities.

Order Acquisition represents the next phase, in which a sales opportunity has been turned into an actual sale, and sales documents such as requests for quotation, quotations, and orders are created, which can be managed as part the order acquisition process. Functions that may be familiar to you from the Sales and Distribution (SD) SAP ERP model are also inte-grated into order acquisition to enable efficient order processing. These include the preparation of organizational data, partner determination in the relevant partner roles, product determination and selection, pricing, availability check, and date management.

In the order document flow, the individual sales documents can be con-verted into other sales documents in accordance with the predefined sequence (for example, a quotation is converted into an order) to reduce unnecessary additional effort, such as duplicate entry of document data. Extensive copy functions are available for this purpose if similar sales transactions are to be initiated.

The transaction area also includes functions for managing contracts and business agreements, which define specific pricing and conditions between two business partners, and which can then be copied into the relevant orders between the partners.

Fulfillment

Once the sales transaction is confirmed and the order created, this order must be fulfilled by the provision of the corresponding service. SAP CRM helps companies do this with functions for checking availability, billing

Business partner and opportunity

management

Order acquisition

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(including credit management and payment processing), and shipping and transportation.

First, an Availability Check (also known as the Available-to-Promise [ATP] check) allows you to schedule the order quantity based on the defined dates and planned capacities. This function can also be used as a simu-lation, for example, to agree on delivery dates with the customer in advance. If the desired delivery date cannot be met with backward scheduling, forward scheduling is used to give alternative target dates. The aspects of shipping and transportation can be integrated into the date calculation, and can take account of other customer preferences, such as partial or full deliveries.

For Billing and Payment Management, SAP CRM supports a very wide range of payment methods, from conventional billing to billing based on agreed payment terms, and electronic payment forms, which are pri-marily used in business-to-customer (B2C) scenarios involving a large number of mostly unknown business partners. Payment processing also includes credit management, which allows customers to be granted cer-tain lines of credit or customer classification to be used to influence the sales transaction so that, if customers exceed defined credit lines, warn-ings are displayed (depending on the customer classification) or sales documents (such as orders or deliveries) are locked and can only be released by employees with sufficient authorization.

All processes through which a product passes from finishing to goods issue are mapped in shipping. These include the creation of deliveries with the corresponding delivery documents (delivery notes and so on) and, where relevant, the necessary foreign trade documents, as well as picking, packing, and goods issue. If an SAP CRM system is also used, these functions are enhanced with an extensively automated shipping process, which also enables deadline monitoring and the integration of storage capacities, for example. When the goods issue is posted at the end of the shipping process, the product leaves the company. At this point, the necessary stock postings, including all value changes, are made in the company’s accounting system.

An extensive range of functions is provided in relation to transportation. These allow you to group the various deliveries together in shipments,

Availability check

Billing and payment management

Shipping

Transportation

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select the best transportation service provider and routes, and create the necessary shipment documents. Also included are functions to calculate the transportation and shipment costs, taking account of the product and packing information in the delivery documents (for example, weight and size).

The next phase of customer relationship management, namely, service, is discussed in Section 1.5 Service Management with SAP CRM, in more detail than the previous phases described here. First, however, we take a look at the global aspects of customer relationship management, that is, Analysis and Planning.

To monitor order processing and services, and to provide starting points for possible improvements, SAP CRM includes a range of reports and analyses that can indicate process quality and efficiency in this area. In this context, a range of key figures can be generated (for example, for delivery reliability or the occurrence of returns). Thanks to the consider-able flexibility of these potential reports, each company can define its own key figures for its own analyses and reports.

Service Manageme1.5 nt with SAP CRM

As illustrated in the SAP CRM Roadmap in Section 1.4.1 SAP CRM Road-map, the enhanced functions in SAP CRM Release 2007 make it perfectly equipped to cover the service area. We examine these functions in detail with specific reference to the system in Chapter 2, Service with SAP CRM – Overview of Functions, before explaining the options these provide in terms of process design in Chapter 3, Service with SAP CRM – Processes and Customizing. In the next section, we start by providing an initial overview of the service areas in a company that are supported in terms of the structuring and fulfillment of tasks in SAP CRM Release 2007.

Figure 1.9 provides an overview of how the topic of service fits into the overall context of customer relationship management. Here, service is shown on the same level as the other two major process categories in CRM. Like sales and marketing, service is connected to the customer through various communication channels, such as the Internet or call centers.

Global functions: analysis and

planning

Putting service into an overall CRM context

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Service Management with SAP CRM 1.5

As shown in Figure 1.10, the functional service areas in a company can be divided into the following three categories, which make up a service management cycle:

CollaborateEE

AnalyzeEE

OptimizeEE

These three categories, in turn, are composed of a total of eight different service segments, which are described in detail in the sections below. We also describe how these service areas are implemented in SAP CRM 2007.

Customer

Mobile

MARKETING SERVICE

Sales

Powered bySAP NetWeaver

ANALYTICS

End-to-end,Industry-specificProcesses

Internet Call Center

PartnerChannel

®

ServiceFigure1.9 as Part of the Portfolio of the SAP CRM Solution

The following sections provide an initial overview of the business requirements for service in the various areas of the service management cycle, and explain how these requirements are addressed in SAP CRM Release 2007.

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CUSTOMER

ServiceParts

Management

Warranty& Claim

Management

DepotRepair

FieldService

Management

CustomerService & Support

InstalledBase

Management

ServiceContract

Management

ServiceSales &

Marketing

Collaborate

Optimize An

alyz

eService Management CycleFigure1.10

Service Sales and Marketin1.5.1 g

Services also need to be advertised in the market using marketing and turned into revenue through sales. SAP CRM 2007 supports these busi-ness functions for service management in a similar way as the higher-level areas of sales and marketing.

The following aspects are mapped as part of the sales and marketing of a company’s services:

Service marketing and campaign managementEE

Service lead and opportunity managementEE

Service quotation managementEE

Service solution sales: order, contract, and bundling of products and EE

services

We can essentially distinguish between three different types of service based on their characteristics and objectives. Each of these three ser-vice types have different goals and use different tools supported by SAP CRM.

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Reactive services represent the company’s reactions to customer expec-tations, for example, the provision of information about a product in response to a customer inquiry. The objectives of reactive services are to maintain and enhance customer satisfaction (see Section 1.1.2 Customer Satisfaction). SAP CRM provides relevant tools in the form of account and contact management, a customer database, and the integration of customer-related service processes.

Active services address the quality of the customer relationship, and serve to sustain this relationship, improve customer loyalty, and enhance the customer relationship in terms of profitability and lifecycle (see Section 1.1.4 Customer Lifecycle). As part of these proactive services, the cus-tomer is offered additional services, such as maintenance offers, dis-counts on additional products, and so on. These requirements are cov-ered by SAP CRM with relationship marketing, campaign management, and process integration.

Selective services seek to enhance the profitability of a customer. Relevant analyses are used to determine the customer segment for which it can be assumed that the company can increase its profits by implementing selective services. SAP CRM supports selective services with customer value analysis, advanced analysis tools, and optimization of the service portfolio.

Service Contract Management1.5.2

It may prove beneficial to both a company and its customers to establish service contracts because a long-term service relationship offers advan-tages to both. Service contracts usually specify the following service properties, among others:

Response times for the serviceEE

Availability times of a product or serviceEE

Availability and costs of service partsEE

Service and maintenance intervalsEE

Reactive service

Active service

Selective service

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The advantages of these kinds of service agreements for companies incude:

The establishment of a service business with its own sustainable busi-EE

ness model as an independent profit center within the company

Increased customer loyalty based on long-term service contractsEE

Enabling individual approaches to meeting customer requirements in EE

terms of service

Precise tailoring of services to suit customers (in the sense of service EE

packages)

Definition of conditions for warranty to improve risk managementEE

Optimized contract profitabilityEE

Benefits to the customer can also be identified, in particular, in the case of products that require a high level of maintenance:

Stable, uninterrupted use of the product thanks to regular maintenanceEE

Maximized product availability thanks to minimized maintenance EE

and repair phases

High level of service availability due to guaranteed response times in EE

a service case

Forecasted service costsEE

SAP CRM 2007 supports service contract management with the follow-ing functions:

Creation of service agreementsEE

Creation of service contract quotationsEE

Management of service contract lifecyclesEE

Service level managementEE

Management of quantity and value contractsEE

Definition of the form of the contract based on level of usageEE

Management of “proactive” maintenance measuresEE

Benefits for companies

Benefits for customers

SAP CRM functionality

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Installed Base Managemen1.5.3 t

In SAP CRM 2007, installed base management not only refers to the management of data that is directly related to the customer, but also incorporates the management of the products currently used by the cus-tomer, including all service-related information about these products. Transparency regarding the product configuration currently used by a customer is essential, in particular in the case of technology-intensive products that are shipped in several different configurations or with dif-ferent components over the course of their lifecycle. Past service mea-sures involving a change to the configuration or the replacement of com-ponents can also be mapped.

Figure 1.11 shows the typical lifecycle of a product configuration as part of an installed base.

Starting with order management, the agreement defines which product the customer purchases in which configuration, and possibly also how this product is installed at the customer site. The agreement also speci-fies whether the customer purchases the product or whether it is to be made available to the customer for a limited period only (rental/lease contracting and so on).

Installed Base

Procurement orProduction

Quotation &Configuration

On-SiteInstallation

ContractManagementOn-Site

RepairInhouseRepair

Scrapping/Re-Sell

Order Management

Lifecycle of the Installed BaseFigure1.11 of a Customer

Product configuration lifecycle

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The conditions governing service and maintenance and rental conditions (where relevant) are agreed later as part of contract management.

Provision can be made for on-site repairs or repairs in the service depart-ment as part of the repair cycle. In both cases, the system provides the relevant configuration data for the customer product.

In addition, agreements can also be put in place specifying that resale or disposal of the product is supported by the vendor, who can similarly select the relevant product information and therefore also the resale con-ditions and disposal measures in this case.

SAP CRM 2007 supports all of the following business requirements:

Precise and up-to-date installed base and product configuration dataEE

Management of product status information (for example, counter EE

readings)

Tracking of the product configuration across the entire maintenance EE

lifecycle (for example, the use of replacement parts)

Management of changed or updated safety regulations and instruc-EE

tions for use

Identification of up-sell sales opportunities in the customer contextEE

Management of the entire lifecycle and product history (for example, EE

in relation to the serial numbers of components)

Support for remote monitoring of product statuses and service casesEE

Customer Service and Support1.5.4

Customer service and customer support cover the following business requirements:

Receipt of service requests from the customer: Planning, process-EE

ing, and monitoring of the relevant activities performed by service employees

Access to all relevant customer information, such as customer master EE

data, customer product data, contracts, and warranties (360-degree view of the customer)


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Triggering and monitoring of any necessary follow-up actions: Which EE

follow-up actions are required and when must they be completed?

Availability of technical information to complete service tasks and, EE

where relevant, information specifying how the configuration of the customer product has been changed by the service tasks

Management of a status description of the product that is servicedEE

Documentation of service activitiesEE

SAP CRM offers both operational and analytical functions to help com-panies meet these requirements in the customer service area:

Operational functionsEE

Tools for customer self-service (online help, product information)EE

Service request managementEE

Complaints managementEE

Management of service activitiesEE

Complaints and returns managementEE

Service quotation and order managementEE

Escalation managementEE

Solution databaseEE

Analytical functionsEE

Measurement of interaction timesEE

Analysis of the proportion of problems solved at each support EE

level

Monitoring of missed deadlinesEE

Identification of problematic customer situations or accountsEE

Field Service Management1.5.5

Field service is an area that is constantly increasing in volume in service-oriented business environments. Customers value the provision of an on-site service, and companies are increasingly discovering this form of direct customer contact to be an effective differentiation factor to set them apart from their competition.


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Against this backdrop, a CRM solution must also be able to support a range of requirements relating to field services. Typical requirements in this context are as follows:

Analysis of service performance in the field service compared with EE

objectives and customer commitments

Analysis of the effectiveness of field service personnelEE

Identification of typical problem scenarios to improve qualityEE

Comparison of the company’s service costs with profits from the cor-EE

responding customer contracts

Analysis of the service parts used in order to optimize the equipment EE

available to field service personnel

SAP CRM supports these requirements with the following functions:

Management of preventative and corrective maintenance measuresEE

Service order managementEE

Resource planning for field service employeesEE

Management of service order confirmationsEE

Management and re-ordering of service partsEE

Mobile access to relevant system informationEE

Depot Repair1.5.6

Depot repair refers to a scenario where repair or servicing does not take place at the customer site. Instead, the product that requires mainte-nance is returned to the company, where the repair is then carried out. Due to the differences in terms of logistics, capacities, and the mainte-nance situation, a different set of service process requirements arise in this case than in the case of field service maintenance:

Utilization planningEE Transparency of the repairs to be expected, requirements forecast for service parts, and monitoring of service commitments

Management of the repairs cycleEE Checking of the service case against the contractually guaranteed ser-vices, escalation management, emergency release of service parts,


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installation of upgrades and product changes and, if necessary, grant-ing of discounts or credit

Execution of repairsEE Checks to determine that the repair is justified, management of check lists and solution databases, management of maintenance history, development of best practices

Completion of repairsEE Documentation of the relevant measures and possibly also withdrawal and disposal of the product if the repair is not practically possible or economically viable

These processes are implemented in the following functions in the SAP CRM system:

Returns managementEE

Repair quotation and order managementEE

Monitoring of the repairs processEE

Management of repair confirmationsEE

Integration of services from other providersEE

Management of payment conditions such as discounts or creditEE

Analytical functions are also provided in addition to the purely opera-tional functions to support repairs processing:

Optimization capacity utilization based on forecast functionsEE

Identification of typical repair scenarios to improve qualityEE

Documentation of potential improvements to repair processesEE

Monitoring of the company’s own on-time delivery performance and EE

the customer’s payment history

Repair costs analysis as a basis for making decisions to upgrade or EE

withdraw products

Warranty and Claim Management1.5.7

Like the general increase in service level, the granting of warranties or guarantees has increasingly become a factor that differentiates compa-


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nies from competitors in recent years. It is also becoming clear that the general legal requirements in most markets tend to demand that compa-nies provide increasingly comprehensive warranties.

Due to the growing market significance of the subject of warranty, the following developments must be taken into account in this area:

Warranties are being increasingly used for marketing and sales EE

purposes.

Stricter legal conditions give rise to increased requirements.EE

A higher volume of warranties justifies the use of more extensive EE

checking to determine who is liable for repairs under the terms of the warranty.

Service and warranty are being increasingly viewed as profit centers, EE

which need to be able to predict service costs with greater accuracy.

Complex products involve many suppliers, all of whom need to be EE

included in the warranty.

These developments are acknowledged in SAP CRM 2007, which pro-vides the following functions to support the service area of companies:

Management of warranty agreements for both the customer and the EE

vendor

Management of product registrations: multi-channel, web-based EE

customer self-service, advertising of service contracts, customer data entry

Support for checking of warranty claimsEE

Control of warranty claim processingEE

Service Parts Management1.5.8

Unlike production of the actual product, service parts management makes high demands of companies, which need to be incorporated into the company’s corresponding processes. The essential differences between service parts management and the manufacture of finished products are listed below:


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Service with SAP CRM or SAP ERP CS – a Comparison 1.6

The demand for service parts is very fluid, and the quality of forecasts EE

is poor due to unforeseen service and repair requirements.

Demand must be controlled at the component level because there is EE

no fixed relationship between the components to be provided, as is the case in production (using bills of material [BOMs], for example).

Many vendors are involved, and all of these experience the same dif-EE

ficulties with the forecasting of demand in the service parts market.

Service parts may be interchangeable; various specifications of a ser-EE

vice part may be suitable replacements for the original part.

SAP CRM 2007 includes extensive service part management functions to meet the challenges, in particular, when used in conjunction with SAP SCM. These include the following:

Supply Chain Management for service partsEE

Supply Chain Collaboration with vendors and customersEE

Functions for sales and distribution, requirements planning, repeat EE

orders, pricing, and storage of service parts

Service with SAP CR1.6 M or SAP ERP CS – a Comparison

Customers can choose between two alternatives when it comes to service processes in an SAP system, namely Customer Service (CS) functions, which are already available in the SAP ERP system, or the service area of the CRM solution. This section compares both variants due to the very wide range of potential requirements companies may have in terms of an IT solution in the service area. Therefore, we will list and briefly describe various functions and processes and explain whether and to what degree these areas are covered by either SAP ERP CS or SAP CRM Service.

The analysis is conducted at a general level and represents a global evalu-ation. Since it is impossible to take individual process steps into account in this case, deviations may arise in the analysis of company-specific detailed processes.


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Service Operation1.6.1 s

Service operations represents a key functional area of the solutions com-pared here. It is concerned with all aspects of the planning and imple-mentation of service activities. These functions are offered by both SAP ERP CS and SAP CRM. We will therefore focus on the different ways in which these support this area.

Maintenance Planning

Maintenance planning means the fulfillment of contractually agreed obli-gations to carry out preventive maintenance measures. This includes effi-cient scheduling of service activities to avoid interruptions to customer processes. The timely availability of the necessary resources (personnel, material) is essential here. The objective is to achieve a high level of customer satisfaction through contract fulfillment and a low error rate. In addition, the effectiveness of the preventive maintenance measures is increased through the optimization of resource planning and time scheduling.

Both SAP ERP CS and SAP CRM Service offer maintenance plans with and without a contract reference for this purpose. However, these are not automatically generated from service items in the case of SAP ERP CS. In the SAP CRM system, all required data is defined in the con-tract (object, product, release list, and service plan data). Both variants offer flexible control options and planning delivery schedules that can be automated.

Tickets for Unplanned Services

Tickets for unplanned services are intended to ensure efficient and correct processing of incoming service requests from customers. This requires fast identification of the customer, location, and defective equipment to guarantee fast processing of the service requests, leading to increased customer satisfaction. Data gaps in the IT system are also closed. Yet another benefit is the fact that leads can be identified and forwarded to the service sales team.

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With SAP ERP CS, message-based and order-based entry options are available, whereas SAP CRM Service supports order-based only. Both alternatives allow for fast identification of customers, objects, contracts, and warranties. With SAP ERP CS, however, restrictions apply in the areas of ticket routing, lead generation, and text entry. SAP CRM Service provides enhanced maintenance functions such as a knowledge database and escalation.

Explanation of Unplanned Services

The subsequent service steps are maintenance, diagnosis, and, possi-bly, a direct solution of the problem. In other cases, the information gathered is used to dispatch a suitable technician or the required mate-rial, for example. Possible sales leads are forwarded directly. This can increase profitability and efficiency through direct problem resolution. In addition, unnecessary journeys and wait times are minimized, which produces a cost saving. Shorter response times and increased first call resolution also improve customer satisfaction.

Whereas SAP ERP CS only provides restricted options in this area based on assisted help resources, SAP CRM Services offers advanced functions based on the use of question catalogs and guides. In addition, the docu-mentation area includes extensive options (such as error classification based on service catalogs). Direct lead generation for sales is only pos-sible with SAP CRM Service.

Sales Installation Order

In many cases, the installation of systems is anchored in the sales order as an independent item. The purpose of this is to trigger a service order for the installation directly. As a result, the installation of sales objects is automatically added to the pool of service orders. This means that it is taken into account in overall planning. The advantage of this is that the sales department has a clearer overview of order progress in the imple-mentation phase.

This is a standard scenario in SAP ERP CS, which is globally implemented using service products as installation items in the sales order. SD service items can be used to configure services for the installation. SAP CRM

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Service does not support this function directly, although it can be imple-mented using customer enhancements.

Service Planning

The goal of service planning is to create the groundwork for an efficient and effective implementation of services. This requires the assignment of suitable personnel and the necessary materials and tools. This can signifi-cantly improve the efficiency of planning in terms of both personnel and material resources. In addition, an awareness of priorities and of open issues and work already begun helps increase customer satisfaction. This optimizes the response to new service requests. Tracking of transactions can also be improved, and confirmations made more effective.

Some limitations apply to this function in SAP ERP CS (planning of per-sonnel resources, taking account of qualifications, integration of exter-nal resources). However, these gaps can be closed if the Multi Resource Scheduling (MRS) component is used. SAP CRM Service, on the other hand, offers enhanced planning options (for example, the inclusion of external resources and graphical planning tools). Neither variant allows for cross-plant planning.

Execution of Services and Reports

The Service and report execution function is intended to make service activities more efficient. Relevant data is confirmed for settlement and, in some cases, updates of the technical object. Meanwhile, the return of parts not required is initiated without delay. The result is an effective, customer-based execution, which has a positive impact on customer sat-isfaction. Fast and correct confirmations also speed up the settlement and billing processes. Moreover, forwarded sales leads generate addi-tional results in the service area. All requirements are covered by both SAP ERP CS and SAP CRM Services.

Service Billing

Service billing checks and posts the service report. Sales leads and oppor-tunities entered in the report are recorded and forwarded. This results in correct updating and cost assignment based on the service agreement or

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warranty cover. Additional results are also generated by sales leads. In addition, the information recorded about the customer and equipment enables strategic improvement and retrofitting measures. Here, too, all requirements are covered by both SAP ERP CS and SAP CRM Service.

Evaluations

Completed service activities, product performance, and root cause analy-ses are evaluated. Cause analyses are forwarded to product development, and can help improve products and enhance maintainability. The analy-sis of service activities can be drawn upon when providing customers with quotations for similar services. Bottlenecks are also identified and kept to a minimum. Both SAP ERP CS and SAP CRM Service offer only limited evaluations as standard. These can only be enhanced by using SAP NetWeaver BI.

Service Sale1.6.2 s

Companies for which service represents a strategic business area take a proactive approach to the sale of services. Various channels are used to identify business opportunities (for example, sales campaigns and installed bases). These opportunities are qualified and converted into quotations in a standardized process flow, which may lead to the closing of sales contracts. Once a contract has been successfully concluded, ser-vice begins with the transfer of documents from sales to service. Service sales therefore represent an upstream process step for the actual service. All requirements in this area are covered by SAP CRM Service. SAP ERP CS also offers many relevant functions. However, it has some weak points in relation to lead generation, acquisition, and contract negotiation.

Other Functions and Processes1.6.3

Outside of the core functions of the two solutions that we have exam-ined so far, additional functions or processes are also provided to sup-port users in the service area. Below, we provide a brief discussion of these additional features of the CS component and of SAP CRM.

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Technical Objects and Installations

Technical information about products is mapped in the system in the form of objects. These objects are of central importance because the qual-ity of the object information determines the cost-effectiveness and the capabilities of service processing. Relevant information (for example, equipment, object structure, or BOMs) needs to be accessible at all times.

SAP ERP and SAP CRM use different structures to represent the objects. Both systems also use specific information content. If the two systems are connected, it is therefore usually necessary to store the technical assets in both applications. This necessitates the use of bidirectional replication.

In SAP ERP CS, technical objects are converted into combinations of equipment and functional locations, which enables the mapping of com-plex structures and the incorporation of material and object BOMs. Clas-sification characteristics are used for flexible mapping of customer-spe-cific characteristics. A range of options is available for the mapping of technical objects.

In the SAP CRM system, these are represented as installations. The struc-tural elements in this case are products, individual objects, texts, and installations. Product BOMs can also be used. Customer-specific charac-teristics can be implemented using set definitions. If an SAP ERP system is connected, it is important to ensure consistency between the object data in the two systems. As of SAP CRM Release 5.0, a bidirectional equipment download function is provided as standard to do just that.

Service Contracts

Service contracts represent fixed agreements with the customer. In addition to conditions and validity periods, these contain details of the services that are to be provided, service level agreements (SLAs), and warranties. Part of service processing involves checking whether a contractual relationship is in place and which requirements are to be met. Long-term agreements ensure that the service business has plan-nable results.

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Both SAP ERP CS and SAP CRM Service offer a wide range of options relating to service contracts. However, SAP CRM Service offers enhanced functions when it comes to setting the parameters of SLAs and contract changes, as well as the option of creating usage-dependent contracts.

SLA Monitoring and Escalation

Contractually agreed SLAs guarantee the availability of customer objects. Adherence to SLAs is observed and monitored during the entire opera-tion. If these are violated, the case is escalated in accordance with defined rules. Compliance with SLAs results in the avoidance of contractual pen-alties, plus a simultaneous increase in customer satisfaction.

Whereas SAP ERP CS includes some basic options for mapping SLAs, its weaknesses become evident in relation to the assignment of SLA condi-tions to process steps, the handling of parallel conditions, and escalation mechanisms. SAP CRM Service, meanwhile, scores high points with the functions it offers in this area.

Mobile Service Processing

Mobile devices provide support for service processing by service tech-nicians, allowing them to organize their work. Information about cus-tomers is directly available, as is information about installations and assets or service contracts. Mobile devices are also used for working time recording. Efficiency is ensured by a well-directed service perfor-mance, fast processes and confirmations, and a correct dataset. At the same time, administrative time-wasting is avoided, and the quality of service is improved.

Whereas SAP ERP CS only allows service technicians to connect to the system using laptops, SAP CRM Service also supports mobile hand-held devices.

E-Service

Web access allows customers and employees to use a range of func-tions, such as service requests, transaction tracking, checking of warranty

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claims, and product registration. An immediate and personalized service has a positive impact on customer satisfaction. In addition, customer behavior can be recorded more effectively, and a reduced volume of tele-phone calls ensures a reduction in costs.

Both alternatives support e-services. However, SAP ERP CS offers only limited options for the provision of customer-specific activities.

Complaints Processing

The correct processing of complaints is of key importance to a customer relationship. The individual process steps consist of the recording, analy-sis, processing, and evaluations of complaints. The benefits are a struc-tured complaints process, improved customer satisfaction through return material authorization (RMA) processes and precise feedback. Automated process flows also have the potential to save costs.

In SAP ERP CS, complaints processing is not a complete standard sce-nario with integrated functions. The necessary follow-up processes have to be triggered individually. SAP CRM Service, however, supports a range of functions (such as contracts checks, including warranty and SLA/escalation, availability check, invoice correction, release process, and so on).

Case Management

Case management enables the processing, management, and consolida-tion of information relating to a specific problem. Various objects (prod-ucts, transactions, business partners) are incorporated into the case for this purpose. Service orders can then be assigned to a case or generated from a case. This produces a global exchange of information, which, above all, simplifies the decision-making process in complex cases. Moreover, case management provides a business-oriented overview of each case. An efficient allocation of processing resources can also help reduce costs.

Case management is not available in the SAP ERP system. SAP CRM Service, on the other hand, offers a large functional scope. A range of

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Architecture of SAP CRM Systems 1.7

standard cases is predefined in the system (for complex products, for example), for which services can be provided.

Conclusion1.6.4

In the comparison drawn here, the SAP CRM Service functions offer clear benefits over those provided in the SAP ERP CS component. SAP ERP CS offers most standard processes and functions are provided. How-ever, SAP CRM offers many additional options and is the more complete alternative overall. This system enables a 360-degree view of the cus-tomer, and optimizes the link between sales and service. SAP CRM 2007 offers additional functions and an intuitive, user-friendly interface.

When deciding whether to use SAP CRM Service or SAP ERP CS, the two most important factors to consider are, first, the company’s service orientation and, second, the question of whether SAP ERP CS is already in use or whether the company is venturing into the service business area for the first time.

It generally only makes sense to change over to SAP CRM Service if ser-vice already is or is to become a strategic business area for the company or if the non-service functions in marketing and sales are also to be used. In this case, the costs of a changeover would be justified by the strengths of SAP CRM described above. If the company is entering this area for the first time, on the other hand, there is barely any justification to choose SAP ERP CS over SAP CRM Service.

Architect1.7 ure of SAP CRM Systems

Now that we have provided an overview of the functions of the SAP CRM system, we will turn briefly to the SAP CRM system architecture.

As already mention in Section 1.4.1 SAP CRM Roadmap the market for SAP CRM solutions has experienced many innovations in recent times, and these are reflected in the architecture of the SAP CRM systems. To begin, Figure 1.12 shows the familiar architecture from Release 2005.

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Architecture of SAP CRM 200Figure1.12 5

The CRM Core has a 1:1 connection with the SAP ERP system, and is integrated with SAP NetWeaver technology. Functions such as on-demand and on-promise are already integrated at this point. A choice of interface is available, namely, the PCUI interface or the conventional SAP GUI from SAP R/3. Several changes have been made in the current release, Release 2007, as shown in Figure 1.13.

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Architecture of SAP CRM Systems 1.7

Architecture of SAP CRM 2007Figure1.13

Now, for the first time, an SAP CRM system can be integrated with more than one SAP ERP system. The CRM Core is largely preserved in the familiar functions such as the Business Objects but has also been enhanced with new design options. Customer-specific business logic can now also be implemented as part of the Enhanced Workbook. In addition, a number of SAP core components have been enhanced. The most obvious change, however, is the new interface. The new UI is based on web technology

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and can also be personalized to a high degree with the new UI Configura-tion Tool. External content such as web applets and RSS feeds can also be integrated. Finally, the whole look and feel of the user interface can be customized to tie in with the company’s corporate design.

Summary1.8

This chapter has explained the basic business aspects of working with CRM, and provided an initial insight into the functions of SAP CRM 2007. You are now familiar with the central concepts and control mecha-nisms of customer relationship management and understand the role of service management within CRM. In addition, a detailed comparison of SAP CRM Service functions and the Customer Service component in SAP ERP (CS) has also illustrated the range of options provided by these SAP solutions. To close, we provided a brief introduction to the system architecture of SAP CRM.

The next chapter provides a detailed overview of the functions of SAP CRM 2007 in the service area.

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Service Order Management 3.2

group. Figure 3.31 illustrates the example of a Service Resource service product.

Service Product – Service ResourceFigure3.31

Service Order Management3.2

Service order management is arguably the most central service process in a company deploying SAP CRM 2007. Similar to the role that the sales order in the Sales and Distribution component (SD ) of SAP ERPplays when selling products, the service order in the CRM system maps any service conducted in the service area within a company. The service order , which is a system process, can be created in reference to numer-ous other relevant service processes and forms the basis for invoicing customers for services performed.

Process Display3.2.1

Figure 3.32 provides an overview of the service order management pro-cess, which is divided into fi ve steps as follows:

Create a quotation.1.

Create a service order.2.

Confi rm the service order.3.

Conduct the service.4.

Create an invoice.5.

The sections below explain other service processes that use SAP CRM 2007 . Here, service order management is used repeatedly as an integral part of advanced processes.

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3 Service with SAP CRM – Processes and Customizing

Role

ProcessStep

CreateService Order

CreateQuotation

ConfirmService Order

ConductService

Service Employee

Once the customerhas accepted thequotation, the quotationis converted intoa service order.

1. Customer requestsquotation

2. Quotation is created

3. Quotation is sentto customer

Service orderis confirmed

Service is conductedand confirmed

Service Manager Service Technician

CreateInvoice

Invoice creation isinitiated

Service Employee

Processes and Roles in Service Order ManagementFigure3.32

A service quotation is frequently created before a service order, even if this is unnecessary. The service quotation is generally created in response to a customer inquiry (see Figure 3.33). However, it can also be used as a proactive marketing technique. A service quotation already contains all of the information that a customer requires, for example, the product that will be affected by the service, the price for providing the service, and a possible schedule for conducting the service. Once the service employee creates the quotation, the customer is informed.

Creating a Service Order QuotationFigure3.33

Step 1: Creating a quotation

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Once the customer has accepted a service quotation, the service employee creates a service order that references the relevant service quotation (see Figure 3.34). Consequently, the system copies all of the important infor-mation contained in the quotation to the service order. Here, users also have the option to categorize the service order using a predefi ned cat-egory catalog, which can also be supplemented and customized.

When you enter items in a service order, you can use several item catego-ries such as service items, service parts items, sales items, or costs asso-ciated with expenses. In the case of service parts or sales items, an ATP check (available to promise , ATP ) is performed if SAP ERP has been inte-grated accordingly. Similar to the sales order, a credit limit check can also be activated for a service order. Furthermore, when you create a service order, the system determines whether service contracts or warranty agree-ments exist for this customer and the corresponding product. If so, the conditions attached to the order automatically take them into account.

Creating a Service OrderFigure3.34

Depending on the required process characteristics, the role of service manager can also be used as a supervisory role for service employees. If implemented in this way, this control instance must fi rst confi rm the service orders before the actual order content can be processed and the necessary resources made available.

Step 2: Creating a service order

Step 3: Confi rming the service order

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If the service order is released, the service technician can conduct the services contained in the order for the customer. This may mean that the service employee repairs a product that the customer has returned to the company, or he repairs the product on-site at the customer location. The sections devoted to service and repairs processing describe in greater detail the differences between a service conducted within the service department of a company and a service conducted on-site at the cus-tomer location (see Section 3.3 Service and Repairs Processing (In-House) and Section 3.4 Service and Repairs Processing (Field Service)).

Once the service technician has conducted the service, he confi rms the service order and documents the fact that the service has been conducted by creating a service confi rmation in the system (see Figure 3.35) and completing a questionnaire (see Figure 3.36).

Creating a Service Confi rmationFigure3.35

Once the service order has been confi rmed, the service employee initi-ates the process of issuing an invoice to the customer. Here, the system also takes account of the possible diverseness of services, depending on the item in the service order (for example, services covered by warranty agreements are conducted at no extra cost to the customer).

Step 4: Conducting the service

Step 5: Creating an invoice

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Service Confi rmation – QuestionnaireFigure3.36

Customizing3.2.2 in the System

The following sections describe Customizing for the service order process in the CRM system.

Customer-Specifi c Customizing

All of the functions and entries below whose names begin with Z are al-ways copies of SAP standard functions that have been adjusted to include customer-specifi c changes. Here, the underlying SAP standard functions are described as an introduction.

The abbreviation IMC within the Customizing names denotes specifi c Cus-tomizing for a fi ctitious company called IMC, for which we are implementing the CRM system.

Transaction Types

When you follow the IMG path Customer Relationship Management •

Transactions • Basic Settings • Defi ne Transaction Types, you access the maintenance screen for transaction types (see Figure 3.37).

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Maintaining Transaction TypesFigure3.37

A transaction type defi nes characteristics and features of a business trans-action (for example, a service order or service order quotation) and spec-ifi es the control attributes (for example, text determination procedure, partner determination procedure, status profi le, and organizational data profi le). These transaction types, in turn, control how these business transactions are processed.

A transaction type is assigned to one or more business transaction cat-egories (for example, Service or Sales). The business transaction categorydetermines the business context in which a transaction type can be used (for example, Service or Sales). Consequently, one business transaction category is the leading business transaction category . This does not rep-resent a hierarchical relationship with other business transaction catego-ries, but rather a preference.

The business transaction category infl uences the various Customizing settings that you have to make at the header level. For example, you defi ne settings such as the goal of the activity or the subject profi le for

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the business transaction category Activity, the document pricing pro-cedure or the payment plan type for the business transaction category Sales, the subject profile for the business transaction category Service, and the budget posting transaction type for the business transaction cat-egory CRM Budget Posting.

The transaction type settings are configured in five steps (see Figure 3.37):

Define transaction types (Definition of Transaction Types).1.

Assign business transaction categories (Assignment of Business Trans-2. action Categories).

Customizing at the header level (Customizing header).3.

Assign blocking reasons (Assign Blocking Reasons).4.

Permit channels for transaction types (Channel).5.

You can then create a new transaction type or copy a transaction type that has already been defined. However, when you copy a transac-tion type, you must ensure that you adjust the transaction type accordingly.

Service Order Quotation – SAP Standard Used

The transaction type used in this example (ZSAA) is a copy of the SAP stan-dard transaction type SRVQ.

The customized partner determination procedure shown (ZIMC006) is a copy of the SAP standard 00000042, and the customized organizational data pro-file ZSVR00000001 is a copy of the SAP standard 000000000008.

As the first step, you must define details such as a description of the transaction type and the relevance of contract determination for the transaction type ZSAA (see Figure 3.38). The leading business transac-tion category must be defined as a service process.

Configuring the transaction types

Step 1: Defining transaction types

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Creating and Confi guring Transaction Type ZSAA – Service Order Figure3.38Quotation IMC

Now that you have defi ned the transaction type ZSAA, you must assign the associated business transaction categories. These are infl uenced by the business context in which a transaction type or item category can be used (for example, Service, Sales, or Activity). Figure 3.39 shows the business transaction categories defi ned for the transaction type ZSAA.

Assigning Business Transaction Categories to Transaction Type ZSAAFigure3.39

Step 2: Assigning business

transaction categories

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You must now defi ne Customizing header data for every business trans-action category that you have defi ned. This header data includes, for example, the Sales business transaction category, in which a link to the relevant pricing is established, among other things (see Figure 3.40).

Transaction Type ZSAA (Sales – Customizing at Header Level)Figure3.40

In the Customizing header for the service area (see Figure 3.41), you can maintain the relevant subject profi le for the service and possibly the existing transaction type for the confi rmation.

Transaction Type ZSAA (Service – Customizing at Header Level)Figure3.41

The last business transaction category to be defi ned for the transaction type ZSAA is the business transaction category Activity. Even though this business transaction category is known as Business Activity in the list of

Step 3: Customizing at header level

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business transaction categories (see Figure 3.39), detailed information for the activity area is entered here (see Figure 3.42).

Transaction Type ZSAA (Business Activity – Customizing at Header Level)Figure3.42

On the Details screen, you can defi ne various categories, among other things. These categories defi ne the functions available for each activity type.

Service Order – SAP Standard Used

The transaction type used in this example (ZSVO) is a copy of the SAP stan-dard transaction type SRVO.

The status profi le shown (ZSRV_ST1) is a copy of the SAP standard status profi le SRV_ST01, and the action profi le ZIMC_SERVICEORDER_HEADER is a copy of the SAP standard action profi le SERVICE_ORDER.

In terms of Customizing, the transaction types ZSVO and ZSAA (from the previous section) differ only in terms of the entries shown in Table 3.3.

Field Value

Status profi le ZSRV_ST1

Date profi le SRV_HEADER

Action profi le ZIMC_SERVICEORDER_HEADER

Differences Between Transaction Types ZSAA and ZSVOTable3.3

The business transaction categories assigned are almost identical to those for transaction type ZSAA (see Figure 3.39). They differ only in Custom-

Defi ning categories

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izing at the header level for the Service and Activity areas (see Tables 3.4 and Table 3.5, respectively).

Field Value

Transaction Type Confirmation

ZSVC

Differences Between Transaction Types ZSAA and ZSVO in the ”Service” Table3.4Area – Customizing at Header Level

Field Value

Category 202 Telephone call

Priority 1 Very high

Subject Profile Act000001 Activity reason

Differences Between Transaction Types ZSAA and ZSVO in the “Activity” Table3.5Area – Customizing at Header Level

Service Confirmation – SAP Standard Used

The transaction type used in this example (ZSVC) is a copy of the SAP stan-dard transaction type SRVC.

Table 3.6 highlights the differences between transaction types ZSVC and ZSAA.

Field Value

Leading Transaction Category BUS2000117 – Service Confirmation

Status Object Type COH

Contract Determination No entry

Agreement Determination No entry

Partner Determination Procedure

00000024 – SAP Confirmation Header

Organizational Data Profile 000000000021 – SAP Org. Data Profile for Confirmations

Date Profile SRV_RM_ITEM1

Action Profile SERVICE_CONFIRMATION

Differences Between Transaction Types ZSAA and ZSVCTable3.6

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The business transaction categories assigned are almost identical to those for transaction type ZSAA (see Figure 3.39).

Partner Determination Procedures

When you follow the IMG path Customer Relationship Management • Basic Functions • Partner Processing • Defi ne Partner Determina-tion Procedure, you access the maintenance screen for partner deter-mination procedures (see Figure 3.43).

Maintaining Partner Determination ProceduresFigure3.43

In this activity, you defi ne partner determination procedures, and the system automatically assigns partners to the business transactions. Fur-thermore, the partner functions and access sequences are combined here.

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Caution: Copy the SAP Standard

We recommend that you either use the Customizing Wizard to create a new partner determination procedure or that you copy an existing procedure and then change the copy accordingly. You can therefore access the SAP standard as a template at all times. Avoid changing SAP standard procedures that al-ready exist. Otherwise, you risk losing templates that have been perfected.

If you define a new procedure, assign it to a transaction category or an item object type and specify mandatory partner functions. The system searches for these partner functions in transactions. If you later assign the procedure to a transaction type or item category, the settings that you make here apply to transactions of this type or for items of this category.

Using the Wizard to Create Partner Determination Procedures

In SAP CRM 2007, you can use a wizard to create partner determination procedures. You can access this wizard by following the IMG path Customer Relationship Management • Basic Functions • Partner Processing • Define Partner Determination Procedure and select Create Partner Determination Procedure.

Once you have created a new procedure (either using the wizard or manually), check it for errors. To do this, select Check Partner Determi-nation Procedure.

Once you have defined the partner determination procedure, you must maintain the following areas:

List of procedure usersEE

Definition of partner functions in the procedureEE

Description of the interface settingsEE

“Service Process Header” Partner Determination Procedure – SAP Standard Used

The partner determination procedure used in this example (ZIMC006) is a copy of the SAP standard partner determination procedure 00000042.

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In the partner determination procedure defi nition, assign this procedure to one or more transaction categories or item object types (see Figure 3.44).

Procedure Users for Partner Determination Procedure ZIMC006Figure3.44

You then add or change the partner functions contained in this pro-cedure. Some settings need to be made for each partner function, for example, minimum and maximum number of partners for each transac-tion, the type of new partner determination, which access sequence the system uses for the partner determination, and whether manual entries are permitted (see Figure 3.45).

Partner Functions in the Procedure ZIMC006Figure3.45

To complete the partner determination procedure defi nition, enter details about the interface settings (see Figure 3.46). Here, you can infl uence the partner functions to be displayed in the individual partner fi elds (for

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example, contact person). Depending on the customer-specifi c require-ments, an entry may be required here.

Interface Settings in the Procedure ZIMC006Figure3.46

“Service Process Item” Partner Determination Procedure – SAP Standard Used

The partner determination procedure used in this example (ZIMC007) is a copy of the SAP standard partner determination procedure 00000043.

In contrast to the procedure users listed in Figure 3.44 for the partner determination procedure ZIMC006, the procedure users listed in Table 3.7 are defi ned in the partner determination procedure ZIMC007.

Procedure Users

BUS2000117 Service Confi rmation

BUS2000140 ServiceProductItemCRM

BUS2000142 ServMatConfi rmItem

BUS2000146 ServMaterialItemCRM

Differences Between Partner Determination Procedure ZIMC007 and Table3.7Partner Determination Procedure ZIMC006

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The partner functions entered for the partner determination procedure ZIMC007 are almost identical to those for the partner determination procedure ZIMC006 (see Figure 3.45).

Date Profi le


Basic Functions • Date Management • Defi ne Date Profi le, you access the area in which you defi ne and maintain dates (see Figure 3.47).

List of Previously Confi gured Date Profi lesFigure3.47

Date management enables you to process any number of dates in a trans-action. It is used, for example, in contracts (for example, cancellation date, term) and quotations (valid-to date).

In this work step, you defi ne durations (duration types), date types, and date rules. The system uses all of the above, which are grouped into a specifi c date profi le, to display and automatically determine dates in a transaction. Using the date profi le, the system controls the date types, durations, reference objects, and date rules that can be used in a specifi c transaction type or item category.

Depending on the date profi le, you also defi ne (in this activity) the prop-erties of the date types and durations (for example, the time unit, refer-ence object, duration, and date rule).

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“SLA Data in Position” Date Profi le – SAP Standard Used

The date profi le used in this example (ZSV_SLA_ITEM: SLA Data in Position IMC) is a copy of the SAP standard date profi le SRV_SLA_ITEM.

In the fi rst step of this example, you assign one or more reference objects to the date profi le (see Figure 3.48). You use the reference object to con-trol the relevant time zone for the transaction dates. The reference objects determine, among other things, the factory calendar, which is important for determining dates (for example, taking account of public holidays).

Reference Objects for Date Profi le ZSV_SLA_ITEMFigure3.48

You then confi gure one or more date rules for this date profi le (see Figure 3.49). Date rules have version management to ensure that date rules used in unfi nished transactions can remain unchanged. You can use these date rules to create a new version that is valid as of its creation date and time. Only the current version is used in new transactions. The word Standard always identifi es the current version in the list of date rule versions.

Date Rules for the Date Profi le ZSV_SLA_ITEMFigure3.49

Step 1: Assigning reference objects

Step 2: Confi guring date rules

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In the third step, you create one or more date types for the date profi le (see Figure 3.50). Date types refer to specifi c times such as First Response By, Notifi cation Receipt, or Billing Document Created On.

Date Types for the Date Profi le ZSV_SLA_ITEMFigure3.50

To complete the date profi le defi nition, you can specify the required duration, if necessary. This can be, for example, a contract term, a pro-cessing time, or a warranty term.

Action Profi les

You defi ne action profi les by following the IMG path Customer Relationship Management • Basic Functions • Actions • Actions in

Step 3: Determining

date types

Step 4: Specifying the required

duration

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Transaction • Change Actions and Conditions • Defi ne Action Pro-fi les and Actions (see Figure 3.51).

The maximum number of actions permitted for a transaction type is determined in an action profi le. Here, you also determine general condi-tions for the actions contained in the action profi le. Examples include the time when the system starts the action (for example, saving the docu-ment) or the way in which the system performs the action (for example, workfl ow, method call, or Smart Forms).

List of Previously Confi gured Action Profi lesFigure3.51

In this activity, create an action profi le and templates for actions.

Using the Wizard to Create Action Profi les

In SAP CRM 2007, you can use a wizard to create action profi les. You can call this wizard by following the IMG path Customer Relationship Management • Basic Functions • Actions • Actions in Transaction • Use Wizard to Create Actions (see Figure 3.52).

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Action Profi le WizardFigure3.52 – Using a Wizard to Create Actions

“Control SLA Dates” Action Profi le – SAP Standard Used

The action profi le used in this example (Z_SERVICE_ORDER_ITEM_SLA_IMC: Control SLA Dates IMC) is a copy of the SAP standard action profi le SER-VICE_ORDER_ITEM_SLA.

Action profi les are confi gured in the same way as date profi les, using several steps as follows:

Defi nition of the action profi le1.

Description of the action defi nitions2.

Processing types for the action defi nitions3.

In the fi rst step, you must describe and defi ne the action profi le (see Fig-ure 3.53). At the same time, you must link the action profi le to the date profi le described above.

Step 1: Defi ning the action profi le

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Details for the Action Profi le Z_SERVICE_ORDER_ITEM_SLA_IMCFigure3.53

After that, specify one or more associated action defi nitions for each action profi le (see Figure 3.54).

List of Action Defi nitions for Z_SERVICE_ORDER_ITEM_SLA_IMCFigure3.54

Here, you can specify additional details (see Figure 3.55). Below are some sample options that can be defi ned on the Details screen. For Processing Time, you can determine, for example, whether immediate processing is necessary. The action is then started as soon as the start condition is fulfi lled. Another option is to start the action immediately after you save the transaction.

Step 2: Describing the action defi nitions

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168


Details for the Action Defi nition Z_COMPLETE_PSL_ITEMFigure3.55

If you select the Partner-Dependent checkbox, you can defi ne a part-ner function or partner function category that will apply to the action. This may be relevant, for example, if reminder emails are to be sent to all partners involved in the process or if an email is to be sent to the employee responsible.

If you select the Changeable in Dialog checkbox, the user can change the action’s condition and processing parameters in the document.

If you select the Executable in Dialog checkbox, the user can manually trigger the action in the transaction. Finally, if you select the Display in

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169


Toolbox checkbox, the action is displayed as an icon in the transaction toolbar, and the user can schedule the action from there.

Under Action Merging, select Max. 1 Action for Each Action Defi nition if you want to execute the action once only. Select Max. 1 Unprocessed Action for Each Action Defi nition if you want to be able to execute the action several times.

To complete the action profi le defi nition, you describe one or more processing types for each action defi nition (see Figure 3.56). Here, you can choose from the method call, workfl ow, or Smart Form processing types.

Overview and Details for the Processing Types for the Action Defi nition Figure3.56Z_COMPLETE_PSL_ITEM

We do not discuss the action defi nitions Z_SERVICE_ORDER_ITEM_SLA_START and Z_SERVICE_ORDER_ITEM_SLA_END in further detail

Step 3: Processing types for the action defi nitions

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170


because they are created in the same way as the action defi nition Z_COMPLETE_PSL_ITEM and differ only in terms of the time of process-ing (1 Processing using Selection Report instead of 4 Processing When Saving Document) and the partner function (New: ZIMC002 – Person Responsible).

Unlike the processing type Method Call for the action defi nition Z_COM-PLETE_PSL_ITEM, the processing types for the action defi nitions Z_SER-VICE_ORDER_ITEM_SLA_START and Z_SERVICE_ORDER_ITEM_SLA_END are both Smart Forms Mails (see Figure 3.57).

Overview and Details for the Processing Types for the Action Defi nition Figure3.57Z_SERVICE_ORDER_ITEM_SLA_START

In turn, the action defi nitions Z_SERVICE_ORDER_ITEM_SLA_START and Z_SERVICE_ORDER_ITEM_SLA_END differ only in terms of the dif-ferent forms (see Table 3.8).

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171


Action Definition Form Name

Z_SERVICE_ORDER_ITEM_SLA_START CRM_SERVICE_SLA_MAIL_RF

Z_SERVICE_ORDER_ITEM_SLA_END CRM_SERVICE_SLA_MAIL_RR

Differences Between Z_SERVICE_ORDER_ITEM_SLA_START and Z_Table3.8SERVICE_ORDER_ITEM_SLA_END

“Service Order Header” Action Profile – SAP Standard Used

The action profile used in this example (ZIMC_SERVICORDER_HEADER: Ser-vice Order IMC Header) is a copy of the SAP standard action profile SER-VICE_ORDER.

Tables 3.9 to 3.11 highlight the differences in relation to the action pro-file Z_SERVICE_ORDER_ITEM_SLA_IMC (described above).

Action Profile ZIMC_SERVICORDER_HEADER

Object Type Name BUS2000116

Date Profile No entry

Context Class CL_DOC_CONTEXT_CRM_ORDER

Details for the Action Profile ZIMC_SERVICORDER_HEADERTable3.9

Action Profile ZIMC_SERVICORDER_HEADER

Action Definition ZIMC_ADHOC_REMINDER1

Details for the Action Definitions for the Action Profile Table3.10ZIMC_SERVICORDER_HEADER

Action Definition ZIMC_ADHOC_REMINDER1

Processing Type Smart Forms Mail

Details for the Processing Type for the Action Definition Table3.11ZIMC_ADHOC_REMINDER1

Conditions

When you follow the IMG path Customer Relationship Management • Basic Functions • Actions • Actions in Transaction • Change Actions

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172


and Conditions • Defi ne Conditions, you access the area in which you defi ne and maintain conditions (see Figure 3.58).

List of All Actions and Details for the ConditionsFigure3.58

Here, conditions include (a) the exact defi nition of the schedule condition and (b) the start condition for each action defi nition (using transportable conditions). You can also specify whether the action is automatically scheduled when the schedule conditions take effect. One example of a possible start condition is “four weeks before the contract end date.”

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173


“Control SLA Dates” Start Condition – SAP Standard Used

The start condition used in this example (Z_SERVICE_ORDER_ITEM_SLA_IMC: Control SLA Dates IMC) is a copy of the SAP standard action profi le SERVICE_ORDER_ITEM_SLA.

If you double-click the action Z_SERVICE_ORDER_ITEM_SLA_IMC, the system displays the list of defi ned action defi nitions on the upper-right half of the screen and the details for the corresponding action defi nitions on the lower half of the screen (see Figure 3.59).

Detailed Overview of the Action Defi nitions for the Action Z_SERVICE_Figure3.59ORDER_ITEM_SLA_IMC

The Start Condition tab page on this detailed overview screen contains an overview of the start conditions for each action defi nition selected (see Figure 3.60). Here, you can create conditions for each action defi nition.

You can select Edit Condition to access the screen for editing parameters. Here, you must assign the relevant date profi le for the condition.

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174


Summary of the Start Condition for the Action Defi nition Figure3.60Z_COMPLETE_PSL_ITEM

If you double-click the Condition Defi nition fi eld, the system opens the wizard for creating each condition (see Figure 3.61). You can select the values in the Expression 1 column from the complete list shown. You can also choose from other operators shown. You can also select Expression 2 from the list provided, or you can enter Expression 2 as a constant. You can then link the conditions in a logical manner.

Editing Start Conditions for Z_COMPLETE_ITEMFigure3.61

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175


The following applies to the start conditions for the action defi -nition Z_SERVICE_ORDER_ITEM_SLA_START for the action Z_SERVICE_ORDER_ITEM_SLA_IMC:

&CRM Service Product Item.System Status& I1005and&To Do By& < &Current Date&

In addition, the following applies to the start conditions for the action defi nition Z_SERVICE_ORDER_ITEM_SLA_END for the action Z_SERVICE_ORDER_ITEM_SLA_IMC:

&CRM Service Product Item.System Status& = I1002and&First Response By& < &Current Date&

“Service Order Header” Start Condition – SAP Standard Used

The start condition used in this example (ZIMC_SERVICORDER_HEADER: Service Order IMC Header) is a copy of the SAP standard action profi le SER-VICE_ORDER.

No start conditions are defi ned for the action ZIMC_ SERVICORDER_ HEADER.

Item Category

When you follow the IMG path Customer Relationship Management • Transactions • Basic Settings • Defi ne Item Categories, you access the area in which you defi ne and maintain item categories (see Figure 3.62).

List of Previously Confi gured Item CategoriesFigure3.62

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176


An item category defi nes characteristics and features of a transaction item and therefore controls item processing. First, the item category is assigned to an item object type. The item object type determines the business context in which an item category is used. Similar to the trans-action type, the item category is assigned to one or more business trans-action categories.

“Service Item” Item Category – SAP Standard Used

The item category used in this example (ZSVP: Service Item IMC) is a copy of the SAP standard item category SRTP.

Item categories are confi gured in several steps as follows:

Defi nition of the item category1.

Description of the business transaction categories2.

Customizing the item3.

In the fi rst step, you must describe and defi ne the item category (see Figure 3.63). In addition to assigning a name to the item category, this is where you also defi ne important control attributes such as the item object type, the text determination procedure, the partner determina-tion procedure, the status profi le, the organizational data profi le, and the number range assignment. Depending on its status, the status profi le can be used, for example, to transfer the transactions to the ERP system.

Defi ning the Item Category ZVSPFigure3.63

The business transaction categories belonging to the item category ZVSP are defi ned in the next step (see Figure 3.64).

Confi guring the item categories

Step 1: Defi ning the item categories

Step 2: Describing business

transaction categories

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177


Overview of the Business Transaction Categories Assigned to the Item Figure3.64ZSVP

To complete the item category defi nition, you must adjust the business transaction categories (see Figure 3.65).

“Service” Business Transaction Category – Customizing the ItemFigure3.65

In the Service business transaction category , you can use the Resource Plng Relevance checkbox to determine whether the item is relevant to resource planning. If an item is relevant to resource planning, a resource requirement will be generated for the item. Furthermore, you can use the Relevance to Costs checkbox to control whether confi rmed infor-mation such as times and material are to be distributed to backend systems.

Step 3: Customizing the item

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178


In the Sales business transaction category , you can use the Pricing-rel. checkbox (see Figure 3.66) to determine the extent to which an item is pricing-relevant (Pricing Data section) and the extent to which the item is transferred to follow-up documents (Quotation Data section, Subsequ. processing checkbox).

“Sales” Business Transaction Category – Customizing the ItemFigure3.66

Item Category Determination


Transactions • Basic Settings • Defi ne Item Category Determination, you access the area in which you defi ne and maintain the item category determination (see Figure 3.67).

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List of Previously Confi gured Item Category DeterminationsFigure3.67

In this work step, you can determine the item categories that the system proposes during transaction processing for each transaction type and item category group. At the same time, you can determine which item categories you can manually enter as alternatives to the system propos-als. A maximum of three alternative item categories is possible.

“Order Quotation” Item Category Determination SAP Standard Used

The item category determination used in this example (ZSAA: Order Quota-tion IMC) is a copy of the SAP standard item category determination SRVQ.

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180


As part of Customizing, you must confi gure separate item category deter-minations for all previously used transaction types. As described at the outset, several item category groups or item categories can be assigned to each transaction type. This results in a matrix of setting options that cannot be described in detail here. Instead, we show you the exam-ple below (see Figure 3.68), which is representative of all item category determinations, and for which the SAP standard was adjusted. During item category determination, in particular, you assign the relevant trans-action type and item category. The other item category determinations are similar to the SAP standard transaction type SRVQ.

Example of Item Category Determination for Transaction Type ZSAAFigure3.68

“Order” and “Confi rmation” Item Category Determination – SAP Standard Used

The item category determination ZSVO (Service Order IMC) is a copy of the SAP standard item category determination SRVO, and the item category de-termination ZSVC (Service Order IMC) is a copy of the SAP standard item category determination SRVC. For both item category determinations, we refer to the example provided in Figure 3.69.

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181


Copying Control


Transactions • Basic Settings • Copying Control for Transactions •

Copying Control for Transaction Types, you access the area in which you defi ne and maintain the copying control (see Figure 3.69).

List of Previously Confi gured Copying Control Defi nitions for Transaction Figure3.69Types

In this area, you determine the copying control for transaction types and item categories. For this purpose, you create a source transaction and item type and a target transaction and item type and determine the corresponding conditions for these combinations. In each case, you then create a source item category and a target item category and determine the corresponding conditions.

“Service Order Quotation” Copying Control SAP Standard Used

The copying control used in this example (Service Order Quotations IMC), which references transaction type ZSAA, is a copy of the SAP standard copying control, which references transaction type SRVQ.

Similar to the copying control settings for the SAP standard item cat-egory determination SRVQ, the source and target transaction type com-bination changes from the SAP standard SRVQ – SRVO to the customer-specifi c pair ZSAA – ZSVO.

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182


“Service Order” Copying Control – SAP Standard Used

The copying control used in this example (Service Order Quotations IMC), which references transaction type ZSVO, is a copy of the SAP standard copying control, which references transaction type SRVO.

Similar to the service order quotation, it is necessary to determine the copying control settings for the transaction type ZSVO. This also depends on the SAP standard transaction type SRVO (see Table 3.12).

Source Transaction Type Target Transaction Type

ZSVO CLMA

ZSVO CRMC

ZSVO CRMR

ZSVO ZRVC

ZSVO ZSVO

ZSVO SRVT

Overview of the Copying Control Setting for Transaction Type ZSVOTable3.12

“Confirmation” Copying Control – SAP Standard Used

The copying control used in this example (Service Order Quotations IMC), which references transaction type ZSVC, is a copy of the SAP standard copy-ing control, which references transaction type SRVC.

It is then necessary to determine the copying control settings for trans-action type ZSVC. Because none of the entries listed is a relevant target transaction type for this example, we do not discuss this in further detail here (see Table 3.13).

Source Transaction Type Target Transaction Type

ZSVC CRMC

ZSVC SRMR

ZSVC FANF

Overview of the Copying Control Setting for Transaction Type ZSVCTable3.13

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375

Index

360-degree view, 25, 33, 61, 118

A

Abstract prototype, 283Acceptance procedure, 327Acceptance test, 323Account

create, 136detail maintenance, 137search, 138

Account overview, 68Action definition

describe, 167processing types, 169

Action profile, 164, 189, 194, 206, 268define, 166wizard, 166

Active service, 45Activity

planned, 84Address format standardization, 307Address list, 351Address management software, 302, 305, 306, 310After-sales, 27After-sales activity, 329After-sales service, 27, 28Analysis and planning, 42Application Management, 283, 363Approval process, 85Assembly, 139ATP check, 149Attribute

customer-specific, 142Attribute assignment, 123Authorization, 244Authorization object

CRM_CONFIG, 66SCMG_LVL, 233S_SCMG_CAS, 233

Authorization profile, 244, 245

Automotive industry, 329Availability check, 41, 149

B

Basic data, 135Basis configuration, 121Billing, 69, 188Billing and payment management, 41Billing error, 87Bill of material, 139, 143Business address services, 305, 313Business object, 63Business partner

create, 124, 126Business partner and opportunity management, 40Business partner data, 301, 302Business transaction categories

describe, 210Business transaction category, 152

assign, 154describe, 176, 273sales, 178service, 177

Business transactions, 324Business transaction type

complaint, 211Buyers’ market, 20

C

Call center, 34Campaign

concluded, 355trigger, 353

Campaign management, 349Case attribute, 230Case closing profile, 234Case management, 60Case/Task, 334

206_Book.indb 375 2/3/09 9:32:18 AM

376

Index

Case type, 228Catalog, 213Change charter, 294, 295Change management, 279, 284, 290, 294, 364, 366

instruments, 286procedure model, 292

Change plan, 295Change process, 287Change programs, 295Closing a case/task, 345Code and code group, 213Code group profile, 214Communication, 39Communication channel, 87

Interaction Web Client, 87Internet-based Customer Self-Service, 87SAP Mobile Service, 87

Complaintclose, 198create, 197evaluate, 199process, 198

Complaint process, 82Complaint processing, 80

process flow, 81Complaint scenarios

identify, 222Complaints management, 336

closing a case/task, 344creating a case/task, 337customer case/task, 336facts, 342fast entry, 337proactive, 221, 347processing a case/task, 343reactive, 195

Complaints mangementtransaction data, 341

Complaints processing, 60Component enhancement, 66Computer aided selling (CAS), 31Concentration efforts, 329Condition, 171, 189, 195Configuration management, 364, 367

Contact Event Manager (CEM), 110Contact person, 137

create, 137Contact routing, 109Contract management, 48Controlling, 69Control mechanisms, 19, 24Copying control, 181, 190, 195, 212, 258, 275Corporate account, 143Corporate philosophy, 20Credit limit check, 75, 149CRM, 19, 329

analytical, 24operational, 24strategic, 24

CRM phasesengagement, 37, 38fulfillment, 37, 40service, 37transaction, 37, 39

CRM strategy, 279CRM vision, 279Cross-selling, 34Customer, 135Customer dissatisfaction, 347Customer-facing organization, 135Customer Factsheet, 334Customer feedback, 346Customer focus, 20Customer Interaction Center, 111, 332

functional areas, 332user interfaces, 332

Customer lifecycle, 22, 23risk phases, 22

Customer loyalty, 21, 33Customer retention, 21

cost-related benefits, 22customer attachment, 21customer binding, 21sales-related benefits, 21stability-related benefits, 22

Customer satisfaction, 21, 348Customer Self-Service

Internet-based, 88Customer service, 48

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377

Index

Customer support, 48Customizing, 151, 188, 194, 199, 223, 228, 238, 250, 261

header level, 155

D

Dataclassifying, 300cleanse, 305, 313

Data errors, 300Data mining, 20Data quality, 279, 299, 300, 313

project phase, 314standard, 318

Data warehouse, 20Date profile, 162, 189, 194, 204, 267Date rules

configure, 163Date type, 240

determine, 164Debit memo

send, 261Delivery of a different product, 87Depot repair, 50Design, 316Detailed data, 137Development and implementation phase, 296Development test, 322Differentiation factor, 28

competition, 29Differentiation range, 29Direct link, 133Dropdown list, 135Duplicate pairs, 303Duplicate record, 304Duplicates

check, 312identification of, 311potential, 302, 309

Durationspecify, 164

E

Enhanced Workbook, 63Escalation model, 340E-service, 59External list management (ELM), 313

F

Field service, 49, 183Field Service, 190Follow-up phase, 297Forwarded, 335Framework enhancement, 66Fuzzy search, 307, 310, 311

G

Goal criteriaqualitative, 26quantitative, 26

Goodwill, 346Goodwill costs, 342Gradual implementation, 279

H

Heuristic rules, 308Hierarchy creation, 68

I

ID, 137Implementation

gradual, 279methodical, 281

Incident management, 364, 365Infotype

Business Role, 129In-house, 183Initial priority, 340Input help, 135

206_Book.indb 377 2/3/09 9:32:19 AM

378

Index

Installation, 58Installed base, 47, 67, 139Installed base management, 47Integration of measuring devices, 76Integration test, 322Intelligent Solution Database, 218Interaction Web Client, 87Internet-based Customer Self-Service Center, 88Invoice

create, 150, 188, 194, 250send, 261

Invoice correction, 85Item

Customizing, 177, 211, 273Item category, 175, 176, 189, 195, 209, 272

define, 176, 210, 272Item category determination, 178, 189, 195, 211, 256, 274Item level, 67ITIL, 363IT Infrastructure Management, 363

K

Key performance indicator (KPI), 78

L

Lead management, 38Lemon Law, 222Letter campaign, 351Level

operational, 20strategic, 20

Linkfor work center, 133group of direct, 133logical, 133

Location, 242Logical link, 133Logistical integration, 75Lotus Notes, 106

M

Maintenance planning, 54Marketing, 38Market stagnation, 330Mass manufacturer, 330Mass processing, 115Master data, 67Material flow, 81Mentoring strategy, 291Methodical implementation, 281Microsoft Outlook, 105Mobile service, 104Mobile service order management

process flow, 106Mobile service processing, 59Mobilization phase, 295Must have, 28, 29My Group, 335My Tickets, 335

N

Namespace, 128Navigation bar profile, 132Need to have, 28, 29Nice to have, 28, 29Notes, 69Number range, 137

O

Object descriptionenhanced, 129

Object list, 95Objects, 241Online integration interface (OII), 110Operational level, 20Order acquisition, 40Ordering of an incorrect product, 87Order management, 47Organizational model, 121Organizational model maintenance, 129Organizational node, 126

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379

Index

Organizational plan, 121Organizational structure, 121, 123

sales, 123service, 123

Organizational unit, 121Original Equipment Manufacturer, 330Over-delivery, 87

P

Parameters for the interaction history, 351Parsing, 308Partner determination, 67Partner determination procedures, 158, 188, 194, 203, 253, 263Partner function category, 241Partner functions, 159Personal Task, 335PFCG, 127Planned activity, 84Planning to Implement Service Management, 363Position, 122Postal directory, 305Pre-sales, 27Price accumulation, 68Price error, 87Pricing, 68Priority, 339Problem

log, 184, 196, 237Problem and solution type, 218Problem management, 364, 366Problem subtype

define, 219Problem type

define, 219Procedure model, 279

defined, 281Process

complaint processing, 81complaints management, proactive, 222complaints management, reactive, 196

mobile service order management, 106product update, 90product update with product service letters, 90service and repairs processing (field service), 191service and repairs processing (in-house), 183service case management, 226service contract management, 248service contracts, 93service order management, 70, 148service resource planning, 98, 236warranty management, 259warranty processing, 78, 79

Process and documentation flow, 325Processing type

method call, 170Product

register, 248return, 187

Product configuration management, 47Product proposal, 68Product proposals, 38Product service letter (PSL), 88

process flow, 90Product update, 89

process flow, 90Progress monitoring, 326Project definition, 315Project plan, 314Project risk management, 291Prototype

detailed, 283horizontal, 284vertical, 283

Q

Qualification management, 243Qualification scale, 243Qualifications catalog, 244Quality gate, 284Quantity assignment, 38Quantity check, 83Quantity confirmation, 83

206_Book.indb 379 2/3/09 9:32:19 AM

380

Index

Quantity determination, 83Quotation

create, 148

R

Rapid prototyping, 283Reactive service, 45Recall, 90, 91

prepare, 350Recall Cockpit, 350Recall management, 348Recall report, 355Reference documents, 83Reference object, 67

assign, 163Release management, 364, 366Repair cycle, 48Repair request

accept, 191Repairs processing, 150, 183Requirements analysis and definition, 315Return authorization, 84Role

bill-to party, 137employee, 130payer, 137service manager, 149ship-to party, 137sold-to party, 137

Role configuration key, 131Rollout

parallel, 314Routing management, 116RSS feed, 64Runtime Repository, 66

S

Sales, 27Sales force automation (SFA), 31Sales installation order, 55Sales order, 147

Sales stageafter-sales, 27pre-sales, 27sales, 27

SAP Business Communication Center, 109SAP Business Communication Management (BCM), 109

integration with, 114integration with SAP CRM, 110softphone, 112, 113

SAP CRM, 35, 53architeture, 61

SAP CRM 2005, 35, 62SAP CRM 2006s/1, 35SAP CRM 2006s/2, 35SAP CRM 2007, 35, 63, 147SAP CRM Roadmap, 35SAP CRM Service, 42, 43SAP CRM system, 349SAP ERP, 31, 147

integration with, 96SAP ERP CS, 53SAP ERP Financials, 188SAP Mobile Service, 88SAP NetWeaver Business Intelligence (BI), 57, 69, 96

integration with, 96SAP SCM, 31SAP standard function, 188, 194Satisfaction survey, 297SD, 147Search, 335Search criteria, 138Search function, 139Security Management, 363Segment Builder, 38Selection time range, 240Selective service, 45Sellers’ market, 20Seller warranty, 68Service, 329

conduct, 150, 186, 193, 250, 259Service and report

execution, 56Service billing, 56

206_Book.indb 380 2/3/09 9:32:19 AM

381

Index

Service caseanalyze and classify, 227close, 227evaluate, 228open, 227process, 227

Service confirmation, 187Service contract, 45, 58, 92, 93, 149

create, 248determine, 237process flow, 93release, 250

Service contract determination, 74Service contract management, 45, 94Service Delivery, 363Service desk, 364Service employee, 185, 191Service level

defined, 95Service management, 25Service management cycle

analyze, 43collaborate, 43optimize, 43

Service marketing, 44Service operations, 54Service order, 72, 147

confirm, 149create, 149, 237

Service order management, 69process flow, 70

Service order processinganalysis of service processes, 78resource-oriented analysis, 77

Service parts management, 52Service plan, 73Service planning, 56Service portfolio, 28

Must have, 28, 29Need to have, 28, 29Nice to have, 28, 29

Service process, 121Service processing, 150

mobile, 59Service product, 144Service profile, 239Service quality, 78

Service quotation, 71expiration analysis, 72pipeline analysis, 72success analysis, 72

Service quotation and service ordercreate, 185, 192

Service resourceimplement, 238plan, 237

Service resource planning, 97, 122analysis of qualifications, 103analysis of service orders, 104process flow, 98resource-based analysis, 103

Service sales, 44, 57Service Support, 363Service technician, 150, 250Service type, 44

active service, 45reactive service, 45selective service, 45

Set typecustomer-specific, 142

Shipping, 41SLA, 58

escalation, 59monitoring, 59

Solution Database, 218intelligent, 218

Solution subtypedefine, 220

Solution typedefine, 220

Sources of error, 299Spare part, 139Stakeholder analysis, 289, 291Standard interface, 303Start condition, 173Status, 339Status management, 69Strategic level, 20Strategy for growth, 330Subject, 215Success factors

critical, 277general, 278

206_Book.indb 381 2/3/09 9:32:19 AM

382

Index

T

Technical objects, 58Technical support, 327Templates, 68Territory and activity management, 39Test cases, 325Test concept, 323Test environment, 323, 324Test implementation, 324, 325Test management, 324Test model, 321Test phase, 323Test preparation, 324Test scripts, 325Test strategy, 279, 320Text determination procedures, 216Training aids, 296Training materials, 296Transaction

BP, 125BSP_WD_CMPWB, 66, 130, 135COMM_ATTRSET, 142COMM_HIERARCHY, 139CRMM_UIU_PROD_CONFIG, 142EEWB, 135PFCG, 128PPOCA_CRM, 122PPOMA_CRM, 122, 126, 129PPOMA_CRM or PPOCA_CRM, 122SU01, 125, 128

Transaction type, 151, 152, 188, 194, 200, 250, 261

define, 153Transportation, 41

U

UI, 36, 63, 65UI configuration, 142UI Configuration Tool, 64, 65Under-delivery, 86Unique selling point, 331Unplanned service

explanation, 55ticket, 54

Up-selling, 34User

create, 124, 125User assignment, 245User role, 121, 127

V

Validationpostal, 307, 311, 312

Vehicle, 334Views

adjust, 130VIN, 350V-Model, 322

W

Warrantyconfirm, 261create, 260register, 248send, 261

Warranty agreement, 149, 188Warranty and claim management, 51Warranty case, 342Warranty processing, 78

process flow, 79Warranty product, 144Warranty service, 74Web applet, 64WebClient, 332Web GUI, 135, 246Wildcard search, 303WinClient, 332Wizard, 159Work center, 133Worklist, 335, 343

X

XIF interface, 76

John Burton, John Burton

Maximizing YourSAP CRM Interaction Center

This is a must-have resource for anyone interested in learning howto optimize the SAP CRM Interaction Center. Each chapter describes specific functions in the Interaction Center and why they are useful,and then demonstrates how to use and customize these functions.It covers essential topics, including Computer Telephony Integrationand Multi-Channel Integration, IC Service, IC Sales, IC Marketing,and Shared Services Centers. Whether you’re new to SAP CRM or a current SAP CRM IC user, this book will provide you with the answers.

463 pp., 2009, 69,95 Euro / US$ 69.95

ISBN 978-1-59229-197-7

>> www.sap-press.de/1732

Provides a complete guide foroptimizing and customizing yourSAP CRM Interaction Center

Answers all of your Frequently-Asked-Questions

Includes real-world examplesand success stories

www.sap-press.com

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