Database Reference
In-Depth Information
3.4.6 CRM Infrastructure
An important element that must be considered while evaluating the CRM for an organization
is the type and size of the envisaged hardware infrastructure essential for the enterprise-wide
operations.
3.4.6.1 Hardware
This is the central horsepower that is required to drive the functioning of the CRM throughout
the enterprise. The nature of CRM will dictate this to be either a monolithic server or a cluster of
servers, each focusing on a part of the envisaged load. The number of computers within the cluster
can be based on either the particular functional areas or the sublocations that are to be served by
the cluster as a whole. The sizes of the individual computers may be dependent upon
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The envisaged processing load of the system
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The number of terminals through which the system will be accessed
3.4.6.2 System Software
Usually, deciding on the system software is coupled with the selection of the hardware boxes.
The operating system environment should have the capability to provide fault-tolerant operations
with facilities for automatic backup, mirroring, and replication across sites and automatic failure
recovery features.
3.4.6.3 Networking
Since CRMs are end-user-oriented systems, the usage and load expected on the terminals will be
substantial. The network should be able to provide enough throughput so as not to impair the
performance of access at these terminals.
3.4.7 CRM Implementation Time
The time required for implementing a whole suite of CRM applications within an organization
is important. As will be discussed later, this topic recommends that for real payofs from a CRM
implementation, an organization should adopt the big-bang strategy of implementing all the SAP
CRM modules that cater to the company's sales and marketing operations. This includes basic
modules like sales, contact and account management, telesales/call centers, marketing, campaign
management, service, and support.
The CRM project duration is dependent upon the characteristics of the company, such as its
cultural, organizational, and technical readiness, as well as on the innate complexity of the CRM
product. The cultural readiness of an organization is dependent upon its vision of its future as
well as its willingness to embrace change toward that end. The organizational readiness has to
do with the management's commitment, empowerment of the employees, streamlined systems
and procedures, standardized processes, and so on. Technical readiness deals with the maturity
of the infrastructure for hardware and communications, training, help desks, office automation,
groupware, and so on.
