Database Reference
In-Depth Information
15.5.3 Internal Business Processes Perspective
The internal business processes perspective provides focus on the business processes that are criti-
cal to the success of the enterprise. These processes selected for improvement could be existing
processes (as discussed in Chapter 7, Section 7.2.2 “Selecting Business Processes for BPR”), or they
could also be entirely new processes conceived as a consequence of the strategy of the company.
For instance, an excellent example of such a process could be a provision for a Web-based procure-
ment of a company's goods and services.
SAP CRM contributes directly to a company's performance in this perspective through its
now-familiar library of the best-of-business scenarios and processes as well as its ability to incorpo-
rate innovative processes or variations on the existing processes by means of rapid reconfiguration
of the IMG.
15.5.4 Learning and Growth Perspective
The learning and growth perspective addresses the need to build and maintain an appropriate
infrastructure for the long-term growth and success of the company. Contributions from the other
perspectives, especially regarding envisaged shifts in customer value, may identify the technologies
and products essential to the continued relevance of the company's offerings in the marketplace.
These contributions may encompass the following:
1. People's skills
2. Information and support systems
3. Organizational processes and procedures
This perspective comprehensively covers employee-related issues like employee satisfaction,
employee training, advancement and promotion policies, employee-friendly policies and proce-
dures, and productivity-multiplying application environments. SAP CRM is an enabling environ-
ment for supporting the management of all these perspectives, an aspect that is tackled in the next
section.
15.6 Performance Prism
Though the Balance Scorecard takes a far broader view than shareholder value, no mention is made
of end users, or employees, or suppliers, or regulators, or local communities. The best way for
organizations to survive and prosper in the long term would be to address the wants and needs of
all of their stakeholders and deliver value to each of them. Most long-term investors already realize
that for companies to be successful over time, they must address multiple constituencies. The only
sustainable way of delivering shareholder value in the twenty-first century is to deliver stakeholder
value. The Performance Prism provides a framework for ensuring better stakeholder relationships
(Neely et al. 2002).
15.6.1 Performance Prism Framework
The Performance Prism Framework is based fundamentally on the notion of stakeholder value
rather than that of shareholder value. It does not assume that the only stakeholders that matter are
