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Integration will be fine if the company have plenty of time to research the database and well training the employees towards the new system. In this case, AustCo are not supposed to rush ahead with the integration.
CRM system is just a software, the success of CRM is not how widely the system is, but how good the people to use. A successful CRM strategy does not depend only on installing and integrating a software package designed to support CRM processes. The organization must also train employees, modify business processes to match customers' needs, and implement relevant IT systems such as a CRM module in an ERP system.
Relating the traditional system development methodology, there are five main stages:
Systems Planning and Investigation, Systems Analysis, Systems Design and Systems Implementation Operation and Maintenance.
The strategic management team decision was good. A total integration of operations, personnel, and systems which was to be achieved over a three year period is definitely helpful towards the company. OBI must had done well with the five stages, but these system development were all focus on the old OBI company not the one after acquisition. The new circumstances is totally different so that a new system development life circle must be made.
Following the SDLC process, first issue relating with the system planning phase of the SDLC is the systems feasibility. Do perceived benefits justify the cost? Do we have enough capital to pursue this project? does the system fit well (well aligned) with our existing processes and procedures? What customisation and changes are required? Can we operate the system? do we have the technical infrastructure and know-how to implement and maintain such a system? When will the system be operational? Is it too late then to achieve the anticipated benefits? Would the business and its’ environment radically change by then? Does the systems comply with laws, rules and regulations? (eg GST, Privacy…) Do...
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