The National Policy Planning Framework

Published Date: 02 Nov 2017

Triumphant fulfillment of CRM system needs special functions from whole portions of the organization. Kim et al (2003) divided CRM system into four stages: (i) Customer knowledge (CK); (ii) Customer Interaction (CI); (iii) Customer satisfaction (CS); and (iv) Customer Value (CV).

Table 1 shows the dimensions of CRM and its related indices.

Bose, Sugumaran and Henning et al seperate CRM mainly into three classes. They are Operational CRM systems, Analytical CRM systems and Collaborative CRM systems. Operational CRM systems that aim at automation of CRM processes to improve efficiency and productivity. Examples of such systems are sales and marketing automation systems (e.g., point of sales (POS) systems), call support centres and customer databases.

Analytical CRM systems that aim to provide better understanding of individual customers�� behaviours and needs. Analytical systems incorporate various tools for consumer behaviour predictive modeling and purchase pattern recognition, such as data mining, data warehouse and OLAP (online analytical processing).

Collaborative CRM systems that manage and integrate customer communication channels and networks. Email, websites, internal portals, and tele-, video- and web-conferencing applications are examples of collaborative systems that organizations use.

Customer relationship management (CRM) is engaged in the organization processes and making sure the sciences that centers around managing and increasing connections with customers in the territories of selling, marketing, and customer service and support. CRM systems include operational and analytical scientific elements and relationship marketing strategies and supporting, central customer organization processes. Though CRM systems were originally engineered to aid address working and strategic questions, they have developed to support strategic initiatives (Dyche 2002) and are utilized by many kinds of employees, from fundamental office workers to advanced managers. When organizations remove into the new driven consumption economy, customers are the most significant asset for them and their victory in the globalized economy depends upon virtual customer relationships .CRM systems are regarded as significant strategic instruction, with investment predictions forecasting that global costing these systems is predicted to improve over the oncoming years . The widespread CRM adhibition software market is made for 10 percent growth during 2007 and 2012 in spite of the depression, with entire income predicted to arrive at $10 billion in 2009 (Gartner Group 2009). In a U.S. based survey, Goodhue et al. (2002) found that 91 percent of organizations either already had a CRM system in place or were planning to acquire one. The implementation of a CRM system is, however, fraught with risk and high failure rates have been reported (Rigby et al. 2002). One scientist advised that 70 percent of CRM schemes are setbacks, and worked out that over half of all organization considering.

A e-CRM system is a very useful tool for a business marketing armoury. By finding out the customers�� purchasing habits, costing patterns and even address, age and sex, the e-CRM help business to set up a detailed chain of their purchasing habits and tastes.

In turn, it enables business to dividend their customer base into communities of purchasers with distinct habits or budgets. The business can identify their profitable customers, for instance, or facilitating processes, and aim them with marketing information and provides proposed for them. If the information is appreciate, business could increase the selling rates considerably.

��CRM is a customer focused business strategy designed to optimize revenue, profit and customer satisfaction. The more you understand your customers, the easier it is to target new prospects and boost sales.�� explains Jason Nash, product marketing manager for Microsoft CRM UK.

Another thing that individual should not ignore is Social e-CRM which are applicated in marketing, customer service and selling. It includes five types of activities (Firstly, Customer support. Then, Market Research. Furthermore, Idea management. Fourth, Product launch. Lastly ,Brand Reputation Management. The last one is for the non-profit and membership organizations. Systems for non-profit and membership based organizations assist recording clients, finance arising, membership levels, volunteering and communications with people.

Here are some benefits of CRM that may help you make decision:

1. The e-CRM system bonds and copes with all data of a customer to provide a wholistic opinion. It assists the workers involving in selling, marketing or servicing to guest the customer better and ensnare the factors such as up-selling or cross-selling.

2. Orders and enquiries consisting of service needs are coped with more effectively and appointed to the proper employee. This shortens reaction time and improves customer content.

3. Manners and tendencies of customers are mechanically coped with into central database consisting of history of purchasing and trades. This is appreciate to ascertain and prioritize customers and proceeding new products or ceremonies. E-CRM also offers analytical advocate for setting up customer response and the model of marketing aim customers could respond to.

4. E-CRM system supplies a central center of data which can be promptly accessed online or by mobile installations. The system integrates the current business tools like accounting software, e-mails and department software. E-CRM may be allocative to accomplish particular needs of business which assists the managers to have perception about the business implementing by eager reports.

5. The cooperative system improved by e-CRM institute numerous telecommunication channels with customers by e-mails, faxes and mobile phone. It is extremely useful for organizations which are involved in spread areas of businesses with overlapping customer base.

Part 2:

To sum up, there are nine ways to use an information system in organizations.

Purchasing Management

To depend on the support of IS; negotiate the need of the production system in the nick of time. Although the logistics system synthesis of data, making a quick reaction to the demanding of the manufacture; making sure the manufacture stuff's combinations. Organization material planning system according to the manufacture planning bring forward the demanding of the manufacture plan. Building up and improving the supplier management system; make sure supplier's transfer, character of goods according to the supplier assessment basis. Take the supplier assessment outcomes integrate with buying share allocation and payable policy; building up buying cycle, economic quantity, the appropriate inventory and other basic management information database, making sure resource supply and basis timely.

Sales, inventory and production system

The IS will offer guidance for organization manufacture activities. For the purpose of making sure the implementation of the implementation plan, and operate resource buying plan, epiboly plans, the warehouse working plan, facility utilize plan, tooling plan and many other supporting plan. These plans have close relationship with IS systems.

Cost Management

Building up the expense budgeting method to plan, inspect, supervision and manage the expense of manufacture, and with the comparation of expense analysis in the matter, which makes the budget supply the organization more precise information.

Receivable Management

Through the IS Organizations impleted , financial sector and selling sector to know the sharing of information, by the meshwork to finish data communication .

Cost Control

In the hard competition, whether an organization has a competitive advantage or not relay on what this organization will do for cost control. Lower cost is a significant standard to assess competitive superiority of the organization. Enhance the expense management, the more percentage to decrease expense, plays the greatly significant role in the organization management strategy, the organization competitive advantage is fundamentally decided by it . In the information conditions, Enterprise how to make full use of "cost control" in the ERP system to control the cost, is logistics enterprise way to survival and development.(Fink,2011).The utilize of ERP causes management standardization to the organization. Similarly, the cost system can not just finish the expense records in the computer.ERP system is able to glass the expense of all categories, including the cost of materials, direct labor cost, manufacturing cost, cost of sales, the management cost.

Improve the Efficiency

IS assists organizations in redesigning and optimizing the operation process. For the business��s logistics, production, financial, facility, and other disjointing office to build an effective mechanism which limits each other, the convenience bridge of joint collaboration. Organizations can do the inventory, purchase and plan to the concentrated management and level business. Organization can optimize resources, products, semi-finished products adjust united global decoding rules. Making sure the accuracy of the information reciprocity keenness, for organizations marginally to lay the elements for the information alignment. Through the integrated management to the inventory, purchase, sales, production and other core elements, Information from different department has been sharing, reduce many of the intermediate links, Information transfer quickly, and improve the efficiency of the enterprise. (Ward, 2007).

There are five main types of IS led change in organisations: Incremental change(small adjustments), Discontinuous change (transformation of industry), Organisational change (incremental and discontinuous), Anticipatory change (initiates change) and Reactive change (response to change in environment). Within these changes there are various methods managers can use to initiate the change .

Building a new IS is one kind of organizational change, involving new hardware/software, changes in jobs, skills and management. Thus Information-Technology can promote various degrees of organizational change, ranging from incremental to far-reaching (Laudon, 2004, p500). The most usual modes of shifts are automation and rationalization, which suffer low-risk but get modest-return. The reminders are re-engineering and paradigm change, which are high risk and high returns.

Automation and Rationalisation, helped Tesco to become efficient and effective in daily operation like calculating payment and answering to customer enquiry. Therefore, automation is introduced by a willing to perform things better. Rationalisation change is the streamlining of standard operating procedures and follows quickly from automation (Laudon, 2004, p500).

One typical change is a more huge change involving all the business, and not only particular sectors. For instance, new science and approaches like the internet and information systems have helped Tesco to entry into the insurance, production and electronic industry. This change consisted of rethinking the nature of the business, and Tesco varied for staying competitiveness from operating individually as a food retailer to other services such as automobile and insurance.

Organisational change through new IS can involve radical restructuring of the business or smaller incremental changes and bring the firm significant benefits. However, these benefits are reduced if firms do not consider the costs associated with change and manage them effectively (Irani and Love 2001). In practice, many IS founder to carry out because the transform of management is not solved well. For managing the business transform of new IS effectively, managers have to check the course of fulfillment and make a official plan. Success or setback of the fulfillment of a new system relies on elements like employer-involvement, management-support, level of complexity and management of the element process. Employer involvement decreases rebellion and enables employees to assist to design a system which is particular to their needing. Moreover, it is dynamic an IS has the support and security of management because shifts in work manners and processes must be actualized and enough funding and materials will be used. If management considers a new system a priority, it will more likely be treated that way by employees and implementation will be managed more effectively. (Laudon, 2004, p553)

One model for managing organizational change is Kurt Lewin��s change model . It has three phrases: Unfreeze, Move quickly and Refreeze. Lewin believes that a company have to move away from the current position by setting up a transform by cultivation, training and incentive of joiners. Ever it has been performed the company must move rapidly to the new position by improving and carrying out the new method to work and quickly refreeze, by making the system an appreciate part of the approach the organization working. There will be some workers do not want to change, however, after training and rapid orientation, over time this will shift if performed effectively.

Part 3

External Factor Evaluation (EFE) Matrix summarises and evaluates economic, social, cultural, demographic, environmental, political, governmental, legal, technological, and competitive information (David, 2007).

Internal Factor Evaluation Matrix (IFE) summarises and evaluates the major strengths and weaknesses in the functional areas of a business. Ratings and Weighted Scores are two important variables in IFE and EFE matrices. Weights indicate the relative importance of that factor to being successful in the firm's industry.

Competitive Profile Matrix (CPM) identifies a firm's major competitors and their particular strengths and weaknesses in relation to a sample firm's strategic position (David, 2007). Different from EFE, critical success factors in a CPM are broader; they do not include specific or factual data and even may focus on internal issues. The critical success factors in a CPM also are not grouped into opportunities and threats as they are in an EFE. Ratings and total weighted scores can be compared with the sample firm in CPM. This provides internal strategic information which is important for the firm..

SWOT matrix, in theory, presents a mechanism for facilitating the linkage among company strengths and weaknesses, and threats and opportunities in the marketplace. It also provides a framework for identifying and formulating strategies. SWOT matrix helps managers develop four types of strategies: SO strategies, WO strategies, ST strategies, and WT strategies. SO strategies use a firm��s internal strengths to take advantage of external opportunities. WO strategies improve internal weaknesses by taking advantage of external opportunities.

On the SPACE matrix there are four types of strategies: aggressive, competitive, conservative and defensive. The organisation finding itself in this dimension often lacks a competitive product and financial strength.

BCG matrix It focused on strategic thinking rather than long range planning and provided insights to the company managers about organisational learning, investment opportunities and cash flows (Barca, 2005; Pettigrew, 1992; Whittington, 1993).

Investopedia explains 'Porter's 5 Forces'

Frequently used to identify an industry's structure in order to determine corporate strategy,

Porter's model can be applied to any segment of the economy to search for profitability and attractiveness.

PEST analysis (Political, Economic, Social and Technological analysis) describes a framework of macro-environmental factors used in the environmental scanning component of strategic management.

Critical success factor (CSF) is the term for an element that is necessary for an organization or project to achieve its mission.

A value chain is a chain of activities that a firm operating in a specific industry performs in order to deliver a valuableproduct or service for themarket.

Stage 1: The Input Stage

Stage 1 summarises basic input information needed to formulate strategies that includes (EFE) (IFE) Matrix, and (CPM).

Stage 2: The Matching Stage

Stage 2 focuses on generating feasible alternative strategies by aligning key external and internal factors. Stage 2 techniques include (SWOT) Matrix, (SPACE) (BCG) Matrix, (IE) Matrix, and Grand Strategy Matrix.

Stage 3: The Decision Stage

Stage 3 involves a single technique, the Quantitative Strategic Planning Matrix (QSPM). A QSPM uses input information from Stage 1 to objectively evaluate feasible alternative strategies identified in Stage 2. A QSPM reveals the relative attractiveness of alternative strategies and thus provides objective basis for selecting specific strategies. This technique allows top managers to assess alternative strategies objectively based on a firm��s internal strengths/weaknesses and external opportunities/threats (David, 1986).In QSPM, left column consists of key external and internal factors from Stage 1, and the top row includes feasible alternative strategies from Stage 2. Specifically, the left column of a QSPM includes information obtained directly from the EFE Matrix and IFE Matrix. In a column adjacent to the critical success factors, the respective weights received by each factor in the EFE Matrix and the IFE Matrix are recorded. The top row of a QSPM includes alternative strategies derived from the SWOT Matrix, SPACE Matrix, BCG Matrix, IE Matrix, and Grand Strategy Matrix. These matching tools usually generate similar feasible alternatives (David, 2007). QSPM determines best strategy to the firms by calculating weights, attractiveness scores, total attractiveness scores and sum total attractiveness scores of the

alternative strategies in the QSPM table.

Now I will explain what are the three main planning frameworks. The first one is Cassidy��s framework.

(Cassidy, 1998:p20)

(Cassidy, 1998:p21)

The next one is Robson Framework.

(Robson, 1997:p96)

Robson (1997:p17) offers the following model of strategic planning that looks at linear, but in essence is similar to Cassidy��s 4 place model:

(Robson, 1997:p17)

The last widely used planning framework is Ward and Peppard (2002) which consists of three processes.

Cassidy

framework Robson

framework Ward and Peppard

framework National Policy Planning Framework IT Architecture and Planning

Phrase 1

Phrase 2

Phrase 3

Phrase 4

One framework used in Tesco is The National Policy Planning Framework. It is a government support framework in order to build up a sustainable compound economy in whole region.

The National Policy Planning Framework is likewise secured in its advocate for suburb of town or out of town retail markets. Areer illustrates that individual who purchase at bigger suburb of town markets just drive here, shopping here and step along. It has a negative influence on the life and feasibility of the central town. The High Court has newly suppressed a allows given to an out of town Tesco shops as the planning jurisdiction did not ambition the continuing regulation.

New car park �� if the shop is gifted the move ahead, the improve in traffic may be recall any additional profit from this provision. Could this fixture be independent for those who not shopping at Tesco? When customers get their new admittance road, is there such a demanding for this fixture anyway?

Tesco announce they will produce 180 work positions for the town. It is clear that a percentage of these will be filled with local labour, however, it is expected that to acquire a shop of this size up and operating.

Tesco will must provide with their own staff experienced in business deals and agreements. The average number of countrywide is a loss of 276 local works per supermarket because of a direct outcome of similar shops opening.

There are three dimensions to sustainable development of The National Planning Policy Framework: economic, social and environmental. These dimensions arise the demanding of the planning system to carry out three roles: 1 economic role, conducing to setting up a stable, responsive and rival economy, by making sure that enough place of the right category is available in the right lands and at the appropriate time to facilitate improvement and innovation. 2 social role, supporting firm, vibrant and well communities, by offering the supply of family asked to fulfill the demanding of current and future generations.3, environmental role, contributing to preventing and raising our natural, setting up historic environment; and, as part of this, assisting to increase biological diversity, use natural materials cautiously, minimise waste and pollution. Another thing is that Tesco surveyed many options, and determined to perform a Microsoft IT Architecture and Planning (ITAP) Advisor on a full-time basis for a year.Microsoft ITAP advisor Roy Sharples works in one office of Tesco, aside the firm��s IT team. He advises Cooney on the improvement of a chronic, strategic IT management framework and science environment, to operate IT as a comprehensive portfolio of assets in a business appropriate method.

By implementing the Microsoft enterprise IT management framework, managers planned their forum time-table in four phrases:

? Evaluate organization and IT capabilities

? Mark out an IT direction

? Improve the delivery plan

? Carry out the framework to continuously manage, implete, and develop

Since January 2008, after four months from the beginning of the forum period, managers afforded the design and fulfillment plan for the business architecture, dividend into seven major work comes:Business Model and Strategy. Business Intelligence. Business Information. Business Process. Business Application. Enterprise Integration. Enterprise Infrastructure.

In this architecture planning, Tesco will strengthen its 70 customized adhibitions into a normal and comprehensive solutions portfolio, maintaining its custom improvements concentrated on main value differentiating organization activities. The Tesco team designed a multichannel service-directed architecture which licenses disconnected applications to exchange information and unifies organization processes. The architecture would assist Tesco force continued business development, raise reward on investment, and maximize performance.

Another significant phrase was managers and their team��s addressing to the Microsoft European Operations Centre. There, they debated the information center��s extremely comprehensive and efficient procedures, operations management practices, and new editions of Microsoft sciences, and they applied the knowledge to the Tesco IT environment. This helped improvement of the relationship between Tesco and Microsoft.