Intranet technologies represent the
next major step in the evolution of computing and hold the promise of increasing return on
Information Technology (IT) investments. Almost every department in an organization can
benefit from an Intranet or Extranet site. To reap the full benefits, organizations must
exploit the technological advantages that Intranets and Extranets offer, within the
context of sound business planning. This paper is intended to help business managers and
information systems professionals lead their companies into a new era of Intranet
computing, demonstrating the breadth of opportunities and tremendous value presented by
this exciting new technology.
Table of Contents:
Executive Summary
Intranets, the next step in information
technology, can dramatically contribute to a company's bottom line. That's why a rapidly
growing number of organizations are deploying Intranets today. A recent study by Hambrecht
and Quist found that 85 percent of Fortune 200 companies are implementing Intranet
strategies. Intranets offer both strategic and tactical advantages, including streamlining
business processes, improving communications, enhancing collaboration and reducing the
cost of information technology ownership. Intranets enable businesses to provide services
that would have been difficult and cost prohibitive to implement with earlier proprietary
systems.
Intranets are not just for large companies. According to Forrester Research, more than
two-thirds of Fortune 1000 companies have developed or are developing corporate Intranets.
Fortune 1000 and smaller companies are following the lead of Fortune 200 companies and are
implementing Intranets in order to reap the considerable benefits.
Not only do Intranets result in increased productivity, they also make organizations
more nimble by enabling them to react quickly to changes in business and technology
environments. Intranets can be a cost effective alternative to investing in new systems
because they leverage the investment in existing information systems including network
infrastructure, workstations, servers and legacy application systems. Industry studies
show that Intranets deliver an attractive return on investment (ROI). According to a 1996
International Data Corporation (IDC) report on Intranets, many organizations realize full
payback in just 6 to 12 weeks following the deployment of an Intranet.
Virtually every department in a company can benefit immensely with the inherent
flexibility and power of Intranets. While early implementations have focused on human
resources, marketing and sales functions, other departments in the organization, including
engineering, customer service and support, finance, and manufacturing and operations can
benefit from the advantages that Intranets deliver. IS departments also have much to gain
because Intranets can help simplify network management, standardize applications and
centralize information.
Intranet technologies, including Web browsers, Web-enabled databases, groupware,
e-mail, ActiveX, Java, streaming audio and video, and countless new Web-based business
applications represent a major advancement in the evolution of computing. These
technologies help solve an on-going problem facing most companies--integrating
heterogeneous computing environments made up of diverse hardware and operating systems.
Intranet technologies provide a common application development platform and an intuitive
user environment that allows organizations to deploy applications much faster and at
dramatically lower operating costs. As a result, Intranet technologies are causing a
profound shift in how businesses view information management and communications.
According to a recent article in Computerworld Magazine, however, just implementing an
Intranet isn't enough. The article finds that, like many new technologies,"an
Intranet can go unused unless someone leads users into the surf." It is up to
business managers to identify business processes within their areas of responsibility that
could benefit from Intranet technology and to work with information systems (IS)
professionals to develop solutions. This paper presents the business case for Intranets by
describing a number of compelling business applications that span a wide variety of
functional areas. The paper is intended to help business managers and IS professionals
guide their companies toward successful Intranet deployment by demonstrating the breadth
of opportunities enabled by Intranets and their strategic implications.
The Business
Advantages of Intranets
Today's dynamic and fiercely competitive
marketplace demands that businesses bring new products to market in ever-shrinking time
frames. Slow reaction to changing trends and market conditions puts a company at risk of
losing market share, market position and quite possibly customers. In addition, consumers
are demanding higher levels of customer service. In fact, with commodity products, service
has become a key differentiating factor. To meet the challenges of this demanding
marketplace, businesses must find ways to work more efficiently, increasing their
productivity while at the same time controlling costs.
As many companies have already found, Intranets offer a robust solution to the demands
of their marketplace. They improve organizational efficiency through streamlined business
processes, more effective communication and a higher level of collaboration. Extended
Intranets (Extranets) can broaden the Intranet solution to key individuals outside the
company, such as business partners, customers, distributors and vendors. As a result,
Intranets and Extranets help tighten relationships with employees, customers and business
partners to contribute to an organization's bottom line and increase its competitive edge.
Streamlining Business Processes
Intranets are phenomenally powerful tools
to streamline business processes. From decision support, customer service and product
engineering, to distributed channel operations, sales force automation and executive
information systems, business applications based upon Intranets can substantially improve
the efficiency of complex operations. This is possible because Intranet applications are
typically much less expensive to develop and deploy, and are much easier to use than
applications based upon older proprietary platforms. Benefiting from a universal client
interface the Web browser Intranet business applications can be deployed and
managed from a central location. At the same time, standards-based protocols and
development technologies enable separate departments across a company to create Intranet
solutions that remain compatible and compliant with company-wide systems and processes.
Facilitating Information
Dissemination
A key benefit of Intranet technology is
the ability to provide up-to-date information quickly and cost effectively to the entire
user community. An Intranet puts vital information at the fingertips of employees,
regardless of their location or the location of the information. Information disseminated
on an Intranet enables a high degree of coherence for the entire company because
communications are consistent. A"news" section of an Intranet, for example, can
include recent company press releases regarding management strategies, partnerships and
new products. A finance section can keep employees informed of vital financial reports and
forecasts. A customer section can allow customers to check the status of an order or
repair. Vendors can submit invoices online and check procurement status. The possibilities
are virtually limitless.
By giving people the ability to access time-critical information, Intranets improve the
decision-making process by empowering individuals with the knowledge necessary for faster
and better informed business decisions. Intranets allow the centralization of information,
making it easier to maintain and keep up-to-date. The benefit to the end user is
simplicity and speed of information access. For example, the interactive capability
enabled by hypertext links makes it easy for users to gather all the information they need
from Web pages quickly, just by clicking on the information they want to view. They don't
have to spend long hours searching through arcane directories and servers. Providing
instant and secure access to business-critical information saves time and increases
productivity, and publishing information online eliminates the production, duplication and
distribution costs associated with paper. The result -- significantly reduced costs and
increased profitability.
Enriching Communications and
Collaboration
Intranet technologies enable teams to
share knowledge and information regardless of their locations or time zones. Engineering
groups can share research data, design concepts, schedules and other project materials for
comments and review during the development process. Training groups can distribute
training schedules and multimedia computer-assisted training courses using Web-based
technology. Project teams can take advantage of Intranet newsgroups and threaded
discussions to communicate issues and solutions, and they can use online chat technology
when real-time interaction is required. With Intranet teleconferencing, participants can
share conference materials in a variety of formats, including text, graphics, audio and
video. As e-mail is already a standard business tool in most companies, its integration
with other Intranet technologies is seen as a natural extension of this accepted
communications medium.
Intranets -
the Next Step in Information Technology
Intranets provide a powerful information
technology solution that addresses many of the key issues that IS professionals face. As a
result, Intranets provide many benefits to IS departments:
- Cost effective. Intranets leverage
the existing computing infrastructure, including network and computing hardware, software
assets and legacy database systems.
- Simplified system integration and
growth. An Intranet provides a flexible and scaleable non-proprietary solution for
implementation and growth. It enables the integration of a diverse computing environment
into a cohesive information network. Because Intranet technology is based on open
standards, it is built for growth and it allows the integration of new innovations, such
as push technology, middleware, smart devices and next-generation groupware productivity
suites.
- Easily extended into Wide Area Networks
(WANs). Intranets can be expanded into Extranets that serve remote company locations,
business partners and customers. These extended networks solve many of the infrastructure
issues associated with the topologies of traditional Virtual Private Networks, LANs and
WANs, while retaining the security of both information and transactions. External users,
for example, can access internal Web sites through secure proxy servers that reside
outside the firewall.
- Enhanced security. Contrary to some
beliefs, Intranets and Extranets can actually improve the security of information because
information can be centralized, allowing access to be more tightly controlled.
Sophisticated access control, authentication, cryptography, certificate authority and
digital signature technologies are readily available for integration into Intranet and
Extranet systems.
- Minimized application development and
deployment costs. Intranet technology creates a single, standards-based platform for
application development and deployment. In addition, the Web browser provides a universal
application delivery platform and a common, intuitive environment for users. As a result,
the IS department can create and deploy new, more robust applications quickly and
economically to meet business needs.
- Minimized costs of deploying
client-server solutions. With traditional client-server technology, database and
application logic may be spread across hundreds or even thousands of desktop clients.
Intranets, on the other hand, use standard browsers on client desktops. As a result,
Intranets eliminate the frustrating and expensive process of developing, deploying and
updating client software on every desktop machine each time a new client-server business
application is developed, or an existing one is updated. The bottom line is, IS staffs can
dramatically cut the client-side costs of client-server applications, slashing the cost of
ownership of business applications.
- Minimize network management and support
costs. Intranets help increase the productivity of network management and help desk
personnel. It provides a central point for software distribution and updates, user
documentation and online training, and it provides readily available, consolidated
information to support personnel. The intuitive nature of the browser interface reduces
user support and training requirements with existing as well as new applications, because
it maintains the same look and feel across all applications. If desired, users can create
and manage their own content (many word processors can save documents in HTML format),
freeing up time for IS to perform other, more critical tasks.
Putting Intranets to
Work
Although an Intranet offers many business
and technological advantages over traditional networks and client-server solutions,
research shows that users do not immediately flock to an Intranet "just because it's
there." According to a recent article in Computerworld Magazine, despite the amount
of media coverage given to Intranets, the technology may go unused unless someone
demonstrates compelling applications. It is up to business managers and IS professionals,
working together, to lead the company to the Intranet. This section includes information
to help business managers and IS professionals assume a leadership role in demonstrating
the value and problem-solving capabilities of this new technology.
In general, there are five characteristics to look for in identifying business
processes that could be vastly improved by an Intranet:
- Any business process that involves the
production, requisition, distribution and update of dynamic information that has
traditionally been published on paper . Examples include employee directories, medical
benefits descriptions, product specifications, user manuals, price lists, marketing
collateral, financial reporting systems, and policies and procedures.
- Any business process that involves the
consolidation of information from multiple data sources. For example, a retail
customer service representative must access and consolidate customer information, order
history and product information (description, pricing, availability) and enter sales order
information--all while speaking to a customer on the telephone.
- Any business process that requires a
high level of communication and collaboration between people, especially if they are
separated geographically. Today, for example, many engineering projects involve the
coordination of multiple development groups scattered in multiple locations. Many
companies have field sales offices that need constant, up-to-date access to company
information as well as daily contact with the home office.
- Any business process that depends on
people finding or requisitioning information or products. Examples include reference
manuals, internal requisition systems, channel distribution order systems and fax-back
systems.
- Any business process currently
automated by a client-server or mainframe application . This is particularly
significant for companies with older legacy systems that need to be brought up-to-date.
This section presents Intranet applications that significantly enhance an
organization's business processes. They are categorized by functional group-- sales and
marketing, human resources, engineering, customer service and support, finance and
accounting, and manufacturing and operations.
Sales &
Marketing
Sales and marketing staffs face a number
of challenges. Sales staff challenges include:
- Keeping the sales personnel and customers apprised of a large volume of continually
changing information on products, pricing, services and market environment.
- Gathering and distributing sales leads in a timely manner.
- Collecting and consolidating sales forecasts and monitoring sales performance.
Marketing staff challenges include:
- Managing multiple, interdependent, time-critical projects, such as trade shows, press
tours and product launches that may involve multiple groups scattered across wide
geographic areas.
- Keeping the sales department informed of marketing programs, such as new pricing
strategies, trade show participation and special promotions.
- Keeping sales and other departments up-to-date on competitive information.
In addition to the need for a high level of communication between the sales and
marketing groups, there is also the need for communication with other functional groups
throughout the organization. For example, managers in other functional groups may need
real-time access to sales forecasts and sales performance data consolidated at different
levels. Marketing and sales managers need access to corporate data, such as manufacturing
forecasts and product cost information.
Gathering and maintaining accurate and up-to-date market information requires
consolidating data from diverse sources. Much essential product, service and market
information is paper-based, making it time consuming and expensive to produce, distribute
and update. Further complicating the problem is the fact that competitive and market
information changes rapidly and delays in obtaining it could make it obsolete even before
it is distributed.
Collecting and consolidating sales forecast, proposal and performance information in a
secure and timely manner is also difficult. Many companies have both direct and indirect
sales channels scattered throughout the country and the world. These channels have various
interdependencies. At the same time, each channel has different requirements for reporting
and for analyzing forecasts and performance data.
The Intranet Solution
Sales and marketing groups can take
advantage of Intranets to enhance communication and collaboration with each other as well
as with other functional groups, including external resources. The corporate Intranet
enables centralized publishing of product, service and marketing information. It also
provides quick but controlled access to relevant company databases that contain product or
inventory availability data, sales forecasts, performance figures and the customer
information knowledgebase. An Intranet is a powerful tool for proposal development as
well. Past projects and budgets can be referenced by size, scope of project and resources
required to provide critical background information to insure future projects are
successful and profitable. As a result, marketing and sales personnel can collaborate more
effectively and ensure that the field sales staff, outside contractors, channel partners
and distributors and dealers have immediate access to the information they need. The
result is higher productivity and reduced costs.
Sales & Marketing
Applications
|
| Application |
Advantages |
|
| Product
demos and scripts Allow sales force to download product demonstration scripts
and sales presentations. |
Much faster and
less expensive than traditional methods of distributing demonstration and presentation
materials. Ensures inclusion of latest features in presentations. |
|
| Product
information Provides a central repository for employees, customers and business
partners to access information such as product availability, price lists, catalogs,
brochures, data sheets and specifications. |
Ensures
immediate access to the most current information. Speeds the distribution of
time-sensitive data.
Sales reps can obtain delivery information right from the customer's site to help close
orders more quickly. |
|
| Sales
forecasts and reports Sales management disseminates sales goals and performance
data over the Intranet. Field sales force has access to the most recent sales and quota
information. |
Enhances
communications among field sales, regional sales management and headquarters. Gives
management better tools for tracking sales performance, such as comparing forecasts to
actual sales.
Helps manufacturing perform more effective production scheduling. |
|
| Sales
contact management Use a Web-based database to centralize a single sales contact
management system that sales reps and business partners can leverage. |
Provides a
central database accessible by remote sales employees anywhere, anytime. More
consistent, timely and accurate tracking system for customer prospect information. |
|
| Sales
lead management Use e-mail or other groupware applications to distribute sales
leads to appropriate reps and channel partners. |
Ensures timely
collection and distribution of leads to maintain their maximum effectiveness. Enables
fast follow-up to maximize close rate. |
|
| Market
research Researchers access the Internet to locate market information such as
industry trends and competitive products. Information can be published on an internal Web
site. |
Instant access
to a wealth of Internet data improves product planning, marketing strategy development and
product pricing. Provides a central source of critical information, including
competitive information, changing customer requirements and emerging market trends. |
|
| Solicit
input from field personnel Distribute questionnaires using e-mail or Web site to
gather feedback on products, services and marketing campaigns. |
Ensures that
products and services meet the needs of the market. Helps tune marketing programs for
maximum effectiveness. |
|
| Prospecting Sales
reps are able to collect information about prospective customers. |
Increases
productivity of the sales force by providing easy access to in-depth information regarding
the prospects in their assigned territories. |
|
| Press
releases Publish press releases and other company announcements on internal and
Internet Web sites. |
Faster
distribution of corporate communications. Can be archived for historical purposes. |
|
| Sales
team collaboration Establish newsgroups, online conferences and chat sessions
for sales teams that are geographically dispersed. |
Increases sales
by enabling sales and support reps to coordinate activities for national and multinational
accounts. |
|
| Calendars Publish
schedules and calendars for trade shows, seminars, advertising and PR campaigns and
project plans in a central location. |
Sales
representatives and marketing teams can take full advantage of marketing events in their
areas to tighten relationships with customers and help boost sales. |
|
| Sales
training Provide online training for products, services, competition, sales
skills and other subjects useful to field personnel. |
Improves skills
and knowledge of sales force in a cost-effective and timely manner. Provides centralized
repository for easy access. |
|
Human Resources
The human resources (HR) staff must
address a number of important issues, including:
- Streamlining the internal and external recruitment process.
- Providing an easy-to-use, attractive way for employees to locate, access and understand
employment and benefits information, policies and procedures.
- Making it easy for employees to enroll in various benefits and programs.
- Keeping employees informed about their company.
Traditionally, HR information has been distributed on paper making it difficult,
time-consuming and expensive to keep current. With information changing continually, the
HR department must produce and distribute bulky manuals and update them frequently. In
some cases, information is obsolete even before employees receive it. In fact, information
changes so frequently that many IS departments have been unable to deploy HR application
systems on employee computers cost-effectively.
Employees find it difficult to juggle up-to-date benefits and policy manuals and to
find the information they need and managing the constant barrage of updates is
time-consuming. When employees have questions, they typically call HR instead of searching
through the manuals. This means the HR staff spends valuable time answering routine,
repetitive questions, such as,"Which options are available in the health plan?"
and"What are the current share prices of the mutual funds in the 401k plan?"
Enrollment is also an issue. Once employees have made their choices, they must wade
through tedious forms and deliver them to HR, where the HR staff manually sorts and
re-enters the information in a data entry application. As a result, benefits enrollment
periods are onerous to employees and require a tremendous effort on the part of HR
personnel. During open enrollments, other essential tasks are often put on hold while the
HR staff contacts employees and updates data.
The Intranet Solution
An Intranet creates a single, secure
repository for all confidential HR information and processes. It can provide an
easy-to-navigate environment that is accessible by all employees, regardless of where they
are located or which computing platform they are using. Access rights for each employee
are established by HR and are typically determined by the level of management of the
employee and the department they are in or their key job functions. The HR staff maintains
information online, so updates are fast, straightforward and easy to manage. Employees
have immediate access to the latest information. Employees use a simple browser interface
to find what they need, so they spend less time searching and can focus on precisely the
information they need. They aren't overwhelmed by cumbersome manuals, and they save time
because they don't have to wade through pages of irrelevant information. To make things
even more efficient, employees can enter data online. This data can be automatically
integrated into back-end information systems, so it can be validated on input, eliminating
errors. In addition, the HR staff does not have to re-enter employee data, freeing up time
for other more important tasks.
Human Resources Applications
|
| Application |
Advantages |
|
| Employee
handbook Publish personnel guidelines and policies. |
Saves the cost
of printing, distributing and updating handbooks. Employees have fast access to the most
recent policies and procedures. |
|
| Telephone
directory Publish employee contact information with phone number, e-mail
address, title and department. |
Online search
helps people find information faster. Online contact information is always up-to-date.
Operators get fewer calls asking for phone numbers. |
|
| Benefits
information Employees review personal benefit information and enroll in health
and other plans online--selecting the options that they prefer. |
Employees have
quick answers to benefit information. HR staff spends less time answering routine
questions and enrolling employees in benefit programs.
Electronic enrollment reduces data entry errors. |
|
| 401k
center Employees review retirement account information online, including
investment options, investment performance histories and current rates. They can enroll
online in the options they choose. |
Increases
productivity of HR staff because it eliminates the time required to answer routine and
repetitive questions. Gives employees the information they need to make better-informed
decisions. |
|
| Employee
surveys Use e-mail and/or internal Web site to solicit employee feedback on a
variety of subjects. |
Provides
valuable source of ideas. Facilitates tracking of problems and process improvements.
Provides rich source of historical data to guide decision-making. |
|
| Internal
recruiting Post job openings, internal educational opportunities and career
development information on Intranet Web site. |
Distribution of
information is faster than is possible with bulletin boards and memos. Helps retain
current employees and promote internal growth. |
|
| External
recruiting Post job openings, internal educational opportunities and career
development information on the public Internet site. |
Wide
dissemination of information, ensuring large selection of candidates. Fast online
response shortens recruiting cycle. |
|
| Candidate
screening Develop a screening application to analyze resumes automatically for
suitability based on key qualifications. The application could route resumes to the
appropriate hiring managers and provide a vehicle for coordination between HR recruiters
and hiring managers. |
Speeds the
processing and routing of resumes and helps ensure that hiring managers have the broadest
selection of qualified candidates. Increases productivity of recruiters. |
|
| Organizational
charts Provide up-to-date organizational charts and information. |
Immediate
access to dynamic organizational information. |
|
| Newsletters Publish
corporate and departmental newsletters to communicate a wide variety of information,
including recent corporate wins and successes. |
Keep employees
up-to-date on corporate activities and critical employee information. |
|
| Company
calendar Post holidays and special events calendar. |
Employees
always know where to find this key information. |
|
| Employee
classifieds Allow employees to publish personal classified ads. |
Builds a sense
of community among employees. |
|
Engineering
Engineering management faces significant
challenges in addressing important issues, including:
- Enabling developers to take advantage of the wealth of knowledge and expertise available
within the organization.
- Managing complex development projects involving multiple teams and departments that may
be spread across different geographical locations.
- Establishing and maintaining effective version control.
- Access to online data libraries and repositories.
The engineering process depends heavily on easy access to a broad library of technical
information and resources, usually spread across diverse and changing platforms, teams and
geographic locations. In addition to technical information, engineers need access to
information from a variety of other functional areas, such as field problem reports from
customer service, marketing information that could influence design and quality issues
that could be easily corrected by design changes. Accessing and consolidating this
information requires significant time and effort. Paper-based information, such as
engineering drawings and engineering change orders (ECOs), is cumbersome and costly to
distribute and update. Other information may be stored in multiple databases, making it
difficult to access and consolidate.
Engineering management must establish, update, consolidate and communicate many
interdependent project schedules that are constantly changing. Projects often involve
multiple development groups in different locations and time zones. Collaboration and
coordination are complex to manage. In-person meetings may be impractical, and time
differences often make telephone conferences difficult to schedule. And resource libraries
are difficult to synchronize between teams, often resulting in increased QA expenditures
and slower time to market.
The Intranet Solution
Intranets give engineering departments
the technology they need for workgroup communication and collaboration, document and
resource control and project management. Engineers can share files easily through the
network. Newsgroups, e-mail, chat, groupware and multimedia technologies facilitate
communication and collaboration. Corporate Intranets also provide a means of centralizing,
consolidating, publishing and updating project information that changes frequently. The
engineering department benefits from a dramatic reduction in paper as well as more
effective version control. Management can consolidate information that resides on a
variety of sources so the engineering staff can take full advantage of the corporate
knowledgebase in real time.
Engineering Applications
|
| Application |
Advantages |
|
| Project
conferences Conduct project update meetings, design reviews, brainstorming and
problem-solving sessions online. Use e-mail, newsgroups and chats among project team
members who are geographically dispersed. Use conferencing applications to facilitate
interaction (including multimedia capabilities such as graphics, video and electronic
whiteboards). |
Gives team
members a forum for reviewing progress, sharing knowledge, brainstorming ideas and
troubleshooting problems, regardless of their geographic location or time zone
differences. Dramatically reduces travel costs.
Leverages company knowledgebase. |
|
| Project
documentation Publish current and historic design studies, drawings, 3-D models
and specifications for sharing by project team. |
Speeds the
updating and distribution of information related to product development resulting in
faster time to market. |
|
| Project
management Provide a central location for team resource assignments, project
schedules, action items, task lists and progress reports. |
Speeds the
dissemination of critical project management information. Increases team effectiveness
because participants are aware of assignments, critical schedules and responsibilities. |
|
| Engineering
change orders Post ECOs in a central location for access by engineering,
marketing and manufacturing. |
Eliminates the
wasteful mistakes and redundant efforts that result when people unknowingly work with
obsolete information. |
|
| Workflow
management Implement groupware applications that provide effective management
of project workflow. |
Speeds the
review and approval process. Enhances version control. |
|
| Standards
and methodology Provide a central location for design standards and development
methodologies. |
Ensures
consistency and quality throughout the design and development process. |
|
| Engineering
libraries Establish central repository of code, specifications, objects, tools,
utilities, configurations, errors and tasks. |
Improves
productivity by leveraging existing resources. Improves consistency and quality through
reuse. |
|
| QA
feedback Receive real-time customer feedback through service and support teams. |
Improves
quality and time to market by accelerating the delivery of customer feedback to
engineering and design teams. |
|
| Technical
papers Post in-process technical papers for review and comment. Publish
completed papers for use by all functional areas. |
Improves
document quality by encouraging input from a broader audience. Provides a valuable
source of technical information for engineers and customer service. |
|
| Shared
development (of products and documentation) Provide central repository for
in-process work to enable a sharing of work by development, test, quality assurance,
documentation and other groups. |
Takes advantage
of time zone differences to work multiple shifts each day without requiring overtime. Shortens
product and documentation development cycles and allows faster time to market--giving the
company a competitive edge. |
|
| Prototype
applications Make prototype software available for initial review or proof of
concept. Place models, drawings and digital video of physical prototypes online. |
Centralizes
distribution of prototypes for review or discussion. Provides secure environment for
confidential information. |
|
Customer Service &
Support
Because of the key front-line function
performed by customer service and support employees, their management is faced with issues
including:
- Empowering service and support representatives to provide fast and effective response to
customers, in most cases in real-time while the customer is on the telephone or online.
- Giving representatives instant access to up-to-date information, consolidated from
multiple data sources.
- Providing immediate problem escalation.
- Capturing information on the fly and adding it to the appropriate databases and
knowledgebases.
Service and support personnel are the first line of contact and have the most frequent
interaction with customers. Each representative may handle a variety of customer calls
including inquiries, data updates, operational questions and problem resolution. In most
cases, the customer who contacts the support group has a problem and needs immediate help.
To ensure fast response, the representative needs a single, easy-to-navigate interface
that consolidates relevant information and facilitates easy access. Any delays perceived
by the customer directly reflects on the company as a whole and can result in customer
dissatisfaction or, even worse, customer alienation.
Customer service representatives need instant access to up-to-date product, company and
customer information. Field service and help desk personnel need access to customer
problem and service history information for problem solving. This information must be
accurate and content-rich, and it must be accessible and at their fingertips while they
are interacting with customers. Customer service and support personnel also need to enter
data into a variety of databases and knowledgebases, such as order information, problem
tracking , escalation and resolution and technical support.
In many cases, customers ask routine questions that do not require personal
interaction. These include questions on pricing, product specifications and routine
operational questions. Some companies have attempted to provide answers through fax-back
and voice-response systems. However, these systems are often lacking in detail, and
information is difficult to locate. As a result, these systems are not suitable for
delivering timely information, and do not reduce call volume appreciably.
Some organizations use traditional client-server applications which give customer
service representatives access to multiple databases. However, each application typically
operates independently of the others and is not easily modified. Representatives may have
to log in and out of several databases to gather the information they need. Customers
become impatient when they have to wait on hold while the customer service representative
searches for information. Moreover, client-server systems can be very expensive to
operate, maintain and update.
The Intranet Solution
Intranets can enable organizations to
create information systems that consolidate data from multiple databases or information
systems within a single customer transaction. A Web-based application can be developed
that enables representatives to use a single query to access multiple databases
simultaneously. The application consolidates information in a single, easy-to-navigate
window. For example, the application could enable fast access to both a customer database
and a knowledgebase of known problems and solutions.
A knowledgebase is well suited for the hyperlinked search and retrieval capabilities
associated with Web-based technology. Customer service personnel can easily navigate a
large archive of data, which is constantly updated, to find the desired information.
Faster access to this data dramatically reduces the time required to complete a customer
transaction, so each representative can handle a higher volume of service calls. As a
result, many companies find that they can handle a growing customer base without expanding
the size of the service and support staff.
The company can also allow direct, yet controlled and secure, access to corporate
information by customers, dealers and distributors. These external users enjoy ready
access to the information they need without the intervention of service or support staff.
This helps reduce the number of incoming calls that require human intervention, so service
and support staff can spend more time solving complex problems.
Customer Service & Support
Applications
|
| Application |
Advantages |
|
| Online
information Provide access to information consolidated from multiple databases
(customer, product, RMA, inventory, product manuals and shipping). |
Customer
service personnel provides better service to customers because they have fast and easy
access to the information they need. |
|
| Frequently
Asked Questions Post answers to routine questions for access by customer
service. FAQs could also be made available on the Internet or a secure Extranet for direct
access by customers, distributors and dealers. |
Enhances
customer satisfaction because service reps answer questions quickly and confidently. Answers
have been reviewed, tested and approved by corporate.
Customers can get answers to many questions on their own--24 hours per day, 7 days per
week. |
|
| Customer
information entry and update Provide online forms for entering and updating
information on new and existing customers. |
Captures
valuable customer data to assist in understanding customer demographics, needs and
concerns. |
|
| Order
entry and tracking Provide availability and shipping information at the time the
customer places an order. Provide order status information when customer has questions. |
Increases
customer satisfaction and speeds the order entry and tracking process. |
|
| Problem
entry and tracking Provide online forms for entering data regarding customer
problems. |
Generates a
valuable and expanding knowledgebase for faster problem resolution and better service to
customers. |
|
| Bug fixes Post
all bug fixes on public Web site with capability to search quickly. Easy download of
software upgrades. |
Provides
additional information that could offer solutions quickly. |
|
| Warranty
claims and processing Companies that sell warranted products can provide a
self-serve mechanism for customers and/or distributors to make warranty or repair claims. |
Enhances
customer satisfaction by speeding claim processing. Reduces human and operational
overhead. |
|
| Problem
escalation Provide online flow of information that ensures smooth problem
escalation from field personnel to customer service to engineering. |
Enhances
customer satisfaction by speeding problem resolution. Identifies trouble spots to
manufacturing and engineering, and enables proactive design changes to improve product
quality. |
|
| Training Provide
online training on products and customer service tools and techniques to the service and
support staff. |
Enhances the
skills and knowledge of the customer service and support staff. |
|
Finance & Accounting
Challenges facing the finance and
accounting department include:
- Collecting, consolidating and processing financial data from multiple sources.
- Making consolidated financial data available to those who need it in a timely, yet
secure manner.
Financial data is difficult to gather, update and consolidate because it is stored in
multiple databases that are typically spread across multiple functional groups on
different computing platforms. The finance and accounting staff must collect sales order
information, manufacturing cost and inventory information, development costs and payroll
and budget information from other departments. They must also process transactions such as
expense reports, timecards and purchase orders. To complicate matters, much of the
information used by finance and accounting is paper-based.
The Intranet Solution
An Intranet provides a secure, central
point for collecting and publishing financial information. It also provides a vehicle for
online transaction processing, ensuring rapid updating of information and availability of
accurate and timely information. As a result, an Intranet enables managers across the
company to track financial performance and maintain effective control. Intranets also
permit external business partners, shareholders and analysts to have limited access to
financial data to build tighter relationships with these constituencies and provide them
with timely, accurate information.
Finance and Accounting
Applications
|
| Application |
Advantages |
|
| Financial
reports Publish financial data on a secure, controlled access Intranet Web site. |
Makes valuable
information available throughout the enterprise while providing security for sensitive or
confidential information. |
|
| Policies
and procedures Establish a central location for corporate policies and
procedures related to finance and accounting. |
Eliminates the
cost of printing and distributing information. Updates and distribution are faster
because the information is centralized. |
|
| Budgeting Publish
historical budgeting data, including projected and actual spending. |
Accelerate and
improve process for development of new budgets. |
|
| Asset
management Place complete inventory of current assets online for review and
update, allowing managers to assess the current distribution of assets. |
Managers can
make informed decisions on asset re-deployment and addition. |
|
| Expense
reports Allow employees to submit expense reports via e-mail or electronic forms
on secure Web sites. |
Reduces
paperwork and costs associated with reimbursing expenses. Validates input to reduce
errors. |
|
| Unit
reporting and forecasting Allow operating units or channel partners to report
financial information and forecasts online in a secure manner. |
Makes available
up-to-date financial information for better-informed decision making. |
|
| Accounts
payable/receivable support Allow customers and vendors to access payment history
and status information. |
Faster
collection of receivables. Higher level of customer satisfaction.
Closer relationships with vendors. |
|
| Payroll Allow
employees and managers to submit payroll information online, including withholding
changes, automatic deposits and time sheets. |
Higher level of
efficiency in submitting information. Easier and faster for employees and managers to
make changes when status changes.
Up-to-date payroll information is available for payroll processing, minimizing errors
due to out-of-date information. |
|
Manufacturing &
Operations
The manufacturing department faces a
number of critical issues, including:
- Coordinating, maintaining and publishing production schedules.
- Managing parts and resource supply chain.
- Maintaining effective inventory control (including receiving, warehousing and shipping
of raw materials and finished goods).
- Ensuring quality.
- Reducing costs.
Production scheduling and inventory control are dynamic and involve the integration of
information from internal and external sources--supplier information, sales forecasts,
allocation requirements, engineering information (including changes and updates),
warehouse location tracking and cycling of perishables.
The quality assurance (QA) staff needs to maintain an up-to-date database with diverse
information that includes customer service input, data on troubleshooting and returns, and
feedback from engineers, manufacturing personnel and inspectors. This enables QA to
maintain accurate quality statistics and pass this information on to management.
Cost reduction requires close collaboration among suppliers, manufacturing operations,
customer service, field engineering, engineering and purchasing.
The Intranet Solution
With an Intranet, manufacturing
departments can consolidate data from multiple sources to simplify and speed access. An
Intranet provides centralized publishing of manufacturing and QA data. The company can
extend its Intranet into an Extranet that includes customers and suppliers, and enables
their customers to place orders directly and to receive orders electronically. Extranets
also facilitate supply chain optimizations, along with just-in-time and other inventory
control measures that reduce inventories and slash costs.
An Intranet fosters collaboration between manufacturing and other functional groups
within the enterprise. This helps in identifying product problems, incorporating design
changes, enhancing productivity and improving inventory control. The result is reduced
costs and higher margins.
Manufacturing & Operations
Applications
|
| Application |
Advantages |
|
| Part
order/requisition system Enable customers, dealers, or distributors to order new
or replacement products or parts. |
Replaces costly
call centers, part catalogs and fax-back systems with convenient, secure, self-serve order
system. |
|
| Production
schedules Publish production schedules for access by management and
manufacturing personnel. |
Ensures that
key personnel have instant access to critical scheduling information that may be
constantly changing. |
|
| Supplier
coordination Enable suppliers to enter part or resource availability, prices, or
status for the benefit of downstream production. |
Reduces costs
by improving visibility into upstream resource availability and cost. Improves time to
market by optimizing configuration and production. |
|
| Bills of
materials/recipes/formulas Establish a central location for up-to-date bills of
materials or recipes used for producing products. |
Eliminates
waste and rework that results from using obsolete specifications to produce items. |
|
| Inventory
control and warehousing Track raw material inventory requirements, locations and
movements, expiration dates (perishable items) and QA status. |
Reduces
inventory costs by enabling the company to minimize on-hand inventory. Eliminates waste
due to lost items or perishable items that have expired. |
|
| Lot
control Maintain lot-related information and track inventory usage to satisfy
government regulations or company quality assurance requirements and warranties. |
Reduces costs
through more effective quality control. Enhances customer satisfaction by enabling
proactive problem identification related to defects in raw materials. |
|
| Quality
assurance Maintain and/or review quality assurance statistics.
Facilitate Quality Improvement Programs. |
Provides
quality information to help the company improve manufacturing processes and redesign
products in a way that improves quality and reduces overall costs. |
|
| Inquiries Provide
access to a variety of information related to manufacturing processes. |
Enables
manufacturing and other personnel to obtain information quickly on when items were shipped
or received, QA status, production statistics and other essential manufacturing
information. |
|
Conclusion
Intranets, the next major step in the
evolution of information systems, are changing the face of business. They help empower
employees in an enterprise to better perform their tasks by solving their day-to-day
business problems through enhanced communications and collaboration, and accelerated
information dissemination and access. The result ä tighter relationships with customers,
employees and business partners, which translate into increased revenues and profits.
Because Intranets leverage the existing information system infrastructure, they deliver
these benefits in a cost-effective manner.
By applying Intranet technology, businesses are better equipped to respond to change
necessitated by growth, and by the continual shift in market conditions and competition.
Intranets have a synergistic effect in that they provide the link that ties together not
only disparate information systems but also the members of the organization. In summary,
Intranets act as the catalyst that accelerates the attainment of key business advantages
by helping companies dramatically improve their overall performance and competitiveness. |