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PeopleSoft / JDE(1)
Q&A Session Between G-CEM Advisors And Members
Candice Chee, Managing Consultant, MetaCore Asia Pte Ltd
www.g-cem.org
Question: Can you share some insights as to how PeopleSoft / JDE can be successful in the China market, what it has to do, what focus, what it may want to consider doing differently (out-of-the-box) than the other vendors. Thank you.
Peoplesoft A Bigger Outfit Than JDE
First of all I wish to clarify that the article on "Choosing a CRM Methodology" is written from a Strategy perspective, independent of any software solutions. Nevertheless, once you have adopted a certain strategy or plan, you would need a solution to gain speed and reach of implementation. I have mentioned that most solutions can do very much the same thing but it is your specification that is critical in helping them design something you need. Having said that, different vendors do have different strengths and weaknesses and I would like to highlight some here for your consideration.
I do not proclaim to be an IT expert but as far as I know, Peoplesoft is a bigger outfit than JDE, more committed to CRM and has its domain expertise in HR management and Financial Services Institutions. JDE serves mostly the SME, appears to be more generic in its approach i.e. not particularly focus on CRM, and stronger in Manufacturing. There are several factors for a successful business venture in any market, and history has shown that the focus on Process and People is more important that the Product itself. In a big market like China, it is also critical for the vendor's selling/implementation team to be consistent in different parts of the country. Finally I felt that to be really successful, we need to prove the negative feeling that CRM is sunken cost - wrong. Most vendors are ambitious in their sales and implementations, they like to give the client and the market a big bang which can work for or against for you and them. I would suggest a more prudent approach in helping clients realise their vision with small practical steps that build quick wins (with a set of redefined ROIs). It is when people see positive results that a long term and profitable relationship starts.
Some Suggestions
Jay Curry, Chairman, The Customer Marketing Institute BV
I don't know the Chinese market, of course, but here are some suggestions
1. Focus on maximum three vertical segments to start.
2. Conduct extensive interviews with companies in these segments to determine common problems.
3. Configure software to solve these problems.
4. Get one or two reference sites in these segments.
5. Exploit the references.
6. You will underestimate what you can do in China, but it will take longer than you think.
7. Chinese definition of CRM: "Make friends, make money - (Personal relationships are a the most important) critical success factor.
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