Tactical and Operational Support Systems

Systems of Information Technology

Jogiyanto Hartono, M.B.A., C.M.A., Ph.D., Prof.

Antonius Hernanda
375998
Ari Haryadi
376764
Bagus Mayang Seto
376007

anagemen Level

9.1 Manufacturing, Production and Transportation Management System

Manufacturing & Production System

9.1 Manufacturing, Production and Transportation Management System

Transportation System
4 tren factor contributing to the growth of TMS
- Outdated transportation system need to be upgrade or replaced
- Growth of intermodal transport
- TMS vendors add capabilities
- TMSs handle big data

Logistics Management
- Optimize transportation operations
- Coordinate with all supliers
- Integrate supply chain technologies
- Synchronize inbound and outbound flows of materials or goods
- Manage distribution or transport networks

Inventory Control System

Are important because they minimized the total cost of inventory while
maintaining
optimal inventory levels

9.2 Sales and Marketing System

Data Driven Marketing
Fact based decision making increasingly relies on daa that are hot impacting the
business or potential customer in real time. This capability creates opportunities
for highly targeted advertising program.
example : facebook

Sales and Distribution Channels

Optimal ways to distribute their products and service through a combination of
electronic, mobile, and physical channels

Marketing Management
- Pricing of product or service
- Salesperson productivity
- Profitabiity Analysis

9.3 Accounting and Finance System

Financial Disclosure
Reporting and Compliance

Fraud Prevention and Detection

4 factor Fraud:
- A high level of trust in employees without sufficient oversight to verify that
they are not stealing from the company
- Relying on informal processes of control
- A mindset (belief) that internal control and fraud prevention system are too
expensive to implement
- Assigning a wide range of duties for each employee, giving them
opportunities to commit fraud
Internal Control :
- Segregation of duties
- Job rotation
- Oversight
- Safeguarding of assets
- IT policies

9.4 Human Resource Systems and Ethics

Recrutment
Finding potential employees with the skill and talent needed by the company,
testing them, and deciding which ones to hire

Performance Evaluation
Employees are evaluated periodically by their immediate supervisors

Training and Human Resources Development

Employee training and retraining are imortant activities of the HR departement

Personal Planning and HR Strategies

The HR departement forecasts requirement for people and skill

Benefits Administration
Employees contributions to their organizations are rewarded by salary/wage

Employee Relationship Management

Companies are developing human capital management, facilitated by the Web to streamline the HR process

Ethical Challenges and Considerations

HRIS apps raise ethical and legal challenges

video

Strategic Enterprise Systems

Systems of Information Technology
Jogiyanto Hartono, M.B.A., C.M.A., Ph.D., Prof.

Antonius Hernanda
375998
Ari Haryadi
376764
Bagus Mayang Seto
376007

10.1 Enterprise System

Enterprise System and Their Functions
Name

Description

Enterprise
Resource
Planning (ERP)

ERP system are commercial software packages that

integrate business processes, including supply
chains, manufacturing, financial, human resources,
budgeting, sales and custmer service

Supply Chain
Management
(SCM)

SCM software support the step in the supply chain

procurement, sourcing, manufacturing, storage,
inventory control,scheduling, order fulfillment and
analysis

Customer
Relationship
Management
(CRM)

CRM system help create a total a view of customers

to maximize share of wallet and profitability

10.1 Enterprise System

Customer Lifetime Value (CLV)
A formula for estimating the dollar value, or worth, of a long term
relationship with
a customer
Value Added Reseller (VAR)
Customizes or adds features to a vendors software or equipment
and resseler the
enhanced product
3 types of changes needed when an enterprise system in
implemented
- Redesign of bussiness processes
- Changes in how people perform their jobs
- Integration of many types of information system

10.2 Enterprise Social Platforms

Basic functions of an enterprise social platform
Knowledge management
Collaboration
Employee pressure

SharePoint
Collaborative and social platform from Microsoft

Capability of SharePoint
Intranet and Extranet
Document
Collaborations and Bussines Intelligence

10.2 Enterprise Social Platforms

Yammer
Social network geared toward enterprise. Enterprise collaborate across department,
locations and bussines app
Office Graph and Olso app
Office Graph uses signal from e-mail, social conversations, documents, sites, instant
messages, meetings, and more to map the relationship betwen people and
concepts

10.3 Enterprise Resource Planning Systems

ERP features and add ons
Sales associates to process orders, take payments and collect signatures with an
Ipad app
Field technicians to provide customer service from anywhere
Marketing to manage every aspect of ongoing customer relationship using a
smartphone app
Production to access to the real time information needed to reduce stock outs
and excess inventory
Customers to access, pay, and view invoices online

Technology Perspective
ERP is the software infrastructure that links an enterprises internal applications and
supports its external business processes

10.3 Enterprise Resource Planning Systems

Manufacturing ERP System and Lean Principles

Key Factor ERP implementation success

- Focus on business processes and requirements
- Focus on achieving a measurable ROI
- Use a strong project management approach and secure commitment of resources
- Obtain strong and continuing commitment from senior executive
- Take sufficient time to plan and prepare up front
- Provide thorough training and change management

10.4 Supply Chain Mnagement System

Supply chains start with the acquisition of raw materials or the
procurement (purchase) of products and proceeds through
manufacture, transport and delivery and the disposal or recycling of
product
3 Main flows being managed in a supply chain
-

Material or product flow

Movement of materials and goods from a supplier to its consumer
Information flow
Movement of detailed data among members of the supply chain, for example,
order information, customer information, order fulfillment, delivery status and
proof of delivery confirmation
Financial flow
Transfer of payment and financial arrengements

10.4 Supply Chain Mnagement System

Order Fulfillment
Is the set of complex processes involved in providing customers with what they
have ordered on time and all related customer service
Step in order fufillment
- Make sure the customer will pay
- Check in stock availability and reorder as necessary
- Arrange shipments
- Insurance
- Replenishment
- In house production
- Use suppliers
- Contact with customers
- Returns

10.5 Customer Relationship Management

System

Four CRM critical success factor

CRM system play a major role in customer experience (CX) and good CX
helps to retain customer. Intelligently managing relationship with
customers can increase revenues and net profit significantly

10.5 Customer Relationship Management

System

CRM technologies help marketing managers run effective

campaigns, promotions, commercials and advertisements to attract
new customers or to increase sales to existing customers or to do
both
CRM
Mistakes
and Avoiding How
themto Avoid The Mistake
CRM
Mistake
Putting IT departement in
charge of the CRM project
instead of the business
users

The hands on business users need to champion and lead the project
initative with IT playing a supporting role

Not getting the CRM

requirements right by not
involving key business
stakeholders from the
outset

CRM implementations need buy in from the users and other business
stakeholders, who can spread enthusiasm

Making mobile CRM

strategy an afterthrought

Consider mobility a priority in th CRM project from the outset

Taking wrong approach to

CRM training

Make sure the interface is intuitive enaough that most users will not
need hands on training

Underestimating users
resistance to change

Users will not tolerate poorly designed systems

video

Data Visualization and Geographic Systems

Systems of Information Technology
Jogiyanto Hartono, M.B.A., C.M.A., Ph.D., Prof.

Antonius Hernanda
375998
Ari Haryadi
376764
Bagus Mayang Seto
376007

11.1 Data Visualization

Geospatial data identify the geographic location and characteristics
of natural or constructed features and boundaries on Earth,
typically represented by points, lines or polygons
Data visualization harnesses the power of analytic and adds a visual
display to capitalize on how our brains work

11.2 Enterprise Data Mashups

Enteprise mashup combine business data and applications from
multiple sources typically a mix of internal data and applications with
externallu sourced data, software as a service (SaaS) and We content
to create an integrated experience

Enterprise data mashup are combinations of data various

bussinessystems and external sources, often in real time, without
necessarily relying on a middle step of extract, transform and load
(ETL) from a data warehouse

11.2 Enterprise Data Mashups

Enterprise Mashups Benefits
Dramatically reduces time and effort needed to combine disparate
data sources
Users can define their own data mashups by combining fields from
different data sources that were not previously modeled
Users can import external data sources, for example, spreadsheets
and competitor daa, to create new dashboards
Enables agile BI because new data sources can be added to a BI
system quickly via direct link to operational data sources, by
passing the need to load them to a data warehouse
Provides a mechanism to easly customize and share knowledge
througout the company

11.3 Gigital Dashboards

Dashboards are style of reporting that depicts KPIs, operational or
strategic information with intuitive and interactive displays
Components of dashboards :
Design
The visualization techniques and descriptive captions to convey information so
that they are
correctly understood
Performance metric
KPIs and other real time content displayed on the dashboard
API
Application programming interfaces (APIs) connect disparates data sources and
feeds to display on the dashboard
Access
Preffered access is via a secure Web browser from a mobile device

11.3 Gigital Dashboards

Benefits of dashboard :
- Visibility
Blind spots are minimized or eliminated. Threats and opportunities are
detected as soon as possible

- Continuous improvement
A famous warning from Peter Drucker was if you cant measure it, you cant
improve it

- Single sign on
Managers can spend a lot of time logging into various bussiness system
and running report

- Deviations from what was budgeted or planned

Any metrics can be programmed to display deviationsfrom target such as
comparisons of actual and planned or budgeted

- Accountability
When employees know their performance is traked in near real time and can
see their result, they tend to be motivated to improve their performance

11.4 Geographic Information System

Geographic information system (GIS) captures, manages, analyzes
and displays multidimensional geographic data, also called
geospatial data. GIS can connect to location tracking devices and
apps
Benefit of GIS
Analysts can pipoint the average income in areas where the highest performing
stores are established
Retailers can learn how store sales are impacted by population or the proximity
to competitors store
A retail with plans to open a hundred new stores can use GIS to identify relevant
demographics, proximity to highways, public transportation, and competitors
stores to select the best location options.
Food and consumer product companies can chart locations of complaint call
enabling product traceability in the event of a crisis or recall
Sales reps might better target their customer visits by analyzing the geography
of sales targets

video

IT Strategy and Balanced Scorecard

Systems of Information Technology
Jogiyanto Hartono, M.B.A., C.M.A., Ph.D., Prof.

Antonius Hernanda
375998
Ari Haryadi
376764
Bagus Mayang Seto
376007

The Steps in the IT Strategic

Planning Process
1. Enterprise
vision
Senior
Senior management
management and
and

leader
leader develop
develop and
and
communicate the
communicate
the enterprises
enterprises
2
2
5
5 year
year strategic
strategic vision
vision and
and
identity the direction and focus
for
for upcoming
upcoming year
year

2. Technology and Business

Outlook

A
management, IT
A team
team of
of senior
senior management,
IT
and Business
and
Business Unit
Unit representatives
representatives
develop
develop the
the 2
2 5
5 year
year business
business
outlook
outlook and
and technology
technology outlook
outlook

3. Current state assessment and

gap analysis

Analysis
Analysis of
of the
the current
current state
state of
of IT,
IT,
enterprise
enterprise system
system and
and processes
processes
which
which are
are compared
compared with
with results
results of
of
step
step 2
2 to
to identify
identify gaps
gaps and
and
necessary
adjustment
to
IT
necessary adjustment to IT
investment
investment plans
plans 4. Strategic

Strategic
directional statements

imperatives. Strategies, and budget for next yea

Develop
Develop next
next years
years priorities,
priorities, road
road
map,
map, budget
budget and
and investment
investment plan.
plan.
Annual
Annual budget
budget approved
approved

5. Governance decisions and IT Roadmap

Strategic
plan

The
budget guides
The budget
guides the
the governance
governance
process,
process, including
including supplier
supplier
selection
selection and
and sourcing
sourcing

6.

Balanced scorecard rev

Performance
Performance is
is measured
measured monthly
monthly

How to Evaluate IT Strategy

The business and IT strategic plans are evaluated
and adjusted annually to keep pace with rapid
changes in industry.
Performance is measured and evaluated using
the balanced scorecard methodology to
ensure that limited resources are invested to
achieve the highest possible ROI
Long term business planning starts with a clear
understanding of the factors that create value
and that drive future revenue and profit
( value driver ) at or above their current rate.

3 Types of Business Value

Drivers
Type of
Business
Value Drivers
Operational
Shorter-term
factors

Financial
Medium-term
Factors

Sustainabili
ty
Long-term
factors

Definitions

Examples

Factors that impact

cash flow and the cash
generation ability
through increased
efficiency or growth

Cost of raw materials, cost

of providing service, cost
per mile, sales volume, sales
revenue

Factors that minimize

the cost of capital
incurred by the company
to finance operations

Debt level, working capital,

capital expenditure, days
receivable, bad debt
expense

Survival factors, factors

that enable a business to
continue functioning
consistently and
optimally for a long time

Government regulations,
industry standards, federal
and state environmental
laws, privacy and security
regulations

Balances Scorecard as the key to

performance Improvement
Is a methodology and a tool for measuring
performance using financial and nonfinancial
metrics
The BSC translates mission and vision statements
into a comprehensive set of objectives and
performance measures that can be qualified and
appraised.
The companies objectives use BSC
1. Clarify or update a business strategy
2. Link strategy objectives to long term targets and
annual budgets
3. Integrate strategic objectives into resource allocation
processes
4. Increase company-wide understanding of the corporate
vision and strategy

The Balance Scorecard

Methodology

C methodology and a tool fro measuring performance using financial and nonfinancial m
is widely used in all industry sector for strategic planning and evaluating
How well objectives are being achieved

4 Performance Metric of Balance

Scorecard
Metric Indicator
Financial

Customer

Business Process

Innovation, Learning
and Growth

Examples of Measurement Criteria

Revenue and revenue growth rate

Earning and cash flow
Asset utilization

Market share
Customer acquisition, retention, loyalty
Customer relationships, satisfaction, likes,
recommendations, loyalty
Brand image, reputation
Price-value relationship

Cycle times, defect rate

Production throughput, productivity rate
Cost per process
Cost per transaction

Employee skills, morale, turnover, capacity for change

IT capabilities
Employee motivation
R&D
Percentage of revenue from new products / services

The Role of IT Steering

Committees
1. Set the Direction
In linking the corporate strategy with the IT strategy, planning is the
key activities

2. Allocate scarce resources

The committee approves the allocation of resources for and within
the information system organization. This include outsourcing policy

3. Make staffing decisions

Key IT personnel decisions involve a consultation and approval
process made by the committees, including outsourcing decisions

4. Communicate and provide feedback

Information regarding IT activities should flow freely

5. Set and evaluate performance metrics

The committee should establish performance measures for the
department and see that they are met

The Value of Aligning the IT & business

strategies
IT strategic planning is a systematic process that
evaluates the full potential of a business.
The outcome is used to decide how to allocate
resources to develop business critical IT capabilities.
4 objectives of IT strategic plans
1. Improve managements understanding of IT
opportunities and limitations
2. Assess current performance
3. Identify capacity and human resources
requirements
4. Clarify the level of investment required

IT Strategic Planning Process

Strategic Business Plan
Overall direction of the organization
Goals
Objectives
Strategic position

IT Strategic
( Long range
plan )

IT vision and strategies Overall

direction for

Resource requirement and

sourcing
Budget

Activities
Time frames

IT Mediumterm plan

General objectives plan

Resources determination
Project portfolio

IT Tactical plan

Current year Project plan

Detailed budget

Specific schedule of activities

How the alignment IT and business

strategy can be achieved
Various function in the organization are most successful when
their strategies are forward looking
Forward looking means that they do SWOT analysis to create their
future rather than react to challenges or crises.
Making IT investment on the basis of an immediate need or threat
rather than IT Strategy - might be necessary at times. But
reactive tactics lead to incompatible, redundant, expensive to
maintain or failed system
Reactive IT investment tend to be patches that do not align with
the business strategy 2 risks (1) failing to align IT to real
business needs, as a result ( 2 ) failing to deliver value to the
business
Because IT has a dramatic effect on business performance and
competitiveness, the failure to manage IT effectively seriously
impacts the business

Artikel
Investing in the IT That Makes a Competitive Difference
by Andrew McAfee and Erik Brynjolfsson
Systems
of Information Technology

Jogiyanto Hartono, M.B.A., C.M.A., Ph.D., Prof.

Antonius Hernanda
375998
Ari Haryadi
376764
Bagus Mayang Seto
376007

How Technology has changed

Competition
1. Directed to the nature of the link between
IT and competitiveness
2. Because some of these new
technologies enabled improvements
to companies operating models and then
made it possible to replicate those
improvements much more widely
3. The internet and enterprise IT are
accelerating competition because more
processes are becoming digital

Competing on Digital Processes

To survive, or better yet thrive, in this more

competitive
environment, the mantra for any CEO should be,
Deploy,
Deploy

Adopt a uniform
technology platform to
innovate,
and propagate
be used throughout the company

Innovate

Design better ways of doing work in the

company.

Propagate

Use IT to replicate process innovations

throughout the company

Summary
1. The data show that IT has sharpened
differences among companies instead of
reducing them.
2. This reflects the fact that while companies have
always varied widely in their ability to select,
adopt, and exploit innovations, technology has
accelerated and amplified these differences.
3. Line executives matter: Highly qualified vendors,
consultants, and IT departments might be
necessary for the successful implementation of
enterprise technologies themselves, but the real
value comes from the process innovations that
can now be delivered on those platforms.
Fostering the right innovations and propagating
them widely are both executive responsibilities

Case 5 :
L&L Society of Canada Social Marketing Strategy

Systems of Information Technology

Jogiyanto Hartono, M.B.A., C.M.A., Ph.D., Prof.

Antonius Hernanda
375998
Ari Haryadi
376764
Bagus Mayang Seto
376007

&L Society of Canada

L&L (Leukemia & Lymphoma) Society of Canada adalah sebuah lembaga
sosial nirlaba untuk melawan kanker darah dan meningkatkan kualitas
hidup dari para penderitanya
L&L awalnya melakukan penggalangan dana lewat cara tradisional,
namun perlahan mengubah caranya melalui social fundraising, sehingga
L&L dapat melakukan riset dan menyediakan jasa dan edukasi bagi
pasien
Tantangan yang dihadapi L&L saat mengadopsi cara social fundraising :
1.Terlalu banyak channel media sosial pesan yang tidak terkoordinasi
lintas cabang (chapter) dan lintas channel dapat membingungkan
donatur & sponsor
2.Pesan yang tidak jelas unsur amal dalam event & campaign L&L
kurang dikenal
3.Staf yang tidak terlatih dan multi tugas tidak adanya staf khusus
yang berpengalaman di bidang media sosial

ubahan menuju Social Fundraising

LLSC kemudian melakukan sentralisasi kontrol & koordinasi terhadap
semua konten dan pesan yang akan disampaikan kepada donatur dan
sponsor menggunakan platform Hootsuite
LLSC membuat akun resmi di Facebook & Twitter, serta masing-masing
satu akun untuk cabang regional di seluruh Canada. Kemudian dengan
training dari Hootsuite, staf di cabang dapat melayani donatur dengan
lebih baik.
Hasilnya adalah event & campaign yang lebih terkoordinasi antar chapter,
serta pesan yang lebih jelas yang dapat diterima oleh donatur & sponsor
Social measures & metrics :
Meraih 33.248 orang
Registrasi event meningkat 900%
Peningkatan traffic mencapai 654%

Q&A
1. Visit the Hootsuite website. Describe Hootsuites listening,
engagement and collaboration tools.
Listening

Q&A
1. Visit the Hootsuite website. Describe Hootsuites listening,
engagement and collaboration tools.
Engagement

Collaboration

Q&A
2. Describe other social media strategy supports provided by
Hootsuite.Analysis
Security

Q&A
3. What factors contributed to LLSCs social success?
. Adanya sentralisasi kontrol & koordinasi terhadap semua konten dan pesan
. Penggunaan tools Hootsuite untuk efektivitas & efisiensi
. Adanya training dari Hootsuite untuk staf media sosial
4. How does LLSC assess the success of its social campaigns?
Dengan memonitor dan mengukur tanggapan para sponsor & donatur atas
campaign di media sosial, menggunakan tools Hootsuite
5. A lot of nonprofits use social media to boost their fundraising efforts, but more
often than not, they do not work. In your opinion, what might be some of the
reasons for their failure?
. Pesan yang disampaikan di media sosial tidak terstruktur dan tidak jelas
. Tidak adanya integrasi antara 1 channel media sosial dengan channel
lainnya
. Staf media sosial yang tidak berpengalaman
. Belum adanya brand ambassador yang memiliki banyak follower

Case 6 :
SAP Implementation Fail

Systems of Information Technology

Jogiyanto Hartono, M.B.A., C.M.A., Ph.D., Prof.

Antonius Hernanda
375998
Ari Haryadi
376764
Bagus Mayang Seto
376007

von Company Profile

Avon adalah sebuah perusahaan kosmetik yang memakai sitem direct
selling oleh independent sales representatives (reps) yang menjual
langsung kepada pelanggan.
Dengan sistem Order Management yang lama, para Reps
mengumpulkan order lalu menyatukannya dalam order besar kepada
Avon. Distibution Center kemudian mengirimkan pesanan kepada Reps,
lalu Reps mengirimkannya kepada pelanggan dan melakukan
penagihan pembayaran.
Sistem Order Management yang lama mempunyai interface yang tidak
praktis dan ketinggalan jaman sehingga Reps tidak dapat menjamin
ketersediaan barang kepada pelanggan
Untuk memperbaiki proses order, product return dan order fulfillment,
maka manajemen Avon memutuskan untuk menggunakan SAP dalam
program Service Model Transformation (SMT).

gagalan Implementasi SAP

Avon melakukan implementasi SAP dengan pendekatan Big Bang, yaitu
perubahan yang sangat banyak dalam waktu yang sempit. Namun
pendekatan ini gagal karena pendekatan ini mengacaukan bisnis Avon yang
memiliki 6 juta Reps
Akhirnya 3 tahun kemudian proyek SMT dihentikan saat masih dilakukan
secara pilot di Canada karena sistem tidak dapat berjalan seperti
seharusnya. Para Reps tidak dapat log on, pesanan tidak dapat
terkonfirmasi saat disubmit, dan persediaan tidak dapat dipesan. Hal ini
menyebabkan 16.000 Reps Canada berhenti.
Beberapa sebab kegagalan itu adalah : sistem baru tidak memiliki interface
yang baik dengan sistem lain, dan Avon memakai sistem sebelum platform
siap.
SAP mengeluarkan komentar kepada publik bahwa SAP akan memperbaiki
user interface experience sebagai salah satu hal yang paling penting dalam
kesuksesan implementasi.

gagalan Implementasi SAP

1. How did the older order fulfillment system harm an Avon reps sales and
relationships with her customers?
. Pesanan harus dikumpulkan lalu disatukan dalam jumlah besar
sehingga pelanggan harus menunggu sampai pesanan mencapai
jumlah tertentu
. Ada 2 kali pengiriman yaitu Distribution Center ke Reps, dan dari Reps
ke pelanggan sehingga waktu pengiriman lebih lama
. Adanya interface yang tidak praktis
. Sistem tidak bisa menjamin ketersediaan barang
2. Why do you think the big bang approach was risky at Avon?
. Jumlah Reps yang mencapai 6 juta yang bersifat independen
sehingga tidak mudah bagi Avon untuk mengubah kebiasaan Reps
. Implementasi Strategic Enterprise System sangat rumit dan harus
dilakukan secara perlahan dan penuh perhitungan
. Pendekatan Big Bang tanpa Change Management yang baik akan sulit
dilakukan karena orang cenderung defensif ketika diminta berubah

gagalan Implementasi SAP

3. How would the age of the sales reps impact success or failure?
Para Reps sangat mempengaruhi penjualan Avon karena melakukan
direct selling ke pelanggan dan mengajak teman dekatnya untuk juga
menjadi Reps sehingga jumlahnya semakin bertambah
4. What was Avon trying to accomplish with the Service Model
Transformation (SMT)?
. Mengubah cara Reps berinteraksi dengan Avon
. Membuat proses order, fulfillment dan product return lebih efisien
5. Why do you think so many sales reps left Avon instead of waiting it to
correct the problem?
. Karena user experience yang buruk sehingga Reps mencari
perusahaan lain
. Karena keluhan dari pelanggan langsung diterima oleh Reps
sedangkan mereka tidak memiliki kendali untuk mengubah proses

gagalan Implementasi SAP

6. What do you think should have been done to avoid the problems
that happened in the pilot study?
. Adanya change management yang baik untuk mengubah
perilaku user secara perlahan
. Adanya tim project yang khusus untuk berkomunikasi dan
berkoordinasi secara lintas fungsi secara terintegrasi
. Memperhitungkan perubahan proses secara seksama dan
mengakomodasi semua kepentingan lintas fungsi
. Mempersiapkan platform dengan mantap sebelum sistem dipakai
. Menyiapkan tim IT khusus yang akan memberikan training secara
berjenjang pada Reps di daerah pilot
. Menyiapkan tools untuk membantu pemahaman operasional
sistem baru, misalnya :
. Adanya contact center yang akan cepat merespon jika ada
Reps yang kesulitan mengoperasikan sistem baru
. Pembagian buku saku panduan pengoperasian sistem baru

References

Turban, E, L. Volonino, and G.R.

Wood, Information Technology for
Management, International Student
Version, Tenth Edition, John Wiley &
Sond, Inc, 2015