Republic of the Philippines

Laguna State Polytechnic University

Province of Laguna

Activity No. 1: Short Answer Essay

Topic: Module 2: Computer Organization and Week No.

Architecture 2

Course Code: ITEL 305 Term: 2nd Semester

Course Title: Systems Integration Approaches and Modern Academic Year: 2021-2022
Enterprise Solution and Enterprise Integration
Advanced Web Service Technologies

Student ARJAY O. CORONEL Section BS INFO

Name TECH 3E-
SMP

Due date 05-08-2021 Points 100

This learning activity will help attain the intended learning outcomes of this module and will solidify the
achievement of module objectives.

Direction:

1. Answer the following questions. The length of discussion is limited to 3-5 sentences is
enough to briefly elucidate your thoughts. Answers will you get inside the case study please
read before answer all question.
2. Submit your output and upload it on the submission link provided SAVING FILE:
● Use the following format for saving the submittal file
ModuleNo-ActivityNo-LastName: eg. Module1-Act1-UAL.
● Take note that this activity will be graded, the rubrics is presented below.

Here are the following guide questions:

1. Think about the business benefits of the mobile CRM deployments discussed in the case. How did
Dow Corning and DirecTV benefit from these applications? What can they do that was not possible
before? What were the effects on productivity?
- Business benefits of the mobile CRM deployments
MobileAccess does everything you would expect a mobile CRM solution to do. As well as making
all of your core CRM functions available to the mobile workforce, Mobile Access also delivers an
array of advanced features – each one designed to deliver powerful benefits..
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

- More value from your CRM investment:-CRM is only effective if employees can keep it
up to date with timely and relevant information. MobileAccess lets make the most of your
Microsoft Dynamics CRM investment by allowing them to use it in the field to update contacts,
request information, and always have access to the latest customer information.

- Increased productivity. Less effort.:-From intelligent search features and time-saving

multimedia functionality to Smart Forms that make updating records on the fly fast and easy,
MobileAccess takes Microsoft Dynamics CRM system and transforms it into a powerful
competitive advantage in the hands of mobile workers.

- Familiar, but different. In a good way:-User adoption is crucial to the success of mobile
CRM solutions. If one doesn't like the way it looks and works on mobile device one won't use it.
That's why designed and optimized MobileAccess specifically for mobile devices, instead of just
shrinking Microsoft Dynamics CRM screens to fit on a smartphone. The result is a rich, familiar
experience .

- Freedom to choose any device:-Because Microsoft Dynamics CRM works better

everywhere and because the best mobile devices deserve the best mobile CRM application,
Designed MobileAccess to work across as many devices and in as many locations as possible.
MobileAccess works on the latest smartphones and tablets, providing users with a real choice of
how and where to access their CRM system.

- Mobile CRM made easy:-MobileAccess makes life easier for mobile CRM users because it
works seamlessly on their preferred mobile device and gives them everything they need to do
their job better. Your IT department will find it easy to deploy and customize and, unlike other
approaches that require complex development with attached cost and risk,one can leave the
development, ongoing maintenance and support

2. Use examples from the case to illustrate your answer.

- Mobile CRM made easy:-MobileAccess makes life easier for mobile CRM users because it
works seamlessly on their preferred mobile device and gives them everything they need to do
their job better. Your IT department will find it easy to deploy and customize and, unlike other
approaches that require complex development with attached cost and risk,one can leave the
development, ongoing maintenance and support

3. What are some of the reasons that make it so challenging to mobilize an existing enterprise
application? How did the companies feature in the case tackle that challenge?
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

- Because mobility is starting to impact so many parts of the enterprise for some time
now we have been considering how enterprises should be thinking with regards to mobile
applications for their customers, employees and partners and have been formulating
relevant investment theses. Based on input we have received from several senior IT and
business unit executives we tried to determine when to use mobile-first as an application
development strategy and when to focus on a mobile-only strategy. Through these
executive interactions we have also come to realize that, the mobilization of existing
applications is a high corporate priority because many of these applications automate
proprietary logic about a specific business process that allow an enterprise to differentiate
itself from its competitors.

4. Salespeople are generally known for their independence and emphasis on efficient time management,
and not always for their willingness to adopt new technologies pushed by management. What were
some of the approaches mentioned in the case that were used to foster adoption? What other
alternatives can you think of?

- A) Salespeople have limited opportunities for advancement. B) Salespeople receive a

minimal amount of psychic income. C) Salespeople generally do not have good job security.
D) Salespeople have numerous opportunities to advance to middle-management ranks. E)
Salespeople have high visibility within companies already relative to other positions.

Dow Corning and DirecTV: CRM Goes Mobile

Chip Reeves knows all about the life of a sales guy. That’s because during his nearly 20 years at
Dow Corning, a global manufacturer of silicon-based products, he was one. He knows all too well that
salespeople ignore any new administrative process or technology unless it allows them to make more
sales or use their time more efficiently.

Now, as Dow Corning’s director of marketing and sales processes, Reeves is leading the
company’s convergence of its CRM and e-business efforts, as well as streamlining its compliance and
reporting functions. The goal, naturally, is to provide excellent customer service—and to make it easy
for Dow Corning sales and marketing staff to use the expansive CRM system.

Really easy. Reeves also served as the chairman for the Americas SAP User Group’s customer
management group, so he knows both the power and limitations of enterprise technologies and the
reality of how salespeople use CRM tools on mobile devices such as laptops and smart phones.
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

Both topics are important if you’re to bring mobility to corporate applications. Many companies
and CIOs are struggling to determine exactly how best to mobilize critical applications that can bring a
measurable payback to the company but also limit the disruption to and administrative headaches in
their users’ lives. “Salespeople don’t want to get on their devices for 30 minutes after a sales call,” says
Christopher Fletcher, a research director who specializes in mobile applications at AMR Research.
“Salespeople by nature are independent, autonomous, and don’t always play by corporate rules. It’s
sometimes tough to get them to use what seems like administrative functions so that management can
have better control.” Reeves says he is always balancing the pushback from the sales folks with the CRM
demands of the business. “Heavy involvement with the salespeople has been key, and we’re trying to be
responsive to them,” he notes. “But by no means do we have that balance perfected yet.”

A huge part of Reeves’ task has been to ensure that Dow Corning’s core enterprise applications,
which rest on SAP’s suite of products, are intact and can be used by all users in Dow Corning’s sales and
marketing group. “A lot of what we’ve done in the CRM space has been putting a foundation in to help
our people work more effectively and give them more access to information,” Reeves says. While Dow
Corning had been smoothing out the back-office infrastructure, however, Reeves and his team also had
to ensure that salespeople were being listened to and would want to use the mobile devices and
applications. His team approached that by “looking at a day in the life of a salesperson,” he says.
“Thinking through their information and task needs, what were their priorities, what were their common
tasks, what were the process pain points.”

One thing became immediately clear to Reeves: When equipping mobile teams (such as the
sales force), less is always more. He says that he has preached a “low input, high output” strategy that
has guided the entire mobile deployment. Adding dozens and dozens of input fields to salespeople’s
BlackBerry screens, which forces them to do a ton of extra work, is a recipe for disaster. “We’ve tried to
weed out and simplify the processes: What are we going to need to know and how do we need that
information,” he says. “There’s always a logical explanation for why a field is there. But then the
question is: Do we really need it? We’re constantly trying to move toward a simpler set of questions.”

Since first piloting the devices, Reeves says the mobile team has been working with the
salespeople to tweak capabilities and address their ongoing concerns. “We are constantly in change-
management mode,” he says.

For example, there used to be more than a dozen classifications of customer sales opportunities
and two screens full of data to input for each sales opportunity. Now there is one opportunity type that
can be filled out—on just one screen. Salespeople can get what Reeves calls “quick links” on SAP CRM
data on their BlackBerrys simply by clicking an icon. These quick links show critical data, such as each
salesperson’s sales by customer, open order statuses, and customer complaints (which is important for a
salesperson dropping in on a customer). Before the mobile deployment, when a customer asked to
check on order status, the Dow Corning sales rep had to call into Dow Corning customer service
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

operations, Reeves notes. Now the sales rep gets that in seconds on his BlackBerry. For Reeves, it all
comes back to: “How much quicker can we get that responsiveness?”

In addition, the sales lead-generation process has been streamlined for salespeople on the
BlackBerrys. Again, the quick links allow them to view critical lead information and input data that’s
tailored specifically to the mobile device’s screen size, Reeves says.

Using the SAP Portal technology that lead generation data flows back into Dow Corning’s CRM
system “without a salesperson having to open up the CRM application,” Reeves notes. So far, he
estimates that the simplified lead follow-up via the mobile SAP application saves 15 to 30 minutes per
lead and increases the likelihood for follow-up.

Satellite TV provider DirecTV ran into similar challenges when implementing their mobile CRM
solution. DirecTV works with more than 6,000 independent dealers who resell its service to residential
customers.

Directly serving those distributors is a team of nearly 700 area sales managers, who need critical
information, such as financial data, active service requests, and activation and cancellation rates, while
in the field. For several years, DirecTV has been a satisfied user of Siebel’s CRM On Demand system, but
it didn’t work for field sales managers who couldn’t carry around a laptop, says Erik Walters, a program
manager for DirecTV’s sales and operations arm. “For our guys, that’s not mobile enough.”

Walters’ team faced an increasingly common problem in companies with mobile sales and field
employees, such as Dow Corning and many others: how to mobilize an existing enterprise application.

DirecTV coupled the back-end CRM application with mobile middleware from Antenna Software.
Antenna creates front-end systems that tap into popular enterprise mobility platforms like BlackBerry
and Windows Mobile, providing data to mobile users from various databases via a single integrated
interface. “DirecTV has 675 employees using Antenna, vastly increasing the productivity of sales
managers,” Walters says.

In the past, an industrious area sales manager would be lucky to see three or four customers a
day; now it’s closer to 10 or 12.

The move to a mobilized CRM platform is part of a broader shift in the way DirecTV sales
managers interact with dealers. The company is changing how it handles calls and requests from
dealers, Walters says. “Everybody is looking for that 360-degree view of the dealer customer.” To get
that view, DirecTV will implement the hosted Call Center On Demand product from Siebel parent Oracle
for incoming phone queries from dealers. The success of the mobilized CRM On Demand has given the
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

company confidence to move to a more hosted model for its overall relationship with this critical group
of resellers.

Enterprise vendors have certainly realized the importance of mobility and have increased their
capabilities and offerings, says Fletcher. Shailesh Rao, vice president of product management at SAP,
says, “Customers are demanding that every application vendor provide mobile access.” Rao uses Dow
Corning’s situation as an example of the overall trend that CIOs need to realize. “It’s not application-
centric anymore; it’s more scenario-based information access for mobile workers,” he says. “We’re not
so much talking about the applications. I just want to provide the information the business users want
and need the most—irrespective of where the information is coming from.”

For any CIO starting out on a mobile endeavor right now, AMR’s Fletcher offers these pieces of
advice. First, before CIOs start any project, figure out what you want to happen at the end of the
project, such as exactly what salespeople will get out of the new system and how long it will take to get
payback on the rollout. “Know what your business case is and stick to it,” he says.

And second, don’t forget the carrot with the stick: “You have to tell salespeople, ‘You’re going to
start using this new CRM system, and you’re going to be able to give better quotes to customers.’ Or ‘we
promise to give you 40 new qualified leads every month—but you have to put that critical information
into the system,’” he says.

At Dow Corning, Reeves says, his salespeople now have a competitive advantage, but it’s still
early on in the transformation. “I have a lot of excitement at where we’re at today and what’s possible
looking ahead,” Reeves says. “But there’s more work to do.”
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

Performance Task Rubrics for rating per item:

Sco
Content Organization Development Use of Language
re

Answer is Clear sense of order. Develops each point Uses technical or

appropriate to Begins with a thesis or with many specific scientific
the question. topic sentence. details. Answers terminology
4 Content is Supporting points are question completely. appropriately and
factually correct. presented in a logical correctly. No major
progression. grammatical or
spelling errors.

Answer is May lack a thesis Each point supported Accurate word

appropriate to sentence, but points with some details and choice. No more
the question. are presented in a evidence. All important than 2 major errors
3
Content may have logical progression. points included. and a few minor
one or two factual errors.
errors.

Content relates Logic of argument is Sparse details or Ordinary word

peripherally to minimally perceivable. evidence. Question only choice; use of
the question; Points presented in a partially answered. scientific
contains seemingly random terminology
2
significant factual fashion, but all support avoided. Some
errors. argument. serious errors (but
they don’t impair
communication).

Content Lacks clear Statements are Limited vocabulary;

unrelated to organizational plan. unsupported by any errors impair
1 question. Reader is confused. detail or explanation. communication.
Repetitious, incoherent,
illogical development.

Adapted from the Creator: Denise Lim, Biology, Cabrillo College

 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

Reminders:
1. AVOID PLAGIARISM, include the source/reference of the performance task output.

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