DIPARTIMENTO DI INGEGNERIA DELL’ENERGIA
DEI SISTEMI, DEL TERRITORIO E DELLE
COSTRUZIONI
RELAZIONE PER IL CONSEGUIMENTO DELLA LAUREA MAGISTRALE IN INGEGNERIA GESTIONALE
OMNI-CHANNEL DATA MANAGEMENT –
SOLUTIONS OF CRM SALESFORCE
Candidato:
Relatore:
Alice Nardini
Prof. Riccardo Dulmin
Correlatore:
Dott. Andrea Angeletti
Sessione di Laurea 02/10/2019 Anno Accademico 2018/2019
1
OMNI-CHANNEL DATA
MANAGEMENT – SOLUTIONS OF
CRM SALESFORCE
Table of Contents
Table of Tables ... 4 Table of Figures ... 5 Table of Graphics ... 7 Abstract... 9 Introduction ... 11
CHAPTER 1 - THE CRM SYSTEM, ITS IMPACT ON BUSINESS AND THE CONTACT MANAGEMENT ... 13
1.1 The Customer Relationship Management - CRM ... 13
1.1.1 Definitions of Customer Relationship Management - CRM ... 13
1.1.2 A Brief History ... 16
1.1.3 CRM into the organization ... 18
1.1.4 Different types of CRM system... 20
1.1.5 CRM Software Technology ... 22
1.1.6 Different areas of CRM ... 28
1.1.7 CRM software vendors and Market data ... 33
1.2 Salesforce.com ... 34
1.2.1 Brief History of the Organization ... 35
1.2.2 Success factors ... 39
2
1.3 CRM data and Collection Channels ... 44
1.3.1 Different types of data ... 44
1.3.2 Channels and Contact center ... 46
1.3.3 Channels management strategies... 53
CHAPTER 2: SALESFORCE CRM AND THE CONTACT MANAGEMENT ... 61
2.1 What is Salesforce ... 61
2.2 Salesforce Classic and Salesforce Lightning ... 65
2.2.1 Differences between Classic and Lightning ... 65
2.2.2 Benefit for each type of end user ... 68
2.2.3 Salesforce Edition ... 69
2.3 Salesforce Architecture ... 70
2.3.1 The component of the core architecture of Salesforce ... 71
2.3.2 Other Architecture components... 78
2.4 Principal Salesforce Elements ... 82
2.4.1 Salesforce Object ... 82
2.4.1.1 Relationship between objects... 85
2.4.1.2 Schema Builder ... 87
2.4.1.3 Object manager ... 88
2.4.2 Work Flow and Process Builder ... 93
2.5 Service Cloud ... 96
2.5.1 Channels ... 97
2.5.2 Case Management ... 98
2.5.3 Omni-Channel Routing ... 100
2.5.3.1 Queue based routing ... 102
CHAPTER 3- CASE STUDY - PRESENTATION AND COMPARISON OF TWO SOLUTIONS FOR OMNICHANNEL DATA MANAGEMENT ... 107
3
3.1.1 Cloud-First ... 109
3.2 Work Team and Project ... 110
3.2.1 Delivery Model: The V-Model ... 111
3.2.2 Developer environment ... 113
3.2.3 The project: Contact Management Lightning ... 114
3.3 Omni-channel management ... 116
3.3.1 CM Channels to open a new case ... 117
3.3.2 CM Profile, Role and Queue ... 120
3.3.3 Description of the process ... 122
3.3.4 The assignment of the Case as-is: a custom solution ... 127
3.3.5 Implementation of Salesforce Omni-Channels tool: a standard solution ... 132
3.3.6 Comparison between the two different solution... 136
Conclusion ... 141
Sitography ... 144
4
Table of Tables
Table 1.1: Advantages and Disadvantages of the different CRM solution Table 1.2: Comparison between CRM On-demand and On-promise Table 1.3: Ranking of the most visited sites
Table 1.4: CRM Data Market Table 1.5: Data type on CRM Table 1.6: Summary of channels
Table 2.1: Best use cases for Lightning or Classic Table 2.2: Salesforce Edition
Table 2.3: APIs type Table 2.4: Object Types Table2.5: Field Types Table2.6.: Data Types
Table 2.7: Customer Channel Table 2.8: Routing Type
Table2.9: Possible Scenario for the queue-based routing Table 2.10: Omni-Channel Supervisor available settings Table 3.1: Fields of Fornitore custom object
Table 3.2: Initial values of Fornitore objects Table 3.3: First step values of Fornitore objects Table 3.4: Second step values of Fornitore objects Table 3.5: Third step values of Fornitore objects
5
Table of Figures
Figure 1.1: Transformation of marketing mix Figure 1.2: History of CRM System
Figure 1.3: Schema of CRM Database Figure 1.4: CRM Structure
Figure 1.5: History of Social CRM evolution
Figure 1.6: Digital and annual digital growth (Jan18-Jan19) Figure 1.7: Position of Salesforce in Forbes rankings Figure 1.8: Salesforce number
Figure 1.9: Salesforce awards
Figure 1.10: Schema builder representation of table Figure 1.11: Flow chart of a sales process
Figure 1.12: Salesforce screen that appears to a call center operator automatically Figure 1.13: Integrated call center process
Figure 1.14: Functional blocks of Contact Center Figure 1.15: Multichannel strategy
Figure 1.16: Omnichannel strategy
Figure 1.17: Used channel by Best in practice firm Figure 1.18: Data of Channels management Figure 1.19: Company performance
Figure 1.20: Comparison based on the improve of operator efficient Figure 2.1: Comparison between Salesforce Lightning and Classic Figure 2.2: Multitenant metaphor
6 Figure 2.4: Multitenant technology and single tenant technology
Figure 2.5: Representation of the interaction between metadata and the system Figure 2.6: Metadata Storage model
Figure 2.7: MT_Data
Figure 2.8: Representation of interaction of Apex and System Figure 2.9: Schema Builder
Figure 2.10: Detail section
Figure 2.11: Fields & Relationship Figure 2.12: Page Layout
Figure 2.13: Buttons, Links and Actions Page Figure 2.14: Compact Layout
Figure 2.15: Objects limits page Figure 2.16: Work Flow
Figure 2.17: Flow building blocks Figure 2.18: Process Builder Figure 2.19: Service Cloud Icon
Figure 2.20: Process Example of customer Contact Figure 2.21: Case Lifecycle
Figure 3.1: Accenture Business Areas Figure 3.2: Cloud-First hierarchy
Figure 3.3: Cross interaction between the Cloud-First Area Figure 3.4: V-Model of my team
Figure 3.5: Used Sandboxes
7 Figure 3.7: Metrics of the CM Project
Figure 3.8: Percentage of the volume of case worked by different Operator Figure 3.9: CM Channels
Figure 3.10: Possible scenario of the process Figure 3.11: CM Home page
Figure 3.12: CM Case page
Figure 3.13: CM Detail page – Log a Call Figure 3.14: CM Detail page – Accetta
Figure 3.15: CM Detail page – Assegna al BO Figure 3.16: CM Detail page – Assegna al II Livello Figure 3.17: Fornitore Object in SIT2 environment Figure 3.18: Weight-Based Case Assignment Process Figure 3.19: User status equals to Offline
Figure 3.20: User status equals to Available – Case Figure 3.21: Omni-Channel assignment process Figure 3.22: Supervisor Omni-Channel page Figure 3.23: Criteria of Attribute-based routing
Table of Graphics
Graphic 3.1: Volume of the cases coming from the different channels Graphic 3.2: Role hierarchy
9
Abstract
This thesis belongs to the work did in the three-months internship into Accenture S.p.A., a leading global professional service company. I was insert in the Technology Business Area, in the Cloud-First subarea. In this area the employees have the goal to analyze and construe the requests of the customer, Accenture is a leading global professional service company design a technical solution and implement it.
My team was involved in CRM application projects, specifically Salesforce CRM. Currently, these types of system are used by all successful companies. It depends on the improvement and immoderate use of all the possible modality used by people to be always connected with each other. People always want to relate to the same companies as we are connected with other people. In the years the companies started to implement and use all the possible channels: from call to email, coming up to the social networks.
The development of CRM System followed the evolution of all these channels, and they offer to the organization the way to improve the contacts and the connection with the customer, using different technologies, different modality and different strategies like Multichannel and Omnichannel.
The Omnichannel strategy works with all the possible channels but remove the boundaries between different sales and marketing channels to create a unified and integrated whole. Actually, the consumers became agnostics respect to the channel: what they are looking for is a coherent and fluid experience regardless of the touchpoint they use.
The omnichannel approach allows marketers to create a coherent experience by communicating with each consumer based on their behavior and what those behaviors say about their preferences, thanks to technologies, such as artificial intelligence and machine learning. These technologies allow the companies to study and forecast the customer behaviors, and they can interact with consumers in a relevant, timely and personalized way.
10 Salesforce is a Cloud technology solution: it is “a service offered by an operator present on the network and which consists of hosting third-party data or applications on one's own web server, making them usable to authorized users via the Internet”1. Data is stored on an external, remote network that employees can access anytime, anywhere there is an internet connection, sometimes with a third-party service provider overseeing installation and maintenance. The cloud's quick, relatively easy deployment capabilities appeal to companies with limited technological expertise or resources.
This technology is the most widespread on the market and Salesforce.com is one of the most used CRM System. As each CRM, Salesforce puts the customer first and pays particular attention to the user experience. It offers a lot of standard, configurable powerful tools and simplify the developer work, but at the same time it provides powerful tools to create app, page, object and code, in other words, tools to customize the solutions.
Salesforce is constantly evolving: it releases new versions and updates three times a year, following the season; each year there are the Winter, Spring and Summer releases. In each release Salesforce adds new tools, new features or new improvements of the existing features.
CRM is not only a software types, but it expresses a business strategy: “a new method of work and process management, which through the achievement of organizational efficiency allows to increase company turnover while ensuring a high level of customer satisfaction”.2
It is proven by market data that the companies that adopt this strategy, combined with a well-defined management strategy of the channels from which the data originate have an improvement of customer satisfaction, customer loyalty, the efficiency of the operators and therefore of the increase in their business.
1 Mention of Duse M., Il CRM Strategico - Come migliorare la competitività aziendale fidelizzando e
centralizzando il cliente, Franco Angeli s.r.l. Milano, 2017
11
Introduction
This thesis belongs to the work did in the three-months internship into Accenture S.p.A., a leading global professional service company. I was insert in the Technology Business Area, in the Cloud-First subarea. In this area the employees have the goal to analyze and construe the requests of the customer, Accenture is a leading global professional service company design a technical solution and implement it.
My team was involved in Salesforce projects: own work consists on the configuration and customization of this CRM system according to the customer request. My team is made by five people divided into three different projects and we collaborate with the consulting people, who have a more closed relationship with the customer and their goal is to catch the customer request; the other is the developer group made by Indian people who build the designed solution. I can assert that my team are in the middle of these two groups: we take the requirements taken by Consulting and we design the Salesforce solution that will be built by Developers. My role is to find the best solution that meet the customer requirement, collected by Consultant team, and address the build of the solution to the Developer Team.
In particular, I work on the Contact Management process: this app is using by call center operator and it automate the retrieve of the customer information from the database and allows the operator to work more efficiently and spend less time. When I started my internship, the project was already in Production Environment, so I took in charge some new change request and I didn’t have the possibility to see the project from the birth. I needed some time first to study what is Salesforce and its use and to study the evolution of the Contact Management app, too.
To explain our work is not required to specify the customer. The CRM System, in this case Salesforce, can be implemented by each type of organization. CRM is a suitable solution to be applied in all market sectors, for all organization size or business type. Some examples3 of Salesforce customer are: Alitalia, AmericanExpress, Boggi Milano, Cirfood, Carlo’s Bakery, Columbia Business School, Euronics, Electric80, Inter, Fondazione per l’infanzia Ronald McDonald Italia, WWF, Financial Time, GE,
12 Tecnocasa Group, Italgas, L’Oréal Americas, OVS, Pandora, Nexive, Eurostar etc. In these examples we have companies and organizations belonging to the most diverse sectors. For this reason and for the impossibility of revealing the entity of our client for reasons of corporate secrecy is not specified the client company.
In the first chapter I analyze what is a CRM System. I start from its definitions belonging from different purviews, I cover the history of its development, I explain the different type of technologies to arrive to a complete description of them and their importance for the different business on the market.
The second chapter was dedicated to explaining the operation of Salesforce: his structure, his architecture, the worked objects and tools, the provided modules and I speak about the Service module, that is the most used by own.
Finally, in the last chapter two solutions to the channel management were presented and compared: the first is a customized solution, design using code, and the second is a standard solution based on the use of a Salesforce tool, the Omni-Channel based on a simple configuration.
13
CHAPTER 1 - THE CRM SYSTEM, ITS
IMPACT ON BUSINESS AND THE
CONTACT MANAGEMENT
In this first chapter we will initially give the definition of the CRM systems, and then go on to see how they have evolved over time.
We will analyze what are the implications of using a CRM system within a company starting from the various technologies that are available on the market, adding observations on the costs that a company must face for their adoption.
The market data of the systems are reported and in particular we will see the growth and the factors that led Salesforce to be one of the most important CRM houses.
Finally, the various channels used for the collection of customer data will be analyzed and we will make an analysis and a comparison of the most adopted channel management strategies: Multichannel and Omnichannel.
1.1 The Customer Relationship Management - CRM
1.1.1 Definitions of Customer Relationship Management - CRMThe Customer Relationship Management is first and foremost a business strategy: “a new method of work and process management, which through the achievement of organizational efficiency allows to increase company turnover while ensuring a high level of customer satisfaction”.4
A more traditional definition was given by Greenberg in the 2003:
“CRM is a philosophy and a business strategy supported by a system and a technology designed to improve human interactions in a business environment.”5
4 Mention of https://www.crmpartners.it/cosecrm/
14 When a company decides to pursue this strategy, it places the customer at the center of its work and its business.
It’s important to divide the CRM as a business strategy to the CRM as a simple installation of an information system. The CRM could exist regardless of the technology with whom a company collects customer data and processes them. In the current state it’s impossible to not consider also the information technology just for the amount of data that a company needs to process.
From the point of view of the Marketing the CRM is “the operational translation of the concept of relationship marketing, an approach to marketing aimed at building long-term relationships with customers (also known as customer oriented or marketing oriented). According to this orientation, the company tends to pursue profit by satisfying the needs of consumers and their loyalty.” 6
The CRM is therefore inextricably linked to the concept of Relationship Marketing. This new type of Marketing thinking is based on the centrality of the individual, the relationships it establishes and the networks (“the set of relationships that can grow to be a complex model”7). In this way, this thinking changes also the traditional marketing mix, as shown in the Figure 1.1:
Figure 1.1: Transformation of marketing mix
The 4P elements aren’t an outdated concept, but now their role is changed: their role is to support the action in the marketing and no longer to guide them.
6 Mention of https://www.glossariomarketing.it/significato/crm/
7 Mention of Gummesson E., Marketing Relazionale - Gestione del marketing nei network di relazione, Ulrico Hoepli Milano, 2010
15 The CRM is founded on the assumption that the existing customer are the most important success factor in a long-term vision. That derives from three consideration:
1. The acquisition costs of new customer are generally higher than the maintenance costs of old customer;
2. A satisfied customer is more inclined to buy back, to spread a good imagine of the company and he pays less attention to the products of the competitors and he’s available to buy new products of the company itself;
3. A dissatisfied customer does exactly the opposite and to a much greater extent than the actions of the satisfied customer.
From the point of view of information systems, the CRM is equivalent to a series of applications that allow information, knowledge to be extracted from the databases, and the set of the tools with whom the company can create and manage the relationship with the customer.
Understanding why it has become so important to create and have an ever-closer relationship with the customer is now necessary. According to a Salesforce study of 2019 about the State of Service conducted on a sample of 3,500 managers and customer service operators worldwide, today the 80% of consumers consider their experience with a company as important as the product and the customer service function is becoming increasingly important in all sectors. It’s also important the changing of the market: the market has become saturated in many of its areas, so the only possibility for a company to make turnover is to keep its market share and take a portion of the competitors' shares.8
8 Rework of https://www.ilsole24ore.com/art/oggi-servizio-clienti-e-sfida-il-top-management-ABBJmgiB - https://www.salesforce.com/blog/2019/03/customer-service-trends.html - https://www.masteruniversity.org/blog/comunicazione/crm/1652/
16
1.1.2 A Brief History 9
The modern CRM software origins to the mid 80’s when direct marketing evolved into Database marketing. The Database marketing is pioneered by Robert and Kate Kestnbaum, it starts to collect and analyze customer information, and it is used to improve and customize the communication with potential customer: the companies began sending more personalized marketing messages and building bigger campaigns thanks more efficiently organization of the contacts and their accessibility in the database. At the same time there was a spread of the computer and the introduction of the client / server architecture that paved the way for an exponential growth of software development.
In the second half of the1980s the first contact management software was born: with it the company can customer details to be collected and stored in an organized way and they became easily accessed, but you couldn't do more than that.
In the 90s there was the real birth of CRM software: first Sales Force Automation (SFA) is developed. This software took many of the features of database marketing, automated them, and combined them with contact management solutions and it dealt with managing the presale activities.
At the same time Customer Service and Support (CSS) functionality were developed to handle the post-sales activities. It was the base of the customer contact centers and the help desk departments. Its limit is the absence of integrations with the other organizational systems and therefore the data remained ends in themselves.
By 1995, SFA and contact management had evolved to closely resemble modern CRM software and the CRM industry finally had its standardized name. From this moment on the interesting in CRM has grown and the ERP vendors entered the CRM market: this competition pushed CRM vendors to provide new customer solution like sales, services, marketing tools as well as inventory control and customer interaction tracking.
9 The whole paragraph is a reworking of https://www.crmswitch.com/crm-industry/crm-industry-history/ -
https://viennaadvantage.com/blog/technologies/history-of-crm-software/ - https://www.digital4.biz/marketing/guida-al-software-crm-cos-e-e-come-utilizzarlo/
17 Near the end of the decade the global market has consolidated and thanks to the rapid growth of the Internet e-CRM systems have developed. Thanks to the use of internet, intranet and extranet the CRM vendors provide a high level of integration and collaboration that hadn’t previously been available. Moreover, the CRM software entered into the mobile market with the introduction of Handheld and Pocket PCs.
Starting from the 2002 the company searched an approach that would help them to grow their revenues by working with customers to better understand their needs, for this all the company found in the CRM strategy this type of approach and the CRM vendor started to develop more comprehensive solutions that would help organizations manage all business relationships.
In this period the CRM software became more flexible and agile and the companies have completely embraced the concept that CRM software is a strategic tool that supports the overall sales and marketing effort.
In 2007 the cloud CRM was born, it’s a very important big change and by 2010 cloud technology began to be integrated into CRM software, allowing organizations to be able to pay per use. Thanks to this new technology, CRM software become more affordable for different kinds of organizations and the companies of all sizes started implementing that. To fully embrace this strategy and to achieve efficiency became clear that all parts of the organization needed to be involved in customer relationship management activities.
In the second half of this decade the social media marketing started to attract attention because the organization saw the power of social media marketing to attract customers. Social CRM software exploded onto the market with the introduction of ComcastCares, an application that focused more on interaction than transaction. Most large corporations quickly followed Comcast’s example, solidifying the place of social CRM.
Through the end of the first decade, and up to the present day, cloud-based and SaaS CRM solutions continue to integrate more features like customer service and social CRM and continue to gain popularity, largely due to their lower initial cost and easy integration with mobile devices.
18 In the last year a new concept of CRM was born focused on the concept of Experience, to become Customer Experience Management. This new concept must take account of all the customer touch-points, both analog and digital. It’s a vision (no longer just a technological solution) focused on managing the experience of users / customers in the interaction, relationship and communication with a brand, in what is now a bimodal path: analogue and digital. The physical dimension is no longer the only one that conditions the customer's experience but is the set of virtual-digital and traditional experiences: the CRM needs to get rich with new functionality like at analytics and artificial intelligence, to be able to analyze and understand this new concept.
The Figure 1.2 shows the evolving of CRM during the years.
Figure 1.2: History of CRM System
1.1.3 CRM into the organization
From a management point of view, the CRM is defined as an integrated and structured process for the management of the relationship with the customers. Its final scope is to establish long-term relationship. A CRM strategy is impossible to do without software, they consist in suite that assist the customer relationships and computerize the activity flows from which customer requests arrive.
19 The CRM system accelerate the transfer of information from customer to organization and vice versa into e-commerce and e-business sector and into traditional sector.
1.1.3.1 Centric customer model10
The Centric customer model expects a strong change of the corporate culture and in all business functions. All the business units must consider the customer as the core of its activities and they must share all the customer data in their possession and therefore pertaining to them with the other business units. The technology will become the container of all this data to make usable and shared them. This is an important change into a corporate culture, so the company needs to pay attention to managing the feelings of the employees and to the resistance to change. The formation of the employees is very important.
1.1.3.2 Factors influencing the importance of CRMs
Into the organizations there are some factors that influence the CRM’s importance. Let's examine some of the most important ones.
1. Intensity of the relationship with customers: it can be considered proportional
to:
a. Frequency of contacts: the greater the number of contacts, the more crm support becomes, given the same factors. Among the most common types of contact we have: series of repeated purchases, contacts within a long-term relationship, mixed situations compared to the previous two;
10 The whole paragraph is a reworking of Duse M., Il CRM Strategico - Come migliorare la competitività
aziendale fidelizzando e centralizzando il cliente, Franco Angeli s.r.l. Milano, 2017
20 b. Continuity of the relationship: a long-term relationship multiplies the
number of contacts per customer, given the same frequency;
c. Customer loyalty: it is a customer behavior who repeat the same purchase from the same supplier. The organizations with frequent and long-term relationships are interesting in monitoring and promote the customer loyalty and the CRM systems are very useful.
2. Number of customers: it determines the Information System opportunity,
because this technology is essential to manage an almost unlimited number of customers;
3. Multichannel of the customer relationship: it indicates the contemporary use of
different channels by the customer. The interaction needs to be based on the same data, so a unique Information System is required.
1.1.4 Different types of CRM system
There are three possible types of CRM system:
1. Operating CRM: set of methodological and technological solutions used to automate the business processes that provide a custom direct contact and the communication tools (phone, fax, email, etc.) to manage it. We can consider outgoing shares to the customer (outbound) and actions coming from the customer (inbound). Example of outbound are the sending of promotional materials, invitations, offers, phone calls or email. Into the B2B companies the CRM helps the traditional sales activities: scheduling of meetings, order analysis, evaluation of leads or prospects. About the inbound activities concern the Call Center. The call center users manage all the phone calls, the email from the customers and in the last years consider also the social networks who have become increasingly important as a contact channel;
2. Analytic CRM: set of tools and procedures to improve the knowledge of the custom extracting data from Operating CRM, the analysis and the forecast studies of the customer behavior to have a complete analysis and improve the customer manage. It’s a continuative action: after the beginning of a new operative task the company evaluates the results to describe the relation of
21 cause-effect and it can defines some corrective actions or changes the initial goals.
3. Strategic CRM: it has the goal to calculate the actual value of the single customer and to speculate the contribution to the business growth through the acquisition of new customers, the development of the actual customers value and the decrease in customer loss. It’s a strategic action that is done at the beginning of every year.
The Operating CRM must always be present because all the information from and to the customer will have to go through this segment. A part of these information converges automatically in the CRM database by informative system else manually by employees.
After the insertion in the Operating CRM lots of data will be processed to obtain a more elaborated analysis. That is doing by Analytic CRM who exploits informatic tools and algorithms. This last are already present in management systems. The analyzes obtained can be used by the management for strategic decisions. The analysis is formalized in specific report or graphic representations.
In the end the Collaborative CRM is as an interface between the customer contact technologies (phone, fax, web, email, etc.) and the Operative CRM. Through this the data is saved in the CRM database. The traditional corporates don’t have this last type of CRM, but it can be the focal point of the corporate with high level of technological contact, in particular the service corporate.
22 Figure 1.4: CRM Structure
1.1.5 CRM Software Technology11 1.1.5.1 Technology types
The CRM term doesn’t mean only a simple software product for the management of the customer. At the same time, it’s important to differentiate the term “Database Marketing”, in use for much longer. Currently, “the Database Marketing is defined as the information background that support the CRM methodology, it represents the database that contains all the custom information that the company stores”.12 So, the Database Marketing is closely linked with CRM.
The types of CRM technology offered are the follows:
• On-Promise CRM: On the market there are many CRM software, a company can buy the licenses of the software to use it. This system puts the onus of administration, control, security and maintenance of the database and information on the company using the CRM software. The software resides on the company's own servers and the user assumes the cost of any upgrades. Each company that decides to use a CRM system needs to customize the
11 The whole paragraph is a reworking of
https://searchcustomerexperience.techtarget.com/definition/CRM-customer-relationship-management 12 Mention of Duse M., Il CRM Strategico - Come migliorare la competitività aziendale fidelizzando e
23 database with the specific data belong to specific market area of the company. For example, the custom interface of system (menu, video, fields etc.) will be adapted to the technical or commercial specificities. Today all the CRM software are sufficiently customizable because the software itself makes available a lot of tools that allow its adaptation.
• Cloud CRM: Another solution, besides commercial CRM, is an “on demand” or Cloud solution usable according to SaaS13 (Software-as-a-Service) and payable through a periodic fee for each user. With this means “a service offered by an operator present on the network and which consists of hosting third-party data or applications on one's own web server, making them usable to authorized users via the Internet”14. Data is stored on an external, remote network that employees can access anytime, anywhere there is an internet connection, sometimes with a third-party service provider overseeing installation and maintenance. The cloud's quick, relatively easy deployment capabilities appeal to companies with limited technological expertise or resources.
Using that solution, the company can adopt all the tools and the complete package, with the rental of the internet space, of the web server and of the CRM application: it is made available for consumption by its customers. The optimization possibility for this solution is limited, but the configurability levels of the services offered and the software functions that can be activated are very high, integration services with the user's management systems are also available.
• Build Solution: This solution consists on a software completely developed by the company, but it’s no longer used.
The following Table 1.115 shows the advantage and disadvantage of all the solution.
13 The definition is in the paragraph 1.2.3.1 SaaS approach
14 Mention of Duse M., Il CRM Strategico - Come migliorare la competitività aziendale fidelizzando e
centralizzando il cliente, Franco Angeli s.r.l. Milano, 2017
15 Source: Duse M., Il CRM Strategico - Come migliorare la competitività aziendale fidelizzando e
24
Solution: On Promise CRM
Advantages:
• Small need of resources that work on the development of the software; • Contractual clause precautionary or protective in the case of the supplier fails or sells to third parties the software;
• The costs are more convenient for the small-medium company.
Disadvantages:
• Company resources must direct the process to to succeed;
• Some components purchased may not be necessary, on the contrary they could be missing some components which will be available only with subsequent releases; • Have to trust the seller's experience.
Solution: Cloud CRM
Advantages:
• Reduced time for the implementation of the solution; • Limited cost and proportional to the
use;
• The supplier can provide the operative, technical support and the formation of the employees;
• The updates are in charge of the supplier;
• There is the possibility to buy a gradual solution (scalability).
Disadvantages:
• The company is heavily dependent on the provider;
• Less customization and limit integration; • Security policies must be guaranteed and
certified.
Solution: Build CRM
Advantages: Disadvantages:
25
• Use only the skill of our company in the manage, the development and the integration of the product; • More customization;
• The costs could be cheaper for large companies.
• The risk of the project failure is everything of the company;
• Most of the time there aren’t example of similar projects into the company.
Table 1.1: Advantages and Disadvantages of the different CRM solution
• Open Source CRM: A new solution, which was developed more recently, is the Open Source Solution16. It’s like the Licence Solution, but without costs. This is available in source format and each user can modify it. The advantages of it are mainly aimed at small company with limited budget: the budget saved can be used to improve the design phase, the definition of the goals and the formation of the users. The disadvantages consist on the lack of presence of specific contracts with no assistance or updates. Some examples of Open Source CRM platforms are OroCRM, SuiteCRM and SugarCRM.
1.1.5.2 CRM cost consideration17
When choosing the CRM software that is best suited to your company, you must make several considerations. It’s essential to be able to understand which are the cost items that must be included in the analysis of the choice regardless of the type of solution adopted. This becomes even more necessary if we consider that the different CRM service providers and the different software houses adopt very different pricing policies and parameters for calculating costs.
Let's analyze some important factors:
1. CRM Technology: the choice of technology in the long term can lead to large
differences in final costs. An advantage of CRM on-demand is that of not requiring the cost of the entire software and installation costs. At the same time, we must keep in mind to the obvious need to pay for the service every month,
16 Definition of Open Source Solution: The source code of a program is the original version written in the development languages. If someone has the source code, he can modify or integrate it.
17 The whole paragraph is a reworking of https://www.softwarecrm.biz/scegliere-il-crm/crm-costi-ragionati/
26 and in addition this solution type not allowing customizations not already provided in the software, which companies with special needs may require. The on-promise solution presents higher initial costs, but it is generally more convenient over time. There is a break-even point, usually in the order of three years, in which the cumulative cost of an on-demand solution becomes equivalent to the on-premise one.
2. Number of users: The number of accounts reflects the number of employees
who can work on CRM simultaneously. Also, for the on-promise solution it’s a factor of interest because the cost depends on the number of accounts, not only for on-demand solution. This cost belongs to the type of license that the company choses. Even more significant is for CRM on-demand, in which almost always the cost is directly proportional to the number of users / accounts required.
3. Type of access: Over time the need to access your CRM has evolved through
different types of devices, from mobile. For this reason, all CRM software has evolved towards solutions that can be used directly by browsers, which do not require any installation on the local computer of the individual user, or in any case make them available. So, the company can access to CRM software by desktop, tablet and mobile. But there may be different situations: the desktop version is considered basic and to take advantage of the mobile version it is necessary to pay an additional cost; there may be licenses that provide any type of access next to others that allow it only for a certain type of device; CRM in mobile version may not offer all the features provided by the desktop version, or may contain parts that are more difficult to use or more difficult to view on the mobile version. This factor is important specially for the on-promise solution, for the on-demand solution, which are accessed only through the web, this almost never poses any kind of problem.
4. Functionalities: The CRM software offers a large range of functionalities and
the costs depend on these. All the CRM provides a set of basic functionalities which includes at least the customer database with the related search functions. The strategy adopted by most CRM service providers, especially for CRM on-deman, is to offer multiple package solutions, which offer ever larger and more
27 costly features. The organization can choose the package solution which he thinks may be the best for his business. During the time he also can decide to adopt functionalities.
Another strategy adopted by CRM Vendors is to offer some particular functionalities at the customer's request, in this way they can meet the needs of the customers, it is used especially for CRM on-promise.
5. Extensibility and interface ability: Extensibility indicates the possibility to add
more functionalities to the basic CRM package, using programmers who develop special code, or by purchasing existing modules from third parties. The interface ability indicates the CRM capacity to interface with other software in order to make additional features available or simplify the work of the operators.
On the market different CRM are present and the choice of CRM must also be made based on its degree of interfacing, possibly selecting those solutions that already have existing interface modules with the desired software. The development of specific modules involves high extra costs. During the time external connection platforms have become very widespread and simplify this work but still imply monthly purchase costs.
6. Customization: It indicates the possibility to customize the CRM according to
the needs of the company. Very often the company needs to adapt the CRM to his particular business or situation. The ease with which a CRM can be customized depends on the software used. Clearly, under the same conditions, the higher this is, the less time is required and consequently the cost is lower. There are two way to customize the software, it’s important to understand if it’s needed a developer or an advanced user: that involves different costs.
7. Formation of the users: It’s very important to remember and consider these
costs. These costs vary greatly, especially due to the number and complexity of the operations that will be performed through CRM. This voice is not directly linked to the software, it’s very important but it will not be taken into consideration.
28 CRM On-Demand CRM On-Promise Number of operator 20 € to 300 € per month CRM without operator restrictions, software costs relatively low with no customization
3 000/4 000 €
Initial setup fee (one-time)
from 100/200 € up to 2 000/3 000 €
CRM more used by big company, depending on number of operator and functionalities.
from 10 0000/15 000 € to 100 000/200 000 € Example:
• Small company with 5 operator and basic needs can spend about 100€ per month;
• Big company with 100 operator and advanced needs can spend up to
50 000 € per month.
Table 1.2: Comparison between CRM On-demand and On-promise
It’s difficult to establish a truly punctual price range, inasmuch as on the market there are a large offer of different CRM software, with different technology, and all the factors that must be considered.
The biggest difficulty consists on understanding which CRM is closest to your current and future needs, in order to adopt a solution that does not require particular customizations, or that in any case reduces them to a minimum or facilitates their implementation. At the same time the large offer of different CRM software also involves significant savings opportunities. The most important thing is to do an analysis of the requirements and the selection of the most suitable CRM software by observing the necessary criteria.
1.1.6 Different areas of CRM18
Marketing: The software CRM allows to send automatically promotional material to
specific targets, and it helps the employees to understand in which process phase customers or prospects are. With this information the company can conclude commercial negotiations more efficiently.
Contact center: CRM automates and optimize the contact center tasks. It provides
in real time to the help desk user detailed information of the customer who is calling.
18 The whole paragraph is a reworking of
https://searchcustomerexperience.techtarget.com/definition/CRM-customer-relationship-management - https://www.digital4.biz/marketing/guida-al-software-crm-cos-e-e-come-utilizzarlo/
29 Examples of information are: story of previous contacts with the same customer, the previous problems had, or purchases made. The user can personalize the conversation and demonstrate to the customer his importance for the company with this information and the conversation become more efficient and effective. This topic will be explored later in the text.
Sales: With the CRM functionality the company can monitor, coordinate and
synchronize sales activities, avoiding duplicating actions or forgetting some steps in the process that leads from the lead generation to the actual transaction.
Social: The use of Social Network in CRM involves business engaging customers
directly through social media platforms. These present an open forum for customers to share experience with a brand whether they are airing grievances or promoting products. CRM presents some tools that monitor everything that happens on the platforms from specific mentions of a brand to the frequency of keywords used, to determine their target audience and which platforms they use. Companies try to integrate social CRM data with other customer data obtained from sales or marketing departments to get a single view of the customer.
Mobile: The CRM applications built for smartphones and tablets have become a
must-have for sales representatives and marketing professionals who want to access customer information and perform tasks when they are not physically in their offices and they can access to all the information everywhere.
B2B practices: A CRM system in a B2B environment helps monitor sales as they
move through the sales funnel, enabling a business to address any issues that might come up during the process. They help create more visibility into leads and, therefore, increase efficiency throughout the sales process.
Focus on Social CRM
To the present days the development and the spread of Internet and in particular, the massive use of Social Networks led to include them as a channel to the customer contact management. These channels, more than all the others, allow a direct contact to the customer. We have returned to a local market logic, composed on daily contact, personal negotiation but it’s extended to thousands of people and managed by technology. From the Social Networks the company can capture and save a lot of
30 personal information and the customers see them as a tool to contact companies, like the green numbers of the call center. The companies need to use it as a channel of communication, as a phone or email.
To understand how widespread the internet and the use of social networks are we observe the following figures and table19:
Figure 1.6: Digital and annual digital growth (Jan18-Jan19)20
19 Source of data: https://thenextweb.com/contributors/2019/01/30/digital-trends-2019-every-single-stat-you-need-to-know-about-the-internet/
20 The icons used in the Figure are taken from https://thenounproject.com/ Figure 1.5: History of Social CRM evolution
31 World’s most visited Website, based on total global website traffic.
Position Website Category Time per visit
1 Google.com Search 09m 12s 2 Youtube.com Video 21m 36s 3 Facebook.com Social 11m 44s 4 Baidu.com Search 06m 53s 5 Wikipedia.org Reference 03m 45s 6 Yahoo.com Portal 06m 26s 7 Twitter.com Social 09m 14s 8 Pornhub.com Adult 10m 16s 9 Yandex.ru Search 10m 43s 10 Instagram.com Social 06m 25s
Table 1.3: Ranking of the most visited sites21
We can be observed from these data a continuous growth of the use of the web and in particular of the Social Network. It confirms their importance also in the Business reality as a channel to the contact management. In the Table we can observe that the Social Network fall into the top ten places, and this ranking considers only the access by web and not by mobile app.
In this landscape the CRM expands its definition including the Social Network. The information flow linked to the customer life gets bigger than the information flow linked to the sales data, so for the company is essential to exploit them as new channels of CRM with all the data belong to them in their analysis process.
21 Source: https://thenextweb.com/contributors/2019/01/30/digital-trends-2019-every-single-stat-you-need-to-know-about-the-internet/
32 “Social CRM, or Social Relationship Management, is customer relationship management and engagement fostered by communication with customers through social networking sites, such as Twitter and Facebook.”22
This new approach allows to create a different type of communication, support, assistance and also to measure degree of satisfaction, perceived quality and the desires of the our or potential customers. The use of the Social Networks creates a place when a customer can establish a dialogue with another customer: he can connect with other customers of the same company. This creates an exchange of views, comments, experiences that come directly from customers and not from the company. The latter must learn to use the platforms to acquire new customers and collect data. The data belong to these channels added to those belonging to others can be very useful for the company: the vendor can come to understand the 'sentiment' of a particular set of customers for a given product or service; it can capture new ideas, predict consumer trends and future desires. As a result, it becomes possible to develop CRM strategies and activities to create the expectation and plan the market introduction of new products or services more likely to be successful on the market.
The value added by Social CRM is summarized in the following points:
• Greater correspondence between company offer and customer needs;
• Lower communication cost;
• Increase of customer loyalty and customer care from word of mouth among customers;
• Possibility to monitoring by listening the moods and the comments of the customers and to have fast feed-back with reduced costs of the perceived quality of the brand and the products;
• In case of dissatisfaction or disappointment of the customer, the company can act immediately, avoiding the creation of claims;
• Control and improve the web reputation.
33
1.1.7 CRM software vendors and Market data23
There are a lot of vendor of CRM on the market. Each one has the same goals: to encourage sales, increase productivity and develop new marketing activities. The companies that correctly integrate the CRM software can have a unique interface when it can view the purchasing and the links between information. Considering the fundamental help that CRM software can bring to the success of any company, it is increasingly important to find a supplier that offers the features, integrations and customization techniques most suited to business needs.
The milestone of CRM suite is considered the CRM developed by the Siebel Systems from 1993. In the 2005 it was acquired by Oracle.
The players in the high-end market are the same as those of the ERP market: Peoplesoft (recently acquired by Oracle), and SAP and Oracle are the leaders. Other players who have established interesting CRM products on the market are Microsoft, Salesforce and Oracle CRM On Demand: they computerize all the contact channels, provide common databases and an analytic and strategic CRM with annex warehouse and offer vertical solution for telecommunications, banks and other sectors.
The analytic and strategic CRM forms another market segment: besides the big CRM vendor there are the offers proposed by business intelligence technology specialists as SAS and BO (recently acquired by SAS).
The leader of the on-demand or SaaS (Software as a Service) is Salesforce.com: it offers a CRM solution for which the companies pay a monthly fee per single user and delegate the infrastructures manage to the software house.
CRM Market Data24
The Gartner company says that the worldwide spending on CRM software had an increase of 15.6% to reach $48.2 billion in 2018. CRM continues to be the largest and the fastest growing enterprise application software category.
23 The whole paragraph is a reworking of Niccolini F., Organizzazione Aziendale e sistemi informativi, McGraw-Hill Education, 2017
24 Source: https://www.gartner.com/en/newsroom/press-releases/2019-06-17-gartner-says-worldwide-customer-experience-and-relati
34 Worldwide revenue related to the enterprise application software totaled more than $193.6 billion in 2018 with an increase equal to 12.5% from the last years. The CRM represents almost a quarter of that revenue.
Approximately 72.9% of CRM spending is intended to the SaaS Software, that is assumed increases up to 75% in the 2019: the main drivers are agility, flexibility, requirement for remote and mobile users.
The Table 1.4 shows the top five CRM software vendors accounted for more than 40% of the total market in 2018.
Table 1.4: CRM Data Market25
All subsegments of the CRM market grew by more than 13.7%, with marketing emerging as the fastest growing segment, increasing by 18.8% and representing more than 25% of the entire CRM market. Customer service and support retains its first position, contributing 35.7% of CRM market revenue.
1.2 Salesforce.com
In this paragraph I will tell about the Salesforce.com Organization, giving some history information and analyzing the success of it.
25 Source: Gartner (June 2019)
35 In the chapter 2 I will explain the structure of the software and its operating mode.
1.2.1 Brief History of the Organization26
Salesforce.com is a cloud computing society based in San Francisco (USA). It distributes software for companies based on subscription to its services (on-demand solutions): Salesforce hosts the application off-site. It’s famous thanks to its CRM solution, in the last years it has expanded in the social enterprise environment, following the topical social CRM current.
Salesforce was founded in the 1999 by Marc Benioff, Parker Harris, Dave Moellenhoff, e Frank Dominguez, former members of the Oracle executive. At the beginning it is a company specializing in SaaS, Software as a Service. The last three wrote the initial code of sales automation.
In 2003 Dreamforce was born: it is a series of events, which last even for days, around the country. They showcased the latest Salesforce features and roadmap, as well as allowed customers to network and talk about how to get more out of the product, in particular Dreamforce was used to launch a product called Sforce 2.0 – The industry’s first on-demand application service.
Salesforce is listed on the stock exchange in June of 2004 with the initial public offer on the New York Stock Exchange with the name CRM and it collects a capital of 110 million dollars. Among the first investors there were Marc Benioff, Mark Iscaro, Larry Ellison, Halsey Minor, Magdalena Yesil, Igor Sill e Geneva Venture Partners.
In 2005 Salesforce developed a service that would change business software forever: The AppExchange. It’s offered partners a place where they could develop their own applications and open them up to all Salesforce customers. Forbes defined it the “iTunes of business software”.
During the Dreamforce Salesforce presented Apex. It was Salesforce’s On-Demand Programming Language which allows third parties to write and run code on Salesforce.com’s multi-tenant, shared architecture. This empowers customers,
26 The whole paragraph is a reworking of https://www.cloudtalk.it/salesforce-la-storia-ed-il-business-della-compagnia-saas/ - https://www.salesforceben.com/brief-history-salesforce-com/
36 partners and developers with the same language and platform that have allowed salesforce.com to build its industry-leading on-demand service.
In the November of 2007 a phishing attack27 compromised the contact information of a large number of Salesforce customers and they are used to send phishing email. This fact indicated that the CRM industries needs of more security for the customer against spam threats. Salesforce during the years presents another problem: long periods of down, for example in the 2009 the service remains not available for more than 40 minutes and this led to large losses for customers.
During the Dreamforce 2008 Force.com and Visualforce were presented. Visualforce is a technology that allowed for users to create any user interface they wanted, they could build forms, buttons, links and embed anything they liked. This paved the way for the logical extension of the Salesforce SaaS platform, Platform-as-a-Service that was called Force.com and it opened possibilities for customers to build their own custom applications.
In July of 2011 Salesforce reached the number of 100 000 customers and in the same year it is nominated most innovative company in the world by Forbes.
Before the 2012 Salesforce did three big acquisition: Radian 6, a social listening tool, for $326M; Buddy Media which specializes in publishing and analyzing social media content for $745M and finally ExactTarget which contained a variety of media marketing tools, for a grand price of $2.5B. These three acquisitions stood at a total of nearly $3.6B and formed the basis for the Salesforce Marketing Cloud that was presented on the Dreamforce of 2012.
Before 2013 Salesforce had a mobile application called Salesforce Mobile, that gave you access to a select amount of your information from your phone. Unfortunately, with the growing mobile age, this wasn’t enough, people needed a better way to interact with all their data, apps and customers. To keep up with this development, in the 2013, Salesforce rolled out the Salesforce1 platform, with the goal to open access to as much information, to Salesforce Apps, custom applications and integrations.
27 Phishing is an attempt at fraud put into practice through the Internet which has the sole purpose of stealing confidential and sensitive information such as, for example, usernames, passwords, access codes, current account numbers or credit card data. –
37 Salesforce1 Platform became the Lightning user interface (UI) in the 2015. With this new UI Salesforce looked to change the way Salesforce.com looked through a browser and this would also unify the look and feel across Salesforce no matter what device you were using.
In the 2016 Salesforce entered also in the Artificial Intelligence world with Einstein Analytics: it delivers advanced AI capabilities to sales, service and marketing.
Now Salesforce has offices scattered around the world: Dublin, Singapore, Tokyo, Toronto, New York, London, Sydney and San Mateo in California. Its services are translated in 16 languages.
Some examples28 of Salesforce customer: Alitalia, AmericanExpress, Boggi Milano, Cirfood, Carlo’s Bakery, Columbia Business School, Euronics, Electric80, Inter, Fondazione per l’infanzia Ronald McDonald Italia, WWF, Financial Time, GE, Tecnocasa Group, Italgas, L’Oréal Americas, OVS, Pandora, Nexive, Eurostar etc. In these examples we have companies and organizations belonging to the most diverse sectors. It means that Salesforce is a suitable solution to be applied in all market sectors, for all organization size or business type.
Another important success factor is that Salesforce creates, during the years, not a group of employees in the world, but a community. People have a sense of belonging to Salesforce as the company itself has put people in the hands of all the ways to know and speak the same language of the software. For it was very important the creation of the Salesforce Community and Developers, when all the users and developers can interchange opinions, applications, doubts, ideas and helps.
In the following Figure some Salesforce information about its business and its awards are reported.
38 Figure 1.7: Position of Salesforce in Forbes rankings29
Figure 1.8: Salesforce number 30
29 Source: https://www.forbes.com/companies/salesforce/#639e781e7a2b 30 Source: https://www.forbes.com/companies/salesforce/#639e781e7a2b
39 Figure 1.9: Salesforce awards 31
1.2.2 Success factors 32
During his 20 years of life Salesforce has built an empire of $13 Billion from a CRM, helping the creation of a $250 billion global market.
In the following I will go to analyze the most important factors that led salesforce to achieve this result.
• The first factor is the idea with which it was born: “software should be delivered 24/7 to people over the cloud”. Salesforce is the first company that provides a software on the cloud, and during the years all the companies that at the beginning provide only on promise solution, now, belatedly, they are passed to develop cloud solutions and they try to imitate Salesforce. It sold the idea of the cloud as relatively straightforward product. After that it started to build some new products and search the way to expand its growing ecosystem to drive revenue back to it. Now, they’re defending their position as an incumbent by building more use cases and improving their own products in direct response to competitors.
• A very decisive choice for success has been to create a product that is simpler and easier to use than the bulky products that were available, which would allow a quick configuration, easy integration with other and old systems, which was easy to pay per user and could always run fast. Early product development and marketing centered around a simple idea: making CRM software easier to use.
31 Source: https://www.salesforce.com/it/company/about-us/
40
• At the beginning of the 2000 Salesforce created an aggressive marketing strategy around their CRM: they organized some big and strange event (for example the Siebel protests and the “End of Software” party) and the Dreamforce, already mentioned above. All these things made sure we talked about Salesforce and people and companies spoke about this software.
• After that Salesforce have opened the doors of this market, a lot of new and small companies started to be born. Salesforce decided to not fight against them but to learned in. They built a platform where developers could build custom applications on top of Salesforce and created a central community where Salesforce users could build and sell their apps. They also started expanding their core offerings beyond a CRM by acquiring other SaaS companies and repurposing them within their own suite of products. Salesforce has expired to offer more cloud products, like support and collaboration tools. It created wider network that became more attractive for developers to build on, which in turn increased the value of Salesforce’s offerings. The more the cloud grew, the more Salesforce grew. It gave developers a supportive community and audience, in particular by ApexExchange.
• Salesforce made investments in the startup and finally bought it to acquire their knowhow and improve its products. An example is the acquired of social media monitoring platform Radian 6 to integrate social media data and CRM data: the company continued to expand their offerings on their Marketing Cloud.
• Salesforce was able to shift their strategy to remain in the market during the born or the rise of the other companies: they’ve doubled down on utilizing the latest technology to improve their own products in direct response to competitors’ moves. Salesforce also open the market to the small and medium company sizes.
1.2.3 The different approaches of Cloud Solution33
The Cloud technology is a form of advanced technological outsourcing. The company can entrust the management of one or more IT resource to a specialized provider. The
33 The whole paragraph is a reworking of https://www.zerounoweb.it/cloud-computing/cloud-anzi-saas-paas-daas-e-iaas-significato-e-guida-ai-vantaggi-dell-on-demand/
41 resources are provided by Web through an outsourcing contract. The company doesn’t sustain the expenses of purchase of licenses or machines to use services indispensable to the business.
The supplier maintain all the infrastructure and it use a pay per use formula, all with a subscription to certain service features and security features that guarantee business continuity.
The companies avoid buying software, hardware, network systems and clusters of simple IT solutions (desktop, storage, server, appliance) or more complex (an entire data center). Companies may not consider the burdens and constraints associated with the monitoring, maintenance and updating of applications and machinery as all this is paid in the amount established by the contract.
All these things are already examined in the previous paragraphs. In the current one I will go to explain the difference between the SaaS and the PaaS approaches.
1.2.3.1 SaaS approach
SaaS, or Software as a Service, is a software distribution model (for example management, middleware, e-mail management programs, videoconferencing as well as CRM modules, Business Intelligence, HR management) in which a producer develops, operates (directly or through third parties) and manages a web application, making it available to its customers via the Internet.
In this case the company who uses the service doesn’t control the infrastructure that supports the software. The company can only decide whether to limit the functionality of the software by establishing identity management and access prioritization criteria through a set of dedicated configurations.
The applications based on a SaaS model are built natively in a Web logic and optimized for delivery via the Internet. These offers are generally hosted and provided directly by those who produced them (at most relying on an external infrastructure for public cloud computing).
In addition, the SaaS approach proposes a payment to the company based on consumption (the indicators for measuring it vary according to the type of software).
