Differences in ERP business services

Does the ERP (Enterprise Resource Planning), also known as integrated business management systems market, are adapted to the new service businesses?

Thousands of new companies that emerged after the advent of the internet, technology consulting, digital marketing agencies, equipment rental, outsourcing, energy trading and others. To use a neologism quoted by the consultant and professor at ESPM Carlos Alberto Julio, an increasing number of companies are committed to converting products and services bring new recurring revenue for your business.

Betting on this idea, builders created rental heavy with the objective of generating revenue in periods of idleness equipment companies. Another example is the provision of software in the cloud, which brings recurring revenue, instead of the traditional software licensing, in which the buyer pays only once. New business involving collaborative consumption (example), asset sharing, are examples of other businesses that have transformed products or assets in annual revenues.

Given this scenario, is that these new business-focused services today have a range of adapted management system?

Firstly, it is worth analyzing the origin of the major market systems. Many were born in the 80s and 90s of last century, focusing on the industry, which accounted for a large share of the economy at that time.

Today, in Brazil, the service sector accounts for over 75% of formal employment and 68.5% of the Gross Domestic Product, according to recent research by the IBGE.

Thinking of collaborating with some insights into this new market reality, I highlight some key points to consider whether the current ERP (or future) is adherent to the emergent and dynamic company today services:

1. Services require flexibility:

As important as the functions of ERP is the ability to support changes to the “plane in the air.” Able to reconfigure the system conveniently and quickly is crucial to meet increasingly demanding and “unstable” customers to tailor sales policies and dynamic flows (workflows). An ERP was born to meet industrial processes may have an answer for reconfiguration of more slow and procedural changes.

2. Services demand elasticity:

Seasonality and peak demand are much more aggressive in the service sector. Volume of application, delivery, billing, appointment hours vary greatly on certain days. In addition, the service company depends less capital intensive to expand its growth than the industry, and therefore, the response times are critical for an ERP services company. What is the current performance of the ERP in days and peak times? There is physical and logical constraints to growth? You can adjust capacity on demand using have infrastructure in the cloud, for example?

3. Services require “projectized” structure:

Many service companies need to combine their operations in projects, works or contracts. This is essential for controlling the performance of the operations. But is that contracts or projects should be another module or system? Each transaction of purchase and sale must be connected in a natural and fluid to a structure of projects, maintaining the speed and productivity. Their current ERP can give this answer without bureaucratising controls?

4. Services require more than one ERP:

For service companies, the ERP is still the heart of the business, but not enough for all business processes. The integrated ERP with CRM and social networking is based on the structure of processes of a modern service company. Your ERP is monolithic or allows easy integration to e-commerce and Web 2.0?

5. Intelligence Services require:

Unlike monthly analysis of results, service firms need “intelligent information” online. Ie, the results of sales campaigns, for example, need to be analyzed every day, every hour, every minute, and not depend on the determination of financial results or closing day. In addition, BI (Business Intelligence) in the past, did not reach all hierarchical levels of enterprises.

For a modern service company, that is fatal, because performance is achieved at the tips, in the operational area. Control panels must be available for the CEO and the manager of purchasing and billing. Your ERP has thousands of reports that nobody knows how to use? Or has centers of intuitive information to all levels of the company?

These questions must be made ​​at the time of acquisition of a new business management system. The developers of this type are already aware platform to market needs and bringing specific modules for each business niche. For service businesses, which are turning and also changing the world we live in, there is already the right ERP can make a difference and put the company a few steps ahead of the competition. Services, this may be what is needed to achieve success more easily.

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