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BUSINESS BLUEPRINT FOR MYSAP CRM IMPLEMENTATION @EXIDE AN INTRODUCTION........

5
INTRODUCTION.........................................................................................................................................................5
GOAL OF THE BLUEPRINT............................................................................................................................................5
STRUCTURE.................................................................................................................................................................5
OTHER DOCUMENTS....................................................................................................................................................5
1.0 MASTER DATA......................................................................................................................................................6
1.1 BUSINESS PARTNER...............................................................................................................................................6
1.2 ORGANIZATIONAL MANAGEMENT.......................................................................................................................12
1.3 TERRITORY MANAGEMENT..................................................................................................................................16
1.4 PRODUCT MASTER...............................................................................................................................................17
1.5 PRICE MASTER.....................................................................................................................................................20
1.6 MASTER DATA MANAGEMENT............................................................................................................................23
2.0 SERVICE FUNCTIONAL SCENARIOS FUNCTIONAL SCOPE...............................................................25
2.1 INSTALLED BASE .................................................................................................................................................25
2.2 COMPLAINT & WARRANTY.................................................................................................................................27
2.2.1 FMIB: Complaint handling.........................................................................................................................28
2.2.2 Railway Complaint......................................................................................................................................34
2.2.3 Solar complaint handling............................................................................................................................34
2.2.5 Catalogs, Code Groups and Codes.............................................................................................................35
2.2.6 Reason for Rejection....................................................................................................................................37
2.2.7 Integration with R/3.....................................................................................................................................38
2.2.8 Warranty......................................................................................................................................................40
2.3 SERVICE PROCESS................................................................................................................................................44
2.3.1 Service Quotation........................................................................................................................................44
2.3.2 Service Contract or Annual Maintenance Contract (AMC):.......................................................................44
2.3.3 Planned services..........................................................................................................................................49
2.4 SERVICE ORDERS.................................................................................................................................................54
2.4.1Installation & Commissioning......................................................................................................................55
2.4.2 Repair & Rectification.................................................................................................................................56
2.4.3 Overhauling of the battery bank..................................................................................................................57
2.4.4 Initial Filling & Charging..........................................................................................................................59
2.5 SERVICE CONFIRMATION.....................................................................................................................................59
2.5.1Service Invoicing and costs in CRM.............................................................................................................62
2.6 ASP EVALUATION ACTIVITY................................................................................................................................62
2.7 CASE MANAGEMENT...........................................................................................................................................63
2.7.1 8D/Case Management.................................................................................................................................63
2.8 SOLUTION DATABASE...........................................................................................................................................66
2.9 SERVICE ANALYTICS............................................................................................................................................67
3.0 SALES FUNCTIONAL SCENARIOS FUNCTIONAL SCOPE....................................................................70
3.1 ACTIVITY MANAGEMENT....................................................................................................................................70
3.2 OPPORTUNITY MANAGEMENT:............................................................................................................................72
3.2.1 Infrastructure - Power & Projects: New Projects.......................................................................................73
3.2.2 Infrastructure - Power & Projects: Replacement........................................................................................75
3.2.3 Telecom: Supply to Government Customers/ Service Providers (BSNL, MTNL and DOT) through Switch
Manufacturers like Nokia, Ericsson.....................................................................................................................76
3.2.4 Telecom: Supply To Private Service Providers (Airtel, Hutch, Reliance)...................................................78

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3.2.5 Telecom: Supply To Private Service Providers (Tata Tele services, Reliance) through Switch
Manufacturers e.g. Motorola................................................................................................................................79
3.2.6 Traction: Replacement Traction Trade.....................................................................................................79
3.2.7 Traction: Replacement OEM..................................................................................................................80
3.2.8 FMIB Existing UPS OEM........................................................................................................................82
3.2.9 FMIB Existing Dealer.............................................................................................................................84
3.2.10 FMIB New Dealer..................................................................................................................................84
3.2.11 FMIB New OEM.....................................................................................................................................84
3.2.12 Defence......................................................................................................................................................85
3.2.13 Caplamps...................................................................................................................................................85
3.2.14 Exports: CBSEA: For Cells......................................................................................................................86
3.2.15 Exports: CBSEA: Battery Bank................................................................................................................86
3.2.16 Exports: CBSEA: for specific requirement...............................................................................................86
3.2.17 Exports: ESPEX.........................................................................................................................................87
3.2.18 Non-CBSEA/ESPEX: For Cells.................................................................................................................87
3.2.19 Non-CBSEA/ESPEX: Battery Bank...........................................................................................................87
3.2.20 Non-CBSEA/ESPEX: specific requirement...............................................................................................88
3.3 QUOTATION MANAGEMENT.................................................................................................................................88
3.3.1 Infrastructure - Power & Projects: New Projects.......................................................................................88
3.3.2 Infrastructure - Power & Projects: Replacement........................................................................................90
3.3.3 Infrastructure Railways Direct Supply..................................................................................................91
3.3.4 Railways: Supply through Contractors and Integrated Power Supply (IPS)..............................................91
3.3.5 Telecom: Direct Supply To Government Customers (BSNL, MTNL, DOT)................................................92
3.3.6 Telecom: Supply to Government Customers/Service Providers (BSNL, MTNL, DOT) through Switch
Manufacturer like Nokia, Ericsson etc.................................................................................................................92
3.3.7 Supply To Private Service Providers (Airtel, Hutch, Reliance)...................................................................93
3.3.8 Supply To Private Service Providers (Tata Teleservices, Reliance) through Switch Manufacturers
(Motorola).............................................................................................................................................................95
Same as Telecom: Supply To Government Customers/Service Providers (BSNL, MTNL, DOT) through Switch
Manufacturer like Nokia, Ericsson etc.................................................................................................................95
3.3.9 Solar............................................................................................................................................................95
3.3.10 Traction: Replacement (Traction Trade)...................................................................................................95
3.3.11 FMIB: Existing OEM/New OEM/Existing Dealer/New Dealer/NIC/DGS&D..........................................96
3.3.12 Defence......................................................................................................................................................96
3.3.13 CAPLAMPS...............................................................................................................................................96
3.3.14 Exports: CBSEA: For Cells......................................................................................................................97
3.3.15 Exports: CBSEA: Battery Bank................................................................................................................97
3.3.16 Exports: CBSEA: for specific requirement...............................................................................................98
3.3.17 Exports: ESPEX.........................................................................................................................................98
3.3.18 Exports: Non-CBSEA/ESPEX: For Cells..................................................................................................98
3.3.19 Exports: Non-CBSEA/ESPEX: For Battery Banks....................................................................................99
3.3.20 Non-CBSEA/ESPEX: For Specific Requirement.......................................................................................99
3.4 SALES ORDER......................................................................................................................................................99
3.4.1 Infrastructure - Power & Projects: New Projects.....................................................................................100
3.4.2 Infrastructure - Power & Projects: Replacement......................................................................................101
3.4.3 Infrastructure Railways Direct Supply................................................................................................102
3.4.4 Railways: Supply through Contractors and Integrated Power Supply (IPS)............................................104
3.4.5 Telecom: Direct Supply to Government Customers (BSNL, MTNL, DOT)..............................................104
3.4.6 Telecom: Supply to Government Customers/ Service Providers (BSNL, MTNL, DOT) through Switch
Manufacturers like Nokia, Ericsson etc..............................................................................................................106
3.4.7 Supply to Private Service Providers (Airtel, Hutch, Reliance).................................................................107

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3.4.8 Supply to Private Service Providers (Tata Teleservices, Reliance) through Switch Manufacturers
(Motorola)...........................................................................................................................................................109
Same as Telecom: Supply to Government Customers/ Service Providers (BSNL, MTNL, DOT) through Switch
Manufacturers like Nokia, Ericsson etc..............................................................................................................109
3.4.9 Solar..........................................................................................................................................................109
3.4.10 Traction: Replacement (Traction Trade).................................................................................................110
3.4.11 Traction: OEM.........................................................................................................................................111
3.4.12 FMIB - Existing OEM..............................................................................................................................112
3.4.14 FMIB New OEM...................................................................................................................................113
3.4.15 FMIB Existing Dealer..............................................................................................................................114
3.4.16 FMIB New Dealer....................................................................................................................................115
3.4.17 Defence....................................................................................................................................................116
3.4.18 CAPLAMPS.............................................................................................................................................116
3.4.19 Exports: CBSEA: For Cells.....................................................................................................................116
3.4.20 Exports: CBSEA: Battery Bank...............................................................................................................118
3.4.21 Exports: CBSEA: For Specific Requirement...........................................................................................119
3.4.22 Exports: ESPEX.......................................................................................................................................121
3.4.23 Exports: Non CBSEA/ESPEX For Cells..................................................................................................122
3.4.24 Exports: Non CBSEA/ESPEX For Battery Bank.....................................................................................124
3.4.25 Exports: Non CBSEA/ESPEX For Specific Requirement........................................................................125
3.5 SALES PLANNING..............................................................................................................................................128
Purpose...............................................................................................................................................................128
3.5.1 Telecom, Power & Project, Traction, FMIB-OEM....................................................................................129
3.5.2 FMIB Trade...............................................................................................................................................130
4. MARKETING FUNCTIONAL SCENARIOS FUNCTIONAL SCOPE.......................................................131
4.1 BUDGETING & MARKETING PLANNING............................................................................................................131
4.2 CAMPAIGN PREPARATION..................................................................................................................................134
4.2.1 Segmentation.............................................................................................................................................134
4.2.2 Maintain Attributes and Attribute Sets......................................................................................................138
4.2.3 Target Group creation................................................................................................................................138
4.2.4 Creating Campaigns and Campaigns Elements........................................................................................138
4.2.5 Communication Channel...........................................................................................................................140
4.2.6 Personalized Mail Form............................................................................................................................141
4.2.7 Content Management Templates................................................................................................................141
4.3 CAMPAIGN EXECUTION.....................................................................................................................................142
4.4 MARKETING CALENDAR....................................................................................................................................143
4.5 EXTERNAL LIST MANAGEMENT........................................................................................................................143
4.6 PRODUCT PROPOSAL.........................................................................................................................................144
4.7 LEAD MANAGEMENT.........................................................................................................................................145
4.7.1 Surveys.......................................................................................................................................................148
4.8 ACTIVITY MANAGEMENT..................................................................................................................................149
4.8.1 Standard Activities.....................................................................................................................................150
4.8.2 New Product Development Activity...........................................................................................................151
4.8.3 New Product Proposal Activity..................................................................................................................153
5.0 REPORTS............................................................................................................................................................155
5.1 SALES................................................................................................................................................................156
5.2 SERVICE.............................................................................................................................................................156
5.3 MARKETING.......................................................................................................................................................156
5.3.1 Campaign Analysis....................................................................................................................................156

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5.3.2 Lead analysis.............................................................................................................................................156


6.0 LIST OF INTERFACES & DEVELOPMENT................................................................................................158
6.1 DEVELOPMENTS SALES...................................................................................................................................158
6.2 DEVELOPMENT SERVICE..................................................................................................................................158
6.3 ENHANCEMENTS................................................................................................................................................159
6.4 INTERFACES SALES.........................................................................................................................................159
6.5 INTERFACES- SERVICE.......................................................................................................................................159
7.0 ADDENDUM.......................................................................................................................................................160
7.1 SALES FLOW CHART SEGMENT WISE...............................................................................................................160

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Document Management
Prepared
By
Reviewed
By
Approved
By

Name
Rakesh Kumar
Ashok Mohanty
Syed Aleem
Saurabh Dutta
Kannan Iyer
Jahar Sengupta
Rakesh Bhatia

Date

Signature

27/10/2005
31/10/2005

Version Management
Version No.
Changes in Document
1.0
New Document Creation

Date Changed
27/10/2005

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Changed By

Business Blueprint for mySAP CRM Implementation @EXIDE An


Introduction
Introduction
Goal of the Blueprint
This document is the result of various Brown Paper Workshops prepared
during Phase I of my SAP CRM Implementation for Exide Batteries,
Kolkata by SAP Consulting team. Its goal is to describe the way in which
SAP CRM system will support various Sales, Service & Marketing Processes
within Exide. This Business Blueprint will be basis for all Customizations and
Developments to be done in the Implementation phase.
Structure
This Blueprint document consists of this introduction chapter, a process
overview of Sales, Service & Marketing processes and several chapters that
detail the processes that are in scope of this project, as well as separate
chapters on Master data, reporting and Legacy data conversion. The process
chapters contain:
Process description
Description of how the process will be supported by SAP
Integration issues with other processes/systems
No. Ranges
Document Types
Internal/External Integrations
Inter modular integration issues
Programming issues
Any new field to be created
Any new forms
Any uploading programs
Validations
Other Documents
This Blueprint document is based on:
Brown Paper Workshop Summary Document
Discussion with process owners and core team members of Exide

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1.0 Master Data


1.1 Business Partner
Business partners are at the center of the business transaction, and thus center of
the business interest. All relevant information about a business must therefore be
available in a consolidated form. The customer therefore needs to have a central
and comprehensive view of the customer. A business partner can only be created
once, regardless of transactions in which it is being used. For example if a company
is both a prospect and a customer, the data has to be maintained once. However a
business partner can figure in a company in other ways. Depending on the business
process in which a business partner participates, the information required about the
business partner may vary considerably. For example the business partner
participating in delivery process has a different set of data and business partner
participating in sales process has a different set of data. A business partner can be
in contact with another business partner. These are relationships in CRM and they
can be very different in nature. So the business partner concept in CRM is broad as
compared to R/3. The business partners in CRM are as per their roles where as
there is no concept of roles in R/3. In CRM system, the business partner can be a
customer (sold-to party, ship-to party) or Prospect or suspect or employee or
contractor or Inspector or coach etc. The role-based concept of CRM allows a
business partners data to be maintained independently. For example the business
partner role employee has a different set of data where as the business partner role
prospect has a different set of data.
Additional Business Partner Roles for Exide CRM
Dealer
Sub Dealer
OEM
End User
Institution
Consultant
Specification Provider
Inspection Agency
Test Laboratory
Govt. Regulatory Body
Charger Manufacturer
System Integrator
Agent
Switch Manufacturer
EPC Contractor

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Fork Lift Manufacturer


Zonal Railways
Manufacturing Unit (Rly.)
Depot
Nodal Agency
Exide Business Partner
CBSEA Business Partner
ESPEX Business Partner
Sold To Party
Ship To Party
Bill To Party
Payer
Employees
Individual End Users
Institutional Contact Person
Facilitators
Competitors
Industry Sector
Government
Private
Overseas
Individual Persons
Industry segment
Power
Fertilizer
Steel
Aluminium
Education
Cement
Mine
Oil & Natural Gas
Info tech
Telecom
Petroleum
Aviation
Bank
Insurance
Hotel
Others

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SAP R/3 and SAP CRM have contrasting data models: The business partner concept
in CRM is more flexible than the customer master in SAP R/3. SAP R/3 and SAP
CRM have different, independent concepts regarding number range assignment,
data display, and data usage.
For this reason, you cannot use the business partner role and business partner
grouping for mapping to account groups. To map to account groups, you use the
classification.
Business Partner data:
Business Partner data is used in many business transactions. The system proposes
business partner master data in the appropriate fields when, for example, you
create a sales order in my SAP CRM. A business partner can be created in the CRM
enterprise from many sources as below:
Following methods will be adopted for business partner creation.
Initial load from R/3: Business partner data can be imported into the CRM
enterprise system from R/3 system using middleware functionality of CRM.
People-Centric CRM: If the role has the Account and Contact Management work
set, then the user could maintain a business partner. For example, the Sales
Representative role allows the sales representative to maintain his customer
accounts. The Sales representative uses the Portal to access the account and
maintain the changes. When saved, the account information is transferred to the
CRM enterprise.
My SAP CRM Interaction Center: With the Win client Contact Center, an agent
can create or change the account information. This data is transferred to the CRM
enterprise.
BP Maintenance in CRM Online: The user can create or change the business
partner directly through the CRM enterprise through a transaction.
SAP BW (Leads): This allows you to import lists into SAP BW that you can then
transfer into the CRM system using the Segment Builder.
External List Management (Marketing): This scenario requires that addresses
rented from address providers be deleted from the system after a certain number of
contacts or after a certain period if no positive reaction is elicited from the business
partner. A positive reaction can be defined as a positive inbound contact. The
number of permitted contacts or the period in which the addresses can be used is
defined in the contract conditions of the address provider. The logging of all

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interactions in External List Management with the rented business partners makes it
possible for all participants to view at any time whether an address can be added to
the customer master data of the company or whether it must be deleted because
the agreed period has elapsed (or because the maximum number of contacts have
been made).
Other sources of Business partner master data creation: In Exide scenario,
this will not be used.
Internet Self-Registration through Web Portal: With the E-Commerce function
(Exides Web Portal), a consumer can register himself. The business partner created
from the portal will be uploaded to the CRM system through batch upload.
The SAP business partner allows the standardized maintenance of business
partners across components.
Application-neutral data, such as name, address, bank details, and payment cards,
is mapped. In doing this, the particular requirements for mapping organizations,
groups and persons are taken into consideration.
A business partner can be a person, a group of people, or an organization,
representing a business interest.
The categorization of a business partner as a person (for example, a private
person), a group or an organization (legal person or part of a legal person, for
example, department) is known as the business partner category.
The organization represents units such as a company, a division of a company, a
club, or an association.
In addition to a legal person, parts of a legal person can be mapped as a business
partner. Organization acts as an umbrella term to depict all conceivable
occurrences in daily business activities. In this way, a subsidiary or a purchasing
department represents only parts of a legal person.
A business partner grouping classifies business partners according to userdefined criteria. The Customizing transaction appears as follows:
Definition of number ranges for business partners
Definition of groupings for business partners and assignment of number ranges
When creating a business partner, internal number assignment is the default.
Alternatively if you want to use external number assignment, you must choose the
relevant grouping and enter the external number.

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A business partner can come into contact with an enterprise in various situations.
Depending on which business processes the business partner is involved in;
completely different information about the business partner may be needed. For
example, for the goods delivery transaction, information about the shipping and
delivery conditions is required; for the sales order transaction, delivery dates and
payment conditions are relevant.
More than one business partner role for one business partner can be created;
general information, such as name, address, and bank details, must be entered
only once.
Each partner role contains various data sets:
General data
CRM-specific data
Relationships
A business partner relationship forms a business-relevant connection between
two business partners.
Defining screen layout and screen sequences in control tables can enhance business
partner relationships. You can also use defined interfaces to install program logic.
To show that two business partners have a particular relationship to one another,
we assign them a relationship category. It is possible to enhance a relationship
category with attributes. The relationship category describes the properties of a
relationship and characterizes it with attributes. There is a difference between a
one-way business partner relationship category and an undirected business partner
relationship category. In a one-way relationship category, the relationship extends
from one partner to another, but not vice versa (for example, "is employee of").
Several relationships of this category will be created (for example, "is contact
person of"). The business partner relationship categories available depend on the
business partner category in question. When a relationship is created, the system
will check whether a business partner was created in a particular role (role
dependency of a relationship category).
By entering a start and end date, a business partner relationship can be given a
time limit.
Adding attributes and new relationship categories via the Business Data Toolset
(BDT) can extend existing relationships.
Additional Relationship categories for ExideHas a Dealer
Has a Sub Dealer
Has an OEM

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Has
Has
Has
Has
Has
Has
Has
Has
Has
Has
Has
Has
Has
Has
Has
Has
Has

an End User
an Institution
a Consultant
a Specification Provider
an Inspection Agency
a Test Laboratory
a Govt. Regulatory Body
a Charger Manufacturer
a System Integrator
an Agent
a Switch Manufacturer
an EPC Contractor
a Fork Lift Manufacturer
Zonal Railway
a Manufacturing Unit (Rly.)
a Depot
a Nodal Agency

Is a Dealer
Is a Sub Dealer
Is an OEM
Is an End User
Is an Institution
Is a Consultant
Is a Specification Provider
Is a Inspection Agency
Is a Test Laboratory
Is a Govt. Regulatory Body
Is a Charger Manufacturer
Is a System Integrator
Is an Agent
Is a Switch Manufacturer
Is an EPC Contractor
Is a Fork Lift Manufacturer
Is a Zonal Railways
Is a Manufacturing Unit (Rly.)
Is a Depot
Is a Nodal Agency
TO BE MODIFIED AND MINIMIZED AS PER NEW BP ROLES
Numbering Ranges:
To have identical numbers for the business partners in both systems:

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The internal number range within SAP CRM corresponds to an external number
assignment in SAP R/3. In this way, a business partner receives the same number
in both systems. Generally speaking, an active SAP R/3 system already exists and
the number ranges in SAP R/3 are already defined. If an internal number
assignment is desired in SAP R/3, no further number ranges are necessary. If
external number assignment occurs in SAP R/3 as well, this number range must be
maintained.
You define the number ranges in SAP R/3 and assign them to account groups in the
Implementation Guide (IMG). SAP R/3 and SAP CRM also have two different
concepts regarding the use of business partners in business processes (for
example, in an order). In SAP R/3 you can use only a customer with the correct
account group (for example, sold-to party). In SAP CRM, you can use each business
partner for a specific process independent of its role, as long as the necessary data
is maintained (for example, a business partner can be used as a sold-to party only
when pricing data is maintained).
A mapping structure exists between business partners in SAP CRM and SAP R/3
customers (in both directions).
In SAP CRM, a business partner is classified in four ways. These classifications are
mapped with the account groups. SAP CRM offers these four classifications:
Consumer (an organization or person)
Customer
Prospect
Competitor
In SAP CRM sold-to party, ship-to party, bill-to party and payer map to the
customer and the customer is mapped to one account group.
Mandatory fields must be synchronized between SAP CRM and SAP R/3.

1.2 Organizational Management


Organizational Management can be used to set up the companys organizational
structure in the CRM environment. You can use this flexible tool to maintain the
company structure, including the positions and employees in an application, and
assign specific attributes to the organizational units.
Organizational Management allows you to specify organizational data automatically
in a business transaction using the organizational structure. It can also be used to

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determine business partners, for example, you can find the employee responsible
for a business transaction.
For example, a prospect calls an insurance company, the call center agent creates
an activity and takes down the name, address and telephone number of the
prospect. The system uses the postal code to find the office responsible for this
customer.
With this flexible tool, you can change the organizational structure. You can include
your own organizational levels and leave levels out. Because this tool is time
dependent, you can maintain different organizational structures for different time
periods in parallel; that means you can plan changes in future. For example, a new
sales office will open on the first day of January next year. You can define this sales
office and assign it to your organizational plan already today with the validity date
of 1 January next year.
The organizational plan is not static, it is dynamic. With this adaptable and
extendable tool, you can maintain and change the organizational plan at any time
without making changes in Customizing.
You can use the same organizational structure for different scenarios by activating it
(CRM Sales, CRM Service). An organizational unit can be a sales organization and
service organization at the same time. Scenario-specific data in the structure is
assigned to the organizational units with attributes.
Organizational units can occur as business partners. The system automatically
creates a business partner record for an organizational unit with the BP role
"Organizational unit."
The organizational model is maintained in the application, not in Customizing. (It
can be maintained in Customizing as well.) You can prevent users from making
changes to the organizational model by using an authorization check.
The organizational structure in SAP CRM can be different from that in SAP R/3. The
structure has no restrictions regarding usable levels.
A matrix structure cannot be mapped.
You can assign one or more scenarios to an organizational unit. This means you can
use one organizational unit for different areas, for example, an organizational unit
can be a sales organization in the Sales scenario and a service organization in the
Service scenario. You can maintain different attributes depending on the assigned
scenario.

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If sales structures exist in SAP R/3 and are not used in SAP CRM, these structures
should not be reflected in the CRM organizational model. The organizational model
can be generated by a report, or can be maintained manually.
You can assign scenario-specific attributes to the relevant organizational units for
organizational
data
determination,
transaction
processing,
and
partner
determination. System users or employees can be assigned to positions, and
positions can be assigned to organizational units. Positions play a large role in the
context of partner determination.
In SAP CRM, there are two types of determination rule can be used to find
responsible organizational units: organizational model and responsibilities.
The organizational data from the document header is copied at item level. There is
no separate organizational data determination at item level.
An individual organizational unit is created for sales organizations, distribution
channels, sales offices, and sales groups. If a sales group is assigned to several
sales offices within SAP R/3, the first assignment is taken when copying. A sales
group cannot be assigned to more than one office in SAP CRM. The company code
currency of the SAP R/3 sales organization is assigned as an attribute of the
corresponding sales organization in SAP CRM.
Distribution channel and division are mapped as attributes of an organizational unit.
Multiple Assignments of organizational units will be maintained in CRM,
if required e.g. if in SAP R/3, multiple sales groups are assigned to the
same sales office it will be possible to maintain these assignments
It will NOT be possible to assign a sales group to more than one sales
office in CRM
R/3 Organisation Structure
Sales
Distribution Channel
Organization
INDL
I1- Railways-MP
I2-Infrastructure Rail-SB
I3- Infrastructure Telecom
I4- Infrastructure Power
I5- Infrastructure Projects
I6- Infrastructure Solar Batt
I7- Infrastructure Solar
System
F1- FMIB Traction OE

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Division
Exide
SF

Description

F2- FMIB Traction Trade


F3- FMIB UPS OE (Fld)
F4- FMIB UPS Trade (Fld)
F5- FMIB Inverter OE
F6- FMIB Inverter Trade
F7- FMIB UPS OE (SMF)
F8- FMIB UPS Trade (SMF)
F9- FMIB Deemed Exports
IC- Industrial Exports CBSEA
IE- Industrial Export Non
CBSEA
CL- Caplamp
SV- Industrial Service & AMC
IN Indl Common Distr Chnnl
What about STFR/ST?
Proposed Organization Structure In CRM (SALES AND MARKETING)
Proposed
In CRM

Existing
In R/3

Details Of Proposed Structure In CRM

Positions Envisaged In CRM

EXIDE

Org
Unit
(Sales Org)

Sales
Orgn

Org
Unit
(Sector)

Org
Unit
(Regions)

Indl

Exports

Domestic

Espex
CBSEA

Org
Unit
(Sls Office)

Sales
Office

Org
Unit
(Sls Group)

Sales
Group

Org
Unit
(Sls Teritory)

Auto

Central

Jamshedpur

1.
2.
3.
4.

1. EVP- Sales & Mktg

North

Patna

East

Cuttack

West

South

Guwahati

Calcutta

Birbhum

RSMs
(N, E, W & S)

CBMs / PMs
(INFRA-1, INFRA-2,
FMIB, CL, EXP, PM
Shm, PM-Hld, PMHsr, PM-Gnd &
R&D)

1. Sales Officers (For Regions)


2. Brand Heads (For HO)

1. Sales Officers (For Regions)


2. Brand Heads (For HO)

Same As Above

Jalpaiguri

Director- Industrial
Chief- Commercial
Marketng Services
Manufg Services

24
Parganas

Calcutta

1. MSRs (For Regions)


2. Officers (For HO)

Should we go for Territory? Seems to be difficult to handle.


Service Organization
Service Organizations will be created at sales organization level, central
service level, and at regional levels. The branch offices will be treated as
organization units. Regional Service managers, Regional service heads will be
assigned as positions to the service organizations at regional level. Central
service Shamnagar and Hosur will be assigned to the central service

Page 15 of 161

organisation. Service team will be created as an organisation unit and the


ASP / SF will be assigned to the Service team. The branch offices will come
under the regional service organization level.
Sr. No.

Service Org.
Central Service
North
South
East
West
Export

1
2
3
4
5
6

Description
Central Service
North
South
East
West
Export

Proposed Organization Structure In CRM


Proposed
In CRM

Existing
In R/3

(Service)

Details Of Proposed Structure In CRM

Positions Envisaged In CRM

EXIDE

Org
Unit
(Sales Org)

Sales
Orgn

Auto

Indl

Org
Unit
(Sector)

Exports

Domestic

Org
Unit
(Regions)

ESPEX
CBSEA

1. Director - Industrial
2. Chief- Commercial
3. Marketing Services
4. Manufg Services

1. EVP-Sales & Mktg

Org
Unit
(Srv Office)

Sales
Office

Org
Unit
(Srv Group)

Sales
Group

CSS

Jamshedpur

North

East

Patna

Cuttack

West

South

Guwahati

Calcutta

Same As Above

1. RSMs
2. RSHs

1. Service Head
2. Service Co-Ord

1. Service Officers (For Branch)


2. Service Vans (For Segments)
3. Service Team for CSS
4. ASPs & 5. MSRs
1. Service Officers (For Branch)
2. Service Vans (For Segments)
3. Service Team for CSS
4. ASPs & 5. MSRs

1.3 Territory management


Territory Management enables you to structure and organize your sales market by
dividing it into territories according to criteria of your choice (such as size, distance,
revenue, products or number of visits). Whereas the organizational model reflects
the internal view of your organization, the territory hierarchy reflects the market
view. Changes to the territory hierarchy usually occur more frequently than
changes to the organizational model. The customer base can increase or decrease

Page 16 of 161

and territories must be resized or reallocated to accommodate this to ensure that a


sales representative has the appropriate workload.
Reduce expenses: Running a field sales force is one of the costliest factors faced by
a company. A well-defined territory structure with the associated responsibilities
can help you reduce these costs.

In the Business Transaction, the territory can be determined from the


employee responsible or from attributes of a business partner (for example,
sold-to).
In Territory Analysis, the sales manager can analyze his territory and
employees using different criteria.

Territory Management enables you to structure and organize your sales market by
dividing it into territories according to criteria of your choice (such as size, distance,
revenue, products, number of visits). These territories are structured in a territory
hierarchy.
You can assign employees permanently or for a definite time period. You assign an
employee to a territory via the employee's position. This makes it easier to assign
another employee to the territory if the first employee is away from the office or
has left the company. When you change this information in the organizational
model, this information is automatically considered in the territory in CRM
Enterprise. You can carry out planning, analyze sales figures, and monitor
performance of the territories and the salespeople. You can change the territory
hierarchy when territories must be redefined to accommodate the changing sales
market.
1.4 Product master
The CRM product master represents products (for example, a hard disk), services
(for example, PC warranty, PC maintenance) and financing.
Products can be service packages, bills of material or a combination. Configurable
products, such as personal computers, are only given attributes and attribute
values when the product is sold.
Warranty information for individual objects is created with reference to product, for
example, product registration via e-service.
A separate number range can be maintained for each product type. Other product
types are available for industry-specific SAP CRM, for example, IP (Intellectual
Property) for the Media industry solution.

Page 17 of 161

The CRM product master is a collection or arrangement of various set types that
contain specific data. Set types, which correspond to database tables, are displayed
on various views (tab pages). Predefined set types (for example, basic data, short
texts, conversion of unit of measure) are delivered with the standard product. You
can enhance the product master with user-defined set types.
R3PRODSTYP maps the product types present in the SAP R/3 system. For this
reason, it is vital to assign the base hierarchy R3PRODSTYP to make basic data set
types available.
R3PRODSTYP is the default base hierarchy. Products loaded from SAP R/3 into
SAP CRM must belong to at least this base hierarchy. Assignment to other base
hierarchies is optional.
Product categories are used to group products together according to various
criteria.
Categories inherit the product category and the set types of all super ordinate
categories. For example, the base hierarchy R3PRODSTYP contains the category
MAT_. This contains various set types, such as basic product data and
conversion of units of measure. The sub-category MAT_HAWA inherits the set
types from MAT_ and has additional set types, for example, sales set types.
The assignment of a product can be changed or deleted.

An initial download is performed at the start, when SAP CRM is set up.
Existing Customizing data is a prerequisite for a successful initial download.
The middleware settings act as a filter to control which data should be
loaded. During the initial download, a distinction is made between the object
types business object, customizing object and condition object.

The delta download ensures that transaction data and master data are
permanently exchanged between the CRM and a back-end system.
Customizing changes are not updated via delta download.

During the initial download, product hierarchies are loaded from SAP R/3 into
SAP CRM. The Material group and Product hierarchy fields are compared.

In the Customizing download example, the product hierarchy in SAP R/3:

At present, there must be a suitable numbering scheme in the SAP CRM


system so that product hierarchies can be downloaded from SAP R/3.

Page 18 of 161

A competitive product has a lean product master. This is controlled by the


product category. Competitive products can be created on the portal and can be
integrated into business processes for Activity Management or Opportunity
Management.
Competitive product information is exchanged with the mobile client in both
directions.
The following is a standard delivered relationships:
Competitor competitor product
With inconsistent product data, the application log contains serious errors, for
example, base unit of measure = XY. In this case, it is not possible to save the
product data actively, only inactively. After the errors are corrected, it is then
possible to save the inactive product data actively. Only then is the product
available in the CRM applications.
Mass maintenance of inactive products is possible. Through collective processing,
you can activate and delete several products at a time.
Inactive product data can also be created, if, for example, product data from
product catalogs is imported into the CRM system by suppliers. The imported data
can be processed subsequently; the data can be activated only after postprocessing.
Relationship:
The relationship has accessories plays a large role in the CRM product catalog,
which is used in the Internet sales scenario. If a customer adds a product to her
shopping cart, additional products can be suggested to the customer via the
relationship has accessories.
The following are additional relationship types:

Components
Warranty

CRM Product enhancement (downloaded from R/3):


The material master from R/3 will be downloaded as CRM product of type
material .In the CRM system the same hierarchy and category will be extended as
maintained and required by EIL. Additionally field for Life of Battery will be made
available in SAP CRM.

Page 19 of 161

CRM Service Product


Different products used in service process are:

Service product item describes the service to be performed. Installed base


component and products can be assigned to the service item in objects list.

Sales product item sales product item is a spare part.


Expense item documents an additional invoice paid by the service employee
e.g. Hotel expenses

Spare Parts (Materials in R/3), which are configured in SAP R/3 system, will be
uploaded to SAP CRM as part of Middleware Set-up activity. The spare parts will be
billed in SAP CRM as a part of service revenue and will not be set as billing relevant
in R/3.No new spare parts will be created in SAP CRM. Spare part creation will be
always in SAP R/3. Whenever a new spare part will be created in SAP R/3 after Go
Live, that spare part will be available in SAP CRM (Delta Upload needs to be
activated). Service products will be created in SAP CRM and will be billed in CRM.
Expenses will be created as service products in SAP CRM. The following service
products will be created in CRM:
1.
2.
3.
4.
5.
6.
7.
8.

Annual Maintenance Contract (AMC)


One time rectification
Service charge
Services covered under pro-active visit
Expenses
IFC
Installation and Commissioning
Health Check

1.5 Price master


Sales
All Pricing procedure relevant to Industrial SBU will be downloaded from R/3 for
quotation and order. Conditions will continue to be maintained in R/3 and will be
downloaded to CRM (both initial and delta).
R/3 PRICE MASTER
FMIB (F3 to F9 Distribution Channel )
Used pricing condition

PR00 (Basic Price with Excise Duty) for Branch order Pricing Procedure ZIND4
ZPRI (Basic Price with Excise Duty) for Factory order - Pricing Procedure ZIND5
ZSTO- Basic Price for Stock transfer order

Page 20 of 161

ZSCP Basic Price for Scrap Sales


Rock bottom price conditions:

ZRBR Rock Bottom price for Branch (FSO)


ZRBP Rock Bottom price for RSM
ZRBS Rock Bottom price for RSM Special (Post facto approval from HO reqd)
Discount Conditions :

K004 Material Discount (Difference between MRP & Dealer Price) - For Branch
Order only.
ID03 Manual discount condition against Rock Bottom Price ZRBR
ID02 Manual discount condition against Rock Bottom Price ZRBP
ID2S Manual discount condition against Rock Bottom Price ZRBS
ID01 - Manual discount condition to come down below ZRBS
ID05 - Service Discount applicable for Emergency Lantern only.
YV01- Volume discount (Predefined scale) for Battery groups
ZCD1 - Dealer Cash discount ( for Cash & Carry Business only)

Other Conditions :

ZIEP - Manual condition to increase the Basic Price.


JMAN - Manual condition to Maintain the ED where Automatic Condition
is missing.
ZRND Condition for Rounding off

JMOD

Access Sequence :

1. For UPS/Inverter OE ( Dist. Channel F3,F5 & F7) - Access Squence will be
Customer/Material/Dist. Channel for condition PR00, ZPRI, K004, ZRBR,
ZRBP, ZRBS (Where Rate Contract with Customer Exists)
2. For UPS/Inverter Trade & Deemed Export ( Dist. Channel F4,F6, F8 & F9)
- Access Squence will be Material/Dist. Channel for condition PR00, ZPRI,
K004, ZRBR, ZRBP, ZRBS
3. For all Dealer & OE Channel ( F3 to F8) Stock Transfer Price (ZSTO) Access
Sequence will be Plant/material level& Material Level (for new Product only)

INFRASTRUCTURE (I1 to I7 Distribution Channel )


Used pricing condition

PR00 (Basic Price with Excise Duty) for Branch order- Pricing Procedure ZIND6

Page 21 of 161

ZPRI (Basic Price with Excise Duty) for Factory order- Pricing Procedure ZINDL1
& ZINDL2
ZSTO- Basic Price for Stock transfer order
ZSCP Basic Price for Scrap Sales
Rock bottom price conditions:

ZRBP Rock Bottom price


Discount Conditions :

ID01 - Mannual discount condition Against ZRBP


Other Conditions :

ZIEP - Mannual condition to increase the Basic Price.


JMAN - Mannual condition to Maintain the ED where Automatic Condition
missing.
ZRND Condition for Rounding off

JMOD is

Access Sequence :

1. For All cases ( Dist. Channel I1 TO I7)


Access Squence will be Material/Dist. Channel for condition PR00, ZPRI,
K004, ZRBP
2. For all cases Dist. Channel ( I1 to I7) Stock Transfer Price (ZSTO) Access
Sequence will be Plant/material level& Material Level (for new Product only)

Export ( CBSEA & Non CBSEA) - (IC & IE Distribution Channel )


Used pricing condition:

ZEXP (Basic Price ) for Export Order


ZFOB Export FOB Price
ZEFC Freight Proportional
Power Electronics & Cap Lamp sales - (PE & CL Distribution Channel )

PR00 (Basic Price with Excise Duty) for Branch order - Pricing Procedure ZINDL6 for PE
& ZGUIND for CL
ZPRI (Basic Price with Excise Duty) for Factory order - Pricing Procedure ZINDL1 for
PE & ZGUIND for CL
ZSTO- Basic Price for Stock transfer order

Page 22 of 161

Note that same price master will be used in quotation also with unique
Access Sequence.

Service
Pricing Procedure for service orders, AMC and confirmations will be created in SAP
CRM. Pricing Conditions and Condition Types for service processes will be created in
SAP CRM as part of customizing Activity. Separate pricing procedures will be
created for separate service processes. The pricing master data of all the spare
parts will be uploaded through an uploading program using LSMW or BDC. The
prices of service products IFC and I & C will be uploaded through an uploading
program; Because IFC and I & C charges are different for different kind of batteries.
For all other service products the prices will be maintained manually.
1.6 Master Data Management
The master data management strategy for business partner creation in
CRM would be:
New Business Partner Creation in SAP CRM

Pros
Business Partner can be created in CRM at Prospecting stage
of a Sales Process and can be transferred to R/3 only when the
Business Partner is converted to Customer (Business Partner with
role Prospect can be created in CRM for Lead Management & Opportunity
Management. The role Sold-to-Party can be extended to the Business
Partner for Quotation Management. The Classification Customer can be
checked to facilitate the replication of this Business Partner data in SAP
R/3.)

Only Business Partner with role Customer would need to be


reside to SAP R/3

Business Partners can be created locally (Regional level) for


Prospecting Stage

Cons

Separate Number Range for Industrial Customers will have


to be maintained in R/3 corresponding to CRM number range

New Account Groups will need to be created in SAP R/3

In addition to CRM data, accounting information will have to


be maintained in SAP R/3 for these business partners

Page 23 of 161


Same Business Partner will have to updated in several times
in CRM to extend roles and also in SAP R/3 for accounting data
New Business Partner Creation in SAP R/3

Pros

Same Number Ranges as current can be maintained

Same Account Group as current can be maintained

All data for a Business Partner including Accounting data can


be maintained

Only one time data maintenance for Business Partner

Cons

Business Partners can only be created centrally as per


current policy

CRM functionalities such as Lead Management, Opportunity


Management, Quotation Management will have dependency on
Business Partner creation by central IT team

All Business Partners created in the SAP R/3 system may not
necessarily be Customers

In Service scenarios where end customer data is not created


in CRM, the contact center agent will have to send a message to
Central IT to create Customer Master in SAP R/3 and only when
this is created in SAP R/3 and replicated to CRM will the agent be
able create a Service Order

Exide decision awaited on master data management for new business


partners
Product Master
Products of type Material will be replicated from SAP R/3 into CRM
Products of type Service will be created in SAP CRM and NOT be
replicated to SAP R/3
Product Hierarchies will be maintained in SAP R/3 and will be replicated
into CRM
Non-Exide Products will not be created in CRM

Page 24 of 161

Employee Master
Employee Master will be maintained in SAP HR
CRM relevant data such as qualification will be maintained in SAP HR
Since Employee Number Range and Customer Master Number Range
overlap in current R/3, the Marketing, Sales & Service Employees will be
manually created in SAP CRM by Central IT
Industrial Business will define a process for Employee Maintenance in
CRM
Conditions Master
Conditions Master will be maintained in SAP R/3 and replicated to CRM
Condition Type for Service Products will be created in CRM and NOT
replicated to SAP R/3
Installed Base Master
Installed Base Master will be created only in CRM
Solution Database Master
Solution Database Master will be created only in CRM
NOTE: Notification to CRM Master Data Maintenance team for some Master
Data created in R/3 and vice-versa.
2.0 Service Functional Scenarios Functional Scope
2.1 Installed Base

The installed bases will be created in CRM system through


a> Standard uploading program
b> Custom developed uploading program or
c> Manual creation.
The unused installed bases or expired installed bases can be
deleted from the system.
The standard uploading program will be used for segments on Infra1
and Infra2.

Page 25 of 161

The custom developed program will be used for all segments for
entering survey details, campaigns, mobile service van details etc.,
The manual creation will be made during complaint handling for all
segments.
Installed bases will be created in two ways.
Creation of Installed base 1: This is a virtual Installed base which will
have all sold-to-party, ship-to-party data directly from R/3 through
standard uploading.
Creation of Installed base2 : This is a realistic Installed base which will
have only such information collected based on physical existence of
the installations the data collected through complaints, survey etc.,
The Ship-to-party will also be maintained in this Installed base.
FMIB: The installed base of the end customers will be captured during
OEM complaint logging / dealer service station claims. The existing
installed base will be uploaded through process b and c.
Power & Projects: The installed base will be created thru all the
processes a,b and c.
Railway: The installed base will be captured thru process b and c.
Telecom: Same as Power & Projects
The manufacturing code will be used to identify individual batteries.
The warranty will be associated with components/individual objects of
the installed base.
Traction: The installed base will be created from the sales order by
using a standard SAP Program for direct customers and for other
customers it will be captured thru process b and c.
Solar & Defence: Same as Power & Projects.
The installed base comprises of the following:
Components (Products)
Individual Objects (to identify the object, unique identification)
Text (capture history)
Installed base

Page 26 of 161

Business Partners like sold-to party, ship-to party, contact person,


employee responsible can be attached to the installed base. Warranty
will also be attached to the installed base components or individual
objects.
In case of OEMs, Dealers or indirect customers, they will be attached
as contact person (business partner) to the installed base. The
manufacturing code will be used as an individual object. The warranty
will be attached to the individual object. In case of direct customers
like in Power and Projects, traction, telecom, they will be attached as
sold-to party (business partner). The warranty will be attached to the
battery bank.

Installed Base management for Lead/Opportunity generation:


Currently, the known Installed base consists of invoicing to direct
customers, data collected through Tracmobile visits and data collected
through external agencies / summer trainees.
The Installed base from R/3 sales orders (for which invoicing has taken
place) will be uploaded to SAP CRM system by a standard SAP
program. The installed bases collected through tracmobile or through
external agencies will be uploaded to the system by a customized
uploading program.
The competitors product and make will be created in the CRM system
and will be attached to the installed base along with Exide product.
The competitors name will be captured in the short string field of the
installed base.
Leads from installed base: A report called installed base analysis will
be available in SAP BW system. The report will contain installed bases
and the products inside the installed bases. The manufacturing date of
the product will be captured from the installed base. The life of battery
will be captured from the product master. In product master a new set
type called life will be created and the set type will contain a field
called life of battery. Life of all batteries will be captured. In the report,
the expiry date of batteries will be calculated from the installation date
and life of battery. An alert/notification will go the segment head/sales
officers from BW system 3 months/6 months before expiry date. Also
there is a requirement for sending service reminders before warranty

Page 27 of 161

expiry date. The process will be similar to the process of installed base
life.

2.2 Complaint & Warranty


Complaints and In-House repair are two different transaction types in
CRM. Complaints are basically handled at sites. The defect products
are not brought to the service station for diagnosis, where as in Inhouse repair the defect product is brought to service station for
diagnosis. Complaint is used where no diagnosis happens and no loan
devices are provided for the defect product. Complaints can handle
replacement or substitute delivery, credit memo and debit memo and
returns. In house repair supports diagnosis, loan device, scrapping and
repair.
In Exide, the complaints are basically handled at the service station
level. Whether the complaint is a site complaint or a service station
complaint the defected product is brought back to the service station
for diagnosis. If the battery is revived at the site, the revived product
is sent back to the customer. If the battery cannot be revived and the
battery is under warranty, a new battery is issued to the customer.
Also loan devices are provided till the battery is revived or a warranty
replacement is made.
So CRM transaction type In-House repair will be used for both site
complaints and service station claims. The in-house repair is a
document that covers all relevant data for the whole in-house repair
process. It starts with a repair request and all required follow up
(return request, scrapping, diagnosis, loaner management) are
managed in the transaction. Although replacement is not a standard
follow up process of in-house repair, it will be configured for the inhouse repair transaction.
The process of creating a complaint is as follows:
1> Enter the complaint details in the common complaint entry screen
(The compliant number will be immediately generated based on
this entry)

Page 28 of 161

2> A follow/up activity will be popped up for creating business partner


(if does not exist) with very basic information. The Sold-to-party
and Ship-to-party entry will be made. If a complaint is generated
from Numeric Jallandhar, for SBI Jallandhar, The Numeric Jallandhar
will be sold-to-party and SBI will be created as business partner
first and attached as ship-to-party.

2.2.1 FMIB: Complaint handling

Page 29 of 161

Site Complaints:
Interaction
Center

Letter
Fax

Regional Exide
office
/ HO
The service engineer will replace the
faulty
battery
Phone
with a standby
battery. He carries the faulty
battery to the service station for Diagnosis. The
Email
diagnosis report
will be attached in CRM in-House
Repair screen.

CIC agent/
Exide office
will create the
If the battery
is revived,
complaint
document.
The
the revived batteriesBFR
will will be
attached
to
the
complaint.
be replaced with the The CIC agent
will communicate
the complaint
number to
standby batteries.
The
the complainant.
An
email
will
also
go to
complaint will be closed.
the complainant in a pre-defined format.
Warranty will be attached to the individual
object of the installed base.

Regional Service
If the battery cannot be
An Email of the
revived,
complaint
E an FOC
replacement
will Central
be madeService
summary in a
m
Head
underawarranty
specified format
obligation.
The complaint
will go to the
i
will bel closed.
complainant
ASP
Segment
Head for
An FOC invoice will
be generated
replacement battery.

A service confirmation
will be created. The
expenses incurred by
Service / ASP will assign a service
service engineer or Regional
ASP
engineer
to do a site visit.
An email
will be sent
A service
confirmation
will to
be
will be captured. The
the
site
engineer
with
all
the
complaint
details.
created.
The
expenses
incurred
by
service confirmation will
The
site
engineer
comes
back
with
an
inspection
service
engineer
or
ASP
will
be
be treated as a job
report. Create Installed
base with
captured.
Thecomponents,
service confirmation
confirmation certificate.
serial no and manufacturing
date. The
will be treated
as inspection
a job confirmation
result will be attachedcertificate.
to the complaint document.
Only one transaction type In-house repair order
will be used.

Print outs of following documents will


be generated from
CRM:
If the
battery is out of scope
If the battery / battery bank is under Diagnosis Reportof warranty, the claim will be
warranty, the site engineer will carry loan
CRM complaint document
rejected and the complaint will
/replacement batteries to the site. HeRejection
will
Memo be closed. The reason for
replace the standby/loan/new batteryRevival
with the
memo rejection will be captured
faulty battery. The warranty will be checked
Copy of FOC
from the manufacturing code of the battery.
Service Confirmation copy
BFR
Inspection report
Complaint summary

Page 30 of 161

Page 31 of 161

Service Station Claims

The complaint will be closed


An FOC invoice will be created
and an email will be sent to
for the warranty replacement.
Dealerand
brings
battery to the service
the dealer
FSOthe
of the
station
with
sales bill and guarantee
region
with all
thea details.
card. The regional service/ branch verify
A service confirmation will be
the physical document. If the documents
created and will be treated as
are valid, the complaint will be logged.
a job completion certificate.
If no valid documents are
found, the complaint will
be rejected. Also in case
of physical damage the
will be rejected.
Print outs ofclaim
following
documents will be generated
from CRM:
Diagnosis Report
The regional service / branch will capture
On Claim Receipt Inspection
the installed base and the business partner
(end customer as contact person) from Report
the
CRM complaint
document
An email
will be sent to the
sales bill of the end customer. The
Rejection Memo
dealer after complaint
complaint document will be created in the
logging. The email will
name of the dealer. A print out of the Revival memo
Copy of FOC
contain all relevant complaint
complaint document will also be generated.
Service Confirmation
data including on receipt
The CRN will be attached to the complaint
Complaint inspection
summary report.
document as an excel sheet. The Regional
service will also allocate a service engineer
or ASP for the claim. The installed base will
be validated against the warranty by the
system.

If the battery is within warranty


The service engineer will do the diagnosis
and will attach the diagnosis report to the
complaint document.

If the battery is revived,


the revived battery will be
sent to the dealer along
with diagnosis report.

If the battery is out of


warranty, the claim will be
rejected and an email will be
sent to the dealer with
rejection reason.

If the battery cannot be revived, an


FOC replacement will be made with
the old guarantee card. In CRM no
new warranty will be attached to the
installed base. Date of installation for
the replacement will be the date of
sale of the old battery.
Page 32 of 161

The complaint
will be closed

Central Service Head


E
m
The complaint is logged at regional service /
a
central
service level.
The regional
service orTelecom,
Complaint
Handling
for Traction,
Power and Projects (installed
il
ASP / Service Engineer
central
service
will
create
the
complaint
base
document. A service engineer or ASP will be
assigned to handle the complaint.
Regional Service

Segment Head

The system will validate the warranty


attached to the installed base
individual object (manufacturing date)

An email will also be sent to the


Complainant with all the complaint
details

The battery bank is out of warranty

A service quotation will be created. It will contain


the details of the spares and services required. An
email will be sent to the complainant in a format,
which will contain spares and services along with
the price.

If the battery bank is within


warranty, the complaint handling
process will be like Site complaint
handling

Status of the quotation is Quotation accepted and


payment made

The service engineer will attend the complaint and


will perform the repair. For each repair step, a
spare part (if required) will be attached as a subitem. After the repair the complaint will be closed.

A service confirmation will be created.

Page 33 of 161

An email with the complaint and


quotation details will be sent to the
regional service or central service to
assign a service engineer or ASP to
perform the repair.

2.2.2 Railway Complaint


The complaint handling process of Railway and Solar will be similar to the site
complaint handling of OEMs.
The complaint handling in Railways is both pro-active and reactive. In northern and
eastern region the rail care vans do the pro-active visits, where as in Southern and
western region the complaint handling is reactive. The Rail care van takes care of
VRLA batteries as well as flooded batteries.
During the pro-active visits the service engineer comes across complaints. The
process will be similar to the process of FMIB site visits.
Traction complaint handling:
The traction complaint is handled by Tracmobile (van equipped with a service
engineer, spare parts and other accessories) in major cities and by service engineer
in up country locations, which will be similar to the process of site complaint
handling for OEM.
Customer logs a complaint at regional service level, at branch level or calls the
Tracmobile service vans. If the customer is within the Tracmobile zone, the service
engineer in a Tracmobile van visits the customer. The scope of warranty is checked.
FOC Services and spares are provided if the battery is under warranty. The
Tracmobile engineer does the repairing and replacement and closes the complaint.
If the battery is outside warranty services and spare parts are provided on
chargeable basis. A service quotation is raised for the spares and services. After
acceptance by the customer and payment the service engineer/Tracmobile engineer
visits the customer and performs the repairing/replacement.
2.2.3 Solar complaint handling
The complaint handling in CRM will be similar to dealer service station claims of
FMIB sector.
2.2.4 Response or SLA
SLA:
Segment
OEM
Dealer
Traction

Response time
48 hrs
72 hrs
48 hrs

Page 34 of 161

Resolution time
10 days
10 days
10 days

Railways (Flooded &


VRLA)
Power & projects
Solar
Defence

48 hrs

10 days

48 hrs
48 hrs
48 hrs

10 days
10 days
10 days

2.2.5 Catalogs, Code Groups and Codes


Catalogs can be defined with damage codes, which speed the entry of complaints
and enables statistical evaluation. Integration with SAP BW system enables to
create statistics for evaluation process (such as how many complaints for a
particular product). The following Catalogs, code groups and codes will be used for
complaint analysis.
Catalogs

Code Groups

Codes

Capacity Failure

End of Life
Mix Batch code battery
bank
Battery bank of different
makes
Poor IFC
Delay in Installation

End of Life
Mix Batch code battery
bank
Battery bank of different
makes
Poor IFC
between 6 to 9 months
Between 9 to 12
months
More than 1 year
float voltage less than
13.5 V
Charging current less
than 10%
Float Voltage more
than 14V Charging
current more than 15%

Incorrect UPS setting

Poor maintenance

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Batteries running dry


Loose connection
Contamination of
electrolyte
Melting of battery

Batteries bulged in battery


bank

terminals
All battery specific gravity
low
Earth Leakage
ambient temperature
more than 350
High power cut site
High temperature with
high power failure
UPS not functioning
AC input less than 150V
Damage battery in the
battery bank
more than 3 banks
Charging current set
less than 10%
all batteries bulged
Partially bulged

Lower capacity battery


selection For specific load

Few cells lagging


In the battery bank

Short-circuit in the cell


Terminal sulphating

Damage of container

container damage
Components damage

Terminal damage
Terminal damage

Vent strip/cap open


Lid Damage
Inter cell connector damage

Vent strip/cap open


Lid Damage
Inter cell connector damage

Short Supply

Short Supply of battery


Short supply of
components

Leakage

From Negative terminal


From positive terminal
From heat sealing area
From ven cap / strip
Container leakage

Short Supply of battery


Short supply of Inter cell
connectors
Termoinal nuts and bolts
Vent plug
Float & float guides
Acid
Spares
Battery stands
From Negative terminal
From positive terminal
From heat sealing area
From ven cap / strip
Container leakage

Site conditions

Damage battery in the


battery bank
Paralleling of battery bank

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Lower capacity battery


selection For specific
load
Short circuit in the cell
Terminal sulphating

Wrong supply
Low OCV before
Installation

Wrong supply
Low OCV before
Installation

Wrong supply
Low OCV before
Installation

2.2.6 Reason for Rejection


Claims will not be accepted for following reasons
1. Battery out of warranty
2. Secondary transit damage
3. Damage battery used in a battery bank
4. Battery bank having mixed batch codes
5. Battery bank having different make of batteries
6. Other make battery bank at site
7. Delay in installation
8. Incorrect UPS settings
9. Battery terminals soldered (for small VRLA)
10.
Battery terminals melted
11.
All batteries bulged in a battery bank
12.
A fully bulged battery (a single cell bulged will be accepted)
13.
Battery bank parallel with other make battery bank
14.
Original warranty card and sale bill not provided with claim
15.
Poor maintenance of flooded batteries (batteries running with low level
of electrolyte)
16.
More than 3 battery used banks in parallel
17.
Any claim brought beyond 14 months of our date of sale
18.
Batteries received from dealer after 7 days of the original return from
end customer
19.
VRLA battery voltage below 10V for a 12V battery and 4V for a 6V
battery
20.
Soldering of battery terminals
21.
Battery overcharge
22.
Contamination of electrolyte in flooded battery
23.
Flooded battery in fully discharged state
24.
Battery Overcharged
Status management in complaints:
Following statuses will be used in Complaints:
1.
2.
3.

Responded
Standby provided
In-House testing in progress

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4.
5.

Warranty Accepted but FOC not issued


Complaint closed

The user status complaint closed will automatically set the system status as closed.
Documents for the complaint in CRM:
Following documents will be attached to the CRM complaint document manually:
1. BFR
2. Site Inspection report
3. Diagnosis report
Following documents will be generated from CRM in the mail form or print out which
will be created using smart forms:
1.
2.
3.
4.

Copy of complaint document during complaint logging in a format


Copy of Rejection memo
Copy of revival memo
Complaint summary

Date types in Complaint:

Complaint responded
Standby provided
Complaint closed
First Response time
Complaint closure time

Also print out of the invoice (FOC/chargeable) will be generated from CRM.

2.2.7 Integration with R/3


A dedicated R/3 storage location will be attached to the service organisation,
service team and service employee for spare parts, replacement, loan device and
scrapping. Three storage locations in R/3 are available

INSB Standby batteries


INFB - FOC stock (Good battery)
FG01 Regular sales stock

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The above three storage locations are present in one plant only.
1. Create send in repairs
SAP R/3 return request will be created for goods receipt processing.
2. Create Repaired goods delivery
A SAP R/3 delivery document will be created and managed in delivery list to
return the repaired product to the customer
3. Create temporary replacement (loan device)
A SAP R/3 delivery document will be created and managed in delivery list to
send a loan device or standby to the customer.
4. Create temporary replacement (Pick-up loan device)
A SAP R/3 delivery document will be created and managed in delivery list to
pick the loan device or standby up from the customer.
5. Warranty Replacement (FOC)
A SAP R/3 delivery document will be created and managed in delivery list to
send a replacement battery to the customer.
6. Scrapping
A SAP R/3 delivery document will be created and managed in delivery list to
receive the scrapped batteries.
7. ASP cost to be captured in R/3. In R/3 Exide is capturing the cost of ASP. So
the cost incurred during service process by ASP has to be transferred to R/3.
The controlling set-up for the above configuration has to be done by exide.
The CRM configuration will be carried out.
Service process for out of warranty Installed bases:
In case of out of warranty battery banks, a service quotation Containing
services and spare parts will be created as a follow up document. After the
quotation acceptance and payment receipt from end customer, the service
engineer or service team is sent for executing the services. In CRM the same
complaint/In-house repair screen will be used and the repair and spare parts
action (to perform the required repair steps and spare parts required for the
repair steps) will be triggered as a sub-item of diagnosis (Inspection). The
CRM system will create two new line items, one for the repair step (for
example change of the battery bank container) and the spare part required

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for the repair step (for example the container for the battery bank).After
saving the in-house repair order, the system creates an SAP R/3 reservation
in the in-house repair service plant for the entire spare parts item. A spare
part confirmation updates the reservation and the in-house repair stock. The
confirmation will be a follow up document of the in-house Repair order. The
service engineer will confirm the time spent spare parts Consumed and
expenses incurred in the confirmation.
2.2.8 Warranty
Warranty is a product in CRM. Warranty can be customer warranty or vendor
warranty. Warranty can be time based, counter based and both time and
counter based. Warranty has a start date, reference date and a validity
period. The system validates the warranty based on a rule. It takes the
starting date, reference date and validity period to validate the warranty.
Warranty also covers the Catalogs and services for which the warranty is
valid. It can be including or excluding the Catalogs and services. Warranties
can be attached to products, individual objects and installed bases. Warranty
is validated in service processes like complaint, service orders, and contracts
during warranty check against the item data in the process. The warranty
start date can be rule based or it can be maintained manually.
Warranty master to be used in Exide will be decided by marketing team. All
the available warranties will be created as warranty master data in CRM. The
marketing team will create new warranty products.
Goodwill replacement warranty:
In some of the cases, the battery is out of scope of the warranty but keeping
future business in mind Exide decides to replace the battery for goodwill.
The goodwill replacement will happen for the following cases:
1.
2.
3.
4.

Secondary transit damage


Out of warranty replacement
Abused battery replacement.
Customer has 24 months (EP) /extended warranty

Warranty assignment:
Warranties will be assigned to the products at product master level. An
uploading program will be available and all the products will be attached with
their respective warranties. The warranty will be attached to the product in

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relationship. For example EP batteries will be assigned a warranty of 15


months (12 months warranty and 3 months grace). Warranty start date will
be the manufacturing date which will be entered during Installed base
creation. The manufacturing date will be entered in the installation date field.
Some times the warranty becomes customer specific. For example a battery
of type EP has a warranty of 2 years for some of the customers/OEM. The
same battery has a warranty of 12 months for all other customers or OEM. In
that case, during complaint logging the warranty will be validated for those
specific customers as an exception to the normal warranty validation. The
reason for bypassing will be captured as goodwill or extended warranty. A
catalogue called goodwill warranty will be available and the Catalogs will
contain codes like extended warranty or goodwill. A report for all such cases
will be generated.
Warranty cost will be captured in R/3 and the cost incurred due to warranty
replacement will also be captured.
Warranty Products to be used:
Battery type
EP
EP 4-6
CS 4-6
NEPST/NMST/UPST
PLANTE
NDP/HDP Tubular
All Railway products
All solar products
Traction (Gen-X)
Traction (HSP)
IT
IR
IQ
IK
EL

Duration with grace period


15 months
9 months
4 months
18 months
18 months
18 months
30 months
18 months
24 months
24 months
36 months
30 months
24 months
18 months
36 months

The warranty of installed base components or objects will be validated in the


following CRM transactions:
1. Complaint or In-house Repair
2. Service Contracts or AMC

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Warranty Master

Warranty basis
category
Customer
(Time
based)
warranty
8. 4 months
9. 9 months
10. 15 months
11. 18 months
12. 24 months
13. 30 months
14. 36 years

3. Service Orders

Warranty Master

Warranty category
Customer warranty
Warranty basis
1. 4 months
2. 9 months
3. 15 months
4. 18 months
5. 24 months
6. 30 months
7. 36 years

Validity Period
1. 4 months
2. 9 months
3. 15 months
4. 18 months
5. 24 months
6. 30 months
7. 36 years
Subjects: Including/
excluding catalog

Including / excluding
services

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Rule start:
Manufacturing date
with a grace period

Rule end:
Rule start + Validity

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2.3 Service Process


2.3.1 Service Quotation
Service quotations will be created for service contracts or service orders. It will
have a validity period. The quotation will contain services, spares, and expenses.
The quotation will have a validity period and order probability. It will also have
standard system status like request for quotation, quotation, and quotation
accepted, completed. The order probability can be overwritten manually. Although
there is a provision of converting the quotation to contract or orders in one
transaction, two separate transactions will be used for the above purpose.
Service quotations can be created for service orders or contracts. It provides
customer with information regarding prices and terms of delivery before the actual
order or contract is created. Quotation item can be identified by system status
quotation.
2.3.2 Service Contract or Annual Maintenance Contract (AMC):
Service contracts are long-term service agreement with customers about content
and coverage of the services. It specifies the service level the customer is entitled
to and has a validity period. It lists the parts that are covered under the AMC and
also contain products and services covered. Limits contracted service in terms of
value or quantity and contain price agreements for services and spares.
Transaction types called AMC for Power & projects; AMC for Traction, AMC for Solar
and AMC for Telecom will be created in CRM. AMC can be created as a follow up of
service quotation or it can be independent of service quotation.
AMC or service contracts will be created at regional service level or at central
service level.

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AMC:
1.
2.
3.
4.
5.

Sold-to party
Ship-to party
Bill-to party
Payer
Central service head
Regional service head
Segment head

Validity
Value
Price agreements.
Billing plans
Products/Installed
bases
6. Document
7. SLA

Service Organization:
Central Service/Regional
Service

Pro-active visits
(Planned Service)

Service visit Orders will be


generated automatically
(monthly/quarterly/yearly)

Service confirmation

Automatic Invoices from


billing plan
Invoices for spare parts and
services those are not covered
under AMC

Print of following documents will be obtained from CRM:


1. Service Contract (AMC) print out
2. Print-outs of contract clauses
Mail forms:
1. Mail to Central service head, regional service head and segment head after
AMC creation.

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The Annual maintenance Contract with the customer necessarily would have the
following:
1. Value component or value of the contract:
A pricing procedure will be attached to the service contract document. It will
have different condition types for service charge, service taxes and cess. The
contract value will be entered manually.
2. Discount on services or spares
The discounts on spare parts or services will be given in pricing agreements.
For all extra services or spare parts (those are not covered under AMC) will
be charged at a discounted price. The percentage discount will be given in
pricing agreements. Separate invoices will be generated for these spare parts
or services. The invoices generated from billing plan will have no effect on
the invoices generated above.
3. The type and quantity of the battery banks to be covered under AMC.
The type of battery covered under services will be captured in products tab
where as the installed bases will be captured in individual objects of the
transaction.
4. The billing interval/Plan (Service tax is levied with each bill)
Invoices will be generated according to billing plan. The billing plan, which
will be a periodic billing plan, will be finalized during contract negotiation. It
can be monthly/quarterly/half yearly.
5. Payment terms
Payment terms will be captured in the transaction or contract-billing tab.
6. Validity
The contract will have a validity period. The validity period will be variable
and will be decided during negotiation. A date profile will be used for
capturing validity of AMC.
7. SLA
The contract will have an SLA, which will decide the availability profile and
response time.
The call closure time will be 15 days. If the complaint is critical and needs
expert guidance or service from central service the first reaction time will be
72 hours.
Response is 24 hrs from the complaint registered by the customer from
regional service and 72 hrs from Central service.

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The target for resolution of the complaint is 15 days from the date of
registration of the complaint.
8. Other terms & conditions
The standard terms and conditions, which will be a word document, will be
attached to the contract document.
Following clauses will be attached to the contract. The clauses will be
captured in a word document and will be attached to the document tab in
contract.
General:

If there is no scope to do charge/ discharge cycle complete with


Equalizing Charge, once in a year, which will take shutdown of each
battery bank about 7/8 days, then going for AMC will not be fruitful.
However will extend all help to carry out necessary jobs under Annual
jobs schedule, by sending larger team members. By this we will be in a
position to work on battery banks simultaneously, to complete within
Shutdown period.

If you are in a position to allow us to work during Annual Shutdown, a


clear notice of 20 days will be required to arrange for necessary service
team, to complete the jobs of all the battery banks. Alternately you may
give shutdown time to time, at your convenience to cover charge/
discharge cycle complete with Equalizing Charge of part battery banks,
but it should be within a span of the Contract period.

Annual Maintenance Contract will also cover all the minor rectification
jobs of weak / lagging Cells, inclusive of opening the Cells followed by
repair / rectification job, if found necessary, during our visits.

The cost of the Spares and/or any other consumable will be to your
account. It is recommended to keep some buffer stock of spares, for
emergency jobs.

The AMC will cover any emergency call, will be attended to within 72
hours, without any extra service charges, but to & fro 2AC Rail fares for
attending Engineers/ Technicians will be on your account, to be paid at
actual against our Invoice, as applicable.

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Overhauling of total battery bank if any will be done on extra cost, as


applicable, which will depend on the condition of the battery bank.
Separate offer will be given for the same on case-to-case basis.

OTHER TERMS AND CONDITIONS:

Daily / Weekly / Monthly maintenance of the battery banks has to be


carried out by the customer, as per recommendation of Exide, at their
own cost.

Customer shall provide all tools & tackles and instruments at site.

Unskilled labours / helpers will be arranged by customer during visits of


our service team, at their own cost.

If any spares / consumable required during preventive maintenance, the


cost of the spares / consumable will be to your account.

Any consumable, like Oxy-Acetylene Gas Cylinders, Electricity, battery


grade distilled water, acid, petroleum jelly etc will be provided by
Customer.

Annual Maintenance Contract covers any emergency call of minor repairs /


rectification on free of cost basis.

Boarding & Lodging nearer to site and Local conveyance will be arranged
by customer for the Service Engineers / Technicians during visits for
necessary maintenance job shall be arranged by customer for service
engineer, if required. This is required so that our Service team could work
extra time to complete the jobs within short time, so that maximum
numbers of battery banks could be covered within short period.

Annual Maintenance Contract/ Service contracts for Traction:


Exide has annual maintenance contract for traction batteries. The AMC will
be created as service contracts with validity period. The contracts will be
value-based contracts. There will be a periodic billing plan to generate
invoices automatically every month or every quarter or every six-month. The
total contract value will include service charges and service taxes as per

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govt. rule. The payment terms will be captured in business partner master
data.
AMC for Railways:
The proactive visits are being made thru Asps and Rail Care van in railway
segment. These are free of cost services rendered to Railway customers at
present. There may be a scope of AMC in railway depots.
The AMC or Service contract for Railways will be configured.

2.3.3 Planned services


Planned service is a functional enhancement and increases the functionality
of service contract. It generates follow up at definable points of time. It
determines when, where and which services are to be performed. Rules are
defined in the service interval. It can be setup so that a follow up order is
triggered before the due date.
The AMC also covers pro-active visits on regular intervals. This pro-active
service will be created as planned service, which will contain individual
services to be performed quarterly/ monthly/ yearly.
The planned service will contain:

Scope of work (Planned services rendered under AMC)

Periodicity of the visit (quarterly and annually)

Planned Services or proactive services are provided for AMC customers and
non-AMC customers.
For AMC customers a pro-active visit called Health check will be created. That
will contain specific services like Specific gravity check, Voltage check etc.
Automatically service orders will be generated at regular intervals for planned
or proactive services. The service engineer will execute the order and will
confirm after job completion.
E.g. If the contract validity period or AMC is for 12 months and Health check
happens every month, then automatically 1 service order will be created
each month.
SCOPE OF WORK:
The following jobs shall be carried out quarterly:

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This will be captured as a planned service in CRM called Health check and
service orders will be created quarterly. The system will create service orders
automatically. The central service/regional service will plan their resources
accordingly for executing these service orders. From this data future resource
requirement can be forecasted.
Services covered under Health check:

Only one product will be used for individual services and there will be an
excel sheet attached to the service orders which will contain all the
individual services. The service engineer has to enter all the details in the
excel sheet.

Job during annual shutdown: customer gives the annual shut down date.
Although its an annual shut down, the customer may ask Exide any time
during the one-year contract period to carry out the maintenance jobs. A
service order will be created with reference to the contract, which will contain
all the individual jobs/ services below. It will not be automatically generated.
The service order will contain following individual services like cleaning of
connectors etc.
Proactive visits not covered under AMC:
These visits are made on FOC basis and this is basically to enhance the
customers confidence, which is an important step towards converting the
customer for giving AMC for the battery bank. This is a lead for the AMC. The
proactive visits are not planned. As the pro-active visits are not planned, a
planned service product cannot

be used in this case. Rather a service order will be created which will contain
all the above individual services. The inspection report will be attached to this
document. An activity called pro-active visit activity will also be created to
capture the interest shown by customer for an AMC. A confirmation will
follow the order to book the expenses incurred.
Pro-active visits in Traction:
For non-AMC customers proactive visits are made as per ABC classification.
For A class customer the visit is every month, for B class customer the visit is
every 2 months and for C class customers the visit is quarterly. A dummy
AMC will be created and to the dummy AMC a planned service product Health
Check will be attached. Health check will contain specific services like specific

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gravity check etc. Similar to AMC planned visit automatic service orders will
be generated and after order execution by the service engineer, the engineer
will confirm it.
The proactive visits are made to the customer for health checks. In the
health checks the following checks are made: This will be captured in the
excel sheet and the service engineer has to maintain the below mentioned
services.

Battery room inspection. Cleanliness and ventilation etc.

On charge voltage of the battery bank.

Float voltage & Specific gravity of the cells

Temperature

Level of electrolyte in the cells

Inspection of the connectors (tightening, corrosion etc)

Small rectification/correction at site is done FOC (which does not include


any spare replacement)

If any potential risk (non-battery related) is observed at the site, which


can trigger the battery bank to fail, the same is highlighted to the
customer in writing immediately.

Proactive visits/Planned Services:


Proactive visits are through Asps engineer and Rail care Vans. The ASP
engineer visits the main depots of a zonal railway to check the batteries of
AC coaches after arrival of the train. He maintains a record of this activity for
every trip.

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In pro-active service the Rail care van visits the Depots, Coach factory or
sheds in regular intervals. In CRM the pro-active visits will be captured as
planned product, which will contain the specific services to be performed like
voltage check etc. The intervals in which the services performed will also be
pre defined. From the planned product, service orders will be generated
automatically. The service engineer will get an email or SMS to perform the
services. After executing the services the engineer will confirm it and also he
will capture the costs incurred during the service. The status of the complaint
will be tracked and emails will be sent to the appropriate business partner for
each status.

CHECKS DURING TRIP INSPECTION (for VRLA cells only): The service
engineer notes down the train no and each cell serial no and coach no. The
following will be captured in an excel sheet and attached to the service order.
(i)

Check for bye passing of failed cells. If bye-passed cells are found
replaces these failed cells immediately with the healthy ones.

(ii)

Dust accumulation if observed, cleans with dry cotton cloth.

(iii)

Cell cover / container cracked or burst if noted replaces the cell with
a healthy cell immediately.

(iv)

In case of battery terminal / cable over heating sign, checks for loose
connection at the cell terminal post / cable end. If required replaces
the cable immediately.

(v)

Protective lid on safety valve if missing provides new one.

(vi)

Check for arrival time of the Train. If train has arrived late due to
heavy detention en-route due to some reasons, charges the coach
battery bank to bring up the State of Charge of the Battery Bank
before putting the AC coaches again in Service.
(Do not boost charge the cells for more than 12 hours.)

(vii)

The engineer checks the voltage setting of the alternator.


QUARTERLY INSPECTION AT YARDS / DEPOTS:

(i)

Confirms the tightness of terminal bolt with torque wrench.


(Exide 22 Nm)

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Not to over tighten.


(ii)

Terminal post corrosion if observed removes the cable and clean the
terminal post and cable lug with brass brush or fine emery paper and
applies petroleum jelly.

(iii)

Checks open circuit voltage

MAINTENANCE AT WORKSHOPS DURING POH:


This is a pro-active service performed annually.
This will be a planned service performed annually. The following activities will
be captured in an excel sheet and will be attached to the service order.
Removes all the cell terminal bolts, flat washers, spring washers, inter cell
cables, connectors etc. (used insulated tools only) Care should be taken to
avoid any shorting of cell terminals while removing inter cell cable
connectors.
Removes the stacking bolts used for fixing battery modules to battery box /
cradle and between the trays.
Removes the modules with batteries from battery box / cradle by using
suitable tool.
Cleans all the cell terminal posts and inter cell connectors / cable lugs with a
brass wire brush to remove any sulfating layer.
Re-fixes the inter cell connectors /cables and tighten the bolts along with flat
and spring washers to specified torque. Replaces old spring washers 100%.
Quality of new spring washers should be checked.
Discharges the battery banks @ 0.1C and by pass each cell whenever it
reaches end cell voltage of 1.75V.
Charges the cells at 7% constant current (77 Amps for 1100 Ah and 8.4
Amps for 120Ah) for 15 hours.
Again give rest to the cells for 6-8 hours.

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Discharges the cells at 12Amperes for 120 Ah and 110 Amperes for 1100 Ah
gradually bypassing each cell whenever each cell reach 1.75 V. Duration of
discharge shall be recorded. If the discharge duration of the cells is found to
be more than 8 hrs these can be put back in service after charging.
Cleans and repaints the modules / cell trays. These may be numbered with
the help of stenciling to identify the modules consisting of a battery set for a
coach (say Module No./ Set No.e.g.08/01 means 8th module of Set. No.1).
The other details like cell number, date of manufacture as indicated on the
cell lid and date of fitment shall also be recorded to monitor age-wise
performance of the cells.

2.4 Service Orders


Service order is a document that contains:

Service products
Spare parts
Sales item
Expenses

Service orders will be used for the following services:


Installation & Commissioning
IFC
One time repair and rectification
Overhauling
Service charge (for all other services for which revenue will be
generated)
Service order will be created with reference to contract or with reference to
contracts as per segments. Service orders will have header level and item
level data. Header level will contain business partners, organization etc. Item
level will contain services, spares, objects, installed bases etc.
Actions will be used for Output determination and escalation management.
Incorrect service orders can be saved in the system and can be post
processed later on.
The following process will happen automatically:

Contract determination

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Warranty check
Credit limit check for service process

2.4.1Installation & Commissioning


Service Order:
Product Installation & Commissioning
Po Ref Sales contract

Service confirmation
Expenses

Invoice

The installation and commissioning is carried out at customers place once the
final battery bank order is placed on Exide with Installation & Commissioning
in Exides scope.
Note: If the cost of installation and commissioning is covered in the Purchase
order awarded on Exide then 2 orders should be created.
1. Sales Order for the battery bank (battery + accessories), which will be a
sales process.
2. Service order for the Installation and commissioning, which will be a
service process.
If the payment received from the customer (if paid by the customer in full
i.e. Battery & components + Installation & Commissioning) then it should be
booked separately. I.e. the payment of Installation & Commissioning would
be booked in service channel as service revenue. In service confirmation we
should be able to capture the actual cost incurred in doing Installation &
Commissioning to analyse profitability of the service rendered to the
customer.
Process of Installation & Commissioning:

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The entire process of installation and commissioning will be available in


solution data base functionality of SAP CRM. The solution database is like
knowledge bank that contains FAQ. It can be also used as an installation
guide for less experienced users.
2.4.2 Repair & Rectification
An order type Repair & Rectification will be created in SAP CRM. It will
contain the service product one time repair & rectification.

Service quotation

Service Order for One


time Repair and
Rectification

Service confirmation

Invoice

Opportunities for one time repair & rectification are generated during
complaint handling or pro-active visit or customer calls.
Here the service engineer visits the site and makes an assessment of the
spares required. A quotation is created and sent to the customer. After the
acceptance of quotation from the customer and bill payment the regional
service will allocate a service engineer to perform the repair & rectification.
The spares are then billed to the customer (which is mutually agreed) and
sent to site. The service engineer again visits the site and does the repairing
and closes the order with a confirmation. He will attach the rectification
report to the
Here two bills are generated:
1. The spares bill, which includes:
Basic price of the accessories.
Packing and forwarding

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Excise Duty
Sales tax.
2. Service charge bill, which includes
Service charge
Service tax
These customers are usually not covered under AMC and want to get their
battery bank repaired in case of a problem in the bank. This also gives us an
opportunity to offer AMC to the customer.
2.4.3 Overhauling of the battery bank
Customer asks for overhauling
or EXIDE asks the end
customer for overhauling.

Service quotation for


overhauling
Quotation acceptance
Service order for
overhauling

Service confirmation
for Overhauling

Billing for overhauling

A service order will be created for overhauling. The order will contain
the individual services.
The scope of the job includes:

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Checking of total battery bank

Opening of the cells of the battery bank

Removing of the sediments

Re-burning of the straps

Change of acid (if required)

Reassembling the bank and put into service again

Charge & Discharge

Here again two invoices will be generated: First in service confirmation the
spare parts will be confirmed followed by it the services will be confirmed. As
a result two confirmation documents will be created. The invoices for the two
confirmation documents will be generated separately. The billing of services
and spare parts will happen in CRM. The accounting will be done in R/3.
A different pricing procedure will be used to capture the prices below in
service orders.
1. The spares bill, which includes:

Basic price of the accessories.


Packing and forwarding
Freight
Excise Duty
Sales tax.

2. Service charge bill, which includes

Service charge
Service tax

Service process for one time Order:


The customer may ask for a service for which no AMC exists. For example
Exide will ask for a service charge for cleaning of connectors. The service
charge will contain the price of service and service tax. A pricing procedure
will be attached to this service order. The process will start with a service
quotation.

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Service quotation
comprising services like
cleaning of connectors

Quotation accepted

2.4.4 Initial
Filling
Service
Order & Charging
Initial Filling of Electrolyte or IFC will be created as a service product. The
IFC charges will be different for different batteries. A service order will be
Service
created
forconfirmation
IFC. In service order the service product IFC and the battery for
which IFC has to be provided will be entered in the service order. The price
will be determined. A service order called IFC will be created.
Invoice
IFC Order (Service Order)

Product:
1. IFC
2. Battery
Service confirmation
Expenses will be captured

Invoice

Documents to be attached:
1. IFC report
Resource Planning Tool (RPT):
Resource planning tool enables resource planner of an organization to
effectively manage, assign and monitor work to be performed by their service
employees in the field.

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RPT can be used for Power & project segment. For other segments it will be
difficult to manage the tool as ASP or SF. RPT mostly handles other segments
will be configured for CBSEA.

2.5 Service Confirmation


A service confirmation is a business transaction used to enter the actual work
performed and materials consumed within the context of a service process.
Also expenses, which are not covered in the context of service process, are
captured.
Purpose:
Service confirmation contains:

Spare parts item


Service items
Expenses

Service confirmation will be created for confirming the spare parts consumed,
Services performed and time spent for services. Service confirmation will be
treated as a job confirmation. The service confirmation will follow a
complaint, a service order and a case.
Complaint/ Inhouse Repair

Service Order

Case

Service confirmation

A service confirmation can also be created


complaint. For example during a complaint
invacare, another customer asks to repair his
process like complaint or service order for
confirmation will be created.

without a service order or a


handling of an OEM through
battery. As there is no service
the end customer, a service

Warranty checks: warranty checks will be based on warranty conditions


maintained for individual objects or installed bases.

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FMIB, Railways, Traction, Solar, Telecom:


The service confirmation will be created as a follow up document of the
complaint or service order.
Power & Projects:
In power segment, when a power customer asks for an expert service
engineer to perform some repair, Exide charges more. Where as for
inexperienced service engineers the charges are less. In SAP CRM service
type will be used to capture the above scenario. The billing will be done from
service confirmation, as it is a resource related billing.
Price determination:
The different factors influencing the price of a service confirmation will
include:
Spares or services covered under warranty
Customer specific discounts
Price agreements as per AMC
Specific prices from service type
Status will be standard CRM confirmation status.
Activity: A service confirmation print will be generated after the status of
confirmation is completed.
Integration with R/3:
Service confirmations trigger a sequence of external and internal subsequent
process. Billing is an external process and transfer to CO and MM in R/3 is
viewed as internal subsequent process.

Spare parts at the service representatives stock will be represented by


a storage location in the service plant.
Expense item Expense item contains a product of type service.

2.6 CRM Service Billing


CRM billing must be used for billing services and spare parts. Because billing
of services and spares in R/3 is not supported for standard CRM system.
The central component for billing time, material and expenses for services
performed. CRM billing can be:

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Process related
Resource related (bill resources according to confirmed services and
materials)

For segments like FMIB, Railways, Telecom and Solar no AMC exist. Only
invoices are created as part of warranty replacement. So billing document
will follow the complaint/In-house repair order and it will be a process related
billing.
Billing data is updated for accounting from CRM billing. The revenue is
updated in the relevant controlling object, an internal order or profitability
segment.
Billing Out put: The output processing of Billing consists of invoices. Different
output media like print email or fax is available. The output media print will
be used.
CRM billing provides all billing relevant data in SAP BW for analysis.
Different billing options available in CRM are:

Transaction related billing


Transaction related billing after confirmation
Transaction related billing after delivery in R/3
Delivery related billing

Transaction related billing would be used for all the segments.


2.5.1Service Invoicing and costs in CRM
For products like IFC, AMC, Installation & Commissioning, One-time repair,
Overhauling, the invoicing will be done through CRM taking reference of the
declared prices in the price-master. This revenue generation information will
flow to R/3. The actual cost of complaint (In-house repair) and all other
service products like IFC, AMC etc., will be maintained in CRM manually. A
condition type will be created to capture the cost based on sales
organization. Later on a profitability analysis can be done service-product
wise or location wise etc., within CRM scenario.

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2.6 ASP evaluation activity


Exide evaluates the performance of the service engineers of the ASP
(Contractors). An activity called ASP evaluation will be created. It will contain
an evaluation questionnaire. The questionnaire will have some question with
weight-age. The performance of ASP will be evaluated from the questionnaire
result.
Questionnaire for Customer satisfaction survey:
A survey questionnaire will be created and will capture all relevant
information related to quality of services.
Product performance survey for all the installed bases will be created. A
campaign will be created for product performance survey. The survey will
contain a questionnaire with weightage.

2.7 Case Management


2.7.1 8D/Case Management
Case management helps an organization in consolidating and managing
diverse information about a problem or an issue in a central repository, and
to track and analyze this information. Case management is only available in

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people centric CRM.


Identify a case

Create case

Assign case to
responsible
case processor

Create activities
associated with
the case and
assign person
responsible

Assignment to
case

Attachments:
Inspection report, Diagnosis
report from complaints
An Excel sheet of 8D will be
attached and all the responsible
employees will enter their
comments
Add Case Note, which will have a
description of case background.

Activities:
Observation & root
cause
Actions taken
Preventive actions

Email will be sent for


overdue tasks in the
case

Following will be attached to the case:


Business partner
Business Transaction (complaint)
Product
Electronic form / document

Case closed by
case processor

The following business process runs in SAP CRM:

1. Identifying a case
2. Create case If you do not find a relevant case, you create a new one.
3. Add case note You add a note to the case to provide additional
information.

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4. Assign case to responsible case processor, you enter the name of the
responsible processor.
5. Create activities associated with case and assign them to person
responsible You create activities for tasks that need to be completed for
the case, and assign them to the persons responsible.
6. Link business partner to case You can link involved business partners to
the case.
7. Link business transaction
transactions to the case.

to

case

You

can

link

related

business

8. Link electronic form/document to case You can use CRM Content


Management functionality to structure documents, link archived
documents, and track changes to documents by creating different
versions.
9. Link product to case You can link products involved to the case.
10.

Add case note You add a note to the case to provide additional
information. If notes already exist, the note is added to the log of notes.

11.

Create additional case as sub case of existing case If you determine


that the case that you are processing is related to an existing case, you
either assign the current case to the other case as a sub case or vice
versa.

12.

Close case

The central service coordinator or regional service head will create a case
after finding an issue or problem related to a particular battery type. A case
processor will be assigned, who will look after the case from the beginning.
The case processor will assign a team to work on the case. The related
business partners or persons related to the case will be captured. The related
complaints to the issue will also be captured along with the inspection result.
The products affected and the installed bases can also be captured. Activities
will be created for each person related to the case. An alert will be triggered
for all overdue tasks. All information related to the case will be captured in
electronic format. The case will have different tasks. Assigned employees will
handle the task. An on going case note will be used to capture the case
relevant information. Case note will be user, time and date stamped.
Authorization for user

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specific access to case will be given. Case scripting will be provided for less
experienced user for understanding case instructions. After collecting all the
information relevant to cases the case processor will close the case. Cases
can be classified to different groups for analysis later on.
2.8 Solution database
The Solution Database (SDB) is a repository of information that is stored in the
form of problems and solutions, and is indexed for immediate retrieval.
Knowledge administrators use the SDB to define problems and solutions using,
for example, free-text descriptions in several languages and customized
attributes. They can structure multiple relationships between problems and
solutions, and navigate easily between them.
The SDB offers a basic interface for knowledge administrators (but also agents,
field engineers, and other users) to search for problems and solutions.
The search engine used in the SDB is TREX. For TREX to find problems and
solutions in a search, your knowledge administrators must compile the SDB
using the Indexes application. For more information,
The SDB is used as a knowledge base in the following applications:
Knowledge search of Interaction Center (IC) Web Client and IC Win Client
Standalone knowledge search (transaction CRMM_SEARCH)

Solution search and frequently asked questions (FAQ) of Internet


Customer Self-Service

If you have an existing knowledge base for handling technical problems and
customer inquiries, you can use the external interface (XIF) for a mass
transfer of this information to the Solution Database (SDB). For example, the
existing knowledge base could be a legacy knowledge application or officetype application.
Problem Maintenance
Problems can be described using, for example, free-text descriptions and
customized details and attributes (like problem type/subtype and locations,
damages, and causes). Users later conduct searches based on this
information, so when you

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maintain problems, it is best to describe them as fully as possible. You can


create, change, and display problems. You cannot delete them.
Solution Maintenance
Solutions can be described using, for example, free-text descriptions,
customized details and attributes (like solution type/subtype and tasks), and
other information (like attachments). Users later conduct searches based on
this information, so when you maintain solutions, it is best to describe them
as fully as possible.
You can create, change, and display solutions. You cannot delete them.
Linked Solutions / Linked Problems
By linking solutions to a problem, and vice versa, you enable users (for
example, interaction center agents) to quickly find the solutions to a given
problem when they carry out searches against the Solution Database.
Frequently Asked Questions (FAQ)
FAQs are a list of frequently asked questions with regard to a problem and a
given product. For example, if your product is a PC hard drive, and your
problem is hard drive crashes, your FAQ might be How to restore a PC hard
drive after a crash... FAQs can provide condensed descriptions of solutions,
and save you time because you can browse through the FAQs instead of
searching for solutions.
The problems to which you want to link your FAQs are created and released.
2.9 Service Analytics
Following standard CRM Analytics will be available:
1.
2.
3.
4.
5.

Service
Service
Service
Service
Service

Performance Analysis
Quality Analysis
Order Analysis
Quotation Analysis
contract analysis

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Also following customized reports will be available in SAP BW system:


1. Complaint Analysis
Region wise
Customer wise
Response time wise
Resolution time wise
Segment wise
Fault wise
2. List of complaints pending & closed
Region wise
Customer wise
Product wise
3. Standard complaints with catalog, code group and codes
4. Warranty
Product wise
Segment wise
Fault wise
Factory wise
Age wise
Customer wise
Region wise
Manufacturing month wise
5. Moving Average Trend
Product wise
Customer wise
6. Service cost
Region wise
Segment wise
Business partner wise (ASP/SF)
7. Service Earning
Region wise
Segment wise
Service product wise
8. Case Analysis

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Product wise
Factory wise
Defect wise

9. Good will replacement


10. Installed base analysis
Product wise
Customer wise
Annexure:
The following functionality will not be configured at present.

Controlling Integration with R/3 for cost capturing will not be carried
out.

The following will be configured in development server now and Exide may
transfer it from development server in future if required.

Product Service Letter


RPT (Resource Planning Tool)

INTEGRATION ISSUES AND


RESPECT TO WEB PORTAL

FUNCTIONALITIES

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WITH

3.0 Sales Functional Scenarios Functional Scope


3.1 Activity Management
Purpose: The Activity Management business scenario plays an essential role in
optimizing your company's relationships with customers, managing their data, and
thus ensuring your company's success in the market place.
Activity Management can be used for business scenario to create business activities
and tasks in the CRM system or groupware, that is, in Microsoft Outlook or Lotus
Notes. If an activity is created in the CRM system, the activity data is transferred to
groupware, and vice versa. This enables to refer to the calendar from both systems,
and maintain activities in both systems.
The different types of Sales Activities and Tasks that would be used are as follows:
1. Activity Document Request .It will have Dates like Price request and receipt
date, bid security request date and receipt date, power of attorney request
and receipt dates.
2. Activity -PBG request, which will have text type PBG to capture its details.
3. Activity Purchase Order Tracking. This Activity will have statuses like
internal review, PO ok, PO Not ok Amendment Request sent to Customer,
Received after amendment The receipt date of original / amended purchase
order and also the EIL request date for Purchase order amendment is to be
captured through date types PO receipt date, PO amendment request date,
PO amendment receipt date.
4. Activity type -Bill & Document Tracking. The date of receipt of bill and other
documents and the corresponding delivery date need to be captured in the
system using this system. Will have date types Bill submission date (95%
&5%) and bill receipt date (95% & 5%) and will also have the following
statuses: document dispatched from factory, documents received at the
region/HO, documents sent to customer and will have Text types like Invoice,
Inspection, Delivery to capture the relevant information.
5. Value adding activities like arranging for seminars, sharing company and
product credentials (user performance certificate), coordinating factory visits,
site visits etc. will be created as an Activity transaction in the system.
6. Activity-Drawing Request and Approval. The final drawing, GTP, QAP and BOM
duly approved by R&D is sent to customer for approval. The status of the
same should be captured e.g. sent to R&D for approval, received from R&D
after approval, sent to customer for approval, approved by the customer

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additional information will be keyed in the Text type Drawing inputs. It will
also have dates like GTP & Layout Request and receipt dates.
7. Activities Meeting will be capture details of interaction with the customer.
8. Call cycle monitoring of Field Sales Officers: RSM will assign monthly sales
call per branch /segment/FSO and would like to monitor its status on a
monthly basis. These Sales Call activities will be created by the RSM in the
system and they will be populated with relevant information by the FSOs.The
status of these Sales Call activities will be open, in process and closed.
9. Direct Visit Activity -The FSO assigned to each dealer travels to dealers in
his purview and asks them for the battery orders they need and captures the
information in the visit activity. He consequently also places the order for
those dealers as a follow up of the direct visit activity.
10.

Phone Call Activity - If Dealers need to place orders they will call the
Branch Office directly. The person picking up the call will enter the details of
the order as a follow up of the phone call activity.

11.

Dispatch tracking activity to track dispatch and proof of delivery details.


The Dispatch tracking activity will have the following user status Open,
Dispatch details updated, tentative vessel details updated, confirmed vessel
details updated, shipping documents dispatched. This activity will have the
following details text types Dispatch Information, Vessel Information,
Shipping Document Dispatch Information, and payment details, POD
information.
Intra Departmental Communications

Hierarchical

Broadcast (based on target group)

Selective

These communications will have the following subjects identified:


Market Prices, Customer Commitments, Pending Issues, and Receivables also
to be managed through Text Types.
12.

Planned

13.

Visit & Call Cycles


Monthly Mailers (through target group)
Communication with institutional customers, OEMs and major dealers

Mass mailing (through target group)

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14.

Record of all interactions and transactions with customers

a) Interactions at each touch point to be classified as categories:

Telephone
Face-to-face / Verbal communication
E-mail (content to be copied to the text type Email)
Website
Letter / written communication

b) Communication may be regarding (Goal of the activity)

Product / service query


Purchase order
Breakdown / maintenance / Service request
Complaints

Hierarchical recording of the interactions to be managed through partner


functions.
The following will be the components of the Activities relevant for Sales.
Partners (Supervisors, Managers, Competition, FSO)
Status (Open, In Process, Close)
Date (Planned Start / Planned End / Actual Start /
Follow Up Transactions (For Reference / For Actions)
Categories Of Activities ()
Goals For Activities ()
Reasons (Market Price/Product Feedback)/Competitive Intelligence/Field Issue
Escalation.
3.2 Opportunity Management:
Purpose: An opportunity is a recognized possibility for business. The opportunity
describes the prospect, the prospects product or service requirements, the
prospects budget, own potential sales revenue and the estimated order probability.

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Opportunity Management thereby creates a framework for pursuing sales projects


from the start, and as they progress, and provides the basis for a target-oriented
analysis and optimization of sales processes.
Opportunity Management is recommended if:
Many sales representatives work together

They involve large order values

Sales cycles stretch over a longer period of time

Process Flow:
3.2.1 Infrastructure - Power & Projects: New Projects
Scenario:
A) Battery opportunity pursued by EIL.
B) Battery and charger opportunity pursued by EIL.
C) Battery and charger opportunity pursued by Charger Manufacturer.
A. Battery opportunity pursued by EIL.
Master Opportunity
There will be a master opportunity created by EIL central for the project (end
customer) and a mail should be sent to the concerned FSOs through action. This
master opportunity will have identification phase, go no go phase, value addition
phase. Also there will be a source of the opportunity like journals, print
advertisements, magazines, and Caldyne. Each of the phases will have defined
activities like Meeting, request to R&D etc suggested through Sales Assistant
functionality of SAP CRM.
Identification Phase: During the initial stage additional information about the
opportunity is gathered by either meeting the end customer or over the phone. At
the same time contact information of the consultant for the project is captured.
Interaction details will be captured as an activity of the type Meeting linked with
this phase. At this point in time Buying Center information will also be captured.
Go No Go Phase & Value Addition Phase will be populated if applicable.
Sub Opportunity 1: The sub opportunity for the consultant will also have
identification, go no go phase, value addition phase. This will be to capture the
interactions with the consultant. Contact information of the consultant for the
project is captured. Interaction details will be captured as an activity of the type
Meeting linked with this phase. At this point in time Buying Center information will
also be captured.

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Identification Phase: The consultant is visited to find out the battery specification
if it is already decided or else EIL proposes the right battery for the application in
terms of sizing, type (catalog), and layout, GTP etc. The interaction with the
consultant will be captured as one of the activities (Meeting) of this phase. Layout
and GTP approved by R&D should be managed within the system. This is possible to
be managed as a Drawing request &approval, which will have statuses like request,
sent to R&D, received from R&D, sent to customer, approved by customer and
additional information will be keyed in the Text type drawing inputs. The system
should capture the sizing, layout, GTP request made to R&D and date of receipt of
the same. If required the drawing and other details can be scanned and attached to
either the opportunity or request activity transaction.
Go No Go Phase: The decision to pursue such cases will be taken internally
depending upon the value, resource availability etc. In such cases when EIL is
unable to change the specification the opportunity is treated to be lost and the
reason for not being able to get the desired specification should be captured in the
system through User status and reason option.
Information regarding the basis of decision can be captured through Text type
opportunity decision.
Value Addition Phase - At this point in time it is important to impress/incorporate
upon EILs model specification to the consultant for the required battery.
In cases where the initial specification is for Ni-Cd batteries then also EIL will try to
convert it into a favorable specification by value adding activities like arranging for
seminars, sharing company and product credentials (user performance certificate),
coordinating factory visits, site visits etc. Each of these value-adding activities will
be created as an Activity transaction in the system.
Sub Opportunity 2 to n: These would be the sub- opportunities with the EPC
contractors (n= No. of EPC Contractor) which will also have the three phases of
identification, go no go phase and value addition phase.
Identification Phase and Go & No Go phase will be same as mentioned above
and will be used if applicable.
Value Addition: In case the decision is taken to pursue the opportunity and in
scenarios where the requirements are open and general involving competitors, EIL
needs to impress upon EPC contractors to include its specification.
For competitive specifications EIL follows up with buyer to find the list of EPC
contractors who will be participating in the tendering process. Once they are
identified the employees responsible (FSO) will visit all of them to highlight EILs
credentials and check the status of the tendering process and create sub-

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opportunities for each of the EPC Contractor. The interactions with each of the
concerned EPC Contractors will be captured through Activity transactions like
meeting, phone call, visit to EPC office et, attached to each of the respective sub
opportunities.
The system should be able to capture all value adding activities conducted right
through from making the first call to the buyer to meeting the consultant and the
EPC contractors .The value adding activities could be arranging for seminars,
sharing company and product credentials (user performance certificate),
coordinating factory visits, site visits etc.
On being able to convince the EPC Contractor about EILs product credentials
through value adding activities the status of the Opportunity transaction will be
changed to WON.
All these sub opportunities will be linked with the master opportunity through
opportunity hierarchy functionality.
B. Battery and charger opportunity pursued by EIL- Same as above and in
this case EIL takes a quote from Caldyne and then quotes to different EPC
contractors.
C.Battery & charger opportunity pursued by Charger Manufacturer- This will
be same as 1 and in this case sub opportunity will also have sub-opportunity. e.g.opportunity with a EPC contractor (short listed) is a sub opportunity which in turn
will have sub opportunities with different charger manufacturers to whom EIL will
quote .
3.2.2 Infrastructure - Power & Projects: Replacement
Upon identification of a hot lead the employee responsible (FSO) will approach the
buyer and convince the customer to go for a capacity test of the battery. The same
will be captured through the Opportunity transaction in SAP CRM which will have
the following phases: Identification phase, Go /No Go phase, Value Addition phase
and each of the phases will have defined activities like Meeting, drawing request &
approval etc suggested through Sales Assistant functionality of SAP CRM.
Identification Phase: If the capacity of the battery comes out to be less than
80% then the customer is advised to go for a replacement of the same. The
requirement for charger also if any needs to be tracked by the system. Details of
interaction with the customer will be captured as an activity of the type Meeting
linked with this phase .At this point in time Buying Center information will also be
captured.

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Go/No Go Phase: The decision to pursue such cases will be taken internally
depending upon the value, resource availability etc. In such cases when EIL is
unable to change the specification the opportunity is treated to be lost and the
reason for not being able to get the desired specification should be captured in the
system through status reason option.
Information regarding the basis of decision can be captured through Text type
opportunity decision.
For competitive specifications EIL follows up with the buyer and the responsible
(FSO) will visit the prospect to highlight EILs credentials and check the status of
the tendering process if any. This information will be captured through a Meeting
activity transaction.
Value addition Phase- At this point in time it is important to ensure that if the
existing battery is of EIL make the customer adheres to the same type of battery
and try to impress/incorporate upon EILs model specification to the buyer for the
required battery.
In cases where the customer tries to go for a different kind of battery or the
existing battery is of different make then also EIL will try to convert it into a
favorable specification by value adding activities like arranging for seminars,
sharing company and product credentials (user performance certificate),
coordinating factory visits, site visits along with the revised battery sizing if
applicable. Each of these value-adding activities will be created as an Activity
transaction in the system.
Updated layout and GTP approved by R&D should be managed within the system.
Request for such activities will be made to R&D as and when required. This is
possible to be managed as a request activity to R&D, which will have statuses like
request, sent to R&D, received from R&D and additional information will be keyed in
the Text type Drawing inputs.
The system should be able to capture all value adding activities conducted right
through from making the first call to the buyer to the present state. The value
adding activities could be arranging for seminars, sharing company and product
credentials (user performance certificate), coordinating factory visits, site visits,
mapping the decision makers and their corresponding relationship with EIL etc. with
the help of Buying Center functionality in the system.
On being able to convince the customer (buyer) about EILs product credentials
through value adding activities the status of the Opportunity transaction will be
changed to WON.

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3.2.3 Telecom: Supply to Government Customers/ Service Providers


(BSNL, MTNL and DOT) through Switch Manufacturers like Nokia,
Ericsson
Master Opportunity
There will be a master opportunity created by EIL central for the project (end
customer) and a mail should be sent to the concerned FSOs through action. This
master opportunity will have identification phase, go no go phase, value addition
phase. Also there will be a source of the opportunity like journals, print
advertisements, and magazines. Each of the phases will have defined activities like
Meeting, drawing request & approval etc suggested through Sales Assistant
functionality of SAP CRM.
Go/No Go Phase: The decision to pursue such cases will be taken internally
depending upon the value, resource availability etc. In such cases when EIL is
unable to change the specification the opportunity is treated to be lost and the
reason for not being able to get the desired specification should be captured in the
system through User status and reason option. Information regarding the basis of
decision can be captured through Text type opportunity decision.
Value Addition Phase: At this point in time it is important to impress/incorporate
upon EILs model specification to the Switch Manufacturer/technical wing for the
required battery. In cases where the initial specification calls for other make of
batteries then also EIL will try to convert it into a favorable specification by value
adding activities like arranging for seminars, sharing company and product
credentials (user performance certificate), coordinating factory visits, site visits etc.
Each of these value-adding activities will be created as an Activity transaction in the
system.
Sub Opportunity (with different Switch Manufacturers)
Identification Phase:
The Technical wing of the Switch Manufacturer is visited to find out the battery
specification if it is already decided or else EIL proposes the right battery for the
application in terms of sizing, type (catalog), and layout, GTP etc. The interaction
with the Switch Manufacturer will be captured, as one of the activities (Meeting) of
this phase, Battery sizing, layout and GTP approved by R&D should be managed
within the system. This is possible to be managed as a request activity to R&D,
which will have statuses like request, sent to R&D, received from R&D and
additional information will be keyed in the Text type drawing inputs. It will also have
dates like GTP & Layout Request and receipt dates. The system should capture the
sizing, layout, GTP request made to R&D and date of receipt of the same. If

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required the drawing and other details can be scanned and attached to either the
opportunity or request activity transaction.
Go No Go phase if applicable will be used to capture the activities conducted to
arrive at a decision to pursue /not pursue the opportunity.
Value Addition: In case the decision is taken to pursue the opportunity and in
scenarios where the requirements are open and general involving competitors, EIL
needs to impress upon switch manufacturer to include its specification.
For competitive specifications EIL follows up with buyer to find the list of switch
manufacturers who all will be participating in the tendering process. Once they are
identified the employee responsible (FSO) will visit all of them to highlight EIL s
credentials and check the status of the tendering process. The interactions with the
concerned Switch Manufacturer will be captured through Activity transactions like
meeting, phone call, visit to Switch Manufacturers office etc.
The system should be able to capture all value adding activities conducted right
through from making the first call to the buyer to meeting the decision makers of
Switch Manufacturer .The value adding activities could be arranging for seminars,
sharing company and product credentials (user performance certificate),
coordinating factory visits, site visits etc.
On being able to convince the Switch Manufacturer about EIL s product credentials
through value adding activities the status of the Opportunity transaction will be
changed to WON.
3.2.4 Telecom: Supply To Private Service Providers (Airtel, Hutch,
Reliance)
Upon identification of a hot lead the employee responsible (FSO) will approach the
service provider and convince the customer to go for EIL make battery. The same
will be captured through the Opportunity (Telecom) transaction in SAP CRM which
will have the following phases: Identification phase, Go /No Go phase, Value
Addition. Each of the phases will have defined activities like Meeting, drawing
request & approval etc suggested through Sales Assistant functionality of SAP CRM.
Identification Phase: Details of interaction with the customer will be captured as
an activity of the type Meeting linked with this phase. At this point in time Buying
Center information will also be captured.

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Go/No Go Phase: The decision to pursue such cases will be taken internally
depending upon the value, resource availability etc. In such cases when EIL is
unable to change the specification the opportunity is treated to be lost and the
reason for not being able to get the desired specification should be captured in the
system through status reason option.
Information regarding the basis of decision can be captured through Text type
opportunity decision.
Value addition Phase- At this point in time it is important to ensure that if the
existing battery is of EIL make the customer adheres to the same type of battery
and try to impress/incorporate upon EIL s model specification to the buyer for the
required battery. In cases where the customer tries to go for a different kind of
battery or the existing battery is of different make then also EIL will try to convert it
into a favorable specification by value adding activities like arranging for seminars,
sharing company and product credentials (user performance certificate),
coordinating factory visits, site visits along with the revised battery sizing if
applicable. Each of these value-adding activities will be created as an Activity
transaction in the system. Updated layout and GTP approved by R&D should be
managed within the system. Request for such activities will be made to R&D as and
when required. This is possible to be managed as a request activity to R&D, which
will have statuses like request, sent to R&D, received from R&D and additional
information will be keyed in the Text type Drawing inputs.
For open specifications EIL follows up with buyer and the responsible (FSO) will visit
the prospect to highlight EIL s credentials and check the status of the progress.
This information will be captured through a Meeting activity transaction.
The system should be able to capture all value adding activities conducted right
through from making the first call to the buyer to the present state. The value
adding activities could be arranging for seminars, sharing company and product
credentials (user performance certificate), coordinating factory visits, site visits,
mapping the decision makers and their corresponding relationship with EIL etc. with
the help of Buying Center functionality in the system.
On being able to convince the customer (buyer) about EIL s product credentials
through value adding activities the status of the Opportunity transaction will be
changed to WON.
3.2.5 Telecom: Supply To Private Service Providers (Tata

Tele services,

Reliance) through Switch Manufacturers e.g. Motorola


Same as Supply to government customers/ Service Providers through Switch
Manufacturers.

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3.2.6 Traction: Replacement Traction Trade


There are different phases of opportunity like
1) Identification Phase: FSO visits the customer to find information regarding
budget and expected sales volume, the contact
persons and decision makers.
Product is identified if it a standard requirement after checking from the database
of drawing after matching the Volt, Ampere Hour and Dimension of the battery.
There should be a facility to search for existing product based on Volt and Amperehour and dimension specification present in the product master. Search based on
the parameters of Volt, Ampere Hour and dimension of the battery is not available
as a standard search and will need enhancement. For non-standard requirement
layout /design request is sent to R&D and the status of the same is tracked. We
track the date when it is sent to R&D and send request when the customer requires
the drawing. This is possible to be managed as a drawing request &approval activity
to R&D which will have statuses like request sent to R&D, received from R&D, sent
to customer, approved by customer and additional information will be keyed in the
Text type- Drawing inputs. On the basis of our inputs HO marketing prioritizes the
drawing making procedure. For such cases R&D makes a new drawing for which
SAP code (product) is created after it is accepted by the customer.
2) Go/ No decision Phase: EIL will decide to pursue or drop the opportunity in
cases where there is expectation mismatch like requirement for a different
technology battery or requirement of some imported component with unachievable
delivery time expectation and the reason will be captured for future analysis.
3) Value Proposition: During this phase of the opportunity FSOs tries to impress
upon EIL credentials by conducting various activities like presentation, seminar,
arranging for factory visit, reference customer visit. EIL provide product features
along with technical catalog to the customers. At the same time, field sales officer
gives presentations on exclusive features like on Auto fill System, Gen X
batteries, Tracmobile Services, performance certificate of different installation etc.
Each of this value adding activities will be created business activities in the system.
As a result of the activities of the value proposition phase the customer requests for
a quotation. In case the customer is not able to decide about whether to float a
request for a quotation at this moment FSOs will follow up regularly with the
customer to keep his interest alive. Reminders to FSOs should be sent every
15days to follow up on the opportunity till the time customer requests for a
quotation.

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After we identify the opportunity. We also capture different opportunity


classification / group like 1) New customer, 2) Existing customer 3) strategic
customer 4) New application customer.
3.2.7

Traction: Replacement OEM

Scenario: 1. Battery opportunity pursued by EIL.


2. Battery and Fork-Lift opportunity pursued by Traction OEM.
Master Opportunity
There will be a master opportunity created by EIL central for the project (end
customer) and a mail should be sent to the concerned FSOs through action. This
master opportunity will have identification phase, go no go phase, value addition
phase. Also there will be a source of the opportunity like journals, print
advertisements, magazines, and FSO visit. Each of the phases will have defined
activities like Meeting, request to R&D etc suggested through Sales Assistant
functionality of SAP CRM.
Identification Phase: During the initial stage additional information about the
opportunity is gathered by either meeting the end customer or over the phone. At
the same time contact information of the consultant for the project is captured.
Interaction details will be captured as an activity of the type Meeting linked with
this phase. At this point in time Buying Center information will also be captured.
Go No Go Phase & Value Addition Phase will be populated if applicable.
Sub Opportunity 1: The sub opportunity for the consultant will also have
identification, go no go phase, value addition phase. This will be to capture the
interactions with the consultant. Contact information of the consultant for the
project is captured. Interaction details will be captured as an activity of the type
Meeting linked with this phase. At this point in time Buying Center information will
also be captured.
Identification Phase: The consultant is visited to find out the battery specification
if it is already decided or else EIL proposes the right battery for the application in
terms of sizing, type (catalog), and layout, GTP etc. The interaction with the
consultant will be captured as one of the activities (Meeting) of this phase. Layout
and GTP approved by R&D should be managed within the system. This is possible to
be managed as a Drawing request &approval, which will have statuses like request,
sent to R&D, received from R&D, sent to customer, approved by customer and
additional information will be keyed in the Text type drawing inputs. The system
should capture the sizing, layout, GTP request made to R&D and date of receipt of

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the same. If required the drawing and other details can be scanned and attached to
either the opportunity or request activity transaction.
Go No Go Phase: The decision to pursue such cases will be taken internally
depending upon the value, resource availability etc. In such cases when EIL is
unable to change the specification the opportunity is treated to be lost and the
reason for not being able to get the desired specification should be captured in the
system through User status and reason option.
Information regarding the basis of decision can be captured through Text type
opportunity decision.
Sub Opportunity 2 to n: These would be the sub- opportunities with the Traction
OEMs (n=No. of OEM) which will also have the three phases of identification, go no
go phase and value addition phase.
Identification Phase and Go & No Go phase will be same as mentioned above and
will be used if applicable.
For competitive specifications EIL follows up with buyer to find the list of Traction
OEMs who will be participating in the tendering process. Once they are identified
the employees responsible (FSO) will visit all of them to highlight EILs credentials
and check the status of the tendering process and create sub-opportunities for each
of the Traction OEM. The interactions with each of the concerned Traction OEM will
be captured through Activity transactions like meeting, phone call, visit to Traction
OEMs office et, attached to each of the respective sub opportunities.
The system should be able to capture all value adding activities conducted right
through from making the first call to the buyer to meeting the consultant and the
Traction OEMs .The value adding activities could be arranging for seminars, sharing
company and product credentials (user performance certificate), coordinating
factory visits, site visits etc.
On being able to convince the Traction OEM about EILs product credentials through
value adding activities the status of the Opportunity transaction will be changed to
WON.
All these sub opportunities will be linked with the master opportunity through
opportunity hierarchy functionality.
3.2.8 FMIB Existing UPS OEM
Scenario: 1. Battery opportunity pursued by EIL.
2. Battery and UPS opportunity pursued by UPS OEM.

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Master Opportunity
There will be a master opportunity created by EIL central for the project (end
customer) and a mail should be sent to the concerned FSOs through action. This
master opportunity will have identification phase, go no go phase, value addition
phase. Also there will be a source of the opportunity like journals, print
advertisements, magazines, and FSO visit. Each of the phases will have defined
activities like Meeting, request to R&D etc suggested through Sales Assistant
functionality of SAP CRM.
Identification Phase: During the initial stage additional information about the
opportunity is gathered by either meeting the end customer or over the phone. At
the same time contact information of the consultant for the project is captured.
Interaction details will be captured as an activity of the type Meeting linked with
this phase. At this point in time Buying Center information will also be captured.
Go No Go Phase & Value Addition Phase will be populated if applicable.
Sub Opportunity 1: The sub opportunity for the consultant will also have
identification, go no go phase, value addition phase. This will be to capture the
interactions with the consultant. Contact information of the consultant for the
project is captured. Interaction details will be captured as an activity of the type
Meeting linked with this phase. At this point in time Buying Center information will
also be captured.
Identification Phase: The consultant is visited to find out the battery specification
if it is already decided or else EIL proposes the right battery for the application in
terms of sizing, type (catalog), and layout, GTP etc. The interaction with the
consultant will be captured as one of the activities (Meeting) of this phase. Layout
and GTP approved by R&D should be managed within the system. This is possible to
be managed as a Drawing request &approval, which will have statuses like request,
sent to R&D, received from R&D, sent to customer, approved by customer and
additional information will be keyed in the Text type drawing inputs. The system
should capture the sizing, layout, GTP request made to R&D and date of receipt of
the same. If required the drawing and other details can be scanned and attached to
either the opportunity or request activity transaction.
Go No Go Phase: The decision to pursue such cases will be taken internally
depending upon the value, resource availability etc. In such cases when EIL is
unable to change the specification the opportunity is treated to be lost and the
reason for not being able to get the desired specification should be captured in the
system through User status and reason option.

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Information regarding the basis of decision can be captured through Text type
opportunity decision.
Sub Opportunity 2 to n: These would be the sub- opportunities with the UPS
OEMs (n= No. of UPS OEM) which will also have the three phases of identification,
go no go phase and value addition phase.
Identification Phase and Go & No Go phase will be same as mentioned above
and will be used if applicable.
For competitive specifications EIL follows up with buyer to find the list of UPS OEMs
who will be participating in the tendering process. Once they are identified the
employees responsible (FSO) will visit all of them to highlight EILs credentials and
check the status of the tendering process and create sub-opportunities for each of
the UPS OEM. The interactions with each of the concerned UPS OEM will be
captured through Activity transactions like meeting, phone call, visit to UPS OEMs
office et, attached to each of the respective sub opportunities.
The system should be able to capture all value adding activities conducted right
through from making the first call to the buyer to meeting the consultant and the
UPS OEMs .The value adding activities could be arranging for seminars, sharing
company and product credentials (user performance certificate), coordinating
factory visits, site visits etc.
On being able to convince the UPS OEM about EILs product credentials through
value adding activities the status of the Opportunity transaction will be changed to
WON.
All these sub opportunities will be linked with the master opportunity through
opportunity hierarchy functionality.

3.2.9 FMIB Existing Dealer


1.Identification Phase
2.Go No Phase
3.Value addition Phase
Many dealers can quote for the same requirements whenever the dealer is quoting
for a particular requirement then it has to be entered as an opportunity along with
the price given to him. List of such opportunities should be generated to ensure
that price undercutting does not take place.
There would be a provision for dealer to enter their installed base in the system.

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3.2.10 FMIB New Dealer


There is no opportunity transaction. New dealer appointment process is to be
detailed out separately.
3.2.11 FMIB New OEM
Identification Phase: Information regarding OEMs contact person and expected
business and the decision makers are mapped through Buying Center functionality.
Go/ No phase: Decision to pursue the opportunity will be taken internally
depending upon different factors. In such cases information regarding the decision
will be captured through text type.
Value addition phase: Exide approach the OEM with different product catalog,
features, service backup details, different certification details, and credit policy and
prices details.
During this phase, detailed technical discussion takes place along with technical
team.
3.2.12 Defence
Same as Power & Projects (replacement)
3.2.13 Caplamps
Upon identification of a hot lead the employee responsible (FSO) will approach the
buyer and find out the details of the requirements. The same will be captured
through the Opportunity (Cap Lamp) transaction in SAP CRM which will have the
following phases: Identification phase, Go /No Go phase, Value Addition phase and
each of the phases will have defined activities like Meeting, etc suggested through
Sales Assistant functionality of SAP CRM.
Identification Phase: During the initial stage additional information about the
opportunity is gathered by either meeting the Demanding Officers or over the
phone. At the same time contact information of the customer is captured.
Interaction details will be captured as an activity of the type Meeting linked with
this phase. At this point in time Buying Center information will also be captured.
Additional information will be keyed in the Text type Meeting. Activities would be
Meeting with Cap lamp room in charge (For indent generation); meeting with
Colliery manager for indent approval. These activities are at Colliery level. Meeting
SO (E&M), meeting Depot officer (for material availability), Meeting SO (Finance)
for fund allocation, SO (MM) for order placement, GM/CGM (of the area) for indent
finalization and order placement. These are Area office level activity.

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Go/No Go Phase: The decision to pursue will be taken internally depending upon
the value, resource availability etc. In such cases when EIL is unable to execute the
volume opportunity is treated to be lost and the reason for not being able to get the
desired specification should be captured in the system through User status and
reason option. Information regarding the basis of decision can be captured through
Text type opportunity decision.
Value Addition Phase -: In this phase FSO meets various key persons each of
these value-adding activities will be created as an Activity transaction in the
system.
The system should be able to capture all value adding activities conducted right
through from making the first call to the buyer to meeting the buyer and user. The
value adding activities could be arranging for seminars, sharing company and
product credentials (user performance certificate), relationship building, site visits
etc. After the order is received the status of the Opportunity transaction will be
changed to WON.
Win loss reason will be captured through different drop down option.

3.2.14 Exports: CBSEA: For Cells


CBSEA will manage their opportunities through CRM system so that EIL can have an
understanding of major pipeline .The opportunity can go through different phases
like - 1. Identification phase where CBSEA will try to gather information about
the said opportunity in terms of customer budget, product and quantity
requirement, etc. Also CBSEA will do a detailed diligence of the customers
requirements and identify the appropriate solution (product) for the customer.
Various other information as regards to the decision makers and their relationship
with CBSEA, competitor and their strategies can be captured. 2. Go No phase
where CBSEA will decide either to pursue or drop the opportunity.3. Value
addition phase where CBSEA will try to impress upon the customer about the
capabilities of EIL products through series of activities like seminars, presentations,
exhibitions etc.

3.2.15 Exports: CBSEA: Battery Bank


CBSEA will manage their opportunities through CRM system so that EIL can have an
understanding of major pipeline .The opportunity can go through different phases
like - 1. Identification phase where CBSEA will try to gather information about
the said opportunity in terms of customer budget, product and quantity
requirement, etc. CBSEA will also do a detailed diligence of the customers
requirements and identify the appropriate solution (product) for the customer.
Various other information as regards to the decision makers and their relationship
with CBSEA, competitor and their strategies can be captured 2. Go No phase

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where CBSEA will decide either to pursue or drop the opportunity.3. Value
addition phase where CBSEA will try to impress upon the customer about the
capabilities of EIL products through series of activities like seminars, presentations,
exhibitions etc.

3.2.16 Exports: CBSEA: for specific requirement.


CBSEA will manage their opportunities through CRM system so that EIL can have an
understanding of major pipeline .The opportunity can go through different phases
like - 1. Identification phase where CBSEA will try to gather information about
the said opportunity in terms of customer budget, product and quantity
requirement, etc also CBSEA will do a detailed diligence of the customers
requirements and identify the appropriate solution (product) for the customer.
Various other information as regards to the decision makers and their relationship
with CBSEA, competitor and their strategies can be captured 2. Go No phase
where CBSEA will decide either to pursue or drop the opportunity.3. Value
addition phase where CBSEA will try to impress upon the customer about the
capabilities of EIL products through series of activities like seminars, presentations,
exhibitions etc.

3.2.17 Exports: ESPEX


ESPEX will manage their opportunities through CRM system so that EIL can have an
understanding of major pipeline .The opportunity can go through different phases
like - 1. Identification phase where ESPEX will try to gather information about
the said opportunity in terms of customer budget, product and quantity
requirement etc. Also ESPEX will do a detailed diligence of the customers
requirements and identify the appropriate solution (product) for the customer.
Various other information as regards to the decision makers and their relationship
with Espex competitor and their strategies can be captured.
2. Go No phase
where ESPEX will decide either to pursue or drop the opportunity. 3.Value addition
phase where ESPEX will try to impress upon the customer about the capabilities of
EIL products through series of activities like seminars, presentations, exhibitions
etc.

3.2.18 Non-CBSEA/ESPEX: For Cells

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EIL will manage their opportunities through CRM to have an understanding of the
major direct international pipeline .The opportunity can go through different phases
like - 1. Identification phase where EIL will try to gather information about the
said opportunity in terms of customer budget, product and quantity requirement
etc. Also EIL will do a detailed diligence of the customers requirements and identify
the appropriate solution (product) for the customer. Various other information as
regards to the decision makers and their relationship with the customer, competitor
and their strategies can be captured. 2. Go No phase where EIL will decide either
to pursue or drop the opportunity. 3. Value addition phase where EIL will try to
impress upon the customer about the capabilities of the products through series of
activities like presentations, arranging for factory visits, exhibitions etc.

3.2.19 Non-CBSEA/ESPEX: Battery Bank


EIL will manage their opportunities through CRM system so that EIL can have an
understanding of major pipeline .The opportunity can go through different phases
like - 1. Identification phase where EIL will try to gather information about the
said opportunity in terms of customer budget, product and quantity requirement
etc.
Also EIL will do a detailed diligence of the customers requirements and
identify the appropriate solution (product) for the customer. Various other
information as regards to the decision makers and their relationship with CBSEA,
competitor and their strategies can be captured.
2. Go No phase where EIL will decide either to pursue or drop the opportunity
3. Value addition phase where EIL will try to impress upon the customer about
the capabilities of EIL products through series of activities like seminars,
presentations, arranging for factory visit, exhibitions etc.

3.2.20 Non-CBSEA/ESPEX: specific requirement


EIL will manage their opportunities through CRM system to have an understanding
of major direct international pipeline .The opportunity can go through different
phases like - 1. Identification phase where EIL will try to gather information
about the said opportunity in terms of customer budget, product and quantity
requirement etc Also EIL will do a detailed diligence of the customers requirements
and identify the appropriate solution (product) for the customer. Various other
information as regards to the decision makers and their relationship with the
customer, competitor and their strategies can be captured 2. Go No phase where
EIL will decide either to pursue or drop the opportunity.3. Value addition phase

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where EIL will try to impress upon the customer about the capabilities of products
through series of activities like arranging for factory visit, presentations, exhibitions
etc.
3.3 Quotation Management
Purpose:
Business Process to confirm to deliver specific quantity of product at a specific time
and at a specific price.
Process Flow:
3.3.1 Infrastructure - Power & Projects: New Projects
After following up with EPC contractors EIL will quote for the requirements identified
along with layout, GTP and battery sizing details confirmed earlier. The quotation
transaction will go through different stages like preparation, price approval,
submitted to customer, Negotiation, won or lost to be managed through User status
functionality in the system. Detail information of price negotiation will be captured
through text type
In the preparation stage details as regard to the prospect, product, quantity,
quotation due date and expiry date should be made mandatory. At quotation level
new projects and replacement for power and project segments should be identified
through additional data A or B field option.
The value of the quotation should be approved by RSM/CBM and the user status
changed to approve by RSM/CBM.
If EMDs are submitted along with the quotation they need to be tracked with
reference to their expiry date, issuing bank, number and value .EMD expiry date
entry field will made available in the quotation transaction through date types
customization and action like sending an alert mail to the FSO can be triggered by
the system .In the system the scanned copy of layout, sizing information and the
GTP should be maintained .It can be maintained as an attachment to the
transaction or by referring an URL to the central repository of the same . The
quotation should also include the prices for Installation and commissioning if asked
by the EPC contractor. This is to be created as a separate condition type and later at
the order level to be treated differently through a service order if the purchase

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order mentions the price separately for the product and installation &
commissioning.
The quotation should get printed in a format specified by EIL and should allow for
editing of the same before printing. This is to done through ABAP development.
The system should send a reminder mail to FSOs every 15days till the expiry date
of the quotation to be managed through action attached to this transaction.
For all values greater than 5 lakhs the system sends quotation notification to the
RSM also to be managed through action attached to the transaction.
All interactions for the price negotiation with the EPC contractors should be
captured in the system through a Text type Price Negotiation.
The win/ loss reason should be captured for analysis. Some of the typical win
reasons are: Exide equity, Technical superiority, No competition in Plante, after
sales service and nationwide coverage. Some of the loss reasons are: Higher price,
stringent payment terms, technically not qualified and long time of delivery. These
reasons will be made available in the system as a drop down option at the
quotation status won or lost. Additional information regarding win or loss will be
captured in the Text type Win/Loss Details. Though no analysis will be possible on
the text captured in the system but they can be later referred to take decisions.

3.3.2 Infrastructure - Power & Projects: Replacement

After following up with the Buyer, EIL will quote for the requirements identified
along with layout, GTP and battery sizing details confirmed earlier. In case of
charger requirement also EIL quotes after taking offer from Caldyne. The quotation
transaction will go through different stages like preparation, price approval,
submitted to customer, Negotiation, won, lost to be managed through User status
functionality in the system. Detail information of price negotiation will be captured
through text type.
In the preparation stage details as regard to the prospect, product, quantity,
quotation due date and expiry date should be made mandatory. At quotation level
new projects and replacement for power and project segments should be identified
through additional data A or B field option.
The FSO will receive a mail 15 days before the quotation due date automatically
generated through actions attached to the quotation transaction.
The value of the quotation should be approved by RSM/CBM.

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If EMDs are submitted along with the quotation they need to be tracked with
reference to their expiry date, issuing bank, number and value. EMD expiry date
entry field will be made available in the quotation transaction through date types
customization and action like sending an alert mail to the FSO can be triggered by
the system. In the system the scanned copy of layout, sizing information and the
GTP should be maintained. It can be maintained as an attachment to the
transaction or by referring an URL to the central repository of the same. The
quotation should also include the prices for Installation and commissioning if asked
by the buyer. This is to be created as a separate condition type and later at the
order level to be treated differently through a service order if the purchase order
mentions the price separately for the product and installation & commissioning.
The quotation should get printed in a format specified by EIL and should allow for
editing of the same before printing. This will be done through ABAP development.
The provision for scrap battery buy back offer should also be captured by the
system. This information can be captured in the quotation transaction as Scrap Buy
Back Discount condition type that will be captured to be only printed in the
quotation document only in cases where product sold and the scrap product have
the same product code. The system should send a reminder mail to FSOs every
15days till the expiry date of the quotation to be managed through action attached
to this transaction.
For all values greater than 5 lakhs the system sends quotation notification to the
RSM also to be managed through action attached to the transaction.
All interactions for the price negotiation with the buyer should be captured in the
system through a Text type Price Negotiation. The win/ loss reason should be
captured for analysis. Some of the typical win reasons are: EIL equity, Technical
superiority, No competition in Plante etc. Some of the loss reasons are: Higher
price, stringent payment terms, long time of delivery. These reasons will be made
available in the system as a drop down option at the quotation status won or lost.
Additional information regarding win or loss will be captured in the Text type
Win/Loss Details. Though no analysis will be possible on the text captured in the
system but they can be later referred to take decisions.
3.3.3 Infrastructure Railways Direct Supply.
Region on receipt of tender will seek price and delivery details from HO.The
quotation will go through different stages like price approval request to HO, Go No
Decision By HO, Approval received from HO, Sent to Customer, Negotiation On, Won
(L1-L8), lost (L1-L8) status to be managed through User status. Win/loss reasons
are to be captured for analysis. Detail information of price negotiation will be

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captured through text type. Once the result of the tender is announced the same
needs to be captured taking into account L1-L8 bidders and their Part I and Part II
classification. . The tender result should also include the Lead base price at which
different bidders were at L1-L8 positions. Tender result cannot be captured through
standard system, which will require ABAP development. The quotation is prepared
as per the EIL format. Quotation cannot be generated in the EIL format for Railway
segment through the standard system. This has to be addressed through ABAP
development.
Reminders should be sent to the FSO every 15 days for follow up till the expiry date
through actions, which will get automatically triggered.
3.3.4 Railways: Supply through Contractors and Integrated Power Supply
(IPS)
Region on getting to know about opportunity to quote will prepare the quotation as
per the price and delivery guideline from HO.The quotation will go through the
stages of preparation, submitted to Contractors/IPS, Negotiation, Won, Lost to be
managed through User Status. The reasons for win/loss should be captured. Some
of the typical win reasons are EIL equity, L1 price. Some of the loss reasons are:
Higher price, stringent payment terms and long time of delivery. The won/loss
reasons will be made available as a drop down in the system. Detail information of
price negotiation will be captured through text type.
Reminders should be sent to the FSO every 15 days through actions attached to the
quotation transaction.
3.3.5 Telecom: Direct Supply To Government Customers (BSNL, MTNL,
DOT)
Region on receipt of tender will seek price, delivery details, bid security, power of
attorney and other documents pertaining to the tender from HO .The price bid is
prepared as per the EIL format which will be developed through a Smart Form .The
remaining part of the tender proposal will be prepared outside the system .The
quotation will go through different stages like price approval request to HO, Go No
Go Decision By HO, Approval received from HO, Sent to Customer, Negotiation On,
Won (L1-L8), lost (L1-L8) status, Advance Purchase Order received to be managed
through User status . Detail information of price negotiation will be captured
through text type. Win/loss reasons are to be captured and to be used for analysis
later. Once the result of the tender is announced the same needs to be captured
taking into account L1-L8 bidders. Tendering result should be captured for all the
major competitors and their L1-L8 status. Tender results cannot be captured

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through standard CRM functionalities and will be managed through screen


development .The date for request to H.O. for price, delivery and other documents
along with dates of receiving the same should be captured in the system. This will
be managed through an Activity Document Request which will have Dates like
Price request and receipt date, bid security request date and receipt date, power of
attorney request and receipt dates .EMD expiry date should be captured as Date
type EMD expiry date. The system will generate alerts using action to send mails to
the FSO 15 days before the expiry and copy to RSM.
Reminders regarding due date of the tender should be sent to the FSO every 15
days for follow up through actions attached to the quotation transaction.

3.3.6 Telecom: Supply to Government Customers/Service Providers (BSNL,


MTNL, DOT) through Switch Manufacturer like Nokia, Ericsson etc.
After following up with Switch Manufacturer EIL will quote for the requirements
identified along with layout, GTP and battery sizing details confirmed earlier. The
quotation transaction will go through different stages like preparation, price
approval, submitted to customer, Negotiation, won and lost to be managed through
User status functionality in the system. Detail information of price negotiation will
be captured through text type.
In the preparation stage details as regard to the prospect, product, quantity,
quotation due date and expiry date should be made mandatory.
The value of the quotation should be approved by RSM/CBM.
If EMDs are submitted along with the quotation they need to be tracked with
reference to their expiry date, issuing bank, number and value. EMD expiry date
entry field will made available in the quotation transaction through date types
customization and action like sending an alert mail to the FSO can be triggered by
the system. In the system the scanned copy of layout, sizing information and the
GTP could be maintained. It can be maintained as an attachment to the transaction
or by referring an URL to the central repository of the same The quotation should
also include the prices for Installation and commissioning if asked by the switch
manufacturer. This is to be created as a separate condition type and later at the
order level to be treated differently through a service order if the purchase order
mentions the price separately for the product and installation & commissioning.
The system should send a reminder mail to FSOs every 15days till the expiry date
of the quotation to be managed through action attached to this transaction.
For all values greater than 5 lakhs the system sends quotation notification to the
RSM also to be managed through action attached to the transaction.

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All interactions for the price negotiation with the Switch Manufacturer should be
captured in the system through a Text type Price Negotiation.
The win/ loss reason should be captured for analysis. Some of the typical win
reasons are: Exide equity, Technical superiority, etc. Some of the loss reasons are:
Higher price, stringent payment terms, and long time of delivery. These reasons will
be made available in the system as a drop down option at the quotation status won
or lost. Additional information regarding win or loss will be captured in the Text type
Win/Loss Details. Though no analysis will be possible on the text captured in the
system but they can be later referred to take decisions.
3.3.7 Supply To Private Service Providers (Airtel, Hutch, Reliance)
After following up with the Buyer, EIL will quote for the requirements identified
along with layout, GTP and battery sizing details confirmed earlier. The quotation
transaction will go through different stages like preparation, price approval,
submitted to customer, Negotiation, won, and lost to be managed through User
status functionality in the system. Detail information of price negotiation will be
captured through text type.
In the preparation stage details as regard to the prospect, product, quantity,
quotation due date and expiry date should be made mandatory. At quotation level
new projects and replacement requirement details should be identified additional
data A or B field option.
The value of the quotation should be approved by RSM/CBM who would receive a
mail once the quotation user status is changed to price approval.
In the system the scanned copy of layout, sizing information and the GTP should be
maintained. It can be maintained as an attachment to the transaction or by
referring an URL to the central repository of the same the quotation should also
include the prices for Installation and commissioning if asked by the buyer. This is
to be created as a separate condition type and later at the order level to be treated
differently through a service order if the purchase mentions the price separately for
the product and installation & commissioning.
The provision for scrap battery buy back offer should also be captured by the
system. This information can be captured in the quotation transaction as Scrap Buy
Back Discount condition type that will be captured to be only printed in the
quotation document only in cases where product sold and the scrap product have
the same product code. The system should send a reminder mail to FSOs every 15
days till the due date expiry of the quotation to be managed through action
attached to this transaction.

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For all values greater than 5 lakhs the system sends quotation notification to the
RSM to be also managed through action attached to the quotation transaction.
All interactions for the price negotiation with the buyer should be captured in the
system through a Text type Price Negotiation. The win/ loss reason should be
captured for analysis. Some of the typical win reasons are: EIL equity, Technical
superiority, competitive price etc. Some of the loss reasons are: Higher price,
stringent payment terms, long time of delivery. These reasons will be made
available in the system as a drop down option at the quotation status won or lost.
Additional information regarding win or loss will be captured in the Text type
Win/Loss Details. Though no analysis will be possible on the text captured in the
system but they can be later referred to take decisions.
3.3.8 Supply To Private Service Providers (Tata Teleservices, Reliance)
through Switch Manufacturers (Motorola)
Same as Telecom: Supply To Government Customers/Service Providers (BSNL,
MTNL, DOT) through Switch Manufacturer like Nokia, Ericsson etc.
The quotation should get printed in a format specified by EIL same as Power and
Projects and it should be editable before printing. This is to be done ABAP
development.
3.3.9 Solar
Region on receipt of enquiry/ tender will submit offer to the customer .The
quotation is prepared as per the EIL format as per the price list and HO guideline.
The quotation transaction will go through the stages of preparation, submitted to
customer, Negotiation, Won and lost to be managed through User Status. Detail
information of price negotiation will be captured through text type. The reasons for
win/loss should be captured. Some of the typical win reasons are EIL equity,
competitive price, and superior product. Some of the loss reasons are: Higher price,
stringent payment terms, long time of delivery. These reasons will be available as a
drop down option.
Reminders regarding due date should be sent to the FSO every 15 days till the
expiry date through action attached to the quotation transaction.
3.3.10 Traction: Replacement (Traction Trade)
The quotation is generated in SAP. We require the following information.

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1. Price of battery.
2. Delivery period of battery.
3. The delivery period for the battery is declared after taking feed back from factory
or marketing. Expected delivery date can be entered through a date type Expected
date for the entire order or for individual items.
4. Clearance of payment terms is taken from RSM and the same is updated in the
business partner master data.
The quotation goes through the following stages Open, Price approval stage,
Submitted to customer, Negotiation, Won, Lost. Reason for win and loss should be
captured for analysis. Some of the win reasons are EIL brand, Price, Performance,
Spread out network, Good Service. Some of the loss reasons are Lower Price
Competitor, Better network-Competitor, Product Performance Competition preconceived notion on other factors. These reasons will be available as a drop down
option. Detail information of price negotiation will be captured through text type.
The quotation should get printed in the format specified by EIL and it should also be
allowed to be edited before printing. This format is non-SAP standard and will be
managed through ABAP development.
First reminder mail to follow up on the quotation should be sent to FSO after 1
week of quotation submission to the customer to be triggered through action
attached to the quotation transaction.
Earnest Money Deposit (EMD) expiry date tracking along with details of issuing
bank and amount should be done through the system. EMD expiry date type will be
created and a mail through action will be triggered 15days before the expiry date
.EMD details as regard to bank and the amount will be captured through Text Type
EMD, which can be referred in the future, but no analysis will be possible.

3.3.11

FMIB:

Existing

OEM/New

OEM/Existing

Dealer/New

Dealer/NIC/DGS&D
Apart from the standard order through rate agreement, OEM/Dealers quote to
different institutional / big customers in coordination with Exide. The rates quoted
by the OEM/Dealer to the end customer should be captured in the system through
text type.
The quotation transaction will go through different stages like preparation, price
approval, submitted to customer, Negotiation, won or lost to be managed through
User status functionality in the system.
For all values greater than 5 lakhs the system sends quotation notification to the
RSM also to be managed through action attached to the transaction.
All interactions for the price negotiation with the end customer should be captured
in the system through a Text type Price Negotiation.

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The win/ loss reason should be captured for analysis. These reasons will be made
available in the system as a drop down option at the quotation status won or lost.
Additional information regarding win or loss will be captured in the Text type
Win/Loss Details.
3.3.12 Defence
Same as Power & Projects (Replacement).
3.3.13 CAPLAMPS
The quotation transaction will go through different stages like preparation, price
approval, submitted to customer, Negotiation, won or lost to be managed through
User status functionality in the system.
All interactions for the price negotiation with the end customer should be captured
in the system through a Text type Price Negotiation.
The win/ loss reason should be captured for analysis. These reasons will be made
available in the system as a drop down option at the quotation status won or lost.
Additional information regarding win or loss will be captured in the Text type
Win/Loss Details.
3.3.14 Exports: CBSEA: For Cells
EIL Distributes the latest Price list to CBSEA for standard repetitive products.
CBSEA quotes and / generates their own prices / price list for the dealers /
distributors / other direct customers. Since CBSEA will not be creating Sales Order
in the system so their price list will not be maintained .EIL will give prices to CBSEA
& CBSEA will quote to the dealers / distributors / other direct customers. CBSEA will
create a quotation as a follow up of quotation created by EIL on them and they
need to be tracked from preparation, submitted to customer, accepted/rejected or
closed and the reason for win or loss to be captured for analysis. Quotation details
will be captured in Text format.

3.3.15 Exports: CBSEA: Battery Bank

On winning the opportunity CBSEA will make a quotation request to EIL with inputs
of specification/dimension details. EIL will send the specification / dimension details

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to R&D for drawing / BOM (Bill of Materials) generation and the status of the same
needs to be tracked and communicated to CBSEA (request to R&D, received from
R&D, Sent to Customer (CBSEA), Accepted by CBSEA/End Customer). This is
possible to be managed as a drawing request &approval activity which will have
statuses like request sent to R&D, received from R&D, sent to customer, approved
by customer and additional information will be keyed in the Text type- Drawing
inputs. Subsequently R&D will create SAP product code and codes for components
to be used for quoting to CBSEA. Considering tray/module/stand (depending on the
type of the battery) cost and other related costs of components, accessories in
pricing, EIL will give prices to CBSEA & CBSEA will quote to the end customer. The
price given to CBSEA will be updated in the price master data. Both the quotations
will be created in the system but only one of them will be treated for quotation
pipeline. Quotation details will be captured in Text format.

3.3.16 Exports: CBSEA: for specific requirement.


After CBSEA is able to convert/win the opportunity they will forward the
requirement with all detail to EIL marketing. From there it will be forwarded to R &
D for evaluation and suggesting best available product. The status of the same
needs to be tracked and communicated to CBSEA (request to R&D, more
information required by R & D, received from R&D). This is possible to be managed
as a drawing request &approval activity which will have statuses like request sent to
R&D, received from R&D, sent to customer, approved by customer and additional
information will be keyed in the Text type- Drawing inputs. Once the product is
suggested by R & D (for battery bank drawing & BOM as well), EIL will give
quotation to CBSEA & CBSEA will quote to the end customer. Both the quotations
will be created in the system but only one of them will be treated for quotation
pipeline. Quotation details will be captured in Text format.

3.3.17 Exports: ESPEX


EIL Distributes the latest Price list to ESPEX for standard repetitive products. ESPEX
quotes and / generates their own prices / price list for the dealers / distributors /
other direct customers. EIL will give prices to ESPEX & ESPEX will quote as a follow
up of quotation created by EIL on them for their dealers / distributors / other direct
customers. The quotation needs to be tracked from preparation, submitted to
customer, accepted/rejected or closed and the reason for win or loss to be captured
for analysis. Quotation details will be captured in Text format.

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3.3.18 Exports: Non-CBSEA/ESPEX: For Cells


On winning the opportunity EIL will quote to the direct customer. The quotation
needs to be tracked from preparation, submitted to customer, accepted/rejected or
closed to be managed through user status and the reason for win or loss to be
captured for analysis. Once the quotation is accepted a mail will be sent to SBU
Head to validate payment terms (other than L/C) of the customer.

3.3.19 Exports: Non-CBSEA/ESPEX: For Battery Banks


On winning the opportunity EIL sends the specification/dimension details to R&D for
drawing / BOM (Bills of Materials) generation and the status of the same needs to
be tracked (request to R&D, received from R&D, Sent to Customer, and Accepted by
Customer). This is possible to be managed as a drawing request &approval activity
which will have statuses like request sent to R&D, received from R&D, sent to
customer, approved by customer and additional information will be keyed in the
Text type- Drawing inputs. Subsequently R&D will create SAP product code and
codes for components to be used for quoting to customer. Considering
tray/module/stand (depending on the type of the battery) cost in pricing, EIL will
quote to the customer. The quotation needs to be tracked from preparation,
submitted to customer, accepted/rejected or closed to be managed through user
status and the reason for win or loss to be captured for analysis. Once the
quotation is accepted a mail will be sent to SBU Head to validate payment terms
(other than L/C) of the customer.
3.3.20 Non-CBSEA/ESPEX: For Specific Requirement
After EIL is able to convert/win the opportunity they will forward the requirement to
R & D for evaluation and suggesting best available product. This is possible to be
managed as a drawing request &approval activity which will have statuses like
request sent to R&D, received from R&D, sent to customer, approved by customer
and additional information will be keyed in the Text type- Drawing inputs. Once the
product is suggested by R & D (for battery bank drawing & BOM as well), EIL will
give quotation to the customer.
The quotation needs to be tracked from
preparation, submitted to customer, accepted/rejected to be managed through user
status or closed and the reason for win or loss to be captured for analysis. Once the

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quotation is accepted a mail will be sent to SBU Head to validate payment terms
(other than L/c) of the customer.
3.4 Sales Order
Purpose: A sales order is a customers binding request to an enterprise to deliver
a specific quantity of products, or to provide a service at a specific time. A sales
organization accepts the sales order, and thus becomes responsible for fulfilling the
contract.
Key Note: Order should not be created for all segments without reference to
quotation except FMIB.
Process Flow:
3.4.1 Infrastructure - Power & Projects: New Projects
The Purchase order received against the quotation is validated/reviewed for technocommercial inputs by the Regional Office (RO). If the same is not in line with the
quotation it is again sent back to the customer for amendment. Technocommercially clear P.O. is sent to H.O. for raising Sales Order. This interaction right
from review to being sent to customer and received back from the customer after
amendment can be tracked through an Activity Purchase Order Tracking. This
Activity will have statuses like internal review, PO ok, PO Not ok sent to Customer,
Received after amendment.
The final drawing, GTP, QAP and BOM duly approved by R&D is sent to customer for
approval .The sales order is only created after the drawing, GTP, QAP and BOM gets
approved by the customer. The status of the same should be captured e.g. sent to
R&D for approval, received from R&D after approval, sent to customer for approval,
approved by the customer in an Activity-Drawing Approval.
The sales order for Power & Projects will use the R/3 pricing procedure and the
necessary routines will be incorporated through Business Add Ins (BADIs) and
pricing calculation will be managed through IPC.
At the sales order creation stage credit check is done on the basis on credit limit in
days and amount .The SAP CRM credit check is triggered in R/3 and therefore the
necessary credit check customization has to be maintained in R/3. Credit check
related customizations would also be enabled in SAP CRM so that the relevant R/3
credit check will be performed. In case there is a credit block it has to be removed
by the commercial department. Once the sales order is created an automatic order
confirmation should go to the customer with tentative delivery schedule .The order

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will have an action profile to send a order confirmation mail to the customer if there
is no credit block.
The order will pass through stages of open, credit block, block removed, Cleared for
Dispatch and finally transferred to R/3 for subsequent processing to be managed
through User Status. Once the material is ready and inspected at Factory the same
needs to be informed to the region manually. The inspection date type is utilized to
capture the inspection date. Then region might send a request for Road Permit,
nominated transporter details along with Proforma invoice (Order value Discounts
+duties and taxes as appearing in the sales order) and when advance payment is to
be made by the EPC contractor. This will be managed through a custom developed
Smart Form. Once the Road permit (along with transporter details) along with the
advance payment if any is received by the region it issues a dispatch clearance note
to HO or factory. This will be sent as a mail through action on change of order
status to Cleared for Dispatch The dispatch clearance date(s) and the actual
delivery date(s) should be captured by the system as date types. After delivery
factory sends the bill to region to be given to the customer. Actual receipt of the
billing document needs to be captured. This is to be tracked using a separate
activity type -Bill Tracking .In case of transit damage the same needs to be
informed to the service team manually.
Security deposit expiry date and Performance Bank Guarantee expiry dates along
with value, their numbers and the issuing bank should be tracked by the system
.The expiry dates will be captured through date types and the Security deposit and
Bank Guarantee details will be captured in the order through Text type Security
Deposit and Performance Bank Guarantee. Alerts will be generated based on the
expiry dates using actions in CRM.
To capture the order progression status there will be the following date types
scheduled delivery date, 50% Execution date and 75% execution date, which will
be manually entered. Based on the 50% & 70% execution dates the system should
send a mail to the factory and HO/region to collect information from factory and
inform the customer about the revised delivery schedule if applicable manually.
3.4.2 Infrastructure - Power & Projects: Replacement
The Purchase order issued against quotation is validated/reviewed for technocommercial inputs by the Regional Office (RO). If the same is not in line with the
quotation it is again sent back to the customer for amendment. Technocommercially clear P.O. is sent to H.O. for raising Sales Order. This interaction right
from review to being sent to customer and received back from the customer after
amendment can be tracked through an Activity Purchase Order Tracking. This

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Activity will have statuses like internal review, PO ok, PO Not ok sent to Customer,
Received after amendment.
The final drawing, GTP, QAP and BOM duly approved by R&D is sent to customer for
approval .The sales order is ideally created after the drawing, GTP, QAP and BOM
gets approved by the customer. The status of the same should be captured e.g.
sent to R&D for approval, received from R&D after approval, sent to customer for
approval, approved by the customer.
The sales order for Power & Projects will use the R/3 pricing procedure and the
necessary routines will be incorporated through Business Add Ins (BADIs) and
pricing calculation will be managed through IPC.
At the sales order creation stage credit check is done on the basis of credit limit in
days and amount. The SAP CRM credit check is triggered in R/3 and therefore the
necessary credit check customization has to be maintained in R/3. Credit check
related customizations would also be enabled in SAP CRM so that the relevant R/3
credit check will be performed .In case there is a credit block it has to be removed
by the commercial department. Once the sales order is created an automatic order
confirmation should go to the customer with tentative delivery schedule. The order
will have an action profile to send an order confirmation mail to the customer if
there is no credit block.
The order will pass through stages of open, credit block, block removed, Cleared for
Dispatch and finally transferred to R/3 for subsequent processing to be managed
through User Status. Once the material is ready and inspected at Factory the same
needs to be informed to the region manually. The inspection date type is utilized to
capture the inspection date. Then region might send a request for Road Permit,
nominated transporter details along with Proforma invoice (Order value Discounts
+duties and taxes as appearing in the sales order) when advance payment is to be
made by the EPC contractor. This will be managed through a custom developed
Smart Form. Once the Road permit (along with transporter details) along with the
advance payment if any is received by the region it issues a dispatch clearance note
to HO or factory. This will be sent as a mail through action on change of order
status to Cleared for Dispatch The dispatch clearance date(s) and the actual
delivery date(s) should be captured by the system to be generated as a report to
highlight the difference. After delivery factory sends the bill to region to be given to
the customer. Actual receipt of the billing document needs to be captured This is to
be tracked using a separate activity type -Bill Tracking .In case of transit damage
the same needs to be informed to the service team manually.
Security deposit expiry date and Performance Bank Guarantee expiry dates along
with value, their numbers and the issuing bank should be tracked by the system.
The expiry dates will be captured through date types and the Security deposit and
Bank Guarantee details will be captured in the order through Text type Security

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Deposit and Performance Bank Guarantee. Alerts will be generated based on the
expiry dates using actions in CRM.
To capture the order progression status there will be the following date types
scheduled delivery date, 50% Execution date and 75% execution date, which will
be manually entered. Based on the 50% & 70% execution dates the system should
send a mail to the factory and HO/region to collect information from factory and
inform the customer about the revised delivery schedule if applicable manually.
3.4.3 Infrastructure Railways Direct Supply.
The Purchase order is sent to HO for scrutiny and returned to customer for
amendment if required .The PO is acknowledged after scrutiny if it is commercially
and technically in line with the quotation. This interaction right from review to being
sent to customer and received back from the customer after amendment can be
tracked through an Activity Purchase Order Tracking. This Activity will have
statuses like internal review, PO ok, PO Not ok Amendment Request sent to
Customer, Received after amendment.
In case of amendment the order is acknowledged and a request for amendment is
sent to the customer manually with details of the modification required .The receipt
date of original / amended purchase order and also the EIL request date for
Purchase order amendment is to be captured.
The sales order should capture the delivery schedule mentioned in the purchase
order, which could be either one time delivery or staggered delivery.
At the sales order creation stage credit check is done on the basis on credit limit in
days and amount. The SAP CRM credit check is triggered in R/3 and therefore the
necessary credit check customization has to be maintained in R/3. Credit check
related customizations would also be enabled in SAP CRM so that the relevant R/3
credit check will be performed. In case there is a credit block it has to be removed
by the commercial department. The order will pass through stages of open, credit
block, block removed, Inspection Request Sent, Inspection Certificate received,
Cleared for Dispatch and finally transferred to R/3 for subsequent processing to be
managed through User Status.
Once the material is ready then it should be
checked whether Delivery Period extension is required or not manually. Then a
request for inspection at Factory is made to the inspecting authority. The inspection
date type is utilized to capture the inspection date. On receipt of the Inspection
Certificate region sends a request for Road Permit to railways. Once the Road
permit is received by the region it issues a dispatch clearance note to HO or factory,
which will be managed through a manually triggered mail through actions, attached
to the order transaction. The dispatch clearance date(s) and the actual delivery
date(s) should be captured by the system to be generated as a report to highlight
the difference. After delivery factory sends the bill to region to be given to the

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customer. Actual receipt of the billing document needs to be captured. This is to be


tracked using a separate activity type Bill & Document tracking .In case of transit
damage the same needs to be informed to the service team manually.
To capture the order progression status there will be the following date types
scheduled delivery date, 50% Execution date and 75% execution date, which will
be manually entered. Based on the 50% & 70% execution dates the system should
send a mail to the factory and HO/region to collect information from factory and
inform the customer about the revised delivery schedule if applicable manually.
3.4.4 Railways: Supply through Contractors and Integrated Power Supply
(IPS)
The Purchase order is received by the region, scrutinized and returned back to the
railway contractor /IPS for amendment if required .The PO is acknowledged after
scrutiny if it is commercially and technically in line with the quotation. In case of
amendment the order is acknowledged manually and a request for amendment is
sent to the customer .The receipt date of original / amended purchase order and
also the EIL request date for Purchase order amendment is to be captured. This
interaction right from review to being sent to customer and received back from the
customer after amendment can be tracked through an Activity Purchase Order
Tracking. This Activity will have statuses like internal review, PO ok, PO Not ok
Amendment Request sent to Customer, Received after amendment
The sales order should capture the delivery schedule mentioned in the purchase
order, which could be either one time delivery or staggered delivery. The railway
contractor/IPS sends the documents for RDSO/RITES inspection along with the
inspection charges to the region. This should be tracked as status in the system.
HO organizes inspection call and sends the Inspection certificate to region. Then
region makes a request for Road permit along with 100% advance payment .On
receipt of both region gives the dispatch clearance to the factory .The system
should capture the dispatch clearance date and the actual delivery date through a
report. The sales order will have the following User Status: Preparation,
RDSO/RITES Inspection document received, Inspection Certificate received,
Request for Road Permit /Payment, Dispatch cleared. The inspection date type is
utilized to capture the inspection date. The delivery details like date of delivery,
invoice number, quantity and the truck details are to be sent to the customer. This
requirement will be managed through R/3. Then the dispatch documents along with
invoice and Inspection certificate will be sent from factory to region/HO and the
same needs to be tracked through a Bill & Document Tracking Activity having the
following statuses: document dispatched from factory, documents received at the
region/HO, documents sent to customer and will have Text types like Invoice,
Inspection, Delivery to capture the relevant information.

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To capture the order progression status there will be the following date types
scheduled delivery date, 50% Execution date and 75% execution date, which will
be manually entered. Based on the 50% & 70% execution dates the system should
send a mail to the factory and HO/region to collect information from factory and
inform the customer about the revised delivery schedule if applicable manually.
3.4.5 Telecom: Direct Supply to Government Customers (BSNL, MTNL,
DOT)
On receipt of advance purchase order/LOI from the customer the same is
scrutinized against our offer for both technical and commercial part and if it is in
line with the offer unconditional acceptance letter is sent to the customer with
performance bank guarantee immediately for placement of Purchase order. This will
continue to be done outside CRM system. Request letter for PBG (along with APO)
to HO and date for receipt of the same needs to be captured by the system through
an activity type PBG request which will have text type PBG to capture its details .In
case of amendment of the APO the order is acknowledged manually and a request
for amendment is sent to the customer. This interaction right from review to
request being sent to customer and received back from the customer after
amendment can be tracked through an Activity Purchase Order Tracking. This
Activity will have statuses like internal review, PO ok, PO Not ok Amendment
Request sent to Customer, Received after amendment.
The receipt date of original / amended purchase order and also the EIL request date
for Purchase order amendment is to be captured through date types PO receipt
date, PO amendment request date, PO amendment receipt date. Follow-up letter to
be issued to the customer for release of the bid security (EMD), which will be
manually triggered by the FSO using action attached to the quotation transaction.
The content of the follow up letter is to be developed through a Smart Form. Also a
follow- up mail to be sent through action to the FSO for keeping in touch with the
customer towards early release of the order.
On receipt of formal P.O. sales order is raised and commitment from manufacturing
dept./factory is taken regarding material readiness manually. The sales order
should capture the delivery schedule mentioned in the purchase order, which could
be either one time delivery or staggered delivery.
At the sales order creation stage credit check is done on the basis on credit limit in
days and amount. The SAP CRM credit check is triggered in R/3 and therefore the
necessary credit check customization has to be maintained in R/3. Credit check
related customizations would also be enabled in SAP CRM so that the relevant R/3
credit check will be performed. In case there is a credit block it has to be removed
by the commercial department.

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The order will pass through stages of open, credit block, block removed, (Road
Permit Request) Inspection Request Sent, Inspection Certificate received, Cleared
for Dispatch and finally transferred to R/3 for subsequent processing to be managed
through User Status. Once the material is ready then it should be checked whether
Delivery Period extension is required or not manually. Then a request for inspection
at Factory is made to the inspecting authority after receipt of the road permit,
Octroi exemption certificate etc. The inspection date type is utilized to capture the
inspection date. Once the Inspection Certificate, Road permit etc. are received by
the region it issues a dispatch clearance note to HO or factory. The dispatch
clearance date(s) and the actual delivery date(s) should be captured by the system
through a date type. Dispatch clearance date and the delivery date will be obtained
from the delivery transaction in R/3.After delivery factory sends Original invoice,
L.R, I/C copy, proof of delivery (BCPC) etc. to the region/H.O. The document like
Insurance certificate will be sent by H.O to the region. The date of receipt of bill and
other documents and the corresponding delivery date need to be captured in the
system. This is to be tracked using a separate activity type -Bill & Document
Tracking. In case of Transit damage/Short supply service department is notified.
The system needs to capture the complaint resolution time also. Additionally it
should capture the final bill submission date (both 95% & 5%) and date of receipt
of 95% and 5% payment. The Bill & Document tracking Activity will have date types
Bill submission date (95% &5%) and bill receipt date (95% & 5%) and will also
have the following statuses: document dispatched from factory, documents received
at the region/HO, documents sent to customer and will have Text types like Invoice,
Inspection, Delivery to capture the relevant information.
EMD expiry dates and PBG expiry dates along with value, their numbers and the
issuing bank should be tracked by the system. The EMD and PGB expiry date types
in quotation and order respectively will manage this requirement and the details will
be captured through text types EMD and PBG.
To capture the order progression status there will be the following date types
scheduled delivery date, 50% Execution date and 75% execution date, which will
be manually entered. Based on the 50% & 70% execution dates the system should
send a mail to the factory and HO/region to collect information from factory and
inform the customer about the revised delivery schedule if applicable manually.
3.4.6 Telecom: Supply to Government Customers/ Service Providers
(BSNL, MTNL, DOT) through Switch Manufacturers like Nokia,
Ericsson etc.
The Purchase order issued against the contract is validated/reviewed for technocommercial inputs by the Regional Office (RO). If the same is not in line with the
quotation it is again sent back to the customer for amendment. Technocommercially clear P.O. is sent to H.O. for raising Sales Order. This interaction right

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from review to being sent to customer and received back from the customer after
amendment can be tracked through an Activity Purchase Order Tracking. This
Activity will have statuses like internal review, PO ok, PO Not ok sent to Customer,
Received after amendment.
The final drawing, GTP, QAP and BOM duly approved by R&D is sent to customer for
approval .The sales order is idealy created after the drawing, GTP, QAP and BOM
gets approved by the customer. The status of the same should be captured e.g.
sent to R&D for approval, received from R&D after approval, sent to customer for
approval, approved by the customer in an Activity-Drawing Approval.
The sales order for Telecom will use the R/3 pricing procedure and the necessary
routines will be incorporated through Business Add Ins (BADIs) and pricing
calculation will be managed through IPC.
At the sales order creation stage credit check is done on the basis of credit limit in
days and amount. The SAP CRM credit check is triggered in R/3 and therefore the
necessary credit check customization has to be maintained in R/3. Credit check
related customizations will also be enabled in SAP CRM so that the relevant R/3
credit check will be performed. In case there is a credit block it has to be removed
by the commercial department.
The order will pass through stages of open, credit block, block removed,(Road
Permit request) Inspection On, Cleared for Dispatch and finally transferred to R/3
for subsequent processing to be managed through User Status. The region might
send a request for Road Permit, nominated transporter details manually. Once the
material is ready and inspected by BSNL Quality Assurance at Factory the same
needs to be informed to the region manually. The inspection date type is utilized to
capture the inspection date. Once the Road permit (along with transporter details)
and Inspection certificate is obtained the dispatch clearance note to HO or factory is
given. The dispatch clearance date(s) and the actual delivery date(s) should be
captured by the system as date types. After delivery factory sends the bill to region
to be given to the customer. Actual receipt of the billing document needs to be
captured; this is to be tracked using a separate activity type -Bill & Document
Tracking. In case of transit damage the same needs to be informed to the service
team.
Security deposit expiry date and Performance Bank Guarantee expiry dates along
with value, their numbers and the issuing bank should be tracked by the system.
The expiry dates will be captured through date types and the Security deposit and
Bank Guarantee details will be captured in the order through Text type Security
Deposit and Performance Bank Guarantee. Alerts will be generated based on the
expiry dates using actions in CRM.

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To capture the order progression status there will be the following date types
scheduled delivery date, 50% Execution date and 75% execution date, which will
be manually entered. Based on the 50% & 70% execution dates the system should
send a mail to the factory and HO/region to collect information from factory and
inform the customer about the revised delivery schedule if applicable manually.
3.4.7 Supply to Private Service Providers (Airtel, Hutch, Reliance)
The Purchase order issued against the contract is validated/reviewed for technocommercial inputs by the Regional Office (RO). If the same is not in line with the
quotation it is again sent back to the customer for amendment. Technocommercially clear P.O. is sent to H.O. for raising Sales Order. This interaction right
from review to being sent to customer and received back from the customer after
amendment can be tracked through an Activity Purchase Order Tracking. This
Activity will have statuses like internal review, PO ok, PO Not ok sent to Customer,
Received after amendment.
The final drawing, GTP, QAP and BOM duly approved by R&D is sent to customer for
approval .The sales order is idealy created after the drawing, GTP, QAP and BOM
gets approved by the customer. The status of the same should be captured e.g.
sent to R&D for approval, received from R&D after approval, sent to customer for
approval, approved by the customer in an Activity-Drawing Approval.
The sales order for Telecom will use the R/3 pricing procedure and the necessary
routines will be incorporated through Business Add Ins (BADIs) and pricing
calculation will be managed through IPC.
At the sales order creation stage credit check is done on the basis of credit limit in
days and amount. The SAP CRM credit check is triggered in R/3 and therefore the
necessary credit check customization has to be maintained in R/3. Credit check
related customizations would also be enabled in SAP CRM so that the relevant R/3
credit check will be performed. In case there is a credit block it has to be removed
by the commercial department.
The order will pass through stages of open, credit block, block removed, Inspection
On, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to
be managed through User Status. Once the material is ready at Factory the same
needs to be informed to the region manually. Then region might send a request for
Road Permit, nominated transporter details. Once the Road permit (along with
transporter details) is received by the region it issues a dispatch clearance note to
HO or factory. The dispatch clearance date(s) and the actual delivery date(s) should
be captured by the system as date types. After delivery factory sends the bill to
region to be given to the customer. Actual receipt of the billing document needs to
be captured. This is to be tracked using a separate activity type -Bill & Document

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Tracking. In case of transit damage the same needs to be informed to the service
team manually.
To capture the order progression status there will be the following date types
scheduled delivery date, 50% Execution date and 75% execution date, which will
be manually entered. Based on the 50% & 70% execution dates the system should
send a mail to the factory and HO/region to collect information from factory and
inform the customer about the revised delivery schedule if applicable manually.
3.4.8 Supply to Private Service Providers

(Tata Teleservices, Reliance)

through Switch Manufacturers (Motorola)


Same as Telecom: Supply to Government Customers/ Service Providers (BSNL,
MTNL, DOT) through Switch Manufacturers like Nokia, Ericsson etc.
3.4.9 Solar
The Purchase order is received by the region, scrutinized and returned to the
customer/dealer for amendment if required .The PO is acknowledged after scrutiny
if it is commercially and technically in line with the quotation. In case of
amendment the order is acknowledged and a request for amendment is sent to the
customer .The receipt date of original / amended purchase order and also the EIL
request date for Purchase order amendment is to be captured. This interaction right
from review to being sent to customer and received back from the customer after
amendment can be tracked through an Activity Purchase Order Tracking. This
Activity will have statuses like internal review, PO ok, PO Not ok sent to Customer,
Received after amendment.
At the sales order creation stage credit check is done on the basis on credit limit in
days and amount .In case there is a credit block it has to be removed by the
commercial department. The SAP CRM credit check is triggered in R/3 and therefore
the necessary credit check customization has to be maintained in R/3. Credit check
related customizations would also be enabled in SAP CRM so that the relevant R/3
credit check will be performed. Proforma Invoice to sent to Customer, if required.
In case of factory billing sales order is raised by H.O. For Depot / Branch billing
Stock Transfer Order (STO) is raised by regional office on respective factory. STOs
will continue to be raised in R/3.
The sales order/STO (in R/3) should capture the delivery schedule mentioned in the
purchase order, which could be either one time delivery or staggered delivery. This
will only be possible by populating the order with line items as per the delivery
schedule. In case of advance payment term the region makes a request for Road
permit along with 100% advance payment manually. On receipt of both region
gives the dispatch clearance to the factory. This will be sent as a mail through
action on change of order status to Cleared for Dispatch The system should capture

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the dispatch clearance date and the actual delivery date through a date type
dispatch clearance date, road permit request date and road permit receipt date
and the delivery date will be obtained from the delivery transaction in R/3.The
delivery details like date of delivery, invoice number, quantity and the truck details
are to be sent to the customer either through R/3 or manually . Then the dispatch
documents along with invoice and Inspection certificate (if inspection is applicable)
will be sent from factory to region/HO and the same needs to be tracked. This is to
be tracked using a separate activity type -Bill & Document Tracking having status
document dispatched from factory, documents received at the region/HO,
documents sent to customer etc.
The order will pass through stages of open, credit block, block removed, Cleared for
Dispatch and finally transferred to R/3 for subsequent processing to be managed
through User Status.
3.4.10 Traction: Replacement (Traction Trade)
On receipt of PO from the customer the branch raises Sales order. At the time of
Sales order creation the system checks for the credit worthiness of customer. The
credit check should be done on the basis of credit limit in amount and number of
days. The SAP CRM credit check is triggered in R/3 and therefore the necessary
credit check customization has to be maintained in R/3. Credit check related
customizations will also be enabled in SAP CRM so that the relevant R/3 credit
check will be performed An automatic mail should be generated by the system for
informing the customer about his purchase order being accepted through the action
functionality. The delivery schedule should be communicated to customer once it is
available to the branch through the system. This will only be possible by populating
the order with line items as per the delivery schedule.
Also a request for sending the Road permit is made to the customer and the status
of the same should be tracked from request sent to customer, Road permit received
by region dispatch clearance, actual delivery date through a date type dispatch
clearance date, road permit request date and road permit receipt date
and the
delivery date will be obtained from the delivery transaction in R/3.The system
should generate a Proforma invoice based on the order value (if the payment terms
is against PI).A smart form is to be designed as per the Proforma Invoice format .
The system should automatically calculate the agreed upon price in the sales order
once the price master data is updated. After delivery of products EIL informs
customer about the dispatch status along with dispatch details manually or through
R/3 where the delivery transaction is processed and track the POD after delivery in
the system manually.
The sales order should be traced through its different stages from being created to
being processed to dispatch cleared to being completed through user status.
The system should be able to generate a list of following reports
Open SO s.

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SO
SO
SO
SO

s
s
s
s

in process.
with delivery block.
with billing block.
with credit block.

After the SO generation the following process takes place


Delivery of SO.
Bill printing.
The material is received with EIL Warehouse (If it is billed from factory or billed
from branch), if required by the customer, the battery is charged at warehouse.
After charging the battery, the battery is delivered to the customer.
After battery is delivered, payment collection is done and adjusted to SOA. If the
battery is billed on credit the payment is collected in time mentioned in the PO.
Tracking of Performance Bank Guarantee/Security deposit: Bank Guarantee
/Security deposit expiry date tracking along with details of issuing bank and amount
should be done through the system in cases where EIL opts for bank guarantee
deposit to selective government customer. The EMD and PGB expiry date types in
quotation and order respectively will manage this requirement and the details will
be captured through text types EMD and PGB. The following parameters of bank
guarantee should be captured

Expiry date.
Value of bank guarantee with number
Name of the bank.

3.4.11 Traction: OEM


On receipt of purchase order from the OEM a Sales Order is raised by Branch. An
automatic mail should be generated by the system for informing the OEM about his
purchase order being accepted. At the time of Sales order creation the system
checks for the credit worthiness of OEM. The credit check should be done on the
basis of credit limit in amount and number of days. The SAP CRM credit check is
triggered in R/3 and therefore the necessary credit check customization has to be
maintained in R/3. Credit check related customizations would also be enabled in
SAP CRM so that the relevant R/3 credit check will be performed
The delivery schedule should be communicated to OEM once it is available to the
branch through the system. This will only be possible by populating the order with
line items as per the delivery schedule.
The system should automatically calculate the agreed upon price in the sales order.
Once the delivery is made either fully or partially system should be able to capture
delivery information and communicate the same to OEM through mail. After

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delivery of products EIL informs OEMs about the dispatch status along with dispatch
details manually or through R/3 where the delivery transaction is processed and
track the POD after delivery in the system manually. Since delivery transaction is
managed in R/3, delivery notification is to be managed from R/3.
The sales order should be traced through its different stages from being created to
being processed to dispatch cleared to being completed.
The system should show a list of following reports
Open SO s.
SO s in process.
SO s with delivery block.
SO s with billing block.
SO s with credit block.
After the SO processed, the following process takes place
Delivery of SO.
Bill printing.
The material is received with EIL Warehouse (If it is billed from factory or billed
from branch), If required by the customer, the battery is charged at warehouse.
After charging the battery, the battery is delivered to the customer.
Payment Collection: Payment is collected as per the agreement with the OEMs.
3.4.12 FMIB - Existing OEM
On receipt of purchase order from the OEM a Sales Order is raised by Branch. An
automatic mail through the action functionality should be generated by the system
for informing the OEM about his purchase order being accepted At the time of Sales
order creation the system checks for the credit worthiness of OEM. The credit check
should be done on the basis of credit limit in amount and number of days. The SAP
CRM credit check is triggered in R/3 and therefore the necessary credit check
customization has to be maintained in R/3. Credit check related customizations
would also be enabled in SAP CRM so that the relevant R/3 credit check will be
performed. The delivery schedule should be communicated to OEM once it is
available to the branch through the system. This will only be possible by populating
the order with line items as per the delivery schedule.
The system should automatically calculate the agreed upon price in the sales order
and allow for Rock bottom prices at the following levels: Branch, RSM 1 and RSM
special. IPC routines have to be written to manage the pricing calculation and also
the rule to manage rock bottom prices. Once the delivery is made either fully or
partially system should be able to capture delivery information and communicate
the same to OEM through mail. Since delivery transaction is managed in R/3,

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delivery notification is to be managed from R/3. After delivery of products EIL


informs OEMs about the dispatch status along with dispatch details manually or
through R/3 where the delivery transaction is processed and track the POD after
delivery in the system manually. The dispatch details can be manually entered in a
dispatch tracking activity, which will have text type Dispatch and POD details.
The sales order will be traced through its different stages from being created to
being processed to dispatch cleared to being completed to be managed through
User Status. In case the quantity available is insufficient to fulfill the order. Part
Shipment is done in the system.
The system will show a list of the following
Open SO s.
SO s in process.
SO s with delivery block.
SO s with billing block.
SO s with credit block.
It is required to capture the list of C/D form billing and C/D form collection status at
the end of the financial year.
It is required to capture the list of CT3 (ED Exemption) form billing and AR3 form
collection status for every invoice. Since the C/D and AR3 form collection is based
on the consolidated billing, which gets captured in the R/3 system, it is not possible
to track the forms bill wise.
3.4.14 FMIB New OEM
On receipt of purchase order from the OEM a Sales Order is raised by Branch. An
automatic mail should be generated by the system through the action functionality
for informing the OEM about his purchase order being accepted. At the time of
Sales order creation the system checks for the credit worthiness of OEM. The credit
check should be done on the basis of credit limit in amount and number of days.
The SAP CRM credit check is triggered in R/3 and therefore the necessary credit
check customization has to be maintained in R/3. Credit check related
customizations would also be enabled in SAP CRM so that the relevant R/3 credit
check will be performed
The delivery schedule should be communicated to OEM once it is available to the
branch through the system. This will only be possible by populating the order with
line items as per the delivery schedule.
The system should automatically calculate the agreed upon price in the sales order
and allow for Rock bottom prices at the following levels: Branch, RSM 1 and RSM
special. IPC routines have to be written to manage the pricing calculation and also
the rule to manage rock bottom prices. Once the delivery is made either fully or

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partially system should be able to capture delivery information and communicate


the same to OEM through mail. Since delivery transaction is managed in R/3,
delivery notification is to be managed from R/3(GAP). After delivery of products
EIL informs OEMs about the dispatch status manually or through R/3 where the
delivery transaction is processed along with dispatch details and track the POD after
delivery in the system manually. The dispatch details can be manually entered in a
dispatch tracking activity, which will have text type Dispatch and POD details.
The sales order should be traced through its different stages from being created to
being processed to dispatch cleared to being completed through user status.
The order will pass through stages of open, credit block, block removed, Inspection
On, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to
be managed through User Status
The system should show a list of
Open SO s.
SO s in process.
SO s with delivery block.
SO s with billing block.
SO s with credit block.
3.4.15 FMIB Existing Dealer
On receipt of purchase order from the dealer a Sales Order is raised by Branch. An
automatic mail through the action functionality should be generated by the system
for informing the dealer about his purchase order being accepted At the time of
Sales order creation the system checks for the credit worthiness of dealer. The
credit check should be done on the basis of credit limit in amount and number of
days. The SAP CRM credit check is triggered in R/3 and therefore the necessary
credit check customization has to be maintained in R/3. Credit check related
customizations would also be enabled in SAP CRM so that the relevant R/3 credit
check will be performed
The delivery schedule should be communicated to OEM once it is available to the
branch through the system. This will only be possible by populating the order with
line items as per the delivery schedule.
The system should automatically calculate the agreed upon price in the sales order
and allow for Rock bottom prices at the following levels: Branch, RSM 1 and RSM
special. IPC routines have to be written to manage the pricing calculation and also
the rule to manage rock bottom prices. Once the delivery is made either fully or
partially system should be able to capture delivery information and communicate
the same to OEM through mail. Since delivery transaction is managed in R/3,
delivery notification is to be managed from R/3. After delivery of products EIL
informs dealers about the dispatch status along with dispatch details manually or
through R/3 where the delivery transaction is processed and track the POD after

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delivery in the system manually. The dispatch details can be manually entered in a
dispatch tracking activity, which will have text type Dispatch and POD details.
The sales order will be traced through its different stages from being created to
being processed to dispatch cleared, completed to be managed through User
Status.
The order will pass through stages of open, credit block, block removed, Inspection
On, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to
be managed through User Status.
The system should show a list of
Open SO s.
SO s in process.
SO s with delivery block.
SO s with billing block.
SO s with credit block.
3.4.16 FMIB New Dealer
On receipt of purchase order from the OEM a Sales Order is raised by Branch. An
automatic mail through the action functionality should be generated by the system.
For informing the dealer about his purchase order being accepted at the time of
Sales order creation the system checks for the credit worthiness of dealer. The
credit check should be done on the basis of credit limit in amount and number of
days. The SAP CRM credit check is triggered in R/3 and therefore the necessary
credit check customization has to be maintained in R/3. Credit check related
customizations would also be enabled in SAP CRM so that the relevant R/3 credit
check will be performed.
The delivery schedule should be communicated to dealer once it is available to the
branch through the system. This will only be possible by populating the order with
line items as per the delivery schedule.
The system should automatically calculate the agreed upon price in the sales order
and allow for Rock bottom prices at the following levels: Branch, RSM 1 and RSM
special. IPC routines have to be written to manage the pricing calculation and also
the rule to manage rock bottom prices. Once the delivery is made either fully or
partially system should be able to capture delivery information and communicate
the same to dealer through mail. Since delivery transaction is managed in R/3,
delivery notification is to be managed from R/3. After delivery of products EIL
informs dealers about the dispatch status along with dispatch details manually or
through R/3 where the delivery transaction is processed and track the POD after
delivery in the system manually. The dispatch details can be manually entered in a
dispatch tracking activity, which will have text type Dispatch and POD details.

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The sales order will be traced through its different stages from being created to
being processed to dispatch cleared, to be completed, to be managed through User
Status.
The system should show a list of
Open SO s.
SO s in process.
SO s with delivery block.
SO s with billing block.
SO s with credit block.
3.4.17 Defence
Same as Power & Projects (replacement).
3.4.18 CAPLAMPS
The order will be placed at the rate contract price and will pass through stages of
open, credit block, block removed, Cleared for Dispatch and finally transferred to
R/3 for subsequent processing to be managed through User Status. Once the order
is raised one email should follow through action along with tentative dispatch date.
Once the material is ready the road permit is applied for and dispatch of materials
takes place subsequently. After the delivery joint inspection at area stores takes
place. This is to be tracked using an activity type Joint Inspection. This activity
will be evaluated through different stages as Inspection requirement received,
Inspection on, Inspection done. Further details of the inspection will be captured
through Text Type Inspection.
At the same time after delivery factory sends the bill to region to be given to the
customer. Actual receipt of the billing document needs to be captured. This is to be
tracked using a separate activity type Bill & document tracking .In case of transit
damage the same needs to be informed to the service team manually.
3.4.19 Exports: CBSEA: For Cells
CBSEA receives the order and places Purchase order on EIL EIL converts to Sales
Order in reference with the product proposal depending on the layout mentioned in
the CBSEAs purchase order. Also CBSEA places orders on EIL in order to build the
stock/inventory at CBSEA depending on the availability of cells at CBSEAs stock
and the demand trend of popular types of cells. In case of non-availability of layout,
EIL follows the standard layouts. At the time of sales order creation, credit check
will be done by the system The SAP CRM credit check is triggered in R/3 and
therefore the necessary credit check customization has to be maintained in R/3.
Credit check related customizations would also be enabled in SAP CRM so that the
relevant R/3 credit check will be performed.

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Other critical factors of the order may also be checked in the system like colour of
Lid, Brand, Type of connectors, layout as per the product proposal, etc. Factory will
give delivery schedule for the order quantity and the region in the sales order will
incorporate the same by breaking the sales order line item wise as per the delivery
requirements. Then the order confirmation will be sent to CBSEA along with the
delivery schedule. Advance License request will be sent to the consultant along with
input data of the cell/battery types ordered & the relevant sales order no and the
order status will be changed to Request for Advance License. CBSEA will update the
L/C details and the same should be communicated to EIL automatically in case of
any direct dispatch. In case of L/C shipment dispatch clearance for direct dispatches
from EIL will be given after receipt of L/C & B/L draft from the CBSEAs customers
and Advance License details. For dispatches destined to Singapore, L/C and B/L (Bill
of Lading) draft release in pre-dispatch stage are not needed as EIL and CBSEA
work on DA payment terms. In this case of dispatches to Singapore, order release
and simultaneous monthly priority requirement of CBSEA is/are taken as dispatch
clearance manually. The sales order will go through the following stages preparation
- Advance license request stage, Advance License received, L/C not received,
Dispatch clearance and for Singapore, no L/C clearance to be managed through
User status.
Order Execution
After
production,
factory
will
send
Packing
List
to
the
Export
Commercial/Marketing department for preparing pre-shipment documents. With the
details of Advance License, L/c terms & conditions (for direct dispatches only) and
Packing list given by factory, Marketing department through export commercial
department will make Pre-Shipment documents & will send to the factory for
dispatch. As per the plan given by factory, the factory will arrange excise for
inspection & the marketing through export commercial department will arrange for
Shipping Container. After container is dispatched from the factory, CBSEA should
get the dispatch details (Product details/Qty/Container No/Sales Order No/CBSEAs
Purchase order no.) immediately. The same information will be keyed in manually in
the CRM system in the text type Dispatch Information of an Activity Dispatch
Tracking. The vessel details with vessel name, voyage no, shipping ETD & ETA
destination will be informed to CBSEA. The same information will be keyed in
manually in the CRM system in the dispatch tracking activitys text type Vessel
Details. The Dispatch tracking activity will have the following user status Open,
Dispatch details updated, tentative vessel details updated, confirmed vessel details
updated, shipping documents dispatched. This activity will have the following details
text types Dispatch Information, Vessel Information, Shipping Document Dispatch
Information, and payment details.
Once the container is dispatched from the
port, EIL will get the Bill Of Lading from Shipping Line. Marketing department
through export commercial department will make final Invoice & P/List with details
of B/L Number, Container Number & Vessel Name and the same will be forwarded to
for banking purpose by the export commercial department. The following

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information will be captured in the system for the benefit of CBSEA - Final Invoice &
P/list Number, B/L Number, Container Number, Feeder/Mother Vessel Name, Voyage
Number, ETD (Expected Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai & ETA
(Expected Time Of Arrival) Singapore/any other destination. The status of the
documents submitted to the bank should be tracked as to when it was sent from
Marketing/ export commercial & finally submitted to EIL Bank. After the Bank
couriers the document to CBSEAs Bank, CBSEA should get the details about the
same. (Final Invoice & P/List Number, Date, AWB Number, date, Name of Courier
Company). The export commercial department will update this information. CBSEA
updates the payment details in the system manually once it is made. ETD and ETA
will be managed through date types. The information of the Activity dispatch
tracking will be shared with the customer using the Web Portal interfaced with CRM
system or through R/3 delivery notification.
3.4.20 Exports: CBSEA: Battery Bank
CBSEA receives the order for Battery Bank & forwards the purchase order to EIL.
The status of the quotation will be changed to won and a mail should be sent to the
Marketing department to create the sales order. At the time of sales order creation,
credit check will be done by the system. The SAP CRM credit check is triggered in
R/3 and therefore the necessary credit check customization has to be maintained in
R/3. Credit check related customizations would also be enabled in SAP CRM so that
the relevant R/3 credit check will be performed.
Other critical factors of the order may also be checked in the system like colour of
Lid, Brand, Type of connectors, layout as per the product proposal, other important
instruction, etc manually. Factory will give delivery schedule for the order quantity
and the region in the sales order will incorporate the same by breaking the sales
order line item wise as per the delivery requirements. Then the order confirmation
will be sent to CBSEA along with the delivery schedule. Advance License request will
be sent to the consultant along with input data of the cell/battery types ordered &
the relevant sales order no and the order status will be changed to Request for
Advance License. CBSEA will update the L/C details and the same should be
communicated to EIL automatically in case of any direct dispatch. In case of L/C
shipment dispatch clearance for direct dispatches from EIL will be given after
receipt of L/C & B/L draft from the CBSEAs customers and Advance License details.
For dispatches destined to Singapore, L/C and B/L (Bill of Lading) draft release in
pre-dispatch stage are not needed as EIL and CBSEA work on DA payment terms.
In this case of dispatches to Singapore, order release and simultaneous monthly
priority requirement of CBSEA is/are taken as dispatch clearance manually. The
sales order will go through the following stages preparation - Advance license
request stage, Advance License received, L/C not received, Dispatch clearance and
for Singapore, no L/C clearance to be managed through user status.
Order Execution:

Page 118 of 161

After
production,
factory
will
send
Packing
List
to
the
Export
Commercial/Marketing department for preparing pre-shipment documents. With the
details of Advance License, L/c terms & conditions (for direct dispatches only) and
packing list given by factory, Marketing department through export commercial
department will make Pre-Shipment documents & will send to the factory for
dispatch. As per the plan given by factory, the factory will arrange excise for
inspection & the marketing through export commercial department will arrange for
Shipping Container. After container is dispatched from the factory, CBSEA should
get the dispatch details (Product details/Qty/Container No/Sales Order No/CBSEAs
Purchase order no.) immediately. The same information will be keyed in manually
in the CRM system in the text type Dispatch Information of an Activity Dispatch
Tracking. The vessel details with vessel name, voyage no, shipping ETD & ETA
destination will be informed to CBSEA. The same information will be keyed in
manually in the CRM system in the dispatch tracking activitys text type Vessel
Details. The Dispatch tracking activity will have the following user status Open,
Dispatch details updated, tentative vessel details updated, confirmed vessel details
updated, shipping documents dispatched. This activity will have the following details
text types Dispatch Information, Vessel Information, Shipping Document Dispatch
Information, and payment details. Once the container is dispatched from the port,
EIL will get the Bill Of Lading from Shipping Line. Marketing department through
export commercial department will make final Invoice & P/List with details of B/L
Number, Container Number & Vessel Name and the same will be forwarded to for
banking purpose by the export commercial department. The following information
will be captured in the system for the benefit of CBSEA - Final Invoice & P/list
Number, B/L Number, Container Number, Feeder/Mother Vessel Name, Voyage
Number, ETD (Expected Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai & ETA
(Expected Time Of Arrival) Singapore/any other destination. The status of the
documents submitted to the bank should be tracked as to when it was sent from
Marketing/ export commercial & finally submitted to EIL Bank. After the Bank
couriers the document to CBSEAs Bank, CBSEA should get the details about the
same. (Final Invoice & P/List Number, Date, AWB Number, date, Name of Courier
Company). The export commercial department will update this information. CBSEA
updates the payment details in the system manually once it is made. The
information of the Activity dispatch tracking will be shared with the customer using
the Web Portal interfaced with CRM system or through R/3 delivery notification.

3.4.21 Exports: CBSEA: For Specific Requirement


CBSEA receives the order and forwards the purchase order to EIL with the detail
suggested by R & D and quoted by EIL & CBSEA simultaneously. The status of the
quotation will be changed to won and a mail should be sent to the Marketing
department to create the sales order. At the time of sales order creation credit

Page 119 of 161

check will be done by the system. The SAP CRM credit check is triggered in R/3 and
therefore the necessary credit check customization has to be maintained in R/3.
Credit check related customizations would also be enabled in SAP CRM so that the
relevant R/3 credit check will be performed. Other critical factors of the order may
also be checked / matched with the quotation manually so that no ambiguity will be
there in the system as the requirement is specific. Factory will give delivery
schedule for the order quantity and the region in the sales order will incorporate the
same by breaking the sales order line item wise as per the delivery requirements.
Then the order confirmation will be sent to CBSEA along with the delivery schedule.
Advance License request will be sent to the consultant along with input data of the
cell/battery types ordered & the relevant sales order no and the order status will be
changed to Request for Advance License. CBSEA will update the L/C details and the
same should be communicated to EIL automatically in case of any direct dispatch.
In case of L/C shipment dispatch clearance for direct dispatches from EIL will be
given after receipt of L/C & B/L draft from the CBSEAs customers and Advance
License details. For dispatches destined to Singapore, L/C and B/L (Bill of Lading)
draft release in pre-dispatch stage are not needed as EIL and CBSEA work on DA
payment terms. In this case of dispatches to Singapore, order release and
simultaneous monthly priority requirement of CBSEA is/are taken as dispatch
clearance manually. The sales order will go through the following stages preparation
- Advance license request stage, Advance License received, L/C not received,
Dispatch clearance and for Singapore, no L/C clearance to be managed through
user status.
Order Execution:

After
production,
factory
will
send
Packing
List
to
the
Export
Commercial/Marketing department for preparing pre-shipment documents. With the
details of Advance License, L/c terms & conditions (for direct dispatches only) and
packing list given by factory, Marketing department through export commercial
department will make Pre-Shipment documents & will send to the factory for
dispatch. As per the plan given by factory, the factory will arrange excise for
inspection & the marketing through export commercial department will arrange for
Shipping Container. After container is dispatched from the factory, CBSEA should
get the dispatch details (Product details/Qty/Container No/Sales Order No/CBSEAs
Purchase order no.) immediately. The same information will be keyed in manually
in the CRM system in the text type Dispatch Information of an Activity Dispatch
Tracking The vessel detail with vessel name, voyage no; shipping ETD & ETA
destination will be informed to CBSEA. The same information will be keyed in
manually in the CRM system in the dispatch tracking activitys text type Vessel
Details. The Dispatch tracking activity will have the following user status Open,
Dispatch details updated, tentative vessel details updated, confirmed vessel details
updated, shipping documents dispatched. This activity will have the following details
text types Dispatch Information, Vessel Information, Shipping Document Dispatch

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Information, and payment details. Once the container is dispatched from the port,
EIL will get the Bill Of Lading from Shipping Line. Marketing department through
export commercial department will make final Invoice & P/List with details of B/L
Number, Container Number & Vessel Name and the same will be forwarded to for
banking purpose by the export commercial department. The following information
will be captured in the system for the benefit of CBSEA - Final Invoice & P/list
Number, B/L Number, Container Number, Feeder/Mother Vessel Name, Voyage
Number, ETD (Expected Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai & ETA
(Expected Time Of Arrival) Singapore/any other destination. The status of the
documents submitted to the bank should be tracked as to when it was sent from
Marketing/ export commercial & finally submitted to EIL Bank. After the Bank
couriers the document to CBSEAs Bank, CBSEA should get the details about the
same. (Final Invoice & P/List Number, Date, AWB Number, date, Name of Courier
Company). The export commercial department will update this information. CBSEA
updates the payment details in the system manually once it is made. ETD and ETA
will be managed through date types. The information of the Activity dispatch
tracking will be shared with the customer using the Web Portal interfaced with CRM
system or through R/3 delivery notification.
3.4.22 Exports: ESPEX
ESPEX receives the order from their customer and places Purchase order on EIL
along with the layout (process change) EIL converts to Sales Order. Also ESPEX
places orders on EIL in order to build the stock/inventory at ESPEX depending on
the availability of cells at ESPEXs stock and the demand trend of popular types of
cells. In case of non-availability of layout, EIL follows the standard layouts. At the
time of sales order creation, credit check will be done by the system. The SAP CRM
credit check is triggered in R/3 and therefore the necessary credit check
customization has to be maintained in R/3. Credit check related customizations
would also be enabled in SAP CRM so that the relevant R/3 credit check will be
performed. Other critical factors of the order may also be checked in the system
like colour of Lid, Brand, Type of connectors, layout as per the product proposal,
etc. Factory will give delivery schedule for the order quantity and the region in the
sales order will incorporate the same by breaking the sales order line item wise as
per the delivery requirements. Then the order confirmation will be sent to ESPEX
along with the delivery schedule. Advance License request will be sent to the
consultant along with input data of the cell/battery types ordered & the relevant
sales order no and the order status will be changed to Request for Advance License.
ESPEX will update the L/C details (If Shipment against L/C) and the same should be
communicated to EIL automatically. In case of L/C shipment dispatch clearance will
be given after receipt of L/C and Advance License details. If shipment is not against
L/C then L/C details are not required as EIL and ESPEX works on DA payment
terms. In this case of dispatches to ESPEX, order release and simultaneous monthly
priority requirement of ESPEX is/are taken as dispatch clearance manually. The

Page 121 of 161

sales order will go through the following stages preparation - Advance license
request stage, Advance License received, L/C not received, Dispatch clearance to be
managed through user status.
Order Execution
After production, factory will send Packing List to the Commercial/Marketing
department for preparing pre-shipment documents. With the details of Advance
License, L/c terms & conditions (for direct dispatches only) and Packing list given by
factory, Marketing department will make Pre-Shipment documents & will send to
the factory for dispatch. As per the plan given by factory, the factory will arrange
excise for inspection & the marketing through export commercial department will
arrange for Shipping Container. After container is dispatched from the factory
ESPEX should get the dispatch details (Product details/Qty/Container No/Sales
Order No. / ESPEXs purchase order no.) immediately. The same information will be
keyed in manually in the CRM system in the text type Dispatch Information of an
Activity Dispatch Tracking The vessel detail with vessel name, voyage no, shipping
ETD & ETA destination will be informed to ESPEX. The same information will be
keyed in manually in the CRM system in the dispatch tracking activitys text type
Vessel Details. The Dispatch tracking activity will have the following user status
Open, Dispatch details updated, tentative vessel details updated, confirmed vessel
details updated, shipping documents dispatched. This activity will have the following
details text types Dispatch Information, Vessel Information, Shipping Document
Dispatch Information, and payment details. Once the container is dispatched from
the port EIL will get the Bill Of Lading from Shipping Line. Marketing department
will make final Invoice & P/List with details of B/L Number, Container Number &
Vessel Name and the same will be forwarded to Export Commercial department for
Banking. The following information will be captured in the system for the benefit of
ESPEX - Final Invoice & P/list Number, B/L Number, Container Number,
Feeder/Mother Vessel Name, Voyage Number, ETD (Expected Time Of Delivery)
Haldia/Kolkatta/Chennai/Mumbai/Singapore/Colombo & ETA (Expected Time Of
Arrival) Southampton / any other destination. The status of the documents
submitted to the bank should be tracked as to when it was sent from Marketing to
commercial & finally submitted to EIL Bank. After the Bank couriers the document
to ESPEXs Bank, ESPEX should get the details about the same. (Final Invoice &
P/List Number, Date, AWB Number, date, Name of Courier Company). The
commercial department will update this information. ESPEX updates the payment
details in the system manually once it is made. ETD and ETA will managed through
date types. The information of the Activity dispatch tracking will be shared with the
customer using the Web Portal interfaced with CRM system or through R/3 delivery
notification.

Page 122 of 161

3.4.23 Exports: Non CBSEA/ESPEX For Cells


On receipt of the purchase order or accepted proforma invoice EIL converts it to
Sales Order. At the time of sales order creation credit check will be done by the
system. The SAP CRM credit check is triggered in R/3 and therefore the necessary
credit check customization has to be maintained in R/3. Credit check related
customizations would also be enabled in SAP CRM so that the relevant R/3 credit
check will be performed. Other critical factors of the order may also be checked in
the system like colour of Lid, Brand, Type of connectors, layout as per the product
proposal, etc. Factory will give delivery schedule for the order quantity and the
region in the sales order will incorporate the same by breaking the sales order line
item wise as per the delivery requirements. Then the order confirmation will be sent
to the customer to be managed through action attached to the order transaction.
Advance License request will be sent to the consultant along with input data of the
cell/battery types ordered & the relevant sales order no and the order status will be
changed to Request for Advance License. Customer might open L/C and the status
will be updated to L/C opened manually or if shipment against advance payment
then status will be updated payment made/not made. [For any other payment term
other than the L/C terms, order acceptance needs approval of senior authority in
advance before order acceptance]. In case of L/C shipment dispatch clearance will
be given after receipt of L/C and Advance License details & if dispatch against
advance payment then dispatch clearance will be given after receipt of payment.
The sales order will go through the following stages preparation, Advance license
request stage, Advance License received, Payment term approval, L/C not received,
Payment received, Dispatch cleared to be managed through user status.
Order Execution
After production, factory will send Packing List to the Commercial/Marketing
department for preparing pre-shipment documents. With the details of Advance
License, L/c terms & conditions (for Direct dispatch only) and Packing list given by
factory, Marketing department will make Pre-Shipment documents & will send to
the factory for dispatch. As per the plan given by factory, the factory will arrange
excise for inspection & the marketing through export commercial department will
arrange for Shipping Container. After container is dispatched from the factory
customer will get the dispatch details (Product details/Qty/Container No/Sales
Order No / Customers Purchase Order No.) manually outside the system in the text
type Dispatch Information of an Activity Dispatch Tracking. The same information
can also be keyed in manually in the CRM system for future reference. The vessel
details with vessel name, voyage no, shipping ETD & ETA destination will be
informed to the Customer. The same information will be keyed in manually in the
CRM system in the dispatch tracking activitys text type Vessel Details. The Dispatch
tracking activity will have the following user status Open, Dispatch details updated,
tentative vessel details updated, confirmed vessel details updated, shipping

Page 123 of 161

documents dispatched. This activity will have the following details text types
Dispatch Information, Vessel Information, Shipping Document Dispatch
Information, and payment details. Once the container is dispatched from the port
EIL will get the Bill Of Lading from Shipping Line. Marketing department will make
final Invoice & P/List with details of B/L Number, Container Number & Vessel Name
and the same will be forwarded to Commercial department for Banking .The
following information will be captured in the system. Final Invoice & P/list Number,
B/L Number, Container Number, Feeder/Mother Vessel Name, Voyage Number, ETD
(Expected Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai & ETA (Expected
Time Of Arrival) customer destination. The status of the documents submitted to
the bank should be tracked as to when it was sent from Marketing to commercial &
finally submitted to EIL Bank. After the Bank couriers the document to customers
Bank, customer will be informed about the details manually. (Final Invoice & P/List
Number, Date, AWB Number, date, Name of Courier Company). The commercial
department will update this information in the system for future reference.
Customer sends the payment details which will be manually keyed in the system by
the commercial department for future reference. ETD and ETA will be managed
through date types. The information of the Activity dispatch tracking will be shared
with the customer using the Web Portal (to be developed by EIL) interfaced with
CRM system or a dispatch notification will go from R/3.
3.4.24 Exports: Non CBSEA/ESPEX For Battery Bank
On receipt of the purchase order or accepted proforma invoice EIL converts it to
Sales Order. At the time of sales order creation credit check will be done by the
system. The SAP CRM credit check is triggered in R/3 and therefore the necessary
credit check customization has to be maintained in R/3. Credit check related
customizations would also be enabled in SAP CRM so that the relevant R/3 credit
check will be performed. Other critical factors of the order may also be checked in
the system like colour of Lid, Brand, Type of Connectors, other important
instructions, etc. Factory will give delivery schedule for the order quantity and the
region in the sales order will incorporate the same by breaking the sales order line
item wise as per the delivery requirements. Then the order confirmation will be sent
to the customer along with delivery schedule. Advance License request will be sent
to the Consultant along with input data of the cell/battery types ordered & the
relevant sales order no and the order status will be changed to Request for Advance
License. Customer might open L/C and the status will be updated to L/C opened
manually or if shipment against advance payment then status will be updated as
payment made/not made. [For any other payment term other than the L/C terms,
order acceptance needs approval of senior authority in advance before order
acceptance]. In case of L/C shipment dispatch clearance will be given after receipt
of L/C & if it is against Advance payment then after receipt of payment and Advance
License details. The sales order will go through the following stages preparation,
Advance license request stage, Advance License received, payment term approval,

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L/C not received; Payment received/not received & Dispatch clearance to be


managed through user status.
After production, factory will send Packing List to the Commercial/Marketing
department for preparing pre-shipment documents. With the details of Advance
License, L/c terms & conditions and Packing list given by factory, Marketing
department will make Pre-Shipment documents & will send to the factory for
dispatch. As per the plan given by factory, the factory will arrange excise for
inspection & the Marketing through Export Commercial department will arrange for
Shipping Container. After container is dispatched from the factory customer will get
the dispatch details (Product details/Qty/Container No/Sales Order No/ Customers
Purchase Order No.) manually outside the system. The same information can also
be keyed in manually in the CRM system for future reference in the text type
Dispatch Information of an Activity Dispatch Tracking. The vessel detail with vessel
name, voyage no; shipping ETD & ETA destination will be informed to the Customer.
The same information will be keyed in manually in the CRM system in the dispatch
tracking activitys text type Vessel Details. The Dispatch tracking activity will have
the following user status Open, Dispatch details updated, tentative vessel details
updated, confirmed vessel details updated, shipping documents dispatched. This
activity will have the following details text types Dispatch Information, Vessel
Information, Shipping Document Dispatch Information, payment details Once the
container is dispatched from the port, EIL will get the Bill Of Lading from Shipping
Line. Marketing department will make final Invoice & P/List with details of B/L
Number, Container Number & Vessel Name and the same will be forwarded to
Commercial department for Banking .The following information will be captured in
the system for the benefit of EIL. Final Invoice & P/list Number, B/L Number,
Container Number, Feeder/Mother Vessel Name, Voyage Number, ETD (Expected
Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai & ETA (Expected Time Of
Arrival) customer destination. The status of the documents submitted to the bank
should be tracked as to when it was sent from Marketing to commercial & finally
submitted to EIL Bank. After the Bank couriers the document to customers Bank,
customer will be informed about the details manually. (Final Invoice & P/List
Number, Date, AWB Number, date, Name of Courier Company). The commercial
department will update this information in the system for future reference.
Customer sends the payment details which will be manually keyed in the system by
the commercial department for future reference. ETD and ETA will be managed
through date types. The information of the Activity dispatch tracking will be shared
with the customer using the Web Portal (to be developed by EIL) interfaced with
CRM system or a dispatch notification will be required to be sent from R/3.
3.4.25 Exports: Non CBSEA/ESPEX For Specific Requirement
On receipt of the purchase order or accepted proforma invoice EIL converts it to
Sales Order. At the time of sales order creation credit check will be done by the
system. The SAP CRM credit check is triggered in R/3 and therefore the necessary

Page 125 of 161

credit check customization has to be maintained in R/3. Credit check related


customizations would also be enabled in SAP CRM so that the relevant R/3 credit
check will be performed. Other critical factors of the order may also be checked/
matched with the quotation so that no ambiguity will be there in the system as the
requirement is specific. Factory will give delivery schedule for the order quantity
and the region in the sales order will incorporate the same by breaking the sales
order line item wise as per the delivery requirements. Then the order confirmation
will be sent to the customer. Advance License request will be sent to the consultant
along with input data of the cell/battery types ordered & the relevant sales order no
and the order status will be changed to Request for Advance License. Customer
might open L/C and the status will be updated to L/C opened manually or if
shipment against advance payment then status will be updated as payment
made/not made. [For any other payment term other than the L/C terms, order
acceptance needs approval of senior authority in advance before order acceptance].
In case of L/C shipment dispatch clearance will be given after receipt of L/C & if it is
against Advance payment then after receipt of payment and Advance License
details. The sales order will go through the following stages preparation, Advance
license request stage, Payment terms Approved, Advance License received, L/C not
received, Payment received/Not received, Dispatch clearance.
Order Execution
After production, factory will send Packing List to the Commercial/Marketing
department for preparing pre-shipment documents. With the details of Advance
License, L/c terms & conditions and Packing list given by factory, Marketing
department will make Pre-Shipment documents & will send to the factory for
dispatch. As per the plan given by factory, the factory will arrange excise for
inspection & the marketing through export commercial department will arrange for
Shipping Container. After container is dispatched from the factory customer will get
the dispatch details (Product details/Qty/Container No/Sales Order No/Customer
Purchase Order No.) manually outside the system. The same information can also
be keyed in manually in the CRM system for future reference in the text type
Dispatch Information of an Activity Dispatch Tracking.
The vessel detail with vessel name, voyage no; shipping ETD & ETA destination will
be informed to the Customer. The same information will be keyed in manually in the
CRM system in the dispatch tracking activitys text type Vessel Details. The Dispatch
tracking activity will have the following user status Open, Dispatch details updated,
tentative vessel details updated, confirmed vessel details updated, shipping
documents dispatched. This activity will have the following details text types
Dispatch Information, Vessel Information, Shipping Document Dispatch
Information, and payment details. Once the container is dispatched from the port
EIL will get the Bill Of Lading from Shipping Line. Marketing department will make
final Invoice & P/List with details of B/L Number, Container Number & Vessel Name

Page 126 of 161

and the same will be forwarded to Commercial department for Banking .The
following information will be captured in the system for the benefit of EIL. Final
Invoice & P/list Number, B/L Number, Container Number, Feeder/Mother Vessel
Name,
Voyage
Number,
ETD
(Expected
Time
Of
Delivery)
Haldia/Kolkatta/Chennai/Mumbai & ETA (Expected Time Of Arrival) customer
destination. The status of the documents submitted to the bank should be tracked
as to when it was sent from Marketing to commercial & finally submitted to EIL
Bank. After the Bank couriers the document to customers Bank, customer will be
informed about the details manually. (Final Invoice & P/List Number, Date, AWB
Number, date, Name of Courier Company). The commercial department will update
this information in the system for future reference.
Customer sends the payment details which will be manually keyed in the system by
the commercial department for future reference. ETD and ETA will be managed
through date types. The information of the Activity dispatch tracking will be shared
with the customer using the Web Portal interfaced with CRM system or through R/3
delivery notification.

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3.5 Sales Planning


Purpose
Sales Planning provides the necessary tools for the strategic management of sales.
It enables sales managers and their teams to plan their sales targets at different
levels, monitor sales continuously throughout the sales cycle, and adjust their sales
plans accordingly. This type of ongoing re-planning ensures that sales targets are
attainable and can be regularly re-aligned when necessary.
A sales manager (responsible for several territories) sets sales or contribution
targets for the sales employees in the field. Since the sales manager and the sales
employees use a common planning platform, the planning tasks performed by the
sales manager are closely reconciled with the business planning and operational
planning tasks performed by the sales employees. You can specify as many
dimensions for entering planning figures (such as sales region, product group) as
you need for your planning requirements. The different planners can access
different levels of the same data. For example, the sales manager can plan at the
product group and sales organization level while the sales employees plan at the
product and sales office levels.

1. Analyze sales with plan/actual comparisons and rolling forecasts


2. Create a new sales plan for next sales period
3. Sales managers create a new sales plan for the next sales period, using the
information gained above. You can enter data by a range of different
dimensions, such as a business unit or product category.
4. Create sub-plans for different territory levels and distribute targets to sales
Team.
5. Within the main plan, sales managers can also create sub-plans for
different territory within the territory hierarchy.
6. Sales team reviews and returns adjustments to manager
7. The sales targets are then sent to the sales employees who review them
and apply them to their own sales plans. The planning figures entered by the
sales employees and key account managers can then be automatically rolled
bottom-up to the higher planning levels. You check whether the sales
employees plan data falls within the targets set. Any necessary adjustments to
the plan data are made in a new planning cycle (top-down and bottom-up).
Once the plans have been finally reconciled and you have approved the field
plan figures, the results are saved in the transactional planning Info Cube.

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Distribute targets to sales team

The plan data is released and it is distributed top-down as target values for the
sales team. Furthermore, employees receive their own sales target values.
Sales representatives plan by opportunity
Sales representatives can enter planned sales figures directly in the
opportunity. This makes it possible for them to carry out target-oriented
opportunity planning. In opportunity processing, sales representative can
enter the prospects required products, assign quantities and revenue planning
data.
Review sales targets
Sales manager and employees use the following analyses to monitor the
development of opportunities and incoming revenue, comparing it against the
planning target values. They use the following analysis to help them:
. Year-to-date/Year-to-go analysis (YTD/YTG analysis): This helps you to
compare incoming revenue with the targets as the sales period
progresses.
i. Plan/actual comparison: Enables you to compare plan and actual data at
specific points in time.
ii. Goal achievement: Enables sales managers to monitor the proportion of
their targets that have been met with revenue.
The information enables managers to review and adjust either individual deals,
their forecast figures or even sales targets if necessary

Process Flow:
3.5.1 Telecom, Power & Project, Traction, FMIB-OEM
The target will be set as follows:
At the first level Customer wise value and Ampere-hour target will be set for each
FSO based on pending order, pending quotation & future requirement. The addition
of the targets of the entire segment customers of a FSO will add up and the target
of a FSO will be arrived. The target of all the FSOs in a region will add up and the
Regions target will be arrived at .Sum of the entire regions target plus the national
account targets (managed by HO) will add to give the National target for a
segment.

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This will be compared with the target set by the management and if different, the
regional, FSO & customer target will be reworked. Management should be able to
compare with the last years percentage.
3.5.2 FMIB Trade
The dealer target will be set based on quantity, value and ampere-hour of product
The target of all dealers of a territory will add up to give the territory target.
Targets of all territories belonging to a branch will add to give the branch target.
Targets of all the branch in a region will add up to give the regional target .The sum
of the regional targets plus any national accounts (managed by HO) target will give
the national target.
The process for arriving at the final target will remain as in the earlier case.

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4. Marketing Functional Scenarios Functional Scope


The mySAP CRM Marketing has the following business processes, which are mapped
as per the CRM Marketing business requirements of Exide Industries Limited.

Budgeting & Marketing Planning


Campaign Preparation
Campaign Execution
Marketing Calendar
External List Management
Lead Management
Activity Management
Reporting (Analytics)

4.1 Budgeting & Marketing Planning


Purpose:
Marketing activities can be planned at various levels, from campaigns for individual
products at a local level to high-level marketing plans for the entire company. As
part of CRM marketing, Marketing and campaign management helps a marketing
department to plan their activities and then, using existing data such as customer
data and profiles, to start direct marketing actions.
Marketing Plan
A marketing plan is used for strategic marketing planning, that is, for planning a
concrete marketing concept. This way budgets and deadlines are taken into
consideration. A marketing plan could form, for example, the basis for next years
costing in the marketing department. It is a management tool. You can use any
number of marketing plan elements to structure a marketing plan in the form of a
hierarchy. You can assign one or more campaigns to each marketing plan.
Campaigns
Campaigns serve as operative marketing planning. They describe actions that are
carried out, such as mailing actions, product promotions, and telemarketing. For
these activities, the following, for example, are defined in the campaign: target
groups, products, documents, person responsible, and budget. Campaigns are used
for operative marketing planning and execution. Campaigns can be broken down
into campaign elements.
Process

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The Advertising/Publicity Budget is initially set at the Director-Industrial


Level. The Marketing plan is created in the Marketing Planner of the CRM.
The Marketing planner also captures the Budget allocation to the various
marketing elements, like the Marketing Plan, Campaigns and Campaign
Elements.

The marketing plan that is created at the highest level is the Annual Corporate and
Publicity Marketing Plan or the master marketing plan. The yearly marketing plan is
created by the Chief - Commercial Services who reports to the Director and handles
Commercial & Mktg. Level Services at an All India level.

This Annual Corporate and Publicity marketing plan is created once in a year.
The person responsible for the Marketing plan is entered in the Marketing
plan. The authorization is set for the yearly Marketing plan so that it cannot
be changed by any person other than the authorized person in the HO who
has the authorization to create or change, this is done by the assigning an
authorization group. The yearly marketing plan can be viewed by all the
other users who can access the Marketing planner. The yearly marketing plan
is given a start date and an end date.

Chief Commercial distributes the Marketing Budget among the various RSMs and
their regions and at the same time withholds some budget with himself for
allocation to the Chief Business Managers Brand Management for All
India/Central Product Level Campaigns.

The marketing budget is allocated among the five Marketing elements based
on the Regions (North, East, west and south) and HO / Brand Management
as the sub Marketing Plans that are created below the annual Marketing Plan.
These budgets values are entered in the cost planning tab page of the
respective marketing elements based on the yearly spend under various
heads. The budgets can be updated only by the authorized person assigned
to the authorization group at this level.

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Exide CRM Marketing Plan Structure

Annual Marketing Plan

HO

North

Infra I

Infra II

East

Exports

West

Cap Lamps

South

FMIB

Corporate

The five Marketing Plans under the Annual Marketing Plan has the four Regions and
a HO, under these the Campaigns and Campaign elements are assigned. The
Allocation of budget to various the marketing elements at the regional level and the
HO level marketing is done manually based on discussions with
CBMs/RSMs/previous advertising and publicity budget spends. Once the CBM/RSM
regions and HOs are allotted the budget he requests the BHs/AMs under him to
submit their BAARs (Brand/Branch Advertising Auth Request). The BAAR lists down
the various campaigns to be carried out during the year. The required budget for
the various Marketing plan and campaign can be entered manually in the cost tab
page.

The budgeting of the various campaigns five marketing elements North, East,
West, South and HO is entered in the cost tab page of those Marketing
Elements under the respective Campaign Element heads as the planned cost.

Prerequisites:
To enable the view of cost planning tab page the respective planning profile group
must be attached to the Marketing planner. To define a Planning Profile group a
planning profile needs to be created in the SAP BW and the Planning Profile should
be assigned to the Planning profile group.
Gaps:

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The actual cost capturing for each of these marketing elements and the
analytics of Cost Planning & Budgeting can be done only, if these cost are
captured in the R/3 system through the PS module.
Cost based on Unit of measurement of the Ad material consumption.

4.2 Campaign Preparation


The campaign preparation becomes the prerequisites for executing a campaign. The
campaign preparation is the activity that is done before the execution of the
campaign.
Campaign Preparation Process
Action
Activities are assigned
to the Action Profiles.
The relevant action
profiles are selected in
the campaign type.
Mailing action
Printing action
Triggering Activity

Marketing Plan
Campaigns can be assigned to
Marketing plan. It gives the
structure of all marketing related
plans in an organization.
Planning profile (Budget allocation)
Text Date, partners
Target groups
Cost Planning
The Planning Profile is
defined and assigned to the
campaign so that the cost
will be captured for the
campaign in cost tab page

Segmentation
The target group of the
business partners to be
assigned to the campaign
are segmented through the
segment builder and
assigned to the campaigns.
Marketing Attributes
Infosets
BW Queries

Campaigns
The campaigns will have all the controls
object attached to it.
Campaign Type/Objective Tactics
Person responsible
Planning profile (Budget allocation)
Partners
Text, Date, Status management
Target group, products, discounts
Actions
Communication Channel

4.2.1 Segmentation
Purpose:

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Activities
The surveys are
attached to the
activities. This in turn
can be assigned to the
action profiles.
Surveys
A survey is a type of
questionnaire, which can
be used to gather
information from specific
users.
Title
Section/subsection
Question
Answer
Answer options

Dividing the customer master into different groups is called customer segmentation
and depends to a great extent on the planned marketing activity.
The segmentation of the business partners is used to identify the target customer
on whom the campaign should run on. The segmentation of the customers is done
in the Segment Builder of CRM Marketing.
Process:
Target groups can be created from a variety of different data sources for example,
from InfoSet queries, SAP BW queries, business partner master data, and acquired
address lists in the Segment Builder. Target groups may be attached directly to
marketing campaigns.
1. Attribute sets
Attributes can be created in CRM for marketing purposes, for example hobbies."
Related attributes can be combined into attribute sets that will later form the
basis for profile and target group modeling in the Segment Builder. After
attributes are assigned to a business partner, you can maintain these attributes
accordingly and use them for target group selection.
2. Infoset
InfoSets are used to access business partner master data (stored for example in
CRM or SAP R/3), which allows you, for example, to select all business partners
with a certain zip code, birthday, or so on.
3. SAP BW Queries
BW queries are used to access transactional data stored in SAP BW, for example
"number of purchases per month or sales volume.
4. External List
Address data acquired from data vendors is imported into SAP CRM and made
available for subsequent processing in the form of target groups.
Following is the list of Attribute sets and the Infosets used by FMIB business
process to segment business partners to create target group.
Marketing Attributes (Attribute Sets)
Some of the Attribute sets under which the various Attributes listed below will be
classified
Dealers Attribute Set
FMIB End Users Attribute Set
UPS OEMS Attribute Set
Inverter OEM Attribute Set

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1. Product
Inverter-Flat
Inverter-Tubular
Inverter-VRLA
UPS-Flat
UPS-Tubular
UPS-VRLA
2V Tubular & Plante
2. Annual Off-takes (Rs Lakhs)
>500
300-500
100-300
25-100
<25
3. Category
Exide Power Center
Other Dealers
4. Margin (High, Medium & Low)
5. Warranty (High, Medium & Low)
6. No of Sub Dealers
< 10
10-50
>50
7. No

of Institutional Customers
0-25
25-50
>50

8. No

of OEMs
0-25
25-50
>50

9. Customer Orientation (In Terms Of Initiatives / Year)


>5 (High)
2-5 (Medium)
<2 (Low)

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10. Service Infrastructure


Poor
Adequate
Good
Excellent
11. Average age of installed base.
<1 Year
1-3 Years
>3 Years
12. Application (Industry Sector)
1. Bank, FIIs, NBFCs
2. Utilities
3. Corporate
4. Hospitality
5. SOHO
6. Medical
7. IT & ITeS
13. Educational Qualifications (Attribute Sets)
1. Std XII
2. Graduate
3. Post Graduate
14. Occupation (Attribute Sets)
1. Govt. Service
2. Private Service
3. Business
4. Retired
15. Income (Attribute Sets)
1. High
2. Low
3. Medium
16. Duration of Power Cuts Per Day (Attribute Sets)
1. < 2 Hours
2. 2-4 Hours
3. 4-6 Hours
Likewise all the Marketing attributes relevant to the various other segments can be
added to the Business Partner Master data by the users also.
B. Infosets

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1.
2.
3.
4.
5.
6.
7.
8.

Geography
Region
State
District
Town
Pin Code
BP Roles
Industry Segments
a. Government
b. Private

C. BW Queries
Any segmentation of business partner related to the transaction can be done
through BW Queries.
4.2.2 Maintain Attributes and Attribute Sets
The list of attributes that are listed in the Attribute List in the Segment Builder is
created in the maintain attribute and attribute Sets transaction, which comes under
the segmentation of Marketing. These Attribute in the Attribute Lists comes from
various data sources, like Master Data, Marketing Attributes and the BW Queries.
Each Attribute will have a Filter assigned to it. The Filter can be given a value while
creating a Target Segment so that only the Business Partner fulfilling those values
will be listed in the work area of the Segment builder.
4.2.3 Target Group creation
The target group is created by dragging and dropping the attribute filter to the work
area of the segment builder. Various permutations and combinations of the
attributes will be used to generate the target group.
4.2.4 Creating Campaigns and Campaigns Elements
Purpose:
The creation of campaigns is a part Campaign planning & preparation. Campaigns
are a collection of tasks necessary to accomplish a set goal. The campaigns are
created in advance to plan the various events and promotions that are due to
happen.
Process:

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The campaigns can be created in the Marketing Planner, referring to a Marketing


plan or without referring to a Marketing plan. The campaigns can be created for a
particular date in advance under a Marketing Plan or a Campaign.
The campaigns will have campaign elements, which are the individual activity or
task that happens as a part of the execution of the campaigns typically using one
channel (Example: Sending an invitation for an event, creating a call list, etc.)
The campaigns have campaign types, objective and the tactics fields which need to
be filled while creating a campaign. These fields will have the input help based of
the predefined relation between the campaign type, the objective and the tactics.
For a campaign type there will be a list of campaign objective, this campaign
objective in turn will have a list of tactics pre assigned to them in the Exide CRM
system. These fields of campaign type, objective and tactics are meant for analytics
and reporting purpose
Campaign Type
General Awareness
Brand Awareness
Brand Promotion
Customer Feedback
Customer Satisfaction Survey
Campaign Objective
Market Penetration
Product Push
Product Positioning
Product Pricing
(To be added)
Campaign Tactics (for General Awareness of Product Portfolio through)
Technical Seminars
Service Trainings Camps
Dealers Meet
National TV
National Radio / FM Radio
National News Papers
National Trade Journals / Magazines
Local Vernacular News Papers
Local Cable TV
Cinema Slides
Stepny Covers

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Banners, Hoardings and Wall Paintings


Mailers, Catalogues, POPs and other Display Materials
Door-To-Door Campaigns
Road Shows through Kiosks
Sponsoring Special Events
Van Campaigns
Participation in Melas
Mailer / Email Survey

4.2.5 Communication Channel


The medium through which the Business Partner is contacted is entered in the
channels tab page. The standard communication channels like the telephone, email,
Printed mailers are provided as a part of the system. Based on the preferences of
the Business Partner the preferred communication channels of business partners
can be adopted. Any activity that happens through a specific transaction type is
also a part of communication channel. The list of Activities in the communication
channel is listed in the Activities section.

Telephone
Email & Mailer
Transaction types (Activities, Leads, etc)

The users can specify the mode of communication for a specific campaign and they
can also give the supporting information. If an email or a mailer is sent to the
customer the pre designed mail form can be attached to the mode of
communication. The functionality of personalized mail form is given in the
personalized mail form section. The list of standard mail forms will have to be given
as Input.
If a campaign has a campaign element which will run an activity like sales call that
activity can be attached to the campaign element through the communication
channel tab page. The list of standard activities and transaction that are carried
through the campaign element will be given in the various types of campaign
related activities. These activities fall under the list of campaign types as given
below.
Seminars
Ad campaigns
Newsletter campaigns
Event campaigns

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Partners
The partners tab page will have the list of partners who will be a part of the
campaign process. For each campaign element there will be a predefined set of
partner functions which will be listed in the partners tab page. These partner
function needs to be selected with the business partner number manually to identify
the business partners involved in the campaign.
4.2.6 Personalized Mail Form
Purpose:
The Personalized mail forms are attached to the campaign and campaigns elements
while executing the campaigns. Based on the chosen mail form a personalized is
sent to the Business partners in the target group on whom the campaign is run.
The personalized mail form is used to create the predefined template of emails,
Mailers, Fax messages and SMS.
Functionalities
Personalize messaging to target list members
Assign mail forms to campaign target lists
Embed links (URL) to websites in generated e-mails
Insert subject lines dependent on conditions
Attach personalized documents
Process:
The form building tool allows users to flexibly construct e-mail templates. With the
form painter, you can determine the layout of your forms, specifying, for example,
their general design. The users can create personalized mail content to be sent to
each of the business partner in the target group.
Conditioned based text blocks, subject lines and attachments can be created in the
personalized mail form using the maintain mail form transaction.
4.2.7 Content Management Templates
Purpose:
Import any kind of document (text, spreadsheet, project plans, photos,
presentations, and so on) to the template folder in the Campaign.
Process:

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Template from Content Management is assigned to the three main objects in the
Marketing Planner (marketing plan, campaign, trade promotion). The file structure
is then created in Content Management on the basis of this template.
The template is automatically assigned to the related element objects (marketing
plan element, campaign element, trade promotion element).

4.3 Campaign Execution


Purpose:
The campaign execution is the business process to send the campaign to one of the
various channels for execution. Once Campaign planning is finished, the campaign
should be released to actually execute it. Then you can carry out the campaign by
your chosen method of communication.
Process:
In the campaign execution the communication channels used are Telephone, emails
and direct mailers. Before executing a campaign the preferred channel should be
assigned to the channels tab page. The channels tab page will have the provision to
define and assign the various communication channels such as the telephone call,
email and print.
Phone call
When the telephone is defined as the communication channel, the entire list of
business partner assigned to the campaign as the target group will have a call list
generated and sent to the CIC. The call list includes the business partner
information and relevant information required for the Interaction Center. After the
call is complete the Interaction center agent will update the activity with the call
result.
Email
When the email is chosen as the channel to communicate to the business partners
an email is sent to each of the business partner who is a part of the target group.
The desired mail form that was already created in the personalized mail form needs
to be attached to campaign in the channels tab page. E-mail form is customized to
match desired marketing message. E-mails are sent to all participants of the
campaign. The senders address is also preconfigured and set in to the systems
which can be selected when the email channel is selected.
Sending survey Questionnaires through campaigns

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The questionnaire contains the list question that needs to be filled in by the
Business Partners in the target group on whom the campaign is run. In SAP CRM
Marketing Planner the questionnaire are designed in the personalized mail form and
attached to the mail form in the channel tab page. Based on the communication
channel or based on the type of channel preferred by the Business partner the
Questionnaire can be sent to the target group.
Activities in Campaigns
The campaigns that are created will have various activities based on the nature of
the campaigns, such as:
Seminar Preparation
Road Show Preperation
These activities are attached to the campaign elements of a campaign. The Activity
types that are a part of the campaign will be covered in detail in the Activity
management section.

4.4 Marketing Calendar


Purpose:
The Marketing Calendar is meant to be the central point of entry for marketing
professionals. Interlinking of different events, such as campaigns and promotions,
is possible. Mass change Copy marketing projects from one year to another. A list of
marketing projects can be printed directly from the calendar view.
Process:
The Marketing Calendar gives an overview of all marketing projects within a certain
time range. The time period can be set up according to the users needs (daily,
weekly, monthly).
In the Marketing Calendar, marketing projects can be viewed from several
perspectives, for example by customer or customer group. Basic information about
marketing projects is displayed right away (for example, name, status, and time
range). You can define different colors to be used based on the attribute values of
the selected marketing projects.
4.5 External List Management
Purpose:
The External List Management is used in doing marketing related activity on a list of
Prospects or Customers, who do not exist in Business Partner master data of the
company, this list is generally procured from an external agency.

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Process:
The External List Management is the process of purchasing, managing, using and
reporting on acquired addresses. The users can create and maintain their own
mapping formats to map the data in the existing address lists to a target mapping
structure. Create a target group from the address list directly from the interface
provided for list administration. This target group is then used to create a campaign
to generate lead.
Prerequisites
Before uploading an external list of the business partners in to the CRM Master the
file to be uploaded should be prepared in a separate format, such as Excel or Text
and it should be ready before upload.
4.6 Product Proposal
Purpose:
You can use this business process to define product proposals for particular target
groups or marketing profiles, meaning that the relevant product proposals are only
used if the business partners selecting the product(s) belong to the given target
group or match the relevant marketing profile defined in the rule. Product
association rules are created upon which the product proposals will be displayed.
Product proposals are an opportunity for a marketing manager to increase turnover
by generating additional sales and improving customer retention and satisfaction.
Product proposals can be used in Internet Sales and in the Interaction Center.
B2B: This process enables customers to find and order products and services
quickly and easily. This business scenario is mainly used in the mySAP CRM Internet
sales.
B2C: This process enables end customers to order products and services. It is
designed to offer products attractively in order to encourage purchasing and
maximize profit. This business scenario is mainly used in the mySAP CRM Internet
sales.
Process:
In the Customer Interaction Center screen the product proposal functionality is
enabled. Three types Product proposal, cross selling, up selling and down selling are
given in the CRM product proposal functionality.
Cross Selling:

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When the customer orders a certain product the accessories attached to that
product are proposed by the system as Cross Selling functionality. You define
relationships between products, known as product association rules. Each rule
consists of a leading product(s) (those for which other products are to be
suggested) and dependent product(s) (those products that are to be suggested). By
linking products in this way, other products can be offered in addition to the
products selected.
Up-selling and down-selling:
You can define other products that should be proposed if you sell a specific product.
The products in question here are defined using the up-selling and down-selling
rules.
4.7 Lead Management
Purpose:
A lead is a business transaction which describes, stores, updates, and manages the
potential interest of (and interaction with) a business partner over a certain
timeframe. They are used to qualify a business partners interest in a particular
product or interest in making a purchase, with the aim of establishing and then
influencing this interest. Once a lead has reached a certain status, it can be passed
on to a sales employee or channel partner as decision support for creating an
opportunity.
With leads, a streamlined link is provided between marketing and sales so as to
accelerate the process between first interest and sales. Leads can help to find out
more about a potential business. Lead qualification is the name given to the process
by which leads are repeatedly processed with the purpose of establishing and
improving the level of interest represented by the lead, with the aim of
transforming the lead into an opportunity.
Process Flow:
According to the business process the types of leads differs and they are preset in
the system. To capture a lead specific to a business process the employee
responsible, who is creating the lead should find the specific lead type and then
capture the lead in that particular lead type specified. The leads are classified in to
two types in Exide, the replacement lead and the fresh leads. Some of the lead
transaction types are listed below:
Lead

Transactions Types
Service Lead
Sales Lead
Marketing Lead

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Call Center Leads

The Lead Management process starts with gathering relevant information about
business partners or prospects across all channels. During the lead qualification
process, leads are qualified in different levels (for example, hot, warm, cold)
according to their potential business interest. The manager can manually assign the
responsibility of the leads to different internal lead qualifiers.
Lead qualification is an iterative and interactive process by which a lead may be
processed several times over a given period. In each case, the lead is assigned a
status lost, in process, or won either on the basis of certain indices, by asking
the business partner directly, or a mixture of both methods. Once a lead has
reached a certain qualification level (for example, hot) it can be transformed into an
opportunity and is passed on to the sales department for further processing. Leads
may, however, also be qualified at the generation stage, depending on the
information at hand. Since leads are time based business transactions, the lead
qualifier will normally open and process the same lead a number of times until
processing is completed.
The leads generated through campaigns/sales calls/phone calls/service related
activities such as, end of life notification through mails are entered in a Lead
transaction. These leads will be created by a Brand manager or a FSO. The brand
manager who creates the lead will become an Employee responsible to the lead and
he can manually assign the lead to the FSO to qualify the leads. Based on the level
of information available about the business partner the FSO will qualify the lead and
gives it a status of open, In-Process, won, etc. Once the lead has reached a certain
status it can be passed on to sales to create an opportunity.
Appropriate workflows can be set up to automate the process of assigning statuses
to leads, such as Lost, In Process, or Won. For example, when a sales
representative accepts a Hot lead from the workflow and converts it to an
opportunity, the status of the lead can be automatically set to Won.
Automatic Lead generation
Leads are automatically generated through campaigns. When a lead transaction is
assigned to the source of communication on the communication channels tab page
a lead is created to all the business partner that are attached to the campaign as
target group.
Lead statuses: Some of the common lead statuses like, Open, In-process, Sales
Accepted, Sales Rejected, Won, Lost will be set in the lead status field. When a
sales representative converts a lead in to an opportunity, the status of the lead will
be automatically set to Won.

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Lead Group: Used for reporting purposes to classify leads into different categories.
This is relevant especially where leads are not related to any particular marketing
campaign. Some of the lead groups that will be provided d in the system are:

Installed Base (End-Of-Life)


Internet
Phone Call
Magazines
Trac Mobile
Inva Care
Tex Care
PC on Wheels
Surveys
Workshops
Sales Calls
External list

Lead Origin: Using the origin, you can see in the document where the lead
originates from. By carrying out an analysis, you can, for example, see how much
of the sales volume has resulted from sales call or phone call, etc.

Sales Office
Call Center
Campaign
Installed Base
Portal
Dealer
Employee
Service Van

Automatic Reminder for Leads: Based on the qualification level of the leads the
lead qualifier will get reminder mail about the lead at predefined duration. Say a
warm lead will give a mail after every 3months and a cold lead will give send an
email every 6 months.
Date Management: The date management is used to capture the start date and
the end date of the Lead.

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Organization Data: The lead transaction will create the organizational data
determined manually. In case of the Call Center Lead transaction the organization
data is created automatically and the organizational units are determined based on
the business partners Address data. The lead will be routed to the respective
Regions office under which the customer belongs to.
Partner Function: The partner functions are created manually in the case of leads
that are created in the sales, service and marketing lead transaction types, But in
the case of Call center lead the partner functions are created automatically based
on the regions and the FSO assigned to that region.
Activities: Leads can be generated on the basis of any type of activity. Conversely,
leads can generate activities from a lead, for example to document a phone call
that you make with a business partner. These activities can be created as follow-up
transactions.
Texts: When processing a lead, you can use the tabstrip "Text" to add a note for
internal use, for example to record details on your last interaction with the
prospect. Or any observation made on this lead so that it aids in qualifying the lead.
Some of the lead based text types that will be maintained in the system are given
below:
Description
Product Detail
Comments
Specific Actions
Documents: Documents may also be attached to a lead. These could for example
be documents relating to the marketing campaign from which the lead may be
generated.
4.7.1 Surveys
A survey is a type of questionnaire, which can be used to gather information from
specific users. Surveys are specialized forms which can be integrated into Web sites
or sent as attachments in personalized e-mails to customers. The submitted
answers are collected on a server and, depending on the business scenarios the
results are either stored in a database or condensed beforehand. Later, the results
are evaluated and can be used for making strategic decisions.

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Surveys are important means of gaining specific information from known and
unknown users, for example, as part of a marketing campaign to test the market
before launching a new product, or as part of a customer satisfaction survey to
gather feedback on a product already purchased. The results collected from surveys
play an important role in making strategic decisions, for example, when planning a
new product launch or when making improvements for future products.
Surveys are used in the Lead Management and Activity Management. A survey
consists of following elements.
Title
Section/subsection
Question
Answer: You can determine the way in which the answers are presented, such as
input fields, list boxes, check boxes, and radio buttons.
Answer options: Answer options can be presented in list boxes.
There are three different types of surveys that are attached to each of the lead type

Sales Survey Sales Lead


Service Survey Service Lead
Marketing Survey Marketing Lead

Prerequisites
The prerequisite to generate a lead transaction is to create a business
partner of role Prospect with the mandatory address data and a pincode, so
that the lead will be directed to the respective sales representative.
Create questionnaires in a Survey tool. (Use the SAP CRM Survey Suite to
create a questionnaire)
4.8 Activity Management
Purpose:
The Activity management is an important component of mySAP CRM manages all
activities on which the enterprise employees have worked on. All data stored in the
activity consists of important source to which all employees must have access.
The activity is for recording information and planning actions at any time during the
customer relationship cycle.

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An activity can be a sales call, phone call, exhibition, dealers meet, reminder of
appointment, task to be performed etc. A business activity contains information
about business partners interaction on a particular date. A task contains
information about what one or more employees have to complete by a particular
date.
Process:
The activity can be used separately as an individual transaction or can be used as a
part of the campaign management in the campaign element. The activity
transaction will in turn have the list of controls like the Partners, Text,
Organizational data, Actions, Date, Status, etc. You can copy an exiting business
transaction and create a follow-up transaction.
You can document your activities by filling out the standard fields available, and
also by using an activity journal or a questionnaire. There will be a list of activities
pre defined in the system which can be used to capture any activity that is
performed in the organization towards customer relation or making business. The
Activity Management business scenario plays an essential role in optimizing your
company's relationships with customers, managing their data, and thus ensuring
your company's success in the market place.
It answers day-to-day questions, what appointments a sales person has next week?
Who can cover for a sick colleague in external sales? A sales representative can
view the outcome of a telephone call made after an initial customer visit, and the
sales manager quickly and easily gains an overview of all the activities that have
taken place in the department during a certain period of time.
4.8.1 Standard Activities
Phone call: In a phone call activity the person responsible who creates the
particular activity can capture the details of the phone call interaction that
happened with the customer and do the relevant follow-up activity as per the
necessity.
Meeting: Meeting is an activity to capture the discussion that happened between
two or more people and as a preparation for the meetings. A task can be created
for this meeting as a follow-up.
Seminar: The Seminar is an activity that will have the check list to be taken care
before organizing the seminar and all the related activities that need to be done can
be created as a Follow-up activity to this activity.
(Checklist of Seminar Activity)

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Ad Campaign: Similar to the Seminar activity the Ad campaign activity can also be
used as a check list to capture the various sub activities that follow-ups the main
activity.
Newsletter campaigns: Same as the Seminar and Ad Campaign activity, the
News Letter activity is also used for capturing the sub activities and Sub Task of
these activities.
Event campaigns: Same as the Seminar and Ad Campaign activity this is also
used to do some follow-up activity based on the core activity.
Customer Visit: This activity is used to plan the visit to various customer on a
routine and track the status.
4.8.2 New Product Development Activity
FSO/BH will create an Activity
for a new product development.
FSO/BH will attach a Product
Development Template (PDT).
FSO/BH makes BM responsible
to carry out this activity, sets
the status to be accepted by
BM.
The status change triggers an
email to the BM.

BM opens the activity, accepts


the same and searches the
product master for a substitute
product.
If a substitute product is found,
sets the status as Substitute
Found and the comments
attached in the text tab.
This triggers an email to the
FSO/BH.

If FSO/BH accepts the


substitute he closes the activity
and sets the status as Closed.
Else he re-directs the activity
by adding a comment text type
and changes the status to Relook.
This triggers an email to the
BM.

With feasible status the BM


prepares the milestone for new
product launch.
The BM creates the various
Follow-up tasks for each of the
milestones and assigns
employees
On completing each task the
date fields are updated.
Once the product is launched
the BM sets the status as
product launched to trigger a
mail and the FSO closes the
Activity.

R&D updates the activity with


status design feasible/Not
Feasible/Alternate design.
If Not Feasible it closes the
request with status Not
Feasible, this triggers an email
to the FSO&BM and FSO closes
the activity.
In Alternate design feasible
status updates the PDT and
saves the activity.

If no substitute was found


BM sets the status to
Development Required and
enters the R&D responsible
employees name in the activity.
when the activity is saved with
the changed status a email is
sent to the respective R&D
person intimating about the
activity

The New Product Development happens based on the market feedback or a specific
requirement from a customer Field Sales Officers or Marketing Officers will identify
requirement for development of a new product or up gradation of an existing
product.
Based on the identification the FSO/BH will create an Activity for a new product
development or up gradation of an existing product.

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FSO/BH will also attach a standard Product Development Template after


populating all data related to the product e.g., Estimated Market Prices,
Potential, Expected Revenues, Technical Specifications, Launch Date etc.

FSO/BH then makes Marketing or Brand Management to be responsible to


carry out this activity, so he sets the status to be accepted by Marketing or
Brand Management. Once the status is changed, it will trigger an email to
the respective Marketing or Brand Manager to accept the Activity with an
Activity number.

Marketing or Brand Management opens the requirement, accepts the same


and searches the product master for a substitute product.

If a substitute product is found, Marketing enters in a text type attached to


the Activity named 'Existing Product with number and description of the
product found and then attaches updated Product Development Template,
sets the status as Substitute Found and saves the document. Once the
status is set to Substitute Found, an email is sent to the responsible sales
person who created the sales Activity with the Activity number.

If FSO/BH is happy with the substitute he closes the activity by changing the
status to Closed, else again he re-directs the same activity by adding a
comment text type and changing the status to Re-look. This triggers an
email to Marketing or Brand Management team to the responsible employee.

If no substitute is found by Marketing or Brand Management then he directs


the same to R&D representatives for development / up gradation of new
product. BH sets the status to Development Required and enters the R&D
responsible employees name in the activity when the activity is saved with
the changed status a email is sent to the respective R&D person with the
Activity number.

R&D opens the requirement, accepts the same for designing the product and carries
out a detail design feasibility study. After a detailed design feasibility study R&D
comes out with the following three scenarios.
1.

Product Design Feasible Updates the Product Development Template with


relevant data, Makes Marketing responsible to act further.

2.

Product Design not Feasible, Closes the activity with a status Regrets.
Then an email is sent to the FSO and the Marketing / Brand Management
to close the Activity.

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3.

Alternate Design Feasible, Updates the Product Development Template


and sets the status for the Marketing to accept this will send a mail to
both marketing and sales to accept it or reject.

With Option 1 as the scenario, Marketing or Brand Management Creates Product


Launching Milestones and for each milestone he creates the sub activities and
assigns the employee to each activity and sets a target date on completion of those
milestone activities the responsible employee sets the status to closed. The Brand
Manager will get a status update of the closing of activities through mail. The Brand
manager enters the dates for each of these sub activities in the main activities.
Once all the dates are captured the status of the main activity is set as Product
launched.
Milestones Dates to be captured in the main activity under these heads.
1.
Finalization of Design R&D
2.
Finalization of ML & BOM R&D
3.
Finalization of Cost R&D
4.
Prototype Production R&D
5.
Pilot Production Factory
6.
Testing Factory
7.
Product Approval Marketing
8.
Product Pack graphics Marketing
9.
Product Packaging Marketing
10.
Product Brochures Marketing
11.
Pricing & Warranty Marketing
12.
Commercial Production Factory
13.
Commercial Launch Sales
The status Product Launched triggers an email to the FSO to close the activity. The
FSO set the status of the activity as Closed finally.
4.8.3 New Product Proposal Activity
Purpose:
The complete process should be captured in the system and it should be possible to
track the status of a request and generate a report to show whether the drawing is
pending with R&D, Region or H.O. It should also maintain the dates of movements
from one stage to another.
Requests sent to R&D by region would be divided into 2 categories:

Request generated against an inquiry

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Request generated without an inquiry for creating a product equivalent to a


competitors product that has been detected during field surveys. This will be
done on going forward basis in order to keep a product ready with us even
before we receive an inquiry.

FSO Creates a Product drawing


request activity, which is
viewed by R&D and HO.
FSO saves the activity after
choosing the R&D person and
HO Brand Manager (BM)
This triggers a mail to the R&D
and HO to view the activity.
Sketch and drawing request are
attached.

The R&D checks if the format is


complete. If it is incomplete
then he sets the status as
Rejected. In the text tab he will
add the reasons.
If the format is complete R&D
sets the status as Accepted.
If the R&D needs clarifications
he sets the status as Hold. So
any clarifications can be
addressed.

The R&D sets the status as SAP


Code Uploaded and saves
activity to trigger a mail.
The engineer opens the activity
and sets the status as BOM ok
or BOM not ok with comments
to trigger a mail.

The HO fills up the FG Code and


request format and sends the
drawing to R&D and factory.
The HO opens the activity again
and sets the status as Request
In transit.
The HO adds the engineers in
the factory also as the partner
function in the activity.

The R&D sets the status to


drawing dispatched and
captures the date and saves
the activity again.
This triggers an email to the
R&D and the BM about the
status.

The FSO receives the drawing


and takes the approval from
the customer.
The FSO opens the activity and
sets the status as Drawing
approved and captures the
date.
On saving the activity triggers a
mail again to HO and R&D.

The R&D opens the activity and


sets the status as RD Release,
this trigger a mail.
This is followed by TPC done
and TPC Released.

Process:
The whole process of New Product Development is created as an activity to track
the status of the cycle. This activity can be created as a follow-up activity to any
lead or opportunity management as a process of the sales process.
As shown in the process flow diagram.

The FSO creates a Product drawing request activity, which is viewed by R&D
and HO. FSO saves the activity after choosing the R&D person and HO Brand
Manager (BM) in the partner function tab page. This triggers an email to the
R&D and HO to view the activity. The FSO sends the sketch and drawing request
as attached.

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The R&D opens the activity and checks, if the drawing request format is
complete and, if the sketch is ok. If it is incomplete then he sets the status as
Rejected. In the text tab he will add the reasons for rejection. If the R&D
requires any clarifications he sets the status as Hold. So any clarifications can
be addressed personally. When the R&D changes the status, this triggers an
email.

If the format is complete R&D sets the status as Accepted. After carrying out
the backend function and once the R&D dispatches the drawing, it again opens
the activity and sets the status to drawing dispatched and captures the date
and saves the activity again. This triggers an email to the R&D and the BM about
the status.

The FSO receives the drawing and takes the approval from the customer. The
FSO opens the activity and sets the status as Drawing approved and captures
the date and saves the activity. This triggers an email to the R&D and the HO.

The HO BM fills up the FG Code and request format and sends the drawing to
R&D and factory. The HO BM opens the activity again and sets the status as
Request In transit. The HO BM adds the engineers in the factory to the partner
functions of the activity to view the activity and saves the activity, which triggers
an email.

The R&D opens the activity and sets the status as SAP Code Uploaded and
saves activity, which trigger a mail. The engineer opens the activity and sets the
status as BOM ok or BOM not ok with comments to trigger an email.

The R&D opens the activity and sets the status as RD Release, this trigger an
email. This is followed by TPC done and TPC Released statuses.

The activity is created in the sales organization of the FSO, this is determined from
the Organizational data determination procedure based on the responsible
employee.

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5.0 Reports
The reports indentified for the Sales, Service & Marketing Module are given below
5.1 Sales
5.2 Service
Detailed out in the Service section of the document

5.3 Marketing
5.3.1 Campaign Analysis
Top 10 campaigns: You can use this query to display the ten campaigns with the
highest revenues
Campaign monitoring: we can use this query to display planned and actual values
for marketing costs and revenues, for number of responses, as well as for created,
incorrect and processed activities
Campaign analysis - Response rate per target group: you can check the
number of contacts, the number of responses and number of response rates per
campaign and target group
Campaign Revenues per Business Partner: You can use this query to display
the revenues that you generated per campaign for each business partner
Campaign Success per Distribution Channel / Communication Medium: This
query displays revenues and operating profits per campaign, communication
medium and distribution channel
Campaign Costs and Revenues: Planned Actual Comparison: you compare the
planned marketing costs and revenues with the actual value in the hierarchy for
marketing plans and campaigns
Campaign Schedule per Product: This query is used to check whether productrelated campaigns are running on time
Product Lifecycle: This Query is assigned to the role Campaign Management. It
enables you to determine the contribution margin and the revenue for a time period

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5.3.2 Lead analysis


Lead Management: Channel Analysis: This query is used to determine the best
channels by which business partners are contacted in the context of a marketing
campaign
Lead Management: Efficiency Reporting: This query is used to analyze the
efficiency with which leads are qualified
Lead Management: History Reporting: Use to help analyze and compare leads
over different intervals (comparison of different quarters or years for example)
Lead Management: Lost Leads: Provides an overview of the number of lost leads
in a particular period and the reasons

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6.0 List of Interfaces & development


List of Interfaces & developments
6.1 Developments Sales
1. Screen to capture Telecom Tender Result
2. Quotation printing as EIL format with edit facility
3. Smart form development for internal and external communication at opportunity,
quotation and sales order level
4. Price validation at Quotation and Sales Order level through IPC
5. BADI implementation for product search based on Ampere hour and Voltage
6. Item proposal functionality of R/3 to be replicated in CRM
6.2 Development Service
1) Validations in complaint document
2) Without attaching diagnosis document replacement can not be carried out
3) CIC agent should create business partner master and installed base without
leaving CIC screen
4) FOC replacement should be carried out by regional service head only
5) If an FOC replacement has already been made and a new complaint has been
logged for the replacement battery, system should give a pop-up saying FOC
issued on date
6) Warranty validation for out of scope warranty batteries by regional service
head with appropriate reasons
7) List of documents before call closure
8) Validations in Service Orders
9) Validations in Service confirmations
10) Validations in AMC
11) Smart forms for complaint
12) Smart forms for AMC
13) Smart forms for Invoice
14) Smart forms for service orders
15) Smart forms for service confirmation
16) Smart forms for diagnosis report

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17)
18)
19)
20)
21)

Uploading
Uploading
Uploading
Uploading
Uploading

programs for Installed base


program for Price master (spare parts, services)
program for attaching warranty to product
program for attaching warranty to installed base
program for attaching life of battery with product

6.3 Enhancements
1. Product Master
Additional set type for Life of Battery.
6.4 Interfaces Sales
1. Web Portal (to be developed and interfaced to SAP CRM by EIL)
The dealer should be able to place his order on the web.
He will be given an Order screen from which he will enter the battery type and qty
required. The status of this will be Dealer Entered/Order placed by dealer.
Subsequently someone at the branch office will take a report or view all Orders with
status Dealer Entered/Order placed by dealer and make the corresponding entries
in the CRM system. When the dealer logs in to the web portal he can view all orders
with status Dealer Entered/Order placed and compare them with the sales of the
last few days. In case he finds they have got converted into a sale he will change
the status of the order to Delivered or Part Delivered. He will also update a qty
shipped field. SUGGESTION: The order status should be updated through CRM and
not through the Web Portal.
The advantage for the dealer that he can himself keep track of the status of the
orders entered via web. He feels in control.
Advantage for Exide, FSO does not need to do the Data entry, but information is
visible to him.
Exide would like the dealer to be able to enter his projected sales for the next 2
month (or a decided time frame). This would be battery type wise with qty and
date.
Based on these numbers Exide would be able to give an approximate demand to
their factory for production.
The incentive for the dealer to do this would be that he would be given a preference
for supply of his forecasted battery in case of shortage.
For a predefined period the dealer battery forecasts will be available as a report.
(Display at FSO level)
The customer directly interacts with Exide using portal. He needs to register
on the portal; he will get his registration number. This will be used to identify
him
Search for nearest dealers. Logic to be built
He should be able to place a request for battery check-ups. The customer
will specify the dealer from whom he wants a check-up done. If dealer is not

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specified the above logic will be used to assign a dealer. This dealer will get
an opportunity created in his name.
In addition a notification could be sent to the dealer.
If in between the customer decides to log of or exits, the request will still be
diverted to the nearest Branch office
6.5 Interfaces- Service
Interfacing complaint logging screen of web development portal with SAP
CRM
7.0 Addendum
7.1 Sales Flow chart Segment wise

Flow Diagram
sales_Segment wise

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