TOYOTA LEXUS (OEM-CRM)

PROJECT MANAGEMENT
Rehan Shafiq, Faiq Bhatti, Abubakar

SUBMITTED TO:

Honorable Mam ZUNAIRA (PM)

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 PREFACE

The project offered of Original Equipment Manufacturer-Client Relation Management

(OEM-CRM) to the students to program Aviation Management in Superior University
is an enlightening for those who wish to acquire administration skills and knowledge. It
not only develops your management talent but also develop your technical skills. It
imparts the necessary theoretical knowledge about the field but also provides an
opportunity to practically experience the fundamentals of Project Management.

TABLE OF CONTENTS

- INTRODUCTION
- OBJECTIVE
- ABOUT IBEX
- PROJECT
- OEM-CRM
- APM
- AI
- TOYOTA-LEXUS OEM-CRM
- HOW IT FUNCTIONS
- RELATING TO KNOWLEDGES AND PROCESS GROUPS
 INTRODUCTION TO CRM

Before we begin to examine the conceptual foundations of CRM, it will be useful to

define, What is CRM? A perspective of Client Relation Management is database
marketing emphasizing the promotional aspects of marketing linked to database.
The core theme of all CRM and relationship marketing perspectives is its focus on co-
operative and collaborative relationships between the firm and its customers.
CRM is based on the premise that, by having a better understanding of customers needs
and desires we can keep longer and sell more to them. CRM is an information industry
term for methodologies, software and usually internet capabilities that help an
enterprise manage customer relationships in an organized way.

OBJECTIVE OF CRM

A good CRM program will allow a business to acquire customers, service the customer,
increase the value of the customer of the company, retain good customers and
determine which customer can be retained or given higher level of service.

CRM Program improves customer service by several ways:

- Provide product information and technical assistance 24/7.

- Identify how each individual customer defines quality.
- Provides a fast mechanism for scheduling and controlling.
- Helps identify potential problems quickly.
Business process outsourcing (BPO) is the contracting of non-primary business activities and
functions to a third-party provider. BPO services include payroll, human resources (HR),
accounting and customer/call center relations.

Strategic Services that lead to high performance

 Customer Relationship Management (CRM)

 Enterprise Performance Management (EPM)
 Database Marketing

IBEX works with global customers, we have gained deep insight into the business issues,
emerging trends, and profit opportunities that accelerate success.

Project:

Ibex contracts with dealers of Toyota and its division Lexus, Nissan and its division for
luxuries sports versions Infinity to provide them with Client Relation Management (CRM)
underlying OEM-CRM on JIRA Software Portal which is programmed over IT modules and
obtain Customer’s remarks against service acquired by customer from dealer of either above
listed manufacturer in United States of America, Canada, Mexico and Russia.

PROGRAMMING AND DEVELOPMENT INVOLVED

What Is an OEM-CRM?

OEM, which stands for original equipment manufacturer, describes a system of tools and
parts that a business can use to assemble their own product. Once the product is assembled,
they can then either use it internally and/or go on to resell it themselves. OEM-CRM offers
businesses the flexible tools and fundamental applications needed to whitelabel or create an
OEM-CRM. The following are some of the benefits OEM-CRM can give your business:

Flexibility

OEM-CRM is designed on top of a completely open-source Symfony2 and PHP framework,

meaning that it will give you an unmatched level of flexibility and ease-of-use. For instance,
if your business manages customers in different verticals, you could easily create distinct
functions that address each of their specific needs, rather than having to rely on more general
features that fall short.
This level of flexibility can also be utilized in order to create custom workflows for any
scenario, regardless of a business’s industry. In turn, this will allow your customers to build
out processes in the way that will best accommodate their business, rather than forcing your
users to adhere to workflows that don’t match organizational needs.
As proof of how successful OEM-CRM’s flexibility is, one of the largest car manufacturers
in the world used it to develop an inclusive white label CRM system that captures the
complex, multi-step process of purchasing a vehicle online. In order to do this, it had to link
together data from various systems and departments while giving their global sales and
marketing teams the ability to generate detailed buyer personas, all with granular access
controls.

Scalability

A homegrown CRM may work well at first. However, as data accumulates and business
requirements change, they can quickly become cumbersome and costly to maintain.
In contrast, OEM-CRM’s stable, open-source foundation ensures that any systems designed
with our framework will be capable of scaling effortlessly in order to accommodate
additional data, users, and changing business needs. Ongoing maintenance will also be
simplified as we offer baseline support and regular system updates to ensure security. This
means that you will be able to provide your clients with a white label CRM solution that not
only meets their needs, but will continue to give them unmatched value for years to come.

Extendibility

Finally, OEM-CRM offers an unprecedented amount of third-party integrations, making it an

ideal solution when designing comprehensive white label CRM systems. As an example of
this, the Frankfurt Airport recently used OEM-CRM as a central hub to build an eCommerce
portal for their retail stores. The system was linked together with a variety of other platforms,
such as each store’s ERP system, the airport’s website and mobile app, loyalty programs,
travel information, and more.
In addition, OEM-CRM comes with an extensive community of partners, developers, and
users who are constantly building out extensions for the platform that help to address specific
industry needs. As a core element of OEM-CRM, we are dedicated to supporting this
ecosystem as our community designs innovative tools and functions for the larger
community.
Conclusion

Although homegrown CRM systems may look like an ideal solution, the reality is the initial
investment can often be too high. Instead, OEM-CRM will give you the base functionality all
businesses need while still providing the flexibility to adapt to the workflows and tools that
address specific requirements.
Not only that, but if your organization is interested in developing other business applications,
we can provide core technology kernels, such as search engines that you will inevitably
require.

Agile Project Management (APM) or Agile

The main benefit of Agile Project Management is its ability to respond to issues as they arise
throughout the course of the project. Making a necessary change to a project at the right time
can save resources and, ultimately, help deliver a successful project on time and within
budget.

How APM works

Agile teams build rapid feedback, continuous adaptation and QA best practices into their
iterations.

They adopt practices such as continuous deployment (CD) and continuous integration (CI),
using technology that automates steps to speed up the release and use of products.

Additionally, Agile Project Management calls for teams to continuously evaluate time and
cost as they move through their work. They use velocity, burndown and burnup charts to
measure their work, instead of Gantt charts and project milestones to track progress.

Agile Project Management does not require the presence or participation of a project
manager. Although a project manager is essential for success under the traditional project-
delivery methodologies, such as the waterfall model (where the position manages the budget,
personnel, project scope, quality, requirements and other key elements), the project manager's
role under APM is distributed among team members. For instance, project goals are set by
the product owner, while team members divvy up scheduling, progress reporting and quality
tasks. Certain Agile approaches add other layers of management; the Scrum approach, for
example, calls for a scrum master who helps set priorities and shepherd the project through to
completion.

However, project managers are not obsolete in Agile Project Management. Many
organizations still use them for Agile projects -- particularly larger, more complex ones -- but
the organizations generally place these project managers in more of a coordinator role with
the product owner taking responsibility for the project's overall completion.

Given the shift in work from project managers to Agile teams, Agile Project Management
demands that team members know how to work in this new fashion. They must be able to
collaborate with each other, as well as with users. They must to be able to communicate well
to keep projects on track. And they should feel empowered to take appropriate actions at the
right times in order to keep pace with delivery schedules.

Pros and cons

Proponents of Agile Project Management say the methodology delivers numerous benefits.
Those include the rapid deployment of solutions, more efficient use of resources, greater
flexibility and adaptability to changing needs, more rapid detection of problems -- and thus
quicker fixes -- and increased collaboration with users and, therefore, products that better
meet user needs.

Artificial Intelligence (AI)

Project Managers are faced with difficult decisions, repetitive tasks, and complex analysis. AI
is already entering our workplaces. It’s supporting support desks, chatting with customers,
and taking on the boring tasks we don’t want to do. But as of yet, AI and project management
have been slow to intermix. However, For example, project managers need to be able to
negotiate and compromise on resources and the ways they’re used. They need good
communications skills, and the emotional understanding to not only inspire their teams but
resolve conflicts and problems as they arise.
AI is not currently capable of any of these things. But can be applied to several areas of
project management that AI can support and streamline.
Repetitive tasks
AI and automation shine at the boring administrative tasks that weigh project managers down
— data entry and management, preparing project schedules, and so on. These tasks can be
completed automatically. This takes some of the weight off project managers, who can focus
attention on more challenging tasks.
Complex analysis
Artificial intelligence can also assist in complex analysis. It can draw on substantially more
data than a human manager could reasonably do alone. For example, using AI can help to
make performing value and risk analysis a less arduous and time-consuming task for human
employees.
Difficult decisions

With this ability to assist project managers with in-depth data analysis, AI can help project
managers make difficult decisions. In some cases, it can even make the decision for the
project manager to approve.

For example, using its knowledge and data about KPIs, AI can develop an understanding of
project performance. Then it can use this insight to make recommendations and help project
managers decide who to make the leader of a task.

A kind of AI applied in OEM-CRM is for Repetitive tasks.

JIRA Software Portal

JIRA is a proprietary issue tracking product that allows bug tracking and agile project
management

Project:

Toyota-Lexus OEM-CRM

(Original Equipment Manufacturer – Client Relation Management)

Toyota Motor Corporation is a Japanese multinational automotive manufacturer

headquartered in Toyota City, Aichi, Japan. Toyota is the world's market leader in sales
of hybrid electric vehicles, and one of the largest companies to encourage the mass-market
adoption of hybrid vehicles across the globe. Whereas,

Lexus is the luxury vehicle division of the Japanese automaker Toyota. The Lexus brand is
marketed in more than 70 countries and territories worldwide and has become Japan's largest-
selling make of premium cars. It has ranked among the 10 largest Japanese global brands in
market value. Lexus is headquartered in Nagoya, Japan. Operational centers are located
in Brussels, Belgium and the U.S. in Plano, Texas.

The Lexus and its maker Toyota provide Dealership-Licensing for their client support.
 (OEM-CRM)

A considerable number of dealers do not have an existing Customer Relation Management

System, or have poor usage and/or processes for their current CRM tool. For these dealers:
JIRA solution provides the CRM known as ‘Original Equipment Manufacturer Deployed
Dealership CRM’ or (OEM-CRM)

JIRA have a fully data-integrated dealership CRM that works (by extracting data) with the
Dealer's Management System (DMS) and work with the Original Equipment Manufacturers’
(OEMs)’ lead distribution programs. As a result, the JIRA Software Portal provides the
dealer’s customers; vehicle sales, service and parts information – all of which are available
for marketing and reporting.

In addition, of course, Contact Tracker integrates directly with the lead distribution and
tracking system – providing the dealers a powerful tool for managing their leads and
prospects.

Key elements of Dealership CRM include:

 Customer record management

 Customer lists
 Customer selections (Quick Picks)
 Marketing operations:
 Mail-merge
 Bulk email marketing
 SMS (text) marketing
 Reporting, including:
 Email tracking reports
 Data quality analysis and reporting

HOW IT FUNCTIONS

Once a customer visit the Client’s dealership to acquire services. They generate ticket on
their EPIC Stories, it then Pops-Up in JIRA software in our account from where it get
resolved by Project Managers working under instructions on JIRA resolving those stories
with dispositions e.g. Change request, Design claim, Initial Document, Services etc.
RELATING OEM-CRM TO KNOWLEDGE AREAS AND PROCESSES GROUPS:

PROJECT INTEGRATION MANAGEMENT

-What was the Project Charter?

Clients and Customers would get satisfactory results whether purchasing or maintaining
vehicle through company’s own Link, Initial Technology needs, JIRA Portal, Programming
Modules

-What is the Project Vision?

We continue to work with our partners to provide innovative solutions that are optically
appealing, improve installation time and reduce cost while maintaining OEM level quality
standards.

Our design and production capabilities draw from global resources including USA, Canada
and Mexico.

-How was the Project Structure Organized?

The structure was actually the Programming the JIRA portal in Agile modules.

-What was Implementation Plan?

Developing separate link and JIRA Portal, Setting priorities, establishing goals and
objectives, identifying clients abroad.

PROJECT SCOPE MANAGEMENT

-What is the scope of project?

Broader scope.
Build long-term and profitable relation with chosen clients by surveys and feedback.

-How did you divide work into smaller pieces? WBS

Task by task. Programming Languages (PHP), JIRA, Identifying Clients abroad,
Approaching to clients, Follow-back’s.

-What were the project deliverables?

Deliverables based on client remarks. Quality Assurance performed by HR on deliverables.
PROJECT TIME MANAGEMENT

-What was the time Limit?

4 years plan.

-What was the sequence?

Modular method

-What were the required resources?

Servers, Telecom networks, Database developers, Software Architectures, ASP.net
Developers and AWS.

-How was schedule developed?

Schedule developed on JIRA and controlled by burn down charts & following scrum models.

PROJECT COST MANAGEMENT

-What was the estimated cost?

Cost measured as the number of resources used its Rs 10 Million.

-How was the cost controlled?

Cost controlled by HR and charged hourly.

PROJECT QUALITY MANAGEMENT

-How Quality Assurance and quality control was performed?

Quality Assurance performed by QA team on deliverables and based on client remarks.

PROJECT HR MANAGEMENT

-What was HR plan?

HR plans to manage resources by calculating estimated workload and prevent over workload
upon each individual.

-How project team was developed?

Acquisition
PROJECT COMMUNICATION MANAGEMENT

-How customers were identified?

Customers logged on to JIRA, AVAYA phones, Skype communication channel as per client
recommends them OR as involved by client.

-How information was distributed?

Information shared through email, JIRA and One-on-one communication.

-How customers expectations were managed?

Quality assurance performed on customer’s remarks and feedback.

PROJECT RISK MANAGEMENT

-How risk was identified?

Risk relates IT issues as server down that effects programming modules.

-What were the planning, monitoring and controlling of risk?

RAM installed 512 GB, terabytes of disks that can assist monitoring that a hundred thousand
customers can land on our site.

PROJECT PROCUREMENT MANAGEMENT

-What were the goods and services acquired from the external source?
Mainly internal sources from Pennsylvania (PA), Amazon and from local vendors.

-Was there contract between them or direct purchases?

Direct purchases.
Interview Visit: