Autogermana is the official BMW Group representative in Colombia. They have their own dealer network; already 15 points of sales located in major cities in Colombia as Bogota, Cali, Medellin, Barranquilla, Santa Marta, Cartagena, Pereira, Eje Cafetero, Bucaramanga, Ibagué and Villavicencio, where they exhibit the latest models of vehicles.
In addition, they have 15 customer service points, to ensure personal attention to clients. The BMW service point on street 200 is the largest in Latin America.
Autogermana was looking for a solution to integrate CRM and their ERP vertical automobile software. They tried to carry out an in house development through web services, but they failed because it did not get to the extent they were searching for. So they decided to look for a tool to facilitate integration.Read More
It is at this point that they managed to integrate easy handling solutions and a good configuration.
This process was carried out in several phases: the first one was to validate the way how the ERP shows its services, this communication was validated by the ERP representatives to ensure that the rules of integration between the two solutions would not be broken. Then, the business integration solution was implemented in order to make the connections between the business process software and the garage.
The project came up because of the loss of time synchronizing data, as it required a manual effort to transcribe sales information, after sales service, order management, billing and inventory management from one system to another (CRM to ERP and vice versa).
To carry out this job they had a team responsible for entering information into the CRM and replicate it manually in the billing system (ERP). Many problems were observed including manual errors, loss of full visibility of customer activities (purchasing, associated vehicles, information from the auto repair shop, etc). It is in the middle of this processes were the integration need was seen, to reduce time to look up for information in different databases and human resource time.
They also had another CRM flaw: they had no information on sales, since the ERP was on charge of handling this process, blocking the analysis of customer information, which should be solved with immediacy to create optimal marketing and customer service campaigns.
All these plans came up from management offices, seeking to optimize the time of the person in charge of this transfusion data process. The objective was to remove manual effort and using time more efficiently as well as having information instantly, uploading unified customer information and visibility (360°) and discard searching on multiple systems.