CHALLENGES IN ORDER TO CASH PROCESS:

 Keeping up with a high volume of order entries and updates in real-time

 Working with splintered apps, including legacy, on-term, and custom software
 Highly manual processes leading to fulfilment errors or bad data
 Lack of transparency into other systems resulting in backorders and delays

CASE:

On Monday, the of the XYZbasics (online shopping website and app), was on the
round in the operational office because next week the investors were coming and he
just wanted everything in his office to be perfect. As he was discussing the issues
with the senior management people regarding the new product they were about to
launch i.e. Child’s attire and footwears, his attention got grabbed by a Call
conversation that was being transferred to one of the senior executives by a
customer care employee, the conversation going on was sounding very serious and
it was more of a monologue from the customer’s side chairman. When asked later by
the chairman about the call, the executive told that customers are facing some
problems that were related to real time updates, delay in the order delivery etc. After
hearing to all this, the chairman went to his office that was upstairs and start looking
at the transformational ideas for these problems and decides to pitch to the
investors.

Next week, after quoting all the transformational ideas to the investors, the investors
gave positive response in the meeting and were ready to invest in the ideas to make
the Order to Cash cycle easy and hassle free for the earlier products as well as for
the new product that was about to launch.

But systems professionals have to think about more than just apps; they also have to
consider how several different teams of people work together to sell products, bill
customers, and book revenue. These teams include:

 Pricing team. This team needs in-depth knowledge about how they’ll price
a product. They must consider a product with a cradle to grave approach:
How are new products introduced? How will discounting work with new
sales, renewals, partners? When they sunset a product, what happens to
orders that are up for renewal?
 Sales team. What are their selling strategies? Is there an approval
process for discounts and price adjustments? How does the sales team
 present the quote to the customer—manually or through a dedicated CPQ
tool? When are commissions paid?  
 Finance team. What are the rules around the booking and recognition of
sales? Is it net 30/60/90? Do they bill monthly, yearly, upfront? How does
the finance team recognize revenue over a given period of time?

Transformations Required

 Automatically creating and tracking invoices for every Closed Won

opportunity
 Instantaneously unlocking paid features for digital products
 Managing return authorizations and refunds