Campaign plans and campaigns transfered to PSP

Hello,
Are in PS plans and campaigns from CRM created with the same ID as in CRM. (ID of plan or campaign is also PSP element?)
Is it some kind of hierarchy in PS? (campaigns under plans?)
How does such a structre in PS look like?
Regards
Radek

Hi Radek,
Yes, campaigns from CRM are created with the same ID in PS as it is in CRM.
It also follows the same hierarcy also as is being created in the marketing planner.
It is a level based structure where the annual plan can be taken as 1st level, Campaign id at 2nd level and campaign element as 3rd ........... it all depends on how you define it in CRM. So nothing standard.
Hope this helps.
Regards,
SAP CRM

Similar Messages

Tab Budget Allocation in Marketing Plan and Campaign

Hi All,
I have problem with tab budget allocation in marketing plan and campaign (t-code: CRM_MKTPL).
Tab budget allocation is missing.
my question is where we define tab budget allocation in SPRO?
My system is CRM 5.0
Thanks and Regards,
Fariz

Hi Fariz,
On assigning one of the Plannig Profile group from the available drop down either in Marketing Plan or Campaign you should be getting additional tabs like Cost tab, Key Fig tab etc. In cost tab you can allocate the budget for Advertise, Promotion etc. As Gaurav had rightly pointed out this requires BPS integration. For any other cost planning requirement apart from the given standard key figures you would require to define them as key figures in BPS and put them in planning profiles.
Following is the path where we can define Key Figures in spro
IMG-->CRM > Marketing> Marketing Planning and Campaign management --> Key Figures Planning
Hope this might help to start with Key Figure planning
Regards
Mallikarjun

System Status Authorizations for Marketing Plans and Campaigns

Hi Experts,
We are using the Standard System Statuses on the Marketing Planner like the Created , Released, Approved, Finished, Locked and Rejected. My requirement is to limit the access to the Users for these Statuses. For Example :
User 1 will have access to Created.
User 2 will have access to Aproved.
User 3 will have access to Aproved,Released, Create
How do I set the Authorizations for the System status based on the User? I tried creating Authorization Keys under Status Profiles, but I am not clear on where to assign them.
Please guide me.
Thanks in Advance.

Hi ,
Thanks for your input. I am planning to go with your second option to go with assigning the Authorization objects at the Marketing Plan and also at the Campaign level . My only concern here is will we be able to assign status specific authorizations here ?
The Authorization objects given are for change, create etc. There are no status specific authorization objects mentioned. My requirement is the person who creates the MP should have access to release it and only the approver should be able to see the approved status and change the status o approved.
Do you suggest using Authorization keys and assigning them ?If so where do we define the restictions on the Authorization keys like
Authorization Group 1 has authorization to Create , modify a MP and can only View / Change the statuses to Create and Release.
Authorization Group 2 has access to Modify and has access to change the statuses to Aproved.
Is there any way this can be achieved ? Please let me know if I am going in the right direction.
Regards,
Pooja

Marketing Planning and Campaign Management

Hi Gurus
How to send Marketing Planning and Campaign Management from CRM system to Other ERP system
How to send Marketing Planning and Campaign Management from CRM system to Other R/3 system
Thanks
Mahi

Hi Mahi,
The Integration of SAP CRM with R/3 will be
Project System, Finance, Accounting
for that u ve to check the check box in Mkt plan onwards
in ECC u can see in PS
Marketing plans and campaigns can be used stand alone in the CRM system. However, when CRM
is integrated with other SAP systems (BW, R/3, etc.) increased functionality is possible.
Planned values (e.g. planned costs, revenues, etc.) for marketing plans and campaigns can be written
to a BW infocube. These planned values can then be used in reporting to match actual values, for
example, actual revenues and costs.
When linked with R/3, actual costs related to campaigns and marketing plans can be captured by
using the financial and accounting functionality in R/3.
These actual costs can then be extracted to the same infocube in BW to allow for planned versus
actual costs for a campaign.
Reward points if helpful
Cheers
Manohar

Transferring Open Items, Instalment Plans and Dunning Level

Hi all,
We are implementing SAP IS-U for a water suplly company and we have a process in which an Installation is transferred from a Business Partner to another. For this we are using the Move-in / Move-Out functionality (trx EC60).
So far, so good. The problem is that we also should transfer also the Open Items, Instalment Plans and Dunning level to the new Business Partner and new Contract Account.
The questions is: can we transfer these automatically?
We thought in different scenarios in case this is not possible, so I would appreciate if you can give us an opinion:
1 - Use FP40 transaction and transfer FICA elements manually
2 - Create a FOP process to perform step by step the process from CIC0. The only problem I have found is that there is not any object that allows me to transfer the open items. Does it exist? If not, this option is not valid
3 - Use the "Change CUstomer" Functionality. Did you have any experience using this funcionalidty? The main issue I have with this is that the system generates a dummy invoice, the Move in Date is in the future, and the Account must be closed.
Please any information will be very helpful. Thank you very much in advance!
Best Regards,
Lucas

Hi Lucas,
You can transfer the open items and the dunning level manually to the new BP and CA through transaction code FP40.
You need to maintain the following configuration settings in the posting area 1055-
Curr-Currency of the Cocd
Clearing Reason-Clearing reason used for transfer
Document Type-Document Type used for Transfer
Only all items- blank
Credit-X
Transfer DL-X
Moreover, you cannot transfer Instalment Plans through FP40, as instalment plan items are statistical in nature.
Hope it clarifies.....
Thanks,
Amlan

What is the process for transferring 2 lines from separate family plans and joining them in their own share plan?

I am part of a family plan (not the owner) and my boyfriend is part of a family plan, also not the owner of it. We would like to transfer both of our phones out of our family plans and do our own share plan together. What is the process for this??

Have each of the account owners contact Verizon to let them know that you will be doing an AOL on your lines. Then you call Verizon and explain what you want to do. Just that easy. But understand you'll have to get the new Share everything plan.

Urgent need Marketing Planning and Budjet

Hi Marketing Gurus
we have a workshop session on Marketing planning and bUdjet planning
client using CRM4.0,BI/BW 7.0 (Is BPS integrated/built in in BI or have to upgrade it) <b>and no Project System in back-end</b>
1)what is the process flow for marketing planning and budjet if BI-BPS is backend and if no BPS in backend
2)can u please explain the process flow -how cost planning done for planned and actaul
3)which elements should i gather requirements in workshop
4)what exactly crm role in marketing planning and budjet planning and how BW/ECC integrated
I will reward good points urgent need as i have session on monday
Thanks

HI Rajaram,
For your workshop especially on marketing planning you have to have alot of questions to ask them.
basically CRM marketing plan and BI BPS are closely integrated functionalities in campaign management.
Functioanlly find out waht is that they are looking at to gain from budgeting.
basically the lcient would like to fix a budget for the campaign / marketing plan for the financial year and then will break it down for further campaigns / marketing elements. at the end he would like to eveluate what is the budget he planned and what he actually spent. There is no nned of project systems even key figure planning can do plan vs actual cost analysis.
based on this the marketing manager can plan the campaign success and there are standard analytics available for this.
It is not easy to mention all those in this forum and i suggest you can go through these best practices and help in SAP.
check them
http://help.sap.com/saphelp_crm50/helpdata/en/14/98e24044b80b06e10000000a155106/frameset.htm
also check this out
http://help.sap.com/bp_crmv250/CRM_DE/index.htm
and select marketing and check lean management best practices.
No body can guide as better as that
Srini

Planning and Budgetting - Installation Help

Hi,
I have installed the Planning and Budgetting SW.
Now after configuring the in the configuration manager I get some errors on starting the client.
Please help me in understanding what is wrong so that I can fix it.
There was an error launching the application. Please contact your system administrator:
System.Exception: Error while invoking member: ManagedInit1 - Specified primary system ch28837 is invalid or improperly configured ---> System.ArgumentException: Specified primary system ch28837 is invalid or improperly configured
   --- End of inner exception stack trace ---
   at SRC.Core.Common.LateBoundHelper.InvokeMethodDirect(String methodName, BindingFlags flags, Object[] args)
   at SRC.Core.Common.LateBoundHelper.InvokeMethod(String methodName, Object[] args)
   at SRC.Core.Host.HostProcess.StartUp()
Thanks a lot in advanced for the help
Regards,
Chinmay Herwadkar

hi, guy
to achieve this, you need to implement the BPS in BW, and make the BPS and CRM integration.
In standard, CRM Marketing is integrated with BPS, you can login the CRM and open the BPS windows in Marketing object screen, fill your cost plan or trade plan or sale plan.
For WBS elment, you need to activate the configuration in PS mode and middleware between CRM and ERP.
If you don't need to use PS, maybe you can use Claim in CRM to manage the expense and cost in campaign.

Marketing planning and budgetting(costing)

Hello CRM Experts,
My client wants to implement marketing planning and budgetting (costing). They do not want to use SAP Project System.**
*.How campaign can be replicated in SAP ECC and assigned to WBS element. Can you please provide your imput as early as possible.*
Thank you very much in advance
Eliz

hi, guy
to achieve this, you need to implement the BPS in BW, and make the BPS and CRM integration.
In standard, CRM Marketing is integrated with BPS, you can login the CRM and open the BPS windows in Marketing object screen, fill your cost plan or trade plan or sale plan.
For WBS elment, you need to activate the configuration in PS mode and middleware between CRM and ERP.
If you don't need to use PS, maybe you can use Claim in CRM to manage the expense and cost in campaign.

Scan a drawing or plan which then transfers it to pages?

anybody know of a program that lets you scan a drawing or plan which then transfers it to pages?
Many thanks
Simon

Simon,
If you have a Scanner or All-In-One printer/scanner, you can use the software that came with it, or you can use Preview.app to scan your plan. With the scanner connected and powered-on, select Preview > File > Import from... After making the scan, be sure to Save the result in a place you can find again.
Then Launch Pages, Open a Blank Template and Insert > Choose..., and navigate to your scan graphic. The graphic will appear in the new document. If you had a Text Insertion Cursor flashing in a Text Field, you will get the graphic as an Inline Object. If there was no active text field at the time of the insertion, your graphic will be a Floating Object. In either case, you can work with it by adjusting settings in the Wrap Inspector and the Metrics Inspector, or by dragging the corners of the object or the entire object to adjust the placement and size and how any text might wrap around the graphic, or not.
A shorter workflow is to make the scan in Preview, Select the result in Preview, Copy the result in Preview, then Paste into an open Pages document.
Regards,
Jerry

Planning and Scoping- Data conversion and testing

hello Gurus
Good people i'm looking for your help in these areas.....
1) Planning and scoping for data conversion....we will be in the process of acquiring information from the client soon. So, what sort of information or questions do i need to get from the client and also the plan needed?
2) Test planning...... things i need to get from the client to prepare for this plan???
thanks
rasham

Hi,
the question which ou have asked is really very broad. so let me give some idea regarding the planning of data conversion. first of all you should identify which all objects you want to be transfered to SAP, obviously In MM material master, inforecord source list e.tc. then you need to decide which SAP tool you will be using to upload these data like LSMW, CATT e.t.c.
once it is decided what and how you are going to transfer then comes the Functional spec for data conversion in which you will give the details of data mapping in SAP. these FS will be translated to Tech Spec by technical consultant.
Test Planning,
first of all you will decide what type of testing you want to cary out like String test, Unit test, and integration test but these are decided by the testing team not Func consultant but anyway once it is decide how many level of testing is carried out then as a func consultant you will have to create test scenario for integration testing,
Regards
Vikrama

Difference :Automatic Reorder Point Planning and Forecast based palning ?

Dear MM Guru's,
As we See in throtical Concepts that
Automatic Reorder point planning and Forcast Based Planning Used the prevuious Historical Data.
Please explain what is difference Between them.
regards,
A. S.

Hi,
Reorder Point Planning: -
Use: -
In reorder point planning, procurement is triggered when the sum of plant stock and firmed receipts falls below the reorder point.
Features: -
The reorder point should cover the average material requirements expected during the replenishment lead time.
The safety stock exists to cover both excess material consumption within the replenishment lead time and any additional requirements that may occur due to delivery delays. Therefore, the safety stock is included in the reorder level.
The following values are important for defining the reorder point:
- Safety stock
- Average consumption
- Replenishment lead time
The following values are important for defining the safety stock:
- Past consumption values (historical data) or future requirements
- Vendor/production delivery timelines
- Service level to be achieved
- Forecast error, that is, the deviation from the expected requirements
Manual Reorder Point Planning
In manual reorder point planning, you define both the reorder level and the safety stock level manually in the appropriate material master.
Automatic Reorder Point Planning
In automatic reorder point planning, both the reorder level and the safety stock level are determined by the integrated forecasting program.
The system uses past consumption data (historical data) to forecast future requirements. The system then uses these forecast values to calculate the reorder level and the safety stock level, taking the service level, which is specified by the MRP controller, and the material's replenishment lead time into account, and transfers them to the material master.
Since the forecast is carried out at regular intervals, the reorder level and the safety stock level are continually adapted to the current consumption and delivery situation. This means that a contribution is made towards keeping stock levels low.
Forecast-Based Planning: -
Use: -
Forecast-based planning is also based on material consumption. Like reorder point planning, forecast-based planning operates using historical values and forecast values and future requirements are determined via the integrated forecasting program. However, in contrast to reorder point planning, these values then form the basis of the planning run. The forecast values therefore have a direct effect in MRP as forecast requirements.
Features: -
The forecast, which calculates future requirements using historical data, is carried out at regular intervals. This offers the advantage that requirements, which are automatically determined, are continually adapted to suit current consumption needs. The forecast requirement is reduced by the material withdrawal so that the forecast requirement quantity that has already been produced is not included in the planning run again.
Reducing Forecast Requirements
- Reducing forecast requirements by consumption
If consumption is higher than the forecast requirements in the current month, then the system also reduces future forecast requirements.
- Reducing current forecast requirements by consumption
If consumption is higher than the forecast requirements in the current month, then the system does not reduce future forecast requirements.
- Average reduction of the forecast requirements
The reduction of the forecast requirements is based on average daily consumption. Actual consumption data is not relevant.
The system calculates the average daily requirement first using the formula forecast requirement/number of workdays in the forecast period.
The forecast requirements are then reduced by the quantity resulting from the following formula: number of workdays worked x average daily requirements.
Period Pattern and Forecast Periods
You can specify the period pattern for the forecast (daily, weekly, monthly or per accounting period) and the number of periods to be included in the forecast individually for each material. It is possible, however, that the forecast period pattern is not specific enough for planning purposes. In this case, you can define per material that the forecast requirements should be divided according to a finer period pattern for planning. You can also define how many forecast periods are to be taken into account during requirements planning. The splitting indicator is defined in Customizing for MRP per plant and per period unit and is assigned to the material in the material master.
Example: -
For a monthly forecast, the requirements date would be set on the first workday of the month because, for planning, it is assumed that the total requirement must be available at the beginning of the period. You can then divide this monthly requirement into either daily or weekly requirements.

HT5012 I am having difficulty XMIT/REC text messages to family members using Android phones? I have a 3GB data plan and all switches and buttons are set properly. Any suggestions?

I am having difficulty XMIT/REC text messages to family members using Android phones? I have a 3GB data plan and all switches and buttons are set properly. Any suggestions?

Hello APVzW, we absolutely want the best path to resolution. My apologies for multiple attempts of replacing the device. We'd like to verify the order information and see if we can locate the tracking number. Please send a direct message with the order number so we can dive deeper. Here's steps to send a direct message: http://vz.to/1b8XnPy We look forward to hearing from you soon.
WiltonA_VZW
VZW Support
Follow us on twitter @VZWSupport

Store rep signed me up under the wrong plan and no one in customer service has fixed it in over a month

I was bait and switched. I signed up under the pretense that I was getting the promotional rate of 40gb/$150 that was scheduled to end on November 5 2014.
I walked into a Verizon wireless store on November 4th with the intent to trade in my iPhone 5s which I was offered $350 trade in value and port over 2 of my lines with T-Mobile under the Verizon promotion. Once I was approved and offered my trade in I was told that the phones I was seeking to purchase from Verizon was not in stock and needed to be ordered, and delivered separately with the iPhone 6 being shipped out November 14 and the iPhone 6+ shipped November 21. Thomas, the Verizon wireless sales representative, also informed me that for me to get the promotional rate I would have to open the account with an active line before the 5th or I wouldn't be able to get the promotional rate since the phones would be delivered past the promotional date period. The sales representative insisted I should add an iPad that was in stock at the store and I could leave the store with an active account and once my phones were delivered I would be all set to go with my promotional plan and devices. I had no need for an iPad but decided it was worth getting for the sake of the promotion.
ON November 14 I recieved via FedEx a package containing not a iPhone 6 as promised, but a iPhone 6+. I called Verizon to activate the phone that was ported to my personal phone number, and didn't have my iPhone 6 that was set to port my out of state business line and cancel service with T-Mobile on the 14th of November. To say the least I was extremely upset for which I had no means of recieving business calls from North Carolina while I live in Florida. At that point I asked the Verizon customer care representative I had on the phone to see if they could see if there was a store that had the iphone 6 I ordered in stock so that I an could have a business phone the same day. He found a store that had it in stock and it happened to be the store I originally signed up at. I was told that it was in the color and storage capacity I had originally ordered and that I could pick it up at the store to complete my purchase with Verizon. Again, for the sake of having a business line I ran to the store and spoke with Thomas and explained the mix up. upon moving forward I was informed that they had an iPhone 6 in stock with the capacity I had requested but not the same color I had ordered. At that point I didn't care I just needed a phone and proceeded to activate the phone he had in stock And ported over my business line.
After recieving a text from Verizon that I had consumed all of my data just days after I recieved my phones I called Verizon 611 from my phone and spoke to a customer care representative named Fallon, which informed me I was set up on the wrong plan and that she see's the notes that Thomas notated that I was subscribing for a 40gb plan and that she was going to send a request I D # [removed] form to make the corrections and that there was no need for me to cancel service as I was within my cancelation period, again she insisted that there was no need to cancel and that the request would be granted and she would be calling me once my billing cycle reset and the corrections were made and she would credit my account based on the promotional rate. I NEVER RECIEVED A CALL FROM FALLON! Not even to be notified that the request was denied! I came to realize later in December when I recieved a $1200 bill that this wasn't resolved. I called customer service again and spoke with a gentleman that explained the request was denied and that this will be resolved after I explained what transpired. He assured me that he was going to expedite another request and he would be in contact with me within a few hours....... I'm still waiting for his call as well!
I called again several times in the past few days and have spoken to several supervisors that promised to resolve this matter and call me back promptly........ Again, no one has called me back!
December the 8th I spoke with a supervisor named Victoria which assured me she would get this resolved within the next 24 hours and gave me her direct number to reach her if I didn't hear from her [removed], again I haven't heard from her yet and I've made several attempts to reach her at her direct line to no avail.
December the 9th I spoke with supervisor named Mike employee #[removed] in the Seattle call center, he appoligized for the mix up and that no one has called me back and that he would handle this matter and get back to me today December 10th....... Again no call..... I have spoken to 3 people today all which have made promises to call me back today within a few hours and none that have. I just got off the phone with a supervisor named Vanessa Jentfield at the Chicago call center and saw all the notations and assured me that there is no reason why this shouldn't be corrected and that she would be calling me back tonight or tomorrow. I will be sitting by the phone unless Verizon wireless decides to disconnect my service for non payment of $1200+.........
I have filed a complaint giving a detailed explanation of what has transpired with the FCC as well as the FTC, my next step is to file a small claims lawsuit tomorrow morning with the state of Florida and see if Verizon finds a way to contact me then,I guess I will just have to wait and see.
Personal information removed as required by the Verizon Wireless Terms of Service
Message was edited by: Admin Moderator

It was a good idea to file a complaint with the FCC, someone from Verizon will contact you by phone in an effort to resolve your issue. I wouldn't suggest small claims court as they have not done anything illegal, (just bad customer service) and their contract with you is usually upheld, which in this case is not for the plan you want. The person contacting you likely has a little more pull, as the call centers can only uphold the written customer agreement made.

Difference between Pension plans and savings plans

Dear Friends,
I'm familiar with the configuration of savings plans. But I have no idea about the pension plans. I realize that some of the basic steps are common to both savings and pension plans but what is the main difference from a config perspective?.
If any one can kindly explain the necessary steps to set up pension plans or if there is any document which talks about it please please let me know.
I appreciate the help and thanks in advance.

IMG Path: Personnel Management  Benefits  Plans  Health Plans  Define Minimum and Maximum Number of Dependents
Define Cost Variants:
In this step you define cost variants to determine which factors influence the cost of a health plan for an employee. Variants are plan-specific; each plan has its own variant(s).
You do not enter any actual costs in this step. You simply define how costs vary according to:
u2022 Plan
u2022 Option
u2022 Dependent coverage
u2022 Employee data
Before you start to define cost variants, you need to do the following:
1. Determine how often costs vary for all the combinations of option and dependent coverage that you have defined in each plan.
This indicates how many cost variants you need. You can use the same cost variant more than once, for example, if costs are always identical for the dependent coverages 'employee only' and 'employee plus family' within a plan, regardless of the plan option
2. Determine how costs vary according to employee data.
This determines how you need to set up your variants using employee groupings.
For each variant, you can specify a parameter group and cost grouping to determine cost. You can also indicate whether the gender of employees and whether or not they are smokers are cost criteria
IMG Path: Personnel Management  Benefits  Plans  Health Plans  Define Cost Variants
Cost Rules:
You need to define costs for each possible combination of employee grouping in the criteria you have attributed to each variant. If you have not specified any criteria in a variant, you assign one rule only
IMG Path: Personnel Management  Benefits  Plans  Health Plans  Define Cost Rule
Health Plan Attributes:
In this step, you bring together all the definitions relevant to the health plan that you have made in the previous steps.
You assign to each health plan:
u2022 Its options
u2022 Relevant dependent coverages
u2022 The cost variants for the combination of options and dependent coverages
IMG Path: Personnel Management  Benefits  Plans  Health Plans  Assign Health Plan Attributes
Insurance Plans:
In this step, you define general data for insurance plans
IMG Path: Personnel Management  Benefits  Plans  Insurance Plans  Define Insurance Plan General Data
Coverage Variants:
In this step, you define coverage variants to determined which factors influence the coverage an employee is entitled to in a plan. Variants are plan-specific; each plan has its own variant(s).
You do not enter any actual coverage in this step. You simply define how coverage varies according to:
u2022 Plan
u2022 Coverage option
u2022 Employee data
Before you start to define coverage variants, you need to do the following:
1. Determine how often coverage varies for different coverage options.
This indicates how many coverage variants you need. Note the following:
u2022 If a plan has set coverages (including salary multiples), you need a
coverage variant for each.
u2022 If a plan allows employees to choose any amount of coverage within a
range, you need only one coverage variant.
u2022 If a plan has options, you will need a coverage variant for each option.
2. Determine how coverage varies according to employee data.
This determines how you need to set up your variants using employee groupings. For each variant, you can specify a parameter group and coverage grouping to determine coverage
IMG Path: Personnel Management  Benefits  Plans  Insurance Plans 
Coverage Rules:
In this step, you define the actual coverages for a plan.
You need to define coverage for each possible combination of employee grouping in the criteria you have attributed to each variant. If you have not specified any criteria in a variant, you assign one rule only.
Coverage can be defined as a flat amount or as a factor of salary
IMG Path: Personnel Management  Benefits  Plans  Insurance Plans  Define Coverage Rules
Cost Variants:
In this step you define cost variants to determine which factors influence the cost of an insurance plan for an employee. Variants are plan-specific; each plan has its own variant(s).
You do not enter any actual costs in this step. You simply define how costs vary according to:
u2022 Plan
u2022 Coverage option
u2022 Employee data
Before you start to define cost variants, you need to do the following:
1. Determine how often cost varies for different coverage options:
u2022 If an insurance plan has set flat coverage options and flat costs, you need
to define a cost variant for each flat cost.
u2022 If you have set flat coverage options and the flat costs are directly
proportional to the coverage stated in the flat cost, you need only one
cost variant.
u2022 If an employee can choose any amount of coverage within a range and the
cost of the coverage is directly proportional to the coverage, you need
only one cost variant.
2. Determine how costs vary according to employee data.
This determines how you need to set up your variants using employee groupings.
For each variant, you can specify a parameter group and cost grouping to determine cost. You can also indicate whether the gender of employees and whether or not they are smokers are cost criteria
IMG Path: Personnel Management  Benefits  Plans  Insurance Plans  Define Cost Variants
Cost Rules:
You need to define costs for each possible combination of employee grouping in the criteria you have attributed to each variant. If you have not specified any criteria in a variant, you assign one rule only
IMG Path: Personnel Management  Benefits  Plans  Insurance Plans  Define Cost Rules
Insurance Plan Attributes:
In this step, you bring together all those parts of an insurance plan, that you have already defined in the previous few steps.
You define the insurance plan options, then associate to each insurance plan:
u2022 Cost variant
u2022 Coverage variant
IMG Path: Personnel Management  Benefits  Plans  Insurance Plans  Assign Insurance Plan Attributes
Combined Coverage Limits:
When you define coverages for plans such as insurance, you can set limits on the coverage amount. This is often used when the coverage is an amount dynamically calculated when the employee chooses her coverage.
However these limits apply only to one plan and yet you might need to define limits which combine the coverages of more than one plan.
In this chapter, you define these combined limits as follows:
1. The limit that might span 2 or more plans is reduced to a mathematical equation, where there is an amount on one side and plan coverages on the other side. The two sides of this equation are then DIVIDED BETWEEN the two views in this chapter.
2. The first view defines the limit in monetary terms which is one side of the equation. It also defines the operator (equals, is greater than, and so on).
3. The second view defines the other side of the equation in terms of the plan coverages
IMG Path: Personnel Management  Benefits  Plans  Insurance Plans  Combined Coverage  Combined Coverage
Combined Coverage Limit Expressions:
In this step, you enter the second half of the equation, as discussed in combined coverage
IMG Path: Personnel Management  Benefits  Plans  Insurance Plans  Combined Coverage  Define Combined Coverage Limit Expressions
Imputed Income for Selected Benefits:
In this section of the IMG, you define the criteria needed to calculate Imputed Income.
Imputed Income is based upon benefits paid for by the employer and calculated using rates set by the Internal Revenue Service (IRS). This value is then treated as taxable income for the employee
IMG Path: Personnel Management  Benefits  Plans  Insurance Plans  Combined Coverage  Review Age Groups for Imputed Income
Review Calculation Factors for Imputed Income:
In this step, you check that the Imputed Income Rate Table entries are correct.
The imputed income age groups are associated with the rates/factors set by the IRS
IMG Path: Personnel Management  Benefits  Plans  Insurance Plans  Combined Coverage  Review Calculation Factors for Imputed Income
Savings Plans:
In this step, you define general data for savings plans.
You have defined the relevant type, status, and provider for each plan in the Basic Settings section of the Benefits IMG
IMG Path: Personnel Management  Benefits  Plans  Savings Plans  Define Savings Plan General Data
Employee Contribution Variants:
In this step you define employee contribution variants to determine which factors influence the permitted employee contribution to a plan. Variants are plan-specific; each plan has its own variant(s).
You do not enter any actual contributions in this step. You simply define how contributions vary according to:
u2022 Plan
u2022 Option (only for plans in the plan category Miscellaneous)
u2022 Employee data
Before you start to define variants, you need to do the following:
1. Determine how often employee contributions vary for plans and any plan options.
This indicates how many contribution variants you need.
2. Determine how employee contributions vary according to employee data.
This determines how you need to set up your variants using employee groupings.
For each variant, you can specify a parameter group and employee contribution grouping to determine employee contribution
IMG Path: Personnel Management  Benefits  Plans  Savings Plans  Define Employee Contribution Variants
Employee Contribution Rules:
In this step, you define the employee contribution limits for each plan.
You need to define employee contributions limits for each possible combination of employee grouping in the criteria you have attributed to each variant. If you have not specified any criteria in a variant, you assign one rule only.
You can define minimum and maximum employee contribution in the following ways:
u2022 As a fixed amount
u2022 As a percentage of salary
u2022 As a contribution unit
In Payroll, the total employee contribution is the sum of these amounts
IMG Path: Personnel Management  Benefits  Plans  Savings Plans  Define Employee Contribution Rules
Employer Contribution Variants:
In this step you define employer contribution variants to determine which factors influence the contribution the employer makes to a plan. Variants are plan-specific; each plan has its own variant(s).
You do not enter any actual contribution in this step. You only define how contributions vary according to:
u2022 Plan
u2022 Option (only for plans in the plan category Miscellaneous)
u2022 Employee data
Before you start to define variants, you need to do the following:
1. Determine how often employee contributions vary for plans and any plan options.
This indicates how many contribution variants you need.
2. Determine how employee contributions vary according to employee data.
This determines how you need to set up your variants using employee groupings.
For each variant, you can specify a parameter group and employer contribution grouping to determine employer contribution
IMG Path: Personnel Management  Benefits  Plans  Savings Plans  Define Employer Contribution Variants
Employer Contribution Rules:
In this step, you define limits for the contributions made by the employer to employee plans. You so this for each employer contribution variant for each plan.
You need to define employer contributions limits for each possible combination of employee grouping in the criteria you have attributed to each variant. If you have not specified any criteria in a variant, you assign one rule only.
You can define the employer contribution and the contribution limit in either of the following ways:
u2022 As a fixed amount / as an amount per unit contributed by the employee
u2022 As a percentage of employee base salary or employee contribution
IMG Path: Personnel Management  Benefits  Plans  Savings Plans  Define Employer Contribution Rules
Assign Savings Plan Attributes:
In this step, you complete the definition of savings plans by bringing together the relevant elements that you have already defined:
u2022 EE contribution variant
u2022 ER contribution variant

Campaign plans and campaigns transfered to PSP

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