CRM Case
CRM at Minitrex
Introduction
The case begins with Degas, Director of sales upset with his sales people, because the customers where repeatedly getting calls from the salesman without knowing that they are already the customers at Minitrex. Degas was unhappy with the systems being used at Minitrex. The sales people were using Customer contacts system, the creation of Bettman, VP of Marketing. He was appointed eighteen months ago in making efforts to centralize the sales and marketing activities. The main product lines of Minitrex are insurance and financing. Insurance division contributes more to the revenue of the organization. The efforts were made to cross-sell the services. Harold Blumfen, VP of insurance division believes that computers are good for billing and accounting, but not for customer knowledge and support where people are more effective. He has been using credit administration system to track the billings and payments, General management system to keep track of products bought by customers. These both were back-end systems. Mariella Hopkins, VP of finance division is an IT fanatic unlike VP of insurance. She had funded Customer self-service system, where customers could get their transactions online and also instant credit approvals. She was trying to provide big banking services to the customers.
On the other hand, Bettman developed a customer contacts system to schedule calls to the customers on a periodic basis. This system gives real time information about the sales to Bettman and also feeds sales information to insurance and finance divisions for generating invoices and further service. But, a customer is being called thrice, without knowing that he is already a customer at Minitrex. That means, there is lot of data duplication and data redundancy (McKeen & Smith, 2012)
Degas, to improve the situation had a discussion with Denny Khan, Director of IT. The outcomes were
1. The divisions need to share a single system for their operations.
2.
Introduction
The case begins with Degas, Director of sales upset with his sales people, because the customers where repeatedly getting calls from the salesman without knowing that they are already the customers at Minitrex. Degas was unhappy with the systems being used at Minitrex. The sales people were using Customer contacts system, the creation of Bettman, VP of Marketing. He was appointed eighteen months ago in making efforts to centralize the sales and marketing activities. The main product lines of Minitrex are insurance and financing. Insurance division contributes more to the revenue of the organization. The efforts were made to cross-sell the services. Harold Blumfen, VP of insurance division believes that computers are good for billing and accounting, but not for customer knowledge and support where people are more effective. He has been using credit administration system to track the billings and payments, General management system to keep track of products bought by customers. These both were back-end systems. Mariella Hopkins, VP of finance division is an IT fanatic unlike VP of insurance. She had funded Customer self-service system, where customers could get their transactions online and also instant credit approvals. She was trying to provide big banking services to the customers.
On the other hand, Bettman developed a customer contacts system to schedule calls to the customers on a periodic basis. This system gives real time information about the sales to Bettman and also feeds sales information to insurance and finance divisions for generating invoices and further service. But, a customer is being called thrice, without knowing that he is already a customer at Minitrex. That means, there is lot of data duplication and data redundancy (McKeen & Smith, 2012)
Degas, to improve the situation had a discussion with Denny Khan, Director of IT. The outcomes were
1. The divisions need to share a single system for their operations.
2.
References: Mckeen, J. D., & Smith, H. (2012). Delivering Value with IT (2nd ed). New Jersey: Pearson Education. Cowgill, D. (2006, March 22). Five Steps to a Successful CRM Implementation. Retrieved February 10, 2015, from http://www.webpronews.com/five-steps-to-a-successful-crm-implementation-2006-03