Ingeniero en sistemas
os t 9-606-005
rP
REV: AUGUST 30, 2006
ANDREW MCAFEE
Amagansett Funds (A)
yo
“What are we going to do about this?” Nedra Berland asked her colleague Arnoud Roth.
“What do you mean we? Fixing broken applications is your job,” Roth replied with a grin. He was kidding and Berland knew it. They had already established an easy rapport although they had worked together only a short time. Both of them considered this a good thing, because they were clearly going need each other.
op
They were new employees at Amagansett Funds, a New York mutual fund company. Berland was a vice president in the IT department; she had been hired in late 2002 to serve as the main link between IT and the sales and marketing areas of the company. Roth, also a vice president, had joined
Amagansett at the same time. He worked within sales, where his job was to strengthen the department’s analytic capabilities and identify and promote effective business processes.
No tC They initially concentrated on the company’s customer relationship management (CRM) software for the simple reason that managers considered it important, but most users hated it. Amagansett’s sales force was supposed to use the CRM system to record the details of all client meetings, but this was not being done correctly or completely. As a result, sales management had a poor idea of what was going on within their organization, and also with their customers. Berland and Roth were in charge of remedying this situation.
They began by observing how the sales force did its job and used the system, and by conducting interviews. They saw that there was a lot of support for simply “starting over” with CRM—throwing away the current system and buying new software that would hopefully deliver better performance and user satisfaction. At the end of a round of interviews they sat in a conference room and discussed what they had heard.
“We’re hearing all the classic salesperson complaints
rP
REV: AUGUST 30, 2006
ANDREW MCAFEE
Amagansett Funds (A)
yo
“What are we going to do about this?” Nedra Berland asked her colleague Arnoud Roth.
“What do you mean we? Fixing broken applications is your job,” Roth replied with a grin. He was kidding and Berland knew it. They had already established an easy rapport although they had worked together only a short time. Both of them considered this a good thing, because they were clearly going need each other.
op
They were new employees at Amagansett Funds, a New York mutual fund company. Berland was a vice president in the IT department; she had been hired in late 2002 to serve as the main link between IT and the sales and marketing areas of the company. Roth, also a vice president, had joined
Amagansett at the same time. He worked within sales, where his job was to strengthen the department’s analytic capabilities and identify and promote effective business processes.
No tC They initially concentrated on the company’s customer relationship management (CRM) software for the simple reason that managers considered it important, but most users hated it. Amagansett’s sales force was supposed to use the CRM system to record the details of all client meetings, but this was not being done correctly or completely. As a result, sales management had a poor idea of what was going on within their organization, and also with their customers. Berland and Roth were in charge of remedying this situation.
They began by observing how the sales force did its job and used the system, and by conducting interviews. They saw that there was a lot of support for simply “starting over” with CRM—throwing away the current system and buying new software that would hopefully deliver better performance and user satisfaction. At the end of a round of interviews they sat in a conference room and discussed what they had heard.
“We’re hearing all the classic salesperson complaints