Pluto Telecommunication
Pluto Telecommunications[i]
Introduction 'Just what is going on in this corporation? ' shouted Veronica Tsang, managing director of Pluto Communications. Her question - aimed at no particular individual seated around the boardroom table - was provoked by the presentation which had just been given by management consultant, Andrew Wensley.
'Let me get this straight, ' Veronica continued. 'Sales, Customer Services and Marketing are not only not talking to each other, on occasions they are actually working against each other. As a result of this, Pluto is losing new orders and getting an increasing number of complaints from existing customers. It 's a disaster! '
'That is something of an over-statement, Ms Tsang, but essentially correct, ' Andrew admitted.
'Thank you Mr Wensley. Please be so good as to wait outside while I sort this mess out. '
To the three directors sitting round the table, Veronica 's request to Andrew sounded more like a threat directed at them. Certainly it was true that integration between their respective departments had become rather loose as Pluto Telecommunications had grown in size quite dramatically during the past year. The company 's most recent new products had been launched to customers by Marketing without any advance notice or training being given either to Sales or Customer Services. For example, one customer account manager had been asked by a customer about Pluto 's new combined email, fax, telephone and answering machine. The manager knew nothing about the product and subsequently it took her nearly 3 weeks to locate the relevant information and brochures from the Marketing department.
'Right then, gentlemen, ' Veronica announced to the three departmental heads. 'Why is it that Service aren 't passing leads they pick up at a customer 's premises to Sales? Why do Sales staff promise the installation of a new system to a customer in a non-standard lead time without any consultation with Customer Services? '
Introduction 'Just what is going on in this corporation? ' shouted Veronica Tsang, managing director of Pluto Communications. Her question - aimed at no particular individual seated around the boardroom table - was provoked by the presentation which had just been given by management consultant, Andrew Wensley.
'Let me get this straight, ' Veronica continued. 'Sales, Customer Services and Marketing are not only not talking to each other, on occasions they are actually working against each other. As a result of this, Pluto is losing new orders and getting an increasing number of complaints from existing customers. It 's a disaster! '
'That is something of an over-statement, Ms Tsang, but essentially correct, ' Andrew admitted.
'Thank you Mr Wensley. Please be so good as to wait outside while I sort this mess out. '
To the three directors sitting round the table, Veronica 's request to Andrew sounded more like a threat directed at them. Certainly it was true that integration between their respective departments had become rather loose as Pluto Telecommunications had grown in size quite dramatically during the past year. The company 's most recent new products had been launched to customers by Marketing without any advance notice or training being given either to Sales or Customer Services. For example, one customer account manager had been asked by a customer about Pluto 's new combined email, fax, telephone and answering machine. The manager knew nothing about the product and subsequently it took her nearly 3 weeks to locate the relevant information and brochures from the Marketing department.
'Right then, gentlemen, ' Veronica announced to the three departmental heads. 'Why is it that Service aren 't passing leads they pick up at a customer 's premises to Sales? Why do Sales staff promise the installation of a new system to a customer in a non-standard lead time without any consultation with Customer Services? '