Symantec's Erp Turmoil Report
Executive Summary
The Symantec Corporation specializes in security and information management. However, in 2005 Symantec acquired Veritas Software a company that specialized in storage management. This sparked Symantec to turn towards standardization and unification of both Veritas and Symantec systems through ERP rollouts entitled Project Oasis. What made Symantec an effective business were the communication and information systems they invoke when selling their products. In this, Symantec uses a broad differentiation strategy as well as during the Project Nero Symantec reacted by implementing a decision-making model and the CRM to assist with the drop in customer loyalty. The issues faced by Symantec’s ERP system overhaul can be deduced by three main elements, Management: the merging of two largely customized Oracle E-Business Suite 11d systems. Organizational: The businesses lack of preparation at the operational level for the influx of confused customer calls and the Technological: The information overload on Symantec’s website and the change to the SKU system. The collection of these issues can be said to have caused the breakdown of Project Oasis. The response to the breakdown of Project Oasis with the quick development of Project Nero can be said to be adequate in that the company had implemented strategies to rebuild customer loyalty, travelling to partnered businesses to rebuild bonds and informing customers of future updates that will take place on the system during Project Nero. This enabled Symantec to increase customer satisfaction in the long run. Overall there was no correct way to implement a successful ERP rollout as it came with many issues along the way. However, Symantec could have prepared in two main areas: education and preparation of staff and research into the integration of two customized ERP systems. This should have stopped the higher than usual defection rate of customers. In analysing the customers and partners of Symantec
The Symantec Corporation specializes in security and information management. However, in 2005 Symantec acquired Veritas Software a company that specialized in storage management. This sparked Symantec to turn towards standardization and unification of both Veritas and Symantec systems through ERP rollouts entitled Project Oasis. What made Symantec an effective business were the communication and information systems they invoke when selling their products. In this, Symantec uses a broad differentiation strategy as well as during the Project Nero Symantec reacted by implementing a decision-making model and the CRM to assist with the drop in customer loyalty. The issues faced by Symantec’s ERP system overhaul can be deduced by three main elements, Management: the merging of two largely customized Oracle E-Business Suite 11d systems. Organizational: The businesses lack of preparation at the operational level for the influx of confused customer calls and the Technological: The information overload on Symantec’s website and the change to the SKU system. The collection of these issues can be said to have caused the breakdown of Project Oasis. The response to the breakdown of Project Oasis with the quick development of Project Nero can be said to be adequate in that the company had implemented strategies to rebuild customer loyalty, travelling to partnered businesses to rebuild bonds and informing customers of future updates that will take place on the system during Project Nero. This enabled Symantec to increase customer satisfaction in the long run. Overall there was no correct way to implement a successful ERP rollout as it came with many issues along the way. However, Symantec could have prepared in two main areas: education and preparation of staff and research into the integration of two customized ERP systems. This should have stopped the higher than usual defection rate of customers. In analysing the customers and partners of Symantec
References: Bogomolova, S 2008, 'The impact of reasons for brand defection on post-defection consumer brand equity ', Birmingham, England 15-16 April, 2008, pp. pp. 1-15.