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[answered] Assignment 7 XYZ Company's Customer Relations Manageme


See attachment to answer the following questions.

  1. 1.?Marketing?Vice???????President?Roger?Smith?angrily?states:??I?am?the?customer?.?As?such,?he???????expected?the?contractor?to?follow?his?request.?What?are?the?merits?of?Mr.???????Smith?s?assertion??To?what?extent?is?the?contractor?obliged?to?do?what?the customer?orders??
  2. 2. How should Francis handle the unexpected request from Roger Smith?
  3. 3.?How?can?effective change?control?procedures?help?Steve?and?Francis?deal?appropriately?with this?situation?
  4. 4.?If?Francis?accedes?to the?request?of?Roger?Smith,?what?would?be?the?possible?consequences?

Assignment 7

 

XYZ Company?s Customer Relations Management (CRM) Project

 

Six months ago, the Executive Committee of XYZ Company made a decision to

 

install a Customer Relations Management (CRM) system to streamline its

 

operations. Specifically, XYZ expected that the CRM project would enable it to

 

integrate its order fulfilling and sales and marketing processes that had always

 

operated as separate functional units. As a result, communication between these

 

units has regrettably been minimal. For example, the order-fulfilling unit did not

 

have any information about the customers whose orders they fulfilled. Similarly,

 

the sales and marketing unit could not answer customer inquiries about the

 

status of their orders because they did not have the information from the order

 

fulfilling people. The Executive Committee assigned responsibility for the project

 

to the IT department, which in turn appointed Steve McMahon as the focal

 

person for the project. The Executive Committee also decided that the project

 

should be outsourced to an outside contractor with a good track record in

 

implementing CRM solutions.

 

Steve developed the initial requirements for the project. He then called a focus

 

group meeting to review the requirements statement he had developed. The

 

group consisted of middle managers from marketing and sales, IT, operations,

 

finance and engineering. The meeting improved upon Steve?s requirements

 

statement and developed the business requirements for the project from it. The

 

focus group later became the project?s steering committee. A Statement of Work

 

(SOW) and then a Request for Proposal (RFP) were developed based upon the

 

business requirements. At the end of the solicitation process, Computer Software

 

Solution, Inc. won the contract, and started implementation of the project as

 

defined by the SOW.

 

Two months later, Steve was sitting in his office reviewing the latest status

 

reports on the project the contractor had submitted. He was satisfied with the

 

project?s performance so far. At that moment, Roger Smith, the Vice President

 

(V.P) for marketing and sales phoned Steve and asked for a briefing on the

 

project. At the end of the briefing, the V.P told Steve that he was distressed about

 

the suitability of the final product. He protested that there was by far too much

 

emphasis on order fulfillment instead of customer profiling. He bluntly told Steve

 

?the product, as you have described it, would not be an effective market research

 

tool as I expected it to be?. 1 He then hung up. Moments later, he was on the phone again, but this time with

 

Francis Gray, the contractor?s project manager. Roger told Francis that what he

 

expected to see at the end of the project was a product that would enable his unit

 

to undertake effective market research. He therefore specifically gave Francis the

 

go ahead to make changes in the product?s features to include customer profiling

 

that would enable him to achieve his goals. Francis politely told Roger that the

 

prototype of the product was 40% completed and that his request would require a

 

major redesign of the product. This would extend the project by another two

 

months and would result in budgetary overruns. Francis also told Roger that

 

before he (that is, Francis) could make any design changes, he needed to

 

consult with Steve and other members of the project?s steering committee. This

 

was more than Roger could take and he quickly shot back: ?I am the customer. I

 

demand that the product include the customer profiling features, period?.

 

When Steve learned of Roger?s demands on the contractor, he grew confused.

 

He didn?t know what to do.

 

Questions:

 

1. Marketing Vice President Roger Smith angrily states: ?I am the customer?.

 

As such, he expected the contractor to follow his request. What are the

 

merits of Mr. Smith?s assertion? To what extent is the contractor obliged to

 

do what the customer orders?

 

2. How should Francis handle the unexpected request from Roger Smith?

 

3. How can effective change control procedures help Steve and Francis deal

 

appropriately with this situation?

 

4. If Francis accedes to the request of Roger Smith, what would be the

 

possible consequences? 2

 


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