Case Study Analysis: Jess Westerly at Kauflauf GmbH

Contrary to the situation at E-Z RP, there is no linkage of customer service representatives to development teams. For instance, CRSs are often the last to gain access about new information or new products. In terms of the organization of customer service, E-Z RP uses a specialized call center where customer service representatives deal with a single product. At Datatronics, the call center is centralized and CRSs deal with all products. E-Z RP uses the second tier support while Datatronics uses a minimal second-tier support. In terms of the training of CSRs, Datatronics only provides minimal on-the-job training while E-Z RP provides extensive training. Datatronics hires employees with basic customer service ability while E-Z RP recruits employees based on customer service skills, business knowledge, and communication ability. The performance metric at E-Z RP is the level of customer satisfaction, while the metric at Datatronics is the time on call or between calls. Although Matt does not intend to reproduce E-Z RP’s customer service system at Datatronics, these are the key issues that he ought to consider in making recommendations for changes at Datatronics.

With the addition of added services to DCI’s portfolio, it is imperative to add a sales department to assist the service and support department to maximize profits. Training and development implementation for the new sales division for every employee, regardless of the employees department must take place (Mayhew, 2012). This will ensure that every employee can assist customers who wish to purchase DCI’s products. Furthermore, it is necessary for current employees to complete monthly online scenario training and comprehensive training classes. Additionally, each of the new sales department teams will have a sales mentor available to provide guidance and feedback on an ongoing basis.

Chip Reeves, Director of marketing and sales addresses this issue by making systems easier to maneuver. Many companies and CIO's are struggling to determine exactly how to best mobilize critical applications that can bring measurable payback to the company but also limit the disruption to and administrative headaches in their user's lives. (O'brien, Marakas, 2011). Reeve's took into account, the customer's needs and the salespeople as well. Reeves was very focused on the CRM, or Customer Relationship management into account when suggesting products to streamline information for salespeople. Customer Relationship management involves four specific relationships which include: sales, service, quality, and support. Reeve's input a system that downsized the screens on the Blackberry applications to one page, which in turn led to more leads, an increase of about 50% and generated leads faster for salespeople.

I see the respite authorization for 40 hours of respite service for 9.1.2017 thru 9.2017. I am not going to acknowledge that one because it is short 10 hours for the respite benefit year. Michael is approved for 600 hours. He received 550 hours for 10.1.2016 thru 8.31.2017 he is owed 50 hours for 9.1.2017 thru 9.30.2017.

The Last in first out (LIFO) liquidation Inventory valuation method was changed as Inventory level in1984, 1983 and 1984 was decreased by Harnischfeger. By adopting this process, inventory that was purchased at lower cost in previous years was sold at higher prices.

Great example of how your management team was able to mitigate the resisting forces from NCOs to allow for a necessary change to be implemented. Did the management attempt to explain the reasons for requiring new changes to how off hour duty calls were managed? During the lesson this week, Lewin’s three-step model was easy to comprehend because of the simplistic design. Moreover, I found the organism metaphor was interesting because, in human nature, individuals tend to favor methods they feel comfortable with and have a general understanding about. Lewin addresses this, with the third step “refreeze” which is supposed to solidify the change. Did your unit complete a “refreeze” phase, and if so how was it accomplished?

In response to a loss of clientele to competitor firms, Ken Winston (C&B’s Boston Sales Office Director) assembled the five most successful salespeople into a Key Accounts Team (KAT). Having previously enjoyed the autonomy of selling a diverse array of products to their own clients, these five ‘Generalists’ would now ‘Specialize’ only in one specific

A method to solve the problems about how to distribute the revenues and workload between WCS and local offices is to turn them into profit centers. The WCS will manage the direct account contacts and coordinate global brands and campaigns. The local offices are then subcontracted for local adaptation and implementation. This separation will also clarify the reporting relationships between the management-oriented WCS and the creativity-focused local offices. To remedy the communication problem, facilitate a thorough knowledge and information exchange and ensure consistency as necessary for global Brand Stewardship, the company's ERP system must be refocused on Customer Relationship Management aspects. The data extracted from Beers' client interviews will prove helpful in identifying these aspects. Company-wide accesses to this CRM system will empower front-line employees to fulfil the quality service promise given to the clients and will furthermore create a sense of network and community in the company. In addition, it will reduce transaction cost and boost efficiency, thus enabling O&M to maximize the profitability of voluminous

Home and corporate users dominate the five categories of buyers on PC consumption. There are large amounts of these buyers in the market that are price sensitive and have low switching costs on their products which raises overall buyers’ power. However, in the case of Dell, many customers became frustrated with Dell. For example, Dell’s call centers received manyf discouraged clients’ comments. One reason: many service representatives were trained to solve only one category of a problem, so almost 45% of calls had to be transferred from the agent who answered the call to someone with the knowledge needed to help the customer. Richard L. Hunter, who was brought in to improve Dell’s customer service, called the situation “terrible”, explaining that it was comparable to “delivering materials to the wrong factory 45 percent of the time.” Worse, to slow the tide of calls from customers, Dell tried removing its toll-free service number from its website. Customers’ reactions showed up in Dell’s declining market share and slumping customer satisfaction ratings (Certo, 2013). Moreover, when Dell went on to expand its tech support outsourcing with other call centres in India, customers began complaining. Consequently, Dell stopped being perceived as an American role

of the key issues result from John’s inability to comprehend the difference between sales representative and a sales manager. He was overly enthusiastic about his position and disregarded Phil Jackson’s tips on how to be successful as a sales manager. Sales managers must be multi-taskers who plan, organize and lead the functions of all customer contact and ensures that these methods of contact maximize the profit and sales goals of the company which hires them. A salesperson is responsible only for his/her own territory – a sales manager is responsible for the entire sales force and their productivity and revenue that

In reading the first article Coach Knight: The Will to Win, I found the article found Coach Knight to be very offensive and mean to his players. Coach Knight did not display good leadership skills. According to the article, Coach Knight’s drive and passion for excellence was not always received as well as his record of wins and losses Snook, Per low, Delacey, 2005).

Jay Dvivedi looked once more at the proposal in his email inbox, sighed and closed his laptop for the night. He owed his boss, Shinsei CEO Thierry Porte, a response and he knew that he would need to send it in morning. One of the heads of Shinsei’s business units had approached Porte directly with a proposal for a new, off-the-shelf customer relationship management (CRM) system for his business. He wanted to fund it and implement with his own personnel, but he needed approval from Porte. Before Porte responded he had requested input from Dvivedi. When Dvivedi discussed the idea with his team the opinion was

This case study examines the experience of a freshly promoted sales person to be a Sales Manager at an international high-tech flower supply company called Color-Tech Green House International. The company grew to become one of the biggest companies in the Western hemisphere. It has various main branches in U.S. cities such as Phoenix, Arizona; San Diego, California; and Columbia, South Carolina. Furthermore, it had agreements to distribute its region-specific and seasonal plants in northern cities to expand its sales to a wider customer base (Booth & Cates, 2012).

Carborundum Universal Limited is a part of Murugappa Group. At CUMI, people have always been core strength. The company has always subscribed to the philosophy that great organizations are people driven. Based on the findings from the research carried out in the community, they have identified some major areas like solid waste management, child development, education support, health support, CUMI’s skill development centre.

Here is my written Market Development report. I have been appointed as the newest sales person to the New Zealand team, to help with achieving that target. I would first like to familiarise myself with the company, and with my new role as I can see Zeacom has set itself the goal to increase its sales in the New Zealand market in the coming financial year by 10 %. This will open up new opportunities to further increase sales by previous years within the current market they are in. By doing this we will identify wants and needs in the market place. Zeacom was established in 1994, Zeacom employ over180 people dedicated to developing and supporting our products. Zeacom is based overseas including United States, United Kingdom, Australia and New Zealand. Zeacom is an Enghouse Systems (TSX:ESL) company, and belongs to the Enghouse Interactive family of Interaction Management solutions (Interactive, 2014). Zeacom covers three specialized areas – multi-channel contact center, business process automation and plugins for unified communications. The user-friendliness products ensures that people can quickly master the features and functionality they need for better performance (Interactive, 2014). Zeacoms solutions are used by more than 4,000 customers in over 30 countries. In total, around 300,000 people use Zeacoms technology every day to bring their customers closer (Interactive, 2014). Zeacom has World-class partners. Zeacom partners with Microsoft, Cisco,