Company Analysis : Synnex Corporation

Competition and technology changes in the telecommunications industry has resulted in declining profits for Desert Communications Incorporated (DCI). The competitive business climate in the telecommunications industry requires DCI to initiate proactive strategies to drive profits. The conventional view of the customer contact center is as a cost center for supporting customer relations (Kaiser, 2011). Learning Team B will demonstrate

The customer is the next aspect of the mission of CSX. More specifically CSX says “customer

We are heavily invested, both financially and from a human capital perspective, in creating a customer experience that matches our industry-leading products. In recent years, we have implemented new systems to empower our customer account executives to satisfy customer needs. New options allow customers to contact us via web, smart phone, and through their set-top cable boxes to get answers to questions, troubleshoot problems, and pay their

The customer-centric approach is pervasive present in the organization and well-distributed on all hierarchies what obviously makes the difference and competitive value. (see also Exhibit B)

 Customer relationship management  is a business strategy that attempts to ensure every customer interaction that is appropriate and consistent regardless of the communication channel and that CRM is a core business strategy for managing and optimizing customer interactions across the public or private’s institutions’ traditional and electronic interfaces. CRM can be used to gain clearer insight and more intimate understanding of customers' behaviours and in helping to build an effective competitive advantage and its relationship to the e-business process (Khirallah 2000) and that committed customers can be viewed as company assets who are likely to be a source of favourable referrals and are more resistant to competitors' offers (Khirallah 2000).

According to the ideology of the company the customer is always in the center, the strategy to achieve the transformation will be focused 3 teams, the first team is the chief technology officer team (CTO) which can help to improve the network and develop new the services to be offered.

o The technology solutions unit provided modular and embedded systems design and manufacturing systems that customers could utilize to enhance their operational efficiency.

The break even point in new customer acquisition can be achieved as soon as 6 months.

The customer centric initiative had become a competitive advantage and contributed to a large portion of EMC’s success. It will be equally important going forward, but the company will have to adapt to some diffusion, which is likely to occur with the transformation of product lines and the adoption of online tools to service the customer.

1. Broad client base: Synnex expanded their client base by catering to small outlets- typically those neglected by others- in addition to competing with rivals in pursuing these “big clients” with high-volume. Broadening

An effective Customer Relationship Management (CRM) program can be used to identify, retain, satisfy and obtain customers by using technology to optimize strategies for understanding customers’ needs to manage business interactions with current, former, and prospective customers. Additionally, CRM also enables companies to maximize internal, external, marketing and customer service operations to better address the needs of the customer building a better relationship with customers that a more profitable. (Ahmad & Buttle, 2001)

USG Corporation is a consolidation of thirty-five gypsum companies, dominated the highly competitive and price-sensitive gypsum with the lion share of 50% of the market. USG through its subsidiaries manufactured and distributed the building materials for residential construction (36% of sales), nonresidential construction (29% of sales), building repair & remodeling (25% of sales) and finally the industrial processes (10% of sales). USG operates under four major divisions, Gypsum, Interior Systems, Wood fiber and other products. All these divisions are strongly positioned in their respective market places typically first or second, excel in technology, design & innovations, extremely efficient operation with multiple geographically dispersed plant location and were highly integrated. Over a period of time, it grew steadily with vertical integration, expanding existing businesses and acquiring new businesses. They were able to keep the production cost low primarily due to economy of scale & size of the company.

Today, customer relationship management is very important to the business world. Most of the companies established a department and the programs to manage their relationship with the customers. Customer relationship management (CRM) is a business strategy which designed to help a company to understand and look forward to the needs of its potential and current customers (Anderson & Stang, 2000). Customer data is being collected in several different areas of the company, stored in a central database, analyzed, and distributed to key points (Anderson & Stang, 2000).The business world once was “product-centric”, the companies just provided what they could produce. However, it is now become “customer-centric”, they provide products and service

The IT products and services segment deals with retailing huge selection of IT products, including notebooks, personal computers, scanners, printers, digital imaging solutions, mobile and wireless connectivity solutions, personal digital assistants, projection equipment, audio-visual and related peripherals.

Selling electronic products through a multi-tier distribution network requires a manufacturer to create a compelling enough value proposition to attract new customers while also selectively seeking out new resellers as well. The foundation of all effective reseller partnerships and alliances, especially for highly complex electronics products that require intensive efforts of resellers to sell and service, is product expertise and creating a foundation of knowledge (Tuominen, 2004). The most problematic areas of any reseller relationship between manufacturers and their channel is creating a unique and defensible enough value proposition that can also serve as a catalyst of continual customer growth while also fueling the profitable growth of the channel at the same time (Moore, 2004). The reliance on Cloud-based technologies for delivering channel support in the form of product training, real-time quotes and pricing support, and troubleshooting of systems can all be used to underscore a value proposition fo accuracy and speed.