Essay on ComputAbility - Sales Goals

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.

It appeared that what I was doing in those departments was reflected in the success of my market share. Instead, I paid to have my capacity increased from 25 to 100 per day due to my lost sales in the previous quarter. At the end of the fourth quarter I still held a majority of the market share; considering I turned away 9,064 consumers and only sold 1,625 products – this was impressive. The biggest mistake I made, due to anticipating my capacity would increase immediately, was hiring additional sales staff. By the end of the fourth quarter, my net income and cash flow statements had plummeted. I wish I would have taken more time in the third and fourth quarters to really evaluate my decisions and ensure they were effective.

The company is profitable. However, management has become concerned about the profitability of the customers in its three customer-size categories—large, medium and small. Different customers demand different levels of support. Management has no basis for identifying customers that generate high profits or to drop those that do not generate enough revenues to cover the expenses to support them. Under the previous accounting system, it wasn't possible to determine the costs of supporting individual customers.

4. Create achievable goals for sales employees and they are given constant feedback by the

The organizational structure is functional, each employee has a clearly defined role and responsibility (Kinicki & Fugate, 2016). The outside sales department provides routine service to nearly 5000 accounts or about 70 per sales representative. The majority of the sales department’s daily responsibilities are service calls, ordering, maintenance, and administrative follow-up to customer requests. On a monthly basis, new products are force-shipped to customers from a third party and new point of sale items are provided by the sales representatives. Due to budgetary and legal constraints, the new monthly products are typically not innovative or unfamiliar to customers. In my seven year tenure, there have been no major advancements in the products, point of sale, or technology that my company utilizes internally or externally.

The organization that I am working for is a brokerage firm who performs burning from grain trading elevator. An elevator is an organization or an individual who is responsible for buying grains directly from the growers. Speaking of that, our main domestic customers are processors, feedlots and export terminals. Whereas the international customers include soybean processors, feedlots and food processors. Out of these, the repeat customers are of prime value. Furthermore, our other important customers are our investors. Where we give considerable importance to the concerns and interest of our customers, needs of employees are also kept in consideration so that their performance helps in business objectives achievements.

The ABC Corporation is a global company in the industry of electronic devices such as cellular phones and tablets. The company focuses on after-sales service and it has eight calling centers. The company is split into two different departments, sales and service. The calling centers handle different customer feedback and concerns. This allows the company to ensure that they maintain a great customer base and that their employees in the sales department are performing up to the company’s expectations. Each calling center is managed independently and are ranked based on the customer satisfaction. The different leadership teams at the eight calling centers focus on ensuring that their center is recognized for most

Jess Westerly is the assistant product owner of CRM applications for computer and office supply wholesalers and retailers at Kauflauf. It is a fast-growing provider of subscription enterprise software headquartered in Heidelberg, Germany. Being new and outsider Westerly tries to implement a change in sales call patterns and failed. She introduced and explained the changes to the sales department through a memo that outlined her directive and explained the reasons behind it. Field consultants (FC) immediately offended and complained about the

In 2008, all of the Fortune 500 companies are having a great year because of the strong economy. One of the companies benefiting from this is Company Q, managed by a twenty year veteran CEO, Derek and Director of Customer Relationship Management, Casey. However, even with the strong market, Company Q was failing to meet its goals (of being on time and on budget) with this

(1997). We have seen excellent financial results as we have penetrated markets, grown, and had the luxury of economy of scale in our production which has been manageable from a change perspective. Coming from a start-up, though, our sales process is anecdotal in nature and each sales associate is allowed to cover a district within the region using their own approaches. This has led to sporadic tracking of client contacts, client sales, reasons for wins or losses from major distribution proposals, increases/decreases with individual clients, and overall client satisfaction. This lack of a solid database of sales information leads to an inability to identify trends, difficulty in understanding true sales associate performance, and makes management decision making around existing and new products difficult. I recommend that we implement a systematic sales tracking process across all of our sales associates that allows for better understanding of our performance, allows for trending of that performance, and allows for future decisions to be made based upon a stronger base of information.

The ABC Corporation is a global company in the industry of electronic devices such as cellular phones and tablets. The company focuses on after-sales service and it has eight calling centers. The company is split into two different departments, sales and service. The calling centers handle different customer feedback and concerns. This allows the company to ensure that they maintain a great customer base and that their employees in the sales department are performing up to the company’s expectations. Each calling center is managed independently and are ranked based on the customer satisfaction. The different leadership teams at the eight calling centers focus on ensuring that their center is recognized for most

Marketing: The top product in the low-tech segment with the highest market share was Eat. Their market share was 11%. We saw a 1% decrease for Eat with 100% customer awareness, and a 1% increase for Eme with 100% customer awareness. Our promo budget for Eat stayed consistent at $1,400, and we spent 2,000 on Eat’s sales budget that year. We stayed aggressive and continued to put money on our promo budget to increase our customer awareness. We managed to increase Eme’s customer accessibility from 86% to 90% and customer awareness from 86% to 100%. We felt it was necessary to keep promoting our products in order to be the market leader in the

The subject company is an IT Call Center, which is in a highly competitive industry due to it being the fastest growing industry in the world. With competition being so fierce, this creates low prices in the given market. Subsequently, for an organization to maintain market share and profitability, it must offer the best service in the market. The call center provides services to a variety of customers such as online and telephone services. The responsibilities of a call center are to handle questions from clients with problems. The company purchased industry data from a clearinghouse, which gathers a variety of information about customer satisfaction and call center technical and business performance. By comparing their company to the industry standards, they discovered their customer satisfaction was average or below the industry standard. The company’s satisfaction rating is 73% on a 100% standardized score, whereas the industry average is 76% and best in

The fact that it has served about 250 clients over a span of 10 years suggests that company may have developed substantial expertise in content design and implementation.

22) Dell Computer's use of information systems to improve efficiency and implement "mass customization" techniques to maintain consistent profitability and an industry lead illustrates which business objective? A) improved flexibility B) improved business practices