Customer Relationship Management and Systems Essay

1. What concepts in this chapter are illustrated in this case?Symantec Corporation started out with good intentions. Shortly after acquiring Veritas it began an ERP rollout that was designed to standardize and desegregate the Symantec and Veritas nurture systems. The goal was to create a single ERP system, within which all of the associations extensive network of resellers, integrators, distributors, and customers could place orders for over 250,000 different increases Symantec offered in the same way. That follows the basic concept of enterprise systems which are based on a suite of integrated software program modules and a common central database. When refreshful information is entered by one process, the information is made immediately available to other business processes.Although companies can rewrite some of the software in ERP systems, the software is unusually complex and extensive customization may degrade system performance, compromising the information and process consolidation. If companies want to reap the maximum benefits from enterprise software, they mustiness substitute the way they work to conform to the business processes in the software. Although Symantec and Veritas had each used vaticinator E-Business Suite 11d prior to the merger, both used highly customized versions of the systems that made integration a daunting task.An overhaul of the combined companys enterprise systems was needed to join together Symantec and Veritass data from key business processes. enterprise systems help large companies enforce standard practices and data so that everyone does business the same way worldwide. Enterprise systems help firms respond rapidly to customer requests for information or products. Unfortunately, the two companies bungled the implementation of the enterprise system almost from the beginning.2. What management, organization, and technology factors were responsible for Symantecs difficulties in overhauling its ERP systems?Managemen t Most of the issues were due to the companys shortsightedness in implementing Project Oasis. The initial reaction to the launch of the new system was decidedly negative. Once customers reached a Symantec employee, they could spend up to 20 more minutes troubleshooting problems, and were often told that there was nothing that could be done. There was simply too much change occurring all at once for regular(prenominal) customers to handle. Partners were unhappy with Symantecs slow response to many of the problems.Organization The company was unprepared to meet the increased demand for customer support after the rollout. Symantec miss to coordinate the development of its new ERP system with the launch of other products from different divisions within the company. The changes to the licensing system were not coordinated with the rest of the project. Customers were unhappy with changes to the stock- deeming unit product system (SKU system). Symantec had overlooked the needs of many c ustomers while designing a technically sound but user-unfriendly ERP system.Technology Both companies used highly customized versions of Oracles E-Business Suite 11d prior to the merger. Users struggled to process the large amount of information provided to them and were overwhelmed by the increased number of steps, all of them new, required to place orders. Some smaller distributors and partners didnt update their systems to handle the new SKUs and were unable to submit purchase orders electronically. After the rollout, licensing became much more difficult for Symantecs customers and partners, forcing them to wait multiple weeks in front receiving their licenses.3. Was Symantecs response to the problem adequate? Explain your reasoning.The company initiated a follow-up project named Project Nero. The goal of the project was to recapture the loyalty of customers who were let down by the changes brought about by Oasis. The project reached out to customers and fixed the problems wit h the information systems to improve response times and streamline operations.The company began by adding over one hundred fifty new customer representatives to handle the increased volume of calls, reducing wait times and increasing customer satisfaction. Executives traveled the country to improve relations with furious customers and partners. The company introduced a master list of product releases readily available and standardized its communication methods between departments regarding new projects and change management.Symantec used Net means methodology to measure and increase customer loyalty. The results identified specific criticisms and customer problems and dramatically aided Symantec in correcting those problems. Project Nero helped the company weather the worst of the crisis. However, the company does not release the results of its Net Promoter surveys to the public so the extent to which it has repaired its reputation is unclear.4. What would you have done different ly to prevent the implementation problems that arose at Symantec? scholarly person answers will vary but some of the principles that should be included in their answers areEven the most careful planning and well-designed systems can quickly go awry if customers are unable to make use of the new system. Enterprise applications involve complex pieces of software that are very expensive to purchase and implement. The number implementation cost of a large system, including software, database tools, consulting fees, personnel costs, training, and perhaps hardware costs, might amount to four to five times the initial purchase determine for the software.Enterprise applications require not only deep-seated technological changes but also fundamental changes in the way a business operates. Business processes must be changed to work with the software. Employees must accept new job functions and responsibilities. Most implementation projects fail or experience enormous problems because execut ives, managers, and employees did not understand how much organizational change was required.Specific Symantec problems that perhaps could have been avoided Communicate with employees better to counteract the negative attitude towards the project. Communicate with customers and distributors better about the upcoming changes. give way sure all of the systems that were changing were coordinated throughout the organization. Not change as many systems all at the same time. Even though stretchiness the implementation out over a longer period may have cost more money, perhaps it would have prevented some of the massive problems overall.5. If you were a partner or customer of Symantec, would you have shift keyed marketers in response to the ERP overhaul issues? Why or why not?Student answers will vary. Some principles to keep in mind areEnterprise applications introduce switching costs that make it very costly to switch vendors. Companies become dependent on the vendor to upgrade i ts product and maintain the installation. Many of Symantecs partners and smaller distributors were reliant on Symantec and perhaps could not afford to switch vendors. That would mean they would have to switch all of their internal systems at great cost.Customers are often reluctant to switch vendors based on historical relationships. If the problems seem temporary, the customers will hang on. If the problems seem insurmountable, some customers will desert the sinking ship.