Change Management Programme for Implementation

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Executive Summary

Business enterprises need to lay extra emphasis on becoming customer-oriented due to the increase in global competition. Establishment and implementation of Customer Relationship Management is a key step towards the attainment of success in any business, as it enhances survival of business enterprises.  Customers are the main determinant of success or failure of an enterprise. This paper presents the change management programme for the CRM implementation in Longtau Technology.    

Definition of the Project

The project has a prime objective of managing Longtau interaction with its customers and sales prospects. Longtau will have to use technology in organisation, such as automation to synchronize its business processes. This will involve sales activities, technical support and customer service.  The key objectives of the project will be to find new customers, as well as to nurture and maintain the customers that the company already has. Customer Relationship Management is about using information technology systems to capture and track customer needs   (Anderson & Kerr 2001).  The company should seek to entice former clients who have gone away back into the fold. The company will achieve its objective by reorganising its departments into one customer service department with a new head in charge. The department will address all customer facing activities. The benefits of having a superior Customer Relationship Management in Longtau technology include increased quality in products and efficiency in the services offered to customers. The customers will get extra attention, which will lead to customer satisfaction and, as a result, increase the profitability of the enterprise.  Thus, it is obvious, that Longtau should adopt a Customer Relationship Management (CRM) strategy, which will provide meaningful sales and service experience (Reynolds, 2002).

Background

Customers have launched several complaints that they lose customer issues between the call centre and the sales department. This has resulted into loss of sales and late customer deliveries. SOHO customers have also complained that they do not receive technical support to get their equipment working. This could possibly be a resultant of different operations culture of three Longtau departments, inasmuch as they are  independent in their operations. The authority was given to the head of each function in order to grow so as to achieve rapid expansion of the business. Longtau Company has decided to improve customer service in the UK. The top management will do this by reorganising and putting all the customer facing activities into one Customer Service Department with a new head in charge. The new Customer Service Department will be located at the Longtau UK office.

Desired Objectives and Outcomes

The project aims at managing Longtau interaction with its customers and sales prospects.  Another objective is to attract new clients and find new customers, as well as to nurture and maintain the customers that the company already has. This will be done through the use of information technology systems, as means to capture and track the customer needs. The project will aid in enticing the  former clients of the organisation, who have gone away back into the fold. The benefits of having a superior Customer Relationship Management in Longtau technology include increased quality in products and efficiency in the services offered to customers. The customers will get extra attention, which will lead to customer satisfaction and, as a result, increase profitability of the enterprise.

Desired Outcomes

The project will aid the company to reorganise its departments into one customer service department with a new head in charge. The department will address all customer facing activities. The benefits of having a superior Customer Relationship Management in Longtau technology include   increased quality in products and efficiency in the services offered to customers. The customers will get extra and splendid attention, and this will lead to customer satisfaction. The overall benefit is an increase in the profitability of the enterprise. 

Project Scope and Exclusions

The Longtau CRM project will not involve the whole Longtau enterprise at once; it will rather be implemented by a phase, modular approach. This means that it will not seek to deliver results across multiple functions such as sales and order management from day one, but seek to manage people, processes and systems in a sensible way. During the period of collecting information, calculating the results, developing of the project plan and launching the project, the existing departments will be operating in their usual mode. Employees will assist during the collection of information phase only without being involved into further stages.

Project Constraints and Assumptions

There is a likelihood of project encountering the following challenges in its implementation for Longtau Technology. Firstly, the complexity of the tools may be a key constraint as the CRM program will have to use complex software for tracking opportunities and territories, as well as, sales sources. The interface might be tricky for the user to steer.  The sub departments may become fragmented. This might lead to isolated decision making. Rebuilding the already lost Longtau business reputation is a challenging task. There may be a lack of organisational readiness for CRM. Organisational and process maturity must be in place before the implementation, and prerequisites may take some time to be achieved. There is likely to be a problem of insufficiency of change management resources to facilitate the solution, once it is in place.  The above said implies a high probability of organisational change politics. It is reasonable to assume that the company has dynamic, visionary people who will initiate a successful project, along with the support of the stakeholders.  

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