Matthews & Company Case Summary

CRM is a new Point-of-Sale system that Barry wants to implement at Matthews & Company in hopes of better understanding customers in order to give them better service. It would use sales data, integrate the marketing and transaction databases, track customer information as well as trends, and create a centralized system for the company. It would not only increase sales, but also increase customer loyalty. Further, it would help with the flat sales the company has recently been experiencing. Managerial responsibilities are being mismanaged at Matthews & Company because there is a huge lack of communication among the employees on the CRM implementation project. From the initial discussion, to the time Barry presented his idea, no talk about the project occurred; there were no updates in the company on how the project was moving along. Barry should have scheduled regular meetings

Because there were no meetings, there was no opportunity for feedback. Also, the CEO wasn’t present when Barry needed him to be; Howard, the man who allowed Barry to do the project, couldn’t even attend Barry’s important presentation. For the project to do better from the start, the company should have broken it down into smaller, more manageable parts and set up deadlines for each part of the process. These short-term goals would allow the company to see quicker return on investment, and it would allow for feedback after each part was completed. Also, Barry should have stayed in constant communication with his coworkers at Matthews & Company in order for all the employees to be on the same page at all times. He should have constantly kept his team updated on his ideas, goals, and the possible risks the CRM implementation project may face. This would have prevented the team from being disappointed that their ideas weren’t being used. It is