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Xerox (Hong Kong): Sales Activity Management Process. Case 6 Tanya Derksen & Chris Loewen. Organization History-Xerox . History of Xerox Xerox Corporation History 1906-1930s The Photography Paper Company 1940s-1990 The Photocopier company 1990s “The Document Company”.

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organization history xerox
Organization History-Xerox
  • History of Xerox
    • Xerox Corporation History
      • 1906-1930s
        • The Photography Paper Company
      • 1940s-1990
        • The Photocopier company
      • 1990s
        • “The Document Company”

Organization/ Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

organization history xerox hong kong
Organization History-Xerox Hong Kong
  • Xerox Hong Kong
      • Around since 1960s
      • By 1997 had 500 employees (200 direct sales,

200 service and 100 admin)

      • In the 1990s the primary competition were Ricoh, Panasonic, Konica and Canon
      • 17% market share
      • Key personnel
        • Joseph Yu – Sales Director, moved from Ricoh, arrived at same time as Banio Mok (senior director) and Edmond Chow (Key Accounts II)
        • Allan Lin – moved from Rank Xerox Sweden, named Managing Director in 1995
  • Became Fuji Xerox in 2000

Organization/ Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

organization structure xerox hk
Organization Structure – Xerox HK

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

a day in the field
“A Day in the Field”
  • 8:30am Team sales meeting / Answer client calls
  • 10:30am Driving time
  • 11:00am CLIENT VISIT
  • 12:00pm Lunch
  • 1:00pm CLIENT VISIT
  • 2:00pm CLIENT VISIT
  • 2:30pm CLIENT VISIT
  • 4:15pm CLIENT VISIT
  • 5:30pm Meetings / Client calls / Reports /

Preparation for next day

  • 7:30pm Client notes / Entries in planner & client profile
  • 8:30pm Day finished

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

a day in the field6
“A Day in the Field”
  • Inefficiencies:
    • Lack of integration
    • No reliable client follow-up
    • No real-time daily activity reports
    • Need for up-to-date information on current products
    • Delay in client database updates

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

organizational problem
Organizational Problem
  • Xerox Hong Kong had a paper-based sales activity management process that was inefficient

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

information aspect of problem
Information Aspect of Problem
  • Marketing Database
    • Centralized customer database was OSCARR on mainframe shared with Xerox Australia
    • 25% of information in OSCARR was estimated to be obsolete or inaccurate
  • Other Databases
    • Direct Sales Operations had been using an electronic client profile (ECP)
    • Finance maintained a database that wasn’t accessible to the sales organization, even though it contained identical service and billing information

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

it is impact on information aspect of problem
IT/IS Impact on Information Aspect of Problem
  • AIS managed information systems for Xerox worldwide
    • AISHK was responsible for managing all XHK’s IT requirements
    • Xerox execs had concerns about the quality of AIS service, and had recently expressed dissatisfaction with AIS publicly
    • Under the agreement, no hardware/software change could be initiated without AIS’s consent
  • XHK Marketing database manager had expressed interest in developing a company wide database which would be installed on all PCs, independent from AIS

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

alternatives for sales activity management process
Alternatives for Sales Activity Management Process
  • Option 1: Paper-based system
  • Option 2: Paperless system
    • Critical Business Information (CBI)

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

option 1 paper based system
Option 1: Paper-based system
  • Pros:
    • Lower cost
    • Staff are knowledgeable and familiar with system
    • Market competitors not using digital management
  • Cons:
    • Potential lost sales in long-term
    • Dissatisfied customers
    • Diminished competitive advantage
    • Support for team selling

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

option 2 paperless system
Option 2: Paperless system
  • Pros:
    • Better fit for corporate direction
    • Enhanced productivity
    • Integrated team work
    • Leaner organization
    • Improved customer and market focus
    • Reduced cost
  • Cons:
    • Employee lack of knowledge and skills
    • Org. culture is not ready
    • Management inexperience with IT applications
    • Perceived threat to jobs
    • High cost

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

recommended solution
Recommended Solution
  • Move to digital SAMP
  • Advantages:
    • Improved quality and reliability
    • Improved planning and reporting
    • Competitive advantage
    • Increase customer satisfaction
    • Customizable for XHK needs
    • Information follows user

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

xerox hk part b
Xerox HK: Part B
  • By 1999:
    • Implemented two IT projects
      • Chrisles
      • Critical Business Information (CBI)
  • Improvements:
    • Better quality of information
    • Useful in planning and reporting
  • Concerns:
    • Systems not interconnected
    • Inaccurate and outdated information
    • Further training and support needed
    • Security

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

samp distributed system
SAMP / Distributed System
  • Distributed System:
    • A network of systems that enable data and information to be maintained by data custodians at a range of locations to a specified standard and administrative arrangements.
  • Benefits:
    • Information is with the user (ie. salespeople)
    • Interoperability
    • Reliability
    • No data duplication

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

key messages for leaders
Key Messages for Leaders
  • Need for a robust and thorough change management process
  • Need for adequate technical support to implement system and processes
  • Emphatically communicate the reason for the change and the anticipated benefits
  • Sensitivity to company culture is important

Organization / Organizational Problem / Information / IT/IS impact / Alternatives / Pros/Cons / Solution / Messages

slide17
Q & A
  • Questions?
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