Check Point New System Proposal1

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CHECK POINT NEW SYSTEM PROPOSAL 1 Check Point New System Proposal Upon reviewing Riordan Manufacturing Inc.’s current and historical sales and marketing information, it is apparent that the company is in dire need customer relationship management (CRM) system. Such a system will allow Riordan to seamlessly manage all of their interactions with current and future customers. The overall goal of this new system will be to organize, automate, and synchronize all sales transaction, marketing, customer service, and technical support. In its current operating state, Riordan has historical records regarding marketing and sales in many disparate databases, stored in paper files, and even some that are on microfiche (Riordan Manufacturing, Inc., 2012).

At best, their sales team utilizes a hybrid method of tracking their statistics via pen and paper and software (Riordan Manufacturing, Inc., 2012). This of course, poses a real challenge in understanding customers purchasing trends and anticipating the future needs of their customers. To resolve these issues and provide Riordan a system that enables them to operate at the most efficient level possible across all four locations, I have proposed a cloud based decision management (DM) system with a (CRM) designed to compile all sales and marketing information as well as past, current, and prospective customers contacts and potential needs. As it is cloud based, this system will allow employees across the sales and marketing teams from either location to access marketing tools and sales data.

As it stands, Riordan loses a significant amount of man hours searching for client files tracking down sales team members to discuss their personal notes on specific clients. The data management provided by this system will enable which in turn increases their productivity. This system create an ease for generating reports to showcase the state of the business. The rollout will take some time given that the vast majority of Riordan’s files are written documents filed away that will have to be scanned into the system. In addition, software will need to set up at each location with a centralized server room likely based out of Riordan’s headquarters to ensure adequate security.

This will prove to be a challenging process as the amount of incoming information will steadily grow along with the need to store or archive historical data. The quality of data being retained is of great concern to any company, After all, a company can make sound business decisions based on false or skewed figures. For this reason, the system includes safeguards that confirms the integrity of all information entered into the system and forces the end user to verify all information that is entered. As an added measure of security, edit authority would only be issued to certain end users while others will only be capable of viewing information within the system. This would be controlled by issuing log in credentials to users upon rollout of the system.

While this system will be quite costly in the onset due to the sheer size of the data warehouse needed, the dividends will begin to rain down throughout the company soon after implementation. Not only will Riordan operate more efficiently internally, customers will also reap the benefits of this new system. This system will provide customers the ability to create accounts and place orders online in a matter of minutes. As a result of the integrated platform, when the order is complete said customer will have an eta of order completion and deliver and be issued a purchase order instantly. References · Riordan Manufacturing, Inc. (2012). Marketing Information System. Retrieved December 16, 2012, from Riordan Manufacturing: Analyzing Goals Analyzing Departmental and Individual Goals In the following scenarios, you have scheduled a meeting with William Harwich, the President and CEO of Harwich Designs, to review your work as an OD consultant. In preparation for this meeting, you have reviewed the initial goals that you and Mr. Harwich established at the beginning of your consulting relationship. Goals for Bellmead & Holland Consulting 1. Improve employee satisfaction 2. Reduce absenteeism, turnover, and errors 3. Decrease "distance" between CEO and employees 4. Match organizational structure to goals 5. Improve company-wide communication In the following projects, you want to match the planned or completed projects with these initial goals to track your progress. For each project, identify each goal addressed by this project. Each of the following projects may address more than one goal. You will explain how these projects address this goal or goals. When you are finished with each project, compare your answer to the response of a more senior consultant. For the first project, consider a company-wide meeting focusing on sharing knowledge between departments. Identify which of the following goals are met by this project. When you are finished, a more senior consultant will give an opinion. The possible goals include the following: 1. Improve employee satisfaction 2. Reduce absenteeism, turnover, and errors 3. Decrease "distance" between CEO and employees 4. Match organizational structure to goals 5. Improve company-wide communication A more senior consultant said: This project addresses goals 3 and 5. Assuming there are cross-level activities in the meeting, this gives the CEO a chance to interact with employees with whom he would not normally have contact. This meeting will also improve company-wide communication. Project #2: Consider how you would the mission and rules for meetings with the R&D group for new PDA features. Identify each goal met by this project. When you are finished, compare your answer to the response of a more senior consultant. 1. Improve employee satisfaction 2. Reduce absenteeism, turnover, and errors 3. Decrease "distance" between CEO and employees 4. Match organizational structure to goals 5. Improve company-wide communication A more senior consultant said: This project will help improve employee satisfaction. The R&D group was fairly dysfunctional and the employees were unhappy. You may wish to review the Activity for Unit 2 to find out more about this situation. Project #3: Change the structure so the internal OD consultants report to the headquarters as well as their local offices. When you are finished, compare your answer to the response of a more senior consultant. 1. Improve employee satisfaction 2. Reduce absenteeism, turnover, and errors 3. Decrease "distance" between CEO and employees 4. Match organizational structure to goals 5. Improve company-wide communication A more senior consultant said: This is a structural change to match the goal of improving communication. As such, it meets both goals 4 and 5. You may wish to review the Activity for Unit 4 for more information on this situation. Project #4: Redesign jobs in the production plants using job enrichment techniques. Identify each goal met by this project. When you are finished, compare your answer to the response of a more senior consultant. 1. Improve employee satisfaction 2. Reduce absenteeism, turnover, and errors 3. Decrease "distance" between CEO and employees 4. Match organizational structure to goals 5. Improve company-wide communication A more senior consultant said: Job enrichment techniques are designed to help improve employee satisfaction and motivation. Since this was one of the initial problems brought up by Mr. Harwich at the beginning of the relationship, this is a logical choice for that goal. If the absenteeism, turnover, and errors are related to low satisfaction, those problems should also be decreased. Question: If the absenteeism, turnover, and errors are not improved by the job enrichment, what other actions might be appropriate? Identify any other actions. When you are finished, compare your answer to the response of a more senior consultant. A more senior consultant said: The action taken would depend on what was found during diagnosis. For example, if a diagnosis revealed that errors were due to insufficient feedback, then managers could be trained to improve how they provide feedback. Another solution would be to redesign jobs to provide more immediate feedback. If the errors are due to faulty equipment, then the equipment should be replaced. The techniques used for motivation should also be examined and perhaps changed.

Paper For Above instruction

The proposal for a new customer relationship management (CRM) system at Riordan Manufacturing represents a strategic effort to address the company's fragmented data management and operational inefficiencies. Currently, Riordan's sales and marketing data are dispersed across multiple incompatible systems, including paper files and microfiche, complicating data access and analysis. This disorganization hampers the company's ability to understand customer purchasing behaviors and hampers effective decision-making. The proposed solution is a cloud-based CRM integrated with decision management (DM) capabilities designed to unify all sales, marketing, and customer interaction data into a single, accessible platform.

Implementing a cloud-based CRM will enhance operational efficiency by reducing the time staff spend searching for customer files and internal communications. This system will enable real-time data sharing across all Riordan’s locations, facilitating quicker responses to customer inquiries, streamlined order processing, and improved reporting capabilities. The ability to generate instant reports on business performance will support strategic planning and resource allocation. However, the implementation phase presents challenges, such as digitizing historical records stored in physical formats and establishing secure network infrastructure with centralized data storage at the headquarters to ensure data security and integrity.

Data integrity is fundamental; hence, the system includes safeguards to verify input accuracy and restrict data editing rights based on user roles. These security controls are vital to prevent inaccuracies and unauthorized access, maintaining the reliability of business data. The initial cost of system deployment, mainly due to large data storage needs and infrastructure setup, is significant, but the anticipated benefits include improved internal workflows and better customer service experiences. Customers will be able to establish online accounts, place orders, receive estimated delivery times, and obtain instant purchase orders, thus increasing customer satisfaction and operational responsiveness.

This CRM initiative aligns with organizational goals such as enhancing communication, improving customer engagement, and fostering organizational efficiency. It supports the overarching goal of improving employee satisfaction by providing clear, accessible data and reducing repetitive manual tasks, thus decreasing errors and errors-related mistakes. The system's implementation emphasizes security, data accuracy, and user access controls to ensure trustworthiness. Overall, this technological upgrade aims to significantly advance Riordan's performance, customer relations, and competitive edge in the manufacturing sector.

In the context of organizational development and goal alignment, the other projects aim to foster internal improvements and cultural shifts. A company-wide meeting focused on inter-departmental knowledge sharing addresses goals related to improving company-wide communication and decreasing the "distance" between leadership and staff. Such initiatives are instrumental in creating a collaborative environment that encourages transparency and aligns individual and organizational objectives.

The restructuring of the reporting lines for internal OD consultants to include headquarters enhances organizational cohesion and communication flow, directly supporting goals related to structural alignment and internal communication. Similarly, redesigning jobs using enrichment techniques primarily targets employee satisfaction and motivation, crucial for reducing turnover and errors related to low engagement.

However, if improvements in absenteeism, turnover, and errors are not realized following job enrichment, further actions must be considered. Diagnosing the root causes through employee surveys and performance analysis can reveal underlying issues such as inadequate feedback, poor working conditions, or outdated equipment. Addressing these issues may involve retraining managers to provide more effective feedback, upgrading equipment, or redesigning jobs to include more immediate performance feedback. Additionally, revisiting motivational strategies to incorporate personalized incentives or recognition programs can enhance employee engagement. These targeted interventions, rooted in organizational diagnosis, are essential to overcoming persistent performance challenges and fully realizing organizational development goals.

References

• Riordan Manufacturing, Inc. (2012). Marketing Information System. Retrieved December 16, 2012, from Riordan Manufacturing website.
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• Griffith, J. (2018). Enhancing Employee Satisfaction through Job Design. Human Resource Management Review.
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