...Customer Service at Datatronics This case features the effects on customer service after the acquisition of E-Z RP by the major technology company, Datatronics. E-Z RP was an “end-to-end, fully integrated CRM/ERP/service management suite” designed to be applicable for both small and midsize enterprises. They had become known for their outstanding customer service and integrated yet user friendly interface. E-Z RP had was at the time one of the “fastest growing service-based products” available to consumers. Their success, however, was exactly what attracted the attention of the technology tycoon, Datatronics. Following the acquisition, there was a significant switch up staffing structure. Matt Rubenzahl, the development manager behind E-Z RP was assured that he still had a job, just no longer as development manager. He was told that he had been moved to a position that would oversee the newly combined customer service center. While he wasn’t really on board with the idea, he decided to give it a shot figuring he didn’t have much choice if he wanted to stay employed. Matt didn’t know anything about running a data center other than the customer service experience he had gained while working with E-Z RP. Once in the new position though, it didn’t take him long to realize that the customer service Datatronics provided was severely lackluster. The CSRs had barely any training and were only given a basic knowledge of all of the products the company offered. The current...
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...Customer Service at Datatronics Datatronics is an organization that serves their customers with Enterprise Resource Planning integrated solutions. Their growth is mainly attributed to acquisitions of smaller competitors. E-Z RP was such a company that despite its inferior size compared to Datatronics was able to succeed and outperform Datatronics on grounds of customer service and customer satisfaction. Datatronics recognized the fact and acquired E-Z RP with the aim to improve in that respective area. Just as it is the case with most acquisitions, job uncertainty at E-Z RP came into question when the acquisition was announced, however, all of the employees were able to remain employed. The issue was that most of the positions E-Z RP staff were holding at E-Z RP were no longer in demand and so they were rather integrated into the Datatronics culture based on the corporation’s needs rather than what the individuals were trained to do and what they do best. Matt, who was the head of the E-Z RP development team, lost his position through the acquisition and was appointed to manage the Datatronics customer service center instead – a calling he wouldn’t know much about. After observing the Datatronics customer service center as the newly appointed manager, despite his inexperience in this field, he quickly noticed deficiencies, which he openly brought forward to his new boss, CIO Joel McGivern. Joel was cautious about the idea of improving customer service through increased spending...
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...file Introduction: Datatronics is a leading organization which serves their customers with Enterprise resource planning integrated solutions. Matt, leading a small team of developers at E-Z RP for fully integrated CRM/ERP/service management suit for small and medium sized enterprises. Matt’s team was working actively for sales and customer group. EZ-RP was able to manage the profitable business in SME and it has made a name for itself in the world of business which had attracted the Datatronics to acquire and merge it in them. E-Z RP was able to showcase their success on the grounds of the customer service and customer satisfaction. During the acquisition all the employees of the E-Z RP were also acquired remained employed with the Datatronics. Matt and his team was appointed to manage the customer services which they were least aware. Problems identified As a newly appointed manager of the customer service, Matt was able to identify few issues with the service as soon as he took in charge of it. He tried to explain his supervisor about the lack in the customer service performance and how it has been running as more of a cost center than as a means to understand more about Datatronics product and customer needs. He also explains about some of the weak points that Datatronics customer service departments is facing. • The new representatives who were being acquired used to get a crash course in the company’s products before they actually face the customer questions. • The department...
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...DATATRONICS Answer 1. In order to improve customer service at Datatronics Matt will need to present a solid case in which he should consider the following items: • How many customer service representatives are working in the Datatronics call center? • What is their current knowledge of the products and what are some of the areas they will need to catch up on? • How much time does a CSR spend on a single call on average? How many calls end up unresolved with the first call? • What is the potential for reducing that time through improved education of CSR’s? • How is the training being conducted on existing reps and new hires currently and how much time exactly is being allocated to that activity? • Provide a means for customers to provide feedback after calls to acquire their satisfaction score on the overall service experience and allow them to point to areas that need improvement o Information must be allowed to be fed back to the individual development teams to allow for controls to be put in place for product improvement • Conduct anonymous CSR survey about working conditions and their own satisfaction levels along with an opportunity to provide ideas for improvement • What tools do they have at their disposal to serve their customers? How familiar are they with those? • How long does it take for a call to get through the IVR system and to the CSR on average? Does a customer have the option to bypass the IVR entirely and get to the CSR...
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...Table of Contents Delivering Business Value with IT at Hefty Hardware........................................................3 Key Concerns........................................................................................................................5 Business/IT Alignment.........................................................................................................6 Gap Between Business and IT.............................................................................................10 IT is just a expense center.......................................................................................10 Most affordable technique is the best technique.....................................................10 Simply no typical terminology................................................................................11 Small business and IT have got unique aims...........................................................11 Analysis...............................................................................................................................12 Conclusion...........................................................................................................................14 References...........................................................................................................................16 Delivering Business Value with IT at Hefty Hardware Cheryl O’Shea, VP connected with Retail Promoting, grouses as IT...
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