Advantages of a Single Customer Service Center
Having a single customer service center is advantageous for RR Communications.
Maintaining a single customer service center would allow customer access to all four divisional
units through a singular point of contact, easing consumer access to the services, and helping
promote all of the services equally, with the potential to increase the number of services used,
resulting in increased revenues. It can also help RR realize cost savings. Rather than having
different systems for each unit, one singular system can be used, allowing for ease of sharing
information (Gentle, 2002). Initially this may require significant capital expenditure, but will
save RR money by improving efficiency. Customer information will not have duplicate records,
saving time and energy, allowing for the reduction of staff size, again resulting in cost savings.
Furthermore, having one singular system would allow RR Communication to pull the necessary
information to come into compliance with the telecommunications regulators.
One of the concerns of the various divisional presidents is that the projects and interests
of their own divisions will be sidelined. A primary motivation for this concern is the fact that the
divisional presidents are rewarded based on the performance of their own units. An
implementation strategy that they would support would require changes in compensation. Instead
of being rewarded for unit performance, compensation must be based on the shared customer
service center. For instance, they could be rewarded based on the number of new service
purchases and additional for new services purchased by existing customers. Only by removing
source of the president’s resistance can implementation occur without resistance. Changes to the
presidents’ compensation package will likely be met with resistance its self, but is necessary for
Feasibility of Achieving Enterprise Vision with a Decentralized IT Function
Roman Ross, founder of RR, has an enterprise vision of introducing new products more
quickly. Roman also wants to simplify the services offered by sending one bill for each customer
that includes the charges for each of the services used, rather than multiple bills. Likewise, he
wants a flexible and responsive IT organization. In order to achieve these visions laid out by
Roman, a centralized IT function is necessary. One system should be utilized that is easily used
by all divisions. Having all of the data in one system will simplify billing and will allow for the
flexibility Roman is seeking as there is only one system to work with, as opposed to four
separate systems which is currently the case. A decentralized IT function would continue to
perpetuate the issues that are currently seen within the organization.
Lack of Common Information and an IM Strategy
It is essential that RR implement an enterprise IM strategy and improve communication
of common information in order to remain competitive. Having a strong IM strategy is beneficial
as it supports the needs of the organization (King, 2009). If RR does not focus upon its
technological needs, they will easily be surpassed by their competitors. Likewise, without an IM
strategy RR is not efficiently using their data. By sharing common information, current
customers can be targeted for new products and services. Common information also simplifies
the process of targeting new customers, as efforts can be concentrated for all of the services,
rather than bombarding the consumer with multiple offers, which lead to RR’s failure to capture
the consumer. Furthermore, it is essential that RR stay in compliance and have a system that can
easily be utilized for multiple functions within the organization. Without a proper IM strategy,
there is confusion, and a lack of productivity and efficiency, which in the end is detrimental to
the success of RR.
Duplication of data is a major drain on efficiency and productivity. By having a
centralized IT function, this can be minimized. However, unless the IT is used properly there
will still be lapses in the duplication of common customer data and inefficiency in a shared
customer service center. Therefore, governance mechanisms must be put in place. These
mechanisms could include a number of things including disciplinary action for creating duplicate
records or an added bonus to compensation for successfully using common customer data. A
major metric that would be used for such governance mechanisms would be a regular report
pulled for duplicate records. Such reports would need to have information regarding the
duplicate record, the date of creation, the division in which the data was created, and the user
that created the record. Having such strict governance mechanisms in place would ensure data is
not duplicated, essentially improving efficiency and productivity of the organization as a whole.
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