The paper "Strategic Management at Mitsubishi Motor Sales of America Inc" is an outstanding example of a management assignment. In any organization strategic management plays one of the pivotal roles in making the company grow and rake up revenues in terms of its product line. Central to everything that a company does is an efficient customer management, quick handling of the customer grievances and proper inventory management. This is mostly done by having foolproof customer relationship management systems in place. This paper talks of one such company, Mitsubishi Motor Sales of America Inc, and tries to delve deep into how effective they have been putting the system in practice. Summary This paper essentially looks at four different aspects of customer relationship management.
One is key applications of the company’ s CRM, various components and their purpose. Second is the benefits the organization has derived from the system; the third being how effective has the CRM been. And the fourth being how effective the system has been in mitigating both employee and customer issues originating, apart from many other quarters, in the customer service centres too. Question 1 The strategy that has been adopted by the company of Mitsubishi Motor Sales of America Inc has helped ensure that the company is able to address the needs of its customers in a well managed and cost-effective manner.
There were a number of changes that were made in the system of CRM, that is, Customer Interactive Management to ensure that an effective system was established, which helps the company serve the needs of the customers in a more effective manner. The changes that have been bought about in the CRM have been carried out to ensure that the overall services that are provided are more technologically advanced, and can meet the needs of the customers effectively (Bernays E, 1945).
There have been two main changes bought about in the system of CRM in the company over the years. The most significant change that has been bought about in the CRM is the rearrangement of the call centre system and greater training of the HR in the various fields to ensure that the entire process can become more flexible and effective (Williams, Jacqueline & Anderson, Helen, 2005).
It has been observed that the role of the system is such that the management ensured that there was the outsourcing of the calls greater segregation and categorization of the options from which the customers could choose from, and training of the employees in multiple areas so that greater flexibility could be adopted within the system (Birkin, M, 1994). This led to ensuring that there was an increased understanding of the needs of the people and a more integrated and efficient system was established.
There was carried out the recording of the calls of the customers to the executives (Williams, Jacqueline & Anderson, Helen, 2005) so that there could be established a greater understanding of the needs of the customers (Gilmore, James & Pine11, Joseph, 2002). The reviews were carried out by the managers and then the training of the executives was carried out on the basis of this, allowing for greater training and development possibilities for the employees in the long run (Dekel, Prince and Beaver, 2000).
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