Part 2: A manufacturer of computer chips has been unable to convince her dealers to give her the names and addresses of the end consumer. She understands CRM and wants to implement a plan that includes both the dealers and the end users. Define an approach that the manufacturer can take to build a CRM environment that provides optimal flow of all relative information in support of the company-consumer relationships. The response should take into account the company's culture, size, structure (functional, brand alignment, geographic, account management, industry category, matrix, by customer), technology, and processes.

The manufacturer needs to realize that the relationship of the dealer to their customers can and should be considered part of their value as a member of the distribution channel. The value-add then of the dealer is in nurturing and assisting with the development of these relationships including understanding their unmet needs to ensure manufacturers create products that align to customers' unmet needs. In constructing a CRM system then, the computer chip manufacturer needs to realize that first there needs to be a thorough review of the processes that manufacturers in their industry rely on for communicating with dealers, in addition to an understanding of the processes that dealers rely on for communicating with each other as well. Secondly, there needs to be a concentration on the unmet needs of the dealer both for managing their own business but also in managing the relationships they have with key customers. These processes need to form the foundation of an it infrastructure that allows for security and confidentiality by each member of the distribution channel, including the manufacturer, retailer, or any wholesalers involved. Taken together the automating of these processes that take into account the specific requirements of the company's culture form a partner relationship management (PRM) system accessible through a portal (Nambisan, Nambisan, 2008). The definition...

In defining applications for each of these areas of attracting, selling and serving customers, the company's structure and brand alignment, geographic segmentation of sales forces and support teams, and assignment of account management all need to be integrated into the applications created. The original requirement of understanding who the customers of the retailers are needs to be tempered by respect that the dealer owns those relationships, and if additional market information is needed the manufacturer needs to structure surveys, questionnaires, focus groups, or advisory councils with their dealers, compensating them for their effort, to gain the customer information they need.
References

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Satish Nambisan, Priya Nambisan. (2008). How to Profit From…