Leading Organizations & People _Graduate Level

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** Conducting Research on Your Organization

If at any point in this project you find yourself wanting information about your organization that is not publicly available, it is important to discuss the situation and your proposed solution with your professor. Your professor will help you explore the best approach for your particular organization and situation. One possible outcome of this discussion may be an agreement to make some minor modifications to the project report. Modifications must be approved by your professor.

In most cases, you will want to discuss your project with your employer and explain that you are completing this organizational profile as one requirement for your MBA. You should explain that this assignment does not require you to disclose any proprietary or sensitive information about the organization. Our experience is that managers are generally happy to support their employees and also look forward to benefiting from the results of projects like this one.

You will likely want to begin by reviewing annual reports and other publicly available information. You will have other opportunities in this program to apply what you are learning to your organization, and it is therefore important that you take care in planning and implementing your research for this project and in communicating about it with others.

 

**Creating an Organizational Fact Sheet

Fact sheets vary depending upon the organization and intended audience. For the purposes of this project, your fact sheet should be a one-page overview of important information any new or prospective employee or board member would find helpful. You should adapt the fact sheet you create to fit your specific organization.

Organizations in the nonprofit sector use varyinglanguage and approaches to share similar important types of information. To see an example, you can look for the Facts section or About section on the website of the American Red Cross or United Way.

If you scan the Internet for organizational fact sheets, you will find many different templates and examples. You will also find that different types of organizations use different labels for the areas on their websites where they share information. Corporations sometimes use an About page to share information of general interest to all stakeholders and then create a one-page fact sheet targeted primarily at investors. To see examples, search the corporate website of companies like Exxon Mobil or IBM.

Those who work in large government departments may find many different fact sheets. For example , if you search the About section one the US State Department website, you will probably find yourself on a page intended as a starting place for people interested in a career. If you work for a small or new business that does not yet have a fact sheet, you might find the toolkit for small- and medium-size enterprises on the International Monetary Fund’s website helpful.

Fact sheets typically provide information that can be independently verified (i.e., facts), while About pages convey something about the organization’s intended purpose and areas of focus. In it’s simpliest form, a fact sheet focuses primarily on presenting key facts about the organization, but it might also link to the organization’s mission, vision, values, and strategy.

Below are examples of information you may wish to include in a one-page fact sheet:

· name of organization

· location

· when organization was created

· legal status

· focus

· purpose, products, or services

· size (i.e., number of employees)

· leadership (i.e., CEO and members of the executive leadership team)

· mission and vision

· other important facts appropriate for your organization

 

 

Legal Forms of Organization

An organization may operate in one of several sectors, which determines its legal form of organization. The following questions can help clarify what legal form of organization a company or initiative has.

Which sector is your organization operating in: private, public (i.e., government), or nonprofit?

· If private, review Law in Business (Varner, 2007), located in the Resources section below, to determine which of the following best describes your organization:

· proprietorship

· partnership

· corporation

· If public (government), which of the following best describes your organization:

· federal

· state

· local

· If a nonprofit organization see A Nonprofit Organization (Dicke, 2011), located in the Resources section below. This article provides some general information about the sector and can help you determine its tax status. Many organizations will likely qualify as a 501(c)(3), which is the most common type of nonprofit. If you have an interest in learning more, you might want to explore some of the websites that provide useful information about this sector. One example is the Urban Institute’s National Center for Charitable Statistics (NCCS), which provides information and research about the sector. Another potentially useful resource is the Charity Navigator, which helps contributors understand the different types of 501(c) organizations and their status for tax purposes. Of course, another very useful source is the IRS website. If, for example, you work for a trade or professional association—a 501(c)(6)—you could search the IRS site for the term business leagues.

 

Stakeholders

There are many individuals and groups who have a stake in what an organization does and in how well it does it. Stakeholder theory proposes that organizational performance relies on recognition and inclusion of key stakeholders in the organization’s major decisions. The need to manage stakeholders effectively is an important responsibility and potential challenge for leaders and managers (Fassin, 2012; Loi, 2016).

Read the article Stakeholder located in the resources section below for more about what a stakeholder is and why this is important to recognize all stakeholders.

References

Fassin, Y. (2012). Stakeholder management, reciprocity and stakeholder responsibility. Journal of Business Ethics, 109(1), 83–96. doi:10.1007/s10551-012-1381-8

Loi, T. H. (2016). Stakeholder management: A case of its related capability and performance. Management Decision, 54(1), 148–173. doi:10.1108/MD-06-2015-0244

 

Mission, Vision, Values, and Goals

Mission and vision both relate to an organization’s purpose and are typically communicated in some written form. Mission and vision are statements from the organization that answer questions about who the organization is, what it values, and where it’s going. A study by the consulting firm Bain and Company reports that 90 percent of the 500 firms surveyed issue some form of mission and vision statements (Bart & Baetz, 1998). Moreover, firms with a clearly communicated, widely understood, and collectively shared mission and vision have been shown to perform better than those without them, with the caveat that these statements related to effectiveness only when strategy, goals, and objectives were aligned with them as well (Bart, Bontis, & Taggar, 2001).

A mission statement communicates the organization’s reason for being, and details how it aims to serve its key stakeholders. Customers, employees, and investors are the stakeholders most often emphasized, but other stakeholders, like government or communities (relating to social or environmental impact), can also be discussed. Mission statements are often longer than vision statements. Sometimes, mission statements also include a summation of the firm’s values, or beliefs in which the organization is emotionally invested. The Starbucks mission statement, for example, has described four guiding principles that also communicate the organization’s values (Starbucks, n.d.):

· creating a culture of warmth and belonging, where everyone is welcome.

· acting with courage, challenging the status quo and finding new ways to grow our company and each other.

· being present, connecting with transparency, dignity and respect.

· delivering our very best in all we do, holding ourselves accountable for results.

A vision statement, in contrast, is a future-oriented declaration of the organization’s purpose and aspirations. The mission statement lays out the organization’s “purpose for being,” and the vision statement then says, “based on that purpose, this is what we want to become.” Strategy should be directly based on the organization’s vision, since the strategy is intended to achieve the vision and thereby satisfy the organization’s mission. Typically, vision statements are brief. Sometimes the vision statement is also captured in a short tag line, such as Toyota’s “Let’s Go Places” statement that appears in most communications to customers, suppliers, and employees. Similarly, Wal-Mart’s tag-line version of its vision statement is “Save money. Live better.”

Any casual tour of business or organization websites will expose you to the range of forms that mission and vision statements can take. To reiterate, mission statements are longer than vision statements, often because they convey the organization’s core values. Mission statements answer the questions, Who are we? and What does our organization value? Vision statements typically take the form of relatively brief, future-oriented statements and answer the question, Where is this organization going? Increasingly, organizations also add a values statement, which either reaffirms or states outright the organization’s values that might not be evident in the mission or vision statements.

Roles Played by Mission and Vision

Mission and vision statements play three critical roles: (1) communicate the purpose of the organization to stakeholders, (2) inform strategy development, and (3) develop the measurable goals and objectives by which to gauge the success of the organization’s strategy. These interdependent, cascading roles, and the relationships among them, are summarized in the figure below.

Key Roles of Mission and Vision

First, mission and vision provide a vehicle for communicating an organization’s purpose and values to all key stakeholders. Stakeholders are those key parties who have some influence over the organization or stake in its future, including employees, customers, investors, suppliers, and institutions such as governments. Typically, these statements are widely circulated and discussed often so that their meaning is broadly understood, shared, and internalized. The better employees understand an organization’s purpose, through its mission and vision, the more able they will be to understand the strategy and its implementation.

Second, mission and vision create a target for strategy development. One criterion of a good strategy is how well it helps the firm achieve its mission and vision. To better understand the relationship among mission, vision, and strategy, it is sometimes helpful to visualize them collectively as a funnel. At the broadest part of the funnel, you find the inputs into the mission statement. Toward the narrower part of the funnel, you find the vision statement, which has distilled the mission in a way that it can guide the development of strategy. In the narrowest part of the funnel, you find the strategy—it is clear and explicit about what the firm will do, and not do, to achieve the vision.

Vision statements also provide a bridge between the mission and the strategy. In that sense, the best vision statements create a tension and restlessness with regard to the status quo. They foster a spirit of continuous innovation and improvement. London Business School professors Gary Hamel and C. K. Prahalad (1993) describe this tense relationship between vision and strategy as stretch and ambition. Indeed, in a study of CNN, British Airways, and Sony, they found that these firms displaced competitors with stronger reputations and deeper pockets through their ambition to stretch their organizations in more innovative ways.

Four arrows indicating a chain of influence. The first arrow contains the words: Mission Statement, Who we are, What we value. This points to points to Vision Statement, what we want to become, which points to Strategy, How we will achieve our vision, and finally Goals and Objectives, How we gauge our defree of success. Mission and vision have small arrows pointing towards Communicating purpose to stakeholders.

Mission, Vision, Strategy, Goals and Objectives for Stakeholders

Third, mission and vision provide a high-level guide, and the strategy provides a specific guide to the goals and objectives showing success or failure of the strategy and satisfaction of the larger set of objectives stated in the mission. In the cases of both Starbucks and Toyota, you would expect to see profitability goals, in addition to metrics on customer and employee satisfaction, and social and environmental responsibility.

Conclusion

Mission and vision both relate to an organization’s purpose and aspirations, and are typically communicated in some form of brief written statements. A mission statement communicates the organization’s reason for being and how it aspires to serve its key stakeholders. The vision statement is a narrower, future-oriented declaration of the organization’s purpose and aspirations. Together, mission and vision guide strategy development, help communicate the organization’s purpose to stakeholders, and inform the goals and objectives set to determine whether the strategy is on track.

References

Bart, C. K., & Baetz, M. C. (1998). The relationship between mission statements and firm performance: An exploratory study. Journal of Management Studies, 35, 823–853.

Bart, C. K., Bontis, N., & Taggar, S. (2001). A model of the impact of mission statements on firm performance. Management Decision, 39(1), 19–35.

Hamel, G., & Prahalad, C. K. (1993, March–April). Strategy as stretch and leverage. Harvard Business Review, 75–84.

Starbucks. (n.d.) Our mission. Retrieved from https://www.starbucks.com/about-us/company-information/mission-statement

 

 

Mission

An organization should have a clearly defined mission that guides decisions and (along with an organizational vision) future directions. While organizations’ missions are typically stable, changes in scope and sometimes even purpose do occur. Sometimes these changes are intentional, and the rationale is easy to discover. but sometimes this is not the case. A common occurrence known as mission creep can happen when an organization’s scope expands, often incrementally, in a direction that was not originally intended. You will also see changes in mission caused by market expansion or contraction, mergers and acquisitions, innovation, changing societal needs, and so on.

Another common occurrence, known as mission proliferation, can happen when different parts of the organization articulate and publish independent missions, often to help inspire and direct those working in subunits. In theory, each subunit mission statement should align with and support the organization’s mission, but this is not always the case and deviations from the organization’s mission may contribute to confusion. This outcome may be especially true in organizations that are large and complex, or in ones where decision making is decentralized.

An organization’s mission may be found in a formal published statement or explained verbally be the CEO or another senior leader. Public sector organizations sometimes have two organizational mission statements—an official version that is long and detailed, and an abbreviated version used for public dissemination. A mission can change over time, and it can be instructive to examine the process used the bring about that change. It is also useful to ask whether there is evidence an organization’s mission is having a positive impact on its performance.

 

Deducing a Mission

You may find your organization does not have a formal written mission statement. Alternatively, you might find there is such a statement, but that it does not seem to reflect what your organization is doing.

As Cavanagh (2008) suggests in the article you just read about missions and mission statements, if you find one of these situations applies to you, try to deduce the mission by answering the following questions:

· Who are we as an organization?

· What do we do?

· Why do we do it?

· What should we be doing?

· What do we stand for?

Once you have decided what your organization’s mission is, you will then want to verify your conclusions to ensure what you include in your report is as accurate as possible:

· Is there evidence that the majority of the organization’s resources are committed to the purpose you have identified?

· Is there evidence that key organizational stakeholders know what the organization’s purpose is?

· Is there evidence these stakeholders agree on the organization’s purpose?

· Do the organization’s leaders speak about this purpose?

References

Cavanagh, G. (2008). Missions and mission statements. In R. W. Kolb (Ed.), Encyclopedia of business ethics and society. doi: 10.4135/9781412956260.n523. Retrieved from (http://sk.sagepub.com.ezproxy.umgc.edu/reference/ethics/n523.xml)

 

Goal Setting

You may find your organization has a set of major, strategic goals designed to help ensure that its mission and vision for the future are accomplished. These goals are sometimes clearly articulated, communicated widely, and incorporated in annual performance reviews. The following questions are often pertinent when analyzing an organization’s goals:

· Have the goals been created with input from key stakeholder groups within the organization?

· Do the goals align with and support the organization’s mission, vision, and values?

· Are the goals widely communicated and understood by key stakeholders?

· Are they reviewed regularly and revised in light of changing situations and priorities?

· Are they supported with the necessary resources?

· Are the goals operationalized in the form of specific and measurable objectives?

· Do the goals result in specific intended actions?

There are several common challenges associated with goal setting, including lack of clarity, inadequate communication to all key stakeholders, creation of multiple competing or conflicting goals, and goals that are either too specific or too broad. Additionally, unintentionally (and sometimes intentionally) setting goals that are likely not achievable can create incentives to cut corners or make poor or unethical decisions (Kayes, 2005). As Ordóñez, Schweitzer, Galinsky, and Bazerman (2009) write, a classic example of this situation is the decision by Lee Iacocca, then CEO of the Ford Motor Company, to set an overly ambitious and unrealistic goal that resulted in production of the Ford Pinto, with dire consequences.

Sometimes you will find the terms goals and strategic objectives used interchangeably. When considering goal setting, your main interest is in determining whether an organization has articulated specific and measurable benchmarks it will accomplishto get where it wants and needs to go.

Read the Encyclopedia of Management entry on goals and goal setting in the Resources section below for more information.

 
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Individual Case Report

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Neufeld, D., & Jiwani, F. & Hardy, S, & Tong, P. (2016). WestJet: A New Social Media Strategy. Ivey Publishing.

Instructions

  • Review readings from unit 1.
  • Thoroughly read the case. It is recommended that you read 2-3 times.
  • Prepare a 5-page report (12-point font, double spaced not including the title page or reference page), that addresses the following questions:
    • How has WestJet’s social media efforts evolved over time and assisted with being a corporate voice and customer relations platform?
    • Should Bartem and Hounslow opt to launch WestJet channels on Snapchat or Pinterest?  NOTE: Research each platform and determine how well each could serve WestJet’s corporate voice and be consistent with its current branding.
    • Research and describe one interesting new social media platform that is on the horizon (less than two years old).  Should WestJet be actively exploring new arrivals like this new service or waiting until a platform is popular and proven before investing in it? What best fits WestJet’s short and long term social media goals?  What is the criteria for success?
    • What best fits WestJet’s short and long term social media goals?  What is the criteria for success?
    • What decision option best fits WestJet’s decision criteria and can be sustainable in the short and long term within the economic constraints provided in the case?
    • With a budget allowance of $0 CAD, will WestJet be able to build a serious presence on its selected new social media platforms while maintaining its existing ones?  Serious can be defined as adding value to revenue generation, customer service, and brand engagement goals (i.e. through social media platform selection and the respective roll out plan, how can this strategy/adoption of a new platform pay for itself).

      W16363

      WESTJET: A NEW SOCIAL MEDIA STRATEGY Faizal Jiwani, Sarah Hardy, and Peter Tong wrote this case under the supervision of Professor Derrick Neufeld solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) [email protected]; www.iveycases.com. Copyright © 2016, Richard Ivey School of Business Foundation Version: 2016-06-20 As the 2016 budget planning cycle for WestJet Airlines Ltd. (WestJet) was finishing up in October 2015, Richard Bartrem, vice-president of marketing and communications, met with Greg Hounslow, manager of social media, to discuss the growth and evolution of WestJet’s social media presence. As Canada’s second largest airline, WestJet had already achieved immense success with social media and had ambitions to expand its social media presence. However, it became clear through the budgeting cycle that the department’s budget for 2016 was going to remain flat. This posed a challenge for Bartrem and Hounslow as they were in the process of evaluating the launch of two new social media platforms in 2016: Snapchat and Pinterest. However, without the increased budget needed to support the platforms, they needed to make a decision. Which platform, if any, should they focus on in 2016? CANADIAN AIRLINE INDUSTRY Historically, success in the Canadian airline industry had been difficult to achieve given the capital, infrastructure, and labour required to start, grow, and sustain the business. Further, with revenue generation being highly sensitive to the economic and competitive environment, the likelihood of profitability and success was low. This was evident in the long list of airlines that had ceased operations over the years, including Jetsgo, Zoom, Harmony, and Canada 3000. In the midst of these failures, two Canadian national airlines remained operationally successful: Air Canada and WestJet. While Air Canada had experienced its share of challenges over the years, including bankruptcy protection in 2003, it had overcome these obstacles and continued to operate. The two airlines, Air Canada and WestJet, accounted for over 90 per cent of the domestic scheduled capacity (see Exhibit 1). The remainder was made up of smaller, predominantly regional carriers such as Porter Airlines. Despite historic challenges, air travel, a global industry that was critical in connecting people for both leisure and business purposes, supported economic growth in domestic and global economies. According to a report by the Conference Board of Canada and SNC Lavalin’s Airports and Aviation Group, “Canada’s air transport sector has an economic footprint of nearly CA$35 billion1 and supports some 140,000 direct jobs.”2

      1 All currency amounts are in Canadian dollars unless otherwise specified. US$1 = CA$1.40 as of January 4, 2016. 2 Daniel-Robert Gooch, “Trade Tracks Air Travel,” Financial Post, April 16, 2014, accessed January 27, 2016, http://business.financialpost.com/fp-comment/trade-tracks-air-travel.

       

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      Page 2 9B16E019 In 2014, Air Canada and WestJet carried more than 58 million passengers and generated a combined revenue of $17.2 billion. This represented a year-over-year increase of 7.2 per cent and 7.5 per cent, respectively. Most importantly, both airlines generated record earnings in 2014 (see Exhibit 2). These results for Canada’s two largest airlines were great news for others in the industry, including airports and aircraft manufacturers. For example, Toronto’s Lester B. Pearson International Airport saw year-over-year passenger volume increase by 6.8 per cent in 2014 to over 38.5 million passengers.3 Similarly, Vancouver International Airport and Calgary International Airport saw passenger volume increases of 7.7 per cent (to 19.4 million)4 and 6.6 per cent (to 15.3 million).5 Aircraft manufacturers also benefitted given increasing aircraft order commitments by both Air Canada and WestJet, based on the success and opportunity the airlines were enjoying (see Exhibit 3). With the industry’s success, the possibilities of new competitive entrants looking to start-up in the Canadian market had intensified. Airlines such as Canada Jetlines, Jet Naked, and New Leaf Airlines began to seek funding to start operations and compete against the two established carriers. Funding would go to aircraft acquisition and staffing, as well as the underlying infrastructure and information technology (IT) systems investments (e.g., to support complex, essential processes such as selling seats to the public, managing reservations information and data, scheduling staff, dispatching and planning flight operations, and many other operational facets). However, all of the success in 2014 and the start-up potential for new airlines may have been short-lived as the Canadian economy started to show signs of weakness in the first half of 2015. Low crude oil prices and a weakened Canadian dollar were starting to impact the overall economy, particular in Alberta where WestJet was based. While lower jet fuel price helped both airlines, the overall reduction in travel due to the economy started to impact the profitability for both Air Canada and WestJet. Pricing and unit revenue performance for both were deteriorating (see Exhibit 4) and both were facing some strong headwinds. The result was a renewed focus on lowering the cost structure and gaining efficiencies; otherwise, the two airlines risked joining the list of failed airlines. WESTJET BACKGROUND In 1996, Clive Beddoe and three other partners founded WestJet after Beddoe became frustrated at the exorbitant cost and poor level of service he received when he travelled between Calgary and Vancouver for business. The founders decided to model WestJet after a well-known, highly successful low-cost airline in the United States, Southwest Airlines. In addition to creating a low-cost structure like Southwest, a foundational element of WestJet’s business model, and perhaps its biggest competitive differentiator, was its focus on a unique culture of care. The company referred to its passengers as “Guests” and to fellow employees as “WestJetters.” WestJet’s compensation philosophy and specifically its employee share purchase program (ESPP) enabled WestJetters to contribute up to 20 per cent of their salary to buy WestJet shares, with the company matching contributions at 100 per cent. Further, WestJet established a profit sharing program whereby, twice a year, a percentage of profits was shared by all WestJetters. These programs fuelled the culture of care and fostered a sense of pride and ownership as all WestJetters developed a vested interest in the success and profitability of the company.

      3 Toronto Pearson, “Toronto Pearson (Enplaned + Deplaned) Passenger,” Passenger Traffic, December 7, 2015, accessed January 27, 2016, www.torontopearson.com/uploadedFiles/GTAA/Content/About_GTAA/Statistics/PassengerTraffic_102 015.pdf. 4 YVR, “YVR Passengers (Enplaned + Deplaned) 1992-Present,” accessed January 27, 2016, www.yvr.ca/Libraries/ Aviation_Marketing/1992-present_YVR_Enplaned_Deplaned_Passengers_November_2015.sflb.ashx. 5 YYC Calgary Airport Authority, “Calgary International Airport Local E&D Passenger Statistics,” Passenger Statistics, accessed January 27, 2016, www.yyc.com/en-us/media/factsfigures/passengerstatistics.aspx.

       

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      Page 3 9B16E019 WestJet’s low-cost structure enabled the airline to offer lower fares relative to its competitors. It was estimated that WestJet’s cost advantage was at least 30 per cent better than Air Canada and Canadian Airlines.6 WestJet was able to achieve its cost advantage by operating only a single fleet type, which allowed for efficiencies in training, maintenance, parts, and tooling. The airline also prided itself on having quick aircraft turns, which increased its aircraft utilization. WestJet offered only one class of service (economy), and a paperless ticketing system. Unlike most existing carriers, the company also allowed one- way fares without ticket restrictions, such as Saturday night layovers, providing consumers with greater flexibility. The result was lower fares and higher profitability. From 1996 to 2016, WestJet had grown from operating three aircraft across five Canadian cities with 220 employees, to operating 139 aircraft across 100 destinations (in North America, Central America, the Caribbean, and Europe) with more than 10,000 employees. Since inception, WestJet had generated a profit in every year of operations with the exception of 2004 (see Exhibit 5). Annual revenue in recent years was approximately $4 billion, thanks in part to initiatives such as the introduction of subsidiaries (vacations, regional travel), global partnerships, a rewards program, charging baggage fees for checked baggage, and the introduction of Plus seating to attract more business guests. WestJet also acquired four Boeing 767- 300ER wide-body aircraft in order to open up overseas expansion opportunities. LOOKING AHEAD Despite all the initiatives implemented over the years to grow revenue, as the economic reality of weakening demand started to set in for 2015, WestJet faced some serious revenue challenges. One of WestJet’s advantages, its low cost structure versus its key competitor Air Canada, had been deteriorating over time. Gregg Saretsky, WestJet’s president and chief executive officer, estimated in late 2012 that this cost advantage had shrunk from over 30 per cent, to only 10–15 per cent.7 WestJet’s controllable unit cost structure, as measured by cost per available seat mile (CASM), excluding fuel and profit share, had been trending upwards (see Exhibit 6). As a result, there was a renewed focus on cutting costs and becoming more efficient in the face of revenue uncertainty. WestJet’s ability to leverage IT would be a critical factor in gaining efficiencies in the airline operations supporting the company’s renewed focus on low cost. The airline had successfully adapted technology by allowing its guests to perform more functions on their own (i.e., self-serve) versus contacting a WestJetter, and by sending automated notifications to guests about their upcoming flight. WestJet had also expanded its telecommunications platform to allow contact centre agents to work from home, thus allowing personnel to avoid bad weather, reduce absenteeism, and adopt more desirable work schedules, while enabling the company to free office space for future growth and to access an expanded language labour pool.8 A third area in which WestJet had been able to leverage technology was in improving the guest experience through social media platforms. SUCCESS OF SOCIAL MEDIA AT WESTJET In 2008, given the ownership culture at WestJet, one WestJetter decided to create a WestJet Twitter account on personal time to communicate seat sales to followers (see Exhibit 7). In the fall of 2009,

      6 Scott Deveau, “WestJet Looking to Cut Costs as ‘Cushion’ over Air Canada Shrinks,” Financial Post, December 6, 2012, accessed January 27, 2016, http://business.financialpost.com/news/transportation/westjet-looking-to-cut-costs-as-cushion- over-air-canada-shrinks. 7 Ibid. 8 WestJet, “2014 Annual Information Form March 18, 2015,” 15, November 5, 2013, accessed January 27, 2016, www.westjet.com/pdf/investorMedia/financialReports/WestJet2014AIF.pdf.

       

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      Page 4 9B16E019 WestJet officially took over the Twitter account and hired its first full time WestJetter dedicated to social media, Hounslow, to manage both Twitter and Facebook. The timing was fortuitous; in November 2009, WestJet’s planned cutover to a new core IT reservation system, called Sabre, did not go as planned and created significant customer relations issues (e.g., guests were forced to wait on hold for hours to speak with a WestJetter). Social media provided a channel for guests to reach WestJet in real-time to have critical issues resolved. This social media presence also conveyed a sense that WestJet was doing everything it could to take care of its guests. Since then the company fully embraced social media as a means to connect, communicate, and maximize reach. WestJet continued to grow its social media presence and by 2015 participated in seven social media platforms: Twitter, Facebook, YouTube, Instagram, WestJet Blog, LinkedIn, and Periscope (see Exhibit 8). As social media evolved and grew, WestJet developed and formalized its social media strategy around three pillars: customer service, revenue support, and brand engagement.

      Customer service focused around addressing guest questions, comments, and issues, and on minimizing average response time to inbound messages. WestJet was committed to demonstrating to guests the company’s caring culture and to interacting with guests in whatever manner they were most comfortable.

      Revenue support leveraged social media as a channel to sell seats. WestJet had significant success in this area. One example of this was WestJet’s Kargo Kids April Fool’s video from 2012, which was promoted through multiple social platforms. Not only did the video generate over 1.2 million views, but through links and promotion code tracking, WestJet directly attributed over $1 million in sales to watchers.

      Brand engagement referred to building and extending awareness of WestJet and its brand of a caring and fun culture. A great example of how WestJet created engagement was through its 2013 Christmas Miracle video, which by 2015 had been viewed over 44 million times across 234 countries and made more than one billion Twitter impressions (see Exhibit 9).

      By engaging with social media platforms since 2008, WestJet created a significant number of “followers,” “likes,” and “subscribers” reaching different demographics of guests (see Exhibit 10), and was among the top airlines globally for social media reach. The scale of WestJet’s social media could be leveraged to compete more effectively against both existing airlines and new entrants. Further, at a time when revenue and the demand environment were weakening, having these platforms to communicate to guests not only supported short-term results but potentially built long-term loyalty to WestJet. As such, it seemed important that WestJet stay active with its existing social platforms while continuing to evaluate and adopt new platforms. Further, understanding how these platforms potentially allowed WestJet to reach new guests, or extend its reach into existing guest demographics, seemed relevant to the company’s short-term revenue needs as well as its long-term growth ambitions. Two newer and increasingly popular social media under consideration were Snapchat and Pinterest. SNAPCHAT Snapchat had quickly risen to be a significant platform in social media since its original release in 2011, so much so that Facebook made an acquisition offer of $3 billion (cash) in November 2013.9 In November 2015, Snapchat confirmed that “users of the ephemeral messaging app were now watching six billion

      9 Vijay Pandurangan, “The Key to Snapchat’s Profitability: It’s Dirt Cheap to Run,” Wired, January 29, 2014, accessed January 27, 2016, www.wired.com/2014/01/secret-snapchats-monetization-success-will-surprise/.

       

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      Page 5 9B16E019 videos every day.”10 This was up from the September 2015 report of four billion views, which was up from the May 2015 report of two billion views. Snapchat was reported to have 100 million daily active users11 involving 18 per cent of all social media users in the United States.12 Snapchat was rated the third most popular social app among the 18 to 34-year-old demographic, following Facebook and Instagram, but ahead of Twitter.13 A further review of Snapchat demographics revealed the heaviest users were millennials, with those in the 18–24-year-old demographic accounting for 45 per cent of views, followed by those in the 25–34-year-old group responsible for 26 per cent of views (see Exhibit 11). The gender breakdown of Snapchat users was 70 percent female and 30 percent male.14 Only a few companies (e.g., McDonalds, Starbucks, Audi, Heineken, General Electric, and CNN) had expanded their social media strategies to encompass Snapchat despite its massive popularity. Therefore, commercial adoption was still relatively low. As of November 2015, only four airlines had pursued Snapchat—Aer Lingus in 2014, Air New Zealand, Wow Air, and Virgin America in October 2015.15 Companies were using the short video formats or “Snapchat Stories” primarily to share exclusive or behind the scenes content. For example, Wow Air used Snapchat almost daily to provide customers with unique behind the scenes views through the eyes of flight attendants, ground crew, or travellers. Other companies like Cover Girl used the platform to direct Snap chatters towards the content they had built on their website.16 PINTEREST Evan Sharp, co-founder of Pinterest, defined the social media network as “a place where people can go to get ideas for any project or interest in their life. And as you encounter great ideas and discover new things that you didn’t even know were out there, you can pin them and make them part of your life through our system of boards . . . Pinterest is about connecting you with people who manifest one thing you want your life to be like.”17 Launched in 2010, Pinterest had acquired more than 30 percent of U.S. social media users by 2015;18 17 per cent of users visited the website daily, for an average time spent on the website of 14.2 minutes per visit.19 By June 2015, active Pinterest users surpassed 100 million,20 and the company was valued at $11

      10 Lucas Matney, “Snapchat Reaches 6 Billion Daily Videos Views, Tripling from 2 Billion in May,” TechCrunch, November 9, 2015, accessed January 27, 2016, http://techcrunch.com/2015/11/09/snapchat-reaches-6-billion-daily-videos-views-tripling- from-2-billion-in-may/. 11 Kate Talbot, “5 Ways to Use Snapchat for Business,” Social Media Examiner, July 28, 2015, accessed January 27, 2016, www.socialmediaexaminer.com/5-ways-to-use-snapchat-for-business/. 12 Craig Smith, “By the Numbers: 70 Amazing Snapchat Statistics,” DMR Digital Stats/Gadgets, March 3, 2016, accessed January 27, 2016, http://expandedramblings.com/index.php/snapchat-statistics/. 13 Jeff Beer, “How 12 Brands Used Snapchat,” Co.Create, August 12, 2014, accessed January 27, 2016, www.fastcocreate. com/3033793/how-12-brands-used-snapchat/. 14 Evan Spiegel, “Snapchat by the Numbers: Stats, Demographics & Fun Facts,” Company Info (blog), October 7, 2015, accessed January 27, 2016, www.omnicoreagency.com/snapchat-statistics/. 15 Cynthia Drescher, “Get an Inside Look at Airlines on Snapchat,” Conde Nast Traveler, November 7, 2015, accessed January 27, 2016, www.cntraveler.com/stories/2015-11-06/get-an-inside-look-at-airlines-on-snapchat/. 16 Lucy Hitz, “10 Brands to Watch on Snapchat Right Now,” Simply Measured, July 31, 2015, accessed January 27, 2016, http://simplymeasured.com/blog/10-brands-to-watch-on-snapchat-right-now/#sm.105jap2i8kcncttg11guqnuxw1. 17 Alexis Madrigal, “What Is Pinterest? A Database of Intentions,” The Atlantic, July 31, 2014, accessed January 27, 2016, www.theatlantic.com/technology/archive/2014/07/what-is-pinterest-a-database-of-intentions/375365/. 18 Craig Smith, “By the Numbers: 270 Amazing Pinterest Statistics,” DMR Digital Stats/Gadgets, March 9, 2016, accessed January 27, 2016, http://expandedramblings.com/index.php/pinterest-stats/. 19 Ibid. 20 Erin Griffith, “Pinterest Hits 100 Million Users,” Fortune, September 17, 2015, accessed January 27, 2016, http://fortune.com/2015/09/17/pinterest-hits-100-million-users/.

       

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      Page 6 9B16E019 billion.21 The demographic makeup of Pinterest users was fairly distributed with 26 per cent of users falling in the 25–34-year-old group followed by 21 per cent in the 35–44-year-old group (see Exhibit 11). Females made up 85 per cent of the users,22 and 45 per cent of users were outside the United States.23 Pinterest had been used successfully by many companies such as Target, Nordstrom, Jetsetter, Four Seasons Hotels and Resorts, and Sony. These companies provided content for users with ideas on fashion, recipes, planning the next vacation, home projects, new products, and much more. Nordstrom had attracted over four million followers: “With 64 boards—covering DIY, fashion, designer products, and decorating— they offer users plenty of rich, dynamic images, linking to countless [numbers] of items.”24 Four Seasons Hotels and Resorts also successfully used the online service:

      Pins connect users to hotels all over the world through visually appealing photos of pools, oceans, decadent rooms and lush gardens. They also include pictures of delicious gourmet meals. It attracts the pinner to the hotel, saving it for future vacation ideas. The Four Seasons reports a 1,000 per cent increase in daily visitors to its sites and a 1,700 per cent increase in clicks from Pinterest.25

      A long list of airlines, such as Southwest, Air New Zealand, British Airways, American, and Virgin America, had adopted Pinterest. Southwest had 20 boards on Pinterest with varying information including travel tips, destinations, and its annual report. CONTINUED EVOLUTION AND GROWTH Bartrem and Hounslow continued their discussion about which platform would best fit WestJet’s social media strategy and would support WestJet in both the short term and long term. They were excited at the prospects of continuing to grow and reach even more guests through social media, and were convinced that social media could provide a distinctive competitive advantage through this challenging time. Having been long time WestJetters, both were optimistic that the company’s culture of ownership and care would come together and bring success. But they were also wary of the serious challenges at hand. Given the softening revenue, the demand environment, and the renewed internal focus on cost reduction, a concurrent launch of both platforms was not possible; in fact, they would be lucky to add just one new medium in 2016. Which one should they bet on? How would it be supported? How exactly would it be utilized? They needed to get creative.

      21 Jessica Guynn, “Pinterest to Launch ‘Buy’ Buttons,” USA Today, June 2, 2015, accessed January 27, 2016, www.usatoday.com/story/tech/2015/06/02/pinterest-buy-button-buyable-pins/28359997. 22 Smith, op. cit. 23 Ibid. 24 Asher Elran, “6 Businesses That are Using Pinterest to Their Advantage,” LinkedIn, October 14, 2015, accessed January 27, 2016, www.linkedin.com/pulse/6-businesses-using-pinterest-advantage-asher-elran. 25 “5 Brands Are Using Pinterest,” Vizified (blog), November 2015, accessed January 27, 2016, www.vizified.com/uncategorized/brands-are-using-pinterest-for-business-success/.

       

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      Page 7 9B16E019

      EXHIBIT 1: ESTIMATED DOMESTIC SCHEDULED CAPACITY MARKET SHARE

      Source: “OAG data based on ASMs during the period from January 1, 2014 to December 31, 2014; represents the estimated share of the overall domestic scheduled capacity of Air Canada and its Contracted Carriers. The estimated share of the overall domestic scheduled capacity of the other carriers presented also includes the domestic scheduled capacity of their respective affiliated or contracted regional carrier(s), when applicable.” Air Canada, “2014 Annual Information Form,” March 31, 2015, p. 22, accessed March 21, 2016, www.aircanada.com/en/about/investor/documents/2015_aif.pdf.

      EXHIBIT 2: AIR CANADA AND WESTJET 2014 PERFORMANCE

      Financial Summary ($ in thousands, except per unit data) WestJet Air Canada Revenue 3,976,552$ 13,272,000$ Earnings before income taxes 390,307$ 105,000$ Net earnings 283,975$ 105,000$ Adjusted net earnings 317,188$ 531,000$ Load Factor 81.4% 83.4% Yield 19.09 18.90 RASM (cents) 15.54 18.00 CASM (cents) 13.68 16.90 CASM, excluding fuel, employee profit share (cents) 9.15 9.15 Segment Guests 19,651,977 38,526,000 Number of employees at period end 8,698 24,400 Fleet size at period end 122 364

      Sources: Air Canada, “2014 Annual Information Form,” March 31, 2015, accessed March 21, 2016, www.aircanada.com/en/about/investor/documents/2015_aif.pdf; WestJet, “Annual Report 2014,” March 18, 2015, accessed March 21, 2016, www.westjet.com/pdf/investorMedia/financialReports/WestJet2014AR.pdf.

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      Page 8 9B16E019

      EXHIBIT 3A: AIR CANADA FLEET PLAN

      ACTUAL 2014 2015 2016 2017

      MAINLINE WIDE-BODY AIRCRAFT Boeing 787-8 6 8 8 8 Boeing 787-9 – 3 13 22 Boeing 777-300ER 17 17 19 19 Boeing 777-200LR 6 6 6 6 Boeing 767-300ER 21 17 15 10 Airbus A330-300 8 8 8 8 NARROW-BODY AIRCRAFT Boeing 737 MAX – – – 2 Airbus A321 10 13 14 14 Airbus A320 41 43 43 43 Airbus A319 18 18 18 18 Embraer 190 45 32 25 25 TOTAL MAINLINE 172 165 169 175

      AIR CANADA ROUGE WIDE-BODY AIRCRAFT Boeing 767-300ER 8 14 18 25 NARROW-BODY AIRCRAFT Airbus A321 – 2 5 5 Airbus A319 20 20 20 20 TOTAL AIR CANADA ROUGE 28 36 43 50

      TOTAL WIDE-BODY AIRCRAFT 66 73 87 98 TOTAL NARROW-BODY AIRCRAFT 134 128 125 127 TOTAL MAINLINE AND AIR CANADA ROUGE 200 201 212 225

      PLANNED

      Source: Air Canada, “Annual Report 2014,” accessed March 21, 2016, www.aircanada.com/en/about/investor/documents/ 2014_ar.pdf.

      EXHIBIT 3B: WESTJET FLEET PLAN

      ACTUAL TOTAL 2014 2015 2016 2017 2018-20 2021-23 2024-27 2027

      BOEING 737-600 NG 13 – – – – – – 13 737-700 NG 64 – – – – – – 64 737-800 NG 30 12 5 1 – – – 48 737 MAX 7 – – – – 6 4 15 25 737 MAX 8 – – – 4 19 11 6 40 767-300 ERW – 2 2 – – – – 4 Disposals – (5) – – – – – (5) Lease expiries – (5) (6) (6) (21) (10) – (48)

      TOTAL BOEING AIRCRAFT AFTER LEASE EXPIRIES 107 4 1 -1 4 5 21 141

      BOMBARDIER Q400 NextGen 15 10 5 – – – – 30

      TOTAL FLEET AFTER LEASE EXPIRIES 122 14 6 (1) 4 5 21 171

      Future Deliveries

      Source: WestJet, “Annual Report 2014,” accessed March 21, 2016, www.westjet.com/pdf/investorMedia/financialReports/ WestJet2014AR.pdf.

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      Page 9 9B16E019

      EXHIBIT 4: AIR CANADA AND WESTJET Q3 2015 REVENUE PERFORMANCE

      2015 2014 % change 2015 2014 % change Load Factor 78.4% 79.7% -1.6% 83.5% 83.4% 0.1% Passenger Revenue per RPM (Yield) 18.7 19.1 -1.9% 18.0 18.9 -4.8% Passenger Revenue per ASM (cents) n/a n/a n/a 15.1 15.8 -4.4% Operating Revenue ASM (RASM) (cents) 14.7 15.6 -5.8% 17.1 18.0 -5.0%

      Air CanadaWestJet

      Source: WestJet, “Management’s Discussion and Analysis,” February 1, 2016, accessed March 21, 2016, www.westjet.com/pdf/investorMedia/financialReports/WestJet2014Q4-MDA.pdf; Air Canada, “2015 Management Discussions and Analysis,” February 17, 2016, accessed March 21, 2016, www.aircanada.com/en/about/investor/documents/2015_MDA_q4.pdf.

      EXHIBIT 5: WESTJET TRACK RECORD OF PROFITABILITY SINCE INCEPTION

      Source: WestJet, “Cowen and Company Global Transportation Conference,” presentation, 4, September 9, 2015, accessed March 21, 2016, www.westjet.com/pdf/investorMedia/WJA%20Presentation%20Cowen%20Sep%2020150909.pdf.

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      Page 10 9B16E019

      EXHIBIT 6: WESTJET UNIT COST STRUCTURE, CASM-EX FUEL, ON THE RISE

      Source: WestJet, “Cowen and Company Global Transportation Conference,” presentation, 12, September 9, 2015, accessed March 21, 2016, www.westjet.com/pdf/investorMedia/WJA%20Presentation%20Cowen%20Sep%020150909.pdf.

      EXHIBIT 7: WESTJET’S FIRST TWEET

      Source: WestJet, “50% off Fall Travel,” Twitter, July 21, 2008, accessed March 21, 2016, https://discover.twitter.com/first- tweet#WestJet.

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      Page 11 9B16E019

      EXHIBIT 8: WESTJET SOCIAL MEDIA PLATFORMS OVER TIME

      Source: Company records.

      EXHIBIT 9: WESTJET CHRISTMAS MIRACLE 2013 STATISTICS

      Source: Company records.

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      Page 12 9B16E019

      EXHIBIT 10: WESTJET SOCIAL MEDIA DEMOGRAPHICS

      Source: Company records.

      EXHIBIT 11: AGE DISTRIBUTION AT SOCIAL MEDIA NETWORKS

      Note: U.S. Data—Users Aged 18 and Over—December 2014. Source: Mark Hoelzel, “A Breakdown of the Demographics for Each of the Different Social Networks,” Business Insider, June 20, 2015, accessed March 21, 2016, www.businessinsider.com/update-a-breakdown-of-the-demographics-for-each-of- the-different-social-networks-2015-6.

      Female Male Female Male 13-17 0.5% 0.5% 3% 3%

      Female Male 18-24 5% 4% 8% 14% Facebook 71% 29% 25-34 17% 7% 9% 19% Twitter 44% 56% 35-44 17% 6% 6% 13% YouTube 36% 64% 45-54 15% 5% 4% 8%

      55-64 11% 3% 3% 4% 65+ 5% 2% 3% 3%

      Facebook YouTube

      45%

      28% 28% 23% 19% 16% 16% 15% 14%

      26%

      23% 25% 26%

      22% 25% 22% 26% 21%

      13%

      17% 18% 19%

      21% 22% 19%

      21% 22%

      10%

      15% 13% 15% 18% 18%

      18% 17%

      18%

      6%

      10% 11% 12% 13% 13% 15%

      15% 16%

      7% 6% 4% 7% 7% 10% 7% 9%

      Snapchat Vine Tumblr Instagram Twitter Google+ Facebook Pinterest LinkedIn

      18-24 25-34 35-44 45-54 55-64 65+

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      • Source: “OAG data based on ASMs during the period from January 1, 2014 to December 31, 2014; represents the estimated share of the overall domestic scheduled capacity of Air Canada and its Contracted Carriers. The estimated share of the overall domest…
      • Source: Air Canada, “Annual Report 2014,” accessed March 21, 2016, www.aircanada.com/en/about/investor/documents/
      • 2014_ar.pdf.
      • Source: WestJet, “Annual Report 2014,” accessed March 21, 2016, www.westjet.com/pdf/investorMedia/financialReports/
      • WestJet2014AR.pdf.
      • Source:9T Company records.
      • Source:9T Company records.
 
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Exchange Rate Effect on Industry

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Review  Group Problems G11-1: Exchange Rate Effect on Industry and G11-2:  Exchange Rate Effects on Your Firm, located at the end of Chapter 11 in Managerial Economics: A Problem Solving Approach.  Select one problem that relates to you and your current position in the  work environment. Complete your response in 750-1,000 words. Support  your response with personal experiences or examples.

Alternate Scenario: If  you are in an industry that does not deal with any foreign exchange  transactions, use the petroleum industry for this assignment. Imagine  that you work for a domestic oil refinery, and answer either question  G11-1 or G11-2. You do not work for an oil producer, but rather for a refinery,  which turns crude oil into many different petroleum products, from jet  fuel to gasoline, which are then sold to world markets. You have the  option of purchasing crude oil from U.S. sources or from various foreign  countries. You must purchase crude oil in order to make products that  you can sell in the United States or in other countries.

Prepare  this assignment according to the guidelines found in the APA Style  Guide, located in the Student Success Center. An abstract is not  required.

This  assignment uses a rubric. Please review the rubric prior to beginning  the assignment to become familiar with the expectations for successful  completion.

You are required to submit this assignment to LopesWrite. Please refer to the directions in the Student Success Center.

Review  Group Problems G11-1: Exchange Rate Effect on Industry and G11-2:  Exchange Rate Effects on Your Firm, located at the end of Chapter 11 in Managerial Economics: A Problem Solving Approach.  Select one problem that relates to you and your current position in the  work environment. Complete your response in 750-1,000 words. Support  your response with personal experiences or examples.

Alternate Scenario: If  you are in an industry that does not deal with any foreign exchange  transactions, use the petroleum industry for this assignment. Imagine  that you work for a domestic oil refinery, and answer either question  G11-1 or G11-2. You do not work for an oil producer, but rather for a refinery,  which turns crude oil into many different petroleum products, from jet  fuel to gasoline, which are then sold to world markets. You have the  option of purchasing crude oil from U.S. sources or from various foreign  countries. You must purchase crude oil in order to make products that  you can sell in the United States or in other countries.

Prepare  this assignment according to the guidelines found in the APA Style  Guide, located in the Student Success Center. An abstract is not  required.

This  assignment uses a rubric. Please review the rubric prior to beginning  the assignment to become familiar with the expectations for successful  completion.

You are required to submit this assignment to LopesWrite. Please refer to the directions in the Student Success Center.

 
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CustomeCustomer Relationship Management

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Student Number:

 

 
An Evaluation of Zoho CRM – does it comply with CRM theory?
 

This report evaluates Zoho CRM, as example standard CRM software,

for compliance with accepted CRM theory.
 
[Student ID]
[Date]

[Word Count]

 

 

 

 

 

 

 

Contents Introduction 2 Aim 2 Objectives 2 Main body (6 questions) ZOHO CRM and key –map (table) Figures Record types with ZOHO CRM Marketing and sales campaign in ZOHO CRM Modifying ZOHO CRM to specific business needs Conclusions 2 Recommendations 2 References 2 Appendix A – My Lead records converted to Accounts and Contacts 3 Appendix B – (Home dashboard screenshot) 4

 

-Use examples based upon lab exercises.

-Create and maintain a record of all lab exercises completed.

-Use supporting research where necessary.

You can write your answers to the questions in any order that matches how you want to structure your report.

You may find that when answering the questions some answers may have fewer or more words and this is to be expected.

You do not have to use the suggested shortened headings as the questions are not included in your word count.

 

This zoho CRM website maybe can help you, sign in it:

 

https://accounts.zoho.com/signin?servicename=ZohoCRM&signupurl=https://www.zoho.com/crm/lp/signup.html?plan=enterprise

account: [email protected], password: 68866881baba

Don’t worry about any Appendix and images.

 

Introduction 200 – 300 words

Detail the overall aim and describe supporting objectives. Be clear about the structure you have within the report and make sure the objectives point to the questions asked.

Aim

Objectives

 

Main body 1150 words

A medium-sized business that sells extreme sports equipment (eXtremeSPORTS) wishes to use Zoho CRM for their customer focused activities. They want you to assess the software tool before they purchase it so you need to make appropriate recommendations. They have some key questions:

 

1. Appraise the record types in Zoho CRM in relation to the CLC (leads, account), 100-150 words.

Shorter heading – Record types within Zoho CRM

 

Zoho appears to only link to the acquisition stage.

 

Table 1 Zoho CRM adapted to CLC

This is might support the view that zoho is limited. However, if we consider the CLC by the Blogg (2010), zoho complies fully. The CLC used by Rebble (2018) includes many stage that are not applicable with general CRM theory according to Crystal (2018) and Buttle (2014).

Figure 2- show the spread of potential deals along the CLC.

2. How does Zoho CRM comply with the CLC/CLV/SVOC?

Shorter heading – Zoho CRM and key CRM theory

Give the reason that zoho CRM relates to CLC/CLV/SVOC.

Figure 3-customer life cycle

 

If we use Bloggs (2018) view of the CLC which includes Acquisition, Retention and Renewal, it is arguable that zoho complies the first stage only. However, if the CLC according to Joe (2018) (a little explain) zoho appears to satisfy all stages of the CLC.

 

3. Assess Marketing and Sales campaigns in terms of the CLC/CLV.

Shorter heading – Marketing and Sales Campaigns in Zoho CRM

How can Marketing and Sales campaigns help the company?

 

Sales campaigns is full-scale implementation of a sales strategy for a product or a market segment in a geographical area to achieve specified objectives.

 

4. What type of CRM software is it? Consider Operational, Analytical, and Strategic, and justify your answer.

Shorter heading – Classifying Zoho CRM.

Benefit of operational CRM, analytical CRM, and Strategic CRM,

Image result for operational crm, analytical crm and strategic crm

Figure 6-three types of CRM

What is include relationship with CLC, CLV?

-Record type within zoho CRM

 

5. How does Zoho CRM facilitate communication between eXtremeSPORTS and their customers.

Shorter heading – Facilitating communication.

Figure 9- different ways to communicate with customers in zoho CRM

Choose one way to communication, (meeting, call)

Why choose, benefit

 

 

6. Assess the usefulness of workflow/business processes and customisation.

Definition, and how to fit it in workflow.

Shorter heading – Customisation in Zoho CRM.

Explain benefit to company

 

Conclusions [about 200-300 words]

 

Recommendations [about 50 words]

 

References

 

Appendix A – My Lead records converted to Accounts and Contacts

 

 

Lead Name Company Name
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   

 

 

 

Appendix B – (Home dashboard screenshot)

 

 

 

10

 
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