Reviews a case study of a failed ambitious eCRM project.
This briefing is prepared by an independent writer who adds their own impartial comments.
After three years and $300m of investment, an e‐business initiative undertaken by a global technology solutions organization was recently branded a failure. The initiative, known here as “eCRM”, was meant to link sales, marketing, fulfilment, manufacturing and distribution systems together with the aims of reducing supply chain stock levels, increasing responsiveness to consumer demands, and increasing profit margins by providing a direct link to customers. But all the project finally achieved was a web‐interface for online sales. Stephen McLaughlin of the School of Business and Management in Glasgow, UK, has analyzed the case study to put forward lessons to learn and an e‐business strategy framework.
Puts forward a strategy for success for future e‐business projects.
Analyzes success and failure factors in e‐business initiatives and offers a framework for success.
