His conversations with many corporate telecommunications managers convinced him that while minimizing invoicing errors and seeking better contracts for customers were important, they were not the only problems these customers had. Teletron would continue to offer consulting and 5 Part IV The Information Management System auditing services to clients but would now provide a software product to its clients on a subscription basis.
In order to achieve his vision, Lybrook proposed to the board that three major transformations take place at Teletron. First, the senior management in the company who reported to Tim should be replaced.
Tim immediately hired a new vice president of client services. Exhibit 4 contains brief biographies of the key management team at Teletron as of April Second, Tim proposed the creation of a new, complex piece of software called Virtual Analyzer that could be delivered from Teletron s server in an application service provider ASP mode.
He believed that the ASP delivery vehicle would be more acceptable to the client than licensing the software. Lybrook is Teletron s chairman and chief executive officer. He founded Teletron in to take advantage of the inefficiencies in the telecommunications industry which he witnessed in the resort industry.
William L. Bennett is vice president of finance. He brings more than 7 years of diversified corporate financial experience to Teletron. His background includes work in several positions, ranging from financial analyst to controller to director of financial planning.
Bennett has been instrumental in supporting Teletron s financial initiatives through its past rapid growth, with sound financial planning and responsible cost management. Bennett is a CPA. Mary Ellen Pastor is director of human resources. Mary Ellen provides Teletron with human resource strategies acquired during her 10 years of experience in the telecommunications industry.
Pastor manages recruitment, employee relations, compensation and benefits, and organizational development for Teletron. Robert N. Jonas is director of information technology. Bob brings technology, business, and leadership skills to Teletron s information technology division.
In Mr. Jonas s 16 years of experience, he has held positions as systems analyst, manager of telecommunications, and director of systems development for a series of privately-held companies in the Midwest. Charles A. Bentley is director of sales. Chuck has more than 13 years of sales execution and leadership in the telecommunications and high technology industries. Most recently, he was the vice president of sales and business development for a Silicon Valley startup.
Prior to that, Chuck was a regional sales director, where he increased sales by an average of 16 percent over 5 years. Dennis M. Kirin joined Teletron in February of He brings to Teletron more than 10 years of customer service, information technology, and operations management experience.
He has designed, built, and managed multi-vendor customer service, training, and maintenance operations for both large and small businesses and is experienced in new products and services, pricing, business models, and operational infrastructure.
Kirin leads Teletron s client services department where his focus is on creating clients for life. Source: Company records. This software product had to have a great deal of knowledge imbedded in it, reflecting what highly experienced Teletron employees had formerly done.
Third, Tim knew that he had to change the entire culture at Teletron, especially the way the company went to market. In particular, the sales process had to change drastically.
From to , Teletron used a cadre of inside salespeople to sell a service directly to many clients, most of whom did not continue as clients after the initial engagement. This effort had to be replaced with a process that developed long-term relationships in which clients would subscribe to a software solution developed by Teletron that resided on Teletron s server.
The size of the call center would be reduced. Different kinds of salespeople would have to be hired those who could sell complex software to clients not used to buying it. New channels to reach the customer would have to be developed. Making the New Business Model a Reality Creating a new software package became a major part of implementing the new business model for Teletron.
On February 10, , Lybrook assigned the director of information technology, Robert N. Jonas, and the newly hired vice president of client services, Dennis M.
Kirin, to co-chair a task force that would design a new system. Their day-to-day duties were to be delegated to someone in their unit. In his memo, Tim laid out the following goals for the new system: Expand the range of services that Teletron provided.
Allow the client purchaser of the software to manage his telecommunications environment efficiently and effectively. Meet the broad range of needs of the telecommunications manager in corporations. Tim asked for a proposal by the end of April When Bob and Dennis returned with their proposal, Tim opened the meeting by saying: Thanks for putting all your effort into this project.
I realize that you have had to perform double duty for the last 2 months. Even though I asked you to delegate your day-to-day responsibilities to someone else, I know that you still had to run your shop as well as lead this task force. And, Dennis, you were new! But you and I both know that this system is very much the future of the firm. Rather than listen to a formal presentation, let me ask you some questions.
Let s start with the size of the market we can go after. Dennis replied, There is some good news here. The market is huge. With no dominant player in the market, this market is largely underserved. If we capture just 5 percent of that market, we are talking about a huge sales opportunity. And cost management is only one part of the functions that Virtual Analyzer will provide our clients.
I knew the potential was large, but I had no idea that it was that large, said Tim. But, let me ask you Bringing up his PowerPoint presentation, Dennis responded, Let me first describe our research process. We first pulled 1, company names of current and past clients from our database.
We then designed a four-page questionnaire that asked some questions about their satisfaction with our current services and asked about their needs. The questionnaires were sent to telecommunications managers in medium- to large-size corporations. We got usable responses out of the 1, questionnaires sent. Basically, there are six needs. The first is inventory management. They all have a massive problem determining the equipment and features installed in every part of their telecommunications environment.
They want a way to keep track of all of the telecommunications services used at each site. These services include the features, the service provider providing the service, the accounts that the service provider bills for the service, and the equipment used to provide the service. Second, they want better access to the provider plans and contracts the company is using.
Currently, most customers do not have a central database for this kind of information. In short, they don t know exactly what they are buying. They use lots of providers, each with many different plans or contracts. And they want to receive this information electronically.
They argued that in order to realize any significant cost savings, a customer must first understand exactly what plans and services they are subscribing to and the extent of their usage of that telecommunications service. For example, many large companies do not take the time to review their paper bills to determine what their long distance charges are to a particular state or country.
This is primarily due to the sheer size of their paper bills and the complexity of those bills. Third was expense management. This is our traditional area of expertise. Even if the customer can organize all their telecommunications data, there is still a level of expertise that is needed to analyze the data fully, and thereby realize significant cost savings.
While some companies seem to have this solved by hiring people to do the auditing or by using our service or the services of one of our competitors, most still believe that 7 Part IV The Information Management System they are missing lots of opportunities here. In addition to finding problems in current bills, the customers want help in recommending changes to existing plans and services. Fourth, our customers need help in vendor invoice processing and payment.
They need to collect all the bills for analysis first. Once they have analyzed the bills, the company wants to be able to send the corrected bills to accounts payable to issue payment. Obviously, they need to do this for each vendor.
Many need an interface to the company s accounts payable system. Fifth, they still have the old standby needs moves, adds, and changes.
Given all the organizational change in our customers these days, services at a particular site change very frequently. They may install a T1 line today only to have it removed in 2 months because the demand at that site has changed significantly. The customer needs a central point of contact for making these changes and providing oversight of the day-to-day duties to make sure the move, add, or change occurs on the most economical basis.
It would be great if the change were then updated in the overall inventory list of telecommunications services. Finally, they expressed a need for some analytical capability. Some of the reports they want include usage studies, service assessments and recommendations, market comparisons with other companies to determine if they are getting a good rate, vendor analyses to see if they have the best set of vendors, and risk assessment.
OK, that is a good list. I am not surprised by any of those needs, replied Tim. But will they buy a commercial software product to help them manage these issues? Or will they have their internal systems development department design a home-grown system? Or maybe they will just continue to do it manually? Or use an outside service? Let me handle that question, replied Jonas. We specifically asked that question in the survey.
The first thing that we found is that there is no way that they can get enough staff to perform these functions manually. Most have had staff cuts. And while the telecommunications managers would generally like to have an internal system tailored to their specific needs and processes, they are ready to buy a piece of commercial software. They recognize that with all the Y2K issues capturing the attention of their information technology departments now, they are not going to be successful in getting such a system designed internally.
And even when the Y2K issues go away, there is going to be such a backlog of other demands that they don t think they will be successful in getting a system written any time soon. I sure hope you are right, replied Tim. The people I am talking to tell me that acquisition of anything that is not Y2K related is being delayed. Of course, this product won t be out for 2 to 3 years so maybe that is not a big worry.
This fund has received over three hundred and forty million dollars all from donators In the United States, Americans have the ability to think and expressed their thoughts in a legal manner. Not that stating an opinion is erroneous but how society portraits it and handles it is entirely different.
In some cases children can come from the same household and one sibling can have problems with behavior and the other sibling acts perfectly fine. For this reason researchers did studies on where these behaviors come from. Researchers have done research and have shown that disruptive behavior can be genetic, but other factors play a role in disruptive behaviors which has drawn these questions: 1.
FASD has a wide range of possible birth defects which can be caused by exposure to alcohol in uterus. Funding this product will be an extremely difficult challenge for top management and financial advisors.
Obtaining assistance from outside and capital sources will have to be considered as part of the presentation to sell its product. Investors will become extremely selective because they are being asked to invest in a company with little revenue, while trying to support technology that has changed over time and has no history of success. Because there is no history behind this new Teletron 3 software this could be a drawback on selling this to different consumers although the companies past product has been successful.
Case Study Research: Foundations and Methodological Lean Management Case Studies. Marchwinski, Chet. And as this case study shows, Free inc. Discover why Guide ID audio guide device is the easiest solution for your visitors and staff!Industry Information Management The Industry Information Management system aggregates client telecommunication information into a database that views the information by industry rather than by client. We re not the first, but I think that we can be the best. The violations identified and logged are summarized for the analyst.
McGirr has been an active member of the disabled community for some time now After seeing this situation existing for several customers, Tim wondered if there was a business opportunity there.
After seeing this situation existing for several customers, Tim wondered if there was a business opportunity there. Jonas s 16 years of experience, he has held positions as systems analyst, manager of telecommunications, and director of systems development for a series of privately-held companies in the Midwest. Of course, he first had to decide whether he really wanted to go ahead with the project. Or use an outside service?
And while the telecommunications managers would generally like to have an internal system tailored to their specific needs and processes, they are ready to buy a piece of commercial software. By , things began to slow down a customers wanted to perform their own analysis and save the costs that Teletron charged to perform. Tim stopped for now.
See Exhibit 6. Well done, you guys. I thought you might have.
This is when Lybrook started to wonder how he was going to keep customers longer and how to automate some of the internal processes. As helicopters circled a wasteland that was once a major tourist attraction, the racism of the Deep South, thought to be extinct, proved it was only dormant Mary Ellen Pastor is director of human resources. Resort operators were consistently being overcharged for their telecommunications services, often by as much as 30 percent.
Rogers Communication started with a vision that "radio is an electric pipeline" by Edward S. What are the channels? Bob brings technology, business, and leadership skills to Teletron s information technology division.
Exhibit 1 contains a map of where Teletron s past and current customers were located in Exhibit 2 shows a selected list of past and current clients as of December In addition to serving many well-known clients, Teletron was generally successful from a financial standpoint, achieving a compounded revenue growth of more than percent from through See Exhibit 3 for the financial results of Teletron during Despite the financial success, in Lybrook began to question whether the company could continue to grow under its current business model. I need to consider whether I want to bet this company s future on this idea. However, we believe that a customer must at least subscribe to the Client Information Management and Vendor Invoice Processing and Vendor Invoice Payment modules in order to realize any significant advantages from the Virtual Analyzer system. The main logic of the system is to apply each rule to an invoice.
Give my thanks to the rest of your team, replied Tim.
Risks Required reliance on the Internet, but we have no experience using this communications medium. For example, the review may have found short calls and 25 long calls.