Introduction
The case study touches upon several concepts discussed in the chapter. First of all, it concerns the concept of Enterprise Applications with their importance for global companies inside the corporate activities. This technological appliance serves as an optimal helper in maintaining problems with databases and features considered with the items having been shipped or in inventory (Laudon & Laudon, 2009). Also one of the main and direct concepts worked out in the case study is Enterprise Resource Planning (ERP) systems, “which are based on a suite of integrated software modules and a common central database” (Laudon & Laudon, 2009, p. 339). Enterprise Software is described in the chapter as the material base for ERP functioning. Demand-Driven Supply Chain is another concept being touched upon due to its strategic significance: “If all supply chain members share dynamic information about inventory levels, schedules, forecasts, and shipments, they have more precise knowledge about how to adjust their sourcing, manufacturing, and distribution plans” (Laudon & Laudon, 2009, p. 345). Finally, Customer Relationship Management (CRM) systems provide one more concept worked out in the case study.
Main mistakes of Symantec
In the case of Symantec’s ERP systems, the shortsightedness of the company in terms of how to face customers’ demands was influenced greatly. The management team was not able to point out the perspectives of the “Project Oasis” rollout. Furthermore, the company did not take into account the use of Customer Relationship Management (CRM) systems to primordially evaluate possible problems. The technical approach is important to point out that the feedbacks of customers were negative due to a great amount of information to be faced with and a relatively great number of operations provided (Laudon & Laudon, 2009). Moreover, the negative effect was also considered with several kinds of software appliances on the front and on the back ends of Veritas-with-Symantec ERP reckoned with Oracle software. Also, the changes to the licensing system became an obstacle.
Response of Symantec
The senior management team was quite rational in their finding of the best ways for problem solutions. They pointed out very huge losses of current “loyal customers” and partners and provided a dealing net of the company’s representatives throughout the country so that to improve connections with customers. The company redesigned its strategic outlook and provided “Project Nero” hoping for success. Success was achieved when Symantec incorporated in their overhaul plan Net Promoter methodology. This supplement was useful to identify “customers’ criticism” and comments according to changes in Symantec to have a whole picture of main drawbacks (Laudon & Laudon, 2009).
Personal initiatives for the prevention of the problem
As for me, the main mistake of Symantec was incorporated in their nonchalant attitude towards their ERP systems’ development in terms of finding out the launch of products within departments in comparison with competitors. I would rather maintain and set the control of updating software and outlining the weaknesses it has at the moment. This command would be for the IT department concretely without any intrusions from the side of the senior management team.
Personal attitude as if being a customer or a partner
If I were a partner or a customer to Symantec I would rather abandon the company’s help due to the negative effect of “lagging behind the competitors” in time and reliability prospects. Because CEO Thompson worked out a strategic reaction toward resolving the problem, and because of the main approach on customers- and partners-related issues to be primarily satisfied, I would like to use ERP systems considered with the “Project Nero” (Laudon & Laudon, 2009).
Reference
Laudon, K. C., and Laudon J. P. (2009) Management Information Systems: Managing the Digital Firm. Ed. 11 New Jersey: Pearson Prentice-Hall, Upper Saddle River.