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Chapter 12 • Customer Relationship Management 351

The customer service representative also felt as if the CRM created more work. Even
though she was able to input information into the system directly while she was conducting
business, other customer service representatives, who did not have access to the CRM, were
funneling information transactions through her. She also became the de facto trainer
because the salesmen found it easier to ask her how to manipulate the software when they
ran into difficulties.
Another problem was that Plexipave’s major business is outside the United States.
McGraw-Hill did not extend its reporting services internationally, so the CRM service
followed suit and did not account for fields to enter international postal codes, country codes,
and the like. Plexipave salesmen also travel to remote areas, sometimes without wireless
Internet connections or the proper technology to integrate the use of a remote CRM in their
daily travels. Whereas training was given on how to operate the software, many lacked the
knowledge to understand the strategic advantage that could be derived from CRM programs.
Last, the director’s frequency of accessing the system decreased and his enthusiasm
wavered after numerous complaints from the salesmen that the program created unneces-
sary work. In an attempt to save the program, the Dodge Reports representative showered
the Plexipave division with offers of training and software upgrades. For these reasons, the
director is unlikely to explore implementation during his tenure unless there is another
decision maker who is willing to champion the program. What do you think?

CASE QUESTIONS
1. What was wrong with Plexipave’s CRM strategy?
2. What was wrong with the McGraw-Hill/Siebel-hosted CRM application?
3. Do you think Plexipave should implement another CRM system? Provide detailed
recommendations.