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Creating a Strong Customer Relationship Management Plan

Scenario Marketing
. You have just been named marketing manager of a major franchise. Your job will be to perform the daily tasks of a marketing manager.
So what does a marketing manager do? As you know, marketing plays an essential role in almost every industry segment. In its simplest form, marketing management is about making certain that customers’ needs and wants are met while increasing the profits of a company. A marketing manager’s responsibilities can vary a great deal, but will always have this as a central purpose.
Select one of the company’s below for which you would like to be marketing manager.
Edible Arrangements® – Edible fruit baskets – Creates fresh fruit arrangements and gourmet chocolate dipped fruit to order.
Cartridge World® – Cartridge Company – carries a complete line of both inkjet and toner printer cartridges. Offers both remanufactured and Original Brand (OEM) ink and toner cartridges for nearly all brands of printers, copiers, fax and postage machines.
Liberty Tax Service® – Taxes – provides tax service to both consumers and businesses.
Assumptions

The CEO of your company wants you to create a strong current customer relationship management plan. You will present the plan as a PowerPoint presentation with audio to all of the franchisees at the next annual franchise meeting.
As the rate of innovation increases, companies face expanding product/service lines, shorter product and service lifecycles, and more frequent product/service transitions. All of these can bring tremendous value but also pose enormous challenges and risks.
The article “The Art of Managing New Product Transitions” by Erhun, Gonclave, and Hopman (2007) from the readings for this module includes a matrix titled “Product Drivers and Risk Factors,” which focuses on Intel, a company that manufactures high-tech products (p. 76). Based on your readings and research, address the following issues:
Redesign the product risk factor matrix so that the factors are appropriate for a services firm that delivers traditional tax accounting and audit services. For example, among the supply risks, assume that the company relies on individuals with specific knowledge of the tax law in the jurisdictions where its clients operate, be it state, federal, or foreign.
Now, assume that the firm wants to develop a management consultancy practice. (Alternatively, you may choose to add a legal services line instead.). Create a separate new matrix that summarizes the additional risk factors for this firm launching a management consultancy or legal services line. What additional risk factors are you adding to your matrix?
Explain how the business risks differ between traditional tax and audit services and management consulting services. In your opinion, what are the three biggest risks the firm faces if it diversifies into the new service line?
Recommend whether the firm should organically grow into a consultancy service or acquire a third party to achieve new goals. Justify your recommendations.
Develop a 6–8-slide presentation in PowerPoint format. Apply APA standards to citation of sources.
Be sure to include the following in your presentation:
A title slide
An agenda slide
A reference slide
Headings for each section
Speaker notes to support the content in each slide

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