Shell Estore

Only available on StudyMode
  • Topic: Marketing, Royal Dutch Shell, User
  • Pages : 15 (4348 words )
  • Download(s) : 165
  • Published : February 16, 2011
Open Document
Text Preview
| | | | |Case Study – Estore at Shell Canada Ltd. | | | | | | | | | | | | | | | | | | |

T A B L E O F C O N T E N T S

E X E C U T I V E S U M M A R Yiii
I N T R O D U C T I O N1
P R O B L E M I D E N T I F I C A T I O N2
Front Office Problems3
Confusion with the Log-in Screen3
Difficult and complex Password system3
The Link for the eStore Website is hard to remember4
Back Office Problems4
New User Interface Standards are not retrofitted on older applications4 Wrong source of Notification messages4
Lack of accountability and effective communication in organizational transformation5 Branding and Positioning5
R E C O M M E N D A T I O N S6
A N A L Y S I S7
Internet Marketing7
Sub-branded website8
The Planning Phase9
The Analysis Phase9
The Development Phase9
The Implementation Phase10
P-Synch System10
Log-in Problems10
Cost Savings and Improved Productivity11
Improved Usability11
Costs of System11
A P P E N D I C I E S13
Appendix I. Shell Background Information13
Appendix II. P-Synch: Password Management Exhibit14
Appendix III. Recommended Login Pane Exhibit15
R E F E R E N C E S16

E X E C U T I V E S U M M A R Y

Shell Canada is a Canadian petroleum product manufacturer, distributor and marketer of refined petroleum products. In 2002, Shell Canada introduced the eStore. The eStore is a web-based system that was designed to allow agricultural customers to use self-serve technology to purchase products without having to go through a local sales representative. It was a new internet marketing strategy that aims at creating value for this group of customers, and reducing administrative costs for local sales offices.

The eStore never achieved its initiatives. One year after eStore was launched, statistics showed that the system attracted significantly fewer users compared to the original forecast. As a result, Calvin Wright, the commercial eProduct manager for Shell, and his team of consultants were sent to investigate on the problems, as well as, provide solutions.

After thorough research and analysis, it was determined that the reason for eStore’s failure was because Shell failed to perform some of the activities outlined in the system development life cycle (SDLC). The project lacked accurate business requirements because the project manager did not work with, or...
tracking img