InterClean, a cleaning product solution company, is one of the leaders in the sanitation industry. David Spencer, InterClean¡¯s CEO, believes that for the company to stay as a major player, it needs to meet the new regulations and change their selling point from cleaning products to customized solutions. In order to find the best solution for InterClean to succeed in aligning organizational structure around the new model, current issues and opportunities needs to be described, any problems needs to be framed, and goals need to be defined.
The sanitation industry is changing. The clients no longer just want products but also customized solutions and services that will help meeting environmental safety requirements. Currently, InterClean¡¯ sales force is trained to demonstrate and sell the products. David Spencer wants to change the current model to solution/service model. Under this new model the sales force will develop customized service packages for each client and have close relationships with client¡¯s managers and executives. The successful acquiring of EnvironTech, a competitor and have customer service expertise, will give InterClean better position in the future.
First issue is that the current sales force does not have knowledge regarding customized client service solutions. Looking at Carol Stanley¡¯s, an internal consultant, note on current sale team members demographic data (Attachment A), most of the sales force do not have skills in customer service, communications, and compliance and regulatory, which are the key items in the new customized solution model. Training in sanitary regulations, products information, and building customer relationship is needed to the sales force to align with business direction. Second issue is changing the current organization structure to meet the new business vision. Because many employees are adapt to the current business... [continues]
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