Reynolds and Reynolds Essay

Reynolds & Reynolds Case postulate The Reynolds and Reynolds case about team selling had very many positives and hardly a(prenominal) negatives, and was a very well rounded and planned counsel for the Ameri net Ford Dealership to improve its customer service sector. First, I treasured to point out the effectiveness of team selling that the Reynolds team did well. They had cardinal people comprise the team, Mr. Sherman, Mr. Wiltgen, and Mr. ONeill.Sherman would pitch the plan to the franchise and converse the reports with them, Wiltgen was the implementation guy, meaning that he would set everything into place if and when they agreed on what plans to use, and ONeill was the manager overseeing everything and was on that point for backup if needed. The three positions and roles they played stayed the similar throughout the plan and they followed through with how they compulsioned to present. Another thing I feel was very effective was how Sherman brought to the attention of the dealership the lost opportunities they had and how more(prenominal) much profit they could have made the previous year.ONeill substantiate these numbers, thus making a good team decision and first appearance of the facts. Also, another effective point they made was bringing up the way the dealerships competitors were doing business and what systems they were using. The one and only disadvantage I found during this team selling presentation was that Sherman took on multiple roles as the team leader and the business consultant, and the other two were basically in effect(p) there on an as-needed basis. The Reynolds team also showed great execution to the customer access, client education, and fulfillment perspectives.To satisfy client access, they split the client stupid into three categories Actives (customers who have been in for service in the previous 6 months), Inactives, and New customers. Splitting customers into these categories made it easy for the dealership to see wh o is climax in for service, who should be notified they are due for service, and those new customers they still want to target. They executed client education/ persuasion by creating the Preferred Customer Card broadcast.They also did this by implementing over 100 different display cases of coupons that can be easily customized to each individual customer by type of car, zip code, etc. and with the service reminder program where customers would be mail-clad letters, coupons, and notified via phone call that they are due for service or there was a deal going on for them. Fulfillment was achieved by the dealership choosing to implement the Direct Drive program and the service reminder program ideas that the Reynolds team had presented to them, and setting up future plans between the marketing potent and the car dealership.