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Call to Action: Developing a Support Plan for a New Product

Call to Action: Developing a Support Plan for a New Product

William S. Lightfoot
Copyright: © 2006 |Pages: 12
ISBN13: 9781599044118|ISBN10: 1599044110|ISBN13 Softcover: 9781599044125|EISBN13: 9781599044132
DOI: 10.4018/978-1-59904-411-8.ch010
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MLA

Lightfoot, William S. "Call to Action: Developing a Support Plan for a New Product." Cases on Information Technology and Organizational Politics & Culture, edited by Mehdi Khosrow-Pour, D.B.A., IGI Global, 2006, pp. 164-175. https://doi.org/10.4018/978-1-59904-411-8.ch010

APA

Lightfoot, W. S. (2006). Call to Action: Developing a Support Plan for a New Product. In M. Khosrow-Pour, D.B.A. (Ed.), Cases on Information Technology and Organizational Politics & Culture (pp. 164-175). IGI Global. https://doi.org/10.4018/978-1-59904-411-8.ch010

Chicago

Lightfoot, William S. "Call to Action: Developing a Support Plan for a New Product." In Cases on Information Technology and Organizational Politics & Culture, edited by Mehdi Khosrow-Pour, D.B.A., 164-175. Hershey, PA: IGI Global, 2006. https://doi.org/10.4018/978-1-59904-411-8.ch010

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Abstract

The CEO of a large United States-based manufacturer was angry. A service and support plan was not in place for a new line of electronic controls that was a critical part of the company’s growth plans. This product was also the first jointly developed product since a French competitor acquired the CEO’s firm three years earlier. The executive team was looking for 500% sales growth over the next five years, and had made it clear that everybody’s job was on the line if the team failed to produce. The product management and marketing team was given the specific challenge to develop a plan for service, support, and training. They had less than 90 days to review the current situation, and to then develop and begin to implement a new plan that centered on managing the flow of information between a number of key stakeholders.

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