• 1. What’s the Case Background & Current situation. What are the Persons of interest in the Case Who is the decision-maker in this case? (i.e. who are you supposed to be taking the role of?)
• 2. What are the Key organizational objectives relevant to the case.
• 3. What is the Statement of key issues brought forward in this case? Kindly Classify issues into immediate and strategic focusing on Customer relationship management problems Kindly Classify issues into Urgent/Important quadrants focusing on Customer relationship management problems. What’s the Cause & Effect of the problem you stated?
• 4. Related to Customer relationship management Theory What are the Strengths and Weaknesses in this case What are the Constraints & Opportunities in this case Kindly List the criteria chosen in the case And Explain why you have chosen Relate to Customer relationship management kindly List 3 alternatives and there pro and cons Kindly choose one of the alternatives as your recommendation. And Provide criteria reasoning for your selection.
• 5. Explain why other alternatives were not selected Explain how CRM theory helped you to come to this recommendation What is the Implementation Plan Who? What? When? Where? How? And Timeline for all actions to be taken Summarizes major issues/problems Summarizes recommendations
• 6. Explains how your solution addressed the challenge and strengthens this company.

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One September morning in 2017, as Manoj Chaudhary, director of Laurs & Bridz Pharmaceuticals Private Limited (Laurs & Bridz), sat finalizing the vision for the organization for 2020, he realized that he wanted a pan-Indian presence for his company and a sales revenue of 1,500 million. The company already had a strong presence in India's northern states, and Manoj was considering entering the western part of India in January 2018, the southern part in 2019, and the eastern part in 2020. Laurs & Bridz was doing well in the pharmaceutical market. The company that had started in 2011 had ended 2016 with sales worth *402.7 million, which represented a 44.4 per cent growth over the previous year (see Exhibit 1). Laurs & Bridz) was aiming for net revenue of *550 million and growth of 36.6 per cent in 2017. As of September 2017, the company had a field force of 80 employees who catered to around 15,000 physicians, pharmacy retailers, and stockists. Laurs & Bridz used traditional information systems, and most of its customer-related data was still maintained in Microsoft Excel files. Data had been easy to manage in the initial stages of the company, but now, with the increase in the number of customers, the company found it difficult to maintain such large amounts of client information. Manoj planned to invest 250 million in customer relationship management (CRM) solutions to attune the company's sales processes and build customer relationships efficiently. He and other senior managers would be meeting that evening with Manu Chaudhary, the marketing manager of Laurs & Bridz, who had done initial screening for CRM solutions, to finalize a decision about a CRM solutions provider. COMPANY BACKGROUND Laurs & Bridz was a state-of-the-art generic pharmaceutical company that exported pharmaceutical products all over the world and specialized in providing combination drugs to the medical community. The company started in 2011 with an initial investment of 10 million and seven employees. It manufactured One September morning in 2017, as Manoj Chaudhary, director of Laurs & Bridz Pharmaceuticals Private Limited (Laurs & Bridz), sat finalizing the vision for the organization for 2020, he realized that he wanted a pan-Indian presence for his company and a sales revenue of 1,500 million. The company already had a strong presence in India's northern states, and Manoj was considering entering the western part of India in January 2018, the southern part in 2019, and the eastern part in 2020. Laurs & Bridz was doing well in the pharmaceutical market. The company that had started in 2011 had ended 2016 with sales worth *402.7 million, which represented a 44.4 per cent growth over the previous year (see Exhibit 1). Laurs & Bridz) was aiming for net revenue of *550 million and growth of 36.6 per cent in 2017. As of September 2017, the company had a field force of 80 employees who catered to around 15,000 physicians, pharmacy retailers, and stockists. Laurs & Bridz used traditional information systems, and most of its customer-related data was still maintained in Microsoft Excel files. Data had been easy to manage in the initial stages of the company, but now, with the increase in the number of customers, the company found it difficult to maintain such large amounts of client information. Manoj planned to invest 250 million in customer relationship management (CRM) solutions to attune the company's sales processes and build customer relationships efficiently. He and other senior managers would be meeting that evening with Manu Chaudhary, the marketing manager of Laurs & Bridz, who had done initial screening for CRM solutions, to finalize a decision about a CRM solutions provider. COMPANY BACKGROUND Laurs & Bridz was a state-of-the-art generic pharmaceutical company that exported pharmaceutical products all over the world and specialized in providing combination drugs to the medical community. The company started in 2011 with an initial investment of 10 million and seven employees. It manufactured

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1Case Background Current Situation Laurs Bridz Pharmaceuticals Private Limited is a generic pharmaceutical company that has a strong presence in the northern states of India The company is planning to ... View the full answer