Food Brokerage. Maurice owns and operates a food brokerage

business,supplying fresh fruits and vegetables to area restau­ rants. He serves independent restaurants. The chef or souschef places biweekly,and even daily,orders. Chefs by nature aren't hesitant to tell delivery drivers when product quality is lacking.

And if they are disappointed,they may well go to another suppli· er to get the items they want. Disappoint them too many times, and they may make a permanent supplier switch. Therefore, Maurice is clear that to add value CRM has to:

Profile each restaurant and chef, so that both the brokers who place the bulk food orders and the drivers who

make the deliveries know what fruits and vegetables each is likely to order in each season of the year.

Track  satisfaction with delivered  merchandise, including refused shipments and those that were grudgingly accepted.

Anticipate on-the-spot increases in orders,so that driv­ ers can be prepared with extra asparagus, for example, when it looks particularly fresh and appetizing.

Capture information about upcoming restaurant promo­ tions and special events, in order to predict and accom­ modate changes.

Imagine, Maurice has hired you as his CRM consultant. You are supposed to meet him with a plancovering the following three headsa. Deliverables of the plan with time and cost estimatesb. An integrated customer centric CRM framework (a flow diagram could help explain the planin a better way)c. An objective measure to assess and monitor the performance of the plan against eachdeliverable [5+5+5=15 points]

Answer rating: 100% (QA)

With respect to the B2B scenario list the essential tenets of Customer Centricity and highlight how they could be different from a B2C scenario Support your answer citing relevant reallife example of ... View the full answer