Riordan's Sales Department

Sales

Riordan's sales department is scattered and needs restructuring. The sales department in each location is independent of each other. Some sales people use pen and paper, while others use contact database applications. Most of the information stored is the very basic of each sale; client, amount, and dates. The amount of past marketing research is stored in cabinets, and not easily accessible.

There is too much room for errors and misinformation. The sales departments for each location do not have the same system of recording data. The production records by personnel shift. There is no centralized storage of this information. This kind of information would be better suited to a database system that all the locations have access. In this way, if one falls short in production, then they can request more product support for the other locations. With no centralized information, and no controls over data entry, information can be wrong and misreported to the sales channels.

Marketing has need of analysis of the sales of the company products. However, since most sites only do pen and paper recording, amassing this data will be quite a feat. The sales team unable to offer discounts or other incentive to the clients. The current system doesn't provide a method to see the profits on a daily or weekly basis. While some reports are being built the data would be stale by the time the owners or any department received the information.

It is clear that the sales department needs to have a complete overhaul. Starting with a new integrated system where all the information from each sale is input once. Thus the accounting, marketing, and finance departments can run more timely reports. With the added data from the clients, the sales department can better target existing and new customers. In addition with access to the current data on product, including stock, customer will get more accurate deliveries,

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