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    Can Siebel Stop Its Slide

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    Problem:
    Based upon the - "Can Siebel Stop Its Slide" article, construct a 4 to 5
    a. Understand the problem situation

    b. Define the problem

    Look beyond the obvious; someti Based upon the - "Can Siebel Stop Its Slide" article, construct a 4 to 5
    a. Understand the problem situation

    b. Define the problem

    Look beyond the obvious; sometimes the obvious is merely symptomatic of underlying problems

    Because organizations are systems, problems are usually interrelated

    Look at external (i.e., competitive environment) as well as internal (i.e., marketing policies) aspects

    Because you won't be able to deal with all problems, you will need to be selective and ask yourself:

    I. What happens if the problem is not addressed?

    ii. How quickly does the problem need to be solved?

    iii. To what extent is the problem the cause of other problems?

    iv. Can anything be done about the problem?

    v. Is the problem worth solving?

    Write a problem statement

    c. Decide on criteria for a solution

    Characteristics of a "good" solution (what would the future look like if the problem was solved?)

    Constraints (legal requirements, risk, etc.)

    d. Generate alternatives

    Brainstorm creative solutions from personal experience

    Conduct benchmarking research on competitors and non-competitors

    e. Design an implementation/solutions strategy

    f. How will success be measured?

    g. Present recommendations

    © BrainMass Inc. brainmass.com October 9, 2019, 11:02 pm ad1c9bdddf
    https://brainmass.com/business/automation/can-siebel-stop-its-slide-242346

    Solution Summary

    The solution discusses - Problem:
    Based upon the - "Can Siebel Stop Its Slide" article, construct a 4 to 5
    a. Understand the problem situation

    b. Define the problem

    Look beyond the obvious; someti Based upon the - "Can Siebel Stop Its Slide" article, construct a 4 to 5
    a. Understand the problem situation

    b. Define the problem

    Look beyond the obvious; sometimes the obvious is merely symptomatic of underlying problems

    Because organizations are systems, problems are usually interrelated

    Look at external (i.e., competitive environment) as well as internal (i.e., marketing policies) aspects

    Because you won't be able to deal with all problems, you will need to be selective and ask yourself:

    I. What happens if the problem is not addressed?

    ii. How quickly does the problem need to be solved?

    iii. To what extent is the problem the cause of other problems?

    iv. Can anything be done about the problem?

    v. Is the problem worth solving?

    Write a problem statement

    c. Decide on criteria for a solution

    Characteristics of a "good" solution (what would the future look like if the problem was solved?)

    Constraints (legal requirements, risk, etc.)

    d. Generate alternatives

    Brainstorm creative solutions from personal experience

    Conduct benchmarking research on competitors and non-competitors

    e. Design an implementation/solutions strategy

    f. How will success be measured?

    g. Present recommendations

    $2.19