CRM System Case Study for Dallas Pastries | Báo cáo Sales Management

lOMoAR cPSD| 47206521 lOMoAR cPSD| 47206521
MINISTRY OF EDUCATION AND TRAINING HOA SEN
UNIVERSITY FACULTY OF ECONOMICS - BUSINESS ------------
SUBJECT: SALES MANAGEMENT CLASS: 1194 FINAL REPORT
CASE STUDY 2: A CRM SYSTEM FOR DALLAS PASTRIES
Leadership, Resistance, and Strategic Change in CRM Adoption
Lecturer: Mr. Pham Van Phat Group: 5
Ho Chi Minh City - June 2025 lOMoAR cPSD| 47206521 Hoa Sen University ASSIGNMENT TABLE NAME ID COMPLETION Phạm Nguyễn Nhật An 22201162 100% Nguyễn Hoàng Thanh Nhã 22205996 100% Phạm Thị Thu Được 22207394 100% Phạm Anh Đức 22205751 100% Hồng Gia Tuấn 22206016 100% TABLE OF CONTENT
ASSIGNMENT TABLE .......................................................................................................... i
TABLE OF CONTENT ........................................................................................................... i
LIST OF FIRUGES ............................................................................................................... iii
ABSTRACT ........................................................................................................................... iv
ACKNOWLEDGEMENTS .................................................................................................. iv
I. INTRODUCTION ................................................................................................................ 1 i lOMoAR cPSD| 47206521 Hoa Sen University
1.1. Digital Transformation and CRM Adoption in the Food Retail Industry ....................... 1
1.2. Background of Dallas Pastries and Strategic Shift to NetSuite CRM ............................ 1
1.3. Thesis Statement ............................................................................................................. 2
1.4. Objectives and Scope of the Report................................................................................ 2
II. CASE SUMMARY ............................................................................................................. 2
2.1. Các bên liên quan chính và vai trò của họ ...................................................................... 2
2.2. Thời điểm và bối cảnh triển khai hệ thống: .................................................................... 3
2.3. Những thách thức và xung đột chính: ............................................................................. 3
2.4. Tình trạng hiện tại của dự án: ......................................................................................... 3
III. ANALYSIS OF CRM IMPLEMENTATION ................................................................. 4
3.1. Advantages of CRM Deployment ................................................................................... 4
3.2. Disadvantages and Sales Team Resistance ..................................................................... 7
3.3. Comparison of Perspectives: Senior Management vs. Jonathan Hudson ....................... 8
3.4. Impact of Organizational Culture on CRM Adoption .................................................... 8
IV. SALES TEAM INFORMATION NEEDS ....................................................................... 9
4.1. Types of Information Beneficial to the Sales Team ........................................................ 9
4.2. Role of CRM in Supporting Sales Activities ................................................................ 10
4.3. Identified Gaps in CRM Usage and Data Literacy ....................................................... 12
V. CHANGE MANAGEMENT AND TEAM ENGAGEMENT ....................................... 13
5.1. Importance of Gathering Input from Sales Representatives ......................................... 13
5.2. Jonathan Hudson’s Role in Building Buy-In ................................................................ 13
5.3. Communication Strategies to Enhance CRM Acceptance............................................ 14
VI. CRM TRAINING STRATEGY ..................................................................................... 14
6.1. Designing Effective and Ongoing Training Programs .................................................. 14
6.2. Evaluation of One-Time Training and Continuous Support ........................................ 15
6.3. Tailored Training for Different Roles and Competencies ............................................. 15 ii
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VII. INCENTIVES TO PROMOTE CRM ADOPTION ................................................... 16
7.1. Necessity of Incentives to Drive Behavioral Change ................................................... 16
7.2. Types of Incentives: Monetary and Non-Monetary ...................................................... 16
7.3. Balancing Motivation and Accountability .................................................................... 17
VIII. STRATEGIC RECOMMENDATIONS ..................................................................... 17
8.1. Short-Term Actions for Jonathan Hudson .................................................................... 17
8.2. Long-Term CRM Integration Strategy ......................................................................... 18
8.3. Key Performance Indicators (KPIs) for Monitoring Success ....................................... 18
8.4. Risk Management and Contingency Planning .............................................................. 19
RECOMMENDATIONS ....................................................................................................... 20
CONCLUSION ...................................................................................................................... 21
REFERENCES ...................................................................................................................... 23 LIST OF FIRUGES
Figure 1. Integrated Sales Force Automation (SFA) feature ..................................................... 5
Figure 2. 5 Steps create KPI ...................................................................................................... 6 iii lOMoAR cPSD| 47206521 Hoa Sen University ABSTRACT
This report analyzes the strategic implementation of the NetSuite Customer
Relationship Management (CRM) system at Dallas Pastries, a leading U.S. bakery
group facing critical challenges with its outdated CRM platform, Catman. The study
highlights how digital transformation and customer-centric strategies are vital in
modern sales management, especially in highly competitive and service -oriented
industries. Through an in-depth case study, the report examines the motivations behind
the CRM transition, identifies internal resistance and cultural misalignment, and
outlines key obstacles such as cost, training, data integration, and change management.
It contrasts the perspectives of senior management and frontline staff, particularly
focusing on sales representative Jonathan Hudson, whose experiences illustrate the
need for personalized customer data and stronger internal consultation. The report also
proposes a comprehensive training and incentive strategy to ensure CRM adoption and
sustainable success. Ultimately, it concludes with strategic recommendations aimed at
aligning technology implementation with organizational culture and long-term business goals. ACKNOWLEDGEMENTS
Group 5 would like to express our deepest and most sincere gratitude to Mr. Phạm Văn
Phát, our Sales Management lecturer, for his dedicated guidance, thoughtful support,
and constant encouragement throughout the process of completing this final report
titled “A CRM System for Dallas Pastries – Leadership, Resistance, and Strategic
Change in CRM Adoption.” Throughout the semester, Mr. Phát not only equipped us
with valuable academic knowledge in the field of sales management but also inspired
us through engaging lectures that were rich in practical applications. During the
development of this report, he devoted his time to providing constructive feedback,
refining our content, and guiding us toward a more logical, analytical, and realistic
approach to the case study. Thanks to his enthusiastic support, tireless dedication to
teaching, and professional mentorship, we were able to strengthen our teamwork, iv
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enhance our critical thinking, and apply theoretical concepts to real-world business
challenges with confidence. We are truly grateful for his invaluable contributions and
for creating a learning environment that encouraged us to grow both academically and
personally. We wish Mr. Phát continued health, fulfillment, and success in his teaching
journey, and we hope he will keep inspiring many future generations of students as he has inspired us. v lOMoAR cPSD| 47206521 Hoa Sen University I. INTRODUCTION
1.1. Digital Transformation and CRM Adoption in the Food Retail Industry
The food retail industry, characterized by high transaction volumes and a diverse
customer base, is undergoing rapid digital transformation in an effort to maintain
competitiveness and strengthen customer loyalty. At the core of this transformation is
the adoption of advanced Customer Relationship Management (CRM) systems. These
systems go beyond simple sales tracking by enabling businesses to collect and analyze
detailed customer data, personalize customer interactions, and effectively manage
complex relationships with various retailers, wholesalers, and distributors.
In an increasingly saturated market where product differentiation is minimal, service
quality and a deep understanding of individual client needs such as recalling a store
owner's name or being aware of their specific business circumstances have become
critical to competitive success. CRM systems that facilitate this level of personalization
and relationship-building directly contribute to improved sales performance, customer
retention, and long-term market share growth.
1.2. Background of Dallas Pastries and Strategic Shift to NetSuite CRM
Dallas Pastries, formerly Johnston Baking (1874), is now the leading bakery group in
the US with more than 50% market share and a valuation of more than $30 billion.
However, the old CRM system called Catman – which only stores digital data – did not
meet the needs of managing personalized customer information.
A notable incident was when sales staff Jonathan Hudson confused long-term customers
due to lack of supporting data, leading to lost orders. In response to many complaints
from the sales force of more than 2,000 people and the need to protect market share, the
board of directors decided to switch to NetSuite – a modern CRM platform on the cloud,
supporting more effective customer analysis and care. The decision was made after CEO
Carl Jamison received feedback from frontline employees. 1 lOMoAR cPSD| 47206521 Hoa Sen University
1.3. Thesis Statement
This report analyzes the implementation of the NetSuite CRM system at Dallas Pastries,
arguing that it was a strategic move to overcome the limitations of the legacy system
and increase customer engagement. However, the success of this process depends on
overcoming many organizational challenges such as: developing a data collection
strategy, training a distributed sales force, ensuring adaptability, controlling costs, and
complying with regulations without disrupting existing business operations.
1.4. Objectives and Scope of the Report • Objectives: -
Analyze the internal and strategic factors that drove Dallas Pastries to migrate from Catman to NetSuite CRM. -
Identify and assess the key implementation challenges, including technical,
financial, human resources, legal, and operational. -
Clarify the potential benefits of NetSuite such as sales force automation,
customer data integration, and improved retailer relationships. -
Analyze the complexity of large-scale CRM implementations, illustrated by the
case of Jonathan Hudson and comments from department heads.
• Scope: Focus on the internal factors of the business, the challenges, and the benefits
associated with changing CRM systems from a management and business strategy perspective.
II. CASE SUMMARY
2.1. Các bên liên quan chính và vai trò của họ
Dự án triển khai hệ thống CRM tại Dallas Pastries có sự tham gia của nhiều bên giữ vai
trò quan trọng trong cả chiến lược và vận hành. CEO Carl Jamison là người đưa ra quyết 2 lOMoAR cPSD| 47206521 Hoa Sen University
định chuyển đổi hệ thống sau khi nhận được phản ánh từ đội ngũ bán hàng. Jonathan
Hudson, một nhân viên tuyến đầu, là người trực tiếp gặp vấn đề với hệ thống Catman
cũ và được mời tham gia nhóm triển khai để cung cấp góc nhìn thực tế. Ngoài ra, các
trưởng bộ phận như CTO Jack Nelson (kỹ thuật), CFO Harold Willard (tài chính), SVP
Chuck Whitaker (nhân sự), SVP Jamie Thorp (pháp lý) và SVP Jeff Tannenbaum (vận
hành) đã nêu ra nhiều quan điểm và mối quan ngại khác nhau trong cuộc họp đầu tiên.
2.2. Thời điểm và bối cảnh triển khai hệ thống
Việc chuyển sang NetSuite CRM diễn ra trong bối cảnh thị trường bánh tráng miệng
đang suy giảm đều đặn, khiến công ty buộc phải tìm kiếm giải pháp duy trì vị thế dẫn
đầu. Hệ thống Catman hiện tại được đánh giá là lỗi thời, chỉ lưu trữ dữ liệu dạng số mà
không cho phép ghi nhớ thông tin cá nhân của khách hàng. Sự cố gọi nhầm tên khách
hàng của Hudson đã cho thấy rõ ràng những giới hạn nghiêm trọng của hệ thống cũ, từ
đó thúc đẩy lãnh đạo công ty xem xét phương án cải tổ toàn diện.
2.3. Những thách thức và xung đột chính
Ngay từ giai đoạn chuẩn bị, các phòng ban đã bày tỏ lo ngại về nhiều khía cạnh khác
nhau. Bộ phận kỹ thuật phân vân giữa phương án triển khai toàn bộ hay theo giai đoạn.
Bộ phận tài chính lo ngại về chi phí quá lớn, trong khi nhân sự nhấn mạnh đến khó khăn
trong việc đào tạo hơn 2.000 nhân viên có trình độ công nghệ không đồng đều. Pháp lý
đặt vấn đề liên quan đến quyền riêng tư dữ liệu, còn vận hành cảnh báo rủi ro gián đoạn
kinh doanh nếu tổ chức đào tạo diện rộng trong cùng thời điểm. Những xung đột này
đòi hỏi ban quản lý phải có chiến lược triển khai linh hoạt và thấu đáo.
2.4. Tình trạng hiện tại của dự án
Cho đến thời điểm hiện tại, dự án vẫn đang trong giai đoạn đánh giá và chuẩn bị. Các
nhóm chức năng đang tiến hành xác định nhu cầu, xây dựng lộ trình và cân nhắc các
phương án triển khai sao cho phù hợp. Mặc dù chưa có thời gian biểu cụ thể, ban lãnh
đạo đã xác định việc thay thế CRM là một bước đi chiến lược, đồng thời cố gắng đảm
bảo quá trình chuyển đổi không gây gián đoạn đến hoạt động kinh doanh cốt lõi. 3 lOMoAR cPSD| 47206521 Hoa Sen University
III. ANALYSIS OF CRM IMPLEMENTATION
- What are the advantages and disadvantages of implementing a CRM system?
- How are the perspectives of the senior managers and Jonathan Hudson similar? Different?
3.1. Advantages of CRM Deployment
Implementing the NetSuite CRM system brings Dallas Pastries many practical benefits,
not only helping to overcome the limitations of the old system but also improving
management efficiency and customer service. Here are five outstanding benefits that
NetSuite brings to businesses:
360-degree customer view: NetSuite's robust capabilities will allow Dallas Pastries to
move beyond mere transactional data. By meticulously recording past transactions,
comprehensive purchase history, and detailed interactions with customers, the system
can provide a holistic view of each client. This rich dataset enables more accurate
predictions of future buying behavior, allowing sales representatives to proactively offer
relevant products like Skippies, ultimately driving sales and fostering stronger customer relationships.
Automation of sales and customer service processes: The integrated Sales Force
Automation (SFA) feature within NetSuit is designed to significantly improve the
efficiency of the sales team. It streamlines crucial aspects of the sales cycle, including
order management, in-depth data analysis, and precise revenue forecasting. This
automation reduces manual tasks, minimizes errors, and frees up sales representatives
to focus more on building relationships and closing deals. 4 lOMoAR cPSD| 47206521 Hoa Sen University
(Sources: Meridian Business, 2025)
Figure 1. Integrated Sales Force Automation (SFA) feature
Enhanced productivity and decision-making: A key benefit of NetSuite is its
realtime, personalized Key Performance Indicator (KPI) dashboards. These dashboards
offer each employee immediate insights into their performance against set targets. This
constant feedback loop empowers sales representatives to track their progress and
promptly adjust their sales behaviors to meet quotas, leading to increased individual and
collective productivity. For management, it provides a clear, up-to-the-minute overview
of sales performance across the entire force, facilitating informed strategic decisions. 5 lOMoAR cPSD| 47206521 Hoa Sen University Figure 2. 5 Steps create KPI (Sources: NetSuite, 2025)
Data integration across departments: One of the critical shortcomings of the old
Catman system was its inability to integrate disparate data sources. NetSuite overcomes
this by seamlessly integrating purchasing data with customer information. This unified
approach drastically reduces data errors and significantly improves the accuracy and
comprehensiveness of data for analysis. By having all relevant information in one place,
various departments, from sales to marketing to operations, can access a consistent view
of the customer, fostering better collaboration and strategic alignment.
Support for global expansion: Through the OneWorld module, NetSuite supports
multiple currencies, tax rates, and languages, suitable for businesses operating in
multiple countries. This is a strategic strength if Dallas Pastries wants to expand into
international markets in the future. 6 lOMoAR cPSD| 47206521 Hoa Sen University
3.2. Disadvantages and Sales Team Resistance
Despite the clear advantages, the implementation of a new CRM system like NetSuite
also brings forth a set of substantial challenges, particularly concerning costs and
potential resistance from the sales force.
High implementation costs: The financial outlay for NetSuite is considerable. The case
study notes an estimated $3.1 million annually just for the system's licensing for 2,000
sales representatives. This figure, however, does not encompass several other significant
expenditures, such as training costs, internal marketing efforts to promote adoption, and
the substantial downtime incurred during the training period, where sales
representatives are out of their territories and not generating revenue. These hidden costs
can significantly inflate the total investment.
Training difficulties: Scaling training for a sales force of over 2,000 individuals
presents a logistical and pedagogical challenge. While general training sessions might
be feasible, the reality is that some employees, especially those less familiar with
technology, will require intensive one-on-one support. This personalized instruction is
not only time-consuming but also adds significantly to the training expenditure.
Furthermore, taking such a large force out of the field for training, even for a single day,
represents a substantial loss in potential revenue, as highlighted by the $936,160 cost
for one full day of training for the entire force.
Resistance from staff: A pervasive issue in any large-scale technology rollout is user
adoption. If the sales team does not clearly perceive the real value and tangible benefits
that NetSuite offers in their day-to-day work, they will lack the necessary motivation to
fully embrace and utilize the system. This phenomenon is a classic example of "change
acceptance", a common pitfall in technological transitions within large organizations.
Without proactive strategies to demonstrate the system's utility and provide adequate
support, employees may simply revert to familiar, albeit less efficient, manual
processes, rendering the substantial investment in NetSuite ineffective. 7 lOMoAR cPSD| 47206521 Hoa Sen University
3.3. Comparison of Perspectives: Senior Management vs. Jonathan Hudson
The successful implementation of NetSuite hinges on understanding and bridging the
perspectives of different stakeholders within Dallas Pastries.
Senior management: The executive team, including the CEO, CTO, CFO, and SVPs,
primarily focuses on the strategic implications and high-level outcomes of the CRM
deployment. Their concerns revolve around achieving market share growth, ensuring
regulatory compliance regarding data collection, establishing robust data governance,
and enhancing overall operational efficiency. For them, NetSuite is viewed as a
powerful management tool designed to standardize sales processes across the vast
organization, significantly improve customer service at a systemic level, and ultimately
generate a long-term competitive advantage for Dallas Pastries in a shrinking market.
They are looking at the return on investment from a macro perspective.
Jonathan Hudson (Sales Rep): In stark contrast, Jonathan Hudson's perspective is
grounded in the practical, day-to-day usability of the CRM system. His recent
embarrassing mistake underscores his immediate concern: the lack of capability to store
and retrieve personal customer data in the current system. He acutely recognizes that
without such crucial support, similar sales errors will continue to occur, directly
impacting individual performance and potential bonuses. Hudson's understanding of
sales is deeply rooted in relationship building, valuing the personal connection with
store owners. He sees the new CRM as a necessary tool to transition Dallas Pastries
from a purely transactional sales model where interactions are limited to selling
products to a more relationship-oriented approach, which he believes is essential for
retaining customers and maximizing sales in a volatile market. His focus is on how the
system will directly impact his ability to perform his job effectively and build stronger client relationships.
3.4. Impact of Organizational Culture on CRM Adoption
The existing organizational culture at Dallas Pastries will significantly influence the
success of NetSuite's adoption. 8 lOMoAR cPSD| 47206521 Hoa Sen University
Performance and Process-Oriented Environment. As a large corporation, Dallas Pastries
operates in a performance-oriented environment, with tight operating systems and clear
standards. The organizational culture emphasizes efficiency, control, and measurable
results. This is a favorable foundation for the adoption of new systems such as CRM, as
the organization is accustomed to standardizing and improving processes through technology.
However, the limitation of a human-centric mindset is a major obstacle. The old CRM
system Catman focused primarily on quantitative data such as order volume and sales
by retail point. This reflected the previous culture that prioritized numbers, rather than
building personal relationships with customers. When moving to the NetSuite system
which emphasizes qualitative data and a comprehensive view of the customer the sales
team and related departments will need to adjust their thinking.
Organizational culture needs to shift to support real digital transformation. Specifically,
businesses must encourage deep training, listen to feedback from frontline employees
as Hudson did, and increase coordination between departments such as IT, marketing,
sales, and legal. Without a cultural shift from a control-oriented to a customer-oriented
approach CRM systems can become viewed as complex administrative tools, rather than
strategic platforms for improving customer relationships.
IV. SALES TEAM INFORMATION NEEDS
- What type of information would benefit the sales team at Dallas Pastries?
4.1. Types of Information Beneficial to the Sales Team
To truly empower the Dallas Pastries sales force and prevent issues like Jonathan
Hudson's, the NetSuite CRM needs to effectively capture and organize specific types of information.
Customer personal details: This category is paramount for building strong, lasting
relationships. It includes not just basic contact information like names, preferred phone
numbers, and primary contacts for each store, but also more nuanced data such as 9 lOMoAR cPSD| 47206521 Hoa Sen University
birthdays of store owners/managers, personal preferences (e.g., preferred
communication method, interests), and a comprehensive history of feedback or
complaints. This qualitative data allows sales representatives to personalize
interactions, demonstrate genuine care, and avoid embarrassing mistakes like misremembering names.
Purchase history and buying habits: While the old system tracked some financial
numbers, the new CRM should provide a much more detailed breakdown. This includes
the frequency of purchases, specific product types ordered (e.g., Skippies, Ding-
aLinga), and seasonal purchasing patterns. Understanding these habits allows sales reps
to anticipate needs, suggest relevant products, and tailor promotional offers,
maximizing sales opportunities.
Loyalty level and contractual information: Categorizing customers based on their
loyalty level (e.g., VIP classification based on volume or longevity of business) allows
Dallas Pastries to provide preferential treatment, such as special discounts or enhanced
service. The system should also clearly store all contractual information and commercial
terms, ensuring that sales representatives are fully aware of agreed-upon pricing,
payment terms, and delivery schedules. This level of detail reduces discrepancies and
improves efficiency in client interactions.
4.2. Role of CRM in Supporting Sales Activities
A well-implemented CRM system like NetSuite can fundamentally transform how the
Dallas Pastries sales force operates, providing critical support for daily activities and long-term strategic goals.
Quick access to updated customer information: The core benefit of NetSuite is
providing sales representatives with instantaneous and comprehensive access to up-
todate customer profiles. This immediate availability of information empowers them to
quickly review a client's history, preferences, and recent interactions before a call or
visit. This leads to more personalized contact and proposals, demonstrating that Dallas 10 lOMoAR cPSD| 47206521 Hoa Sen University
Pastries values and understands its customers individually, which can significantly
enhance conversion rates and customer satisfaction.
Automatic reminders for appointments, contract expirations, and recurring
orders: NetSuite's automation features can act as a personal assistant for each sales
representative. By setting up automatic reminders for appointments, tracking contract
expiration dates, and prompting for recurring orders, the system ensures that no critical
client interaction is missed. This proactive approach helps sales reps stay organized,
manage their large account base effectively, and consistently engage with customers at
opportune moments, thereby securing repeat business and preventing competitor inroads.
Reporting and forecasting tools: Beyond managing individual accounts, NetSuite
provides powerful reporting and forecasting tools. Sales managers and representatives
can leverage these features to monitor individual and team sales performance against
KPIs in real time. This data-driven insight allows for quick identification of trends, areas
for improvement, and accurate projections of future sales. Such capabilities are crucial
for strategic planning, resource allocation, and ensuring the sales force consistently
meets its quarterly and annual targets.
Data synchronization across departments: A significant improvement over the old
system, NetSuite's ability to synchronize data across various departments is invaluable.
Sales representatives can stay informed about delivery statuses, real-time inventory
levels, and ongoing marketing campaigns. This integrated view ensures that sales
conversations are always informed by the latest operational and promotional
information, preventing miscommunications and enabling sales reps to confidently
answer customer queries, ultimately enhancing the overall customer experience and operational efficiency. 11 lOMoAR cPSD| 47206521 Hoa Sen University
4.3. Identified Gaps in CRM Usage and Data Literacy
The challenges highlighted in the case study reveal several critical gaps in Dallas
Pastries' past CRM usage and the overall data literacy within the sales team, which NetSuite must address.
Old system lacks qualitative data: The primary gap was the Catman system's severe
limitation in collecting qualitative data. It failed to capture essential information like
personal notes about clients, their individual habits, or nuanced customer behavior
patterns. This absence led to impersonal interactions, as sales representatives were
effectively "blind" to anything beyond basic financial transactions. This limitation
directly contributed to the kind of embarrassing mistakes Jonathan Hudson experienced,
hindering the ability to build meaningful, relational customer connections.
Lack of data integration: The previous CRM system operated in a silo, not being
connected with crucial purchasing history data. This meant that reconciling information
from different data sources was a manual, inconvenient, and error-prone process. The
lack of holistic data integration made it difficult for sales representatives to get a
complete picture of a client's interactions with Dallas Pastries, impeding strategic sales
planning and personalized engagement.
Inconsistent tech skills among staff: With a sales force of over 2,000 individuals, there
is bound to be a significant disparity in technological proficiency. Some employees may
be highly computer-savvy, while others might lack basic digital literacy. This
inconsistency means that relying solely on self-guided online sessions or conference
calls for training will be ineffective for a substantial portion of the staff. Many will
require direct, hands-on assistance and personalized instruction to truly grasp the
system's functionalities, posing a major challenge for a company of this scale.
Lack of motivation to use the new system: A prevalent risk is that without a clear
understanding of the tangible benefits NetSuite brings to their daily work, and without
sufficient support and encouragement, the sales staff may exhibit a lack of motivation
to fully adopt the new system. If they perceive it as merely an additional administrative 12