ECT 589 EBusiness Management ECommerce at WilliamsSonoma Case
ECT 589: E-Business Management E-Commerce at Williams-Sonoma Case Analysis
Set the Stage • • Who is Williams-Sonoma? What sets WS apart from its competitors? What is its core competency? Who are key players in this WS case?
Barriers • What barriers did WS encounter on its crusade for change? • How effective were Pat Connolly and the ecommerce leaders at overcoming them?
Pilot Projects • Connolly dealt with the first set of barriers effectively through pilot projects that offered proof of concept. • Why were the pilot projects, specifically Weddings, valuable to WS? • What are key characteristics of a pilot project to make the e-commerce projects easier to eventually sell?
Lessons from the Pilot Phase • What were the main benefits and risks involved in instigating the change process via pilot projects at WS?
Building the E-Commerce Channel • Once the pilot phase was over, how did the new e-commerce head, Shelley Nankeolyar, get e-commerce up and running as a new channel for WS? • What issues did Nandkeolyar face? • What did he put in place operationally to make things work?
New Challenges • What should Nandkeolyar do next? • What should be on his agenda now that new roles are in place and its possible to turn to systems, structures and procedures? • Should there be a new company-wide compensation system? Should WS rethink its structure divisions?
Williams-Sonoma and CRM • What objectives does WS expect to achieve through the Web channel? • What roles does CRM play in WS growth? • What are its CRM strategies? • How successfully is its CRM implementation?
Summary • What are the critical success factors and lessons learned from this case?
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