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View from the Top - Part
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PROFILE
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David Norburn
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Clive Pettitt
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Company: Greene King.
Interviewee: Clive Pettitt (CP)
and David Norburn (DN).
Job Title: Director of Market
Planning and IT Manager, Pub Partners.
The Subject: Pub retailer and
brewer Greene King is using CRM software to integrate
its key management information and manage relationships
with its 1,300 pub landlords.
PERSONAL FILE
NAME: Clive Pettitt and David
Norburn.
BACKGROUND: Clive is director
of market planning at Greene King, with responsibility
for estate planning and market segmentation, acquisitions
and disposal analysis and planning, corporate environmental
and social policies, marketplace performance and pubs
new product development. He was previously strategic
planning director with Greene King Pub Partners and
before that held a variety of management positions in
a career at the company spanning 30 years.
David is the IT manager for the Tenanted
and Lease Division of Greene King, with responsibility
for delivering all aspects of IT into the business,
ensuring that solutions are appropriate, robust and
help to provide the best customer service and support.
He is also responsible for the delivery of management
information across the Tenanted and Lease Division,
Brewing Division and corporately. David has worked at
Greene King for 17 years and has been in his current
role for the past four years. Prior to this he worked
as a programmer supporting many aspects across the business.
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Q: WHAT WERE GREENE KING’S MAIN BUSINESS
AIMS IN ADOPTING A CRM SYSTEM?
CP: In 2001, Greene King Pub Partners, the company’s tenanted
and leased division, had experienced significant expansion
– moving from 600 pubs to around 1,200 during the previous
three or four years. Over this period the business focus had
been around integration, leaving a fragmented systems infrastructure.
At the time, the business was driven by a number of independent
databases and basically communication between them was limited
– there was a heavy reliance on individual desktop spreadsheets,
and capturing information as part of the decision-making process
was a nightmare.
The Pub Partners business has over 90 employees, of which
around 35 are homebased. It had become increasingly important
to consolidate our information sources and to provide total
visibility through a single platform across the business,
to allow faster decision making and ensure we were best placed
for further expansion of the estate.
We also recognised that there were inherent business risks
in the ways we had been working. For example, when pub landlords
changed or with the management of rent reviews – these were
managed independently with little transparency and performance
controls.
Like all businesses, we were starting to be engulfed with
an increasing flow of legislation and government red tape.
This has since turned into a tide of controls for all service
providers and pubs in particular.
Most importantly we needed to improve communications with
our landlords, transparency of the key processes, the impact
of legislation as well as ongoing relations. As part of our
review we were also undertaking a web-based feasibility study
as part of our landlords’ communications strategy. Before
we could progress this, it was essential to have our data
consolidated into a single source.
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Conspectus 2005
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Copyright © 2005
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