ADD Overview Stakeholder.docx ADD: Overview and Stakeholder Identification ADD: Overview and Stakeholder Identification
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ADD Overview Stakeholder.docx ADD: Overview and Stakeholder Identification ADD: Overview and Stakeholder Identification University of Phoenix ADD: Overview and Stakeholder Identification Overview The following Architectural Design Document will review the current issues with the companys Customer Relationship Management (CRM) system. Currently, the company is having trouble identifying their target market; however, even if they could identify it, they have no way to market their products. Additionally, due to lack of a modernized CRM, the customers have not continued to purchase products at the company. The company must begin integrating current components of the CRM with existing systems to allow a flow of communication across the organization. The company would then be able to begin building the much-needed relationships with customers across the board. Once this relationship is in place, the company will realize the goal of repeat customers. Currently, there is no means to market products to customers and there is no system in place to assist with identifying a target market for the companys products. The company utilizes current systems the operate as stand-alone systems, meaning they cannot communicate with each other. These stand-alone systems hold information and data for the Customer Service department, Sales department, Accounting & Finance department, and the Inventory department. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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