The customer understood that the only way to support future growth was to design and build a computing infrastructure backbone that had future expansion built into it. The company had no expertise in house that could guarantee a successful deployment plan. CompuWave staff with expertise in turn-key delivery of network systems analyzed customer needs.
Staff loses productivity trying to research, diagnose and utilize applications and hardware.
The company decides to call CompuWave. Analysis of the customer needs shows that, based on the company's core business and their business model, a fully staffed MIS group could not be justified. Differences in the levels of utilization between individuals start to shrink, and the company starts to put in place computer based practices and processes. As the number of remote offices increased, the companys business plan called for bringing the operation of those offices under the supervision of regional management. When the company went ahead with the change, management found that, because each remote office had been working as an independent unit, there was no common marketing systems, practices or processes.