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Moore Medical Corporation

Moore Medical Corporation. Jin Park & Elena Todorova. Moore Medical Corporation. Background Major events Motivations for going online Strategies for implementation Barriers, challenges for online strategies Business model Value propositions Organization factors

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Moore Medical Corporation

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  1. Moore Medical Corporation Jin Park & Elena Todorova

  2. Moore Medical Corporation • Background • Major events • Motivations for going online • Strategies for implementation • Barriers, challenges for online strategies • Business model • Value propositions • Organization factors • Technology solutions • Critical success factors

  3. Background • Moore Medical is an Internet-enabled multi-channel marketer and distributor of medical, surgical and pharmaceutical products to over 100,000 health care practices and facilities in non-hospital settings nationwide, including: physicians; emergency medical technicians; schools; correctional institutions; municipalities; occupational/industrial health doctors and nurses; and other specialty practice communities. The company markets and serves its customers through direct mail, industry-specialized telephone support staff, field sales representatives, and the Internet. Moore Medical also serves the medical/surgical supply needs of over 25 customer community affiliates. Its direct marketing and distribution business has been in operation for over 50 years.

  4. 2001Second generation web site (October 2001) houses a sophisticated e-Commerce application providing customers with a host of distinctly customer -focused features. The web site also offers 24-hour ordering convenience, live chat with Moore Medical representatives, industry-specific catalogs and news, upcoming events, and much more. 2000Moore Medical is internet-enabled and begins the task of integrating all channels of communication to existing and new customers. 1999Installation of JD Edwards’ ERP system. JDE increased operating efficiencies throughout Moore Medical. 1947Moore Medical began selling brand-name pharmaceuticals from the back office of Axelrod Pharmacy in New Britain, Connecticut. Major events

  5. Motivations for going online • Yahoo! Shopping Moore had realized that this is a new and powerful communication channel that will help in acquiring new customers, keeping the existing ones and generating more revenue faster.

  6. Strategies for implementation • Started conservatively with Yahoo! Shopping site • Moved into launching their online website and moving customers towards making transactions over the internet • Now Moore is looking to optimize internal functions and predict market demand through a CRM system

  7. Barriers, challenges for online strategies • Implementation, training, and expense • Eroding customer base • Declining share of wallet • ERP bolt-ons were needed internally • ERP needs could conflict with CRM needs

  8. Business model • Moore Medical operates in the B2B realm. The business model can be characterized as Catalog. The portal they provide is vertical within the medical industry. • Product line – in 2001 - more than 8,500 products, still considered a fraction of all products in the medical supplies marketplace. Moore’s strategy was to provide a one-stop place for all products the customers need and to dominate their orders. • Markets – Moore divided its customers into 6 groups: Physicians, Podiatrists, Emergency Medical Services, Public Sector, Correction Facilities, Industrial, and Resellers.

  9. Business Model (cont.) • The “Perfect Order” – Moore created this concept, based on a performance measurement system developed by the company in late 2000. The “perfect order” had all of the items in stock, was shipped on time for the closest distribution center and arrived on time damage free.

  10. Value propositions • Moore’s value proposition could be defined as dedication to service, ease of ordering, knowledgeable, friendly Customer Service and ability to provide one-stop shopping. • The transformation from traditional catalog marketer to Web-enabled business model would allow more flexible marketing strategy, savings in catalog printing costs, updated information. This strategy would benefit both the customers and the company leading to a win-win situation.

  11. Linda M. AutorePresidentChief Executive Officer August 1999 Jon GarritySenior Vice President of Supply Chain &Customer SupportJune 2000 Jerry FlaszEVPInformation SystemsChief Information Officer January 2001 Geoff BoytosVice President, Direct Marketing and CRM January 2003 Organization factors

  12. Technology solutions • CRM from Clarify Consultants • ERP bolt-ons • implementation • training • ERP II • Website upgrade

  13. Critical success factors • To know which strategies will support the corporate goals and to tie measurement processes to them. • To ensure that the skills, knowledge and associated behaviors required by the workforce support the enterprise’s CRM strategy. • To change the compensation of the workforce to achieve the desired behaviors and cultural shift and motivate employees to rally behind the strategy.

  14. Conclusion • Plan ERP and CRM to fit in with the vision and goals of the company • Build everywhere conservatively • Train employees • Both the short and long-term ROI’s should be realized as long as Moore stays customer-focused and true to their aim of being a one-stop shop that meets all their customers’ needs

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