Shell Canada

In: Business and Management

Submitted By huynhkimviet
Words 7057
Pages 29
S
ESTORE AT SHELL CANADA LIMITED

w
9B06E020

Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2006, Ivey Management Services Version: (A) 2007-04-30

INTRODUCTION

It was September 2003, and Calvin Wright, the commercial eProducts manager at Shell Canada (Shell), was thinking about eStore. This Web-based system was launched as a pilot in May 2002 and launched officially in September 2002. The intent was to have agricultural customers use self-serve technology to place their orders, and Shell would be able to obtain account information directly, instead of using the more costly local sales representative. Wright had spent the past year in the field working with local sales representatives and the agricultural customers of Shell’s fuels and lubricants division in an attempt to understand the low use of the online eStore. During this time, he had extensive interactions with the information technology (IT) eBusiness team at Shell Canada, led by Roger Milley. The team helped Wright to understand the issues in coordinating work among the numerous business and technical teams involved in the system. He had also received input from RareMethod, a consulting company that had examined the system from a customer’s perspective. With all of this information now in hand, Wright knew that it was time to make some tough decisions about eStore.
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