Managing IT Change—Sales, Marketing, and Distribution

Date01 May 2016
Published date01 May 2016
© 2016 Wiley Periodicals, Inc.
Published online in Wiley Online Library (
DOI 10.1002/jcaf.22159
Managing IT Change—Sales,
Marketing, and Distribution
Art Worster, Thomas R. Weirich, and Frank Andera
Over the past
four articles
(“IT Applica-
tions and Managing
Change,” September/
October 2015; “Man-
aging IT Change—A
New Role for HR,”
November/ December
2015; “Managing
IT Change—Fully
Integrated Manu-
facturing: Impacts
on Manufacturing,”
2016; “Managing IT
Change— Financial
March/April 2016),
we have discussed
ways in which
the transition to
integrated business systems
affects overall strategic and
financial management of a
business. We first
laid out the changes
in fundamental
thought processes
that have to occur in
order to fully under-
stand the dynamics
of what changes,
why these changes
are logical neces-
sities (rather than
choices), and what
has to be undertaken
to use enterprise
resource planning
(ERP) applications
to their full effect.
We have covered HR,
Manufacturing, and
Financial systems
(recording, organiz-
ing, reporting, and
analytics). In this
article, we will com-
plete the core enter-
prise functions that
are interconnected
to make business
processes either work
productively or pre-
vent their effective-
ness, by looking at
the Sales and Marketing func-
tion. In doing so, we will take a
specific example of a common
In the past, all of the budgeting and reporting
required to manage information technology (IT)
change for sales, marketing, and distribution was
extremely tedious and often could not provide
the needed level of accuracy to make the evalua-
tion process work properly. It was considered too
complex to accurately budget for and evaluate the
success of each promotion. Today, with the cross-
functional breadth of enterprise resource planning
applications, this is simply no longer the case.
It is also the case that many promotions will be
essentially identical across the company or across
different geographies. This allows for the reuse of
much of the work required to design the collection,
evaluation, and reporting process. It does, however,
require significant work for management accoun-
tants to work with each of the other functions within
the business to work through detailed algorithms
such that changes in production and/or sales
volumes can be analyzed and all of the true costs
associated with each of these promotions can be
identified. These are all opportunities for more ana-
lytical approaches to management afforded by the
conversion to integrated business system design
and the implementation of enterprise resource plan-
ning applications. © 2016 Wiley Periodicals, Inc.
This is the fifth install-
ment in a series of articles
that have appeared and
will appear in the com-
ing issues of JCAF. Art
Worster and his associates,
Thomas R. Weirich and
Frank Andera, address
matters that arise during
and after the implemen-
tation of integrated IT
applications in a business.
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