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Date Created: 12/21/15
The online payment for school in Delhi solution is one which big hotspot According to Fortune, Chris Sinton, a Cisco marketing staffer, was the inspiration for CCO. Sinton was responsible for distributing marketing materials to customers including technical brochures and even coffee mugs and golf tees, all of which customers had to pay for. Sinton's idea of using the Internet to sell these items ultimately evolved into the e-commerce of online payment for school in Delhi engine that drives Cisco Systems' $175 billion market capitalization. Sinton was one of the lowest-tech people at Cisco. However, he did understand customers. He knew they did not like wasting time phoning and faxing in orders, and ordering hats and mugs from printed, inaccurate price lists. Sinton solved these customer problems by selling his golf tees and brochures on the Internet. The result was that demand for souvenirs quintupled, and ten times as many people requested technical material as before. As Sinton was experiencing positive results from his Internet selling efforts, managers from other parts of Cisco were discovering their own ways of using the medium. These experiments were not forced on the organization by top management. Typically, a department manager would commission a small number of engineers, working on a limited budget, to explore how much they could achieve with a new idea. By gaining the interest of marketing people two levels above him, Sinton was allotted fifteen minutes to introduce his concept of Internet selling at a meeting of senior executives. He praised the other Internet projects taking place within Cisco, and urged the executives to use these projects as the catalyst for a new approach to doing business. Sinton argued that selling its products over the Internet would enable Cisco to save money and enhance customer service. While Sinton was the first to introduce Cisco's top management to the concept of using the Internet to change its approach to doing business, Cisco's first Internet project came in its Technical Assistance Center, which provides after-sales service. Due to the complexity of the network equipment, customers must stay in contact with their supplier. As a result, the quality of after-sales service is an important factor in the customer's network equipment purchase decision. By 1994, the Technical Assistance Center (TAC) faced a staffing problem. Service engineers are trained and scarce. However, at Cisco they spent much of their time addressing minor product malfunctions or helping customers order software. As a result, there was not enough time to deal with best online fee payment solution difficult technical challenges. The inability to meet the growing need for customer service threatened to impede the growth of Cisco's sales of routers and switches. Brad Wright, TAC's manager, thought that the solution to this bottleneck would be to automate routine customer service solutions on the Internet, and let buyers serve themselves. With the backing of Doug Allred, the head of all sales and support services, Wright assigned several of his engineers to develop programs that could answer customer service questions online. The system would translate a network engineer's imprecise inquiry into a standard description of a familiar problem. Then the system would provide the most likely explanations onscreen. This would allow the engineer to avoid wasting time. Within ninety days, Wright's engineers had installed the answers to the most frequent questions on the Web.
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