In the first year of operation, the partnership between Blackstone and CMR Enterprises saw the latter grow its residential business market share to 25%. Blackstone directed all their customers to CMR Enterprises, increasing their customer base as a result. Increased profits characterized this period. However, a few incidences where employees of Blackstone were being overextended even as they were continuing with work. The Onus to correct things that Blackstone was likely to miss was given to CMR which did not.Later on, concerns about the partnership started to be raised. CMR had anticipated an increase in its efficiencies that would result in lower prices. Several months down the line, project managers discovered that this was not the case. Homeowners still worked directly with other subcontractors and ended up visiting the CMR showrooms to get the cabinets for their homes. Also, both the companies, CMR, and Blackstone were unable to limit the changes that the home owners made in good time. This partnership also caused an increase in the closing of homes. In case of upgrades for homes, CMR billed Blackstone, who in turn raised the prices for closing homes.Secondly, this relationship caused project managers and project coordinator problems. Working independently from other subcontractors made it seem easy since there were little modifications as discussed by homeowners. However, there were fewer visits to the field by both; this made it hard to know if there were mistakes in the new cabinets until they visited the area. Once they did, they noticed mistakes made, and the issue would arise of who was to pay for the error. Also, Blackstone did not share their information on the Info Central platform.The platform had been designed so that the sales team and the managerial team, could interact with customers; maintaining and communicating information about what was going on at customer accounts. If Blackstone had shared the information about a change that they had on the cabinets, then Marcus would not have found a whole set cabinets seating outside one of CMR showroom.
ReferencesHarvard Business School. (2015). CMR Enterprises. Harvard Business School, 1-2
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