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Chapter 25. Cross-Functional Teams > Completing the Assignment - Pg. 333

Cross-Functional Teams 333 As Sweet Sixteen had never made perfumes, Diane, the CEO, opted to subcontract the manufacture and bottling to a specialist in that field. The purchasing department was designated as liaison with the manufacturer. A team was appointed to prepare the introduction to the market; it consisted of representatives of marketing, sales, distribution, and purchasing. Members were detached from their regular work for the duration of the assignment. Deadlines and Time Frames Karen, the product manager for the new line, was appointed team leader. At the first meeting, goals were established and assignments were made. They had eight months to develop the program and get the product into the stores. At the meeting, the team broke the project into basic assignments, divided the work according to the backgrounds of the members, and agreed to meet in two weeks with a tentative timetable for each phase. Karen's main job at this point was to ensure that the time frames were realistic and coordinated. For example, the sales reps couldn't start selling until samples were available, prices established, and advertising copy prepared. The distribution people had to have firm dates from purchasing as to when the subcontractor would deliver the product. Marketing had to coordinate corporate advertis- ing, and cooperative advertising with retailers, public relations, and sales. Measure Progress Once the schedules were approved and deadlines established, Karen set up a control sheet to measure progress. She chose to use a Gannt chart, in which completion of work could be measured against projected time.