The document is in the attachment. Read the Executive summary, Introduction, Business Profile, Problem Statement, Business Process Flow, as well as the technical Analysis. When you are finished with the short reading, create an operational Analysis. The Operational Analysis that is in red is a sample/guide for exactly what you want the Operational Analysis to resemble. The operational Analysis should be no more than a page and a half. CIS 458, Report #1 1. Executive Summary Hex Athletic is a sporting company that offers products “with advanced technology to properly clean, deodorize, and protect high-performance gear, apparel, and footwear from issues typically associated with sweat, soil, dirt, and bacteria.” It was founded in January, 2012 by Doug Bradford (Cleaning Consultant) and Drew Westervelt (Major League Lacrosse (MLL) Player). The two of them, being in two completely different fields of work, met in the middle to develop the initial idea of restoring sporting gear to not give off odor. Before launch of the product, Doug McGettigan, a colleague of Doug Bradford, joined in the operation. As of today, the company has three co-founders, all of them listed above. The company soon after found its headquarters in 1244 Ritchie highway, Suite 14, Arnold, Maryland. Hex Athletic is still a startup business, so competition is vast. However, it is targeting a niche in the market to avoid competing with companies such as Tide, Gain, and All. With this niche, it has been successful at getting its products in over 125 retail stores in the Mid-Atlantic region. However, at this time, the company has no means of tracking inventory, sales, client, and customer information in a single database. As of now, Hex Athletic is using QuickBooks in order to keep track of sales. In order to keep up with competition and grow the business to its maximum potential, Hex Athletic needs to develop a database to help organize and effectively utilize information coming in from the multiple sources they deal with on a day to day basis. The system that we plan to create will help the co-founders save time and money as the business grows. Since they do not have a current system, it will be faster and more efficient than Hex Athletic’s current business information system. 2. Introduction The Hex Athletic Vision With any company who sells a product, the main goal is to gain customer loyalty and trust with authentic and effective products. After all, if no one is buying it, there is no business. Aside from the sales strategy, the broad strategy of Hex Athletic is to “improve the health of sport”. The products sell themselves. If Hex Athletic continues to develop and distribute quality products and the business starts to decline, the fault lies in management. In this report, we will break down how to improve the quality of management by analyzing the company’s processes and methods of storing information, while noting any problems that arise. At the end of our analysis, we will recommend a solution based on the requirements gathered using various techniques to help improve the overall efficiency and effectiveness of management. This will in turn allow Hex Athletic’s co-founders to spend more time on business development, rather than information management. 3. Business Profile Hex Athletic is a start-up company trying to target its products towards the sporting industry. It is located in Arnold, Maryland. As stated in the Executive Summary, the company was started in January of 2012 and currently has its products in over 125 retailers in the Mid-Atlantic region. The company’s three products are all essentially different application processes of the same cleaning formula. However, for each product they tailor the formula to work more efficiently for what it’s supposed to be applied to. The first product I will discuss is called Offense / Defense. This is the foundation of the company and why it was created. It is used for any sporting equipment you wouldn’t typically launder. For example; football pads, chin guards, shoes / cleats, helmets, lacrosse gloves, golf gloves, etc. Offense acts as the cleaning agent by striping and removing all unwanted bacteria from the gear. Defense acts as the protecting agent by allowing antimicrobial molecules to attach to the newly cleaned surfaces of the equipment. Antimicrobial molecules penetrate and kill the nucleus of bacteria trying to grow on the gear. The idea behind this product supports the factory recommendation of hand washing sporting equipment. This product consists of a two part application process and requires either a sink or a large bucket and a medium bristled brush. First, you fill up a bucket or sink with two gallons of water and put 2oz of Offense solution in. Next, you submerge the equipment and use your hands to agitate the grime with a medium bristled brush. Two minutes should be enough time. Next, you drain the sink or bucket and refill it with two gallons of water. This time, you put 2oz of Defense solution in. Submerge the gear in the solution for two minutes. Lastly, you take the gear out of the solution and let it air dry. This could take anywhere from 12-24 hours depending on the sunlight. The second product is called LaundryPro. This utilizes the same formula to strip and remove all unwanted bacteria and protect with antimicrobials. It is used for anything you would typically launder, but works especially well for athletic shirts such as Nike DriFit and UnderArmor Charged Cotton. The product is to be used without fabric softener because fabric softener clogs the “breathability” of the clothing, which allows it to retain bacteria under a waxy layer of softener. The last product is called Overtime. This utilizes the same solution found in Defense. It is in the form of a bottle because it is intended to be sprayed on gear that is already clean. Typically, clean gear is new gear. So, if a new sporting season is coming around and you buy new gloves or shoes, this is your answer for long lasting protection against bacteria growth. With Hex Athletic being a small company of only 5 internal employees, three of them being the co-founders, it heavily relies on word of mouth. Word of mouth relies on the customers. In order to rely on the customers, Hex Athletic must keep track of any customer it can. The owners could greatly benefit from personal relationships with customers in different geographic locations that are in charge or a part of any large sporting organization. Detailed information on the end user could also help Hex Athletic target what organization or sporting community they are in. Hex Athletic utilizes a website to allow customers and potential clients to place orders and learn more about the company and its products. The website is www.OdorBalance.com. With orders coming in from its website, tracking customer information is simple. When orders come from retailers, that information is far less manageable. 4. Problem Statement As Hex Athletic puts faith in the customers, it must be able to efficiently and effectively track customer information and allow the employees to analyze for marketing purposes and future sales propositions. It does not have any means of organizing this information, which could in turn promote better relationships and further the extent of word of mouth from these individual. Aside from the valuable customer information, storing sales, inventory, and client information are limited by efficiency. The existing business processes taking place on a day to day basis bring rise to issues that include: • Prolonged time and resources allotted to analyzing customer information. This includes not being able to effectively organize the data into something that can be quickly analyzed for trends or lack thereof. • Intensive client relationships. This strips time away from the co-founders efforts to develop the more important customer relationships. This can go hand and hand with the lack of functional ability to analyze customer information. • Manual sales data entry into QuickBooks. This takes time away from further business development. • Inability to send personalized messages to existing / potential customers. This is caused from lack of customer information. • Co-founders managing more than on business. This takes time away from further business development of their startup business, Hex Athletic. If desired, our database can be implemented into their other business to save more time and money. (Note: Other business is called Eco-Interior Maintenance.) • Scattered tasks and disorganized day to day business processes. This can result in lost time in valuable business hours. 5. Business Process Flow Currently, the co-founders will use time and resources to develop marketing tools, such as commercials and other advertisements to get the brand name out in the industry. While this may be successful for some companies that rely on brand name / image, Hex Athletic relies on the customers, so this could potentially limit success. As for sales, the leads are developed by: 1. Locating where their competitor’s products are being sold. 2. Contacting collegiate or other organized athletic programs. 3. Meeting with local retailers. 4. Attending sporting events with use of a sales booth. 5. Contacting co-founder’s sponsorships and affiliations, including businesses and other players. (Drew Westervelt, MLL Player and Hex Athletic co-founder.) After following through on one of the leads, the sales process includes (numbers are directly tied to numbers above): 1. Contacting retailers and having said retailer test out selling one or two orders of complete product line. This includes Offense Defense, LaundryPro, and Overtime. 2. Allowing programs to test the product on a few pieces of gear, hopeful of negotiating a contract promoting the said program to use Hex Athletic’s products on all athletic gear. 3. Meeting with the retailer face to face to elaborate on the products and how they are best explained by an inquisitive customer. 4. Selling to individuals by satisfying the needs of the customer. This could include selling the whole set for multipurpose cleaning, or just Offense / Defense for football pads. 5. This includes: a. Allowing Drew Westervelt’s teammates to test the product and distribute to other athletes. b. Targeting the organization he plays for to distribute the product to neighboring or other affiliated organizations. c. Talking to sporting sponsorships about incorporating products into their development or brick and mortar retailers. All sales come from business to consumer and business to business. This includes retailer to consumer (B2C), booth to consumer (B2C), online website (Hex Athletic, Amazon, Ebay) to consumer (B2C), Hex Athletic to Athletic Program (B2B), Hex Athletic to retailer (B2B), Hex Athletic to Business (B2B). 9.1.2 Break-Even Analysis 9.1.3 Payback Analysis 9.2. Technical Analysis There are four main areas that will be analyzed to determine the technical risk. They are the project size, project structure, development teams experience and the user’s experience. Hex Athletic is a small startup company and will be considered a small project. It will be set up on a small office intranet for a small group of key personnel. The duties and needs of the company will be divided among the three owners and any other employees that may utilize in the following key rolls. There will be a company appointed lead for finance and inventory, customer and client relationships, operations, and marketing. All of the functionality will be geared towards the internal users which will limit the size and scope of the project. Since one of the internal employees is an Information Technology track, he will take care of things regarding the website and database maintenance. Hex Athletic has given this project a status of top priority. The owners will be the subject matter experts. They are fully aware of the importance of being available and accessible to give their input as the project is being developed. This will give direction to the structure of the project to fulfill their needs. Since it is a small company the technology that will be used pretty standard. We will use MS Access for the data base management system and Visual Basics for the as the application language. These applications will be integrated into their existing intranet, so we will not need to purchase any additional equipment for this integration. We are anticipating a low risk for implementing this technology into their infrastructure. 9.3. Operational Analysis The problem XYZ hopes to solve with LTRS is the loss of sales because of inattentiveness towards leads and referrals. The system is designed to identify the weak points in the sales process so key personnel can take measures to strengthen these weaknesses. It will take time to learn how to properly use the system to identify these weaknesses. However, LTRS is fairly straightforward because the system uses GUI and button oriented navigation method; we perceive no inordinate amount of operational risk. Below are some examples of how the system will be used to do this. Branch managers and relationship managers will be notified of any leads or referrals that have spent an inordinate amount of time at any point of the system. This aids branch managers in decreasing lost sales due to lack of contact. In essence, the follow up process is being automated. Regional managers will have the ability to generate reports that provide insight into the performance of branches and relationship managers. Regional managers can then identify weaknesses and act accordingly. Executives in the planning and marketing functions can use LTRS in the planning and/or marketing functions. For instance, reports can be generated to show the success rate of new leads by region, branch, etc... Another example of functionality includes the ability to identify bottlenecks in the sales process. With the moderate office culture and politics, the possible new changes as a result of the new system will not affect the company significantly. Moreover, users have a similar perception of the problems, making adoption and implementation virtually easier. Also, employees are clear of their responsibility and therefore they will be ready for the new change. Users will definitely be incorporated into the development process. As mentioned above, all key personnel will be relied upon as subject matter experts. We do this in hope of designing the system to the specifications of the users. To alleviate any unforeseen risks, mandatory training will be provided to push users to use the system. Since LTRS is an efficient tool to track lost sales, lost contacts, and identify prospects, all XYZ personnel still work on their daily tasks. It doesn't replace anyone's responsibilities so no reduction in workforce is expected. LTRS will be implemented on a partial basis - in the Southwest region (Texas and Oklahoma). All testing, quality assurance, and training programs will be implemented on the same partial basis. We have chosen a partial implementation in order to get a feel for how the system should be presented to the rest of XYZ Financial. The system will be available over the corporate intranet, but we will limit access based on the implementation schedule. The system will be tested for a minimum of one month before implementing the rest of LTRS.