Implementation of Field Sales Wireless Data Entry Devices

Question: Discuss about the Implementation of Field Sales Wireless Data Entry Devices. Answer: Introduction: The process of introducing a new computerized system requires an in-depth knowledge of our strengths, weaknesses, opportunities and threats to our business. The analytical framework of S.W.O.T in regard to Grand Wines Ltd will help the company keep and expand the current market as well as conquer the current challenges it faces. S.W.O.T analyzes and enables companies to capitalize on strengths and opportunities to eliminate threats and weaknesses towards the business. Strength of Grand Wines Ltd is currently based on the fact that the clientele base is strong and growing.The quality of our products is another factor that has kept our customers loyal to us even with the current dissatisfaction being experienced. With on ground twenty experienced and Knowledgeable sales representatives in the company is among top capabilities that the company can bank on This small team can adapt quickly and be trained at a lower cost to achieve new data entry skills in addition to their sales abilities. It is to the sales team that the company can gather data in regard to our products as well as other competing companies products. Grand Wines Ltd current centralization of operations in Sydney is a plus as it cuts operation cost. Centralization also helps in easier coordination for the company as well as having clear communication channels. Crystal clear organization structure and control being centralized is another addition as decision-making is quickly achieved. The decentralization of the sales function department with an on the ground sales team is another major strength factor (Balachandra, R., Raelin, 1984). Weakness is another of the forces that influence strategic initiatives and actions. Knowing the negative is as important as knowing the positive element in order to cut and maintain a niche in the competitive market. The main weakness to Grand Wines Ltd lies in the area of sales efficiency. There is an obvious challenge in the processing of customers orders all the way to the delivery of the orders. A mix-up and delays in customers orders are both unacceptable and preventable if a system that is efficient enough is in place (Lee et al., 2000). The sales team lacks the knowledge of the inventory status and manual input of orders that are then faxed or mailed to Sydney for entry into the sales database is a key weakness. With other competitors in the wine business market who have implemented an improved ordering system as compared to Grand Wine Ltd. The company completive advantage has been diminished by a great margin. Opportunities. Should the company take the advantage of exploring the various opportunities in the wine market in Australia? With a domestic sales volume share indicators showing a vibrant and growing wine appetite based on sales report. The knowledge different companies having implemented better ordering systems that have shown better returns and improved customer satisfaction shows that if implemented in our own company the company shall not be outperformed in delivery, accuracy, among others and will play catch up on a more level ground with the competitors. The current situation of competing with other companies cannot yield any competitive result as a manual system cannot beat a computerized one that puts information at the fingertips of sales personnel and through the chain of all departments involved (Balachandra, R., Raelin, 1984). Threats to Grand Wine lies in the lack of a clear strategy. Lack of implementation of a more competitive plan and establishing control of supply as well as channels to distribute to all the 400 wine and liquor stores in NSW. This is a threat to the future of the existence of the company. Competitors are also a major threat to them being able to deliver faster and more accurately that Grand Wine Ltd. In relation to the established facts, competition and the need to remain relevant in the wine business. We have categorically come to a conclusion of equipping our sales team on the ground with wireless data entry devices that will enable a seamless execution of a client's orders in real time from the point of order entry from the field by the sales team that instantly gets reflected in the Sydney database. The lack of inventory knowledge capacity will be eliminated as the inventory shall be linked and integrated into the database and shall, therefore, enable sales teams to know what is a vailable and quantities available. The data processing team in Sydney shall be reassigned to other duties thus cutting operations cost. Delays in getting supplies to clients lost orders due to human error on manual data entry and lack of a competitive order system are among top reasons that there is a need to change the current status quo in modus operandi Goals Procurement of wireless data entry devices Purchase of a central remote server, application software and database security Training of personnel in the use of new technology and database. Implementation of real-time data transfer Roll out of the new system Expected end results Overall customer appreciation and satisfaction Enhancement of competitive edge of Grand Wines Limited Project wraps in under six months and is within AUD60000 Efficiency in sales orders and supply chain. Online data storage. Project limits The logistic cost of orders under the new efficient system shall not be covered in this scope. Reassignment of duties of personnel rendered redundant by the new system Shipment cost of wireless devices Warehousing of accumulated manual paperwork Strategy implementation criteria and top management support External environment factors Team members and project management factors Resources availability This includes any resource or documentation required for the project. They include but not limited to schedules, presentations, and work flow structure, contracts scope of work, proposals, development and implementation criteria and case studies. These documents should include delivery dates to the end users-project manager. Metric comparison factors Efficiency Progress Performance Productivity Availability of all resources Performance and skills of members Budget allocation limitation Period of charter Technical constraints Business-related constraints [Name], Project Client [Name], Project Sponsor [Name], Project Manager Communication Plan Template This is a guiding plan that helps in acknowledging information and messages as well as intended audience. It's policy driven and formally defines who gets what information. Mode of information delivery and channels to use. In the case of Grand Wines Limited The database access is based on the need to know and need to access. The sales representatives shall have access to the customer's database as well as inventory segment of the overall database. The implementationphase of the wireless devices, vertical communication between the projectmanager and support departments shall be encouraged during reporting of project status and achievements and shall be through email for the purposes of documentation. Diagonal communication happens at the level of different departments. Due to the sensitivity of various aspects of security of the database I.T department in regard to secure sign in into the system Shall the only privy to the department (Lee et al., 2000). The need for a weekly meeting t o brainstorm and update on the status of the project between different departments is paramount towards the success of the project and a bi-weekly meeting between directors and the project manager as well as a monthly meeting between the project manager and the CEO of the company. All the meetings with the exception of sales department shall be held at the headquarters in Sydney. Intercom conference meetings shall be held over the Internet by use of Skype as a channel. The project manager through email for the purpose of avoiding conflicting messages shall communicate all changes and new directions. Meeting agendas shall be based on the stage of the project. References Balachandra, R., Raelin, J. (1984). When to Kill That R and D Project. Res. Manage., 27(4), 30-33. Lee, A. S., Myers, M., Pare, G., Urquhart, C., Markus, M. L. (January 01, 2000). Three Perspectives: If Markus' 1983 Classic Study, "Power, Politics, and MIS Implementation," Were Being Reviewed Today. Proceedings of the International Conference on Information Systems, 724-726.