0

Introduction

Introduction

     Goal is to meet the criteria for a frequent shoppers program for Kudler Fine Foods and its loyal customers. Needed are all the Kudler Fine Food Stores and all the companies that do business with them on a regular basis to set up the frequent shopper program correctly.

Requirements

System Requirements for Frequent Shopper Program

There are many different system requirements, which could be taken into consideration by the Kudler Fine Foods organization. A system requires development in two parts or the areas i.e. hardware and software. Hardware is related to the system itself and how it will run for example, speed and storage space; while software relates to the tracking and the information interface and how it will relate to the database. The following is a possible set of requirements that could establish hardware system for the implementation of the ‘Frequent Shopper Program’ –

Centralized Data Management System– The most important part of the implementation is to have a centralized system. The centralize system will help to upload and send data to all the stores. This will allow all stores to be kept aware of any promotional deals that the shoppers may be eligible. A centralized management system would also help stores monitor and recognize the records of customers.

Content servers– The central data system would be connected to several databases at one time. The loss of this data would mean that the company would likely lose costumers. The content server will help to keep track of crucial information.

 

Front End Web Server- A front end web server will allow for the consumers to redeem the points earned, thus increasing the value of the rewards program.(Reynolds, 2004).

Customer ID Card – This card will be scanned at check out in order for the costumer to receive the points gained from their purchase.

Kudler Fine Foods also needs some software to insure of the program. The software may include monitoring and storage software. Software such as this can strengthen the success rate of the program. A Customer Relationship Management’ (CRM) software for its frequent shopper program is crucial because the goal of the entire program is to increase the sales as well as draw in new customers. This will increase the company’s bottom line. The CRM software will assist with the customer’s identification, it will also help to increase customer retention. The security software will help to protect the firm from the hacking of information, of the clientele (Tipton & Krause, 2006).

Taking these few small steps will help the people at Kudler Fine foods have a much easier time when rolling out their new loyalty program.

Tipton, H.F. & Krause, M. (2006). Information Security Management Handbook. CRC Press.

Reynolds, J. (2004). The complete E-Commerce Book: Design, Build & Maintain a Successful Web-Based Business (2nd Ed.). Focal Press.

 

 

Kudler Fine Foods

Locations

Del Mar, Ca.

La Jolia, Ca.

Encinitas, Ca.

Sub Systems

Bakery

Meats and Seafood

Produce

Cheese and Dairy

Wine

 

Accounting Department

Groups

Bakery

Meats and Seafood

Produce

Cheese and Dairy

Wine

Sub Groups

Loyal Customers

Purchases

Amounts purchased

Price paid

Loyalty points for purchases

Scope is a statement that will define decision making about the project. It will include all departments within the company and the vendors the company uses. It will help make better decisions for all. Scope tells goal statements, justifying the project, what products it will produce, deliverables, and success of the project. The scope will identify restrictions within certain departments to keep valuable information safe. This will include all the Kudler Fine Foods stores, the loyal customers, purchases, cash spent on products.

The goal statement is a short statement used to describe what the goals will be and how they will be accomplished.

0

Course Description

Course Description

 

This course is an in-depth look at organizational psychology and therefore covers the organizational side of the field, including the impact of the organizations on the individual and on groups of individuals. The dynamics and cultural characteristics of organizations are identified and described in-depth, and organizational development and change are given particular emphasis as well.

 

Policies

 

Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents:

 

  • University policies: You must be logged into the student website to view this document.
  • Instructor policies: This document is posted in the Course Materials forum.

 

University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality.

 

Course Materials

 

Jex, S. M., & Britt, T. W. (2008). Organizational psychology: A scientist-practitioner approach (2nd ed.). Hoboken, NJ: Wiley.

 

All electronic materials are available on the student website.

 

Week One: The Science of Organizational Psychology
  Details Due Points
Objectives 1.1   Explain the evolution of the field of organizational psychology.

1.2   Analyze the role of research and statistics in the field of organizational psychology.

1.3   Explain how the principles of organizational psychology can be applied to organizational recruitment and socialization.

   
Readings Read Ch. 1–3 of Organizational Psychology.    
Participation Participate in class discussion. See Instructor Policies
Discussion Questions Respond to weekly discussion questions.

DQ 1 – Post initial response

DQ 2 – Post initial response

DQ 3 – Post initial response

 

Wednesday

Friday

Saturday

 

See Instructor Policies

Individual

What is Organizational Psychology? Paper

Please note that you can disregard the reference to a paper due week one on eCampus course materials.  We will cover that assignment as a discussion question in the class forum instead. 
Weekly Summary Post your Weekly Summary in the Main Forum. Monday See Instructor Policies

 

 

Week Two: Productive and Counterproductive Behaviors
  Details Due Points
Objectives 2  

2.1   Analyze the relationship between productive and counterproductive behaviors and job performance.

2.2   Analyze the relationship between organizational commitment and job satisfaction.

2.3   Describe the impact of occupational stress on job performance and satisfaction.

   
Readings Read Ch. 4–7 of the text.    
Participation Participate in class discussion. See Instructor Policies
Discussion Questions Respond to weekly discussion questions.

DQ 1 – Post initial response

DQ 2 – Post initial response

 

Wednesday

Friday

See Instructor Policies
Individual

Applying Organizational Psychology Paper

 

Write a 1,050- to 1,400-word paper in which you explain how the principles of organizational psychology can be applied to organizational recruitment and socialization. Address the following items in your paper:

  • Discuss the recruitment process from an organizational and applicant perspective.
  • Explain how the principles of organizational psychology can be used in the recruitment process.
  • Describe the concept of organizational socialization.
  • Explain how the principles of organizational psychology can be applied to organizational socialization.

Include at least three peer-reviewed references.

 

Format your paper consistent with APA guidelines.

Monday 10
Weekly Summary Post your Weekly Summary in the Main Forum. Monday See Instructor Policies
Learning Team

Charter

Prepare your learning team charter.  Don’t just copy and paste from previous classes. Be specific. Look at the assignments due and the weeks they are due. Prepare a time line. Who is going to do what, and by when?  Are you going to elect a team leader/coordinator or go leaderless? Will this role of leader shift each week or stay the same throughout the class?   Are you going to meet mostly in the team forums online, by teleconference, or …?? What are you going to do if someone does not live up to what they agreed to do?  How are you going to handle non-contributors?

Note on writing a group paper or preparing a group presentation:  do not simply write three or four individual papers then cut and paste them together.  You are writing one coherent paper or preparing one project.  When you divide up responsibilities, think of the whole process:

 

  • Creating an outline of the group paper or project.
  • Writing an introduction/thesis and a summary/conclusion
  • Writing a solid section to cover each of the areas of the assignment.
  • Editing the final product to make sure it flows smoothly together.
Tuesday 1

 

 

Week Three: Motivation and Leadership
  Details Due Points
Objectives 3  

3.1   Explain how motivational theories can be applied in an organization.

3.2   Analyze the role of leadership in an organization.

3.3   Evaluate the nature of power and influence in organizations.

   
Readings Read Ch. 8–10 of the text.    
Participation Participate in class discussion. See Instructor Policies
Discussion Questions Respond to weekly discussion questions.

DQ 1 – Post initial response

DQ 2 – Post initial response

DQ 3 – Post initial response

 

Wednesday

Friday

Saturday

 

See Instructor Policies

Learning Team

Productive and Counterproductive Behavior Paper

Write a 1,400- to 1,750-word paper in which you examine productive and counterproductive behaviors in the workplace. As a part of your paper, address the following items:

  • Define productive and counterproductive behavior.
  • Analyze the relationship between productive and counterproductive behaviors and job performance.
  • Analyze the relationship between organizational commitment and job satisfaction.
  • Describe the influence of occupational stress on job performance and satisfaction.
  • Explain how an organization’s leaders can increase productive behavior, organizational commitment, and job satisfaction.

Include at least four peer-reviewed references.

Format your paper consistent with APA guidelines.

Monday 10
Weekly Summary Post your Weekly Summary in the Main Forum. Monday See Instructor Policies

 

 

Week Four: Group Behavior
  Details Due Points
Objectives 4  

4.1   Describe the stages of group development.

4.2   Explain the dynamics of group behavior.

4.3   Analyze the impact of group structure on group effectiveness.

4.4   Analyze the effect that groups have on individuals.

   
Readings Read Ch. 11 & 12 of the text.    
Participation Participate in class discussion. See Instructor Policies
Discussion Questions Respond to weekly discussion questions.

DQ 1 – Post initial response

DQ 2 – Post initial response

 

 

Wednesday

Friday

 

 

See Instructor Policies

Individual Organizational Motivation and Leadership in the Workplace Paper

 

Identify a common workplace situation—such as employee apathy, absenteeism, or conflict—within an organization with which you are familiar.

Write a 1,400- to 1,750-word paper in which you address the following items:

  • Describe your selected organization.
  • Describe your selected situation.
  • Explain how motivational theories could be applied to your selected situation.
  • Analyze the role of organizational leadership in your selected situation.
  • Evaluate the role of power and influence in your selected situation.

Include at least three peer-reviewed references.

 

Format your paper consistent with APA guidelines.

Monday 15
Weekly Summary Post your Weekly Summary in the Main Forum. Monday See Instructor Policies
Learning Team

Week Six Paper Topic Approval

Obtain instructor approval of your selected organization for the Week 6 Learning Team Assignment “Organizational Culture in the Workplace Paper.”  You may select one of the following organizations as the basis of this assignment:

  1. Apple
  2. General Electric
  3. IBM
  4. Nordstrom
  5. Southwest Airlines
  6. The American Red Cross
  7. The U.S. Army or another branch of service
  8. Walt Disney

 

Monday 1

 

 

Week Five: Organizational Design and Culture
  Details Due Points
Objectives 5  

5.1   Examine the future of organizational design.

5.2   Analyze the relationship between organizational design and organizational culture.

   
Readings Read Ch. 13 & 14 of the text.    
Participation Participate in class discussion. See Instructor Policies
Discussion Questions Respond to weekly discussion questions.

DQ 1 – Post initial response

DQ 2 – Post initial response

 

 

Wednesday

Friday

 

 

See Instructor Policies

Individual

Group Dynamics Paper

Identify an organizational group of which you have been a part, such as a department, committee, or coalition.

 

Write a 1,400- to 1,750-word paper in which you analyze the group dynamics of your selected group. As a part of your analysis, address the following items:

  • Describe your selected group, including the purpose of the group, the group’s goals, and the demographic nature of the group–gender, education level, and so forth.
  • Describe the stages of development your group has experienced.
  • Analyze the structure of your selected group and the effect that this structure has on the effectiveness of the group.
  • Explain the dynamics of group behavior within your selected group.
  • Analyze the effect that your selected group has had on you concerning the following concepts: group polarization, conformity, and groupthink.

Include at least three peer-reviewed references.

 

Format your paper consistent with APA guidelines.

Monday 15
Weekly Summary Post your Weekly Summary in the Main Forum. Monday See Instructor Policies
Learning Team

Week Six Paper Reference List

Submit a list of references you will use in your the Week 6 Learning Team Assignment “Organizational Culture in the Workplace Paper.” Your paper should include at least five references from peer-reviewed sources (you can site the text as one of your references).  Monday 1

 

 

Week Six: Organizational Development and Change
  Details Due Points
Objectives 6  

6.1   Analyze the impact of organizational culture on organizational development and change.

6.2   Evaluate the impact of change on an organization.

   
Readings Read Ch. 15 of the text.    
Participation There are no participation points to be earned in Week Six.  To remain in attendance, you do need to post at least two days during the week to any of the class forums    
Discussion Questions There are no discussion questions in Week Six.    
Individual Organizational Change Article Analysis Using the University of Phoenix Library, and/or other resources, locate a peer-reviewed article concerning organizational change. Write an approximately 700-word paper in which you analyze your selected article. In your analysis, be sure to briefly summarize the article and examine organizational change.  Be sure to apply what we have learned from the course textbook …give your own input…do not simply summarize the article. Monday 10
Learning Team

Organizational Culture in the Workplace Paper and Presentation

 

Write a 1,750- to 2,100-word paper in which you analyze the effects of organizational culture on organizational development and change. As a part of your analysis, address the following items:

  • Describe your selected organization, including the organization’s philosophy, mission, vision, values, and structure.
  • Analyze the relationship between the design of your selected organization and its organizational culture.
  • Analyze the effects of organizational culture on the organization’s workforce.
  • Evaluate the effects of change on the organization.

Include at least five peer-reviewed references.

 

Format your paper consistent with APA guidelines.

 

Prepare 8-10 slide Microsoft® PowerPoint® presentation illustrating your Organizational Culture and Workplace Paper. Please note that you do not need to include presenter notes with these slides, as they accompany a paper.

 

Monday

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Monday

14

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

3

 

 

Copyright

 

University of Phoenix® is a registered trademark of Apollo Group, Inc. in the United States and/or other countries.

 

Microsoft®, Windows®, and Windows NT® are registered trademarks of Microsoft Corporation in the United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation.

 

Edited in accordance with University of Phoenix® editorial

0

Facilitator Information

Facilitator Information                                                                                                      

 

Michael Shunk

mshunk@email.phoenix.edu (University of Phoenix)

michaeleshunk@hotmail.com (Personal)

602-793-7328 (AZ – MST)

 

Facilitator Availability

I am available from 9 a.m.-7 p.m. Mountain Time on most days, but I attempt to reserve Sunday for my family. I will not be online this entire time, but will be checking in frequently. If these times are not convenient for you, please let me know. I will be happy to accommodate your schedule, if possible. I provide you with these times to make it easier to communicate with me, and not to limit our contact.

I want you to know that, should you need to contact me outside these time frames, you should not hesitate to do so.

For emergencies, when you are not able to gain access to messages on the Online Learning System (OLS), please send a message to my personal email address. In the event a third party needs to contact me, please direct them to my contact information listed under “facilitator information.” No third party should use your login credentials to gain access to the classroom.

Late Assignments                                                                                                             

Late assignments receive a 20% deduction for each day they are late if assignments are not posted by 11:59 p.m. M.S.T. on the day they are due. Assignments more than 3 days late will not be accepted. Technological issues are not considered valid grounds for late assignment submission. In the event of a University of Phoenix server outage, students should submit assignments to the instructor (via e-mail if necessary) and when systems are restored, submit those assignments according to syllabus instructions. Unless an Incomplete grade has been granted, learner assignments submitted after the last day of class will not be accepted.

Where to Submit Your Assignments

Assignment Section: This is where you will submit all formal assignments. Navigate to the Assignments link on eCampus. Locate the link to submit your assignment as an attachment.

Be sure to also submit the Certificate of Originality with each assignment.  A copy of this is located in the course materials area.

Learning Teams                                                                                                                

University of Phoenix students are expected to work effectively in diverse groups and teams to achieve tasks. They must collaborate and function well in team settings as both leaders and followers. They should respect human diversity and behave in a tolerant manner toward colleagues and peers. If you experience difficulties working with your team, you are expected to resolve them within the team if possible. However, please feel free to contact me for guidance if you have concerns in this area. Because Learning Team projects are outcome-based, all members of your Learning Team will generally earn the same grade for Learning Team projects. However, I reserve the right to report different grades for different Learning Team members if I see a substantial imbalance in individual contribution. Learning Teams should provide a brief summary of any communication held outside the forum. Therefore, if you hold conference calls, work in a real-time chat room, or get together outside the OLS (Online Learning System) environment in another way, please post a log, transcript, or summary in the Learning Team forum. Further, do not use any of these supplementary communication tools unless everyone on your Learning Team agrees to the method and to the schedule. If you have any questions, please contact me.

Several of the assignments in this class will be completed in Learning Teams of three to five students. I will set up these teams by the end of Week 1. If you have any requests for teammates, please let me know by Thursday of the first week via your Individual Forum. Learning Team Charters and Peer Evaluation forms are required. Please see the instructions in the weekly sections for more information.

It is expected that you will actively participate with your learning team and contribute to the team discussions by a) contributing original work that is accepted and used by the team with proof of originality b) participating in the project from assignment organizing through meaningful final review of the team project for submission, and c) ensuring to your team that your contributions are your original work and properly quoted, cited, and referenced.

Grading Scale                                                                                                                    

 

Grade

A

A-

B+

B

B-

C+

C

C-

D+

D

D-

F

Percentage

95+

90-94

87-89

84-86

80-83

77-79

74-76

70-73

67-69

64-66

60-63

<60

 

Participation and Discussion Question Grading                                                           

Discussion question responses do not count towards the class participation requirement and are evaluated separately.

Weekly Summaries                                                                                                           

Weekly summaries are not required in this course.

Final Week Requirements                                                                                                

Discussion question responses and participation are not required during the final week of the course. The final week is dedicated to completing the final assignments.

additional discussion question (DQ) & participation info…

Discussion question responses will not count towards the class participation requirement and will be evaluated separately.  There will be no discussion question responses required the last week of class.

Discussion question (DQ) responses should be at least 200 words of body. For discussion question responses in the Main forum, please post responses to the threads provided. To respond, highlight the appropriate thread, click on Reply, type your response, and send. Please do not start a new thread for the weekly discussion questions in the Main forum.  Also, please change the subject line to read something to the effect of: “(Name’s) DQ #1 submission for week 3”.  Then I will know this is your DQ response.

 

Unlike your formal written assignments, I do not require that your discussion question responses adhere to specific formatting requirements. However, please make sure to proofread carefully. Grammar and spelling errors may impact the grading.  I expect your discussion question responses to reflect critical thought. Whenever possible, please try to relate the course content to real-world applications from your work or life experience.

 

Late Discussion Question Responses will be penalized a .5 point deduction for each day late and will only be accepted up to 2 days after the due date.  If they are not submitted at all, a 1.25 point deduction will be assessed for that week for each non-submitted discussion question response.

 

Partial participation (ex. 1 post for a particular day) will not count towards weekly participation, 2 posts are required on any particular day to count towards the 4 day weekly requirement.  Each day of incomplete participation less than the required 4 will earn a 1.25 pt. deduction per day (again, remember the DQ responses do not count!).  Make sure you are keeping track of your participation… they are easy points!  Only posts in the Main classroom forum will count towards your class participation score.  Participation posts should be more than 100 words in length not including quotes, restating the question or your e-mail signature.  I grade on quality, not quantity, but you do have to hit the minimum word count!

 

Also, please change the subject line of your participation posts to reflect the “main idea” of your post.  This will help us to keep the conversations organized and will make it easier to find an interesting one to join!

 

Phew… enough rules & regs?

OF NOTE:  Each of your submissions will be submitted to the University of Phoenix – Center for Writing Excellence plagiarism checker.  I urge you to first submit your work there to be sure you are compliant with UOP anti-plagiarism guidelines.  Plagiarized work will be awarded a zero and the infraction will be reported to the Academic Violations Team.  Your work needs to be your own.  You cannot merely copy and paste a large part of the assignment, cite it and then consider it OK.  I do expect citations, but cited work should make up no more than 15% of your paper.  This goes for all submissions… participation posts, discussion questions, individual work, learning team work, etc.

 

Feedback

Each week, I will provide grades or scores and comments on assignments within 6 days of when they were submitted. After I send feedback each week, I will post a notification in the Main forum.

 

 

0

assignment refers to

assignment refers to Service Request SR-kf-013, Develop Requirements for Kudler Fine Foods Frequent Shopper Program. Similar to the individual assignment, please ignore the “Expected Results/Impact when completed” section of the service request and focus your answer on addressing the items listed below.   A link to the Virtual Organizations can be found on the course Materials page.

 

The Learning Team will prepare a 12-16 page paper for the complete project which will be turned in on Week 5; assume that the paper is to be delivered to an executive management committee.  You will complete a draft section each week and you will receive feedback that you can incorporate into the final paper.  Weekly draft papers will not be graded.

 

  • Review the Service Request SR-kf-013 for Kudler Fine Foods.
  • Draft the first 3-4 page section of the paper to include the following:
    • Statement of Scope and Goals: Specify what functions will be included in the project. Identify the goals for the new system (accomplishments you want to meet and not solutions).
    • Supporting Measures for Success: Specify tangible measures for determining the relative degree of success of the completed project. The measures must correlate with the goals specified in the first section of this deliverable and they are related to the success of the IT solution.
    • Summary of Project Feasibility: Include specific operational, technical and economic feasibility analysis. Operational and technical issues should specify how each issue will be addressed. The economic analysis must include quantified specific benefit and cost areas (assume you have evaluated specific areas and provide your recommendation based on the results of the evaluation).
    • Determination of Requirements: Identify the specific analysis methods which will be used to determine user needs.

Copy/Paste the Visio diagrams into your Word paper and also include the original Visio file as part of your assignment and not just the embedded chart.

 

 

 

 

Continue the draft development paper 4-6 pages to include the following item.  Include descriptions to clarify your models:

 

  • Proposed System Requirement List: List specific individual system and application requirements in verifiable and objective terms.
  • List of Confirmed Requirements: Categorize each system and application requirement identified for the Week Two as “mandatory” or “optional.”
  • Current Business Process Summary: Provide a high-level logical data flow diagram of the current process and explain the process. (Show who does what).
  • Logical Model of the System: Provide a high-level logical data flow diagram of the proposed system.  Explain how this flow is different than the one from the current process discussed on the bullet point above.

 

 

 

 

Draft the next 4-6 page section of the paper. This should include:

  • Design Trade-off Approach: Specify the tradeoffs among cost, schedule and performance you evaluated and explain the logic for your final hardware & software solution. For example, a fast, inexpensive solution may not address performance requirements adequately. (chapter 8)
  • Detailed Design Process and Design Specifications: Specify recommended decisions for software, hardware, network(s), and communications. Include resolution of HCI considerations.
  • Physical Model of the System: Illustrate and explain the recommended proposed architecture diagram.

 

When saving this assignment, name it with the team name followed by the letters “wk4”.  For example, if your group is Team A, this assignment should be saved as “TeamA wk4.doc”. Copy/Paste the Visio diagrams into your Word paper and also include the original Visio file as part of your assignment and not just the embedded chart.

 

Service Request SR-kf-013
Develop Requirements for Kudler Fine Foods Frequent Shopper Program

Organization:  Kudler Fine Foods

Locations:       All

Requester:     Manager

Description of Request:

Kudler Fine Foods is interested in developing a system to track customer purchases through a Frequent Shopper Program to award loyalty points for redemption.

Background of Request:

The objective of this project request is to track purchases of individual customer’s. The customer purchases will be tracked and accumulated as loyalty points for redemption by the customer for gift items, specialty foods and other products or services as made available through partnerships with other external companies. The strategic purpose of the Frequent Shopper Program is described on the Sales & Marketing page of the Kudler Fine Foods Intranet site.

Expected Results/Impact when completed:   PLEASE IGNORE THIS***********

Create a business/systems requirements document for the development of the Frequent Shopper Program system to meet the objective of this request.

 

Kudler Fine Foods

Kudler Fine Foods is a local upscale specialty food store located in the San Diego metropolitan area. The company has three locations (La Jolla, Del Mar and Encinitas). Each store has approximately 16,000 s.f. of retail space located in a fashionable shopping center. The stores are stocked with the very best domestic and imported foodstuffs and divided into the following departments:

  • Fresh Bakery and Pastries
  • Fresh Produce
  • Fresh Meat & Seafood
  • Condiments and Packaged Foods
  • Cheese’s and Specialty Dairy Products
    • Our founder, Kathy Kudler, was the Vice-President of Marketing for a large defense contractor. Weary of the constant travel and the pressures of corporate life, Kathy was looking for other opportunities. As it happened, Kathy relieved her stress through gourmet cooking and on a shopping trip for ingredients for a gourmet repast, she suddenly realized that there was an opportunity for an upscale epicurean food shop in La Jolla.
    • Kathy developed a business plan, obtained financing and six months later, on June 18, 1998, the first Kudler Fine Foods opened. Within nine months the store was at break-even and was profitable for the year.
    • In 2000, a second store was opened in Del Mar and in 2003 our third shop opened in Encinitas.
·


·         History

Human Resources
 

 

             
  Employee Files   OSHA                

HRIS System

Kudler uses Quick Books and has outsourced payroll processing to Intuit (maker of Quick Books). Intuit’s database tracks the following information for each employee.

  • Personal information, such as name, address, marital status, birth date, etc.
  • Pay rate
  • Personal exemptions for tax purposes
  • Hire date
  • Seniority date (which is sometimes different than the hire date)
  • Organizational information (store for budget purposes, manager’s name, etc.)

Changes to this information are submitted in writing (on special forms) by the employee’s supervisor and are entered into the system by an accounting clerk. The accounting clerk maintains a file with the appropriate tax forms for each employee and keeps the originals of any changes to employee data.

Employees fill out time sheets manually each week, which are approved by the store manager. These time sheets are faxed to accounting, where the data is entered for payroll purposes. Corrections to the time sheets must be approved by the direct supervisor and the store manager.

Each store manager has all of the employee files for the employees in the store — there is no central file area. These are kept in a locked file and typically include the following information:

  • Job application/résumé
  • Performance reviews (if there were any)
  • I-9 forms
  • Any disciplinary memos or performance management issues

Managers are responsible for tracking any requests for time off and vacation. There is no automated system for tracking vacation time used.

Store managers handle much of their own hiring, with the help of the HR recruiter. Applications of people not hired are kept in files by the HR department.

Workers’ compensation is managed by a third party provider, which keeps its own records.

The HR manager keeps an Excel spreadsheet with the results of job analyses, salary surveys, and individual compensation decisions.

The HR assistant keeps information about complaints, grievances, harassment complaints, etc. in locked files in the HR office at headquarters.

 

Web link

https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler/HR/KudlerHRHRIS001.htm

Information Technology
 
Home | Databases | Networks
Download Kudler Fine Foods Access Database


 

Table

Description

Customer The Customer Table contains demographic data for each of Kudler’s customers. The data in this table is used to access the name and address of customers for order processing and for special mailings for anniversaries and/or birth dates, etc.
Inventory The Inventory Table contains the components that make up an Item. It is used for managing inventory and determining the availability of ingredients that go into prepared items, such as bakery products, etc.
Item The Item Table stores information pertaining to products that may appear on an order. It describes goods that can be purchased from a Store.
Order The Order Table is used to record information pertinent to each Order placed with a given store. Each order will have one or more entries in the Order Line Table associated with it.
Order Line The Order Line table contains detail on items appearing on an order. One or more Order Lines are associated with each order and each Order Line references an item being purchased with its description, quantity, price, etc.
Store The Store Table retains data for each store location, such as name, address, phone numbers, emergency contacts, etc.
Supplier The Supplier Table contains data concerning wholesalers, vendors and other suppliers from whom inventory is procured. These goods are used to prepare saleable items or are simply resold in their acquired form.
Tax Table The purpose of the Tax Table is to provide tax rates applicable to orders placed at a given store.
Tender The Tender Table provides a means to record the methods of payment used for an Order. For example an order may be paid for partially in cash and partially by credit card.

 

 

Sales & Marketing

Home | Marketing Overview | Sales Plan – 2007 | Market Surveys | Communications


Kudler Fine Foods has experienced significant growth and is now focused on expanding the services, improving the efficiency of its operations and increasing the consumer purchase cycle as a means to increasing the loyalty and profitability of its consumers.

Strategic Objective: Increase Loyalty and Profitability of Consumers

  • Expanding Services (Revenue Increase) – Kudler is offering parties in the store to show customers how to prepare specialty foods. The draw for the consumers is to be trained by world-renowned chefs, local celebrities, other food experts, and even Kathy Kudler herself, and to be invited to exclusive, upscale events. The anticipated outcomes will be to increase the customer purchase rate of high margin food and beverage items and to get consumer to make an evening at Kudler Fine Foods part of their social network. This increased time in the store will increase the overall revenue per visit and increase the frequency of visits to the store. Consumers will receive multiple entries in high-ticket item contests by bringing a friend to the parties. While the firm’s preference is to have the events in-store, guests can have Kudler cooking classes at their home for a price premium. Programs such as this encourage consumer loyalty and word-of mouth marketing.
  • Frequent Shopper Program (Revenue Increase) – Kudler’s new initiative is tracking purchase behavior at the individual customer level and providing high value incentives through a partnership with a loyalty points program. The customer purchase behavior patters will help Kudler refine its processes and offerings to best satisfy their valued customers. Price is not the primary differentiating factor for Kudler consumers; these consumers are focused on quality and finding specialized items. Therefore, rather than providing everyday discounts to the customers for their purchase frequency like lower end markets, Kudler has partnered with a loyalty points program to provide customers with points which can be redeemed for high end gift items, airline first-class upgrades, or other specialty foods.
  • Increased Efficiency (Cost Reduction) – Kudler’s is now in a position to focus on internal (both front line and behind the scenes) processes, and how those can be improved to deliver increased value to the customer. From a service perspective, Kudler is benchmarking Nordstrom department stores. In addition, the firm is developing employee training programs and integrating new software systems to facilitate the effort. Marketing has encouraged the purchasing department to find ways to reduce costs of ordering foods and minimize the amount of food to be stored, while also having a zero stock out policy. In response, purchasing has developed a supplier relations program and has solicited the help of marketing to help roll out the program.

Historical Sales Data and Financials

Historically, Kudler Fine Foods has tracked information such as dollar value and profit margin per transaction, dollar sales and profit levels by day, and dollar sales and profit margins by item. However, in an effort to leverage the information to create a more intimate relationship with their customers, the firm is integrating a system to track customer purchase behavior over time. The firm is in the process of developing this system now.

Marketing Budget

The marketing budget is primarily comprised of new initiatives, marketing communications, and marketing research.

New Initiatives

  • Research, development, and rollout of new programs
  • Cooking Classes
  • Frequent buyer points program
  • Supplier relations program

Marketing Communications activities include:

  • Radio, Newspaper and Television advertising
  • Public relations, events, and sponsorships

Marketing Research expenditures include:

  • Market size / opportunity studies
  • Food marketing trends studies
  • Services benchmarking study

Growth Strategy

Within the next 12 months, Kudler plans to increase customer loyalty by offering added high-margin services, leveraging the firm’s better understanding of customer purchase patterns, and providing more efficient operations. Profitability will also be increased by cost reductions accomplished through supplier partnering programs. New customers will be acquired through social network marketing and word of mouth.

Copyright 2004 © by Apollo Group, Inc.

 

Introduction

Kudler Fine Foods is a much renowned food store, established at the different locations of California. The main focus of the store is to have ‘profit maximization’ by providing quality products at appropriate prices, in comparison of the competitors. The firm also wants to satisfy its clientele. Through this objective, the store wants to acquire major expansion. It currently wishes to enlarge its services by attaining perfection in the operational activities. In addition, it also desires to increase the loyalty and profitability of its consumers by increasing the ‘consumer purchase cycle’. The company’s latest idea to increase its revenue is to implement a customer rewards program that will track customer purchases and help identify trends that will allow Kudler Fine Foods to tailor its offerings to better satisfy their customers. Prior to implementing the customer rewards program, the company will need to consider development issues while also performing a cost to benefit analysis for implementation of a successful ecommerce website.

Frequent Shopper Program

In regard to the electronic commerce, the Kudler Fine Foods Sales and Marketing Department is initiating a Frequent Shopper Program to track customer purchase patterns and offer shopper incentives through a loyalty point programs. The beginning of this program will assist the Kudler Fine Food in inspiring customer loyalty and react to customer shopping orientations. For the customers of Kudler Fine Foods, speciality items are more vital than the price of the items they are intended to purchase, so in this case rather than offering daily discounts for purchase frequency, the company has united with a loyalty points program to reward customers with redeemable points for high-value gift items, airline advances or other specialty foods.

By using a rewards program, Kudler Fine Foods will be able to track customer purchases and observe trends in those purchases. Customers will use a rewards membership card to identify themselves with the purchases they are making. After a few purchases, customers could be entitled to collect rewards like airline seating upgrades, expensive gift items, or free specialty foods. Currently, the Kudler database system includes a table for customers, but that database contains only demographic information. This database could be expanded by adding a table of transactions; this table can use a member identification number as a foreign key, which could be the primary key in the customer database.

Program Goals and Supporting Measures

The prominent goals of the Kudler Fine Foods Frequent Shopper program is to encourage customer loyalty, to better react to customer’s buying demands and to augment food governing skilfulness. A successful implementation of the program should augment revenue over time by modifying loyalty and meeting customer needs and decrease costs by amending inventory procedures. The initiative should be implemented within specific time period along with the involvement of following stakeholder representatives as with their contribution the program will be implemented successfully:

  • Each location of Kudler Fine Food: The program needs to be initiated at each location of the Kudler Fine Food.
  • Purchasing Department: The Company’s purchasing department is needed to use the data collected by the new program to forecast food orders.
  • Sales and Marketing Department: The representatives of sales and marketing department are needed to include as they will be the elementary customer of the program.
  • Information Technology Department: The Company’s IT representatives must be concerned in development of requirements as they will help in ascertaining the feasibility of the requirement.
  • Loyalty points program: A representative from the loyalty point’s program must be called for to describe new ideas or the experienced ideas.

Summary of Project Feasibility

            Assessing the feasibility of the Frequent Shopper Program enhancement is an important step for Kudler Fine Foods to determine the chance of success for the project.  A “feasibility study focuses on helping answer the essential question of should we proceed with the proposed project idea?” (Hofstrand & Holz-Clause, 2009).  Three specific types of analysis have been used to determine the project feasibility: operational, technical, and economic feasibility.

Operationally, the Frequent Shopper Program should integrate into the existing workflow without any significant problems to operations.  The functionality of the new system will require only a small amount of user training so there is no issue with computer competency.  There will also be no loss of control by the staff or management; in fact the change will bring an added level of customer interaction which could enhance customer attitude at the point of sale.  This change will also not negate or change any existing workflows that are critical to the mission success of operations.

Though the design of the network infrastructure is aging, the addition of a Frequent Shopper Program will have little to no impact on existing capabilities.  As long as all of the risks involved in developing the system are identified, the development team should have no problems in designing a successful program.  The program will likely be developed as an enhancement to the current POS system so that it will easily integrate with existing key components.  Kudler also utilized a POS server, which would be a good staging ground for the Frequent Shopper database.

The economic feasibility has been determined by performing a cost/benefit analysis.  The cost /benefit analysis has helped the project team in determining whether or not the proposed program will be beneficial to the company.  The project team identified the total expenses of the project by looking at available resources and estimated development costs.  An analysis was also performed to determine the total benefit that the new program would be to the organization.  It was determined that if the development and implementation of the program were a success, the organization would bring in at least a 16% return on investment.

Expense

Amount

Project Team Salaries

$50,000

Training

$4,000

Support

$10,000

Implementation

$5,000

Total Cost

$69,000

Benefit/Cost Saving

Amount

Increased Customer Loyalty

$75,000

Efficiency in Inventory Controls (Reporting)

$5,000

Total Benefits and Savings

$80,000

 

System Requirements for Frequent Shopper Program

There are various types of proposed system requirements, which should be taken in consideration by the Kudler Fine Foods. A system requires to be developed in two sides or the areas i.e. hardware and software. Hardware is related to the development of the system; while software is related for the tracking and the information database. The following are the layers or the requirements to establish hardware system for the implementation of the ‘Frequent Shopper Program’ –

  • Centralize the data management system hardware – It is the most important requirement of the system to design the ‘Frequent Shopper Program’. The centralize system will help to upload and verify data for all the stores. The centralized management system will also assist to integrate the data of customers. The centralized system will also enable the Management to update the data according to the change in the customer requirements and will also cause the elimination of duplication activity.
  • Content servers in hardware – The centralized data management system hardware should be used several servers for database. The content server will help to store the information. It will also be used for the ‘backup’ purpose. It will help to save the information in case of the failure of hardware or any other incident.
  • Front end web server- There is also a need of the front end web server, as it will help the customers to redeem their earned points. It will enhance the effectiveness of the point system (Reynolds, 2004).
  • Store server – The points of the customer can be added on the basis of the transactions information. The store server will help to transfer the data and will also help to download the customer’s information to the stores, when they need.
  • Loyalty card – Loyalty card with a bar code will help each of the teller in tracking the customer purchases and points.

The company also necessitates some software to increase the effectiveness of the program. The software such as tracking software, data storage software can be used to heighten the efficaciousness of the program. The management of Kudler Fine Foods can also use the ‘Customer Relationship Management’ (CRM) software for its frequent shopper program because the main objective of the program is to increase the sales and the profit of the company.

The CRM software will help to reduce the cost of direct marketing and will increase the revenue for Kudler Fine Foods. With the help of this software, the customers can be identified easily, which will cause an increase in the profits of the company. It will also help to increase customer retention. The security software will help to protect the firm from the hacking of information, of the clientele (Tipton & Krause, 2006).

In this way, Kudler Fine Foods can implement its frequent shopper program in a more effective and efficient way.

Conclusion

            In order to connect with the organizations customer base, Kudler Fine Foods has recognized the need to integrate a frequent shopper program to increase loyalty.  With returning customers, Kudler will be able to develop long-term relationships that will both benefit the company and the customers who will receive perks and pricing advantages.  The organization is also read to take on the task of designing and developing the system, the project team has completed the initial task of determining the requirements and feasibility, and will begin to come together to move the project forward.  With a little bit of careful planning and a good management team, the new frequent shopper program will be a great success.

 

References

Tipton, H.F. & Krause, M. (2006). Information Security Management Handbook. CRC Press.

Hofstrand, D. & Holz-Clause, M. (2009, October). What is a Feasibility Study? Retrieved January 17, 2009, from http://www.extension.iastate.edu/agdm/wholefarm/html/c5-65.html

Reynolds, J. (2004). The complete E-Commerce Book: Design, Build & Maintain a Successful Web-Based Business (2nd Ed.). Focal Press.

 

 

Week 3

Kudler Fine Foods Frequent Shopper Program

Kudler Fine Foods is a very popular food store located at different parts of California. The main objective of the store is to have profit maximization by providing quality products at appropriate prices in comparison to the other competitors. Through this objective, the store wants to have significant growth. The company now wants to expand its services by improving the efficiency of its operations. It also wants to increase the loyalty and profitability of its consumers by increasing the consumer purchase cycle. Now Kudler Fine Foods wants to expand its business through the utilization of a Frequent Shopper Program.  The Frequent Shopper program is currently in design with a working high-level model up for proposal.

Proposed System Requirements List

  • The system shall have three tiers of users:  Customers, Users, and Managers.
    • Users in the “Customers” tier represent customers of Kudler Fine Foods and account holders.  Their visibility into the system will consist of viewing the Frequent Shopper Points balance on their account and redeeming Frequent Shopper Points for rewards.
    • Users in the “Users” tier represent employees of Kudler Fine Foods.  Their visibility into the system will consist of viewing the Frequent Shopper Points balance on an account, processing credits to an account at the time of sale, and processing debits to an account at the time of a return.
    • Users in the “Managers” tier represent employees of Kudler Fine Foods with a managerial job title.  Their visibility into the system will consist of viewing the Frequent Shopper Points balance on an account, processing credits to an account at the time of sale, processing debits to an account at the time of a return, and processing adjustments to an account as defined by Kudler’s business process.
  • Each customer shall be assigned one and only one unique account number in the Kudler Fine Foods Frequent Shopper program.
  • At the time a purchase is made at a Kudler Fine Foods location, Frequent Shopper Points will be credited to the account.
    • The number of Frequent Shopper Points credited to the account will be equal to the dollar amount of the purchase, before tax, rounded down to the nearest dollar.  For example, a purchase of $10.00 would yield 10 points.  A purchase of $10.01 would yield 10 points.  A purchase of $9.99 would yield 9 points.
    • Any purchase totaling less than $1.00, before tax, will yield 0 points.
    • If an item is returned for which Frequent Shopper Points were originally credited to an account, a reversal will occur equal to the dollar amount of the returned item, before tax, rounded up to the nearest dollar unless this reversal would result in the account having a balance of less than 0 points.  In this case, a debit transaction will occur equal to the total number of points on the account.  For example:  If an account has 10 points, and a customer returns an item worth $6.00 for which points were originally credited, a debit of 6 points will occur, leaving a balance of 4 points.  If an account has 10 points, and a customer returns an item worth $6.01 for which points were originally credit, a debit of 7 points will occur, leaving a balance of 3 points.  If an account has 10 points, and a customer returns an item worth $11.00 for which points were originally credited, a debit of 10 points will occur (as a debit of 11 points would result in a negative balance).
  • When Frequent Shopper Points are redeemed, Frequent Shopper Points will be debited from the account.
    • The number of points on an account can never total less than 0.
    • If a customer attempts to claim a reward worth more points than are currently available on the account balance, the system will display a message indicating that there are insufficient points to process the transaction.  No debit will occur.
    • When a reward is claimed, a debit to the Frequent Shopper Point balance will occur that is equal to the point value of the reward.  For example, if an account has a balance of 10 points, and a reward worth 3 points is claimed, a debit of 3 points occurs leaving a balance of 7 points.
  • The system must provide the ability for users to query an account on demand.
    • When querying an account, the user may specify the customer’s first and last name as search criteria, the customer’s phone number as search criteria, or the account number as search criteria.
      • When an account number is used as search criteria, one and only one result will be returned to the user.
      • When First and Last name are used as search criteria, all records that match both criteria shall be returned to the user.  The user may then select the appropriate account record to view.
      • When Phone Number is used as search criteria, all records that match both criteria shall be returned to the user.  The user may then select the appropriate account record to view.
    • The current Frequent Shopper Point balance will be displayed to the user once an account record has been selected.
  • The system must provide the ability for users to apply adjustments to Frequent Shopper Point balances.
    • Only users in the “Managers” tier shall have access to processing adjustments.
    • An adjustment may be a credit or a debit to an account balance.
    • At the time an adjustment is processed the following input must be provided from the user:
      • Debit/Credit
      • Number of Points
      • Reason for adjustment
    • The reasons for adjustment shall be a set of predetermined values that the user must select from.  These values are:
      • Customer Retention Award
      • Reversal of Incorrect Transaction
      • Over-charged for Purchase
      • Under-charged for Purchase
    • In the event a debit adjustment is applied, the resulting point balance may not be less than zero.
      • If a user attempts to process a debit adjustment that would result in the point balance being less than zero, a message must be displayed, “This adjustment would result in a negative point balance.”  No transactions occur.

Legal Considerations of Frequent Shopper Program

Doing the business through Electronic Commerce, Kudler Fine Foods has to consider several legal considerations in the development of its Frequent Shopper Program. Electronic contracts for online business transaction are legally bound all over the world. There are several Legal Considerations in the E-commerce which are as follow:

  • According to the Privacy and Electronic Communication Regulations, an opt-in consent procedure is required for making commercial emails and e-commerce (Develop an e-marketing Plan).
  • According to the Information Principle, the business organizations are required to verify specific information about their business which it wants to provide to the recipient on the online service to the E-Commerce Regulations.
  • The business organizations have to make their advertising and promotion strategies according to the guidelines of the E-Commerce Regulations.
  • For the approval of an online order, the business organizations are required to have physical signatures.
  • For the E-Commerce the business organizations have to consider the taxation laws of the Native Country.
  • All the customers who want to make business contracts online should be provided the facility of printing and storing a copy of all the terms and conditions.
  • To copy the business processes and the intellectual properties of the business organizations is also important legal consideration of the E-Commerce (Develop an e-marketing Plan).

The mentioned Legal Considerations are required to be considered under the Frequent Shopper Program of Kudler Fine Foods Store.

Ethical Considerations of Frequent Shopper Program

In addition to the legal considerations, the business organizations have to implement several ethical considerations in their frequent shopper. Some of the important ethical considerations are as follow:

  • The customer privacy is the most important ethical consideration in the electronic commerce (Merryweather, 2000).
  • The protection of the sensitive and personal data of the corporate as well as the individuals is also an important ethical consideration of the e-commerce.
  • Creative activities related to pornography on the name of e-commerce are not allowed according to the ethical considerations of the business.
  • Breaches of any kind of contract on e-commerce are also an important ethical consideration.
  • Unwelcome intrusion is also considered unethical in the field of electronic commerce.
  • Under bricks and mortar model, the business organizations which use electronic commerce consider the privacy protection of channel of distributions and information about the customer major ethical considerations.
  • The information provided on the websites of the business organizations should be reliable and authentic for the customers.

Thus, these are the major ethical considerations which Kudler Fine Food Store should include in the development of its frequent shopper program under electronic commerce.

Security Considerations of Frequent Shopper Program

In addition to the Legal and Ethical Considerations, Kudler Fine Foods Stores is required to implement the most important aspect of E-Commerce in its Frequent Shopper Program which is a security consideration. These considerations are a requirement to the project. The main Security Considerations are as follows:

  • The business organizations operating E-Commerce have to secure their data. The customers, who do transactions, ask the organizations to secure and save all the electronically sent information about them, especially related to financial risks.
  • Protection from the Cyber terrorism is also an important security consideration in E-Commerce (IP Infringements on the Internet – Some Legal Considerations, 2007).
  • The technologies used by the different organizations should be protected on their Websites to be accessed by the invalid people.
  • The business organizations are required to make registrations legally particularly in different physical locations on the Internet.
  • Different unrelated owner can use identical trademarks legitimately in different locations due to the presence of territoriality of trademark rights. This is a major security consideration in e-commerce, as on Internet, the trademarks are potentially visible from anywhere in the world.
  • The efficient imposition of the intellectual property rights in the business transactions on E-Commerce is also an important matter under security considerations.

Thus, the given Security Considerations are very important for Kudler Fine Foods Store for the development of its Frequent Shopper Program.

For the development of the Frequent Shopper Program, the store will have to make expenditures in different fields. The main expenditure fields will be related to marketing. Under this, the expenditure on advertising and market research will be major fields of expenditure. The store would have to make some expenditure on the online registration and website development. Some other expenditure would be the fulfillment of legal formalities.

The justification of all these expenditures can be done by the financial analysis of all the expenditures. The Financial Analysis of the expenditure can be done by making the budget of all the expenditures and revenues of the store. By the analysis of this budget, the store would be able to know that either the expenditures would increase the revenue of the store by comparing the revenues of the last years. If the revenues will be higher than the past year, the expenditures will be favorable for the store. The revenues can also be compared with the sales plan of the store.

Thus, with this Financial Analysis Kudler Fine Foods Store would be able to justify to all its expenditures for the development of Frequent Shopper Program.

Current Business Process Summary

 

Logical Model of the System

            The inclusion of the Frequent Shopper module into the existing system will provide a few changes to functionality and workflow.   In the new model, the transaction is initiated with the customer being asked about enrollment in the Frequent Shopper program.  If the customer is not enrolled, they have the option to sign up and obtain a card immediately at the point of sale.  If present, the card is swiped into the system to retrieve any existing Frequent Shopper points that the customer is able to utilize if they choose.  At the end of the transaction, updates to the customers Frequent Shopper points will be printed on the receipt.  The transaction information will eventually be trickled up to the POS server database which will have new canned reports used to help determine new rewards based upon customer purchasing habits.

Conclusion

            Based upon the requirements, the logical flow of the system has been designed to provide the most minimal impact to the workflow.  The new system will slightly increase the time that the customer spends at the check-out register, but the majority of this delay will occur only on the customer’s initial enrollment into the program.  The delay to the workflow will eventually even out as more customers are enrolled in the program and the store staff becomes familiar with the process.  The design will also give a few new reporting tools to management and they will be able to identify trends and adjust the program around the data collected to maximize the programs efficiency.

Here is the comments from the instructor about our week 2 assignment:

The paper includes very good sections on goal/scope as well as
project feasibility.  I do not see the section on measures of success, and the
last section needed to identify how you will go about identifying the
requirements.  The paper did not have to specify what the requirements are
(that is for week 3) but instead you need to explain the process and method you
will use – you will need to re-write this section and add the missing section.

 

Need your help getting week 2 week 3 revision and complete week 4 please APA style and provide

References