Case Study: Information Systems Multi-Chapter Personal Trainer

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Information Systems Multi-Chapter Case Study

Personal Trainer Inc., Information Systems Case Study

Business Profile, Organization chart, Susan vs Gary, Systems Discussion

The three most critical business processes for Personal Trainer are centered on their customers, and include new customer acquisition, customer service processes, and customer loyalty processes. These three processes together form the foundation of how Personal Trainer creates and keeps a customer.

Organization Chart for Personal Trainer:

Gray actually sees the system as overwhelming and indicates this with the comment of not knowing where to start. Gray also realizes that the organization needs to have much better Web access, yet also doesn't understand exactly how to put that into place as well. In general, Gray doesn't see the need for significant change over and above the existing accounting system and seems to be resisting it to an extent. Susan however handles the resistance well and looks to define strategies for making the centers more productive. This is going to be one of the most difficult aspects of the implementation; changing peoples' persons of the systems involved and what it means to their jobs and roles on a daily basis.

As Personal Trainer is primarily a business-to-consumer (B2C) business, the use of enterprise computing and transaction processing are beyond the scope of their needs and are actually more designed specifically for the needs of larger, enterprise-level organizations that sell to other companies, who are in other words, B2B in focus. In terms of business support, knowledge management and user productivity, Personal Trainer can definitely use these tools for making their business more effective in attracting, serving and retaining customers. As all business whoa re viable have the need for business support, this is critical, as is the need for knowledge management, as Personal Trainer must retain the lessons learned and knowledge from their operations if they are to succeed in the long-term. As part of any Web-based initiative the company must also embrace Web-based B2C transactions in the form of online ordering of service packages as well. This is underscored by their operating centers in a dozen Midwestern cities where orders for both standard fitness packages and special services need to be reported to a central location for accounting and financial analysis.

Chapter 2: Mission Statement, Interview List, Internal/External Factors, Recommendations List

Mission Statement: Personal Trainer is passionately committed to getting you to your fitness goals while providing you with tailored programs that are designed for your unique needs.

As Susan and Gray begin the process of defining the information systems plan, they will need to speak with the following people in the organization. As the case study has not specifically mentioned the names of people in the company, the following titles are used:

Manager of Marketing

Manager of Operations

Manager Finance

In addition to personal interview, the team defining the new system needs to concentrate on value stream mapping each of the dominant processes the company relies on, in addition to measuring and monitoring key performance metrics relating to each process. As part of this analysis there also needs to be a review of documentation, make observations of key operations (which are measured through value stream mapping and key performance indicators (KPIs)) in addition to operations research approaches to defining best practices.

Of all the internal and external factors that will have an impact on the proposed center, the greatest will be internal. Specifically the resistance to change on the part of employees will be significant for any new systems, and as Susan has mentioned she would like the system to have an enterprise resource planning (ERP) planning aspect to it, the changes to those in all areas of the business both from a process and system use standpoint, is going to be significant. Change management issues, or getting the staffs of the various departments most affected by the systems and their new processes, will be the greatest stumbling block going forward. Additional internal factors including the need for advanced training and thorough orientation on the system, the development of entirely new approaches to compensating and rewarding performance based on the system, revising the roles and responsibilities of key contributors all must be redefined. There is a massive change required at the process level across all client-facing strategies to attain the level of synchronization required to make the system successful. Of all internal and external factors, this will be by far the most challenging and critical of all to undertake as part of the system development.

The following are the list of Recommendations to Susan and Gray for making their written and oral communications. The following are the recommendations defined in priority order:

Consider the audience and their unmet needs that are met with the proposed system, their role in the proposed system changes, and the development of Change management strategies that will involve them. In short, this first priority is to explain the system and its relevance to the people affected and enlist their support in making the system successful. What Susan and Gray need to concentrate on in this first aspect of the presentations is to get ownership from those most affected.

Define the agenda that maps to what the most critical unmet needs are for those most affected by the system. This requires advance planning and consensus-building to be effective.

Keep the graphical definition of processes simple and to the point, showing the specifics of how the process improvements made by the proposed system will increase their performance while making the task easier to accomplish.

Once the consensus levels have been achieved and the value stream mapping and graphical definition of the processes are in place, the presentation itself can be created. Beginning with the introduction, leading to a definition of system requirements and process workflows supported, then finally to findings of the analysis of key process areas, the presentation needs to underscore an unmet needs to problem solution orientation to be successful.

Chapter 3: System Requirements, Scalable Issues, Sampling, FDD

As today Personal Trainer relies on BumbleBee accounting software to manage revenue and expense reporting, including the generation of three accounting reports, there is already a foundation in place for managing financial information. The system requirements must center on the scalability and growth of this platform to include the customer-facing initiatives and programs the managers have asked for including offering a wellness log, personal coach service, e-mail communication with members, and the development of more personalized approaches to training. To accomplish these broader objectives, Susan will need to concentrate on both hardware- and software-based system requirements which are defined as follows:

Hardware Requirements

Intel-based server capable of managing multiple accounting, finance, marketing, sales, service and purchasing workflows without having a reduction in performance.

Development of network routing typology supported through a series of routers that interlinks connections between one Internet Service Provider (ISP) to another from the dozen locations to the Chicago home office.

Firewall protection and encryption of accounting data sent from over secured router connection to another over the Internet.

Software Requirements

Enterprise Resource Planning platform that includes support for analytics, customer relationship management (CRM), marketing and sales management, with integration to the Bumblebee financial accounting system. This integration is critical for the development of actionable metrics based on customers' preferences and the performance of Personal Trainer corporate-wide.

Customer Relationship Management (CRM) system that supports a wide variety of selling and support strategies that are specific to services businesses, in addition to support for analytics and reporting.

Support for a business process management (BPM) functionality including the development of workflow analysis that can be used for re-defining processes as the company matures and changes over time.

The scalability of the systems and software involved in the implementation needs to be tested and planned to specifically support multiples of the users online today, as the company plans a global expansion that will require a significantly higher level of resources than the company has today.

Scalability at the hardware level needs to be tested at the operating system level, then incrementally loaded with additional applications to see at which load level of applications and operating systems the server indicates a lessening level of performance. So far the analysis has only centered on the ERP, CRM, service and financial applications, yet scalability will require orders of greater magnitude if Personal Trainer chooses to move in the direction of hosting their own website internally as well. Web server scalability will force the company to consider an entirely new class of servers if they choose to keep this aspect of their applications strategy in-house.

Susan needs to consider using a random sample to get a representative indication from the systems' potential users as to what their key requirements are.

FDD of main operations

Chapter 4: Context Diagram, ODFD Diagram, Leveling Memo, Balancing Memo

Context Diagram

Diagram 0 DFD for the new system

Brief memo that explains the importance of leveling a set of DFDs

Brief Memo that explains the importance of balancing a set of DFDs

Chapter 5:… [END OF PREVIEW]

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