Analysis of the Current Business Process of CC Music

The conversion of resources into quality products and services is not only a key aspect of entrepreneurship, but also an important driver in corporate competition. The successful fulfillment of this objective requires managements’ continuous efforts and strategies to improve operational efficiency (Skripak, Parsons, Cortes and Anita, 2016). Speaking of strategies, the use of computers has immensely contributed towards effective commerce operations and presented better opportunities to tie down business deals (Freelock Computing, 2018). Owing to the vision to be in such a position, CC Music sought professional consultancy services on effective implementation of strategic changes. Thus, this term paper presents the consultancy report in four sections: strategy analysis and business process models, comparison of open source software, report and reflection of personal contributions to the online discussion.

A. Business Process Models and Strategy Analysis

Business Process Modelling Notation (BPMN) and its Significance to CC Music

BPMN is crucial in entrepreneurship because of frequent organizational and business environment changes (Aldin and Cesare, 2011). The concept aims at reducing cycle times, improving operational quality and minimizing costs. Developing the models will be beneficial to CC Music in five ways. First, the frameworks will provide an outlay of the band’s activities, giving clues on existing strengths and weaknesses. Improved communication will be noticeable because the models convey a clear idea of what needs to be done, channels to be used and the responsibilities of CC Music’s staff (Nishadha 2017). Nonetheless, process modelling ensures that set procedures are adhered to at all times, hence increasing consistency and control within the firm.

Critical aspects of Business Process Modelling

BPMN depicts the sequence of business information flows, functions and activities needed to finish a process (Beckmann, 2010). The four elements in a modelling process are flow objects, connecting objects, swim lanes and artifacts.

Flow objects

The triggers that start, modify and complete a process are referred to as events (Rima and Vasilecas, 2015). Circles are used to represent events depending on their stages as illustrated below. Besides, activities are the band’s tasks which include radio programs and playing at parties. Round-cornered rectangles signify activities and the type of task determines the type of rectangle used among the four options in figure 1.0. Nonetheless, gateways are the decision points which can adjust paths based on events. Fig. 1 below presents diagrammatic illustrations of various flow objects.

Figure 1.0: Flow objects (Personal collection)

Connecting objects

Sequence flows indicate the order of activities in a company. They are shown as straight lines with an arrow at one end (Beckmann, 2010). On the other hand, message flows represent the communications, which run across organizational boundaries like departments. Notably, they do not connect the activities or events in a pool. A dashed line with a diamond at the start and an arrow at the end represents the flow of information. Meanwhile, associations relate artifacts to a gateway, activity or an event.

Figure 1.1: Connecting objects (Personal collection)

Swim lanes and pools

Pools represent the participants in an activity while swim lanes in a pool portray an individual’s roles, defining who is responsible for each part of the process (Rima and Vasilecas, 2015). An illustration of a pool is shown below.

Figure 1.2: Swim lanes and pools (Personal Collection)

Artefacts

Artefacts are supplementary information, which are added to convey a required level of detail in a model. The three types of artefacts that will be used are annotation, data and group. Data objects show vital information for an activity while groups illustrate logical activity grouping without altering the diagram’s flow (Beckmann, 2010). On the other hand, annotations provide extra explanations to any part of the diagram.

Figure 1.3: Artefacts (Personal collection)

Model for CC Music’s Current Business Process

In the company’s business process, operations begin with publicizing the band through its website. Those who are interested in hiring the band’s services have their gigs and events booked via phone. The band’s activities comprisestudio work, playing at events, parties, TV and radio programmes. The band’s payment methods are contracts and check payments through the post. CC Music’s business process is illustrated in the model shown in figure 1.4 below.

Figure 1.4: Current business model (Personal collection)

Note: In order to avoid repetition and ambiguity, Chris’ daughter and Clive’s niece will be referred to as Christine and Ryan respectively in the subsequent sections of this paper.

Proposed Business Process for CC Music

Work settings differ from one organization to another and face varied challenges as well. Developing an environment, which maximizes company benefits, requires managements to continuously re-evaluate their business models (Kumar 2016). For the sake of creating a new business model, this section considers aspects of business management, shared responsibility, marketing and payment methods. These concepts are discussed in detail under proposed changes in the report. The new business model was developed with Open Cart software as its epicenter. The rationale behind the choice of software is also specified in the report. In the proposed setup, Christine and Ryan will modify Open Cart’s platform to market CC Music through social media platforms such as Google+ and Twitter. Customers, who are interested in the band’s services, will conduct online booking arrangements for their events through the software. Upon the successful completion of a rig, Clive and Chris will notify Ryan and Christine to process payments. Subsequently, they will submit processed payment documents to the band for verification and update business accounts once the documents have been certified. Figure 1.5 illustrates the details of the proposed business process.

Figure 1.5: Proposed Business Model (Personal Collection)

SWOT Analysis of CC Music

SWOT assessments identify the extent to which a firm’s strategy can deal with shifts in the business environment (Kaplande, Gupta and Dandekar, 2010). Based on strengths, the organization has ready market for its services and experiences full cooperation from the band members. Additionally, the firm exists under SMEs hence a favorable capital-output ratio. These positive aspects can be further developed through the exploitation of opportunities such as creation of a music agency and business expansion. Weaknesses have the potential to cripple CC Music’s survival and growth. In order to achieve the desired goals, the failings that must be addressed are poor business planning, failure to incorporate technology in business processes and poor management orientation. On the other hand, the organization has to watch out for threats such as competition from better bands and likelihood of Ryan and Christine misinterpreting CC Music’s operations.

B. Comparison of Open Source Software (OSS)

An OSS has a source code that is available to the public and does not need a license fee to be used. The software is used for different functions such as web design, operations management and content management. Nonetheless, they are beneficial because of great flexibility, reliability and external support (Breeding, 2017). Research analyzed four types of open source software to determine the option, which best integrates with the proposed business model. The variables used to conduct the assessment were age of the software, merits, demerits and the availability of updates. Additionally, access to support, CC Music’s skill-set in relation to the software, existence of documentation and conditions for using the software were also put into consideration during the evaluation. The table below presents the analysis.

Table 1: Comparison of Open Source software (OSS)

Software Establishment (How long has it been around)

Merits

Demerits

Are there regular, new features, patches and updates

CC Music’s skillset in relation to software

Availability of support

Availability of documentation

Conditions for using the software

Magento Open Source

One of the biggest names in e-commerce software

-It gives CC Music the basic tools they need, hence saving on costs.

- It is flexible, capable and can create a functioning website for all types of businesses.

Recommended for businesses with great technological experiences/resources.

- Certain important aspects are premium-based

Magento’s extensions marketplace has many new features such as custom stock/service systems and live customer chat integrations.

Magento is mainly intended for experienced coders.

There is ready commercial support from the software’s developers.

Documentation on the software is readily available.

Even though it is free software, the company must purchase a payment processor, security certificate and domain name to get its services online and ensure website safety.

Prestashop

Founded 11 years ago in Paris, France

-Prestashop has more than 300 built-in features for managing product/service listing, payments, customers and suppliers.

-Its web template system will allow CC Music to add new features through add-on modules.

-Some of its templates are premium based.

There are regular add-ons which allow the integration with platforms such as Amazon Marketplace and Stripe.

Relatively easy to use

There is ready commercial support atprestashop.com

Documentation on the software is readily available at prestashop.com

There are no set conditions for using the software.

OpenCart

Developed in 1999

-Everything about Open Cart is free.

CC Music will be allowed to modify the platform however they see fit.

- Multi-currency supported

-Backup and restore tools

-Sales Reports

-Printable invoices

-Can be extended with templates.

Additional costs come in the form of a hosting plan, domain name and good design costs.

Free software updates are readily available.

It is very simple to learn and the interfaces are friendly.

Interestingly, there is lifetime free support.

Documentation on installation and us is readily available from the developer.

There are no set conditions for using the software.

osCommerce

Developed in 2000 in Germany

-There are a lot of add-ons developed for osCommerce.

-there exist more than 7,000 free integrations for the software.

There have been instances of publicized vulnerabilities such as infection of website visitors through addition of an iframe.

Free software updates are readily available from the online community.

The software is not overly complex, hence a strong contender for software entrants.

There is an osCommerce user community who work on the software and provide support for it.

Documentation on installation and us is readily available from the developer.

Support from the company is premium-based

C. Report

Table of Contents

1.0 Introduction. 14

1.1 Overview of CC Music’s Current Situation. 14

2.0 Proposed Changes. 14

2.1 Management 14

2.2 Delegation of Authority. 15

2.3 Leadership. 15

2.4 Marketing and Event Bookings. 15

2.5 Payment Procedures. 16

2.6 Software Recommendation. 16

3.0 Strategy Implementation. 17

3.1 Acquaintance with Changes and Team Building Process. 17

3.2 Integration of OpenCart with CC Music’s website. 17

4.0 Possible Challenges. 18

5.0 Conclusion. 18

1.0 Introduction

Organizations have to undergo transformations to stay competitively relevant. Consequently, they are responsible for properly aligning their personnel, technology and process initiatives with the firm’s business strategy and vision (Franklin, 2011). Successful change has been a complex puzzle for most companies going by research findings, which show that failure rates of revolution processes range between 70-80%. The report provides a roadmap to prevent CC Music from being part of the negative statistics. The firm’s current situation will be overviewed before effective changes are proposed. Additionally, strategy implementation will be discussed alongside the possible challenges in the transition process.

1.1 Overview of CC Music’s Current Situation

Understanding a company’s situation is crucial in applying strategic changes (Morgan, 2010). Not only does the knowledge dictate how the change process is executed, but it also prioritizes various aspects of change. The band neither has a leadership structure nor a management framework. Nonetheless, the existing business process is inefficient and ineffective because of the failure to incorporate technology in the enterprise. For instance, CC Music only publicizes its business activities through a website. The SWOT analysis points to the fact that a new business strategy should be adopted.

2.0 Proposed Changes

2.1 Management

An efficiently-functioning organization has a management structure, which clearly outlines the firm’s activities and the responsibilities of each department. Not only does it outlay organizational flow, but it also determines the efficiency of communication processes and quality of accomplished tasks (Abdullah and Kusumastuti, 2018). Clive and Chris are recommended to execute CC Music’s management functions going by their vast experiences. However, input from the six band members is valuable in the new setup because they are a major aspect of the organization’s activities.

2.2 Delegation of Authority

The organization faces the likelihood of playing more gigs and representing other bands at events. Sharing responsibilities will lead to efficient operations, job satisfaction and minimal boredom (Protch, 2018). Consequently, Ryan and Christine should be tasked with the management of OpenCart in relation to social media marketing, keeping business accounts, providing updated calendar of events and keeping track of all communications. Meanwhile, Chris, Clive and the band will focus on CC Music’s activities such as TV programs. Management concepts must be woven down to Ryan and Christine if they are to successfully manage the company in the future.

2.3 Leadership

Quality leadership demonstrates the management’s ability to achieve set objectives, motivate the workforce and outperform competition. Besides, good governance focuses on long-term objectives, faces what others fear and professionally develops people through long-term growth (Vele, 2016). The partners opted to run the business in a democratic style whereby each member is entitled to one vote on business decisions. The report backs the chosen leadership style because it will empower CC Music’s staff, assist in better decision-making and delegation of tasks (Peris-Ortiz, Willoughby and Rueda-Armengot, 2012). Besides, it will ease conflict resolution processes and lead to a healthier organizational culture.

2.4 Marketing and Event Bookings

Social media marketing has gathered widespread popularity because of its benefits to SMEs. Whatever the audience or industry, most customers who will seek the band’s services are on social platforms (Venciute, 2018). Fusing social networking (Facebook, Google+, Linkedln), microblogging (Tumblr, Twitter), photo sharing (Pinterest, Snapchat, Instagram) and video sharing platforms (Periscope, Facebook Live, YouTube, Vimeo) with OpenCart will effectively market CC Music. All bookings should be done online via the company’s website to facilitate efficiency and easy scheduling.

2.5 Payment Procedures

The digital transaction arena has got more overcrowded with better, faster and more secure payment channels. The main catalyst behind the rise of new payment techniques is customers’ preference not to walk around with cash. Modern transaction channels have been beneficial because they verify the financial viability and identity of customers (Legters, 2013). The report recommends CC Music to continue using checks and contracts but adopt better payment methods, specifically Pay Paland Dwolla.

2.6 Software Recommendation

Magento Open Source, Prestashop, OpenCart and osCommerce were analyzed to determine the best open source software which suits the proposed business approach. All the four options had desirable benefits. However, Magento will likely pose challenges to Christine and Ryan who may be inexperienced coders. On the other hand, osCommerce had reported instances of vulnerabilities and breaches. Relatively, it is better to choose a software with extra costs rather than one, which risks affecting customer loyalty through website interference. Additional premium-based add-ons and extra costs were a common denominator in the analysis. Besides, all the software had readily available documentation, support and regular updates. A closer cross-sectional analysis of Table 1 recommends the installation of OpenCart because of more advantages than the other options and lifetime free support.

3.0 Strategy Implementation

3.1 Acquaintance with Changes and Team Building Process

Changes are only effective in a transformation process if the whole organization embraces them. Nonetheless, communicating the new vision serves as a springboard from the previous system to the new culture (Nastase, Giuclea and Bold, 2012). The process will begin with team building whereby Clive and Chris will link Ryan and Christine to the rest of the band. The motive behind team building is ensuring that there is a binding vision in CC Music. All the staff will be educated on the band’s current and future activities alongside the proposed changes. Since Christine and Ryan are not well acquainted with the band’s activities, it will take a collective responsibility of the band members to bring them up to speed on how the group interacts and conducts its activities. Grasping these details will be crucial to Ryan and Christine in performing their roles.

3.2 Integration of OpenCart with CC Music’s Website

The band has a good understanding of the organization’s current website. They are required to pass the knowledge to Christine and Ryan to efficiently manage the website. Upon the successful completion of this objective, the management will acquire a domain name and a hosting plan for the software. Seeking relevant documentation and support from the online community is strongly advised during the installation process of the software. Besides, it is at this point where aspects such as event bookings, social media marketing and establishment of new payment procedures will be made operational. Even though delegation of authority is one of the recommended changes, the band should equally learn how to use OpenCart. The concept of staff back-up and reassignment prevents the halt of CC Music’s operations in the event that Ryan and Christine are unavailable (Jean and Gully, 2009). A new website should be thoroughly tested before the band commences operations.

4.0 Possible Challenges

There are challenges, which are likely to affect the change implementation process in an organization. Poor planning, for instance, increases the chances of extra technicalities. On the other hand, poor communication also leads to workplace fears and rumors. Uncertainties in a firm is likely to disrupt organizational processes and cause resistances to change (Frost, 2018). Nonetheless, failure to get everyone on board during the transition process leads to employee isolation hence inefficient accomplishment of tasks. In light of this, CC Music’s management should supervise the transformation process to determine the likely loopholes and correctly fix them.

5.0 Conclusion

The report recommends changes in management, leadership, delegation of authority, marketing, booking arrangements and payment methods to enable efficiency in CC Music’s operations. During the change management process, aspects such as team building and communication must be adhered to in order to avoid possible challenges such as employee resistance and slow transition. The correct installation of OpenCartand integration of aspects such as social media marketing will be a great driver for success in the change process. Additionally, CC Music’s staff must be conversant with how the software operates and how to fine-tune it to best the new business approach.

References

Abdullah, Z. and Kusumastuti, R., 2018. Ownership and management structure: Company value in Indonesia. International Journal of Information, Business & Management, 10(3), p. 119-125.

Aldin, L. and Cesare, S., 2011. A literature review on business process modelling: New frontiers of reusability. Journal of Enterprise Information Systems, 5(3), pp. 359-383, https//doi.org/10.1080/17517575.2011.557443

Beckmann, J. A., 2010. Business process modeling: software engineering, analysis and applications. Hauppauge, NY: Nova Science Publishers, Inc.

Breeding, M., 2017. Open source software: navigating the ecosystem. [Online] Available at: https://americanlibrariesmagazine.org/2017/11/01/open-source-software/ [Accessed Oct. 25, 2018].

Frost, S., 2018. Barriers and challenges to change implementation. [Online] Available at: https://smallbusiness.chron.com/barriers-challenges-change-implementation-30842.html. [Accessed Oct. 25, 2018].

Jean, P. and Gully, S. M., 2009. Staffing forecasting and planning. Alexandria, VA: Independent Publishers Group (Staffing Strategically Series).

Kaplande, D., Gupta, C. and Dandekar, M., 2010. SWOT analysis of small and medium scale enterprises implementing total quality management. International Journal of Business Management and Social Sciences, 1(1) (2010) pp. 59-64.

Kumar, A., 2016. The art of creating an excellent work place. Human Capital, 19(8), pp. 66–71.

Legters, B., 2013. The evolution of payments. [Online] Available at: https://www.paymentsleader.com/the-evolution-of-payments [Accessed Oct. 25, 2018].

Freelock Computing, 2018. Information technology in business: The big picture. [Online] Available at: https://www.freelock.com/newsletter/information-technology-business-big-picture [Accessed Oct. 25, 2018].

Franklin, M., 2011. Managing business transformation: A practical guide. Cambridge, UK: IT Governance Publishing.

Morgan, M. I., 2010. Executing your business transformation: How to engage sweeping change without killing yourself or your business. San Francisco, CA: Jossey-Bass.

Nastase, M., Giuclea, M. and Bold, O., 2012. The impact of change management in organizations - A survey of methods and techniques for a successful change. Review of International Comparative Management, 13(1), pp. 5–16.

Nishadha, M., 2017. Importance of business process modelling for your business. [Online] Available at: https://creately.com/blog/diagrams/importance-of-business-process-modeling/ [Accessed Oct. 25, 2018].

Peris-Ortiz, M., Willoughby, M. and Rueda-Armengot, C., 2012. Performance in franchising: The effects of different management styles. Service Industries Journal, 32(16), pp. 2507–2525.

Protch, O., 2018. Delegation of authority. Supervision, 79(5), pp. 3–5.

Rima, A. and Vasilecas, O., 2015. Business process simulation: Requirements for business and resource models, Mokslas: Lietuvos Ateitis, 7(3) (2015), (3). doi: 10.3846/mla.2015.785.

Skripak, S., Parsons, R., Cortes, A., and Anita, A., 2016. Operations management. In Fundamentals of Business (pp.199-232). Blacksburg, VA: Virginia Tech.

Vele, C.L., 2016. Using effective leadership to enhance creativity. Annals of the University of Oradea, Economic Science Series, 25(2), pp. 272–280.

Venciute, D., 2018. Social media marketing - From tool to capability. Management of Organizations: Systematic Research, (79), pp. 131–145. doi: 10.1515/mosr-2018-0009.

APPENDICES

APPENDIX A: Reflection Self-Assessment Pro-forma

80+

70-79

60-69

50-59

40-49

0-40

Quality of contributions

Made several good contributions and one or more outstanding contribution.

Made several good contributions.

Made a few good contributions

Made a few valid contributions

Made 1 or 2 postings, of poor quality

Did not contribute.

Attribution of references

Clear referencing of well-chosen and highly relevant sources

Clear referencing of all sources, some relevant.

Clear referencing of all sources.

Sources generally referenced.

Used ideas/ words of others without attribution.

Cut and paste or absent contributions.

Evidence of collaboration/ facilitation skills

Skill shown in weaving contributions into the discussions, and following up on contributions of others.

Skill shown in weaving contributions into discussion, or following up on contributions of others

Some evidence of links to contributions of others.

Basic recognition of contributions of others.

Little or no recognition of contributions of others.

None

Reflection on online contributions (in reflective summary)

Deep reflection shown, with clear and substantial evidence from online discussion

Good reflection, with clear evidence from online discussion

Reflection and evidence offered, limitations in one of these

Reflection and evidence offered, limitations in both of these

Superficial reflection, very limited evidence

Very little or no reflection/evidence.