STONEY BOOTS, INC

Delivered By: OU MIS Consulting Team 5Group Members: Melissa Nevolis, Ryan Luggen, Tyler Wilson, Jay Mazzarella Delivered To: Dr. McGann and Tyler Doehr

1

TABLE OF CO

NTEN

TSExecutive Summary

Current State Analysis

Process Areas

Recommendation #1 – Enterprise Resource Planning (NetSuite)

Recommendation # 2 – User Training and Incentives

Recommendation #3- Ipad Application

Summary of Recommendations - Strategic Goals

Project Timeline

Project Financials

Work Cited

3

4

5-6

8-15

16-19

20-22

23

25

28-29

30-32

33-34

2

Appendix B – Application Diagrams

26

Conclusion

Appendix A – Epicor Supplemental Information

To – Be Process Flows 24

Process Areas 5-6

27

EXECUTIVE SU

MM

ARY Executive Summary

Stoney Boots Inc. manufactures and sells custom boots to retailers across the globe. Their CEO, Sean McGann, realized the company was not operating at full capacity and sought a IT consulting firm to develop the company into an industry leader. He needed someone who could improve the following four areas:

• Internal Enterprise Process• Customer Facing Process• Customer Side Supply Chain Process• Supplier Side Supply Chain Process

OU MIS Consulting researched the company and developed the following known issues list:• Missing Centralized System – Each branch has separate systems that did not automatically communicate.• Branch Communication Issues – Current system Lotus Notes failed during implementation• Lack of technology – No current web or social media presence• Documentation – Separate storage of paper invoices for individual branches• Customer Service – Only has a call center that is open only during business hours• Manual Error – Subject to data entry errors by employees

To address these problems OU MIS Consulting has recommended the following:• Enterprise Resource Planning/CRM/Commerce System– The ERP system will centralize all of Stoney Boots’ current

business operations. It will allow each branch to process orders simultaneously, thus confronting any customer/supplier supply chain process problems. The CRM system allows for increased communication with the customer at a more optimal level. The Commerce System is able to tie all ERP and CRM processes together so that an integrated system is produced. Websites and other functional tools can be created with this package.

• Training Program – by offering a training program Stoney Boots will be able to implement the before mentioned systems with the help of outside consultants. By encouraging employees to learn the system Stoney Boots will retain current employees and give them incentive to learn the new one.

• Ipad Application – This will allow for the salesperson to use during sales calls and face to face interaction. It is an internal application that can also be used externally by interaction with the customer.

OU MIS Consulting believes that with these recommendations Stoney Boots will be able to achieve increased revenues, be able to cut costs, improve customer service and retention and develop into a leading IT manufacturer.

3

Manual Entry

Separate Database

s

Inefficiencies & Errors

CURREN

T STATE ANALYSIS

Sales & Distribution

Currently, the sales representatives have to check the inventory before making a sale. Once they do make a sell, the sales representative send the order via Email or phone to the Customer Care Teams. The Customer Care Team receives the order and enters it manually into the Sales System database. Then, twice a day that database is synched up with the Distribution System’s database.Once the Distribution System synchronizes the order, the workers pick, pack and ship the orders from the Durango distribution center. At which point, the workers key the shipment information and update the inventory level into the Distribution System.At the end of the day, a program is ran to up date the Sales System with the Distribution System. This allows the Sales representatives to receive an accurate inventory report. The warehouse managers at this time also run Raw Materials and WIPI (Work-In-Progress-Inventory) to help identify where finished goods need to be transferred and the stock level of raw materials at all plants . This report is then sent to a manager who forms a production schedule in excel.By the end of the week, the information from Raw Materials and WIPI are sent to a manager who sends a purchase order to the vendors by email or fax.

Customer Care & Accounting

Each team member of the Customer Care handles a bank of phones for customer complaints from 9AM-5PM. When they are not on the phone, they do data entry or respond to hand written complaints. For Accounting, the payroll runs twice a week and the AP/AR are entered into a Great Plains, which comes from a week old invoices from other departments

Web & Communication

Currently, the website is not working and is ran by a third party provider. All communication to other departments is hand written or word processed and sent through the mailroom. Communication by email is done through AOL.Communications overseas is handled by telephone or fax and backed by a written copy, which is sent by mail.

*A general outline of the AS-IS process can be see in Appemdix A

4

PROCESS AREA IN

FORM

ATION

Internal Enterprise Process

Stoney’s current internal process involves the combination of several disjointed systems. The reason for the company’s lack of continuity can be related to the mergers and acquisitions that Stoney completed in order to expand business. Unfortunately, the systems they inherited from these expenditures has lead to data being moved inefficiently across the company. Their manufacturing plants , including those in Mexico and South Korea are relying on information to be manually placed into a 20 year old “Sales System”. With sales being the most important step to starting the manufacturing process, the functional areas have to wait for the processing of untimely data. Order fulfillment ‘s “Distribution System” is only being updated twice daily and doesn’t have the ability to automatically transfer data to the finished goods manufacturing sector. Lastly, All of the financial information being produced by these functional areas are sorted out through manual entry into Stoney’s Great Plains Accounting Package. Other departmental areas functions are also being completed by hand or in word-processed documents. Stoney’s annual report states that the company plans to maintain performance in the coming years. With 2011 resulting in a 5.3% loss in income due to operations, it is clear that the internal enterprise process needs to be cleaned up. Getting all the functional areas connected and receiving efficient data on a timely basis will go a long way in bettering Stoney ‘s overall business and will lead to satisfied shareholders.

Customer Facing Process

Customers of Stoney Boots are sporting good stores, outdoor specialty stores, mail order catalogs, retail uniform stores, and independent retail stores. Some of the companies biggest customers includes Cabela’s, Bass Bro Shops, and Dicks Clothing and Sporting Goods. Stoney offers products that fall under two categories. They are ToughGuy and SmartGuy footwear. Wholesales customers can purchase either one of both of Stoney’s brand boots in bulk. Stoney finds new customers through print advertisement, tradeshows, and product packaging. The company has 45 sales representatives working throughout Canada and the United States. Stoney looks to satisfy the customer needs through ideas they receive from tradeshows, customers, and suppliers. Demand for products and advertisement success is measured by keeping track of calls they receive from different numbers that are listed on each individual advertisement. Sales forecasts for each product are calculated by employees within Stoney’s company. Stoney’s rough sales forecasts can lead to a shortage or surplus of inventory which directly affects the carrying cost of inventory. Customers place orders by speaking with sales representatives who then contact the Durango distribution center about the order. In order to keep growing their customer base, Stoney will need to improve their current process and relationship with current and potential customers

5

PROCESS AREA IN

FORM

ATION

Customer Side Supply Chain Process

The supply chain for customers starts with finding interest in Stoney’s Brand’s products. This interest sparked by the wholesaler is then pursued by a Stoney’s sales member who is available to meet the customers needs. Once the customer is given the breakdown of the product availability and the pricing, they put in a sales order with the sales personnel. This sales personnel then makes a phone call or emails the main Stoney plant in Durango. From here customer care places the order into the “Sales System”. Once this data is entered, the customer is given their date of delivery that is based on the reports run each day by warehouse managers and information processed by the Distribution System. The customer then must wait for the internal process to run its course. Once Stoney’s accounting department receives the customer’s invoice at the end of the week, they then notify the customer of their account payable. The payment is then made to the accounting department and processed through the Great Plains accounting package. Customers procure these items through shipment and any service or follow up is handled by the Stoney representative responsible for the sale. This supply chain process has many unclear steps and leaves customers with a lot to be desired. In order to continually satisfy their clientele, Stoney must make improvements in providing customers with timely and detailed information.

Supplier Side Supply Chain Process

Suppliers of raw materials to Stoney boots are easily interchangeable , except for the waterproof material GORE-TEX. The process for suppliers begins with dropping off raw materials to Stoney boots. These raw materials are kept track of through the Raw Materials program that generates a report for each manufacturing warehouse. Inventory is also tracked through a program called WIPI that identifies finished goods. Both of these reports are sent to a plant manager in Durango. The Durango manager then manually enters the report information into an Access database which allows the manager to assess the next order of raw materials. A manager then notifies the suppliers through email or fax on what materials are needed . The distribution system and the Access system in Durango also have safety stock levels that trigger when stock needs to be replenished. Once suppliers receive the information, the whole process starts over again. The supplier process is completely controlled by Stoney Boots. This is due to the fact that there are so many companies producing the same quality of raw materials. The competitive advantage that Stoney has its licensing agreement with GORE-TEX. If the company doesn’t make changes to this process by providing suppliers with more detailed information on inventory, this licensing could be lost along with their competitive advantage.

6

AS-IS PROCESS FLO

W

7

OVERVIEW

OF ERP SO

LUTIO

NS

Recommendation: Enterprise Resource Planning

To combat Stoney Boots dis-jointed systems, OU MIS Consulting plans to switch the company over to an enterprise resource planning, ERP, system. As stated before, this system is designed to combine each department of a company into a central system. Currently Stoney Boots has multiple independent systems which the ERP system will eventually discontinue. To start, ERP systems have integrated sales invoices and capabilities that will discontinue the Sales System. From there, the ERP system will forward this invoice to order fulfillment, thus ending the need of the current distribution system. The system will then automatically info the other departments, as a result the raw materials, WIPI, excel and access database systems will no longer be needed. Up-to-date ERP come with financial application, giving Stoney Boots the option to terminate the Great Plains system. The ERP will also address customer care issues.

Collaboration

Stoney Boots

VendorIT Staff

Discontinued Systems

Sales System

Distribution System

Raw Materials

WIPI

Great Plains

Customer Care

Expectations

Two of the main areas of concern for implementing a new system are cost and time. Companies want to be able to convert to a system in a timely manner without incurring high costs. To achieve this all three parts of the change need to work in accordance. The three major sides of implementation are the company, the vendor and the integrated IT staff. In this case, Stoney Boots, whichever vendor we choose and the integrated IT staff needs to effectively communicate to attain a successful implementation. Stoney Boots must inform the vendor their company requirements and expectations for the system. And when the vendor explains their programs capabilities Stoney Boots needs to understand to work with them. Neither part can expect something out of the capabilities of the other. Once each part fully understands their role, implementation will be smooth.

8

EPICOR – IN

HOU

SE SOLU

TION

Epicor

One option OU MIS Consulting is considering is an Epicor ERP in-house system. This all in one system offers companies many additional features, including: Accounting, Business Intelligence, Customer Relationship Management, Human Resources, Inventory Management, Manufacturing, Supply Chain Management. Epicor’s ERP system is a SOA architecture, meaning Stoney Boots can pick and choose which aspects of the ERP system they wish to implement into their company. This system will cover most of Stoney Boot’s organizational needs, the accounting allows them to keep balance sheets and report sales and income statements. The business intelligence allows them to analyze and report business data. Customer Relationship Management ensures high customer satisfaction and retention. The Human Resource department evaluates employee production. Inventory management can control inventory levels and provide better inventory turnover rates. The Supply Chain Management allows Stoney Boots to track their shipments to distribution channels. This implementation would happen in-house at the different Stoney Boot’s locations. The integrated IT team would install the ERP program on each computer and continually train users. Epicor leases its ERP license for $5,000 to $500,000. Based on similar company’s technology needs, we’ve estimated this license to cost approximately $100,000. While the cost to implement a ERP varies, we’ve predicted Stoney Boots to pay $400,000, based on companies of similar size. (Kanaracus, Chris) Epicor’s policy states that the estimated cost of implementing will not exceed 10% of that estimate. For full Epicor ERP system information, see Appendix C. (Epicor ERP.com)

Costs

$100,000• Licensing Fee

$400,000• Implementation

and Training

Timeline

8 Months• 65%

10 Months• 25%

12 Months• 10%

9

EPIOCR PRO

S AND CO

NS

Pros

Epicor’s ERP offers all-in-one capabilities, with integration across company branches. By purchasing the license to Epicor, Stoney Boots is free to adapt the system as they wish. Stoney Boots is free to integrate this system with other software as its sees necessary. The purchase of the ERP system offers the company the flexibility to customize the system as needed. Because of this customization, companies are given more control of their system. This allows a company to change the software to fit the business process rather the change the business process to fit the software. Accessibility access does not require internet connection, which offers better access given your servers are working correctly.

ERP Priorities

Based on research of the traditional ERP in-house systems versus Software as a Service, OU MIS Consulting recommends that Stoney Boots focus on a cloud computing service. Traditional ERP systems take longer than SaaS ERP systems and with the goal of 100 million to 300 million revenue by 5 years, this system fits better with the company’s goal. With earlier implementation, Stoney Boots is intended to see increases sales. Traditional ERP systems are built for 1,000+ users, where Stoney Boots only needs 60 users. The cloud system also helps cost by eliminating the need for full time IT maintenance staff. Lastly, the online interface will be more familiar to current employees and help for a smoother transition. The next section will discuss Netsuite, our software as a service ERP recommendation for Stoney Boots.

Cons

With traditional in-house ERP systems, implementation can take a significantly long time. Implementation takes longer because each computer must have the software uploaded to it. Then the employees must go through training before the system can fully be implemented. Traditional ERP systems have high initial investment costs. There is also the cost for training, which may be from the vendors or internal super users. Epicor’s ERP will require company maintainence costs which means staffing IT employees. All this amounts a great deal of complexity, teaching each employee how to use the system and then maintaining the system. When the system malfunctions, it is up to Stoney Boots to fix the problem.

ProsFlexibility

Customization

Integration

Accessibility

ConsTraining

Maintenance

IT Staffing

Complexity

10

RECOM

MEN

DATION

1Recommendation 2 Recommendation 3 NetSuite Cloud Solution

NetSuite is considered the number one cloud based system that is used by more than 12,000 companies. It is a Software-as-a-solution type package that is cheaper than most in house ERP systems due to the lack of hardware and software costs. Gartner predicted that “At year-end 2016, more than 50 percent of Global 1000 companies will have stored customer-sensitive data in the public cloud.” (C,2012). Cloud computing has been growing in the last decade but with hesitance due to the potential insecurity of where information is being stored.

By integrating the Accounting/ ERP, CRM and SuiteCommerce packages into one solution, Stoney Boots will be able to address many of it’s issues with the current system. Each system is a different package and needs to be added on to the ERP system. Many sub packages can be added on to the main ERP package and can be fit to a companies exact needs. If an area is not needed for a particular company, it can be removed or can be manipulated to fit their needs. (NetSuite, 2012)

Almost anything can be added into NetSuite’s backbone. An example of this is to integrate all users emails to the NetSuite site. This way users do not have to open another window to constantly check their emails. Instant notification will be sent to the customer when an email is received just like any service. Any email service can be used including Exchange. Any email software can be set up with a set of email domains for each employee, then transferred over to the NetSuite software. The use of the Lotus Notes license will not be needed due to being able to have a free provider online. A company called Blue Bridge demonstrates how their email operates through the use of NetSuite. (Ryan, 2011)

11

NETSU

ITE CLOU

D SOLU

TION

COM

PON

ENTS

NetSuite ERP

The NetSuite ERP package is the basic underlying tool to run many basic aspects of a corporation. It is a Cloud based tool that offers features such as financial management, Supply chain and inventory management, order and billing management, Shipping and fulfillment, financial analytics and reporting, and many others.

Benefits:1) Real Time Reporting2) Strengthens Procurement3) Elevates Productivity with anytime access4) Drives Decision Making with use of Dashboards5) Reduces IT Costs

NetSuite CRM+

This package, also known as Customer Relationship Management, interties with some of the capabilities of the NetSuite SuiteCommerce package. It has capabilities such as Sales Force Automation, customer Service Management, Partner Relationship Management, Marketing Automation, Analytics and Reporting off of the CRM, and the use of mobile devices to run Net Suite.The Customer Service Management tool is a vital element to this package. It allows current support teams at the company to continue with the company. There are many mediums that can be used to respond to tickets that are submitted by customers such as phone, email, and chat box options on the website. It allows for the service representatives to have a wealth of information in front of them to answer all and any question. (NetSuite, 2012)

Benefits:1) Streamlining quote-to-order processes2) 360 degree view of your customers3) Drives Collaboration with customers4) Increases customer service productivity

NetSuite SuiteCommerce

This package is the platform that will connect a companies ERP system with its CRM system.The use of adding this package is focused on creating ease and comfort for the customers throughout their purchase orders. A website can be created through this package, which would benefit Stoney Boot’s unavailable website currently. The Portal sites are the best way for employees and customers to stay in constant contact. Information in the portal website can be edited for each customer depending on their needs. Customers will be able to access previous orders and other features.

Benefits:1) Creation of Web Presence with website2) Site Navigation/Search functionality for customers easy browsing3) Tablet and Mobile Use4) Contact with customers with creation of Portal sites5) Use of Search Engine Optimization6) International Commerce for continued growth7) Business Intelligent Tools8) Order Management for Customers10) Inventory Management

12

FINAN

CIALS FOR N

ETSUITE

Items Expense(Yearly)

Netsuite ERP Package - $99.00 for first user, $49.00 for every extra/month = $2990/month

$35,880

NetSuite CRM+ - $129.00/month per user = $7740/month

$92,880

NetSuite SuiteCommerce - $250.00/month per user =$15,000

$180,000

Possible Additional Costs(Many can be added or deleted) - Site Builder Software - Advanced Inventory - $500.00/month per user = $30,000

$360,000

Consulting Cost $1,169,745

TOTAL $1,838,505

This represents the financial information for the NetSuite Recommendation. The three top costs are pertinent, as well as the Consulting Costs to train users. Possible additional is variable due to the necessity of each additional component. (CRM Exposed, 2009) 13

PROS AN

D CON

S/RISKS

- Low Ownership Costs- System Upgrades and Enhancements done by NetSuite- Accessible from any device that has internet access- Fast deployment speed- No hardware needed on site-Reduced IT Maintenance Costs- Single Vendor Relationship due to integration of all systems- Increased Customer and Company contact- Reduced costs in such areas as administrative costs (payroll, administrative, general)

- Privacy- Possible increase in downtime due to use of internet access- Lack of adoption by users- Lack of adoption by customers for portal sites etc.- Elimination of IT jobs for the ERP system

PROS CONS(Risks)

1) Privacy – All Cloud computing systems have this potential risk due to the system being used through an internet medium. Also, NetSuite houses all data centers and information for the company at their own buildings. Stoney Boots will not have in house systems that will house all the critical data to run it’s operations. All information is dispersed to the user through the use of the cloud.

2) Downtime Increase – The potential for downtime is higher than an in house ERP solution because it is run through the internet. If internet connection is down or slow, quality work may not be able to be performed.

3) Lack of Adoption by Users – The users of the old system may be hesitant to learn and adopt a new way of doing business. The system may be more technical for the users and it may be easier for them to continue with their old ways.

4) Lack of Adoption by Customers – Stoney Boots will be purchasing the CRM+ Suite which allows the customization of portal sites between customers and employees. This allows for constant communication and understanding between both parties. The risk is that some customers may be unwilling to accept this feature.

5) Elimination of IT jobs – Stoney Boots will no longer need to have an IT staff to maintain the functioning of the ERP system due to NetSuite now taking on this responsibility. However, Stoney Boots has a small group of these individuals who did not have experience in packaged software. The IT team will still be kept and moved to working on questions for employees who may not fully understand what they are doing and working on the application and keeping it up to date.

14

IMPLEM

ENTATIO

N - N

ETSUITE

NetSuite ERP

• First area to be implemented/ backbone

• Most time consuming due to amount of information used

• 2 months

NetSuite CRM+

• Outreach to customers

• Many aspects implemented in this stage

• 1 month

NetSuite Suite Commerce

• Connects CRM and ERP

• Linking 2 systems, not as much time needed

• 1 month

NetSuite implementation methodology is called NetSuite One and is shown to the left. This type of approach can be fit to any size company and is used through a phased approach. They are offered by the NetSuite Professional Services. (NetSuite,2012). The total time for implementation is four months to successfully integrate all aspects of the NetSuite bundle for Stoney Boots. Due to the package being a cloud based system, this explains why the implementation is so short.

15

RECOM

MEN

DATION

2Training – Super Users

Training is essential when you are implementing any type of ERP system. The users must become accepting, comfortable and proficient with using the new system. This is why we recommend using the Super User concept because it “has been proven to increase staff buy-in and proficiency, plus the sustainability of ERP learning” (ISC Technology, 2010). Throughout the implementation of the new ERP system, there will be a need a total of 15 super users assigned accordingly to each department. On average, super users spend “50-100% of their time until implementation” on hand on ERP training, design and testing, which will take approximately 4 months. Once they are fully trained, they will be capable to train the end users as well with a ratio of about 3:1

The use of super users over traditional training can help achieve the strategic goals of cutting costs by reducing training overhead costs. (EPI-USE Limited, 2009) In addition, it allows a company to keep its competitive advantage by maintaining and critiquing the understanding of the business processes that may get altered by a third party. Lastly, the time spent on training the super user stays within the company and allows for a quick fix when an employee does not fully understand the new system or it crashes.

Super User Character tics:

• Super users must have organizational skills in order to manage time of others in terms of training

Organizational skills

• A super user must be able to effectively relay information to employees

Communication Skills

• A super user needs to quick problem solving skills to help and assist with any issues that might arise when an end-user reaches difficulties using the new ERP system

Problem-solving skills

• This characteristic is imperative to speed up the learning curve for encountering new system processes

Computer literacy

• A super user must be well informed of the departments and/or company’s business to help reform and teach new business processes

Business Knowledge

ISC Technology, 2010 16

TRAININ

GImplementation & Training

According to the Gartner Group research, if you don’t allocate at least 13% of the project’s costs to training then the project is three times more likely to fail. However, another research from SAP and JD Edwards more recently showed their average client spent 3.6% of its IT budget on training (Klee Associates, 2011). According to a study by the Indiana University South Bend, the average 3 year cost of a consulting training is $1,169,745 that will train the Super Users. This will result in $97,478 per month and with the project lasting approximately 4 months, that will be a total cost of $389,915. The Super Users can train an average of 195 employees at the cost of $141,375 a year. This will result in the total cost of about $725 to train one person over a year and will cost a total of $6,769 for 2.5 months to train 45 people. The estimated total cost of training will be $369,684 (Koenraad Adams , Eric Piazzoni, 2008).

The time associated with the super users teaching the end users can be seen below. The most critical business roles that include sales, distribution and accounts receivable can take up to 8 weeks worth of training. The less essential roles such as HR and marketing can be cut down to about a month. The least amount of time that would be needed is with teaching end users the techniques of reporting. The most time an employee from Stoney Boots will be spending in training is a max of 10 weeks.

Learner Category Training Process Components Training Weeks

Critical Business Roles Process tutorial Navigation & terminology tutorial Hands-on classroom process & navigation review Hands-on job-based classroom with practice labs Problem solving labs

6-8 weeks

Support Business Roles Classroom navigation terminology & process overview Hands-on job based classroom Practice labs

4-5 weeks

Reporting Job aid relating old terms to new terms Hands-on report generation classroom or e-learning

2 weeks

ISC Technology, 2010 17

INCEN

TIVESIncentives & Strategic goals

For compliance of the entire Stoney Boot staff, we recommend offering some type of incentive program in order to adapt to the new ERP system and attain employees through the change over. In a study by consulting firm Hay/Mcber 3,871 executives say there are “six key factors that influence an organization’s working environment”, which in turn effects performance. The six factors consist of flexibility, responsibility, standards, commitment, clarity, and aptness of rewards. (Daniel Goleman, 2000). Rewards and incentives can help improve an employees performance and can be measured by improving customer retention.

Gain Sharing

Gain Sharing

• Rewards performance improvement• Payouts are funded from savings generated by the

gain sharing plan • Increases the feeling of ownership and accountability

Advantages

• Employees may question or challenge management decisions regarding payment amount

• Increases the level of organizational stress due to having a financial stake in the organization’s success

Disadvantages

Gainshairing is used in order to improve and increase higher involvement and performance within an organization. As performance improves, employees share financially in the gain brought about from their performance. “Gainsharing measures are typically based on operational measures (productivity, spending, quality, customer service) which are more controllable by employees rather than organization-wide profits” (Masternak, 1999). Stoney Boots may have to cut profits for the first year, but this is only to increase the time of competition training and also to increase customer retention in the long run, if Stoney Boots decides to keep the incentive plan. In addition most companies that participate in the gainsharing program holds a reserve fund to account for any periods that may bring about a deficit.

18

INCEN

TIVES CON

TINU

EDProfit Sharing

Another alternative other than gainsharing is profit sharing. This would cause the employees within Stone Boots be compensated with a percentage of the company’s profits (Masternak, 1999). This will create a work environment of commitment and dedication to the company, which in turn will cause better performance and in turn create a higher customer retention.

-The success of the company means success for the employees-Allows employees to align with organizational goals

-Some employees only focus on the goal of profitability, sacrificing quality-Employees get paid the same despite differences in performance

Adva

ntag

es

Disadvantages

Stock Options

The other option Stoney Boots can offer as an incentive program are stock options. There are two type of stock options, incentive stock options (ISOs) or nonqualified stock options (NSOs) (Masternak, 1999). We would recommend the nonqualified option for Stoney Boots because it offers a tax deduction of the spread between what the employee pays and the actual value of the option should they choose to buy. The other benefit of stock options is that depending on how long the option last, it results in a lower employee turnover rate so the employees can cash in their options. The decrease in turnover will save Stone Boots in the training of new employees.

Advantage

• Company receives tax deduction

• Executives and shareholders (employees) hold the same interest

Disadvantage

• Dilutes EPS• May cause

manipulation within the stock price

19

RECOM

MEN

DATION

3Ipad Sales Application

The use of mobile technology has increased in many companies due to the functional capabilities for end users. However, applications are also being developed for internal use by sales teams and other departments. Due to Stoney Boot’s use of sales personnel to sell to new customers, creating an application would be beneficial to all parties. An example of such a company that did this was Goodyear Tire with the creation of the Goodyear fleetHQ application. Customers can download the application but there is also a feature for the sales employees of the company to sell to potential companies to sell their tires. A customer is able to select each type of tire that is available and see features and benefits. The same basic ideas are available in their employee version with many other aspects not available to the user. (FleetHQ, 2011)

-Ease of locatable information for sales employees- Demonstrate components of the shoes - Access to previous sales orders and records on each current customer- Ability to order for customer directly from the application- Schedule follow up meetings through use of the calendar- See inventory Levels of each boot

- Cost could vary due to development- If the ERP system is down the dashboards and other information will not be available

PROS CONS

The Apple Store and use of Apple products are recommended initially over the use of other tablets and the Android Market. The new Ipads are now built with Retina displays that will result in an enhanced experience for the customer looking at the application when the sales employee is present.Due to the use of a Cloud ERP system, the use of the current IT department will be used for ERP implementation super users as well as keeping the application working and staying up to date on possible IOS updates. 20

COM

PON

ENTS O

F THE APPLICATION

DASHBOARD

This section of the application can be used by the sales force employees to get quick status updates on the sales for each boot, information about the company as a whole, and other information that would be needed in easy readable pie charts and bar graphs. This function of the application is use for internal uses and would not be needed by the customer. This information will be drawn from the ERP system and will be updated regularly so the sales employees who are out selling will know current and imperative information.

BOOTS AVAILABLE

This function of the application will be used by sales employees to see the current inventory levels of each boot manufactured by Stoney Boots. When a salesman is meeting with a potential new customer, for example, it is vital for the salesman to know if these boots are in stock at the current time. This feature can also let the salesman know when the next shipment of boots is coming in so they can alert the customer of this. Regardless if the item is in or out of stock, the salesman can still sell the shoes to the customer right off the Ipad. If the inventory is out of stock and the customer agrees with the future shipping date once the inventory is in, the shoes can still be sold.

CALENDAR

This is a great feature for the use of the sales person. Due to being on the road selling from customer to customer, using this feature of the application will allow sales people to access their email from their office on their Ipad. This will keep the sales person up to date on where their next appointments are and even be able to set up potential follow up meetings if needed during the customer visit.

BOOT MANUFACTURING

This currently is not seen in the application prototype but can be added in the actual production of the application. This could be a 3D model of the shoe that could be moved and rotated. Each component that is put into the shoe can be shown so that the customer could see the durability and quality of the boot without actually having it in front of them. This is an easy way for the sales person to be able to show an actual representation of the shoe in fine detail while the selling is taking place.

CURRENT CUSTOMERS

This feature is useful when the salesman were to either sit down face to face with current customers or if the current customer were to call them for reorders or other matters on the shoes. Each company has their picture shown and can be clicked on. This will bring the salesman to a new page where they will be able to access previous orders by the customers and other details necessary to sell the shoes.

*Please refer to Appendix B for pictures of each component of the application

All components of the Application are described in Detail below.

21

FINAN

CIALS FOR APPLICATIO

NItems Expense (Yearly)

IPAD 2 WIFI & 3G ($529.00 each) $13,225(One time fee)

Apple Development Fee $99

Verizon/AT&T 3G Monthly Fee – 5MB $50.00/month

$15,000

Developer Costs

- Development of Application $50,000

- Design Costs $10,000

TOTAL $88,324

Shown above are the financials for the Ipad Application Recommendation. All costs were configured through Apple’s website. The 25 Sales Force team was taken into consideration and the IPAD 2 is in accordance with this number. The Apple Development Fee is a yearly fee that must be paid by all developers once per year. This gives the user the right to create applications and distribute them either internally or externally. The Verizon or AT&T costs are current standard prices that must be paid monthly per device. This will allow for users to move to locations that do not have WIFI and continue their work. It is at the companies discretion to decide what provider would be suitable for the 3G coverage.Developer costs are inevitable to create the functioning application. Due to the application being shown to current customers as well as future customers, the application has to have a sleek design and interface. One component of the application is to show a 3D model of the components within in the shoe. The design must be crisp for customers to see the true components of the shoe almost as if it was being held. The application also will be updated regularly with information from the ERP system. As seen from other sources, database based applications are costlier due to the coding and underlying system that is needed. It is necessary for the App to be of high quality, which is why the above calculations have been configured in such a way.These development fee calculations are variable and could increase with additions to the application upon the clients request. (Thomas, 2012)

22

SUM

MARY O

F RECOM

MEN

DATION

S PROBLEM RECOMMENDATION STRATEGIC GOALS

Disparate and outdated legacy systems with human error, excessive paper trail and unnecessary redundancy

NetsuiteERP NetsuiteCRM+NetSuite SuiteCommerce

- Alleviate human errors and paper trail

- Cut Costs in inventory and raw materials

- Increase Customer Retention

- Grow in Revenues

Users not knowing the new functions and capabilities of NetSuite

User training through Consultants from NetSuite and Super Users from the company

- Customer Retention Increased

- Cost Savings

Increasing Customer retention as well as trying to find new customers

Sales Tablet Application - IT Innovator- Increase Customer

Retention

23

TO BE PRO

CESS FLOW

24

PROJECT TIM

ELINE

25

NetSuite ERP NetSuite CRM NetSuite Commerce

App0123456789

101112

TimelineM

onth

s

PROJECT FIN

ANCIALS

26

CON

CLUSIO

NConclusion

Taking into consideration Stoney Boots’ strategic goals, Team 5 has provided 3 recommendations based on the information given. Our recommendations will cutting cost, increasing customer retention, increase the IT image through innovation, and finally increase revenue.

The first recommendation is an ERP system with the addition of an CRM and SuiteCommerce packages. This will connect all of the different databases and interfaces together. The implementation of an ERP system will help drive down the cost of inventory. An ERP system will also help increase revenue by getting products to the clients on a timely manner and increase efficiency overall.

The second recommendation is the use of a training incentive program in hopes that employees strive for complete understanding o f the new system. This will encourage employees to learn the new system and will increase the time as to when any new systems can come online. In addition to, the training program will also increase the retention rate of these employees by offering them a way to improve their skills.

The final recommendation is for Stoney Boots to create an IPad application for salesperson use during sales calls and face to face interaction. It is a tool that can be used for the salesperson themselves through the use of dashboards and calendars but also through the sale and knowledge of the boots.

In conclusion, Team 5 believes that the implementation of our recommendations will lead to the strategic goals of cutting cost, increasing revenue, increase customer service and retention, and increase their IT image for Stone Boots. On behalf of Team 5, we would like to extend our appreciation in allowing us to conduct research and provide feedback regarding Stoney Boots’ business objectives. We hope our recommendations will provide assistance to your company.

27

APPENDIX A: EPICO

R ERP

28

APPENDIX A: EPICO

R’S ERP

29

APPENDIX B – APPLICATIO

N PROTOTYPE

HOME SCREEN WITH APPLICATION TILE WELCOME SCREEN AFTER LOGIN

30

APPENDIX B CO

NTIN

UED

DASHBOARD Calendar

31

APPENDIX B CO

NTIN

UED

BOOTS AVAILABLE CURRENT CUSTOMERS

32

WO

RK CITEDC, C. (2012, May 16). Cloud Computing Statistics and Predictions 2012. Retrieved from Cloud Provider USA: http://www.cloudproviderusa.com/cloud-computing-statistics-and-predictions-for-2012/

CRM Exposed. (2009). NetSuite Exposed - Products and Pricing. Retrieved from ERP Exposed: http://www.crmexposed.com/compare-netsuite-products-pricing.phposts

Daniel Goleman. (2010). Leadership That Gets Results. Harvard Business Review. Retrieved on November 30, 2012. From http://academy.clevelandclinic.org/Portals/40/HBRLeadershipGetsResults.pdf

"Epicor ERP Software Comparison | Free Demo, Best Pricing. Read More." Epicor ERP Software Comparison | Free Demo, Best Pricing. Read More. N.p., n.d. Web. 04 Dec. 2012. <http://www.top10erp.org/epicor--erp-software-comparison-technology-144>.

FleetHQ. (2011, September 29). Goodyear Conducts live FleetHQ Demo. Retrieved from Modern Tire Dealer: http://www.moderntiredealer.com/channel/commercial/news/story/2011/09/goodyear-conducts-live-fleethq-demo.aspx

ISC Technology, Inc. (2010). The Secret to ERP End-User Training Success. Retrieved on December 1, 2012. From: http://www.isc-usa.com/newsletters/The%20Secret%20to%20ERP%20End%20User%20Training%20Success.pdf

ISC Technology, Inc. (2010). Seven Pieces of the ERP Training Puzzle. Retrieved on December 1, 2012. From: http://www.isc-usa.com/whitepappers/Seven%20Pieces%20of%20the%20ERP%20Training%20Puzzle.pdf

Kanaracus, Chris. "Epicor Sued Over Alleged ERP Project Failure." PCWorld. N.p., n.d. Web. 04 Dec. 2012. http://www.pcworld.com/article/237939/article.html

33

WEBSITE

34

Klee Associates, Inc. (2011). The ERP Training Life Cycle. Retrieved on November 30, 2012. From: http://www.jdetips.com/JD-Edwards-Training/ERP-Training-Life-Cycle.asp

Koenraad Adams , Eric Piazzoni, In-Saeng Suh. (2008). Comparative analysis of ERP vendors: SAP, Oracle, and Microsoft. Indiana University South Bend. Retrieved on December 1, 2012. From: http://nd.edu/~isuh/MS-MIT/K507/Comparative_analysis_of_ERP_vendors.pdf

Masternak Robert. (1999). Compensation: Incentive Plans: Gainsharing. Retrieved on December 1, 2012. From http://www.hr-guide.com/data/G443.htm

Masternak Robert. (1999). Compensation: Incentive Plans: Stock Options. Retrieved on December 1, 2012. From www.hr-guide.com/data/G445.htm

Masternak Robert. (1999). Compensation: Incentive Plans: Profit Sharing. Retrieved on December 1, 2012. From www.hr-guide.com/data/G444.htm

NetSuite. (2012). Professional Services. Retrieved from NetSuite: http://www.netsuite.com/portal/services/ps_main.shtml

Ryan, J. (2011, June 8). NetSuite Email Integration. Retrieved from Youtube: https://www.youtube.com/watch?v=jMTKQ0L5Dg0

 Thomas, C. (2012). How Much does it cost to develop an App. Retrieved from Blue Cloud Solution: http://www.bluecloudsolutions.com/blog/cost-develop-app/

WebOpedia. Enterprise Collaboration Systems ECS. 2012. 16 October 2012 <http://www.webopedia.com/TERM/E/Enterprise_Collaboration_Systems_ECS.html>.