Again, it is not simply good enough to have a policy that addresses the need for a broad, systematic outline of changes to the telecommunications network, such as is the case with Coach, Inc. But rather, it is imperative this policy address both the broad policy issues (strategies) and the daily integrations of this new policies within various aspects of the organization (tactical)(MILLER 2003).
The third component of this methodology will focus on the training aspect of integrating a newly designed telecommunication strategy within the whole of the organization. Specifically, this section's theme will revolve around the central question of "Is the user manual easy to understand and does the user manual include a brief description of the application or system and input instructions?"(COMPTROLER'S HANDBOOK, 2005) This section is the most critical of the investigative inquiry given the premise that if a policy satisfies the need for both broad and specific policy guidelines but does not provide for adequate training once the newly integrated network is incorporate into the broader organizational structure and platforms are fully functional then the platforms, scorecards and networks are no good to the organization given that critical individuals lack the capacity to work the vital components. This is a critical aspect for Coach, Inc. To consider. There must be adequate training at all levels of the organization in order for the modification of the telecommunication and Information Technology networks and platforms to be successful.
The final aspect this method will attempt to gather information is the issue of Communication. This aspect of the inquiry will focus on the role of management on the successful implementation of modified aspects of telecommunication, broadband integrated networks and improved telecommunication apparatus. The core of the communication inquiry will revolve around the issue of "Does management encourage communication lines to meet the following objectives: (1) effectively link executives and other users and (2) ensure effective two way communication is in place to effectively document the effectiveness and efficiency of the it network?"(COMPTROLER'S HANDBOOK, 2005) There must be a constant flow of information regarding the newly created and established components of the software architecture. If there is a less than satisfactory levels of communication between management and other users then vital information regarding issues users are facing in terms of seamless integration, user interfaces and data development and storage will not be delivered to the individuals that are in charge of modifying the structures and paradigms to ensure that all users are able to interact effectively with the software.
The development of sound IS/it is the result of the development and enforcement of a culture of system ownership. An "owner" is a system user who knows current customer and constituent needs and also has budget authority to fund new projects. Building "ownership" promotes pride in institution processes and helps ensure accountability. Although IS/it does not necessarily reduce expenses, the development of Meaningful systems, and their proper use, will lessen the probability that erroneous decisions will be made because of inaccurate or untimely information. Erroneous decisions invariably misallocate and/or waste resources. This may result in an adverse impact on earnings and/or capital. IS/it which meets the five elements of usability is a critical ingredient to an institution's short- and long-range planning efforts.
To achieve sound IS/it, the organization's planning process should include consideration of IS/it needs at both the tactical and strategic levels (JACOB 2006). For example, at a tactical level IS/it systems and report output should support the annual operating plan and budgetary processes. They should also be used in support of the long-term strategic IS/it and business planning initiatives. Without the development of an effective IS/it, it is more difficult for management to measure and monitor the success of new initiatives and the progress of ongoing projects. Two common examples of this would be the management of mergers and acquisitions or the continuing development and the introduction of new products and services.
This final portion of the report will focus on three vital components. These components are: (1) the requirements used to evaluate and justify it investment within this company; (2) possible vendors that are used and (3) what concerns would Coach, Inc. have in terms of outsourcing its it department? (LOVE 2010)
As with any new investment or infusion of capital into any business, product line or department there must be a detailed review of the risks, rewards and turn around time for the investment. A critical aspect of this analysis is what is referred to as ROI or Return on Investment, how long will the investor have to wait in order to realize return on their initial capital infusion (LOVE 2010). This is the most critical aspect of any new investment decision.
Essentially, the purpose of it investment is to improve operational efficiency of an organizations as to reduce costs and improve profit levels. Thus, many traditional appraisal techniques are used to evaluate tangible benefits, which are based on direct project costs (LOVE 2010). Although this operational emphasis has milked the efficiency benefits of investing in it, many managers are now appreciating the wider strategic implications of an it infrastructure, and making investments to help transform their business processes (LOVE 2010).
As a result, many qualitative benefits are being realized, and typically include improved customer support and greater product flexibility (LOVE 2010). However, these may be impossible to assess and quantify, with many companies even possibly having to accept short-term losses, in order to reap long-term benefits (LOVE 2010). Cost -- benefit analysis is an appropriate technique to evaluate internal effectiveness of it investments and could be used to identify organizations that mainly look towards internal benefits from it.
All of these methods are useful criteria for determining if an investment in it is feasible or warranted given the situation. In an ever increasing competitive landscape having a it/IS network that provides seamless integration across various platforms in a manner that not only minimizes costs but increases productivity and allows users (employees and management) to interact and interface with the various platforms in a frictionless manner is tantamount to succeeding in business today. Therefore, it is imperative that companies secure the best possible results in terms of it investments. A poor it investment can place any company, Coach, Inc. included in a very disadvantageous position regarding the competition.
The second component to this final report is the selection of the appropriate vendor for various aspects of the platform. There are several critical areas that a business needs quality it integration, these areas are: (1) Operations; (2) Production; (3) Sales; (4) Marketing; (5) CRM; (6) Payroll and (7) Human Resources. The most critical-Operations- should be taken with extreme diligence and caution. Industry recommendations, rankings and customer feedback are critical components to discussing and deciding on the appropriate vendor to secure it resources pertinent to each of these categories.
Based on current research it would be an acceptable choice to work with the vendor Zenoss for Operations software. In 2010, the attained the highest customer satisfaction results in an industry survey. They offer a wide range of "cloud computing" software-based on the IBM platform that could increase the speed and efficiency of the Coach, Inc. network. The second aspect, Production, involves enhancing the efficiency of the company's product line.
Effective it Production involves two critical principles: (1) Improved communication practices throughout it by specifically identifying everyone's roles and responsibilities for providing high availability for every mission critical application and (2) the process to successfully integrate Applications Development objectives with infrastructure support requirements. These two principles are the hallmark of effective Production it equipment. Therefore, the vendor that could be used for acquiring efficient Production it equipment is the Harris Kern it Strategy group. Harris Kern has established itself as the leading Production it software developer in its market sector.
The third aspect deals with sales, marketing and CRM platforms. The lifeblood of any business is the strength of its sales force, the ability to effectively market its products to a wide variety of consumers and the ability to maintain critical information regarding its customers. Therefore, it is imperative that a leader in the Sales it sector be chosen to deal directly with Coach, Inc. The best Sales it vendor in the industry is SAS. Recently, SAS implemented a newly designed sales and CRM platform that integrated with existing customer lists for the global financial publishing firm Wolters Kuler. As a result of this integration, Wolters Kuler experienced a nearly 50% increase in publication sales. This evidence lends itself to the idea that SAS should be utilized to increase the Sales, Marketing and CRM software platforms of Coach, Inc.
The final categories deal with Payroll and Human Resources. Effective Payroll…