Smoothie King Essay Example

for companies to safeguard against such leaks.

The increased advancement of technology has resulted in a greater dependence on information technology (IT) by local and international businesses. According to surveys conducted by Pew Internet & American Life Project Tracking in 2008, 93% of internet users possess an e-mail address (Caudron, 2005). The use of e-mail is essential for business communication, both internally and externally. It is crucial to establish policies and guidelines that all employees must adhere to in order to maintain the confidentiality of a business (Khosrowpour, 2000). These guidelines should be implemented by all businesses for various reasons such as upholding professionalism, enhancing efficiency, safeguarding against liability and unauthorized disclosure of sensitive information, as well as managing information overload.

According to Alder (2003), employers can reduce legal risks and enhance the efficacy of an organization's email and internet policy by enforcing the use of appropriate language in electronic communications. It is important for employees to understand that all attachments and content in emails remain accessible even after they are sent. To ensure proper email etiquette, organizations can implement several measures, including establishing a written policy, requiring employees to sign a confidentiality agreement, providing training on email etiquette, and utilizing email management software and response tools to monitor adherence to rules (Alder, 2003). However, despite the widespread usage of email in workplaces, only 63% of organizations with email systems have policies addressing appropriate email usage, while only 43% have written privacy policies specific to the workplace (Desaj, 2001).

The US Federal Electronic Communications Privacy Act (ECPA) of 1986 sets limits on intercepting electronic communications, such as e-mail (Desaj, 2001). However, there are exceptions that permit employers

to monitor employee e-mail. According to the ECPA, employers can do so if the employee has provided consent, a requirement followed by numerous companies today. Furthermore, intercepting electronic communication is deemed lawful under the ECPA when it serves a valid business purpose (Desaj, 2001).

The importance of recognizing the subjectivity of e-mail legitimacy is crucial for both senders and potentially recipients. This becomes even more significant when considering that 10% of employees receive e-mails containing confidential company information. It is surprising to observe that around 50% of U.S. corporations lack a proper protocol to safeguard their trade secrets (Desaj, 2001). To reduce potential liability and protect its interests, a company should establish e-mail policies for its operations.

According to Khosrowpour (2000), guidelines for employee email usage should not only focus on e-mail but also encompass the entire system, including storage, retrieval, and purging policies. Both employers and employees must establish clear rules, rights, and responsibilities. To avoid lawsuits and company theft, a written policy outlining how the employer will manage these systems should be distributed throughout the company. Employees can become aware of the potential dangers and risks associated with using email by implementing a well-designed policy.

Employers need to discuss appropriate and inappropriate uses of the e-mail and internet system, as stated in the policy (Phillips, 2006). They must decide whether to monitor employee e-mail communications, weighing the advantages such as increased productivity and decreased personal use of e-mail against the disadvantages of administrative headaches, invasion of privacy, and potential lawsuits (Khosrowpour, 2000). Along with company policies, fostering employee relationships and trust is crucial for protection.

Phipps (2006) emphasizes the significance of businesses establishing a cultural environment that

guarantees confidential employee communications, as long as they adhere to organizational policies. If policies or practices give the impression of disregarding employee privacy at work, it can be viewed as invasive and oppressive, which ultimately leads to decreased morale and productivity, resulting in high turnover rates. In relation to the Smoothie King case study "Steps to Becoming A Franchisee," all required steps have been clearly outlined.

The entire process of becoming a member of the Smoothie King franchise system is detailed, from the initial "request for information" on their website to the store opening. Smoothie King utilizes their help desk management system and CRM system to support this process. Table 12-10 provides a breakdown of the different information systems used and how each step is accomplished. For example, step 5 involves communicating with existing franchisees, which can be done mainly via email to save on travel costs. Alternatively, options such as Skype and other video-conferencing tools allow for more immediate communication. Additionally, potential franchisees may arrange a meeting with a local franchisee in their area. Step 10, the training session, is a two-part process similar to other franchises.

The franchisee undergoes training at a designated facility for a specific number of days. Additionally, they are usually expected to complete web-based training, which can conveniently be done from their home office. This approach helps reduce training expenses for both the franchisor and franchisee. As for step modifications, one proposal is to extend the duration of the orientation session (step 9) to 3-4 days. Alternatively, a suggested addition involves assigning a mentor to new franchise owners, referred to as a "franchisee mentor."

A local individual who has achieved great success

in their own business would be chosen. They would not be a competitor to the new franchisee, as this would prevent any unethical practices by the "experienced" franchisee and ensure the continuous success of their own business. However, they would possess a proven track record of successfully running a Smoothie King franchise. Within the initial weeks of orientation, this person would meet with the new franchisee to provide a comprehensive understanding of Smoothie King's operations, including budgeting, financing, planning, site selection, ordering, and construction. Throughout the first year or two, they would act as the primary resource for the new franchisee's inquiries pertaining to these matters.

The "mentor" serves as a vital contact for inquiries, along with the franchisee support staff and hired management team. The case study showcases three information systems, each fulfilling a distinct purpose for the franchisor and/or franchisee. Among these systems is the franchise communication system (E-mail), enabling communication between the franchisor, franchisees, potential franchisees, suppliers/vendors, and government entities. It also proves beneficial for the franchisee to communicate with the franchisor, employees, suppliers/vendors, and government authorities (Judd/Justis, 2010).

In this case, a prime instance of a franchise communication system would be the company email. Emails are exchanged among all members of the Smoothie King franchise system. These electronic communications are not only traceable by the sender and recipient, but they are also stored on the company's server and can be retrieved at any time. Moreover, Smoothie King headquarters can monitor the information included in the emails for any signs of a breach in confidentiality. Emails also enable the franchisor to communicate more swiftly with the necessary individuals, departments, teams, etc.

Gone are the days

when managers had to depend on leaving messages and hoping they would be received. In today's world, many managers can access their emails through their smartphones, allowing them to receive emails in two different places and keeping everyone well-informed. The Franchise Headquarters Office Management System, also referred to as Training Software, is an online system specifically created for continuous training of all franchisees. This system removes the necessity of costly travel to a single location for training purposes and grants franchisees the freedom to complete their training at their own speed.

Moreover, the franchisor can conveniently update its franchisees on any changes in procedures or processing through this web-based training software. The franchisor makes use of the franchise development system, which encompasses marketing, contact management, and real estate management. Smoothie King can utilize this information system software to assist in selecting a site, an essential element of business growth. Ensuring that the chosen location is easily accessible to the target market is imperative for attaining success.

Every entrepreneur understands the importance of location. It doesn't matter if the product or service fulfills a consumer's need or desire, if they cannot access it, its availability to the market is irrelevant.

Reference:
Alder, G. (2003). Monitoring of electronic performances. Management Communication Quarterly, 15(4), 30-33.

Caudron, S. (2005, March 15). Virtual manners. Workforce, 17(6), 12-16. Desaj, M.

(2001). The article titled "A manager's view of e-mail and internet policies" by Judd R. I/Justis R. O. was published in the Journal of Instructional Psychology, volume 36(4), pages 319-325.

(2010). Franchising: an entrepreneur's guide. (4 ed. ). Mason, OH: Cengage.

Khosrowpour, M. (2000). Challenges of Information Technology Management in the 21st Century. IGI Global.
Phillips, P. (2006).

Electronic monitoring in

the workplace has been discussed in the article "Labor Review Monthly", specifically in volume 41, issue 19, pages 259-263.