Kudler Fine Foods Service Request Essay Example

they purchase.

KFF has partnered with a loyalty points program to offer their customers incentives such as high-end gifts, frequent flyer miles, and specialty foods. The SR-kf-013 service request has improved KFF's process, providing better service to their clients. Developing a detailed requirements document is crucial to implementing a proper solution for both parties. According to an article on TechRepublic, user requirements are essential for laying the foundation for developers, testers, and implementers to determine system functionality, responsiveness, and interoperability (¶ 2). KFF's decision to offer their frequent shoppers the ability to obtain a KFSP is an excellent idea for many specific reasons.

By tracking data from their loyal customers, the company can create systems to better meet their needs. The program involves monitoring frequent shoppers to see if they participate in discounts or incentives. This allows the company to redesign their inventory strategy, ensuring they always have in stock the products most frequently purchased by loyal customers. By measuring inventory movement, the company can determine the effectiveness of their program. In addition, customer satisfaction can be measured by recording their engagement while in the store and word of mouth to new customers.

KFF currently hosts special events with guest chefs and celebrities at their store. The frequent shopper program allows the company to analyze data and target specific topics, foods, and days of the week for events. Success can be measured by comparing promotion event attendance to pre-KFSP data. To further assess program success, KFF could implement a suggestion program using customer transaction data to recommend similar foods to individual customers. "Suggestion series" food sales could then be tracked with pre- and post-program

timelines and inventory levels.

Project Feasibility

The feasibility analysis examines the operational, technical, and economic feasibility of the KFSP program. KFF anticipates that this program, which monitors frequent shopper purchase patterns and rewards loyal customers, will increase projected revenue by 4.75% in accordance with the KFF 2007 sales plan. This would result in a total of $512819, based on net sales of $10796200.

According to University of Phoenix (2008), the anticipated boost in earnings is comparable to KFF's net income. However, there is no available data on the expense of starting the program. The hardware required for the program, such as barcode or magnetic strip cards and readers, should entail minimal costs since most existing rewards programs utilize them. The necessary hardware is already installed in all registered outlets. As for the software, it will incur a small expense, and the IT team must undergo training to run it on KFF's networks. Additionally, store associates must be trained on how to register clients for the program and ensure that rewards cards scan correctly.

At present, there is no information on the cost estimate for the software, training or startup expenses like advertising. Nevertheless, without the need for hardware, the initial investment should be practical. Moreover, KFF can benefit from an existing rewards program and need not concern itself with customer point redemption. With a considerable IT staff, KFF likely possesses the necessary personnel for the project, which will help minimize costs and streamline implementation.

This study indicates that KFF and their customers can benefit from an achievable and practical rewards program in financial, operational, and technical terms. The existing process flowchart is presented in Business Process Summary Figure 1 while

Figure 2 depicts the current data flow without the new program. Upon scrutinizing these models and evaluating database information (University of Phoenix, 2008), it was discovered that there is room for process enhancements. These models act as early visual guides for the system analyst, enabling them to make well-informed decisions that satisfy KFF’s requirements (Satzinger, Jackson, & Burd, 2004).

The proposal for the KFSP at KFF requires various system requirements that are already available, as mentioned in the University of Phoenix (2008). The requirements include networked cash registers, scanners placed at the cash registers, a business website along with bar codes affixed to purchase items. Additionally, it is necessary to have application cards, which play a pivotal role in ensuring benefits to customers and providing identifiable customer information in the system databases. To implement the new system, the cash registers, scanners and tag swipes would work cohesively.

KFF uses scanners at cash registers to gather customer data and send it to the main database. This data includes shopping habits and item frequency, which can be used to create special offers for customers who have accounts on KFF's website. By filling out a detailed information sheet on their likes, dislikes, hobbies and interests, customers can receive even more personalized rewards such as specialty foods and items that cater to their unique tastes.

KFF has an easy way to measure the success of its program - every time a frequent shopper uses or redeems one of their benefits, the transaction is recorded in the system. Analyzing this data in the future can reveal trends and suggest improvements. By putting customers' best interests first, KFF can cultivate loyalty and

attract new business. To gather the necessary information for the program, KFF should meet with its employees.

Meeting with KFF employees initially is essential in comprehending and determining the system and end-user requirements. To gain valuable information about client needs, KFF should involve the sales and marketing team who understand the customer base. The systems analyst can unveil solutions for specific information tracking needs, project scope among specific business units, methods of information access, and information communication with suppliers regarding inventory replenishment data that can improve the supply chain. This valuable information is then used to produce documentation as a roadmap for the design phase. The success of the program depends on KFF employees aligning with KFSP system objectives.

The objective of the system is to offer a user-friendly experience and present clear and comprehensible benefits to the customer. To comprehend the value attributed by the customer, it is recommended to conduct a survey for customer satisfaction and requirements during the designing phase. The marketing and research branches could aid in drafting survey questions revolving around customer usage, benefits, and incentives. The resulting solution must facilitate data recording for continuous market research aimed at future service inquiries. Ultimately, both employee meetings and surveys are pivotal in recognizing user needs and requirements.

Upon completion, statistical analysis is utilized to grade the information, highlighting the correlation and relevance of activities to the business case. This examination of data leads to an improved representation of solution requirements. Prior to design changes or advancements, it is important to determine both the mandatory and optional system requirements, in order to clarify and organize the process (Satzinger, Jackson, & Burd, 2004). KFF

currently benefits from multiple system solutions that align with their upcoming initiative. Cash registers, bar code scanners, labeled products, key tag swipes, and a diverse database have all been mentioned in previous reports as existing hardware and applications that are capable of obtaining and organizing all necessary information.

The purpose of the website is to provide customers with access to their KFSP account. KFF is committed to maintaining all existing systems without any removal for the benefit of external stakeholders. The current system may require additional features to meet the service request requirements. It is imperative for KFF to invest in the system's advancement to capture customer data, identify patterns, and remain competitive with technological advancements. Consequently, the website should provide customers with a summary of their purchased foods, suggested items, and recipes based on their orders.

Networking the store cash registers with the website database can synchronize information such as promotions, discounts, giveaways, and marketing data for customers and suppliers. For KFSP's success, a functional allocation modeling system requiring hardware, software, and human-computer interface is necessary. Cash registers and servers are already in place as hardware, but effective software is also crucial. The human-computer interface is another important factor, with customers able to register for KFSP in three ways with the help of the human element.

There are three ways to enter customer information into the computer system. The first involves either KFF personnel or customers manually inputting the data. The second involves filling out a paper application for later data entry. The third approach allows customers to directly enter their information on the company's website, reducing paper application costs. In addition, customers can access their accounts

online to view their accumulated points.

The proposed system process, as shown in Figure 3, will provide customers with the ability to view the number of points required to obtain a particular item. By allowing for different levels of rewards and a self-managed account with a responsive interface, the online experience will become more enjoyable. Additionally, the system outlines the procedure for completing transactions within the rewards program.

Shown in Figure 4, the logical data flow among various entities including the corporate mainframe, customers, business systems, and supply chain is depicted. In this flow, the mainframe plays a vital role in managing the interaction between different servers for database access. Additionally, Ethernet provides a route for data transmission between customers and business systems, enabling business analysis. Lastly, the UNIX data server can be accessed by the business entity through the use of telnet emulation software.

KFF presently utilizes counter scanners, but would benefit from incorporating linear symbol technology barcode scanners for items that cannot be scanned horizontally. The suggested setup includes cables and stands for optimal performance, at a cost of around $160 per unit (Linear Symbol Technologies, 2008). Additionally, purchasing key tags is recommended, as each comes with one full card and two key tags. These key tags provide seamless tracking with the barcode and magnetic strip, while also granting quick access to contact information – almost like billboard marketing that keeps KFF in front of customers.

The company has implemented built-in security measures to maintain control of all software functions and enable individual user functions to track customer activities related to their card. The software also includes a report generator that

allows KFF to design custom reports or print standard reports. This feature enables KFF to adjust advertising strategies and accurately measure the success of their KFSP, thus increasing sales and enhancing their image through the use of key tags.

Plastic cards are considered to be valuable, particularly when professional full-color printing and well-designed images come into play. KFF is expected to be in a good position to launch the Frequent Shopper Program given the necessary systems and business requirements. This includes pre-existing components such as automated point of sale (POS) machines, scanners, product bar codes, and a website, which means the financial expenditure required at this stage will be minimal. The main challenge will be organizing the relationship between scanned items at checkout and the store's inventory database, as well as integrating the website to offer special promotions and programs. To achieve this goal, KFF will need to implement an appropriate database management system (DBMS) that can retrieve customer data, shopping frequency, and item history. This DBMS should be customized to meet the specific needs of KFF.

If KFF wants a cost-effective option with decent performance, a midrange DBMS would be suitable. The DBMS is an essential component of the entire operation, especially since KFF plans to implement KFSP soon. Therefore, KFF should consider cutting costs and corners elsewhere in the project. Within one to two weeks, KFF can have a customized database for all their needs. However, to ensure a perfect system environment, the company must consider all stages of the SDLC. By following this development cycle, the company can launch a trustworthy and secure database that gains the confidence of frequent shoppers.

In order

to ensure the best possible product, KFF will be looking to establish a solid foundation for the DBMS over a three to six month period, as well as potentially allocating more money. The cost associated with this objective will outweigh any other aspect of the job. To avoid cutting back on the database, the company should look to save money on less important parts of the program such as initial discounts and coupons, printed materials, and events to entice customers. Quality is crucial in launching a project like this. Holding back on expenses could ultimately benefit the program. Customers will appreciate the focus on customer value from the KFSP, and the website can hint at future events and promotions while building anticipation and allowing time for the DBMS to pay for itself.

The Preliminary Design Model shown in Figure 5 illustrates the presence of a rewards program server functioning as a mainframe along with a DBMS, which facilitates facility servers to acquire customer, POS, and item information. Report printers are operated by the facility servers. On the other hand, Figure 6 depicts the Physical Model of the system.

The diagram illustrates the physical flow of data and connectivity between the barcodes and the database, along with the utilization of handheld technology and connection through access points distributed throughout each facility. As for the testing process summary, it won't require a thorough examination since the hardware required is already accessible, given that the rewards cards will operate on the same POS barcode scanners presently being used at the stores. The rewards program software will be implemented at one location and tested outside of store hours.

The rewards program

is well-established, requiring minimal testing. However, testing is required for both the customer database and product tracking software. During testing, a rewards test card should be scanned, and products should be scanned as a typical point of sale transaction. It's advisable to use multiple test cards to establish multiple frequent shoppers.

During the test period of at least two weeks, multiple purchases will occur. The first week of testing will take place at the initial site. To ensure the correct point value and appropriate gifts are redeemable, the rewards program database will be checked. Additionally, product tracking reports will be printed to confirm the inclusion of these products in the report and updates to the ordering system. At the remaining two sites, the software will be installed and tested for any bugs or errors that need correction before the program becomes operational. Following the Installation Process and Training Plan Summary, proceeding with implementing KFSP evokes both excitement and intimidation.

The company is investing heavily in a single program and its success remains to be seen. The upcoming months will involve thorough testing in preparation for KFSP’s virtual debut on November 1, 2008. The success of the program will be measured using performance metrics. KFF’s goal is to track data from frequent shoppers to improve inventory management, analyze spending behavior, and show customer appreciation.

To ensure success, flawless implementation of the back-end database is crucial in order to prevent data loss and corruption. The in-store cash registers and online store will both be connected to this same database, making it imperative to seamlessly integrate all three components early in the implementation process. The database implementation is the most

critical aspect of the system installation and therefore requires a significant amount of project time. The challenge during this stage is determining the overall effectiveness of the software used to bring together the CMS, POS, and store website, which may require additional time for testing to identify and address any bugs.

The company can concentrate on the smaller program details, such as introducing KFSP, ensuring correct coding on bar codes for all products, ensuring accurate data transmission by scanners, and more. Our implementation goals must be met and the project should be given the green light by November 15, 2008. The implementation timeline is 2 to 3 months.

To maintain competitiveness, the company needs to market the program cautiously and keep its innovative features confidential. Though an immediate marketing release can generate employee enthusiasm, customers require adequate time to adapt to the new program. KFF must allocate time for staff training so that the program can gain traction with the required procedures.

To ensure a successful rollout, the company must prioritize training. This includes ensuring the customer service counter understands the protocol for issuing KFSP cards and support teams know how to troubleshoot system errors. Cashiers also need training on how to market the program, as well as procedures for issuing, using and reissuing cards. Ultimately, the initial success of the program relies on cashiers' understanding of how to promote it. The marketing procedures and training should align with KFF's mission of delivering customer value.

To achieve their objective, Kudler Fine Foods must ensure seamless integration of their databases, POS, and website. Failure to do so may result in decreased customer value. Achieving integration will allow

for a variety of program executions, such as coupon offers, recipe ideas, food recommendations, celebrity chef events, and future objectives. The company will need to maintain several pieces of documentation to train and support the new system, starting with the systems overview or design document. This document will serve as a reference for understanding the architecture at each location and how the systems work together.

It is crucial to preserve the documentation of system design as it will assist in future troubleshooting. Along with that, the systems operation document is also significant. It provides detailed information on how the system functions, its utilization by store employees and customers. The systems operation document will be used to train the employees at KFF. Additionally, employees will require comprehensive training on the new frequent shoppers program as part of their training materials.

The training documentation will cover the usage of the Point of Sale (PoS) terminal with the new shoppers program, customer assistance on the shopping floor, report generation, and redemption of customer points. To ensure smooth operation, a maintenance document must outline how the system will be upgraded, serviced, and maintained, including the installation of patches and software upgrades. Additionally, hardware maintenance on scanners will be included in this document. Lastly, the customer information and incentives document must be regularly updated and maintained.

The purpose of this document is to enhance understanding of the shopping habits of store patrons and ways in which KFF can improve to provide a better shopping experience. This report will be generated from the reports server. A support and maintenance plan is crucial for KFF after all network, hardware, and software

components are in place. Regular systems checks should be run on the file transfer protocols (FTP) to ensure optimal efficiency. Since this network will be connected to all plants, it is recommended that KFF perform full systems checks and defragmentation on a periodic basis to minimize risks. Routine maintenance should also be conducted every few months.

It is recommended that the cash registers be equipped with software that performs a system scan upon each power-on. This will allow for potential issues or faults to be detected prior to daily use. System administrators should configure the software settings to include automatic updates during boot. Doing so will lessen the user's burden of having to remember or allocate time for manual scans.

Over time, the key tags given to regular shoppers may show signs of wear and tear. If a customer misplaces or damages their tag, they can request a new one. When a new tag is issued, the personal information of the user will be updated with the new number. To avoid confusion or inconvenience for the customer, the system automatically removes any duplicate customer information and updates their records. Overall, the KFSP project is a detailed process that provides valuable data to the KFF and great incentives to customers. Bar code scanners at each Point of Sale terminal track all purchases made by frequent shoppers and store the information in a KFF database.

The KFF is interested in flexible and adaptable bar code scanners. The scanners can be used at the point of sale terminal and are portable enough for employees to use them on the store floor to assist customers. The KFF believes that this new system

will enable their business to grow as desired. The LS2208 Barcode Scanner made by Linear Symbol Technologies (2008) is mentioned as a reference.

The source website for Symbol Technologies can be accessed at http://www.thebarcodewarehouse.co.uk/symbol-technologies, retrieved as of September 30, 2008. The relevant information is contained within the HTML paragraph tags.The book entitled "Systems Analysis & Design in a Changing World" (4th ed.) was authored by Satzinger, J. Jackson, R. Burd, S. in 2004.

Boston-based Thomson Learning, Inc.'s TechRepublic recommends determining user requirements at the outset to prevent future problems. To learn more, visit http://articles, last retrieved on September 28, 2008.

The University of Phoenix provides information on Kudler Fine Foods [Virtual Organization] on techrepublic.com/5100-10878_11-5054103.html.The Simulation, BSA/375 - Fundamentals of Business Systems Development eResource Web site at the University of Phoenix was accessed on September 22, 2008.