Course Project Business Description and Components

timer Asked: Jan 4th, 2018
account_balance_wallet $20

Question description

*Before you begin this assignment, make sure that you carefully read the instructions outlined on the Project Introduction page of this module. Make sure to also read the case study "Online Groceries" before you begin. You are a management information systems consultant for the online grocery store that you've chosen for your project. To begin your project, please do the following:

  • Provide a description of the company
    • Explain the company's purpose, mission, and structure.
    • Research information on the web and the Rasmussen Online Library to gain further insight into the company.
  • Describe the organization's system in terms of inputs, processes, and outputs.
  • Describe how the company is organized, its people, and technology features; also, the importance of an MIS system to the company.
  • Your paper must be a minimum of 3 full pages long.
  • You will need to include a minimum of 2 credible sources for your research, with 1 being an academic source, such as a book or an academic scholarly journal. Academic scholarly journals can be accessed through the Rasmussen Online Library. For business sources, ProQuest and EBSCO Host are helpful.
  • Include an APA formatted title page and reference page.

*Remember to use proper tone in your paper. You are speaking from a "consultant" point of view. Your audience is the Leadership Team for the online grocery store.

*Make sure to write your paper utilizing proper APA formatting guidelines, and to include an APA formatted title page. Use NoodleBib to document your sources and to complete your APA formatted reference page and in-text citations.

Project Overview In this course project, you will play the role of an MIS consultant for an online grocery store. You will address the necessary information technology needs and projects that the company must undertake to be successful. For your project, you will need to choose one of the following companies: • • - - Both online stores will require you to put in a zip code to browse their website. You will need to "browse as a guest." Before browsing as a guest, you will need to type in a zip code. Please use the following zip codes: • • For Peapod, use - 60446 For Safeway, use - 90210 Case Study Please read the following case study before you begin your project. Online Groceries Due Date There will be individual assignments along the way. The assignment and the module they are due are noted in bold on the time line below. As you can see, your first assignment "Business Description and Components" is due this module. Time Line Module Assignment 01 Introduction Business Description and Components 02 Strengthening Web Presence 03 Ethics and Security 04 Balanced Scorecard 05 Implementing New Technology Requirements Required Format • • Each paper should be double-spaced in a Word document. Use proper APA formatting guidelines (Times New Roman, 12 pt. font, 1st sentence of each paragraph indented). Reference Page Cite all references using APA style. You must cite four different references. A Maximum of two references may be from the Internet, but should be from credible sources such as a university or government website. Please note, Wikipedia is not considered a credible source. Choose a minimum of 2 academic sources for your research, such as a book (other than your textbook) or an academic scholarly journal. Academic scholarly journals can be accessed through the Rasmussen Online Library. Databases such as, ProQuest and EBSCO Host are helpful. Use NoodleBib to document your sources and to complete your APA formatted reference page. Access NoodleBib by navigating to the Library page (Student Portal>Campus Tools> Library Resources) and clicking on the NoodleBib link in the Library Links area of the Library page or Click on the Resources tab in your online course and click on NoodleBib Online Academic Guide in the Library Resources box, then click Noodle Tools - LOG IN NOW. *A note about credible sources: Credible sources are reliable, accurate, and trustworthy. These sources are written by authors respected in their fields of study. You want to identify sources where the author of the article is listed, if they've referenced other information, the sources should be cited so that you can check for the accuracy of and support what they have written. Wikipedia is not considered a credible source. For more information on credible sources, please visit the Rasmussen Online Library. Evaluation Each assignment is evaluated and graded independently. Your instructor will provide specific grading criteria for each step of the project prior to its due date.
E-commerce Challenges: The Story of Online Groceries What could be easier than ordering all your groceries online and having them delivered to your doorstep at a time you choose? No more driving to the store, wasting gas and time, pushing carts down aisles, jostling with over-anxious shoppers, or waiting in the check-out lines. For those who don’t mind giving up the “social experience” of shopping, as well as aspects like thumping melons to test for freshness, tearing off a shock of sweet corn to smell for mold, or sampling a cut of salami before ordering, online grocery shopping provides a compelling value proposition. In 2013 an ­estimated 12.5 million online shoppers will generate $5.9 billion in online ­grocery sales in the United States at over 1200 online grocers. Online grocery sales have grown 75% since 2006, and are expected to growata around 9% annual through 2016 to an estimated $9 billion. The United Kingdom has the largest online grocery market at around $10 billion in sales. In fact, online grocery sales are growing at nearly three times the rate of traditional grocery sales offline. In a recession, driven by the high cost of restaurant food, as well as gas for cars, consumers are cooking at home more often, and looking for food deals and convenience online. Online recipe sites are seeing a doubling of traffic. Still, there’s a lot of room for future growth: online groceries still account for less than 2% of all grocery sales in the United States. There are three online grocery business ­models: start fresh, leverage out, and local build. The history of large-scale online grocery begins with the “start fresh” approach of Webvan, launched in 1999 with $400 million of venture funding, and another $600 million of stock sales to the public. Webvan’s business plan was audacious: start a totally new nationwide, online, ­grocery distribution system serving 10 cities at first, and expanding to additional major cities in a few years. When Webvan flamed out in July 2001 after having spent almost $1 billion trying to build the Web’s largest online grocery store based on huge distribution warehouses in seven U.S. cities, most pundits and investors thought the entire online grocery business model was either a failure or a fraud. Facing the costs of building an entirely new distribution system of warehouses and truck fleets to compete with existing grocery businesses, not to mention the expense of marketing, and a huge IT infrastructure, Webvan compounded its problems by ­offering below-market prices and free delivery of even small orders at just about any time of the day or night in urban areas often clogged with traffic. Webvan is generally considered to be the largest and most spectacular e-commerce failure in history. That said, it was also ahead of its time: very few customers felt continued comfortable ordering “high-touch” goods online in 2001. Today, the ­culture of online purchasing has changed. Despite Webvan’s failure, the pundits have proven to be wrong again. Online grocery is alive, well, growing rapidly, but with different aspirations and business models. Pundits did not count on Manhattan’s FreshDirect (and hundreds of other local niche online grocers) or the ability of ­traditional grocery chains to move into the ashes of the online grocery business to create solid, profitable businesses. These firms are learning how to exploit this potential market with ­profitable business models. The largest online players today are traditional firms such as California’s huge Safeway Stores,, and in the North East, and Royal Ahold (Dutch owner of the U.S. Stop & Shop and Giant food stores, among others, and the Internet firm Big-box discount stores such as Costco, BJ’s, and Sam’s Club also offer online grocery services. Sam’s Club, the Wal-Mart-owned big box chain of stores, offers customers a “Click N’ Pick” service: order online, pick it up at the nearest Sam’s Club store, and you won’t even have to stand in line to pay for your ­groceries. These firms are leveraging their existing nationwide distribution and supply chain systems, as well as their thousands of local stores, to provide shoppers with the opportunity of selecting what they want online, and then picking it up at the local stores or ­having it delivered by the local stores. These U.S. firms followed the lead of the successful British grocer Tesco. Tesco is the largest chain of supermarkets in Britain and opened an online division in 1990. It is considered to be the largest and most successful online grocery store in the world in 2013. Peapod expects to generate $495 million in 2012 and grow at a 9.1% sales CAGR from 20122016. While Peapod is traditionally known for operating a ‘best-in-class’ home delivery service, the retailer has evolved its model to include QR-Code driven mobile shopping walls, and grocery pick-up – using Chicagoland as its testing ground. Something must be working. Peapod announced that it would launch more than 100 virtual grocery stores at commuter rail stations in Boston, Connecticut, New York, New Jersey, Philadelphia, Washington, D.C. and Chicago. In a virtual grocery store, pictures of products are posted on a large public LCD display with QR codes underneath. Shoppers use their smartphones to scan the QR codes of the items they want. The products in their virtual shopping carts are delivered right to the customers’ homes at their selected delivery time. No need to waste time on the Internet or, worst case, actually go to a physical store. In the United States, Safeway’s wholly owned subsidiary provides online shopping and delivery services for ­Safeway stores in California, Oregon, Washington, Arizona, Maryland, Virginia, and the District of Columbia; and for Vons stores in Southern California and Las Vegas, Nevada. Customers register online, entering their ­personal information, including their frequent shopper cards. They are shown lists of recently purchased items to speed selection. The prices of goods are the same as those in the stores. Safeway has so-called “pickers” roam the aisles of nearby stores using a computerized picklist that directs them through the store in an ­efficient pattern, and even specifies the order of packing goods into bags. The orders are put into a van and delivered to the customer within a two-hour window for a fee of $10. continued Chapter 10 Learning Track 1 3 At Royal Ahold’s, which serves its Stop & Shop and Giant Food store customers in 24 regional markets, shoppers can view both their online ordering history and their offline ­purchases at nearby stores during the previous four months. Peapod is the largest online grocery in the United States. Its Web site also features a shopping list that displays items in the order they can be found at the customer’s local store. Customers have the option of ­ordering online and picking it up at the store, or printing the shopping list and taking it to the store. The average online order is about $168, much larger than in traditional grocery stores. For these traditional supermarket chains, the value being offered to customers is convenience and time savings at prices only ­marginally higher than self-shopping. FreshDirect exemplifies the third and most common online grocery business model: local build. ­ rocery (St. Paul), Other well-known local niche players include Inland Marine (Houston), Gopher G and Greenling (Austin), all with revenues greater than $1 million. These local online grocers focus on knowing their local customers, high-quality fresh produce, low costs, and convenient delivery. In July 2002, Joe Fedele and Jason ­Ackerman founded FreshDirect as a new kind of high quality and high-tech food preparation and delivery service in Manhattan, and raised $120 million in venture funding. Operating out of a 300,000-square-foot plant in Queens just across the river from Manhattan, FreshDirect trucks deliver groceries to densely populated Manhattan, Brooklyn, and Queens at prices 25% below what most New York grocers charge. It charges a $5.49–$6.79 delivery fee, depending on location and size of order, and requires a minimum order of $30. The value ­proposition to c­ onsumers is convenience and time savings, but also higher quality at lower prices. How can FreshDirect succeed at these prices? One answer is that FreshDirect concentrates on very fresh perishable foods and stays away from low-margin dry goods. For instance, the FreshDirect Web site features around 3,000 perishables and 3,000 packaged goods compared to the typical 25,000 packaged goods and 2,200 perishable items that a typical grocery store offers. To do so, FreshDirect ­created the most modern automated perishable food processing plant in the United States. While most of the factory is kept at 36 degrees to ensure freshness and quality control, dedicated areas vary from a low of minus 25 degrees for frozen foods to a high of 62 degrees in one of its specially designed fruit and vegetable rooms. At the factory, FreshDirect butchers meat from whole carcasses, makes its own sausage, cuts up its own fish, grinds coffee, bakes bread and pastries, and cooks entire ­prepared meals. FreshDirect employs the same “make-to-order” manufacturer-direct philosophy as does Dell. Cleanliness is an obsession- the factory was built to exceed U.S. Department of Agriculture standards. Critical to the success of FreshDirect is a powerful IT infrastructure that seamlessly ­connects online customers to inventory, billing, and then to truck delivery. The firm uses SAP software (an enterprise resource planning ­system) to track inventory, compile financial reports, tag products to fulfill customers’ orders, and precisely control production down to the level of telling bakers how many bagels to cook each day and what temperature to use. It uses automated carousels and conveyors to bring orders to food-prep workers and packers. The FreshDirect Web site is powered continued 4 Chapter 10 Learning Track 1 by BEA Systems’ Weblogic platform, which can track customer preferences, such as the level of fruit ripeness desired, or the preferred weight of a cut of meat. FreshDirect also uses NetTracker, Web site traffic and online behavior analysis software, to help it better understand and ­market to its online customers. At peak times, the Web site has handled up to 18,000 ­simultaneous shopping sessions. The final piece in the formula for profit is a supply chain that includes dealing directly with manufacturers and growers, thus cutting out the costs of m ­ iddle-level distributors and the huge chains themselves. FreshDirect does not accept ­slotting fees (payments made by manufacturers for shelf space). Instead, it asks suppliers to help it direct-market to consumers and to lower prices. To further encourage lower prices from suppliers, FreshDirect pays them in four ­business days after delivery, down from the industry pattern of 35 days. FreshDirect was profitable for the first time in 2008. The key to profitability has been improving its execution of the initial concept, and a rededication to customer service, just plain listening to customers. In recent years, FreshDirect has introduced the following “customer centric” ideas: ◆◆ ◆◆ ◆◆ ◆◆ ◆◆ ◆◆ ◆◆ ◆◆ Produce: Employed experts to rate the freshness of all produce and set prices accordingly. This reduces customer concerns about not being able to feel the product. Packaging: Eliminated the use of foam, and reduced the number of cardboard boxes by 1.5 million in response to customer complaints. Favorites: Developed a customer ­relati-onship management system that tracks each customers’ past purchases, and presents them on-screen for re-ordering. Increased order size by 10%. Recommender system: Added a YMAL (You-Might-Also-Like) cross-selling tool, which recommends products that other customers purchased. Added 5% to total revenue. Rating systems: Developed a rating system for its own produce and seafood that allows grocers to showcase their best goods and customers to decide what “looks” good online. Order pattern analysis: Instituted a system to reminds customers of their favorite products and e-mails them when the system thinks they might be running out. Computer-driven truck packing: Created to handle over 45,000 deliveries a week in the New York Metro area. Web apps: FreshDirect introduced an iPhone app that allows mobile shoppers full access to its complete Web offerings. More than 65% of FreshDirect’s customers have smartphones, and 50% have iPhones. With these features and direct mail campaigns, FreshDirect has increased customer loyalty and reduced its churn rate (the number of ­customers who leave the service). Currently, 65% of its total customer base of around 600,000 active customers are repeat, loyal ­customers, whose average order size is over $120, and who contribute 80% of FreshDirect revenues. Word among investors continued Chapter 10 Learning Track 1 5 is that FreshDirect is planning an IPO in the near future, causing many to roll their eyes as they remember the history of Webvan in early part of the decade. Is this time different? The technology has changed drastically, there’s more bandwidth to explore food products online, and the culture has shifted to using smartphones as mobile shopping devices. Best of all, FreshDirect is working from a financial perspective. Although a private company that does not issue financial information, analysts estimate that in 2013 FreshDirect will generate over $450 million in revenue, and expand its customer base to over 600,000 customers in the New York and Philadelphia metropolitan areas. Copyright Notice Copyright © 2013 Kenneth Laudon and Jane Laudon. This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from this site should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials.

Tutor Answer

School: Carnegie Mellon University








Safeway Online Grocery Company
Introduction is among the largest food as well as the drug retailers within the North
America region basing on the sales. The company is considered very innovative as it is founded
through a simple value philosophy of providing care to the customers together with the
employees as well as sharing with them the company success which they assist in making
possible. The company was founded in 1926 by an ambitious young individual called M.B.
Skaggs who bought a small grocery store from the father in 1915. He aimed to provide his
consumers with the value needed as well as expanding his store by keeping the low profit earned
from the purchases.
The expansion was successful with 426 stores within the ten states. He, therefore, merged
his company with the 322 Safeway stores and incorporated the Around the 1930s
the Safeway Company introduced the produce pricing concerning the pound which added the
‘sell by’ dates regarding the perishable goods to maintain their freshness, nutritional labeling as
well as the first parking lots, (Wang, 2017).
Safeway Company has a goal of providing its cus...

flag Report DMCA

The best tutor out there!!!!

Similar Questions
Hot Questions
Related Tags

Brown University

1271 Tutors

California Institute of Technology

2131 Tutors

Carnegie Mellon University

982 Tutors

Columbia University

1256 Tutors

Dartmouth University

2113 Tutors

Emory University

2279 Tutors

Harvard University

599 Tutors

Massachusetts Institute of Technology

2319 Tutors

New York University

1645 Tutors

Notre Dam University

1911 Tutors

Oklahoma University

2122 Tutors

Pennsylvania State University

932 Tutors

Princeton University

1211 Tutors

Stanford University

983 Tutors

University of California

1282 Tutors

Oxford University

123 Tutors

Yale University

2325 Tutors