Team A First Response Organizational Development Consulting Firm Final Report

Running head: TEAM A: BANKS, DOTSON & BROWN, LLC.
0

CanGo's Final Analysis
Busn 460

8/26/2014
First Response Organizational Development Consulting Firm
Banks, Dotson & Brown, LLC

TEAM A: BANKS, DOTSON & BROWN, LLC. 1

Team A: First Response Organizational Development Consulting Firm
DeVry University
BUSN 460 Senior Project
Professor: Jay Egger
CanGos Final Analysis
August 26, 2014
TEAM A: BANKS, DOTSON & BROWN, LLC. 2
TABLE OF CONTENTS
Situation Analysis ........................................................................................................................... 3
5-Star Model ................................................................................................................................... 4
Strategy (Christopher Banks) ...................................................................................................... 5
Processes & Lateral Capability (Garland Dotson) ...................................................................... 6
People Practices (Carnella Brown) ............................................................................................. 7
Recommendations ........................................................................................................................... 8
Implementation Plan ..................................................................................................................... 14
Evaluation ..................................................................................................................................... 16
References .................................................................................... Error! Bookmark not defined.8
Appendix ....................................................................................................................................... 20

TEAM A BANKS, DOTSON & BROWN, LLC. 3
First Response Organizational Development Consulting Firm
At the invitation of CanGo Inc., First Response Organizational Development Consulting
firm of Banks, Dotson & Brown, LLC., performed a six week analysis of operations,
management, and employees. During the analysis we identified a number of challenges that
CanGo faces in achieving their goal of being a dominant player in the market of online
entertainment. The recommendations and implementation plans that are offered are fact based
and supported by professionals and leaders in todays business industry. We believe that CanGo
can reach its peak performance by having a better understanding of their company and making
informed decisions for the future of the company using sound business practices.
The problem that First Response is helping CanGo solve is strategy and organization
planning. Evidence shows that for any strategy, the high performers are those who have
achieved a fit between their strategy and their organization (Galbraith, 1982).
Situation Analysis
First Response was asked to help CanGo to create their mission, vision, values, strategy
and goals; build a cohesive and well-functioning senior management or leadership team; build a
culture of collaboration and execution; assess the organizations current performance/results and
get everyone working together to make improvements; implement high performing teams; create
a customer-centric mindset on the part of all employees; align and improve Management and HR
systems; manage change and overcome employee negativity, resistance and passive-aggressive
behaviors (centerod, 2012). Over the past several weeks our team assessed and observed
CanGo and in short CanGo is facing several issues that are impeding them from reaching their
true actualization. First Response has taken on the role as a Coaching type of consulting firm
where we focus on organizational development by helping organizations improve their
performance. Based off our personal observations over the past several weeks we believe that
CanGo will be best suited to engage is transitional change where transitional involves: some
modifications to the organizational structure, the existing systems of policies and procedures, and
the individual skills and abilities needed to implement the change. Furthermore, this type of
change touches upon and raises an examination and refinement of mission, strategy, and
organizational culture (blogatwordpress, n.d.).
To guide this change we are going to use the Galbraith Five Star Model as a tool to help
CanGo understand where the main issues fall and how to begin to resolve the issues. The
American academic and consultant, Jay Galbraith, developed the Star Model as an organizational
design framework. The model uses design policies that guide organizational decision making
and behavior. The model contains the following five categories: Strategy, Structure, Processes,
Reward Systems, and People Policies (Galbraith, 2014).
5-Star Model
Our firm has used the Jay Galbraith 5-Star Model to not only assess CanGos operations
but we also used it to provide recommendations to CanGo to improve their current state.
Galbraiths 5-Star Model Consists of Strategy, Structure, Processes, Reward Systems, and
People Practices. The goal of the 5-star model is to design policies that guide organizational
decision making and behavior. Again, after accessing CanGo for nearly 2-months our team
observed an abundance of issues that we then classified into one of the Galbraith stars. This is
an important step to address as the issues that were presented were only dealing with the surface
level of the issue and not the root. Galbraiths model allows us to strategically look at CanGo
and to determine which strategic pillars need to be modified. Below are the three strategic pillars
that we feel CanGo must change in order for them to sustain and maintain success and lead them
into the future.
Strategy
Strategy is the companys formula for winning. The companys strategy specifies the
goals and objectives to be achieved as well as the values and missions to be pursued; it sets out
the basic direction of the company. Strategy is the most important elements of an origination as
it helps to guide all the participating members towards to future state (Egger 2014). CanGo
seems to be lacking a sold and meaningful strategy. The reason we feel this way is because Liz
has been making all her previous decisions based on her entrepreneurial spirit without taking into
consideration a proper decision making process. CanGo, does not have a vision, mission or
value statement, they need to clearly define the purpose of the organization, establish goals and
objectives consistent with the mission. CanGo needs to define a time frame within the
organizations capacity for implementation.
Mission/Vision. It is clear that CanGo lacks an organizational mission and vision.
According to Groscurth, (2014), a clear mission, vision, and value statement, inspires employee
engagement, core values foster customer engagement, and helps boost company performance.
Not having a clear mission, vision, and value statement according Groscurth, (2014) means
CanGo cannot consistently provide its customers with the best service.
Direction. CanGo needs to clearly define the purpose of the organization, long-term &
short-term goals and objectives.
Institutional Advantages. In order for CanGo to compete in their desired market they
need to perform SWOT Analysis. According to Goltz (2013) the SWOT will be a building block
that will provide insight on the companys capabilities, and also prevent decisions on entering a
market that can possibly decline.
Processes and Lateral Capability
Galbraith defines process as the flow of information and decision processes across the
organizations structure. Processes can be either vertical through planning and budgeting, or
horizontal through lateral relationships. And it includes networks, processes, teams, integrative
roles, and matrix structures. The reason we feel CanGo needs to address this strategic pillar is
because of issues getting funding approval, website needs to be updated, market research needs
to be done, and warehouse operations needs an update. According to Galbraith this star is
important to organization effectiveness and efficiency because an innovating organization is
concerned with: Planning/funding, getting ideas, blending ideas, transitioning, and managing
programs.
Networks. CanGos warehouse operations need to be updated and management needs to
get funds approval to purchase an AS/RS automated system and a new facility to handle the
increase in shipping volume. It is also clear that CanGo needs to update their website to prevent
loss of long-term consumers and generate a larger profit in ecommerce.
Processes. CanGo needs to conduct research on the new market of online gaming and
the staff has no understanding of consumer buying behavior. They were unaware of the
available resources to get statistics on their buying habits, especially services that are trendy or
successful. According to VanBeest (2012) a test of the new product is useful with adopting a
market campaign, which can directly target a specific group or the potential consumer. In
addition, the collection data of the proposed product using primary and secondary data will serve
to fulfill the companys objectives.
Integrative Roles. Within CanGos warehouse operations the current pick and fill order
system is jumbled and search times are long. The frontend website is not currently tied into the
backend order fulfillment system. The current system collects orders coming in from
wholesalers and publishers in a program and then ordered at the end of the day.
Teams. The process improvement team is confronted with the challenge of addressing
the customer service process; concerns about the level of detail in the phone menu system and
whether it should appear in the flow chart.
Matrix Structures. They need to seek extra capital to fulfill and expand their new
business ventures which can come either in the form of an IPO or in some other form.
According to Investopedia (2014) IPOs are often issued by smaller, younger companies seeking
the capital to expand, but can also be done by large privately owned companies looking to
become publicly traded.
People Practices
Galbraith defines people practices as influencing and defining employee's mindsets and
skills through recruitment, promotion, rotation, training and development. And it includes
Staffing and Selection, Performance Feedback, and Learning and Development. The reason we
feel CanGo needs to address this strategic pillar is because they do not have a strategic Human
Resource Management System in place, performance evaluation methods used are not a true
indicator of employee performance, they are struggling at working together as a team, and they
need to develop a cross-training program. According to Galbraith (2014), People Polices
influence and define employee's mindsets and skills through recruitment, promotion, rotation,
training and development.
Staffing and Selection. CanGo doesnt have a strategic Human Resource Management
System in place. CanGo needs to engage in a human resource planning. Human resource
planning is one of the most important elements in a successful HRM program because it is a
process by which an organization ensures that it has the right number and kinds of people at the
right place, at the right time, capable of effectively and efficiently completing tasks that will help
the organization achieve its overall strategic objectives (DeCenzo 112).
Performance Feedback. The CanGo team is struggling at working together as a team.
The best way to prevent possible failure is to take the time to explain the task, the expectation
and time line to be completed. Ask for feedback from employee to ensure there is no miss
interpretation and remind them youre available at any time to provide guidance. According to
Carrison, D. (2012) employees feel they have more to offer with added training and have a better
since of job security.
Learning and Development. The performance evaluation methods used at CanGo are
not a true indicator of employee performance. The managers have no training on how use the
performance evaluation in order to give fair and honest appraisals of their employees annual
performance reviews. They also need to develop a cross-training program that trains employees
on other tasks and duties in case someone has to take vacation, sick day or has left the company
for different opportunity.
Now that First Response has clearly assessed CanGo and determined which strategic
pillars need to be addressed by using Galbraiths framework, the next section will offer
recommendations to CanGo on how to address and ultimately change the three highlighted
pillars.
Recommendations
Our team used Galbraith to assess and we will also use Galbraith to make
recommendations. As noted above, there are three strategic pillars that CanGo needs to address
based on our observations and relationships with varying CanGo personnel. We described why
we believe each pillar is suffering and how it can impact the future of the firm. Therefore, it is
necessary to offer recommendation to CanGo to help them mitigate the issues.
Strategy
We recommend that CanGo address their Strategy strategic pillar by confronting their
mission/vision, their direction, and their comparative advantage by creating a vision, establishing
governance, and detailing their comparative advantage.
Mission/Vision. We believe that CanGo needs to design a vision statement and
according to centerod (2012) strategy is how an organization positions itself to complete in the
marketplace. It is of a set of conscious choices about how leaders will meet challenges, take
advantage of opportunities, deliver value to their customers, and distinguish themselves from
their competitors. We recommend this process be started by 1/5/15 and completed by 1/12/15.
See Table 2 of the appendix for our recommended mission/vision statement for CanGo.
Direction. We believe that CanGo needs to establish goals and objectives and according
to centerod (2012) the process begins with doing research and gathering information and then
coming together in an atmosphere of open dialogue to make these decisions. Key decisions
should be summarized in three to four pages that can then be shared with all employees so
everyone knows where the company is headed and how they are going to help it get there. We
recommend this process be started by 1/5/15 and completed by 1/12/15.
Comparative Advantage. One of the greatest tools available to help companies to make
a strategic plan in order to be more competitive with competitors and to take advantage of the
opportunities to improve in their weak areas is a SWOT. An article by Simoneaux & Stroud
(2011) suggested using a SWOT analysis annually helps to improve the health of the business.
The key items needed for performing a SWOT analysis is selecting an outside facilitator to give
a different prospective, create a SWOT team, select the venue to analysis, gather the tools needed
to perform the SWOT analysis, do a performance environmental scan, summarize your findings,
and lastly prioritize the findings in a report based on the most critical item that need to be
addressed the earliest. A preliminary SWOT can be found in the Appendix Table 5.
We recommend that CanGo address their Processes strategic pillar by confronting their
networks, processes, teams, integrative roles, and matrix structures by implementing a new
ASRS, updating their website, conducting market and demographic research, outsourcing
logistics and warehouse storage of supplies, and implementing the new phone menu system and
flow chart.
Networks. We recommend that CanGo implement the plan to use the automated storage
and retrieval system. The new technology will increase order fulfillment, double inventory,
reduces labor cost, cost by theft or misplacing, save warehouse space, improve inventory
management and increase revenue (M. Aslam, 2009). As for CanGos website order fulfillment
we recommend they implement a real-time order system. This system will be directly integrated
into the website allowing Can-Go to reorder from publisher and wholesalers in real-time.
Hoffer, Joseph & Valacich (2012), suggests using cost-benefit analysis in order to
quantify the benefits and costs to show the long-term benefit of funding for the new processing
facility and shows how using AS/RS will eliminate some shipping issues such information errors
customer information and address for delivery, maintain accountability of inventory and offer
CanGo increased flexibility. The AS/RS would be installed in the existing warehouse, instead of
building a new one. CanGos warehouse would need five aisles installed at the cost of $625K
instead of an investment of $2.5 million for a new warehouse and AS/RS automated system. The
other benefit from updating warehouse operations is the need for current manpower will be
reduced which will reduce the monthly cost of lobar for the company.
Processes. CanGo needs to conduct research on the new market of online gaming.
CanGo needs to update its software for the website to capture the items viewed and
purchased by online consumers. The data collected could be used to tailor make a browser for
the consumer to view items that would appeal to them based on their history of purchases,
inform them of special offers and discounts related to purchases on CanGo website. Shin-Yuan,
Chen, & Ning-Hung (2014), suggested by giving the consumers a positive experience while
shopping online will result in increased traffic online purchases and will increase annual profit
revenue.
CanGo has had increased shipping to Japan but no one knows why this is occurring.
During my 24 years of active duty service in the Air Force, I have been stationed on bases
located in Japan. I realized the Japanese people wanted to learn and experience American
culture; they do this by purchasing our music, literature and products. According to the Office of
the United States Trade Representative (n.d.), they suggest Japan imported American goods and
services valued at $ $65.1 billion dollars.
Integrative Roles. According to Outsourcing: The Benefits and the Risks-Managerial
Challenges Of The Contemporary Society, we would recommend outsourcing logistics and
warehouse storage of supplies to a business that has a proven record of delivering goods and
services to consumers without delay and good reputation in their field in the industry. The
benefits of CanGo outsourcing would afford them access to current cutting edge automated
logistics systems that would all but eliminate missed deliveries; save in cost of postage, hiring
more employees and training that would be required for operating a new automated system for
CanGo. This would also reduce operation cost and give the company flexibility to meeting
consumer demand. By outsourcing the logistic for shipping from CanGos warehouse FedEx
would resolve issues with overnight delivery orders to consumers. FedEx will assign two of
their employees to manage shipments from CanGos warehouse and provide supplies and
equipment at reduced cost. Another recommendation to consider would be to outsource to
Amazon, Amazon would handle shipping logistics within the U.S. and internationally. Amazon
has 15 fulfillment centers within the U.S., has manpower state of the art automated system and
does business with 32 international countries that would give CanGo exposure to the global
market for a small cost to store CanGo products.
Teams. CanGo needs to implement a new phone menu system and flow chart. In
addressing customer service issues, it sometimes makes sense to clarify your process using a
flowchart, which is an elemental "list" of procedures arranged according to a strategy. Using a
customer service process flow chart can help employees deal with customers in a way that
represents the companys overall customer service methodology. According to eHow (2014) the
flow chart can be particularly useful as a visual tool in a sales office or call center. See Table 6
of the Appendix for a Phone menu system Flowchart.
Matrix Structures. They need to seek extra capital to fulfill and expand their new
business ventures which can come either in the form of an IPO or in some other form.
People Practices. We recommend that CanGo address their People Practices strategic pillar by
confronting their Staffing and Selection, Performance Feedback, and Learning and Development
processes by performing an evaluation on each department, implementing a newly designed
performance appraisal form, and updating the way in which staff meetings are held.
Staffing and Selection. According to DeCenzo (2009) Human resource planning is one
of the most important elements in a successful HRM program because it is a process by which an
organization ensures that it has the right number and kinds of people at the right place, at the
right time, capable of effectively and efficiently completing tasks that will help the organization
achieve its overall strategic objectives. Kumpikaite, V. (2007), suggest that an evaluation be
performed on each department to determine what training is needed because this will identify
knowledge, behaviors, skills and other areas that are needed. Next create a measureable learning
outcome and analysis of transfer of training, develop outcome measures, and choose an
evaluation strategy and finally plan and execution of the evaluation. There is also another option
of outsourcing a training manger that would facilitate training that would address the training
needs of management and employees. A strong training program will start generating return on
investment in no time, enable employees to perform their jobs at the highest level, and reduce
staff turnover.
Performance Feedback. CanGo should implement a combination of both the objective
and the subjective measures of performance, by identifying and implementing standards that are
quantifiable and measurable. In the process, CanGo management will identify top performing
employees that can be identified for promotion and given higher levels of responsibility. This
balance approach will reduce errors in the performance evaluation process.
It is recommended to change the subjective measure to a scale of (1 10) vs. the
current (1 4). This will allow a lot of room for improvement on the employees part. This,
coupled with the newly designed performance appraisal form will bring about some major
changes in the way the current performance appraisal process is administered. This new process
will mean a new way of measuring employees performance which will be more structured. And
based on my 24 years of experience I am suggesting that CanGo clearly define each team
members role and duties; that way employees understand what their responsibilities are.
Learning and Development. According to Dynamic Business it states that Elton Mayo
found that the most significant factor was a sense of support and cohesion that came with
increased worker interaction (Domini, 2008). Mayo found that productivity improved when
people worked as a team. Since Liz is the founder of the company we recommend that she needs
to begin each meeting with an agenda to discuss important topics. Each team member
responsible for a topic should know in advance and be prepared to speak to their topic. Also, a
summarization and a meeting recorder should record the action for agenda topics prior to
adjourning the meetings. This will help to identify who is responsible for the actions which need
to be accomplished for the company. See tables 1, 3, and 4 of the appendix for organizational
charts.
We have now communicated how we assessed CanGo to determine which strategic
pillars need to be modified, we then made recommendations on how to improve these flaws, now
we will provide you specifics on how to implement such a change.
Implementation Plan
There are a number of strategic recommendations that we have for CanGo that need to be
established before the company can proceed towards expansion. To guide this change we used
the Galbraith Five Start Model. The model uses design policies that guide organizational
decision making and behavior. The model contains the following five categories: Strategy,
Structure, Processes, Reward Systems, and People Policies (Galbraith, 2014).
Strategy
The first step is the mission, vision, and goals. As we have pointed out, in order for
CanGo to consistently provide its customers with the best service they must write a vision,
mission, and value statement. A clear mission, vision, and value statement, inspires employee
engagement, core values foster customer engagement, and helps boost company performance
(Groscurth, C. 2014). Clarity of who CanGo is will help to pull in investors with the same
values and objectives as that of CanGo. Following the creation of the mission, vision and goals
CanGo will perform a SWOT Analysis. Internal exponents include the strengths and weakness of
CanGo. The external exponents of this analysis include the opportunities and threats to CanGo.
With this new understanding CanGo can make decisions about new markets or expansions by
gaining a better understanding of what it is going on internally as well as having awareness of
outside factors
The first phase of the processes implementation would be hiring a web designer to tailor
make the experience of each consumer by taking the purchasing history of types of music and
books. The completion of the website design will take thirty days and Liz and the board
members will be updated weekly on the status of the website design. The next phase of
implementation will be the installation of the new system that will allow real time purchasing for
customer and eliminate communication errors between the website and fulfillment center. The
installation of the new system will take two weeks within the same timetable of the web design
project schedule. The final phase will be the installation of the new AS/RS system that will be
retrofitted into the current warehouse. The installation and training will take forty-five days to
complete. The start date will begin at phase two of the installation of the new system for real
time purchases. CanGo will continue to use the existing method of operation for fulfillment until
completion of the installation of the AS/RS system
People Practices
Through our analysis CanGo will be more marketable and successful if they create and
enforce a clearer structure, guidelines and informative rules for managers and employees.
However, this wont be effective if there are no goals for the staff to adhere to. In order for
CanGo to grow they need have effective people policies in place. They need to implement use of
the new performance appraisal form. Everyone on the CanGo team needs to have a clear
understanding of what their job tasks are. Finally, The CEO needs to ensure meetings are held
based on the new guidelines. See table 7 of the appendix for the Implementation plan timeline.
Evaluation
The First Response Organizational Development Consulting Firm is committed and has a
vested interest in the success of CanGo. As part of our program we will perform a quarterly
evaluation for a period of two years to determine if CanGo is on the right path of meeting its
short and long-term goals. The findings from the evaluations are sent to Liz and executive
managers. If the desired expectation of growth has not been met as projected, the findings from
the evaluation will aid us in deciding what course of action to recommend ensuring CanGos
success.
To conclude, CanGo implementing Galbraiths Five-Star Model design which uses
design policies that guide organizational decision making and behavior will help improve their
Strategy, Processes, and People Policies. A strategic approach will help CanGo build teamwork
by developing commitment and trust; will strengthen the leadership team by aligning their goals
with those of the CEO; and will move the organization from the current status quo to an
organized environment with clear goal setting for the short and long term. This approach will
help to develop and maintain a viable fit between their objectives, resources, and opportunities.

References
Blog at Word Press. (n.d.). Transactional, Transitional, and Transformational Change. retrieved
from: http://leadingspace.wordpress.com/2009/12/20/transactional-transitional-and-
transformational-change/
Carrison, D. (2012). The benefits of cross-training. Industrial Management, 54(5), 6.
DeCenzo, David A. Fundamentals of Human Resource Management, 10th Edition. John Wiley
& Sons, 10/2009. VitalBook file.
Donimi, S. (2008). Why Teamwork is Important for your Business. Retrieved from:
http://www.dynamicbusiness.com.au/hr-and-staff/why-teamwork-is-important-for-your-
busines.html
eHow Contributor. (2014). How to Make a Customer Service Process Flow Chart. Retrieved
from http://www.ehow.com/how_2155533_make-customer-service-process-flow.html
Galbraith, J. (1982). Designing the Innovating Organization. Organizational Design, 10
Galbraith, J. (2005-2014). Five Star Model. Retrieved from: http://provenmodels.com/43/five-
star-model/galbraith
Goltz, J. (2013, January 18). Top 10 reasons small businesses fail. Retrieved from
http://boss.blogs.nytimes.com/2011/01/05/top-10-reasons-small-businesses-fail/
GrabStats.com. (2008). Online Gaming Statisics. Retrieved from GrabStats.com:
http://www.grabstats.com/statcategorymain.asp?StatCatID=14.
Groscurth, C. (March, 2014). Why Your Company Must Be Mission-Driven. Gallup Business
Journal. Retrieved from:
http://eds.b.ebscohost.com.proxy.devry.edu/eds/detail?vid=6&sid=66972f4a-8a02-4d7e-
9003-37c77d1e0fda%40sessionmgr112&hid=106&bdata=JkF1dGhUeXBlPXVybCxjb2
9raWUsaXAsdWlkJnNpdGU9ZWRzLWxpdmU%3d#db=bth&AN=94949553
Investopedia. (2014). Initial Public Offering - IPO. Retrieved from Investopedia:
http://www.investopedia.com/terms/i/ipo.asp
Kumpikaite, V. (2007). Human Resource Training evaluation. Engineering Economics, 55(5),
29-39
M. Aslam, F. A. (2009). Design, Development and Analysis of Automated Storage and Retrieval
System with Single and Dual Command Dispatching using MATLAB. Retrieved from
World Academy of Science, Engineering and Technology, 86-89:
http://waset.org/publications/1827/design-development-and-analysis-of-automated-
storage-and-retrieval-system-with-single-and-dual-command-dispatching-using-matlab
Price, G. (2014, August 18). New Statistics: Online Gaming. Retrieved from:
http://www.infodocket.com/2012/03/29/new-statistics-online-gaming-number-of-us-
mobile-gamers-jumps-35-to-100-million/
Shin-Yuan, H., Chen, C., & Ning-Hung, H. (2014). An Integrated Approach to Understanding
Customer Satisfaction with E-Service of Online Stores. Journal Of Electronic Commerce
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The Center for Organizational Design. (2012). Retrieved from:
http://www.centerod.com/team/
VanBeest, M. (n.d.). Why is marketing research important to developing a marketing strategy?
Retrieved from: http://www.ehow.com/about_6166810_marketing-important-developing-
marketing-strategy_.html
Appendix
Table 1. Organization Structure

CEO & FOUNDER
Elizabeth
DIRECTOR OF
MARKETING
Andrew
DIRECTOR OF
ACCOUNTING
Ethel
DIRECTOR OF
OPERATIONS
Warren
DIRECTOR OF
FINANCE
Clark
DIRECTOR OF
HUMAN
RESOURCES
Maria
SENOIR
STAFF
MEMBER
Gail
SENOIR
STAFF
MEMBER
Nick
SENOIR STAFF
MEMBER
Whitney
SENOIR
STAFF
MEMBER
Debbie
Table 2. Recommended Mission/Vision Statements

Table 3. Communication Chart
Elizabeth
Founder/CEO
Ethel
Dir. Accounting
Maria
Dir. Human
Resources
Clark
Dir. Finance
Andrew
Dir. Marketing
Gail
Sr. Staff
Nick
Sr. Staff
Warren
Dir. Operations
Debbie
Sr. Staff
Whitney
Sr. Staff

Table 4. Example of Gantt Chart

Task Mode Task Name Durati on Start Fi ni sh
%
Compl ete
Assi gnment
Owner
Manually
Scheduled
weekly Executive
meeting
1 day
Mon
7/28/14
Mon
7/28/14
0%
Liz / All top
Executives
Manually
Scheduled
Budgeting/Cost
assesstment
7 days
Mon
7/28/14
Tue
8/5/14
0%
Ethel Dir.
Accounting/
Clark Dir.
Finance
Manually
Scheduled
Research ASRS
needs
5 days
Mon
7/28/14
Fri 8/1/14 0%
Warren Dir.
Operations
Manually
Scheduled
Weekly Manager
meeting
1 day
Mon
7/28/14
Mon
7/28/14
0%
All Top
Exec./ Lower
Manager
Manually
Scheduled
ASRS
implementation
115 days
Mon
7/28/14
Fri 1/2/15 0%
Warren Dir.
Operations
Manually
Scheduled
Weekly Follow-
Up Manager
Meeting
1 day Fri 8/1/14 Fri 8/1/14 0%
Top Exec.
Weekly
follow up
meeting
Manually
Scheduled
Research Online
Gaming needs
6 days Fri 8/1/14 Fri 8/8/14 0%
Whitney Sr.
Staff
meeting
Manually
Scheduled
Weekly
Executive
Meeting
1 day
Mon
8/4/14
Mon
8/4/14
0%
Liz / All top
Executives
Manually
Scheduled
Online Gaming
Implementation
71 days
Mon
7/28/14
Mon
11/3/14
0%
Warrren Dir.
Operation/
Whitney Sr.
Staff
Manually
Scheduled
Weekly Manager
Meeting
1 day
Mon
8/4/14
Mon
8/4/14
0%
all Top
Exec./ Lower
Manager
Manually
Scheduled
Weekly Follow-
Up Manager
Meeting
1 day Fri 8/8/14 Fri 8/8/14 0%
top Exec.
Weekly
follow up
meeting
Table 5. SWOT Analysis

Internal SWOT

External SWOT Retrieved from: GrabStats.com (2008) & New Statistics: Online Gaming (2014)
Table 6. Phone Menu System Flowchart
Step 1: Greeting welcomes customer to CanGo and informs them they are able to answer by voice
commands and if they wish to change to a tone option to dial #229. What is the reason for your call
today? Problem with an existing order, or press 1. Would like to place an order over the phone, or
press 2 Would like to open a new account, or press 3 Would like to speak with a customer
representative or press 4 Time spent listening to greeting and identifying type of issue: 30 sec.
Step 2: If calling about an existing order: Please say or press your order #. This will trigger the
response as You said, order # 12345, is this correct? The computer will notify the customer
representative to look up the order # and view the order. Before the call is answered the time spent saying
order # 30sec.
Step 3: If the customer chooses to place an order over the phone. The computer will know to ask
please say or press the item #. Then the response will be, You said Item # 98, is this correct? If not
correct, please say or press the item # again. You said item # 78, is this correct? Customer says Yes, or
No If yes the computer will ask, Please say or press the item # for your next item. Would you like to
add another item? Please hold while I calculate your order. Time spent taking order 30 sec.
Step 4: Say Your total today is $_____, will you be paying with Visa, MasterCard or your
account ending in ____? Please say or press your account #, You said account # 123 456 7891, and is
this correct? Time spent paying for order 30 sec.
Step 5: Would like to open a new account: Please hold for a customer representative who will
assist you. Time spent waiting on hold for a customer representative less than 2 minutes.
Step 6: Would you like to speak with a customer representative. Please hold for a customer
representative. Time spent waiting on hold for a customer representative less than 2 minutes.

Table 7. Implementation Plan

Team A First Response Organizational Development Consulting Firm Final Report

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Running head: TEAM A: BANKS, DOTSON & BROWN, LLC.

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