weo analysis
TRANSCRIPT
-
8/13/2019 WEO Analysis
1/34
WEEKENDS ONLY MOBILE
APPLICATIONANALYSIS
DECEMBER 2013
Steve Anthoney, Abigail Rusnica, Calvin Dinh,
Andrew Schnur, Ahman Al-Alim
-
8/13/2019 WEO Analysis
2/34
12/6/2013
1
TABLE OF CONTENTS
Introduction.....................................Error! Bookmark not defined.
Problem Description ......................Error! Bookmark not defined.
Analysis .............................................Error! Bookmark not defined.
Client's Perspective....................................... Error! Bookmark not defined.
Employee's Perspective............................................................................... 3
Possible Solutions....................................................................................... 10
Paycor....................................................................................................... 10
Out-of-Box Applications....................................................................... 11
Self-Developed Application................ Error! Bookmark not defined.11
Analysis Conclusion ................................................................................... 12
Recommendation .........................................................................13
Solution ......................................................................................................... 13
Prototype ...................................................................................................... 13
Justification................................................................................................. 16
Implementation........................................................................................... 17
Time to Build ........................................................................................... 17
Cost to Build ............................................................................................ 17
Risk ............................................................................................................ 18
SharePoint................................................................................................ 18
Conclusion.....................................................................................20
Appendix........................................................................................21
Resources.......................................................................................33
-
8/13/2019 WEO Analysis
3/34
12/6/2013
2
INTRODUCTION
When approached by the representatives of Weekends Only, the idea of
mobile application for the use of their employees was broached. A need to
improve the channels of communication from a growing company to the
employees that receive a minimal amount of face time within a store that is
only open three days a week.
IDENTIFYING THE PROBLEM
After receiving the presentation from Weekends Only, we have come to
understand a problem in communication between management andemployees. We also understand a need from management to address this
problem while creatively improving employee engagement. We have
therefore, identified our stakeholders primarily as the employees of
Weekends Only. Management and the human resources department stand to
gain considerably as well from increased communication and ease of access.
There is a specific emphasis on part time employees since their
schedules are subject to frequent change. Full time employees on the other
hand, have a set schedule and do not place as high a value on mobile
scheduling. This applies to store management as well, though there are otherfeatures of mobile human resources applications that could prove beneficial
to all employees.
ANALYSIS
CLIENTS PERSPECTIVE
According to the clients presentation, the main goal is to improve
employee engagement and communication. The primary expectation is to
receive feedback from us on how to achieve this goal by providing a mobile
human resources application to the employees. There is a desire to have
employees be as connected as possible to their managers and coworkers
throughout the week since they only have three days of face time. The
-
8/13/2019 WEO Analysis
4/34
12/6/2013
3
current system in place requires face-to-face interaction between employees
and their respective managers to make the simplest of requests.
By increasing this relationship, one can expect an improvement in
company loyalty and a reduction of employee turnover,which is very high in
a retail setting. According to an article from the Gallup Business Journal,
employees are not
leaving companies
for better pay or
benefits as often as
managers
previously thought.
Between
management,
general workenvironment, and
scheduling, these
make up 25% of
the reasoning
behind why people
change jobs.
EMPLOYEES PERSPECTIVE
After hearing from Weekends Only what they were looking to improve,
it was clear that a mobile application to provide an ease of access to
management and scheduling requests was desired. Next came the task of
finding out what features of this application would best fit both the needs of
the client and the employees.
STRATEGYIn order to best understand what the employees biggest problems with
the current system were, we interviewed fulltime, part time, and managers to
inquire about their thoughts on how they request time off and communicated
with one another. From these mini-interviews, we found that employees
utilize both Paycor and Time on Demand to make time off requests, view
-
8/13/2019 WEO Analysis
5/34
12/6/2013
4
Paid Time Off and their schedules. Often login passwords are forgotten and
managers forget to input requests on behalf of employees for time off. There
is also trouble getting in contact with co-workers in order to get shifts
covered. The employees could see a mobile application as the solution to these
deficiencies; something they can have constant access to since they are not
given a traditional desk and computer at work.
With this information in mind, we developed a questionnaire for all
positions to fill out. We were able to take a sample of 30 employees from all
five current Weekends Only locations.
Weekends Only Mobile Application
Questionnaire
This questionnaire is intended to be completely anonymous. For statistical purposes, we only ask you to
identify your employment classification and age group.
(Please circle one)
Classification
Part-time Full-time Manager
Department
Sales Customer Service Operations Showroom
Age group
16-21 22-27 28-37 38-49 50+
1.) Do you currently find it difficult to request time off, get requested time off, or get co-workers to
cover your shifts?
A. YesB. No
-
8/13/2019 WEO Analysis
6/34
12/6/2013
5
1a.) If Yes, which of the following describes the circumstances of your difficulty?
(Select all that apply)
A. It is difficult to reach my supervisor when I am at home or awayB. My supervisor forgets that I asked for time offC. I cannot remember my password to Paycor to submit my requestD. I do not have co-workers contact information to get shifts coveredE. Other: ___________________________________________________
2.) Do you own a smartphone?
A. AppleB. AndroidC. WindowsD.
Blackberry
E. None
3.) Would you consider using a smartphone application for work that could help you keep track of current
events, view & modify your weekly schedule, and connect with co-workers and managers?
A. YesB. No
3a.) If No, which of the following statements best describes your reasons to NOT use a Weekends Only
mobile app?
(Select all that apply)
A. I do not own a smartphoneB. My cellular plan is too costly to consider using minutes/data for workC. I am too busy to think about work when at homeD. I will not engage with work during my free timeE. I dont see the benefit. I already have all the tools I need for work.F. Other: __________________________________________________________________
4.) Do you have concerns about sharing your contact information with co-workers?
A. NoB. Yes (Please explain: ________________________________________________________)
-
8/13/2019 WEO Analysis
7/34
12/6/2013
6
5.) If Weekends Only chooses to adopt a mobile app currently available on iTunes or Play Store, how
much would you be willing to pay for an application as described?
A. $1B. $2C. >$2D. Would not be willing to pay
6.) Which of the following features would you find useful in a mobile application?
(Select all that apply)
A. Employee contact listB. Internal messaging system (to both coworkers & managers)C. Request time offD. Swap/Release shifts for other employees to pick upE. Check PTO availabilityF. Social networking with fellow employeesG. Current inventory informationH. Other: _________________________________________________________________
7.) Instead of a mobile app, would you prefer a web site accessible from your home computer that includes
these features?
A. YesB. NoC. I would use both
8.) If a mobile application became the primary method of viewing and changing your schedule, do you feel
it would be better or worse than your current method?
A. BetterB. Worse
(Explain:__________________________________________________________________________)
-
8/13/2019 WEO Analysis
8/34
12/6/2013
7
From the responses gathered from these questionnaires we were able
to see trends and identify the features that employees would most like to see
in the development of a mobile application.
RESULTSWe found that the greatest concentration for our questionnaires fell in
the age 28-37 ranges, which was encouraging since this is a generation
generally willing to adopt new technology. The younger age groups are also
already well adapted to new and changing technologies.
0
2
4
6
8
10
12
14
16-21 22-27 28-37 38-49 50+
Age Distribution
-
8/13/2019 WEO Analysis
9/34
12/6/2013
8
After collecting the responses, the majority of them were filled out by
part-time employees that we earlier identified as our primary stakeholder for
this analysis since they spend the least amount of time in the store.
When asked whether or not they owned a smartphone, nearly all of the
respondents owned one in some form. While this representation shows that
9% of the employees did not own any form of smartphone, in reality, this
concluded in two individuals.
0
2
4
6
8
10
12
14
16
18
20
Part-time Full-time Manager
Position Held
29%
53%
6%
3%
9%
Smartphone Ownership
Apple
Android
Windows
Blackberry
None
-
8/13/2019 WEO Analysis
10/34
12/6/2013
9
While initially, the client displayed a desire to have a social
networking presence within the application, the questionnaire results showed
that to be of little concern to the employees. Based on the interviews
conducted earlier in the study, it was found that employees already had other
social networking applications installed on their phones and therefore did not
care for one for this project.
There was an overwhelming desire for a new system to request time
off. While the current system worked for the most part, it is often confusing
and difficult for the employees. The other major feature concluded from the
questionnaires and interviews was the employee contact list so that it was
easier to get shifts covered.
Not shown on this chart, is the feature of being able to view ones
schedule from the application. We considered this to be a necessary base of
the application which all employees desired. Finally, the idea of an internal
messaging system was considered advantageous, especially for those
concerned with privacy issues. A few employees whom did not want their
personal email and phone number readily displayed to the entire company
and mandated an opt-in policy.
0 5 10 15 20 25 30
Employee Contact List
Internal Messaging System
Request Time Off
Swap/Release Shifts
Check PTO
Social Networking
Current Inventory Info
Desired Features
-
8/13/2019 WEO Analysis
11/34
12/6/2013
10
The first question on our survey prompted the employee to comment on
the current system in place for viewing schedule and requesting time off. Did
they find it cumbersome? The results showed that while most of the
employees are not unhappywith the current system, by the end of the
questionnaire and being exposed to the possibilities for improvement, the
results reversed and the majority of employees agreed that the proposed new
system would be an improvement.
POSSIBLE SOLUTIONS
PAYCOR MOBILE APPLICATION
Utilizing the preexisting Paycor software already in use at Weekends
Only is one possible solution. Paycor has two products Time and Attendance,
a web based application that could be used by those that do not own
smartphones, and Employee Mobile for those that do have access. Both are
fully implemented and supported by Paycor at an additional cost to what
services Weekends Only is currently subscribed to.
While the web based application does have many of the features that
employees are looking for such as scheduling and paid time off management,
it provides a more unique experience for the managers. They are able to view
a wide rang of reports, configure rules for black out days, and monitor
employee performance.
Yes
;21
%No;
79%
Old System
Bet
ter;81%
Wor
se;
19%
New System
-
8/13/2019 WEO Analysis
12/34
12/6/2013
11
The Paycor mobile application however, is a bit more limited. Using
the employees Paycor username and password, the Time and Attendance
module can be accessed via the web, but not directly through the app.
Employee Mobile is primarily focused on the viewing of pay stubs, PTO and
tax documents. However, there is an employee contact list, which was a
feature attractive to those surveyed.
OUT-OF-BOX HRAPPLICATIONS
There are a number of human resources applications already on the
market. Some of these include WhenIWork and ShiftPlanning. While all of
these options include a quick solution, they do not contain all of the features
that both the client and stakeholders have expressed a need and desire for.
They are not as customizable as building an application from scratch. These
applications are able to be quickly implemented and often start with a freetrial.
They are able to support the number of employees Weekends Only
currently has, but it becomes more complicated with the fact of there being
multiple locations to consider. Keeping schedules and requests from each
store separate while still integrating one employee database would prove
confusing.
These sites charge a monthly fee for their services that increases with
the number of employees and the number of features to be utilized. Discountsare given to those whom prepay annually. The prices tend to be around $85-
$100 a month for up to one hundred employees.
SELF-DEVELOPED MOBILEAPPLICATION
When it comes to looking into the benefits, it is important must look at
it from both the perspective of the employees and the company. When it
comes to the employee benefits, by using this application, everyone would
have equal opportunity, by providing 24/7 access to the company; either by
email, text message or application notifications. It gives the employee the
capability to ask for shift trades, browse contact lists, contact coworkers, and
make time off requests. All of these things simplify the current process and
allows the employee to have more control over their schedule. Working every
weekend when there are life events and activities that they want to attend
means being able to adjust their schedule to meet these needs is vital.
-
8/13/2019 WEO Analysis
13/34
12/6/2013
12
Next there are the managerial benefits. By having access to the
application it gives the manager the opportunity to approve time off requests,
moderate swap and drop requests, find and contact shift replacements, and
also add, edit and publish shift schedules. The general ease of access for both
manager and employees alike should not be overlooked as well. A
smartphone is something nearly all of Weekends Onlys employees have
access to at all times, whether theyre in the store or at home. Any barriers to
communication are immediately broken with this application.
ANALYSIS CONCLUSION
When it comes to the various solutions for implementing human
resources applications, the possibilities are endless. More and more
companies are emerging with out-of-box solutions, in which we only looked
closely at two popular options. While the convenience of using a system thatalready exists cannot be paralleled, to fully commit to this project, it is
important to incorporate all of the necessary features outlined by both the
client and the employees. Paycor is a system Weekends Only already has in
place and therefore would take virtually nothing to implement aside from
some additional costs for the added features but the limitations of the mobile
application are too severe to be recommended.
-
8/13/2019 WEO Analysis
14/34
-
8/13/2019 WEO Analysis
15/34
12/6/2013
14
From a simple side menu, all of the
features are easily accessible and a Tour
button is also included that would provide
the user with a walkthrough of the
application. This will be especially helpful
when first transitioning to using the app.
Employees can choose which week of
their schedule they would like to view and
can see if there is a shift available to be
picked up in their department. The staff
directory will include both email addresses
and phone numbers for those who choose to
display each. Cooperating with the desired
opt-in feature, each employee has theability to turn visibility of either on or off in
the directory.
-
8/13/2019 WEO Analysis
16/34
12/6/2013
15
Due to overwhelming feedback showing the importance of requesting
shift changes, these tasks can be completed from three separate areas within
the app according to users needs and preferences.First, the requests tab
from the main menu shows the logged in users current change requests and
permits them to add, modify or delete requests by tapping the Edit button.
When submitting a new request for time off, the employees current accrued
paid time off would be displayed and there would be a check box indicating
whether or not they would like to use PTO toward the request.
Next, users may view other employees
requests from the messaging tab. Here they
can create a new message to be sent to either a
single person or a group of people. Each
employee would be designated by the
department they work in whether it be sales,customer service, etcetera. This way, only
relevant employees are being contacted and no
one is overwhelmed by a plethora of messages.
Lastly, if the user wishes to contact a
specific employee to cover their shift, they may
tap on the Staff tab from the main menu,
scroll to the employees name and view the
employees contact information if available.
Once a user requests to pick up or drop a
shift, the change request is sent to the
managers portal. From there, managers can
view drop shift requests as well as approve
pick-up shift requests to update the daily work
schedules. If there is a change request listed
during a time the user wishes to work, they
may tap the request and mark it as covered.
Whether the shift swap is approved or denied,
an automated message is sent to both parties
indicating the managers decision and alerting
them if they are still responsible for the shift.
-
8/13/2019 WEO Analysis
17/34
12/6/2013
16
JUSTIFICATION
When it comes to looking into the benefits, it is important must look at
it from both the perspective of the employees and the company. When it
comes to the employee benefits, by using this application, everyone wouldhave equal opportunity, by providing 24/7 access to the company; either by
email, text message or application notifications. It gives the employee the
capability to ask for shift trades, browse contact lists, contact coworkers, and
make time off requests. All of these things simplify the current process and
allows the employee to have more control over their schedule. Working every
weekend when there are life events and activities that they want to attend
means being able to adjust their schedule to meet these needs is vital.
Next there are the managerial benefits. By having access to the
application it gives the manager the opportunity to approve time off requests,
moderate swap and drop requests, find and contact shift replacements, and
also add, edit and publish shift schedules. Companies that have implemented
HR applications have shown that streamlining these activities have saved
management three hours weekly.
These benefits to
the employees and
managers stand to
benefit Weekends
Only as a company
as well. By
improving brand
loyalty and
communication,
employee turnover
would decrease,
thus saving costs onfinding new
candidates and
retraining them to
fill vacant positions.
-
8/13/2019 WEO Analysis
18/34
12/6/2013
17
IMPLEMENTATION
TIME TO BUILD
Typically, applications take four to six weeks to build. However, shouldone utilize in-house staff, there is the added time to train the employees in
how to code for both the Apple and Android platforms. Consider cross
platform toolkits such as Appcelerator or Phonegap to limit the amount of
coding needed to be done by developers to save time and money.
COST TO BUILD
Based on How Much To Make An Apps website, it will cost about
$34,000* in total to build an application from our prototype for both Android
and iOS. There is the opportunity to cut costs if there are employees already on
the payroll capable of programming the two applications. Furthermore, the
industry norm for software maintenance is about fifteen to twenty percent of
the original development costs. Having someone in-house capable of managing
bug fixes and updates would be not only convenient but also cost effective.
Outsourcing the project to application development agencies do not always
include any sort of support or maintenance after the creation of the app. If they
do offer such an option, it comes at an additional cost.
*According to ageneralization made by Android in 2012, it was said that on average an appthat takes six weeks to develop cost about $35,000.
-
8/13/2019 WEO Analysis
19/34
12/6/2013
18
In addition to the actual development costs, there are also fees applied
to hosting the application in the store. While it is free to submit an app to
either the Apple app store or to Google Play, it requires a developer account:
$99/year for Apple; $25 one time fee for Google Play.
RISK
End-user Behavior
Users may be not satisfied with the application due to various reasons;
interface, features, security, etc. Furthermore, it takes time to get used to the
app and somehow and could be hard for some to adapt to. It could also cause
some working shifts swap failures due to wrong manipulations when using
the apps.
Lost or Stolen devicesThis is the greatest security concern for most enterprises. According to
SBIC survey, over 80 percent of respondents rated this factor as the number
one mobile security concern. There is a lot of intellectual property and
information such as emails, earnings, credit information that can be stolen.
Software Vulnerabilities
Updating and fixing problems in a mobile application is much more
complex than doing it on a personal computer. Thus it will cost more time
and money to make the apps function better. Slower updates could make the
mobile devices more vulnerable to attacks. Jail breaking and rooting are two
types of schemes to make devices vulnerable to outside attacks.
SHAREPOINT
Through interviews with management it was discovered that
Weekends Only has recently implemented Microsoft SharePoint to improve
communication and document flow at the management level. At its core,
SharePoint uses Microsoft SQL for managing and storing web content,
including lists and documents. SharePoint developers designed SharePointwith todays mobile work force in mind, which makes it ideally suited to meet
Weekends Onlys needs. SharePoint sites can easily be built device-aware.
This means that the same site can be accessed by a PC with the look and feel
of an intranet web portal, while simultaneously accessed by a mobile device
with the look and feel of a mobile application.
-
8/13/2019 WEO Analysis
20/34
12/6/2013
19
Furthermore, SharePoint is designed to be accessed by organizational
members using their system credentials for identification into the site. This
feature, along with TLS encryption algorithms, adds the necessary security
mechanisms to ensure system users can only gain access to data that has
been marked as acceptable.
The prototype we have we have built focuses primarily on improving
the scheduling process while ensuring a reliable mechanism for management
to distribute company information and communication. From a design
perspective, this prototype will need an intermediary system to process
requests, distribute communication documents and build management
approval queues for schedule changes. All of this intermediary processing can
be handled by building the mobile and web application on SharePoint.
SharePoint can process employee schedules as lists, place individual schedule
changes into an approval queue as well as send alerts or documents to usersafter requests have been approved. Furthermore, the SharePoint site can be
built so that users can connect from their mobile device or from a PC web
browser. With 9% of employees not having, or not willing to use a
smartphone, having the web portal built into SharePoint will achieve
maximum employee adoption potential.
Another benefit of SharePoint is its ability to store any and all content
in a SQL database. This allows management to retain data stored on the
system for later viewing or processing. Furthermore, the programming
capabilities built into SharePoint for interfacing with the database will allow
scheduling information entered into the SharePoint site to be pushed to the
Paycor database, allowing Weekends Only to continue to leverage the
benefits of their investment in Paycor while maximizing the investment in
SharePoint.
After a phone call to Microsoft, Weekends Only would need to purchase
CALs for every user not already permitted to connect to SharePoint.
Microsofts current licensing model offers two types of CALs: device CALs
permit a device to connect to SharePoint regardless of the user on the device.User CALs, which would be necessary for user specific views of the
SharePoint site, permit users to connect to SharePoint regardless of the
device used to connect. The recommended user CAL has a list price of $109
per CAL; or $109 per employee not currently able to connect. User CALs are
recyclable, which means if an employee leaves the organization the CAL
can be used by another employee.
-
8/13/2019 WEO Analysis
21/34
12/6/2013
20
CONCLUSION
Throughout the process of evaluating the needs of Weekends Only and
their subsequent employees, we have concluded that the clients original
desire of implementing a mobile application for its human resources needs is,
indeed the right solution. Weekends Only has a clear goal of becoming one of
the top fifty furniture retail outlets and expanding nationwide. They have
also expressed their interest in being able to open up the online market for
selling their products. This look toward the future shows that Weekends Only
is ready and willing to keep to date with todays technology.
By first implementing this self-developed application, Weekends Only
starts the foundation for all else that is yet to come. Having a skilled
workforce behind them in creating and maintaining this application can only
help their future endeavors. While there is a considerable cost up front, in the
grand scheme of Weekends Onlys future, it is a small price to pay. Not only
do they solidify the loyalty of their employees, but the potential to expand
upon the HR application into other areas of interest becomes more obtainable
after this first exposure.
-
8/13/2019 WEO Analysis
22/34
12/6/2013
21
APPENDIX
BACKGROUND INFORMATION
CLIENT PROFILE
Weekends Only Furniture is a home furnishings retailer specializing
in the acquisition of liquidated, closeout and overstock home furniture. This
unique business strategy provides a competitive advantage to offer steep
discounts to their customers over traditional furniture retailers like Carol
House or Rothman Furniture. In addition to acquiring products at a fraction
of the manufacturers suggested retail price, they reinforce their low prices by
only opening their doors from Friday to Sunday. Although this does not
reduce all operating expenses, CEO Tom Phillips, Jr. believes in trading off
being open every day to offer values on the weekends. Most furniture
retailers in the St. Louis area offer the latest home furnishing styles at retail
prices which caters only to those customers willing to pay premium prices.
Weekends Only on the other hand, works with manufacturers and other
retailers to purchase products that can no longer be sold to customers at
original retail prices. This typically includes last seasons styles or items
manufactured in such small quantity that traditional retailers would not
consider selling. With five locations ranging from St. Peters, Missouri to
Belleville, Illinois, the Kirkwood based company maintains deep roots in theSt. Louis area.
The Phillips Family, deeply invested in the furniture industry
currently operates three competing businesses: Phillips Furniture, Ashley
Home Stores and Weekends Only. Phillips Furniture was founded by Tom's
Grandfather in 1937. Toms younger brothers, Steve and Matt, whom also
acquired ownership of Ashley Home Stores, currently operate it. In 2012,
Weekends Only reported estimated sales of $57.9 million, placing them at
number 85 of Furniture Today's top 100 furniture retailers in the country. In
2011 the company was ranked 84 with estimated sales 14.4% higher than
2010 at $56.3 million.
Despite this recognition, Tom admits his primary goal is to reach the
top 50. The company is showing its commitment to this goal in several areas.
The first of which is a commitment to employees. In a Furniture-Today news
release he was quoted as saying, It all comes down to people. Just this year
-
8/13/2019 WEO Analysis
23/34
12/6/2013
22
Jane Roberts was hired as vice president of merchandising and sourcing.
Phillips believes her experience with Thomasville and Ethan Allen will move
the company towards their goal. Last year, the hiring of Monda Petrinelle
launched a new position as senior marketing manager, which shows the
companies commitment to improving customer awareness of the Weekends
Only brand. Around the same time, Weekends Only hired 3PD, Inc. as their
new delivery company. The hope is that 3PD will greatly improve delivery
standards while moving the company into the ecommerce market for
expansion outside the St. Louis area. Finally, Tom Phillips has dedicated
himself to becoming more transparent and willing to listen to employees.
With the addition of a new experienced management team and the companies
mission to prove all employees that they matter and are critical to success,
there is notable evidence of the companys commitment to reaching the
national top 50 retailers.
Instead of selling to the more affluent shoppers that desire custom
pieces and are willing to pay the prices that come along with it, they have
geared their marketing to a new type of customer that values a good deal.
This kind of customer would be willing to make a spontaneous purchase
while staying on budget; not someone that needs to be convinced by a
salesperson. The second change they made was to operate only on Friday,
Saturday and Sundays. This allowed them to spend the typically slow work
weeks finding the merchandise customers want at the absolute lowest prices
possible, savings that they then pass along to the customer.While WeekendsOnly stores may not be open Monday thru Thursday, In June, they spent
more than $40,000 to open a call center to make themselves more accessible
to their customers. Shoppers can reach someone about any service matter or
question seven days a week via the phone and/or email.By finding closeout products and cutting their operating costs by only
being open on the weekend (and not even turning on the lights during the
week), theyre able to afford selling merchandise at much low costs. Since
Weekends Only purchase such limited amounts of merchandise and
sometimes, one-of-a-kind pieces, their stock is rapidly changing. This means
the customer has a new experience in every one of their five locations each
week. This appeals to those seeking instant gratification. These customers in
search of the best price know that the deals wont last and arent interested
in the traditional furniture experience of waiting weeks for a piece to become
available or custom built for them. Weekends Only strives for this quick
-
8/13/2019 WEO Analysis
24/34
12/6/2013
23
turnover of their merchandise so that they can always have a fresh stock for
their customers. They allow their customers seven days to pick up or have
their piece(s) delivered otherwise it can be sold to another customer. They
have a as is, take it with you policy so that additional costs can be cut from
assembling certain products. They do not allow clearance purchases to be
returned nor do they deliver such items. If there is a problem with the
product however, they are always willing to work with the customer to make
the situation right.Weekends Only offers their customers on a budget a zero percent
interest financing through the store so that theyre able to take advantage of
their ever changing deals. Their website consistently shows the current stock
of all their locations though the availability is rapidly changing. For those
really looking to get a jump on other customers, they even have an Insiders
club that sends out emails to members notifying them of upcoming sales andmerchandise. In addition to these, their website has a nifty tool for designing
the layout of a room which helps shoppers know how a large piece could fit in
their space. They have the customer picturing what their new room looks like
before even walking through the door.Selling such high volumes of merchandise, along with self assembled
furniture; there could be a lot of waste in materials. In 2012 alone, they
recycled more than 251 tons of cardboard, 25 tons of plastic and 10 tons of
Styrofoam. In addition to wanting to give their customers the absolute best
prices and experience in their stores, Weekends Only is also conscious of the
community. They have strong roots in the St. Louis area and support the
fundraising efforts of many organizations including Make A Wish, Habitat for
Humanity, United Way, and countless others.ADDITIONAL INFORMATION
PEOPLE
! Tom Phillips - Chief Executive Officer - Was CEO of Phillips HomeFurnishings from January 1992 December 2002 (11 years)
! Patrick Winkler - Sales Executive! Lane Hamm - Finance Executive! John Wennemann - Director of Human Resources! Angela Niemeyer - Rebuyer in its Merchandising Department! Amanda Petrinelli - Senior Marketing Manager! Dionne Dumitru - Chief Operating Officer/Strategic Business Development
-
8/13/2019 WEO Analysis
25/34
12/6/2013
24
! Regina Johnson Buyer in Training! Dawn Fairfield Merchandise Manager! David Phillips - Chief Sustainability Officer
RELEVANT COMPETITION! Ashley Furniture! Value City Furniture! Rothman Furniture! American Furniture! Big Lots! SearsCUSTOMER COMPLAINTS
58 complaints closed with BBB in last 3 years | 28 closed in last 12 months
COMPLAINT TYPETOTAL CLOSED COMPLAINTS
Advertising / Sales Issues 1
Delivery Issues 8
Guarantee / Warranty Issues 9
Problems with Product / Service 40
Billing / Collection Issues 0
Total Closed Complaints 58
-
8/13/2019 WEO Analysis
26/34
12/6/2013
25
PAYCOR,INC.
Paycor is one of the largest privately held payroll providers in the
nation. Paycor provides companies with solutions to reduce the cost and time
spent on processing payroll. Paycor allows clients the time to focus on their
core business. Paycors services include online reporting; tax filing in everyjurisdiction in the United States; direct deposit; 401(k) retirement services;
and workers compensation calculation and filing. Paycor clients can print
full-size check stub reports to distribute to their own employees the day after
payroll is processed. Paycors clients employees are able to login on Paycors
website in order to view their check stub history. Paycors technology
provides the option of a completely paperless environment. Paperless payroll
delivery is available to clients with one hundred percent participation in
direct deposit. There is no additional charge for this service. Paycor has
several locations throughout the United States, including one in Cincinnati.
Paycor also carries commercial crime insurance of $10,000,000 to cover
Paycor employee theft of client funds and an Errors and Omissions policy of
$1,000,000 per occurrence with a $3,000,000 aggregate. Paycor has a disaster
recovery and business continuity plan in place in the event of a natural
disaster. Both of which are reviewed and tested throughout the year. Paycors
data is replicated to an offsite-hosted facility in near real-time, and Paycor
maintains redundant processing centers in three cities. Data is also backed
up to tape nightly. Paycors data center and headquarters are protected by
two diesel-powered generators that automatically turn on in the event of a
power failure.
-
8/13/2019 WEO Analysis
27/34
12/6/2013
26
CURRENT SYSTEM
CONTEXT DIAGRAM
LEVEL 0DIAGRAM
-
8/13/2019 WEO Analysis
28/34
12/6/2013
27
PROPOSED SYSTEM
CONTEXT DIAGRAM
LEVEL 0DIAGRAM
-
8/13/2019 WEO Analysis
29/34
12/6/2013
28
USE CASE DIAGRAM
-
8/13/2019 WEO Analysis
30/34
12/6/2013
29
-
8/13/2019 WEO Analysis
31/34
12/6/2013
30
DATA DICTIONARY
iOS Mobile operating system designed and distributed by Apple
Android Mobile operating system designed and distributed by Google
Google Play Online store for mobile applications for Android devices
Out-of-Box App An application that is bought as-is and applied to the
current system. No customizations are considered.
Blackout Days A day or period of time in which no employees are
permitted to request time off.
SharePoint- A web development and content management applicationdesigned to build intranet data warehouses.
CLA Client Access License.
TLS Transport Layer Security.
-
8/13/2019 WEO Analysis
32/34
12/6/2013
31
ITEMIZED QUESTIONNAIRE RESULTS
-
8/13/2019 WEO Analysis
33/34
12/6/2013
32
-
8/13/2019 WEO Analysis
34/34
12/6/2013
RESOURCES
BBB Business Review Better Business Bureau, 2013. Web. October 2013.
Boushey, Heather and Sarah Jane Glynn. There Are Signficant BusinessCosts to Replacing Employees. Center for American Progress. 16 November
2012. Web. December 2013.
Chomko, Roy. The Real Cost of Developing an App: How to Avoid Unwanted
Maintenance Costs. Adagetechnologies. 3 July 2012. Web. November 2012.
Figuring the costs of custom mobile business app development Formotus. 7
July 2013. Web. December 2013.
How Much To Make An App, 2013. Web. November 2013.
Is there a cost for submitting an application to the App Store? Stack
Exchange. 18 November 2011. Web. November 2013.
Launch Checklist. Android, 2013. Web. November 2013.
Products and Services. Paycor, 2013. Web. November 2013.
Robison, Jennifer. Turning Around Employee Turnover. Gallup Business
Journal. 8 May 2008. Web. December 2013
Shift Planning, 2011-2013. Web. November 2013.
Weekends Only, 2013. Web. October 2013.
What is SharePoint? Microsoft. 2013. Web. Decebmer 2013.
When I Work, 2013. Web. November 2013.