Updating Technology at Midwest Action Cycle The document discusses implementing new technology at Midwest Action Cycle to improve business processes and customer experience. It proposes moving from a manual paper-based order process to an automated online system integrated with payment processing, inventory tracking, and shipping. This would streamline order taking, fulfillment, and access to customer and sales data. The new technology aims to add value for customers through faster service, online ordering, and order tracking. It also strengthens social contracts with employees, customers, and the public. The changes could impact the business globally by facilitating e-commerce and more efficient operations.

1. Updating Technology at Midwest Action Cycle
Learning Team B
February 22, 2012

2. AGENDA
• Nick – Current Technology Overview
Problem Statement
• Kavon – New Technology Implementation
• Angee – Value Added to Customers
• Greg – Social Contract
• Susana – Global Issues
• Nick - Conclusion

3. TAKING YOU BACK TO 1998
You Did Not Have a Google Does Not Yet High-Def Flat-Screen
SMARTPHONE EXIST TV’s Do Not Exist
Kim Kardashian was in High-School
Michael Jordan was Winning Championships
President Clinton was Being Impeached

4. CURRENT ORDER PROCESS
Orders received and Proceed to separate Order is typed up by Orders checked
hand-written by employee for separate data- against current
phone operators payment processing processing group inventory. Parts
ordered as needed
Invoices Orders then proceed Order proceeds to
filed for to shipping where warehouse where
future employees pack & parts are pulled for
reference assign UPS numbers shipping

5. PROBLEM STATEMENT
• Because of the current technology employed at
Midwest Action Cycle, it is the consensus
opinion of management that efficiency,
effectiveness, and consumer confidence is low.
Consumer confidence is important in a free
economy. This technology plan will focus on
utilizing new technology to streamline business
processes, thereby returning consumer
perception, efficiency, and increasing
profitability.

6. NEW BUSINESS PROCESS
Customer
Order Taking Information Warehouse
Systems
Inputted directly Received parts
into terminals Automated order inputted. Orders
that account for processing that generated
payment addresses
automatically
inventory and payments, inventory,
shipping. parts ordering, and including shipping
shipping. labels
Information can be
accessed for
customer service
purposes. Order
Front Office information Management
perpetually stored
The ability for for later use. Data-mining and
accounting software Systems will connect customer information
to integrate directly to partners such as
readily available to
into financial manufacturers,
suppliers, and make critical
programs for decisions
shipping companies.
reconciliations. Enhanced
communication
through T-1

7. New Business Process
E-commerce
-Management firmly believes that e-commerce will dominate
the mail-order business in the near future
-New technology makes it easier for customers to identify
correct parts, which previously was extremely difficult
-E-commerce orders integrate seamlessly into order flow

8. ADDING VALUE TO PURCHASES
• Able to place an online order anytime, anyplace
• Online catalog
• Retention of customer information
• Faster processing times
• Able to track in order
• No wait-times
• Online parts finder
• Auto-ship advantage
• Secure checkout
• Competitive pricing
• Marketing notifications of sale pricing

9. SOCIAL CONTRACT
• Agreement implied between customer,
employees and company.
• Corporate Ethics and social responsibility under
increased focus by the media.
• Company has agreement with customer to
provide the agreed product and service.
• Technology, especially the Web, used to
respond to near real-time customer issues.
• Support and Technology implications
• Employee social contracts to protect the
company’s assets.

10. GLOBAL IMPACTS
• HUMAN
• Connecting different demographics
• Efficient Telecommunications
• A safe and private virtual world
• ENVIRONMENT
• Manufacturing
• Energy Saving
• Waste Reduction
• NEGATIVE IMPACTS
• Electronic instead of human data transfer
• Downsizing
• Labor/Economy

11. In Conclusion…
Affects of new technology
-Faster more accurate order taking
-Data available for CRM
-Increased employee performance
Value added to customers
-Faster service
-Lower prices
-Better package accuracy
Improved Social Contracts
-Employees
-Customers
-Public
Affecting Globalization
-E-commerce/World Market

12. QUESTIONS?

13. References
Baldauf, A., & Lee, N. (2011). International selling and sales management:
sales force research beyond geographic boundaries. Journal Of Personal Selling &
Sales Management, 31(3), 211-217.
Boonlertvanich, K. (2011). Effect of customer perceived value on satisfaction and
customer loyalty in banking service: the moderating effect of main-bank status.
International Journal Of Business Research, 11(6), 40-54.
Dove, R. (1999). 1999: e-commerce, e-business, e-panic. Retrieved from
http://www.parshift.com/Essays/essay059.htm
Hilsenteger, M. (2009). Automating your business processes for success. EC&M
Electrical Construction & Maintenance, 108(8), C36-C38
Howard, B. (2009). History of e-commerce. Retrieved from
http://sellitontheweb.com/blog/history-of-e-commerce/
Innovation excellence. (2011). Retrieved from
http://www.innovationexcellence.com/blog/2011-
/08/16/25-inspiring-innovation-quotes/

14. References
Janicijevic, N. (2010). Business Processes in Organizational Diagnosis.
Management, 15 (2), 85-106.
Krajewski, L. J. & Ritzman, L. P. (2002) Operations Management: Strategy and
Analysis, 5th edition [University of Phoenix Print Version]. Upper Saddle River, NJ:
Prentice Hall
Lowe, B., & Alpert, F. (2010). Pricing strategy and the formation and evolution of
reference price perceptions in new product categories. Psychology & Marketing,
27(9), 846-873.
Rabin, J. (1999). Organizational downsizing: an introduction. Management, 2(3), 39-
46
Ramarao, B. V. (2009). Factors influencing the purchasing decisions of motor bike
consumers:
a comparative study of popular brands. ICFAI Journal Of Management Research,
8(4), 54-66
Teles Fernandes M, Moleiro Martins J. (2011) Model of value based innovation.
Chinese Business Review [serial online]. (10):868-878. Available from: Business
Source Complete, Ipswich, MA. Accessed February 14, 2012.
UCLA. (2010). What is data mining. Retrieved from
http://www.anderson.ucla.edu/faculty/jason.frand/teacher/technologies/palace/datam
ining.htm