Strategies for SS Inc - Coursework Example

Answers to Chapter Problems Problem 1 – Write a two-page report explaining the two basic strategies that S&S, Inc. can pursue and the three different strategic positions that it can adopt. Include in your report a discussion and examples of how IT can be used to support the different strategies and strategic positions. S&S, Inc. is a retailer of appliances and consumer electronics devices. Its business strategies can include both product differentiation and low cost strategies. In terms of product differentiation, S&S can add features and services not provided by competitors or enhance specific features and services to make them better than the competitor’s. One strategy could be additional warranties after manufacturer warranty has lapsed. S&S can do this by setting up a small repair & maintenance section that can deliver the extended warranty as well as provide after-sales support where customers can bring in the products for repairs and maintenance after all warranties have lapsed. IT would be very useful in this strategy as it will be used to track the dates of purchase, duration of manufacturer and S&S warranties, as well as trigger reminders to customers for preventive maintenance. A low-cost strategy entails striving to be the most efficient producer of a product or service. For S&S to use this strategy means streamlining its retail operations to be able to minimize costs. One very important area where S&S should strive for efficiency is in inventory management. S&S must strive to stock its store with fast-moving items to reduce its inventory carrying costs. IT will definitely play a significant role in inventory management especially if the volume of inventory is large and the products diversified. IT will monitor stock movement, determine economic order points, optimum stocking levels. In terms of strategic position, S&S can employ variety-based, needs-based and access-based strategic positions for various aspects of its operations and make them work synergistically with one another. S&S can use a variety-based strategic position by focusing on certain product lines instead of selling all kinds of appliances and consumer electronic devices. It can use IT to first determine which products lines provide the best returns for the company by tracking sales data. For example, kitchen appliances and electronic devices may perform better than those for entertainment or for office use. If this is the case, then S&S should stock more of the kitchen-related products and IT should be used to continuously track sales so that product line focus may be shifted if sales drop. With the focus on kitchen appliances and electronic devices, S&S can use a needs-based strategic position by trying to serve the needs of a particular group of customers, like homeowners and housewives. IT can be used to maintain a database of homeowners/housewives in the target market and periodically send them information brochures about new products, mailers reminding customers of preventive maintenance schedules or special promotional activities. With the choice of the “kitchen” product line for appliances and electronic devices and the focus on homeowners and housewives as the specific target market, S&S already employs an access-based strategic position because it does not serve all markets. IT can be used to determine if any of the strategies need to be modified as stated above. With S&S’ plan to also set-up an electronic storefront, IT through the internet can be used to monitor interest of potential customers through website visits and help S&S decide if its product/customer focus should be different for the electronic store and the physical store. Problem #1.2 – Decision scope categorizes decisions into three broad areas of managerial decision making. These three areas are operational control, management control, and strategic planning. In your own words, define operational control, management control, and strategic planning in relation to managerial decision making. Based on your experience working at a summer job or part-time job during the school year, provide two examples of operational control, management control, and strategic planning decisions that you or your manager would make. Operational control deals with how efficiently and effectively tasks are done. In the retail operations of S&S, operational control decisions are made by the stockers when they receive products from suppliers which are not consistent with the products ordered. Customer sales representatives decide on whether to extend credit or not, or give discounts based on store policies. Delivery personnel make operational control decisions on how to make deliveries according to set delivery schedules. Management control deals with how effectively and efficiently resources are used to accomplish organizational objectives. The supervisor for customer sales makes decisions on how to set sales targets for the different sales personnel or how to package different products together to increase salability. The store supervisor makes decisions on what products to re-stock and display at the storefront and at what margins will products be priced for salability and profit. Strategic planning deals with establishing organizational objectives and policies for achieving objectives. At S&S, Scott and Susan, comprising top management need to make decisions regarding financial and accounting policies, like setting the volume of inventory, Strategic decisions also have to be made regarding introduction of new product lines or setting up additional store locations. My part-time job is at a janitorial services company where I performed administrative tasks. Since the nature of the business involves deployment of janitors to client sites, an operational control decision that we would make is how to replace an assigned janitor who may have suddenly fallen ill. Another operational decision is the handling of a situation where an assigned janitor broke something in client’s premises. Management control decisions involve efficient deployment of janitors. This would include requirements for recruitment and training and scheduling available janitors. Another management control decision would be the size of volume discounts for clients requiring large numbers of janitors for a service contract in one location. A big contract is beneficial to the company not only in terms of volume sale but also in reduced cost for supervision as employees are all in one place. Strategic planning decisions include diversifying into other services like providing drivers and delivery personnel or other skilled workers. Several inquiries have been received for plumbers and carpenters as well as for delivery services for manufacturing and retail accounts. A strategic decision needs to be made if such services will be provided by the company. Another strategic decision may be taken for setting up new billing policies to improve collections. Instead of the current practice of billing for engagement fee and then monthly billings and collections, semi-monthly procedures can be implemented. Problem #1.3 – Information technology is continually changing the nature of accounting and the role of accountants. Write a two-page report describing what you think the nature of the accounting function in a large company would be like in the year 2020. With the rapid advances in information technology, the nature of the accounting function especially for large companies would definitely undergo many changes by the year 2020. The accounting function requires the collection, recording, storing and processing of data to produce useful information for decision-making. Today, data collection is already done using computers and other devices for most companies. Some companies do not even need human intervention for data collection. Sales through the internet are automatically recorded. Credit card companies already have automatic billing processes. By 2020, large companies would most probably not need human accountants at all for data collection. Instead, data shall be collected automatically and electronically as soon as it is available. Data recording, storing and processing, today, are also in a similar state as data collection. So, by 2020, it would be most likely that large companies will also not need accountants for these functions. Therefore, all the traditional facets of the accounting function would probably not require accountants at all. However, accountants who understand the need for accounting and the purposes that the accounting function serves certainly cannot be replaced by technology. They would however have a totally different focus on their job. Instead of actually collecting, recording, storing and processing data, by 2020, the accountant’s job would most probably be that of managing a technology-driven accounting information system. The accounting function by 2020 would consist of ensuring that the accounting information system is working as intended - collecting, recording, storing and processing data as designed; ensuring that the AIS does not break down or finding ways to prevent such; researching and developing ways in how accounting can benefit from new technologies; and assisting technology developers in defining requirement specifications for the development of newer technologies. Moreover, by 2020, the accounting function would also have expanded into an accounting and information analysis function. Instead of just handling data, accounting would be merged with or integrated with financial analysis and become more of a business information management function. Problem #1.5 – Research the programming language XBRL and write a two-page report about its effect on financial reporting via the internet. XBRL is a language for the electronic communication of business and financial data within the family of XML languages which is a means of communication information between businesses and on the internet (XBRL International, 2007). XBRL is projected to revolutionize business reporting around the world providing “major benefits in the preparation, analysis and communication of business information. It offers cost savings, greater efficiency and improved accuracy and reliability to all those involved in supplying or using financial data (XBRL International, 2007).” XBRL promises to provide significant benefits to the producer-consumer supply chain of business information. With increased collaboration of the participants of this supply chain – companies, government monitoring and regulating agencies, investors and public sector accountants, the greater would be the benefits that will be derived (Price Waterhouse Coopers, 2002). According to white paper by Price Waterhouse Coopers (2002), systems have already been or are being developed for business-to-business communication through the internet, such as purchase orders and invoices. But problems still exist in the accuracy of information due to incompatible systems and software, and data sharing issues which limit the usefulness and transparency of information reported. This will all change with XBRL because it is platform-neutral. Information provided in the XBRL format is the same whatever computer or software is used. There will be no need to convert or migrate to another format. Moreover, according to XBRL International (2007), “XBRL can handle data in different languages and accounting standards. It can flexibly be adapted to meet different requirements and uses. Data can be transformed into XBRL by suitable mapping tools or it can be generated in XBRL by appropriate software.” Price Waterhouse Coopers (2002) avers that its significant benefits are in lowering preparation costs, reducing preparation time, simplifying international access, broadening information availability, enhancing analytical capabilities, providing more informed investment decisions, and providing more trustworthy information when associated with a digital signature. Indeed, XBRL will transform the corporate and financial reporting supply chain if it becomes the data standard for corporate reporting. According to Price Waterhouse Coopers (2002), XBRL will not change accounting standards, rather it is a common language across all boundaries and stakeholders wherein the accounting standards can be incorporated and expressed. When XBRL would have been sufficiently developed and stabilized for adoption by both producers and users of financial reports via the internet, all stakeholders would have to agree to adopt it as a standard. Those involved in producing the financial reports would have to learn how to use it and develop processes using XBRL to produce requisite financial reports. These would include system developers and system users in business organizations. Both producers and users would then need internet access to be able to deliver and access these XBRL financial reports. When this happens, financial reporting via the internet will use XBRL as the standard and hopefully all the benefits promised by the developers redound to all stakeholders. Works Cited XBRL International. 2007. XBRL Extensible Business Reporting Language. 24 July 2008 . Price Waterhouse Coopers. 2002. Corporate Communications for the 21st Century. 24 July 2008 . Read More