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1. Critically analyse the theory, concepts and models of operations and information management and demonstrate an understanding of the strategic importance of information management in global organisations.
2. Evaluate critically the fundamental principles of information systems and the significance of a socio-technical approach to their use in organisations.
3. Select and apply appropriate problem-solving and improvement approaches for information systems in organisations.

BPMN and CC Music

Effective management can be achieved by using different software tools available the market. These tools can be very beneficial for developing and creating a growth pattern for the business of CC Music. The purpose of this report would be to analyse business process models along with the SWOT analysis of CC Music that would help to explain the current and future prospect of CC Music. This report would also help to elaborate on the different software that has been recommended and the reasons behind those recommendations. Small scale business needs various development tools and support that would serve the purpose of business growth of CC Music.

A business process modelling notation or BPMN aid in depicting the different processes of a business setup (Van Der Aalst, La Rosa and Santoro 2016). The first BPMN provides a description of the existing business processes of CC Music (Allweyer 2016). CC Music is serving as an agent of Northern Soul Band. Thus, the business process is simple to execute (Kocbek et al. 2015). However, accommodating multiple bands would require software help as it is impossible to maintain them effectively all at the same time. The current market supports and encourages customer relationship (Khodakarami and Chan 2014). Businesses are encouraged to provide their customers with the best support possible to maintain a healthy relationship and a strong business pipeline (Sekaran and Bougie 2016).

The SWOT analysis of CC Music clearly shows the various strengths, weakness, opportunities and threats of CC Music (Bull et al. 2016). The previous section discusses the SWOT analysis. This analysis is necessary for determining the upgraded BPMN and the effect that it would have on the various processes of CC Music (De Giacomo et al. 2015). The strengths of BPMN shows that CC Music has a strong future ahead of them as Chris and Clive both have their backgrounds in the music industry. Being agents to different bands would benefit them as they would attract more clients based on their experience. The workforce within small companies must have good communicating skills and must be very understanding to support each other to attain better productivity (Penrod, Tucker and Hartman 2017). This has created a huge client business pipeline for them (Yan et al. 2015). Understanding the effective use of such software is essential for handling a huge client base (Henderson, Sheetz and Wallace 2015). Music industry is an ever-growing industry. The market is easy to access and there are different agents in the market who lack event management skills due to no experience at all (Whetten and Cameron 2014). Music events are hard to manage due to several contractual and band related intricacies. These opportunities can be exploited by CC Music to develop a strong client base. Bands would be more comfortable in approaching them. The threats are however very significant. The lack of software knowledge might result in poor management of the client base (Wynn et al. 2016). This might result in conflict between the bands over issues such as venue booking and many more. Some venues are preferable to most bands and thus without proper management from CC Music, the bands might face conflict and CC music might lose their customer base. The market poses low threat to new entrants thus CC Music can easily enter the market (Van Alstyne, Parker and Choudary 2016). However, the same applies to threats from other entrants as well. New entrants might have better resources due to having better investors. Such entrants might pose a threat to the client base of CC Music (Culp III et al. 2016). It is widely known that the company with the most updated technology always remains ahead in the competition (Antai 2016). There is also the threat of multiple established enterprises who have a higher capital for investment in the market (Fulford et al. 2017). Thus, this threat is very potent at providing a problem to CC Music in the future.

SWOT Analysis of CC Music

The next BPMN model provides an outline depicting the nature of the business change that would be obtained once the different CRM and ERP solutions are implemented (Taylor et al. 2015). This BPMN shows that with a large customer base, a huge increase in business process is observed. Growth is achieved here by effectively managing the resources that is beneficial for CC Music (Snell, Morris and Bohlander 2015). Small companies like CC Music do not have enough resources. Thus, to achieve maximum productivity CC Music must use ERP software (Leon 2014). Thus, Chris and Clive require the use of these software tools to assist them in their business endeavours.  

Conclusion

Thus, it can be concluded that the business process model provided is essential for depicting the business process of CC Music before and after applying the software solution. The SWOT analysis can be obtained from the case study of CC Music, which shows that there is a huge potential to CC Music and their capabilities to develop a client base who would be sufficed with the service CC Music is providing. The software solution provided in the report is optimum for the use of CC Music to develop its business and support its growth.  

SuiteCRM is the most recommended CRM software considering the scenario od CC Music. It provides unlimited contacts and user support. Thus, the software can be used even if CC Music grows from a small to a mid-sized enterprise. The data is stored on the cloud servers. Really Simple Systems provides a CRM solution where it stores data in the cloud. Thus, the data can be accessed from anywhere at any time. However, the number of contacts, users and the data storage space in the demo version is limited. Cloud-based services are expensive nonetheless CC Music can use the demo version as long as needed and add more users when their family members join the business (Barreto et al. 2015). Subscription can be added as per requirement and thus upon more revenue generation this solution might be beneficial for use as well. Various small companies turn to cloud-based solutions as they are easy to implement. The main disadvantage that would be face here that most of the cloud-services run on proprietary technology and does not support file export from one vendor to another (Sáez et al. 2018). Thus, if CC Music decides to change to a different cloud-based CRM software, they would face harsh difficulties while recovering their data.

CRM Solutions for CC Music

Odoo and ERPNext are the two most recommended enterprise resource planning tools available for use. ERP is used by the production team to keep an overview of the resources available for use and to effectively utilize them to achieve maximum productivity. This class of software is beneficial for small and medium enterprises as they have limited resources and must manage them efficiently for better productivity. The recommended software is cloud-based solution as this software require considerable computation resources and thus it is recommended that such tools must be cloud-based. The data can be updated in real-time and thus every user of CC Music would be able to access the data simultaneously and update any information as per their requirement.

Reference List

Allweyer, T., 2016. BPMN 2.0: introduction to the standard for business process modeling. BoD–Books on Demand.

Antai, I., 2016. Market versus supply chain vs. supply chain competition: A systems approach to reconciling the perspectives for business. In NOFOMA 2016-the 28th Annual Nordic Logistics Research Network Conference, Turku, June 8-10, 2016. (pp. 1-17). University of Turku Press.

Barreto, T., Mand, A., Spielberg, M., MacKenzie, D. and Ghods, S., Box Inc, 2015. Managing updates at clients used by a user to access a cloud-based collaboration service. U.S. Patent 9,015,248.

Bull, J.W., Jobstvogt, N., Böhnke-Henrichs, A., Mascarenhas, A., Sitas, N., Baulcomb, C., Lambini, C.K., Rawlins, M., Baral, H., Zähringer, J. and Carter-Silk, E., 2016. Strengths, Weaknesses, Opportunities and Threats: A SWOT analysis of the ecosystem services framework. Ecosystem services, 17, pp.99-111.

Culp III, K., Eastwood, C., Turner, S., Goodman, M. and Ricketts, K.G., 2016. Using a SWOT Analysis: Taking a Look at Your Organization [2016].

De Giacomo, G., Dumas, M., Maggi, F.M. and Montali, M., 2015, June. Declarative process modeling in BPMN. In International Conference on Advanced Information Systems Engineering (pp. 84-100). Springer, Cham.

Fulford, D.S., Starley, G.P., Berry, M., Turk, D.W. and DuBois, J.R., 2017, October. People and Process: Integration of Technology and Organizational Alignment for Successful Implementation of a Strategic Capital Investment Portfolio. In SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers.

Henderson, D., Sheetz, S.D. and Wallace, L., 2015. Understanding Software Metric Use.

Khodakarami, F. and Chan, Y.E., 2014. Exploring the role of customer relationship management (CRM) systems in customer knowledge creation. Information & Management, 51(1), pp.27-42.

Kocbek, M., Jošt, G., Heri?ko, M. and Polan?i?, G., 2015. Business process model and notation: The current state of affairs. Computer Science and Information Systems, 12(2), pp.509-539.

Leon, A., 2014. Enterprise resource planning. McGraw-Hill Education.

Penrod, C.B., Tucker, M. and Hartman, K.B., 2017. Models for Delivering Written Business Communication Skills: Improving the Process. Journal of Instructional Pedagogies, 19.

Sáez, S.G., Andrikopoulos, V., Bitsaki, M., Leymann, F. and Hoorn, A.V., 2018. Utility-Based Decision Making for Migrating Cloud-Based Applications. ACM Transactions on Internet Technology (TOIT), 18(2), p.22.

Sekaran, U. and Bougie, R., 2016. Research methods for business: A skill building approach. John Wiley & Sons.

Snell, S.A., Morris, S. and Bohlander, G.W., 2015. Managing human resources. Nelson Education.

Taylor, J., Roberts, J., Oram, C., Gupta, A., Itani, M., Baroudi, S. and Smith, R., SugarCRM Inc, 2015. Customer relationship management system and method. U.S. Patent 8,972,876.

Van Alstyne, M.W., Parker, G.G. and Choudary, S.P., 2016. Pipelines, platforms, and the new rules of strategy. Harvard Business Review, 94(4), pp.54-62.

Van Der Aalst, W.M., La Rosa, M. and Santoro, F.M., 2016. Business process management.

Whetten, D. and Cameron, K., 2014. Developing Management Skills: Global Edition. Pearson Higher Ed.

Wynn, M., Turner, P., Banik, A. and Duckworth, G., 2016. The impact of customer relationship management systems in small business enterprises. Strategic Change, 25(6), pp.659-674.

Yan, J., Gong, M., Sun, C., Huang, J. and Chu, S.M., 2015, May. Sales pipeline win propensity prediction: a regression approach. In Integrated Network Management (IM), 2015 IFIP/IEEE International Symposium on (pp. 854-857). IEEE.

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