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Section XV: Executive Summary and ConclusionThis section concludes the business case and leaves the decision-maker with a clear understanding of the decision to be made. It should be a clear and compelling call to action.Approach to Developing this SectionSummarize the decision to be made and provide a rationale for moving ahead with the decision in a timely way.
Case StudyBackground: Jerry Montgomery has been selling carpets for 20 years from his store, Trusty Carpets, which is located in a strip mall that, over the past few years, has become a busy shopping center. The location is in what had been a quiet town near a large city, but recent area growth has resulted in many new homes being built and the town council has started to consider ordinances to create zones to protect unique architecture, improve overall property condition, andprotect the environment. Their focus is on creating an up-scale community attracting “clean” businesses to improve the quality of life and its tax base.The current business model: Since he opened his Trusty Carpets store, Jerry has advertised in thelocal paper and done all of his business in his showroom where he has carpet samples on display.Jerry employs two sales people to serve customers in the store. One is his daughter Ann who he would like to take over the business when he retires. Since he has little storage space, Jerry’s inventory has been limited to overstock, end pieces from installations, and samples. When a customer makes a selection from the samples, the salesman checks the manufacturer's information to determine the availability of the selected carpet and the current price. Jerry’s brother-in-law, Mike Baker, has a carpet installation business and has been sub-contracting the installation of the carpets sold by Trusty Carpets. The sales staff coordinates installation with the customer and with Mike. Jerry employs an accountant (who has other customers and does his work at his own office) to keep track of his finances, pay bills, send invoices, collect payment and do payroll. Jerry's finances are very straight-forward, and he uses the accountant only because he does not like to do the paperwork.Jerry’s company sells about 250,000 square feet of carpet a year (70% of it is mid-grade carpet and padding) for sales of about $1.2 million. This results in a net profit of about $100,000. His current costs are in line with industry averages but his profits are below the averages. He attributes this to the fact that he keeps his prices low to be more competitive and grow his business. Technology support: The Trusty Carpets store has a basic information technology (IT) infrastructure with an internet connection. There is a computer with a multi-purpose printer (scanner/fax/printer) in Jerry's office. It is connected to a router supplied by the Internet Service Provider. The router also provides a wireless network within the store, and the 2 salesmen have tablet computers that they use to check carpet availability and price, and to enter and check orders. Order forms are simple Google document forms that are stored in the Google cloud and are shared among the employees and with the installer and the accountant. Jerry and his salesmeneach have a Gmail account. One of the salesmen, Ben (who has been with Jerry 6 years), is studying IT at the community college. He set up the current technology in the store just six months ago. Jerry expects Ben to learn about any new technology that gets installed and help solve minor in-store IT problems.Recent changes: Jerry has been quite successful and has recently acquired Metro Carpets, a store on the other side of town. Metro Carpets has a large showroom and an adjoining 20,000 square
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