CC Music: Operations and Information Management Consultancy Report

This report provides a comprehensive analysis of CC Music, a business founded by music and technology experts, focusing on its current operational and information management environment. The report offers a roadmap for strategic changes, emphasizing the benefits of tools like HubSpot and Slack, and evaluates potential business process improvements. It suggests open-source software solutions, considering various assessment criteria and models for selection, including Atos QSOS, Open BPR, Navica OSMM, Capgemini Open Source Maturity Model, and QualiPSo. The report concludes with recommendations to improve business model and organizational sustainability and underscores the importance of adapting to market demands. It also contains references to various research papers. The report is targeted towards students of Operations and Information Management for a university assignment.

Running head: OPERATIONS AND INFORMATION MANAGEMENT
Operations and Information Management
(CC Music)
Name of the student:
Name of the university:
Author Note

1OPERATIONS AND INFORMATION MANAGEMENT
Executive summary
The business of CC Music has been found by a couple of music and music technology expert namely
Chris and Clive. In the following study the overview of the current environment of CC Music’s
business is demonstrated. Next, the analysis involves the delivery of roadmap outlining the methods
suggested with changes of business to be achieved by the advantages. After that an individual
assessment is drawn from the suggested business process. Besides, various recommendations are
suggested in this assessment regarding the usage of suitable open source software solution. Thus, is
helpful for ensuring that the strategy can be efficiently deployed. Moreover, it is helpful to
understand the future challenges.

2OPERATIONS AND INFORMATION MANAGEMENT
Introduction:
CC Music found by former teachers of music and music technologies started the agency with
a necessity of business approach. Besides, they are liable for marketing at social media, storing
business accounts, delivering upgraded center of different events. At CC Music there is an effective
requirement for implementing strategic changes. The following report aims to provide an overview
of the present situation of the business. It intends to deliver the roadmap that outlines the ways the
suggested modifications of the business can be gained for their benefits. Here, individual analysis is
drawn from proposed business processes. Next, different recommendations are provided for the open
source software suggested. This is helpful to assure that the strategy can be implemented effectively.
This involves the considerations of further concerns.
Overview of the present situation for CC Music:
The authorities of CC Music have understood that for them technology is a crucial role. They
are found to be gaining payments and contracts of cheques though the posts (Aoki et al. 2017). Their
present route has been indicating the time to work as the agents of music in order to promote every
artist. Further, they have required important advice regarding the technology of professional data
before making ultimate decisions about findings investments within business software (Sugie et al.
2017). Additionally, they are eager over the efficiency of Open Source Software to keep the costs at
minimum range. In this stage they are found to be lacking the democratic styles. Here, every people
requires a similar quantity of vote for taking business decisions.

3OPERATIONS AND INFORMATION MANAGEMENT
Roadmap demonstrating how the suggested changes to the business can be
gained for the advantages of business:
There are various benefits that are brought by HubSpot. Firstly, regarding marketing they can
create qualified leads and capture contents and develop contents. They can also be nurtured till the
sales are ready and they get qualified. Secondly, regarding sales this has been turning the
leads into clients. Further, they have been engaging potential buyers. Moreover, they have been
demonstrating the value of offering and closer details (Geissdoerfer, Bocken and Hultink 2016).
Thirdly, about services they have been converting the customers to promoters and resolving issues of
customers. This is to assure that success can generate the affirmative word of mouth. It must be
reminded by CC music that their buyer’s journey is a circle. This is the reason the conventional
funnel is considered here. Here, the people move from the marketing to customer services, sales and
every distinct silo. This can be considered in a new way. This is known as the flywheel. Here at
every step the journey of buyer gets interconnected (Saebi and Foss 2015).

4OPERATIONS AND INFORMATION MANAGEMENT
Figure 1: “Framework for HubSpot”
(Source: Winterhalter et al. 2017, pp.62-75)
Additionally, they feed others such that one gets to leverage all the stages. Their service
platforms, sales and overall marketing are created to deploy inbounds and make the growths better.
This has been powered by similar databases such that all the people at CC music can work off a
similar system of record. It permits the smoother handoff taking place between those elements and
more effective and delightful experience to clients (Murawski et al. 2018). Its all-in-one inbound

5OPERATIONS AND INFORMATION MANAGEMENT
software of marketing comprises of all the elements that are required to be found, make the people
engaged. This can help in nurturing to leads the sales might like.
The role of Slack is there to support HubSpot culture starting from the first day of new
employees. The Slack can be utilized yearly for nudging individuals across the training. They must
be reminded of everyone causes they have joined (Demil et al. 2015). Further, the team leaders have
been customizing the bot for delivering exactly what is needed for the new starters. It reminds of the
essential first day materials, interconnects to resource groups of employees and informs for future
tasks. It has been demonstrated to be distinct since it strives for providing the clients with the entre
approach. Its software-as-a-service product has been free. It has been integrating with G Suit,
Microsoft Office, Gmail for the Windows and additional software (Randall and Dent 2019).
Conclusion:
It can be concluded by stating that a notable benefit of the strong business model is to prove a
competitive edge on other business in the business industry. Next, the study of the above strategies
shows the plan for growth. The model can constantly bring profit to CC Music to create a cash
reserve. This can be utilized for investing in the latest real property. Further, it has helpful to bring
economic sustainability. Here, the greatest benefit of the proven and robust model is the contribution
of making organizational sustainability. It must be reminded that the investors and lenders have been
well acquainted having low rates of business failures. Irrespective of the fact, how market-oriented
or novel the services and products are, the investors and lenders never wish to be aware of the
planning for profitability. They have been able to make elaborations and response to queries
regarding business models. This also involves the profit expectations providing huge benefits non
various competitors while seeking the latest financing.

6OPERATIONS AND INFORMATION MANAGEMENT
Recommendations:
 Assessment of criteria for free or open source software products:
o CC Music can choose from various packages that are delivered from various
communities.
 Origin measure of Atos for selection and qualifications for QSOS:
o It is helpful for risk management and deploying measures of security.
 Implementing Open BPR:
o It is useful to develop shortlist of software of candidate to be evaluated. This is also
useful to find the relative significance of metrics and categories. Moreover, it is
helpful to manually retrieve the information for the metrics.
 Deploying Navica Open Source Maturity Model:
o Its initial phase comprises of Navica OSMM or selecting the software to be analyzed.
With the same type of systems, the model never delivers much guidance to compile
any short list. Further, the next phase includes the implementation of various
weighing factors. Further, it breaks down the primary elements of the software for
evaluating various categories.
 Capgemini Open Source Maturity Model:
o It is helpful fordecision makers to find open source products. Besides, it is useful to
keep various immature products away from their business.
 OpenSource Maturity Model:
o It is the measure to analyse FLOSS or Free/Libre Open Source Software. This
involves the more particularly the process of FLOSS development.
 QualiPSo trustworthiness mode:

7OPERATIONS AND INFORMATION MANAGEMENT
o The aim of QualiPSo has been to implement and define policies, procedures and
technologies for leveraging the current practices of FLOSS development. This is done
towards well identified and sound and deployed industrial activities.
 Software Quality Observatory for Open Source Software:
o The evaluation of software quality is a vital part of the business with software.
Moreover, the process of quality evaluation is based on quality models that are
hierarchical in nature. It is useful to calculate different elements of squalid of
software. Thus one can deduce the characterization of the quality of the product to be
analyzed. This specific nature of software of source has been rendering to the present
models that are inappropriate for the evaluations of detailed quality.
 Implementing a balanced scorecard for OSS:
o This method is designed to permit the effective deployment of various variables. This
must be considered to measure CC Music’s performance. It is a set of criteria
allowing the managers with a holistic view of the business.
 Quality Modelling for OSS selection:
o Though there is the necessity to develop software through OSS or Open Source
Software is rising, no measurement s there for selecting qualified and suitable OSS. It
is recommended those who need to design the software by using OSS, the best quality
is to be chosen for the development.

8OPERATIONS AND INFORMATION MANAGEMENT
References:
Aoki, Y., Washizaki, H., Shimura, C., Senzaki, Y. and Fukazawa, Y., 2017, May. Experimental
Evaluation of HoRIM to Improve Business Strategy Models. In International Conference on
Computer and Information Science (pp. 43-56). Springer, Cham.
Baldassarre, F., Ricciardi, F. and Campo, R., 2016. Business Process Management As a Strategy to
Implement Organizational Innovation. Journal of Emerging Trends in Marketing and Management,
1(1), pp.292-301.
Demil, B., Lecocq, X., Ricart, J.E. and Zott, C., 2015. Introduction to the SEJ special issue on
business models: business models within the domain of strategic entrepreneurship. Strategic
Entrepreneurship Journal, 9(1), pp.1-11.
Geissdoerfer, M., Bocken, N.M. and Hultink, E.J., 2016. Design thinking to enhance the sustainable
business modelling process–A workshop based on a value mapping process. Journal of Cleaner
Production, 135, pp.1218-1232.
Murawski, M., Buehler, J., Martensen, M., Rademacher, C. and Bick, M., 2018. How Digital
Business Strategy Affects Profitability: Opening the ‘ Black Box’ of Performance.
Randall, C. and Dent, E.B., 2019. Reconciling the historical divide between strategy process and
strategy content. Journal of Management History.
Saebi, T. and Foss, N.J., 2015. Business models for open innovation: Matching heterogeneous open
innovation strategies with business model dimensions. European Management Journal, 33(3),
pp.201-213.

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Sugie, R., Park, K., Haney, M. and Park, Y.W., 2017. Network Building Strategy and Adaptation to
New Models of Commerce: An Analysis of Japan’s Trucking Industry. Perspectives on Global
Development and Technology, 16(5), pp.539-563.
Trindade, L.D., Salles, C.C., Marveis, L.D. and Santos, E.T., 2016. Building Information Models as
the Basis of Business Strategy: A Case Study of an Integrated BIM-Based System for Construction
Management. In 33rd CIB W78 Conference.
Winterhalter, S., Weiblen, T., Wecht, C.H. and Gassmann, O., 2017. Business model innovation
processes in large corporations: insights from BASF. Journal of business strategy, 38(2), pp.62-75.