Celeste Campbell, Aubree Hutchison, Nikki Lawson and Noah Peppler

Tuesday, November 12, 2013

Page 1

Table of Contents
Executive Summary Industry Research Porter's Five Forces Analysis Company Research Process Model Improvements Database Design Business Intelligence Systems Enterprise Systems Strategy Social Media Strategy - Analysis and Recommendations Mobile Strategy International Expansion Bibliography Implementation Review 2 3 6 8 9 11 12 13 15 17 19 21 22

Page 2

Executive Summary
Background South Fork Mountain Lodge and Outfitters is a well-established company within the Bed & Breakfast & Hostel industry. It has been very successful in its industry, but South Fork lacks any substantial technology system within their company. To match the ever-changing nature of today's technological world, South Fork must implement information systems that will facilitate daily processes. These information systems will enable South Fork to grow internally, which will ultimately help them grow internationally, if they choose to do so. South Fork's main mission is to achieve superior customer service in all aspects of their company. Due to the company having only one location, South Fork is able to create meaningful relationships with customers, which greatly increases the chance of establishing return customers. However, employees do not store these customer relationships anywhere technologically, making it hard for South Fork to create strategies based upon concrete data. To keep up with other technologically-advanced resorts in the U.S., South Fork must expand their technology. Jones Consulting's main goal is to offer recommendations for South Fork to implement new information strategies in a feasible and adaptable way. Recommendations We at Jones Consulting have established recommendations that will increase customer awareness, facilitate data flow, and implement an enterprise system to organize communication throughout all facets of the company. South Fork will implement these recommendations in a series of steps, described below. They will: 1. Create a database management system that stores all the information of activities, customers, and bookings at South Fork. 2. Find a Customer Relationship Management (CRM) to outsource the companys customer data, while improving the overall quality of data in the customer life cycle. 3. Suggest a new and improved data process model to optimize communication throughout the company 4. Utilize outside systems to develop a mobile app that facilitates the booking process for customers 5. Develop more influential social media outlets that generates more interest for potential customers 6. Expand internationally effectively by properly addressing the information technology problems that will arise. Described below are more detailed descriptions of the recommendations that Jones Consulting has to offer South Fork. These improvements will create efficient data flow, generate a significantly larger customer base, and establish meaningful information technology systems. These changes will allow for momentous growth within the industry, making South Fork a desirable vacation spot for families throughout the nation.

Page 3

Industry Research
Locally in the U.S. Key Performance Indicators For the Bed & Breakfast & Hostel Accommodations industry, there are a few external drivers that have an impact on the industry's performance. The most significant driver is consumer spending. The consumers' willingness to spend money on vacations greatly affects this industry's revenue. This variable relates to another driver, which is the Consumer Confidence Index. Americans will typically not spend money on vacations during hard economic times, which will have a negative economic effect upon this industry. The graphs below indicate that the industry revenue dropped significantly during the recession from 2007-2009, which reflects the importance of consumer spending. Following the recession, the industry revenue rose whenever consumer spending rose. This increase accentuates the dependent relationship of those two factors. The industry recovered following recession, and it has sustained steady growth since.
Revenue Growth Year 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Revenue $ million 1,819.9 1,808.1 1,663.5 1,579.8 1,754.1 1,748.2 1,741.6 1,726.3 1,639.1 1,545.3 1,584.4 1,628.4 1,680.0 1,726.2 Growth % 0.0 -0.7 -8.0 -5.0 11.0 -0.3 -0.4 -0.9 -5.1 -5.7 2.5 2.8 3.2 2.8

Page 4 Key Competitors There are no major competitors for this industry in the United States. Most of the companies within the industry are unique. They are owner-operated small businesses that have little inclination to compete with other companies. There are similar industries that have major competition, such as Hotels & Motels, and Campgrounds & RV Parks. These more competitive industries include major nation-wide chains. Even though this industry lacks major competitors, it still thrives because of Americans' desire to explore and get away. Trends The current trend of growth for this industry will continue over the next five years. During this time, revenue is expected to increase at a rate of 1.3% per year. Because of an increase of demand for travel accommodations, the total number of establishments is expected to rise at an average rate of .9% during this period, which will lead to an increase in employment at an average rate of .5%.
Revenue Outlook
Year Revenue $ million Growth %

2014 2015 2016 2017 2018 2019

1,765.9 1,803.0 1,851.7 1,835.0 1,840.5 1,860.8

2.3 2.1 2.7 -0.9 0.3 1.1

The growth that this industry is experiencing can be credited to the use of technology. To maximize occupancy rates, the industry is relying on the internet via booking sites. These changes are being made because these booking sites increase customer satisfaction, and ultimately the number of customers. Stage in Industry Life Cycle In the U.S., the bed and breakfast industry has recently entered the mature phase of the life cycle. However, the industry is still growing to adapt to the changing needs of the domestic and international tourism market because of its recent emergence in the mid-1980s. The industry is mature because of its strength in premier hospitality for high-income earners looking for a get-away. The development of new technology and web-based information is cementing the expansion of this industry in the mature phase.

Page 5 Globally Key Performance Indicators For the Global Hotels & Resorts industry, revenue plays the most significant role for the market's performance indication. The U.S. recession affected the global industry, impacting tourism and all various forms of travel (airfare, tourism, transportation, etc.), creating a decrease in the demand for global travel. On the global scale, competition has changed greatly due to the new emerging markets in the BRIC countries. This has influenced the number of tourists they receive and the number of new hotels and resorts that will be built. These factors will ultimately affect the total revenue growth for this industry. The chart below presents the global revenue growth.

Key Competitors Globally, much like in the U.S., there is little competition in this industry. Two of the major players are Marriott International and Hilton Worldwide, but they only have a combined 3.7% of the market share. The competition is starting to rise, however. There have been a number of hotel buyouts and mergers that have increased the market share for larger companies, although the percentage is still low. Major Markets The largest market for hotels and resorts at 83% is the domestic residents. The other 17% of the revenue is from international travelers. The largest players in these global markets are spread across Europe, North America, and North Asia. However the regions currently with the least revenue (Middle East China, India, South America, and the Asia-Pacific) are expected to have the highest tourism growth over the next few years. Trends The Global Hotels & Resorts market will gradually grow due to the rise in tourism accommodation demand. Global economic growth within the next five years is expected to increase, giving consumers extra spending money. This growth will yield stronger financial performance for this industry. Global hotels and resorts have initiated franchising agreements for their hotel operations, instituting a significant trend within this industry. The industry is beginning to specialize into many different sub-industries, including boutique hotels, health retreats, and extended stay resorts. Along with the increase of technology, bookings and reservations made over the internet will become a significant factor in the growth of revenue.

Page 6

Porter's Five Forces Analysis

Power HIGH X Buyer Power LOW Justify This industry revolves around customer accommodations and satisfaction, and because of that is very reliant on the buyer. If buyers have low demand for the accommodations that this industry provides, the overall financial rating will decline. If the economy is struggling and individuals do not have extra money to spend, this industry will take a hit. X Supplier Power Supplier power is low for this industry. There are many supplies required to run a company such as a Bed & Breakfast, but the supplies are very common and provided by many companies. Although an industry like this is so reliant on suppliers, the supplier power is still low because of the copious amounts of businesses that provide the proper resources, such as generic food and bedding. It should be noted that some companies in this industry have unique services that require specialized resources (such as hunting gear) that may have a higher supplier power. However, theses suppliers have a small share in the industry as a whole. There are a number of major industries that can easily be chosen over our industry when it comes to a vacation site. Other major industries include hotel chains, motels, resorts, guest ranches, RV sites, camping grounds, etc. These industries are an easy alternative to a Bed and Breakfast and are a threat to their industry. However, it should be noted that South Fork can supply one-of-a-kind experiences. X Threat of New Entrants The Bed & Breakfast industry is a mature industry. There are few new competitors that enter this market because of the large number that are already well established and would be hard to be supplanted. There are many barriers to enter this industry because of the difficulty of competition with the other major industries and other major companies within this industry.

X Threat of Substitute Products or Services

Page 7 X Rivalry Among Existing Competitors This is a mature industry with a very spread out market share. There is competition amongst the existing competitors because the experience that each company offers is virtually the same. Each may offer different services, but the brand names are what set the companies apart.

Page 8

Company Research
Background Product/Service Description South Fork Mountain Lodge and Outfitters has served in northern Wyoming since 1917. Originally a single-stay bed and breakfast, South Fork is now a thriving vacation getaway. It provides an array of outdoor activities that welcome the customer to an authentic wilderness experience. South Fork is open to customers of diverse backgrounds, from international tourists to local families. South Fork, which includes over a million acres of land, provides outdoor experiences in backpacking, hunting, fishing, and horseback riding. They also provide a full restaurant and individual cabins for overnight stays. This one-of-a-kind bed and breakfast is more than just a place to sleep; it is a once-in-a-lifetime outdoor adventure. Mission Statement South Fork Mountain Lodge and Outfitters seeks to provide the ultimate mountain getaway through a variety of western outdoor excursions to each and every customer. Locations in the United States South Fork Mountain Lodge and Outfitters is located in Buffalo, Wyoming. This is the company's sole location. Current Strategy Focused Differentiation South Fork Mountain Lodge and Outfitters provides high end cuisine and lodging to its customers who are willing to pay for the experience. They focus on quality service through meaningful customer relationships. South Fork does not appeal to just any vacationer, but to the ones that are seeking a truly unforgettable outdoor experience.

Page 9

Process Model Improvements

Our business process model describes a customer booking an activity that is available at South Fork. The process starts within South Fork's management, when they analyze the cost of an activity. After this analysis, they determine the sales price. After determining the price, the sales department creates a marketing strategy for the activity. The customer then calls and it is determined whether there is a mutual time that fits both the customer and South Fork's availability. If there is, a reservation is made. If there is not, the customer can negotiate to see if there are other times available, or take their searches elsewhere. After a reservation is made, the customer gives their credit information to South Fork, who then determines if the customer's credit passes. If their credit does not pass, the reservation is cancelled and the customer is informed of the failed payment. If the credit passes, the information is stored and the reservation is the implemented into South Fork's activity schedule. When the time for the activity comes, the customer checks in at South Fork, and signs a liability waiver. An employee assigned to that activity then leads the customer to the appropriate location, where the activity commences.

Page 10

Page 11

Database Design

Database Users The database information will be used by South Fork's management. The manager of marketing will determine how much revenue each individual activity generates and then decide what strategies must be implemented to increase sales in lacking activities. The sales manager will use this information to keep track of customer transactions. From this, the manager can see who has paid and issue bills as needed. Operations managers can use the information to facilitate the activity process by assuring the correct number of supplies at the assigned activity at the appropriate time. Essentially, the information generated from this database can be used by all the different facets of the South Fork company. This information can be used to facilitate nearly any process that takes place at South Fork.

Page 12

Business Information Systems

We believe that Business Intelligence (BI) systems are appropriate for usage within South Fork Mountain Lodge's business. Many significant decisions could be made based upon the information provided by BI systems. Here are four examples of decisions: 1. Business Intelligence Systems have the ability to determine which of South Fork's activities are most popular by looking at the company's booking information. The systems will enable manage to determine if South Fork should provide more times for a certain activity as opposed to others based upon these results. 2. South Fork could use BI systems to determine where most of their customers live by looking at their Zip Codes. From this, South Fork could see local areas that they do not sell particularly well to. This would allow them to focus their local advertising in those specific areas. 3. BI systems could be used to determine the current stock of supplies and whether more supplies need to be ordered. This would increase the efficiency of the supply chain process, and allow South Fork to avoid supply shortages. 4. South Fork could use the booking information produce by BI systems to determine what seasons are most profitable for the company, based upon each individual activity sales. They could implement strategies based upon this information, such as introducing new indoor activities during the winter season when outdoor activity sales are down.

Page 13

Enterprise Systems Strategy

Type of System ERP Appropriateness of Implementation Using an ERP system would allow South Fork to have a single platform with more than just customer information. South Fork would be able to incorporate all of the features of the CRM, while being able to track their accounting information as well. Using a CRM system would allow the company to have a firm grasp on all interactions with their customers. South Fork would be able to track all stages of the customer life cycle. This would allow them to attract new customers through newly developed marketing strategies, while maintaining meaningful relationships with their current customers. Our recommended system for South Fork would be a CRM. ERP systems focus mostly on manufacturing, and this does not apply to South Fork. Although having an accounting application would be beneficial, the extra applications that ERP offers are not applicable for our company. CRM offers what South Fork needs for effective customer relationships.

CRM

Recommended System

Vendors GoldMine

SalesLogix

Advantages GoldMine has leading tracking tools for individuals and small offices that help retain more customers. They are also geared toward small business. They offer user tutorials online that make it easier to adopt within a business. SalesLogix creates customer profiles which would allow us to personalize each customer interaction. It also has strong and diverse management tools including sales and marketing management tools. All data stored on this CRM can also be stored on mobile tablets, making necessary data available to all employees.

Disadvantages GoldMine is considered to be a lower end CRM product and difficult to use. This product can only be used on Windows.

SalesLogix is not an innovative CRM platform, and is considered to be outdated. It produces graphs and charts that do not look professional, and is slow. It is geared towards bigger businesses that serve more customers than South Fork.

Page 14 Recommended Vendor: GoldMine

GoldMine offers South Fork the tools that are necessary for a small business. GoldMines basic tools include contact management, calendaring, and client information, which are critical to South Forks operations. Since they do not have a large number of customers, this small, costefficient, and easy to learn program fits our companys needs. The data is stored in cloud which will be a benefit to South Fork in case of an emergency at the lodge that wiped out their data.

Potential Challenges We expect to incur some challenges to arise when implementing the new CRM enterprise system. They are: 1. The current format of South Fork management is not technology based. We think that employees will struggle with this new database program. There would have to be a training program to educate the employees on the new technology, which could be costly and time consuming. 2. None of the current customer data is stored on a computer, so a significant amount of time would have to be spent transitioning this data from paper to the computer, on top of attempting to learn the new database. 3. Implementing this system would require hiring someone to specifically manage this database program and deal with problems associated to the database. If somebody was not hired to manage the database program, employees from different areas of the company would be taken away from their work, ultimately hurting the overall production of the company. 4. The South Fork Mountain Lodge has an identity of a rustic, outdoor experience. Changing its management towards a more technology based system may take a toll on the customers view of the company. The employees could also feel like their oldfashioned culture is being threatened.

Page 15

Social Media Strategy- Analysis and Recommendations

Facebook Paradise Guest Ranch The Facebook page has information about the founding of the company, as well as all of the activities that you can partake in at the ranch. They do not offer any specials on their page, but they do update it consistently with pictures and statuses about the Ranch. South Fork Mountain Lodge South Fork currently has a Facebook page, but it should be upgraded. The only information on the page is the lodge's address, phone number, and website information. They could use Facebook to increase the lodge's popularity by including some background information about the lodge, while including more pictures and videos of the lodge. This would lead to more activity on the page, which would help increase the number of people who know about the lodge. South Fork does not have a Twitter. If they created an account, they could significantly increase their customer base. By creating a Twitter account that tweets special offers or discounts for specific activities at the lodge, more company buzz is created. Potential customers will be excited at the opportunity to participate in activities at a lower-than-normal price. A YouTube video that accentuates the beauty of the lodge would help potential customers view what the lodge has to offer. South Fork could post activity "teaser" videos on their website, which give briefs clips of what each individual activity entails. This would entice people to book activities.

Twitter

Paradise Guest Ranch does not have a Twitter account, but another competitor, Grand Targhee Resort, does. They used the Twitter account to update the status of the ski slopes, offer discounts to their followers, and to upload pictures of their resort.

YouTube

Paradise Guest Ranch does not have YouTube channel, but they do have a YouTube video on their website. The video shows still images of the resort and different activities. This emphasizes the beauty of the resort and gives potential customers a glimpse of the experiences they offer.

Page 16 Blogosphere Paradise Ranch has a employee blog on their website. The blogs are mostly about the atmosphere of the resort at the time the blog has been written. This gives potential customers a feel for the resort beyond just pictures of videos. This can generate more interest for the resort by offering a more imaginative perspective of the ranch. The Paradise Ranch website includes a link to TripAdvisor, which is a booking website. This facilitates the booking process for Paradise Ranch, and allows customers to book their trip whenever they want. South Fork does not have a Blogosphere, but should implement one to enable employee posts as well as customer posts. Employees could post about newsworthy events happening at the lodge. Customers could blog about their experience at the lodge. Customer blogs would be read by potential customers, which would give them an unbiased view of the lodge. South Fork does not have TripAdvisor, but would greatly benefit by offering this form of social media. This independent website makes booking vacations very easy, and allows customers to write reviews about their visit. This would help South Fork compete with their competitors as far as online booking goes. This facilitates the booking experience, and is important in this tech savvy world.

Other Social Media

Page 17

Mobile Strategy
Appropriateness Currently, South Fork Mountain Lodge does not have a mobile app. They have been profitable without an app, but sales could increase after implementing one. Competitors in this industry have apps that include different capabilities that facilitate the customer booking process. They include basic information about their lodge, the different activities offered, directions on how to get to the lodge, and capabilities to book an activity. An app would be helpful for South Fork because it would allow their customers to find information about the lodge on the go. However, because of unreliable cell service at South Fork, the app would be intended only for customers who are not on the property of the lodge. Three Ideas for Mobile App Usage for South Fork Mountain Lodge One idea for the South Fork mobile app is to allow customers to book a reservation on the go. They would be able to view the available times for activities and decide which activity fits their schedule. Another option is a customer review app. Following a customer's stay at the lodge, they could use the app to assess how their vacation was and provide feedback for potential customers. This feature could also help South Fork improve in areas they see fit. Finally, South Fork could develop an app that would include activity, dining and room promotions. This app help customers obtain the best deal for their stay. This would also increase the chances of bookings by customers who were hesitant because of high prices. Best Usage Idea The best mobile app for South Fork would be one that has the capabilities of booking a reservation, because this would facilitate the activity booking process for the company and customers. Detailed Functionality Description The South Fork Mountain Lodge Booking App is the primary operation for the Lodge's new app. Other features will include information about the lodge, including the history, mission statement and purpose, and information about the area, including a map and the upcoming weather. The main purpose of the app is for customers to book their reservation before the trip. The app will offer detailed schedules about the availability of rooms and activities. Customers will be able to select whichever one that fits with their schedule, and check the weather to pack properly for their vacation. South Fork will receive the times that the customer booked and subsequently close off that time and activity to prevent double booking. They will also know how many supplies are needed for the activity at any given time, and be able to prepare accordingly. This app allows better customer accessibility, as they are able to book their reservation with ease. It also allows South Fork to maintain their schedule more efficiently.

Benefits of Mobile App The benefits of South Fork having a mobile app can be seen in a multitude of ways from both the customer and the employee point of view. The app allows South Fork to create a stronger and more accessible customer base, where both returning and potential clients can schedule their own stay with the activities they want to partake in at the time that it best for them. The app alone

Page 18 gives clients easy browsing to any of the activities South Fork offers, as well as a detailed description of everything they could possibly be signing up for, ensuring an answer to all their questions. The accessibility the app brings to our clients also allows our customer service to be greater because there is no delay when trying to book a stay in the lodge or schedule an activity. The app grants the ability to book the customers' stay and activity schedule by giving them the option to pay for their stay at South Fork through the app. The customer's credit card will then be on file within the South Fork database, allowing operating costs to be lowered because the lodge will not have to spend as much time and effort making personal transactions on site. South Fork's app allows customers instant gratification into what they can expect from their stay, creating a higher customer loyalty with a possibility in increased bookings, while also increasing employee coherence.

Page 19

International Expansion
Location Recommendation South Forth, part of the bed and breakfast industry specializing in outdoor and lodging getaways, could greatly benefit from expanding internationally. The bed and breakfast industry is centralized in remote locations, where couples, typically older couples, go to immerse themselves in the beautiful scenery. South Fork should consider expanding their prosperous lodge to Canada. Canada contains many remote mountainous locations, which are extremely similar to the South Forks setting. If South Fork expanded internationally to Canada, they would be able to expand their customer base while maintaining their rustic identity. Canada would be a great fit because, although it is international, it is still within a manageable distance of South Fork's original location. Four Challenges of International Expansion for IT As South Fork configures their strategies of expansion into Canada some challenges may arise. Due to the fact that South Fork is a smaller company with a share of devoted customers that are accustomed to South Forks location and accommodations it may be a challenge recruiting the existing customers to a new location outside the realms of the United States. This cause IS problems because many of these customers are not connected to the company through a database or even through form of social media, making it extremely hard for South Fork to communicate with their existing customers. This would, in turn, create a connection problem with potential customers. The company has been linked to a smaller industry, which has caused South Fork to lack a professional and dependable database system. This will cause a major problem when trying to expand internationally. South Fork will need to update their customer and employee databases in order to be able to localize their data. Localizing data will cause a major challenge if South Fork proceeds to push back a database creation because data localizing is extremely difficult if databases are not dependable and accurate. In order to succeed in the industry internationally South Fork needs to create a stable information system that can be read within multiple settings in order for both lodges, Canada and United States, to function and regulate their business properly. These implementations into the South Fork company will create these challenges that will take an immense amount of time, add greater expenses and human resources, and will also require clear communication through the countries. Expanding, if all challenges are successfully met, will allow South Fork to obtain more recognition within multiple countries. Information System Implementation Recommendations In order for South Fork to successfully become international they must first become international in multiple mediums. South Fork company lacks the many forms of social media that customers in todays world are using to obtain their information on the products they are willing to spend their money on. This flaw hinders South Forks ability to have a competitive edge in the international market. The company should enhance their marketing capabilities by creating and outsourcing to multiple sources of social media to allow the company to become known internationally. To ensure compatibility within the locations of South Fork lodges in the United States and Canada the company must create a single database that includes a single language. South Fork should use distributed database processing to create a single database within both locations. Within those locations South Fork also needs to integrate data from both vendors, one

Page 20 in the United States and one in Canada. Lastly, if South Fork is going to create a single database for both of its locations it must be aware of the area they will be developing in Canada. Canadians, depending on the province, speak either English or French. If some customers main language is French the company must begin localizing the entire customer and booking data in the databases, allowing the computer programs to work and adapt in multiple languages. These recommendations will allow South Fork to grow successfully within the internationally market internally and externally.

Page 21

Bibliography
Adamski, J., & Finnegan, K. (2011). New perspectives on microsoft access 2010. Boston, MA: Course Technology. Brennan, A. (2013, November 10). Bed & breakfast & hostel accommodations in the us. Retrieved from http://clients1.ibisworld.com/reports/us/industry/default.aspx?entid=1663 Goldmine. (2013, November 10). Retrieved from http://www.goldmine.com/ Grand targhee resort. (2013, November 10). Retrieved from http://www.grandtarghee.com/ Kroenke, D. (2012). Experiencing mis. (4th ed.). Upper Saddle River, NJ: Pearson. Lucidchart. (2013, November 10). Retrieved from https://www.lucidchart.com/ Paradise guest ranch. (2013, November 06). Retrieved from http://www.paradiseranch.com saleslogix. (2013, November 10). Retrieved from http://www.saleslogix.com/ Samadi, N. (2013, November 10). Global hotels & resorts. Retrieved from http://clients1.ibisworld.com/reports/gl/industry/default.aspx?entid=1460 South fork mountain lodge & outfitters. (2013, November 06). Retrieved from http://www.southfork-lodge.com Wix. (2013, November 10). Retrieved from http://www.wix.com/

Page 22

Implementation Review
Noah Peppler: For the Written Deliverable part of the project, there were contributions by each individual throughout the process. Nikki and I were typically the ones typing the material, but Celeste and Aubree were there providing us with ideas as we worked. That resulted in, at some point and time, each individual contributing directly to the text that will be turned in for the final draft. For the Access part, each individual was expected to contribute immensely because of the amount of work required. I entered the data in for the initial database assignment, which was a one-person assignment and demanded diligence. When creating the required queries, forms and reports, Nikki and Celeste manned the computer. While they performed the tasks, the other team members sat and offered ideas for the next database entry. This was truly a collaborative effort, despite the fact that only one person was at the computer. For SharePoint, each individual in the team has contributed to the site via the calendar, survey, discussion, or by uploading documents. Obviously, individual work was done on each of the personal websites within the team page, but extra effort was put in, especially by Aubree and Celeste, to create a theme and increase the overall look of the team site. Each individual team member brought something unique to the project that ultimately helped the overall success. Aubree was the group's connection to South Fork, so her presence was vital for questions that arose at nearly every stage of the project. She also was intent on finding times to meet that were available for all team members. Celeste was very focused at all stages of the project. She was purposeful with the time available at each meeting, and was particularly helpful while completing the Access part. Nikki was the glue that held the team together. She was there to help complete a part of the project when everybody else had to attend to other work.. I was the team leader, and I focused my efforts on getting the job done properly and well, at the appropriate time. I think my efforts were felt and contributed to the success. Aubree Hutchison: As a whole, we excelled in areas of communication, efficiency, and diligence, because we all had the goal of getting the project completed successfully. Individually, Noah took on the leadership role for the group. With his personality of Driver, Noah took hold of the project, organized group meetings, and made this project his number one priority. He helped keep us focused, and even took the initiative to proofread parts of the project after each meeting and submit them to the Dropbox. With his patience and diligence, Noah was a fantastic leader and role model for the group. Nikki also took a leadership position as sort of the mediator of the group. She kept the group on-track, suppressed the chitchat, and calmed down a sometimes tense and stressed atmosphere. Furthermore, Nikki picked up the slack that the group would leave behind. She took home parts of the project for completion or just for further editing. Celeste also played a major role in this project. She also possesses the personality of Driver and therefore always had the goal of completing each section of the project in each meeting to avoid having to take any work home. Celeste focused on the little details of the project that the other members didnt necessarily see, for instance, the formatting of SharePoint, the formatting of the Process Model and Database Design sections, and edited the entire paper thoroughly. Celeste was present at every meeting and shared excellent input, and the project would be filled with errors if it werent for her attention to detail. As for my own input, I came up with the company we would be consulting, researched information about the company, the industry, and competitors, and took the lead on the SharePoint aspect of the project. Through the GroupMe app, I helped

Page 23 organize group meetings and checked in with everyone to see that they were checking SharePoint and continuously working on the project. Without my input, SharePoint would be incomplete and there would be a lack of knowledge on the company we are consulting. Overall, our group worked exceptionally well as a whole and each played a huge role in our projects completion and success. Celeste Campbell: For the majority of the project, our group all contributed with each part. Occasionally there would be a time that not everyone could meet, but that person would always be brought up to speed before the next part was due. The way in which our group worked was we all sat around one computer and Noah usually would type. The girls would say our ideas, and Noah would put them into his words. This helped in the end because for the majority, our paper had one voice. Aubree was helpful in giving information about South Fork Mountain Lodge. Nikki was the most positive aspect of our team, and Noah made sure we kept on track. We all went to the writing center together and worked on making our paper better. We also went to sign up for the PDC together. We were all very flexible in meeting locations, and it was lucky that we lived in Worth Hills. We were very good in keeping on schedule, and a lot of times we were early. After we completed the Written Deliverable, I went through and completely edited the paper. I corrected a lot of missing words and typing errors. In dealing with Access, I created all the forms for South Fork Mountain Lodge. Everyone had their small, individual contribution, but we really fixated on working as a team. All of us were drivers, which helped in getting parts of the project done. We also focused on each of our individual strengths to complete the parts. It would be unfair to hash out every tiny detail to its particular giver, because we honestly embraced the idea of a team. Nikki Lawson: As we began the semester, Team 4 quickly bonded. We began meeting to finish our homework, to help each other with the questions we had, and to ensure a strong deliverable in any assignment we had. This let our group have the assurance of relying on one another to complete virtually any assignment together. Noah quickly became the manger of our team, making sure we all met with enough time to finish all our assignments. Celeste was always there to keep the team focused because we tended to get side tracked as we began to goof off with one other. Aubree was the member that always seemed to lighten the mood whenever our team became stressed, deterring our team from conflict. While our team met Noah and I mainly worked at the computer, typing out the deliverables of each part of the project, while Celeste and Aubree contributed ideas. In the written deliverable I usually researched the individual parts of the project and Noah would type them on his computer, to ensure unity in the storage of our documents. Throughout the semester when we first created the SharePoint site we all contributed to the site. Noah and I contributed to it technically, with additions of the calendar and uploading documents, while Aubree and Celeste spent a lot of time mapping out the layout of the site, making it look professional. The team also collectively worked through Access. Noah created the information, which Celeste and I used to create the queries, forms, and reports. In the final written deliverable I usually researched the individual parts of the project and Noah would type then on his computer, to ensure unity in the storage of our documents. The individual contributions I made to the teams overall project have ensured a great deliverable. Being reliable and dependable, the team has been able to contribute collectively as well as individually.