Marshmallow Peeps Steinway Pianos Utilizing Your Two Choices

Marshmallow Peepssteinway Pianosutilzing Your Two Choices Above Creat

Utilize your two choices above, create a decision tree or decision table for a fictional scenario within those companies. In a Word document, create your scenario as an operations manager; using rich and descriptive text to set up your scenario and then use Excel to create a decision tree based on that scenario. Once you have created the decision tree/table, analyze your results and report on any surprises you may have found. You may embed the graphic/table from Excel into Word or submit both files for grading. You will include: · a cover page, · scenario, · analysis, and · reference page for the Word submission.

Paper For Above instruction

As the operations manager at a fictional company named Marshmallow Peepssteinway Pianos, I am faced with a critical decision regarding the selection of a new enterprise resource planning (ERP) system. The company has two leading software providers—Company HC and Company CR—that have presented their solutions. Both options have unique advantages and potential drawbacks, creating a complex decision-making scenario that requires a structured analysis. This paper delineates the specific scenario, constructs a decision tree employing Excel, analyzes the resulting outcomes, and discusses any unexpected findings that emerged from this process.

Scenario Description

Marshmallow Peepssteinway Pianos is a specialized manufacturer of high-end pianos known for craftsmanship and quality. The company operates across multiple locations, including manufacturing plants, showrooms, and service centers. Recently, the company has undertaken a strategic initiative to upgrade its management information systems to improve overall efficiency, customer satisfaction, and security. The current systems are fragmented, with varied software solutions across regions that hinder data sharing and centralized decision-making.

As the operations manager, I am tasked with selecting a standardized ERP system to unify processes, enable better inventory management, streamline customer relationship management (CRM), and support real-time analytics for leadership. The decision involves choosing between two vendors: Company HC, which emphasizes top management control and comprehensive reporting; and Company CR, which prioritizes security, local autonomy, and quick access for managers at the operational level.

The decision is complicated by the fact that both systems have different strengths that align with different organizational priorities. Company HC's solution is ideal for top-down control and centralized oversight, whereas Company CR offers better security features and localized data access, promoting agility at the ground level. The choice impacts not only technology implementation but also operational workflows, user accessibility, and strategic focus.

The key decision points involve evaluating these options based on criteria such as cost, user-friendliness, scalability, integration capabilities, security features, and support services. The scenario requires building a decision table that considers possible outcomes and implications, which can inform a rational, data-driven consensus among stakeholders.

Decision Tree Construction

Using Excel, I constructed a decision tree that maps out the possible choices and their associated risks and benefits. The initial decision node branches into two strategies: selecting Company HC or Company CR. Each choice further branches into evaluation outcomes, such as successful implementation, delays, or failures, with probabilities assigned based on vendor review reports and case studies. The decision tree quantifies potential costs, benefits, and risks, providing a clear visual aid to aid final decision-making.

The decision tree reveals that choosing Company HC offers higher control with a moderate risk of integration delays, potentially resulting in higher initial costs but better strategic oversight. Alternatively, Company CR presents a lower upfront investment and quicker deployment but introduces risks in management control and data security, which could impact long-term strategic initiatives. The analysis highlights the importance of aligning system choice with organizational priorities, supporting a balanced approach considering short-term gains versus long-term strategic control.

Analysis and Surprises

Analyzing the decision tree's outcomes, several insights emerged. Interestingly, the model indicated that while Company CR's system could be implemented more rapidly and at a lower cost, the risks associated with reduced management control could offset these advantages over time. Conversely, the higher initial investment and longer implementation timeline for Company HC might be justified by its superior control features, ultimately benefiting organizational governance.

A surprising finding was the sensitivity of the decision to the assigned probabilities of success and failure. Small adjustments in the assumptions about vendor performance significantly shifted the preferred choice, emphasizing the importance of accurate data collection and risk assessment during vendor evaluation.

This process underscored that decision-making in complex technological environments benefits from a structured, quantitative approach. The decision tree not only clarified the trade-offs but also revealed that organizational strategic priorities should guide the weighting of different criteria, rather than relying solely on cost or speed.

Conclusion

The use of a decision tree has provided valuable insights into the complex ERP selection scenario at Marshmallow Peepssteinway Pianos. By systematically analyzing potential outcomes and associated risks, the organization can make a more informed choice aligned with its long-term strategic goals. The process also demonstrated the critical importance of accurate data, stakeholder engagement, and aligning IT investments with overall business objectives. Future decisions can further benefit from such analytical tools, ensuring balanced and transparent decision-making processes that support organizational growth and competitiveness.

References

• McKeen, J. D., & Smith, H. (2012). IT Strategy: Issues and Practices. Boston: Prentice Hall.
• Jenkinson, A. (2006). Do organisations now understand the importance of information in providing excellent customer experience? The Journal of Database Marketing & Customer Strategy Management, 13(4).
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• Lin, H., Lai, A., Ullrich, R., Kuca, M., McClelland, K., Shaffer-Gant, J., & Watkins, W. (2007). COTS software selection process. In ICCBS'07.
• Jenkinson, A. (2006). Do organisations now understand the importance of information in providing excellent customer experience? Journal of Database Marketing & Customer Strategy Management, 13(4).
• Ziegler, P., & Dittrich, K. R. (2004). Three decades of data integration—All problems solved? In IFIP Congress Topical Sessions (pp. 3-12).
• McKeen, J. D., & Smith, H. (2012). IT Strategy: Issues and Practices. Boston: Prentice Hall.