I need a SWOT examination of this data. John (sales manager) – "I really like working for Mr. Fitzpatrick but I just cannot provide the type ofservice to our customers like he says he used to when he was selling clothing in the shop. The volume isjust too much and we cannot expect all the salesmen to know the personal tastes of every customer butthat is what we need to provide the service they want. We really need to know which customers like what,when new inventory will arrive, what has already arrived but is not in the showroom. And, the paper workis getting worse. We really need better data. A key issue we have to address is when to sell on credit. Afew customers are, at times, over extended with their accounts and we really should not sell to them oncredit. We need to know what their outstanding balances are at the time they order or come into the shop.I need detailed information about what our salesmen are doing so that I can help them focus on the rightmerchandise with the correct customers, and frankly, I need to know which salesmen are just lazy.The way we do it now, we have to fill out invoices, take manual inventory and total cash receipts, balancethe cash register, and count the cash and so on. There is a lot of work that has to been done at the end ofevery day after we close the shop. I would like to be able to just count the cash and know what the totaldeposits should be, every time there is a mistake we have to start over."Jennifer (bookkeeper) – "Well, as you know, this is a growing company and I just cannot handle thepaperwork like I used to. It is just too time consuming to post daily ledgers, reconcile daily sales reportsand cash receipts and deposits. I need a way to automate the data and be able hold the peopleresponsible who actually handle the money and inventory. Some sales people are on commission but thesenior employees are salaried. I would like to just print the checks and do the audits on a regularschedule rather than have to manually process invoices and time cards to figure out who should get paidwhat and how much tax to deduct. Just the tax numbers for sales and payroll are a lot of work."Dylan (manufacturing) – "My problem is just keeping track of what work orders have been received, howmuch has been completed on each job, who is doing the work and when it will be completed. It is toomuch work for one person and it slows down work when each work has to keep all kinds of records. Therecords are never accurate or worth trying to use. I need a way to know exactly what is going on at alltimes so I can more efficiently assign work to my employees."Derrick (purchasing) – "I have a lot of vendors and we stock a lot of different patterns and fabrics. I needto know exactly how much I have in stock, the usage rates, what materials will be needed for pendingorders so that I can order the goods in time for the work to start. It causes real problems when we have tostop work on a project just because we have run out of the correct materials. You can just guess what itdoes to our relationship with our customers when we have deliver products late. We have a lot of waste indead-stock, materials that just sit on the shelf because we ordered too much or the wrong materials forthe customer's order. There must be a better way." Personnel: (position: name – process responsibility)1. Owner: Larry – all2. Sales manager: John – 1, 53. Sales persons: Renae, Rachel, and Timothy4. Bookkeeper: Jennifer – 5, 6, 7, 85. Assembly manager: Dylan – 2, 3, 4, 66. Workers: Jeremy, Linda, and Mary7. Purchasing manager: Derrick – 2, 3, 4Processes: (categories of routine tasks necessary to process information for running the company)1. Selling – tracking prospects, recording sales, order confirmations, invoicing, etc.2. Manufacturing (fitting, cutting and sewing) – ordering, recording and tracking work progress3. Materials ordering, receiving and stocking – controlling manufacturing materials4. Inventory control – accepting, recording, tracking consumption and costs5. Daily balancing – reconciling credits and debits6. Payroll – tracking and paying for work accomplished7. Accounts receivable – tracking moneys owed the company8. Accounts payable – tracking what the company owes creditors and vendorsForms and Documents: (also known as data input and data output of a manual system)1. Customer Invoice2. Commission Statement3. Vendor data4. Vendor Invoice5. Inventory report6. Purchase order form7. Daily sales report8. Employee time cards9. Payroll check and summary form10. Federal 941 Payroll Tax Withholding Summary11. General ledger12. Bank deposit summary13. Cash Register ticket

Question

I need a SWOT examination of this data. John (sales manager) – &#34;I really like working for Mr. Fitzpatrick but I just cannot provide the type ofservice to our customers like he says he used to when he was selling clothing in the shop. The volume isjust too much and we cannot expect all the salesmen to know the personal tastes of every customer butthat is what we need to provide the service they want. We really need to know which customers like what,when new inventory will arrive, what has already arrived but is not in the showroom. And, the paper workis getting worse. We really need better data. A key issue we have to address is when to sell on credit. Afew customers are, at times, over extended with their accounts and we really should not sell to them oncredit. We need to know what their outstanding balances are at the time they order or come into the shop.I need detailed information about what our salesmen are doing so that I can help them focus on the rightmerchandise with the correct customers, and frankly, I need to know which salesmen are just lazy.The way we do it now, we have to fill out invoices, take manual inventory and total cash receipts, balancethe cash register, and count the cash and so on. There is a lot of work that has to been done at the end ofevery day after we close the shop. I would like to be able to just count the cash and know what the totaldeposits should be, every time there is a mistake we have to start over.&#34;Jennifer (bookkeeper) – &#34;Well, as you know, this is a growing company and I just cannot handle thepaperwork like I used to. It is just too time consuming to post daily ledgers, reconcile daily sales reportsand cash receipts and deposits. I need a way to automate the data and be able hold the peopleresponsible who actually handle the money and inventory. Some sales people are on commission but thesenior employees are salaried. I would like to just print the checks and do the audits on a regularschedule rather than have to manually process invoices and time cards to figure out who should get paidwhat and how much tax to deduct. Just the tax numbers for sales and payroll are a lot of work.&#34;Dylan (manufacturing) – &#34;My problem is just keeping track of what work orders have been received, howmuch has been completed on each job, who is doing the work and when it will be completed. It is toomuch work for one person and it slows down work when each work has to keep all kinds of records. Therecords are never accurate or worth trying to use. I need a way to know exactly what is going on at alltimes so I can more efficiently assign work to my employees.&#34;Derrick (purchasing) – &#34;I have a lot of vendors and we stock a lot of different patterns and fabrics. I needto know exactly how much I have in stock, the usage rates, what materials will be needed for pendingorders so that I can order the goods in time for the work to start. It causes real problems when we have tostop work on a project just because we have run out of the correct materials. You can just guess what itdoes to our relationship with our customers when we have deliver products late. We have a lot of waste indead-stock, materials that just sit on the shelf because we ordered too much or the wrong materials forthe customer's order. There must be a better way.&#34; Personnel: (position: name – process responsibility)1. Owner: Larry – all2. Sales manager: John – 1, 53. Sales persons: Renae, Rachel, and Timothy4. Bookkeeper: Jennifer – 5, 6, 7, 85. Assembly manager: Dylan – 2, 3, 4, 66. Workers: Jeremy, Linda, and Mary7. Purchasing manager: Derrick – 2, 3, 4Processes: (categories of routine tasks necessary to process information for running the company)1. Selling – tracking prospects, recording sales, order confirmations, invoicing, etc.2. Manufacturing (fitting, cutting and sewing) – ordering, recording and tracking work progress3. Materials ordering, receiving and stocking – controlling manufacturing materials4. Inventory control – accepting, recording, tracking consumption and costs5. Daily balancing – reconciling credits and debits6. Payroll – tracking and paying for work accomplished7. Accounts receivable – tracking moneys owed the company8. Accounts payable – tracking what the company owes creditors and vendorsForms and Documents: (also known as data input and data output of a manual system)1. Customer Invoice2. Commission Statement3. Vendor data4. Vendor Invoice5. Inventory report6. Purchase order form7. Daily sales report8. Employee time cards9. Payroll check and summary form10. Federal 941 Payroll Tax Withholding Summary11. General ledger12. Bank deposit summary13. Cash Register ticket

Accepted Answer

SWOT analysis is conducted by business organizations to evaluate where it is doing best at present.…