QUESTION
Read the “Midas” case study in Chapter 2 of your text and respond to the guided response below in a three- to four-page paper in accordance with APA guidelines as outlined in the Ashford Writing Center. In this paper you must:
- Discuss the anticipated impacts (both positive and negative) upon operating efficiencies, and recommend solutions to minimize the negative impacts.
- Discuss whether or not operating practices should be changed to accommodate the tune-ups. Be sure to explain your reasoning.
- Examine the reasons why input should be gathered from the shop owners.
- Discuss the type of input that should be gathered.
- Describe the processes and steps needed to launch this new program.
Your paper should be in paragraph form (avoid the use of bullet points) and supported with the concepts outlined in your text and additional scholarly sources.
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Read the “Midas” case study in Chapter 2 of your text and respond to the guided response below in a three- to four-page paper in accordance with APA guidelines as outlined in the Ashford Writing Center.
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Submit your three- to four-page paper (not including the title and reference pages). Your paper must be formatted according to APA style as outlined in the Ashford Writing Center and must cite at least three scholarly sources in addition to the textbook.
ANSWER
The Midas Case Study: Anticipated Impacts and Recommendations for Operating Efficiencies
Introduction
The Midas case study presents a scenario where the company is considering introducing a new program that offers tune-up services for vehicle owners. This paper aims to discuss the anticipated impacts, both positive and negative, on operating efficiencies. Additionally, recommendations will be provided to minimize the negative impacts. The paper will also examine whether operating practices should be changed to accommodate the tune-up program and the reasons why input should be gathered from shop owners. Furthermore, the type of input that should be gathered and the processes and steps needed to launch this new program will be discussed.
Anticipated Impacts on Operating Efficiencies
Positive Impacts: One positive impact of introducing the tune-up program is the potential for increased revenue. By tapping into a new service area, Midas can attract more customers and generate additional income. Furthermore, offering tune-up services can enhance customer satisfaction and loyalty. Customers will appreciate the convenience of having a comprehensive range of services available at Midas, which can result in repeat business and positive word-of-mouth recommendations.
Negative Impacts
Implementing a new program can also have negative impacts on operating efficiencies. One potential negative impact is the increased complexity associated with the introduction of the tune-up program. This complexity arises from the need to train employees, update systems, and allocate resources. Initially, this can disrupt the existing workflow and potentially lead to inefficiencies. Another potential negative impact is a decrease in efficiency. Without proper planning and execution, the introduction of the tune-up program could result in longer customer waiting times, decreased productivity, and decreased efficiency in service delivery.
Recommendations to Minimize Negative Impacts
To minimize the negative impacts and maintain operating efficiencies, the following recommendations are suggested. First, Midas should invest in comprehensive planning and training programs (Wessner, 2009). This will ensure a smooth transition and minimize disruptions to existing operations. Employees should receive proper training on the new processes and technologies to ensure they are equipped with the necessary skills to deliver the tune-up services effectively.
Second, adequate resource allocation is crucial. Midas should allocate sufficient resources, both human and technological, to support the implementation of the tune-up program. This includes ensuring that the necessary equipment, tools, and software are available and properly integrated into the existing operations. Insufficient resource allocation can lead to inefficiencies and operational challenges.
Third, process optimization is key to maintaining or enhancing operating efficiencies. Midas should conduct a thorough review of its existing processes and identify areas that can be optimized to accommodate the tune-up program. Streamlining procedures, eliminating bottlenecks, and optimizing resource allocation will help ensure that the introduction of the tune-up program does not hamper overall operating efficiencies.
Operating Practices and Accommodating Tune-ups
Operating practices should be changed to accommodate the tune-up program for several reasons. Firstly, there is a need to align with market demand. Customer expectations and demands evolve over time, and by introducing tune-up services, Midas can meet the changing needs of its customers more comprehensively. Secondly, offering tune-up services can provide Midas with a competitive advantage. By differentiating itself from competitors, Midas can attract new customers and enhance its market position. Adjusting operating practices to accommodate these services will allow Midas to capitalize on this competitive advantage. Lastly, revenue diversification is an important consideration. Expanding services beyond traditional repairs and maintenance provides Midas with additional revenue streams. Modifying operating practices to accommodate tune-ups is essential for capturing this revenue potential.
Gathering Input from Shop Owners
Input from shop owners is crucial as they possess valuable insights into the daily operations and customer interactions. There are several reasons for gathering input from shop owners. First, shop owners have operational expertise and can provide insights into potential operational challenges associated with the introduction of the tune-up program (Shields, 2021). Their input can help identify bottlenecks and areas that require process optimization.
Second, shop owners can provide valuable insights into customer preferences. They directly interact with customers and can offer information on customer expectations, preferences, and the demand for tune-up services. This information will guide decision-making when designing the tune-up program, including pricing, service offerings, and turnaround times.
Third, gathering input from shop owners allows for employee perspectives to be taken into account. Shop owners can gather feedback from their employees regarding potential operational changes and identify areas where additional training or support may be required. Employee buy-in and engagement are crucial for the successful implementation of any new program.
Type of Input to be Gathered
To gather relevant input, Midas should consider the following aspects. Firstly, shop owners should be asked about any potential operational challenges they foresee with the introduction of the tune-up program. This input can help identify bottlenecks and areas that require process optimization.
Secondly, shop owners can provide insights into customer preferences for tune-up services. This includes pricing expectations, service inclusions, and desired turnaround times (Dwivedi et al., 2023). Gathering this information will guide decision-making when designing the tune-up program.
Lastly, gathering input on employee training and support needs is essential. Shop owners can offer insights into skill gaps and recommend training methodologies to ensure that employees are adequately prepared to deliver the tune-up services.
Processes and Steps for Launching the New Program
To launch the tune-up program successfully, Midas should follow these processes and steps. Firstly, thorough research and planning are necessary. Market research should be conducted to understand customer demand and the competitive landscape. A comprehensive plan should be developed, including financial projections, resource allocation, and timelines.
Secondly, the tune-up program should be designed based on customer insights and market research. This includes determining pricing, service offerings, and performance metrics. A marketing strategy should also be developed to promote the program effectively.
Thirdly, employee training should be provided to ensure they have the necessary skills and knowledge to deliver the tune-up services. Addressing any skill gaps identified during the input gathering process will be crucial to successful implementation.
Finally, effective communication and a smooth rollout are essential. The new program should be communicated to customers, employees, and other stakeholders. Testing of processes and systems should be conducted to address any issues or concerns before launching the program officially.
Conclusion
Implementing a new program, such as the tune-up services in the Midas case study, can have both positive and negative impacts on operating efficiencies. However, by carefully planning, training employees, optimizing processes, and gathering input from shop owners, Midas can minimize the negative impacts and leverage the benefits of the new program. Adjusting operating practices to accommodate the tune-up program is essential for maintaining competitiveness and capitalizing on revenue diversification. By following the recommended processes and steps, Midas can successfully launch the new program and ensure its long-term success.
References
Dwivedi, Y. K., Kshetri, N., Hughes, L., Slade, E. L., Jeyaraj, A., Kar, A. K., Baabdullah, A. M., Koohang, A., Raghavan, V., Ahuja, M., Albanna, H., Albashrawi, M. A., Al-Busaidi, A. S., Balakrishnan, J., Barlette, Y., Basu, S., Bose, I., Brooks, L., Buhalis, D., . . . Wright, R. (2023). “So what if ChatGPT wrote it?” Multidisciplinary perspectives on opportunities, challenges and implications of generative conversational AI for research, practice and policy. International Journal of Information Management, 71, 102642. https://doi.org/10.1016/j.ijinfomgt.2023.102642
Shields, K. (2021, August 8). Chapter 3: Managing a Customer Service Team. Pressbooks. https://ecampusontario.pressbooks.pub/customercentricstrategy/chapter/chapter-3-managing-a-customer-service-team/
Wessner, C. W. (2009). Case Studies. An Assessment of the Small Business Innovation Research Program at the National Institutes of Health – NCBI Bookshelf. https://www.ncbi.nlm.nih.gov/books/NBK11460/