A1P11

DIGITAL BUSINESS ANALYSIS (MIS 701) ASSIGNMENT 1 STUDENT NUMBER – S223848343 NAME – HARDIK SOOD EMAIL – S223848343@deakin.edu.au

Content Checklist 1. EXECUTIVE SUMMARY ---------------------------------------------------------------------------------1 2. A1P1  BACCM ANALYSIS ------------------------------------------------------------------------------------------------------- 2-3  MIND MAP --------------------------------------------------------------------------------------------------------------- 3 3. A1P2  SWOT ANALYSIS TABLE ------------------------------------------------------------------------------------------------ 4  STRATEGIES --------------------------------------------------------------------------------------------------------------- 5  RECOMMENDED STRATEGY ------------------------------------------------------------------------------------------ 6 4. A1P3  STAKEHOLDER ANALYSIS ---------------------------------------------------------------------------------------------- 7  NEEDS, RISKS, INTERESTS AND EXPECTATIONS ------------------------------------------------------------------ 8  ENGAGEMENT PLAN ---------------------------------------------------------------------------------------------------- 9  IMPORTANCE VS INFLUENCE GRID ---------------------------------------------------------------------------------- 10  EXPLANATION FOR THE GRID ----------------------------------------------------------------------------------------- 10 5. COMMON ASSUMPTIONS ------------------------------------------------------------------------------ 11 6. REFERENCES ------------------------------------------------------------------------------------------------ 12

A1P1 2.1 BACCM ANALYSIS- Needs: 1) Business Needs -  Address challenges in a highly competitive restaurant industry.  Mitigate the impact of the Covid-19 pandemic on workforce shortages and operational dynamics.  Tackle inflation challenges affecting profitability.  Improve customer retention and attract new customers. 2) Digital Transformation Needs -  Streamline operations for efficiency.  Enhance customer experience and satisfaction.  Address workforce shortages through technology.  Adapt to the "new normal" created by the pandemic. Stakeholders: 1) Primary Stakeholders:  Ms. Chandana Kumar (CEO): Decision-maker guiding the overall business strategy.  Alok Gupta (Chief Digital Officer): In charge of digital strategy and implementation.  Lisa Lee (Head of Digital Platform): Responsible for drafting and presenting the strategic planning document.  Business Analyst: Providing deep insights and open communication amongst the stakeholders.  Finance manager: Overlook the cashflow for complete digital transformation. 2) Secondary Stakeholders:  Staff and operations: Impacted by changes in operations and technology adoption.  Customers: Expect improved services and experience.  Suppliers: Quality of the food should not be compromised. Value: 1) Business Value:  Improved operational efficiency leading to cost savings.  Enhanced customer satisfaction and loyalty.  Competitive advantage through innovation.  Adapting to digital trends for long-term sustainability. 2) Stakeholder Value:  Employees benefit from streamlined processes and potential job growth.  Customers benefit from improved service quality, convenience, and loyalty bonuses for retention. Context: 1) Industry Context:  Highly competitive restaurant industry.  Ongoing impact of the Covid-19 pandemic on workforce and operations.  Economic challenges with inflation affecting costs. 2) Organizational Context:  Multiple restaurant sites operated by Queen the Land.  Leadership under Ms. Chandana Kumar with a focus on innovation. Change: 1) Change Drivers:  External factors like industry competition and the pandemic necessitate adaptation.  Internal drive for efficiency, customer satisfaction, and innovation. 2) Change Impacts:  Operational changes due to the introduction of modern technologies.

 Shift in staff's role and responsibilities.  Altered customer experiences with new digital solutions. Solution: 1) Digital/AI Technology Solutions:  QR Code Systems for Table Ordering: Streamlining orders and reducing physical contact.  Robot Servers Implementation: Improving efficiency and reducing labor costs.  Mixed Reality Applications: Enhancing customer engagement and creating a unique dining environment. 2) Implementation Approach:  Phased implementation to manage risks and facilitate adaptation.  Training and communication strategies for staff and customers.  Continuous monitoring and adjustments based on feedback. 3) Solution Benefits:  Increased operational efficiency and cost savings.  Enhanced customer satisfaction and loyalty.  Differentiation and competitive advantage in the market.  Adaptation to the "new normal" and industry trends. 2.2 MINDMAP AS PER THE BACCM ANALYSIS -

3.2 STRATEGIES - STRATEGY 01 (S01-O02) Strength 01 - Established brand (Internal) and Opportunity 02- Collaboration and Partnership (External). The plan is to make Queen famous brand even bigger by teaming up with local businesses, influencers, and cultural groups. The idea is to create special events and promotions that bring different communities together. For instance, having themed nights with local businesses, getting influencers to talk about us on social media, and organizing events with cultural groups. The goal is to build a strong community around the brand. Thinking of joint loyalty programs with our partners, so customers can enjoy benefits from both Queen the Land and the businesses we team up with. This not only brings in new customers but also keeps them coming back for more unique experiences. To make sure everything goes smoothly, we'll be picky about who we partner with, choosing businesses that share our values and appeal to the same kind of customers. We'll also be super clear in telling everyone about these cool collaborations through social media influencers, posts on social media and a pop-up on our digital website, so our customers know what's happening. This strategy, all based on our strong brand and the chance to team up with others, is set to bring in more customers, keep them happy, and make Queen the Land stand out in a really special way. STRATEGY 02 (W01-T03) Weakness 01 - Workforce Shortage (Internal) and Threat 03- Technology Adoption Challenge (External). The second strategy aims to address Queen's internal Weakness of Workforce Shortage by leveraging the external Threat of Technology Adoption Challenges. This involves implementing a comprehensive Digital Workforce Management System. By introducing technologies like automated order processing, inventory management, and customer service systems, Queen the Land seeks to streamline operations and reduce dependency on manual processes, mitigating the impact of workforce shortages. For instance, an automated order processing system can handle customer orders efficiently, minimizing the need for additional staff during peak times. Similarly, an advanced inventory management system ensures optimal stock levels without manual oversight. Additionally, incorporating chatbots or automated customer service platforms can enhance service quality without requiring a large workforce. To ensure successful technology adoption, staff training programs will be implemented to familiarize employees with the new systems. Continuous monitoring and feedback mechanisms will be in place to refine and optimize the digital workforce management tools. This strategy not only tackles the internal challenge of workforce shortages but also aligns with the external opportunity presented by advancements in technology. It positions Queen the Land for increased operational efficiency, improved service quality, and resilience in the face of industry challenges.

3.4 RECOMMENDED STRATEGY (Strategy 02 > Strategy 01)- Queen the Land faces a choice between two compelling strategies. Strategy 1, Collaborative Branding Initiatives, leverages the established brand to enhance market presence, attract diverse customer segments, and foster community engagement. However, risks associated with partner selection and brand integrity must be carefully managed. On the other hand, Strategy 2, Digital Workforce Management System addresses internal weaknesses like workforce shortage, streamlining operations through technology adoption. While initial costs and staff training pose challenges, this strategy aligns well with the restaurant's emphasis on digital transformation. Considering Queen's current emphasis on digital transformation to overcome challenges, Strategy 2 (Digital Workforce Management System) appears to align more closely with the broader goal of improving operational efficiency and service quality. Strategy 2, focuses on mitigating workforce shortage through digital transformation, holds a comparative advantage over Strategy 1 due to its direct alignment with Queen's internal challenges. The restaurant industry's workforce shortage poses a significant operational hurdle, making Strategy 2 crucial for addressing an immediate and industry-wide concern. By adopting digital workforce management systems, Queen the Land can enhance operational efficiency, reduce dependence on manual processes, and navigate challenges posed by the shortage. Strategy 2 directly addresses an internal weakness, ensuring a more immediate and impactful solution. The digital transformation not only streamlines operations but also positions Queen the Land as an industry innovator, staying ahead of workforce challenges. Therefore, prioritizing Strategy 2 would likely yield quicker and more tangible results in overcoming operational hurdles and adapting to changing market demands.

4.2 NEEDS, RISKS, INTERESTS AND EXPECTATIONS- STAKEHOLDER NEED RISK INTEREST EXPECTATION Ms. Chandana Kumar (CEO) Strategic insights for business growth. Operational efficiency to meet business goals. Strategic misalignment impacting growth. Operational inefficiency hindering business processes. To grow the business, make operations smoother, and keep the restaurant competitive. Smart ideas that fit the business strategy, more profit, and a better experience for customers. Alok Gupta (Chief Digital Officer) Technical feasibility for digital initiatives. Alignment with the overall digital strategy. Technological misalignment affecting digital goals. Deviation from the established digital strategy. Tech solutions that work, match the digital plan, and are easy to put into action. Assurance that the new tech fits well, makes things run better, and supports the long-term digital goals. Lisa Lee (Head of Digital Platform) Seamless integration and user-friendly design. Integration issues impacting user satisfaction. Successful use of new digital tools, designs that are easy for users, and tech that fits with what's already in place. Clear plans for the digital changes, good teamwork with the business analysis team, and goals that match the overall business plan. Service and Operations Teams User-friendly interfaces for daily operations. Training support for adopting new tools. Operational disruptions due to tool resistance. Tools that are easy to use, work processes that are smoother, and not too much disruption during changes. Training and help with the new tech, and clear info on how it affects their daily work. Technology Department Compatibility for system integration. Ensured data security. Technical conflicts and security breaches. Tech that fits with what they already have, keeps data safe, and blends smoothly with new tools. Regular talks about tech, detailed info on security, and reassurance that the new systems won't mess up their existing tech. Ingredient Suppliers Efficient order processing and accurate data. Supply chain disruptions and data inaccuracy. Orders processed efficiently and accurate information. Regular updates on how the new systems might affect their supply chain, and chances to give feedback. Finance Manager Transparent financial information. Positive return on investment (ROI). Financial mismanagement and poor ROI. Clear information on financial matters, and a return on their investment in digital changes. Regular reports on finances, and a clear picture of how digital changes help the company financially. Business Analyst Clear understanding of business requirements. Misinterpreted requirements leading to project failure. Successful project outcomes. Accurate translation of business needs.

Customers Uninterrupted service and improved operations. Service disruptions and dissatisfaction. Smooth service, a better dining experience, and perks from improved operations. Clear info on any changes to ordering, more convenience, and a positive impact on their overall dining experience. 4.3 ENGAGEMENT PLAN - STAKEHOLDER Engagement purpose Engagement Technique Engagement Frequency Dates and Locations Activity Owner Activity Progress Ms. Chandana Kumar (CEO) Strategic alignment and decision support. Monthly strategy review meetings. Monthly First Monday of each month via video conference. Alok Gupta (Chief Digital Officer). Ongoing updates provided with each meeting. Alok Gupta (Chief Digital Officer) Technical feasibility and alignment. Bi-weekly project status reports. Bi-weekly. Every other Wednesday at 10 AM in the IT conference room. Lisa Lee (Head of Digital Platform). Reports submitted after each session. Lisa Lee (Head of Digital Platform) Seamless integration and user-friendly design. Design workshops and prototype reviews. Weekly. Fridays at 2 PM in the IT room Business Analyst. Progress updates after each workshop. Service and Operations Teams User-friendly interfaces and training support. Monthly training sessions. Monthly. Last Friday of each month in the training room. Technology Department Training materials distributed and feedback collected after each session. Technology Department System compatibility, digital upgrades and data security. Regular security briefings and system testing. Weekly. Scheduled as needed in the IT room. Business Analyst. Security updates provided after each briefing. Ingredient Suppliers Efficient order processing and accurate data. Quarterly supply chain coordination meetings. Quarterly. Every third month via video conference. Supply Associate Coordination reports provided after each meeting. Finance Manager Transparent financial information and ROI. Monthly financial updates. Monthly. Second Tuesday of each month via video conference. Alok Gupta (Chief Digital Officer). Monthly financial reports distributed after each meeting. Business Analyst Understanding business needs Weekly project status Weekly Every Monday at 10 AM in the Lisa Lee (Head of Digital Status reports provided after

COMMON ASSUMPTIONS - 1) Implementation Feasibility: The proposed strategies and recommendations assume a feasible implementation environment, considering technological, financial, and operational constraints. 2) Market Dynamics: The analysis operates under the assumption that the identified trends, opportunities, and threats in the market are relatively stable during the analysis period. 3) Organizational Commitment: It assumes a high level of commitment from Queen the Land's management and staff to implement proposed changes and strategies effectively. 4) External Factors: External factors influencing the restaurant industry, such as economic conditions and regulatory environments, are assumed to remain within a reasonable range of current conditions. 5) Financial Viability: Assuming that the financial investments required for collaboration events (Strategy 1) and digital tools (Strategy 2) are within Queen the Land's budget and lead to positive returns.

REFERENCES 1) IIBA Global Business Analysis Core Standard, A Companion to A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 1. 2) Business Analysis Techniques: 99 Essential Tools for Success by James Cadle, Malcolm Eva, and Keith Hindle. 3) Digital Business Analysis (2019), Milani F, Chapter 1. 4) Johnson G, Whittington R, Scholes K, Angwin D, & Regner P (2017), Exploring Strategy: Text and Cases. Pearson. 5) Stakeholder Analysis: Larry W. Smith (2000): “Project Clarity Through Stakeholder Analysis” December. Accessed July 2023 6) Donaldson T & Preston L E (1995). The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications. Academy of Management Review, 20(1), 65–91.