Assignment Details Assignment Topic In this assignment, you will analyse the assignment case study - Glove Actually - identify requirements, prioritise them, and then present your preferred course of action as a business case. You need to show, explain and justify your prioritisation method. Phase 1: Task prioritisation The stakeholders in the assignment case study have a range of requirements. Prioritise the requirements based upon what you perceive to be the most important considerations for the organisation. Justify your decision for the priority that you have assigned to each requirement. iShot (14 # in7KED) Glove Actually case study Glove Actually is a small glove retailer in Launceston, Tasmania. It is owned by partners Martin and Natalie. Their business has been quite successful throughout the years, selling a small range of very expensive Tasmanian Merino wool gloves, mainly to tourists, and a large range of inexpensive gloves imported from manufacturers in India to Tasmanians who had cold hands on the way to work. Tasmanian Merino wool is a very high quality product, but is rarely available for urchase in Tasmania because Italian suit makers prefer the luxurious fabrics that can be made from Tasmanian Merino wool - alm st all of the product is sold to Italy, with only a very small amount used for the production of specialty items in asmania, including Glove Actually's Merino wool gloves. When asked about Glove Actually's Mission statement and Vision, Martin said, If you think small businesses have a mission statement and a vision, you've got another think coming. We're just trying to pay the school fees. However, COVID-19 changed everything. When tourists stopped coming to Tasmania because of Australia and Tasmania's strict quarantine rules, sales of expensive Merino wool gloves completely stopped. Tasmanians were forced to work from home for several months, which wer Tasmanians had cold hands on the way to work. But also, no new stock was available from India because there were no flights between the countries anymore. Equally though, Merino sheep continued growing wool, and Merino fabric continued to be produced in asmania, making it more accessible to the local market than usual. Glove Actually was left with a range of high quality gloves that the locals couldn't afford or didn't want, and none of the cheaper product that was actually in demand. Glove Actually had to make some big decisions about what they were going to do, and make those decisions quickly. The government had also stopped unnecessary stores from opening, and Glove Actually was identified as an unnecessary store. Martin was furious. He thought that the whole thing was a scam, that the government was trying to control him and inject him with mind-controlling drugs to get access to Windows. Or something. He just wanted to fight back. His suggestion was to just open the shop and trade as normal. What would they do, arrest him for selling gloves? Gloves were personal protection equipment (PPE)! The thing that was most important to Martin was increasing revenue. He definitely didn't want to lose the shop because some sheeple were too frightened of a little cold to go outside anymore. Natalie had a more considered plan. Although it required creating new business relationships quickly, Natalie had found a high-quality, low-cost glove producer in Shanghai, China called Zhenzheng De Shotao (AER] ] #)(ZDS) who could provide drop-shipping services. That meant, Glove Actually's customers could buy from Glove Actually's website, and ZDS would ship the products directly to the customers. Yes, shipping was a bit slow at the moment, but it would keep Glove Actually's business alive. The only problem was that Glove Actually didn't have a website. And that needed fixing. Fast. Martin and Natalie's eldest daughter Aurelia worked at the store on weekends and public holidays. She was certain that the store needed new product lines as soon as possible. One thing that she knew about people staying at home in Tasmania, unable to travel to Queensland for the winter, was that they had cold feet. It was still possible to produce Merino gloves in Tasmania, Merino wool fabric was being stockpiled. And making socks was quite simple for automated machines. Ordering some socks from Glove Actually's Merino glove provider would be easy, Aurelia had already checked. Aurelia's plan was to do some online advertising, mainly through 15 second un-skippable YouTu uld form relationships with a gig-economy delivery service, and the money would start rolling in. asmanians wouldn't need gloves in their homes, they were hardy, strong folk, but cold feet, now that was a genuinely Tasmanian problem. Aurelia knew that there was money to be made from feet, and she wanted in. Joanna was Martin and Natalie's youngest child, and she thought it was absolutely idiculous that her sister was proposing that Glove Actually should sell socks. Glove Actually. It was all in the nar ves. Joanna's big plan was for even more premium gloves - so premium that people from overseas would hear about them and order them. It wouldn't matter how long they took to be delivered, their rareness was what mattered. Joanna had heard t at the fine people of New Zealand were incorporating Australian brushtail possum fur into their Merino wool to create a range of astonishingly warm and light clothes. But Tasmania could do something that the rest of the world couldn't - incorporate the fur from road-killed Tasmanian devils into the Merino gloves. What a horror story! What a nightmare! What a marketing opportunity! A few targeted ads on Facebook, and these gloves would be flying out the door on the slow, but steady wings of Australia Post. The most important issue for Joanna was that Glove Actually's brand wasn't diluted by things that weren't gloves. Billy was Glove Actually's long-term tech support provider. He didn't really have to do much. He was Martin's cousin, and after installing an EFT system for them for cheap, Martin would call him in occasionally to tweak some small tasks with the very basic EFT system. But Billy had big pl ns for getting the public engaged with Glove Actually. With Glove Actually's name recognition, and the system that he had developed for making customised gloves, he was certain that both he and Glove Actually could become rich while this p was the perfect time for implementing a highly experimental system: it would allow for a soft start and a long trial period of the new system, all the while buil he system's reputation. Billy would provide a free app that could smart phone, designs drawn on the screen, and then after a purchase, the gloves could be effectively printed on premises at the GI he Glove Actually store in Launceston - ready for delivery. This is the sort of mass customisation that would take Glove Actually interstellar. Sam, a part-time salesman for G ir kids and a wife at home found that his problems were more immediate than the threat of losing his job in the next few weeks. His kids were driving him insane. If he had to listen to Big Red Car by the Wiggles one more time, he co Id responsible for what would happen. He thought he could save his job and his mind, by introducing some craft activities. His plan was to have Glove Actually offer online courses in glove making. The public could sign up to an online class, Glove Actually would sell them a package of simple tools and materials, and work through the process of making gloves over he course of a week. It would be easy to sell a course like that through YouTube. And his kids would be entertained, at least for a little while. Karl was Glove Actually's in-house repairer. He would repair gloves that the public brought in. But, with everyone staying at home, no one was damaging their gloves. He didn't have anything to do except dream of edazzled gloves spreading like COVID across Tasmania. He wanted to sell online kits for attaching rhinestones to gloves. Customers would look at the patterns he would advertise on Glove Actually's website, and h estone patterned glove kits to the dull-handed people of Tasmania. He often asked, "When was the last ime you saw rhinestone-studded gloves in Tasmania? Never?" Well, that's because his Glove Actually Bedazzle kits didn't exist yet. When Karl had been in Las Vegas, he saw plenty of really tall women with huge hair and heavily rhinestoned gloves. If it was in Las Vegas five years ago, it was bound tobe fashionable in Tasmania around now. But he did notice the need for Glove Actually to have a decent website for this to work. Hmm, this would need some more work. Hoegye Won had been an accountant for a range of businesses around Tasmania, and had finally gained employment with Glove Actually just before COVID hit. A real accountant who did ac nting, not like a TikTok "accountant". He knew from experience that his work mates wouldn't listen to his ideas, but nevertheless, he told them. He was adamant that Glove Actually needed a website and proper e- commerce facilities. This wasn't cutting edge stuff, this was t minimum to function in a fully functioning economy. It was essential for a business affected by COVID. Glove Actually had a generally high-quality product and a very high quality reputation. And for that he was opposed to considering drop-shipping. Drop- shipping was a great model for big companies to make lots of income, but tha wasn't Glove Actually's nature. It was a high quality, local Tasmanian business Drop shipping might help in the short term, but long term, it would erode Glove Actually's reputation. He didn't mind how the website was used, but he demanded that Glove Actually had one, and that it was e-commerce enabled. There were several different options that might be considered by Glove Actually, but it was fundamentally unclear what the best solution would be, so Glove Actually engaged a business analyst...Phase 2: Business case Based upon the prioritisation of requirements from Phase 1, write a business case for your recommended course of action. Your business case should: 1. Define the need identified by your analysis of the case 2. State the assumptions that you have made to analyse the case 3. Determine the desired outcomes identified by your analysis of the case 4. Assess the constraints, assumptions and risks associated with the case for making a change (or not making a change) 5. Recommend a solution