Present a revised Business Process Model of GGG following its technological and digital transformation.

Management Decision-making: Integrated Solutions for Green Grove Gardens Ltd Naomi and Simon Peters operate a small landscaping business - Green Grove Gardens (GGG) Ltd. The company specialises in enhancing the appearance of gardens and other outdoor spaces for residential properties. The brother-and-sister team hires handymen to carry out most of the core duties, which they highly supervise, such as: mowing lawns; planting and trimming flowers, shrubs and small trees; applying fertilizers to boost lawn/plant growth; and applying herbicides and pesticides to eradicate weeds and insects, and other unwanted organisms. This allows Naomi and Matthew to focus on the more intricate details of designing/re-designing and sculpting gardens; maintaining garden health and appearance; providing professional advice to clients about garden maintenance; and inspecting the gardens after each completed job to ensure that it is being done to their client's satisfaction. GGG has a total of 15 members of staff. Twelve employees are handymen. The other three employees - one Administrative Manager (AM), one Finance Officer (FO) and one Garden Chemist (GC) who creates unique formulae - work from a small office with a large room at the back that stores all the landscaping equipment. It also serves as a store room for products sold by GGG, such as mulch, fertilizers, herbicides and pesticides, garden hose and so forth, which clients can order over the telephone and collect from the office. The office workers each has a computer in which they input data relating to their respective responsibilities. However, the systems are not integrated. New and existing customers telephone GGG to make a landscaping appointment for a particular date and time. The AM then checks the availability. If available, the AM makes the booking. If there is no availability, the AM provides the next available dates and times. Sometimes customers decline alternative dates. To secure an appointment, clients must make a standard payment of 150. This deposit then goes toward the final payment once the job has been completed. The deposit is nonrefundable if customers cancel an appointment less than 72 hours before the date. Whenever Naomi and Simon recommend fertlizers/herbicides/pesticides to the clients for their garden, the GC would mix various chemicals and tailor the formulae to meet the respective gardens. Given that the AM is also responsible for the marketing and sales of products, when customers come to collect their formulae, she would market and persuade them to purchase items such strong rubber gloves, masks and overall protective gear as well. The AM also monitors the stock levels on all products and highlights those to be re-ordered. The FO is responsible for pay roll processing for all staff members. The FO also relies on the AM for sales and inventory information in order to generate invoices for customers. The "stock re-order" information is also used by the FO to prepare cheques for GGG's suppliers and creditors. GGG was established in 2017. The company started out well, initially, but as their client base increased, several issues started to emerge, such as delayed information-sharing. Sometimes the information shared is inaccurate, resulting in costly decision-making. Other problems include overbooked/double-booked appointments; delayed re-ordering of stock; shortage of handymen; customers who had cancelled within the 72-hour deadline and should have been refunded were not refunded in a timely manner; sometimes the AM is not informed by the GC that more chemicals are needed to be re-ordered. This in tum leads to delayed constitution and delivery of customer's unique formulae. Many customers became disgruntled with the service (or the lack thereof), and some completely stopped doing bus iness with GGG. In 2020, the problems were exacerbated by the Covid-19 lockdown. Many GGG customers were forced to take a "do-it-yourself" approach to gardening. GGG had to close its physical office to customers - it was not digitally ready and was therefore in no position to capitalise on the online demands for their specially formulated gardening supplies. Furthermore, GGG was not able to take full advantage of the surge in telephone and email orders as it did not have sufficient stock and chemicals for mixing. GGG's owners realise that they need a more efficient business approach and technological strategy. Now that the lockdown has ended and GGG's business is picking up once again, Naomi and Simon would like to integrate core business. and administrative functions across the organization and with suppliers. They would also like to develop web-based customer interfaces to allow customers to make landscaping appointments directly online. GGG rel ies on your professional services for strategic advice on how to transform its business efficiently and cost-effectively