An E-business Platform For Suppermarkets

CHAPTER ONE

INTRODUCTION

1.1       BACKGROUND OF STUDY

            Computers are extremely important in the modern world of today. In the fast moving life of the modern world of today, computer holds tremendous significance. Many of us will feel crippled without a computer, as we have gotten so used to this machine. The importance of computers cannot be denied in the corporate or business world, at the work place and even in one’s personal life. In the modern work place, pen and paper are becoming extinct. It will not be long, before pen and paper stop to exist altogether.

            In the current business around the world, most of organizations tend to expand their market channels towards online market, aiming for increasing income, awareness and reliability with capability of worldwide connection. At present, E-commerce is fast gaining ground as an accepted and used business paradigm. More and more business houses are implementing web sites providing functionality for performing commercial transactions over the web. It is reasonable to say that the process of shopping on the web is becoming common place.

The objective of this project is to develop a general purpose e-commerce store where any product (such as books, CDs, computers, mobile phones, electronic items, and home appliances) can be bought from the comfort of home through the Internet.

An online store is a virtual store on the Internet where customers can browse the catalog and select products of interest. The selected items may be collected in a shopping cart. At checkout time, the items in the shopping cart will be presented as an order. At that time, more information will be needed to complete the transaction. Usually, the customer will be asked to fill or select a billing address, a shipping address, a shipping option, and payment information such as credit card number. An e- mail notification is sent to the customer as soon as the order is placed.

Designing information system for such an organization online will convert data from internal and external source into information and to communicate that information in an appropriate form for manager at all levels in all function to enable them make timely and effective decision for planning, directing and controlling the activities which they are responsible.

1.2       STATEMENT OF PROBLEM

            Sales and services in CY supermarket are manually driven. As a result, these following shortfalls were indentified. This includes giving poor services to customers as a result of increased customer base, improper keeping of records, Records are written on paper making it unreliable for a trace of customer records. People have to come to CY supermarket in person to buy goods. With all these problems, online software needs to be developed to enhance the manual system of operation

1.3        SIGNIFICANCE OF THE STUDY

Advertising, buying and selling are today gradually evolving. This is done effectively by means of computer and communication with integration to the internet. An online supermarket when implemented is to correct the shortfalls identified in the manual system which includes:

a.         provision for an effective means of marketing goods and services, ordering of goods and services from any location

b.         It can offer database entry and reaction forms interactively online to assist product development.

c.         It influences customer’s opinion, carries out public relations, direct sales and online shopping.

Marketing strategy Part One

1. Why Market?
Everywhere I go, professionals ask, “ Why should we market now? We have more business coming in the door than we can handle. Our phone is ringing off the hook.” Why would you want to motivate your partners and staff to help grow your firm if you are already busy?

What Smart Partners Say 
Here’s what the top partners of many of America’s leading CPA and legal firms tell me. 

• “Now is the best time to train the future owners of our firms to grow the practice. We have the cash flow to invest in marketing and training.”
• “During good times, we must become very selective as to the new clients we take. We must restrain ourselves to accept only the cream of the callers.”
• “During good times, we can afford to outsource some of our low end clients and add clients who are more profitable and fun to work with.”
• “During good times and staff shortages, some of our competitors are not giving the best in client service. Some of these clients can be persuaded to come try us out.” 

What Smart Associates and Staff Say 

• “By learning to market, I can have more control over whether I make partner or not.” 
• “If I just stay in the ‘back room’ and do the work, I will only be one-dimensional as a professional and won’t be contributing fully to the firm.”
• “The easiest way to get to do the kind of work I like, instead of whatever I happen to be assigned, is to develop the work myself. Besides, I like to think that certain clients are ‘mine.’”
• “As staff, my own job security and bonuses are better if I work for professionals who are doing well.”
• “Things are more interesting around here when there are new clients with new problems instead of the same old stuff.”
• “When I make myself more valuable by cultivating relationships with clients and handling routine stuff myself, I feel better about myself AND I get more recognition and rewards.” 
•  

2 Are You a Top Rainmaker? 

According to a Harvard Business School study, the best rainmakers in professional firms have certain characteristics. Most of the characteristics are the result of learning, not genetics. Most professionals can be rainmakers. If you are willing to study, practice, and focus on improving your selling performance, you can be a rainmaker.

      Evaluate yourself, and ask your partners to evaluate themselves on the following six attributes. Commit to an improvement program where there might be weaknesses.

Willingness to Spend Time to Develop “Like and Trust” 

 Businesspeople conduct business with people they like and trust. They won’t do business with you if they don’t like you, no matter how great a professional you are. If you are unwilling to personally meet with prospects, your prospects don’t have a chance to develop “like” with you. And, even though you are honest to the core, communicating ambiguity, uncertainty, or an unwillingness to take a position does not engender trust.

 Acceptance of Responsibility for Results

Too many people use a variation of the old line, “The dog ate my homework.” The best rainmakers take full responsibility for results. If you don’t succeed at winning the new account, don’t blame the economy or your partners. Instead, when you don’t meet with success, work harder to turn the negatives to your advantage later.

 

THE COST OF POOR COMMUNICATION

THE COST OF POOR COMMUNICATION
What happens to bosses who don’t learn to communicate well? Their employees do not trust what they say and seek information elsewhere.Only about half of the people surveyed said that they learn what’s going on with the boss by listening to what he or she says. The rest “watch” body language, listen to tone of voice, or go so far as to ask somebody else in the organization.

   What makes an authentic leader? The survey asked two open-ended questions. Bates Communications categorized the respondents’ answers into ten key dimensions of leadership. The number one quality that authentic leaders conveyed was honesty/integrity. Since these were openended responses, we treated them as qualitative data, but each of the dimensions was mentioned by dozens of respondents. Integrity in some form was mentioned by well over half.

     Here is the leadership value system articulated by the survey’s 293 respondents, in roughly descending order:

     Honesty/Integrity. People who mentioned integrity referred to both business dealings and personal interactions. The words used to frame this concept were honesty, integrity, ethics, fairness, candor, sincerity, trustworthiness, and truthfulness—qualities that bosses must communicate through what they say and do.

      Vision. Good leaders should have a vision for the organization, be able to articulate it, and inspire action. Vision was near the top of the list of leadership dimensions mentioned by respondents. It is not enough to be able to manage projects or people; authentic leadership entails the ability to visualize the future and effectively communicate that vision to others. Those who aspire to lead should take note. You can stay in middle management forever without this skill set. You will rise to the top if you can see the big picture and help others see it too.

     Listening. This dimension includes several ways in which bosses should listen. They should be approachable and open to suggestions, open-minded, flexible, and willing to listen to everyone’s ideas and feedback. Participants said seeking other points of view and actively listening to what others say are also critical.

      Giving Feedback. What people most often mentioned in this category is the importance of giving credit where credit is due, including public praise for a job well done. Also high on the list was offering positive feedback when deserved and valuing employees’ contributions. Feedback is not just a once-a-year process you build into your calendar. Regular, constructive feedback is essential to developing rapport, winning trust, and being seen as an authentic leader.

Emotional Intelligence. Emotional intelligence can be interpreted as the ability to communicate empathy and compassion, treat people well, and relate to them on a human level. Your demeanor counts: having a
positive attitude and remaining calm under pressure send important signals through the organization. Emotional intelligence also means obvious passion for the work, a demonstrated commitment to the organization’s success, and appreciation for those who make it happen. Authentic leaders use their emotional intelligence to connect and have genuine professional relationships.

The Eight Most Frequent Mistakes People Make in Front of Crowds and Cameras

“Only the prepared speaker deserves to be confident.”

These top eight mistakes will show you what to avoid in the spotlight—but also help you see what it takes to be successful.

Mistake 1: Underestimating the Importance of Public Speaking to Your Career.

A retail executive had been promoted to CFO. She had a strong financial background and a seventeen-year track record. She had earned the CEO’s respect for her candor and hard work. However, because she’d been overseas for several years, she didn’t know her U.S. colleagues well. 

        In the first weeks in her new stateside position, she uncovered problems in her operation and quietly went to work. She was not someone who sought the limelight or asked for help. She also avoided making presentations and was quiet in meetings unless someone asked her a question.
       While that approach may have worked for her in the past, it was about to backfire now. Senior leaders in this particular organization expected to help each other by sharing information. E-mails leaked out about her problematic operational situation, and the senior team confronted her. The CEO scheduled a meeting, and she was asked to make a PowerPoint presentation. A crisis is no time to learn how to make a good presentation. 

The new executive not only had to put together her slides and prepare her talk but also knew she had to get ready to face some tough questions. Fortunately, she pulled a lot of people in to help. She practiced and prepared. She delivered a decent presentation. And she learned an important lesson. “It took seven years off my life,” she said. “I realized this is something I should have learned a long time ago.”
         Don’t wait—your time will come. If you want to lead the company, you should never underestimate the importance of public speaking. You will be judged by the way you handle the hot seat. The judgment day isn’t six months before they decide to make you CEO. Judgment days happen all along the way. Be ready long before you have to be ready.