8. Epilogue

This Epilogue was written in October, 2003, after a telephone interview with Declan Walsh, Group Financial Controller, Lotus Automation. It's purpose is to review progress since the original Case Study, which was produced in September, 2002.

As a rapidly growing company, Lotus Automation has invested in developing an eBusiness strategy, to provide a solid MIS infrastructure to accommodate the growth in the company. Speed and flexibility underlined the eBusiness development. The eBusiness strategy was undertaken to streamline services and improve efficiencies within the company. The company has invested significantly in its IT infrastructure, which has supported the growth of the business.

General update on situation since implementation
Lotus Automation successfully implemented a network upgrade early in its eBusiness strategy. The network has proven to be very effective supporting the growth in the number of users as the company has grown. The installation of the more robust network facilitated the add-on of eBusiness services which was not possible on the previous network. The company had originally envisioned an online timesheet facility for employees but integration issues with the online software and a combination of the access to the network and newly available DSL created a quick and effective alternative.

As the company has proceeded through its eBusiness strategy, it has amended the original strategy to allow for the introduction of new technology such as DSL, or alternative software like the company's current mail server software. Where available the company's employees make a direct connection via DSL back to its own server. This allows employees to logon and use the company's network and existing systems. DSL has also made the company's FTP server more accessible and provides faster access to the information. In researching options for employees to access company information Lotus Automation identified mail server software which allows employees access their email from an Internet point any where in the world. This removed the need for Lotus to provide expensive laptops or experiment with PDA devices for employees who needed access to specific information. Information and updates are now sent directly to the employee's email box, which can then be picked up at any time by the employee.

In its original eBusiness strategy Lotus had a requirement to change its payroll system, after consideration of software available Lotus opted for Micropay. The growth of the company in recent years has changed the company's payroll and HR requirements and the company is now reviewing replacement software for Micropay. Lotus Automations' Group Financial Controller Declan Walsh estimates that a decision will be made shortly on the software package and it will be implemented in the coming months.

Since the development of the original eBusiness Plan, Lotus Automation has continued to evolve by offering additional products & services to it customers. A new Product Sales Division was formed at the beginning of 2003 & this has seen a restructuring in the company's IT personnel. The company's new employees will be involved in planning the company's eBusiness strategy going forward and identify the resources required to implement it.

Available Measures of Success e.g. cost reduction, improved efficiencies.

Declan states that the success of the eBusiness strategy can be measured by the following:-

1. Stability of the network and access to information are key factors in allowing Lotus' workforce to react and respond immediately to a business opportunity.
2. Since the implementation employees have had no issue in accessing information.
3. Clear efficiencies from employees on the road, who can access the company's intranet and their own email from anywhere in the world, thus allowing faster & more efficient response to client requirements.

Changes in work practices/business model
Lotus has recently launched a Product Sales Division. This new departure for the company will now see it selling safety, control and measurement instruments. The employment of a new Sales & Marketing Executive has also added a new dimension to the sales strategy of the company. As a consequence the current website will require a major reconstruction in the light of these new services. According to Declan, the ability to sell online wasn't necessary in the past; however the company is now in the process of planning its online store. It is envisioned that the online store will focus mainly on business to business sales, with some consumer sales.

Ongoing issues/problems to resolve
The Lotus Automation Group has gone through a significant growth and change over the last 12 months. The company now wishes to address its corporate image as the company's current web site and general branding doesn't reflect the company as it now exists. The planned web site changes will incorporate the online store and reflect the new product sales department. The company also wants the web site to flag further developments within the company like its growth into the area of management and engineering consultancy.

Whilst DSL improved access to services and the company's network, further development of these services is restricted due to the fact that DSL is not available everywhere.

Future planned developments.
Going into the future the company will be working on developing its online store, adopting DSL on its sites as it becomes available and improvements will be ongoing in-house on software and systems upgrades. The development of a professional audio visual presentation is also well advanced & will be available both on the company website & other media formats in the near future.

According to Declan, Lotus' use of technology is driven from the top, it's something that the company recognises as of key importance to the development of the company in the future, as a consequence the company is always on the look out for technology which will enhance its services.

Produced by Claire Cunningham, Aura Internet Services