After working for years as a regional manager for a retail organization, Scott Parry opened his own business with Susan Gonzalez, one of his district managers, as his partner. They formed S&S to sell appliances and consumer electronics.

Scott and Susan pursued a “clicks and bricks” strategy by renting a building in a busy part of town and adding an electronic storefront.

Scott and Susan invested enough money to see them through the first six months. They will hire 15 employees within the next two weeks—3 to stock the shelves, 4 sales representatives, 6 checkout clerks, and 2 to develop and maintain the electronic storefront.

Scott and Susan will host S&S’s grand opening in five weeks. To meet that deadline, they have to address the following important issues:

1. What decisions do they need to make to be successful and profitable? For example:

a. How should they price products to be competitive yet earn a profit

b. Should they extend credit, and, if so, on what terms? How can they accurately track what customers owe and pay?

c. How should they hire, train, and supervise employees? What compensation and benefits package should they offer? How should they process payroll?

d. How can they track cash inflows and outflows to avoid a cash squeeze?

e. What is the appropriate product mix? What inventory quantities should they carry, given their limited showroom space?

2. What information do Scott and Susan need to make those decisions?

a. What information do the external entities they interact with need?

b. What information do management and other employees need?

c. How can they gather, store, and disseminate that information?