Using the IS alignment work and the financial analysis for "A Business Owner Seeks an Alternative to Seven-Day Workweeks". Submit a complete IS strategic plan. Your paper should include at least 5 references from peer-reviewed journals associated with how other companies are using the technologies you are recommending. The strategy should include the technologies you plan to implement, your plan for sourcing the IS work, and the governance model you plan to use to sustain the IS operation over the long term. You should include specific projects with a timeline for implementation in your strategy. Make sure you also include the financial analysis. Your IT strategy should also specify some key performance indicators (KPIs) to measure the effectiveness of IT. The website below can help you identify the KPIs

5-7 pages of text in APA format, not counting the title and reference pages, and not counting any tables or figures. Make sure you include in-text citations. Please use the template attached above. In developing your IT strategy, please refer to the resources from previous weeks. You can reference these resources in your paper, but you must also reference at least 5 peer-reviewed articles. Make sure on your references page you include a reference with the URL to the case study you chose, in addition to at least 5 references from peer-reviewed journals.

 A Business Owner Seeks an Alternative to Seven-Day Workweeks Grossmann, John . New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]. 02 Jan 2014: B.4. ProQuest document link ABSTRACT In his 20s and 30s, he worked weekends as a disc jockey, started and sold an Internet dating service and bought and flipped houses. With room for only eight tables, Mr. Vega upgraded the takeout business, introducing Internet orders, adding credit card sales, offering "take and bake pizzas" that customers could heat at home. FULL TEXT FATHER AND SON PIZZERIA is a 900-square-foot, eight-table restaurant in Guttenberg, N.J., across the Hudson River from Manhattan. Opened in 1971, it was bought in 2007 by Carlos Vega, now 45, from its aging founder. Mr. Vega soon doubled sales by expanding the menu, improving service and selling the restaurant's "gravy," or red sauce, over the counter in 12-ounce Mason jars. THE CHALLENGE Mr. Vega left a corporate job producing print publications for the financial industry to take over the pizzeria. He felt constrained by his business's size and location: a small restaurant without a parking lot on the six-block main street of a blue-collar town. Even with his improvements, the business was bringing in only about $10,000 a week. It was profitable, but only because he was working long hours, typically seven days a week, to hold down labor costs. Mr. Vega knew he couldn't continue like this. THE BACKGROUND His father was from Spain and his mother from Cuba, but Mr. Vega, who grew up with Italian friends in New Jersey, not only hung out in pizzerias but worked in one, starting during his sophomore year in high school. After getting a business degree from Montclair State University, he worked in his family's printing business before moving on to KPMG and then Thomson Financial, where he oversaw printing operations. Along the way, Mr. Vega usually had some kind of business on the side. In his 20s and 30s, he worked weekends as a disc jockey, started and sold an Internet dating service and bought and flipped houses. So it was not entirely out of character when, stopping in for a slice at Father and Son Pizzeria one night -- years after he had last worked there -- he ended up buying more than a slice. "Why don't you sell the place?" Mr. Vega asked, when his former boss confided that he was tired of the grind. "I don't want to sell to just anybody," said the owner, whose son had long since lost interest. Mr. Vega bought the business, but not the building, for $75,000. He wasted little time expanding the menu beyond pizza, subs, chicken Parmesan sandwiches and spaghetti and meatballs. "I made it more of a full-blown Italian PDF GENERATED BY PROQUEST.COM Page 1 of 4 kitchen and added a dessert menu," he said. With room for only eight tables, Mr. Vega upgraded the takeout business, introducing Internet orders, adding credit card sales, offering "take and bake pizzas" that customers could heat at home. Without a parking lot, and with on- street spots scarce, he started curbside pickup. He nudged the price of a pie up to $11.50 from $11 but held the line at $11 for his chicken francese. He doubted he could charge the going rate of $16 or so at nearby Italian restaurants that had tablecloths, servers, parking lots and liquor licenses. The former owner had gotten by with a skeleton staff: his wife, himself and a dishwasher. Mr. Vega brought on a cook and a pizza maker, driving up expenses. But he made the sauce himself, tweaking the recipe he had learned years earlier as an employee. So many customers asked for extra sauce -- and for him to bottle the slow-simmered red sauce -- that Mr. Vega decided to comply. Soon, instead of making 40 quarts a week, he was making 40 quarts every two days. The jars, he said, "were flying off the counter." And the margins were higher for the red sauce than for his menu items. THE OPTIONS With restaurant profits still meager come the summer of 2009, Mr. Vega and his wife contemplated two very different ways to turn up the heat. They could expand, adding tables, raising prices and becoming less of a takeout place. Or they could sell the restaurant and focus solely on becoming a manufacturer and wholesaler of tomato sauce. Exploring Plan A, Mr. Vega talked to a contractor about building a second floor atop the one-story building to add a dining room. He also discussed moving the business down the block, to a storefront with room for more tables. Either way, there would still be a parking problem. And without a liquor license, which could cost $250,000, Mr. Vega felt he would still be poorly positioned to charge $16 for chicken francese. Plan B would keep Mr. Vega in the food business, which he enjoyed, and presumably give him more time at home with his wife and two young children. Sample jars of his red sauce that he got into the hands of buyers at Whole Foods, Trader Joe's and other specialty food stores had brought encouraging reviews. He envisioned a line of sauces under the brand Jersey Italian Gravy that would retail for $8.99, and he thought he could market his sauce to the food industry in No. 10 cans. "Professional chefs, some from prominent New York restaurants, who came to the restaurant told me they wanted to take it home with them," he said. Knowing nothing about food manufacturing, he would have to outsource production to what is known as a co-packer. There would be a steep learning curve, as well as tough competition squeezing onto retail store shelves. WHAT OTHERS SAY Mark Ramadan, chief executive and co-founder of Sir Kensington's, makers of all-natural, premium ketchups and mayonnaises. "Mr. Vega should parlay the momentum he has generated with interested supermarket buyers into purchases. He should ask if they'd be willing to buy and stock a small number of his jars to see if their customers will buy. The tomato sauce market is incredibly crowded and very price-sensitive -- particularly when selling to chefs -- but if he can get solid commitments from buyers in his area, then that's a great sign. To sell locally, he won't need to go through a co-packer and have the same strict labeling requirements that national companies do, so he can start out small to test the waters. Until he knows that he has a winning product at a winning price point, Mr. Vega should continue to simply use the sauce line as an additional source of revenue and profit for his restaurant." Dorothy Cann Hamilton, chief executive and founder of the International Culinary Center. "I think Mr. Vega was lucky to find an ongoing business for $75,000. That was not a huge capital investment to pay off, had a built-in revenue stream, and although it had no parking, was situated in a dense neighborhood. I would applaud him on PDF GENERATED BY PROQUEST.COM Page 2 of 4 increasing his revenue through sauce sales as a sideline but caution him on jumping into a new business based on a local fan base and taste alone. Manufacturing, packaging, sanitation, regulations, sales and distribution are major new skill sets he will have to master. If he's intent on doing this, he should consider bringing in a knowledgeable partner for distribution and sales." Bill Beck, chef and owner of Beck's Cajun Cafes, a catering company, and the Beck's Kitchen Pantry line of Cajun hot sauces and condiments. "Mr. Vega has reached the point of many small businesses. They're sustainable and profitable but only because of the herculean efforts of the owner and his or her immediate family. The best long- term business model for him is his Jersey Italian Gravy concept. And the most realistic way to do that, and easiest on his bank account, is segueing into that business slowly, to see how the market beyond his hometown receives another tomato sauce. The tomato sauce world, like the salsa world, is inundated with great products -- most produced by big companies with deep pockets, and distribution and marketing know-how and contacts." THE RESULTS Offer your thoughts on the You're the Boss blog at nytimes.com/boss. Next week on the blog, we will offer an update on the decision Mr. Vega made and how he is doing. Photograph Constance and Carlos Vega with Bottles of Jersey Italian Gravy, the Sauce He Uses and Sells at His Pizzeria. (Photograph by James Estrin/the New York Times) DETAILS Subject: Restaurants; Cooking; Small business; Food processing industry; Workweeks; Entrepreneurs; Management development Location: Guttenberg New Jersey People: Vega, Carlos Publication title: New York Times, Late Edition (East Coast); New York, N.Y. Pages: B.4 Publication year: 2014 Publication date: Jan 2, 2014 column: Case Study Section: B Publisher: New York Times Company Place of publication: New York, N.Y. Country of publication: United States, Ne w York, N.Y.