Fashion One, a department store in St. Louis, has two sales channels. Customers can purcha...

Fashion One, a department store in St. Louis, has two sales channels. Customers can purchase at the company store in downtown St. Louis or place their orders over the phone.

To place an order over the phone, customers browse the company’s mailed catalog and select their items, then call Fashion One to place their order. Customers provide the salesperson with their personal and order information. The salesperson verifies the customer information. New customers are added to the Customer table. The salesperson verifies item availability and customer credit card, and then sends the order information to accounting. The salesperson would notify the customer in case of a problem with item availability or the credit card.

Management at Fashion One has noticed the following problems with their over-the-phone sales process.

1. Cost of printing and mailing catalogs is becoming too high for the company—currently, $500,000 per year.

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2. About 25% percent of the items sold are returned due to customer dissatisfaction with color, size, or fabric texture. This costs the company about $1 million per year.

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3. In recent years, some customers have become more reluctant to provide their credit card number on the phone; therefore, the number of customers buying over the phone has reduced drastically. The exact cost of losing customers due to this problem is unknown, but the data analytic department is trying to estimate it.

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4. Often items in the mailed catalogs do not match with the available items in the inventory. Therefore, salespersons spend time just telling customers what items are available. This year, Fashion One had to add 10 more salespersons for its over-the-phone sales section. The cost of this problem is unknown, but data analytic is trying to estimate it.

The sales channel project team has provided the following BPMN 2.0 diagram for the over-the-phone sales process. You are a member of this team from the accounting department. Suggest a different sales channel that is more efficient and less costly than the current process. Identify new activities and document your suggestion with a BPMN 2.0 diagram. State how the new sales process could eliminate the current problems and create new opportunities. Do you see any changes in the control the accounting department has over the new sales process?