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MIS 2101 Summer 2012 Final Review

MIS 2101 Summer 2012 Final Review. Enterprise System Approach. Integrated Database. Internally Focused Systems. Enterprise Resource Planning. Successful CRM Strategy. The Formula for Enterprise System Success. Secure executive sponsorship Get help from outside experts

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MIS 2101 Summer 2012 Final Review

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  1. MIS 2101Summer 2012Final Review

  2. Enterprise System Approach Integrated Database

  3. Internally Focused Systems

  4. Enterprise Resource Planning

  5. Successful CRM Strategy

  6. The Formula for Enterprise System Success Secure executive sponsorship Get help from outside experts Thoroughly train users Take a multidisciplinary approach to implementations

  7. Tightly Integrated SCM vs. Portals Dell with Many Customers Big 3 with Many Suppliers Elemica

  8. Comprehensive CRM

  9. Transactional Data • What is “transactional data”? Examples? • Is integration of transactional data across functional areas important?

  10. Overview of Fitter Snacker • What does Fitter Snacker make? • What are the names of the products? • How many sales divisions does Fitter Snacker have? • What are these sales divisions and who do they each sell to?

  11. Sales Order • Customers want delivery information when placing an order. How do they estimate delivery time? • How do sales clerks get information regarding credit? • Does this information reflect recent purchases, payments, or returns? • How do integrated information systems solve this problem?

  12. Whoops! Out of Stock • What can they do when they accept an order and find out that they are out of stock for part of the order? • How difficult is it to decide on the best option? • How many people needed to make the decision? • How do integrated information systems solve this problem?

  13. Delivery • What does “Delivery” mean in an SAP system? • What does ATP stand for?

  14. Core CRM Activities • What is “One-to-One Marketing”? • What is “Sales Force Automation (SFA)”? • What is “Sales Campaign Management”?

  15. Core CRM Activities • What are “Marketing Encyclopedias”? • What is “Call Center Automation”?

  16. SCM & Porter’s 5 Forces Can partnerships and investments in your supply chain give you a competitive advantage?

  17. The Five Forces Model – Evaluating Business Segments Product returns Lower market share Lost customers Decision support and business intelligence CAD product redesign Increased costs Reduced quality Reduce prices Increase quality Value added services Competition in price, distribution and service Electronic connections to more suppliers ERP to reduce costs and react more quickly ERP reduce costs CRM CAD/CAM improve quality Better web presence Lower costs through ERP, supply chain, etc. Reduced prices Lost market share

  18. Production Problems in “Un-integrated” systems Inventory Accounting Communication What are some of these problems?

  19. Making a Successful Business Case On what can we base a successful business case?

  20. Demand Strategies • If demand is greater than capacity…

  21. How a Computer Virus is Spread

  22. MRP and ERP • What is MRP and what does it have to do with ERP?

  23. An integrated process Predicts future demand for products Determines what company should produce Requires starting inventory levels and sales forecast based on capacity Break production plan down into smaller time increments Determines amount and timing of raw material orders Create production schedule based on production plan from demand management Takes quantity and timing information from MRP and creates orders for suppliers Uses the schedule to determine products and staffing

  24. Measuring Productivity

  25. Strategizing: Five Types of Organizational Strategies What are “Organizational Strategies”? Can technology be leveraged to create value supporting these strategies?

  26. Types of Accounting • What is the purpose of “Financial Accounting”? • What is the purpose of “Managerial Accounting”?

  27. The General Ledger (GL) in an Integrated System • What is the “General Ledger”? • When is the general ledger updated with a non-integrated system? How about with an integrated system?

  28. Question • What do we mean when we say a company has do “close its books”? • How often does a company do this? • How complicated is this?

  29. Sarbanes-Oxley Act of 2002 • Requires public company’s annual report contain management’s internal control report • Must include documentation of controls • An integrated information system provides tools to implement internal controls • Controls cannot necessarily prevent effort to circumvent standard processes • Companies with ERP systems will have an easier time complying with Sarbanes-Oxley

  30. Cybersquatting What is “Cybersquatting”? What protection do organizations have against cybersquatting?

  31. Another Look: CRM Success and Failure • CRM is often incorrectly viewed as a technology implementation driven by the IT department • CRM should be viewed as a business strategy • CRM tools can help identify the most profitable customers

  32. IS and Value Chain Analysis What are specific examples of how these IS functions add value and help create competitive advantages? Why might it be important for systems supporting these activities to function at an enterprise level?

  33. Demand Strategies • If demand is greater than capacity…

  34. Bill of Material • What is a BOM?

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