ASSIGNMENT OF

BUSINESS INFORMATION SYSTEM

 Information system

Information systems (IS) are formal, sociotechnical, organizational systems

designed to collect, process, store, and distribute information. In
a sociotechnical perspective, information systems are composed by four
components: task, people, structure (or roles), and technology.
A computer information system is a system composed of people and
computers that processes or interprets information. The term is also sometimes
used in more restricted senses to refer to only the software used to run a
computerized database or to refer to only a computer system.
Information Systems is an academic study of systems with a specific reference
to information and the complementary networks of hardware and software that
people and organizations use to collect, filter, process, create and also
distribute data. An emphasis is placed on an information system having a
definitive boundary, users, processors, storage, inputs, outputs and the
aforementioned communication networks.
Any specific information system aims to support operations, management
and decision-making.  An information system is the information and
communication technology (ICT) that an organization uses, and also the way in
which people interact with this technology in support of business processes.
Some authors make a clear distinction between information systems, computer
systems, and business processes. Information systems typically include an ICT
component but are not purely concerned with ICT, focusing instead on the end
use of information technology. Information systems are also different from
business processes. Information systems help to control the performance of
business processes.
Alter argues for advantages of viewing an information system as a special type
of work system. A work system is a system in which humans or machines
perform processes and activities using resources to produce specific products or
services for customers. An information system is a work system whose
activities are devoted to capturing, transmitting, storing, retrieving,
manipulating and displaying information.
As such, information systems inter-relate with data systems on the one hand and
activity systems on the other. An information system is a form
of communication system in which data represent and are processed as a form
of social memory. An information system can also be considered a semi-formal
language which supports human decision making and action.
Information systems are the primary focus of study for organizational
informatics.
 Overview
Silver et al. (1995) provided two views on IS that includes software, hardware,
data, people, and procedures.  Zheng provided another system view of
information system which also adds processes and essential system elements
like environment, boundary, purpose, and interactions.
The Association for Computing Machinery defines "Information systems
specialists [as] focusing on integrating information technology solutions and
business processes to meet the information needs of businesses and other
enterprises.
There are various types of information systems, for example: transaction
processing systems, decision support systems, knowledge management
systems, learning management systems, database management systems, and
office information systems. Critical to most information systems are
information technologies, which are typically designed to enable humans to
perform tasks for which the human brain is not well suited, such as: handling
large amounts of information, performing complex calculations, and controlling
many simultaneous processes.
Information technologies are a very important and malleable resource available
to executives. Many companies have created a position of chief information
officer (CIO) that sits on the executive board with the chief executive
officer (CEO), chief financial officer (CFO), chief operating officer (COO),
and chief technical officer (CTO). The CTO may also serve as CIO, and vice
versa. The chief information security officer (CISO) focuses on information
security management.
The six components that must come together in order to produce an information
system are: (Information systems are organizational procedures and do not need
a computer or software, this data is erroneous) (IE, an accounting system in the
1400s using ledger and ink utilizes an information system)

1. Hardware: The term hardware refers to machinery. This category

includes the computer itself, which is often referred to as the central
processing unit (CPU), and all of its support equipment. Among the
support, equipment are input and output devices, storage devices and
communications devices.
2. Software: The term software refers to computer programs and the
manuals (if any) that support them. Computer programs are machine-
readable instructions that direct the circuitry within the hardware parts of
the system to function in ways that produce useful information from data.
Programs are generally stored on some input/output medium, often a disk
or tape.
3. Data: Data are facts that are used by programs to produce useful
information. Like programs, data are generally stored in machine-
readable form on disk or tape until the computer needs them.
4. Procedures: Procedures are the policies that govern the operation of a
computer system. "Procedures are to people what software is to
hardware" is a common analogy that is used to illustrate the role of
procedures in a system.
5. People: Every system needs people if it is to be useful. Often the most
overlooked element of the system are the people, probably the
component that most influence the success or failure of information
systems. This includes "not only the users, but those who operate and
service the computers, those who maintain the data, and those who
support the network of computers." <Kroenke, D. M. (2015). MIS
Essentials. Pearson Education>';
6. Feedback: it is another component of the IS, that defines that an IS may
be provided with a feedback (Although this component isn't necessary to
function).

Data is the bridge between hardware and people. This means that the data we
collect is only data until we involve people. At that point, data is now
information.
 Types of information system

A four level hierarchy

The "classic" view of Information systems found in textbooks  in the 1980s was
a pyramid of systems that reflected the hierarchy of the organization,
usually transaction processing systems at the bottom of the pyramid, followed
by management information systems, decision support systems, and ending
with executive information systems at the top. Although the pyramid model
remains useful since it was first formulated, a number of new technologies have
been developed and new categories of information systems have emerged, some
of which no longer fit easily into the original pyramid model.
Some examples of such systems are:

 data warehouses
 enterprise resource planning
 enterprise systems
 expert systems
 search engines
 geographic information system
 global information system
 office automation.
A computer(-based) information system is essentially an IS using computer
technology to carry out some or all of its planned tasks. The basic components
of computer-based information systems are:
 Hardware- these are the devices like the monitor, processor, printer and
keyboard, all of which work together to accept, process, show data and
information.
 Software- are the programs that allow the hardware to process the data.
 Databases- are the gathering of associated files or tables containing
related data.
 Networks- are a connecting system that allows diverse computers to
distribute resources.
 Procedures- are the commands for combining the components above to
process information and produce the preferred output.
The first four components (hardware, software, database, and network) make up
what is known as the information technology platform. Information technology
workers could then use these components to create information systems that
watch over safety measures, risk and the management of data. These actions are
known as information technology services.[20]
Certain information systems support parts of organizations, others support entire
organizations, and still others, support groups of organizations. Recall that each
department or functional area within an organization has its own collection of
application programs or information systems. These functional area information
systems (FAIS) are supporting pillars for more general IS namely, business
intelligence systems and dashboards. As the name suggests, each FAIS support
a particular function within the organization, e.g.: accounting IS, finance IS,
production-operation management (POM) IS, marketing IS, and human
resources IS. In finance and accounting, managers use IT systems to forecast
revenues and business activity, to determine the best sources and uses of funds,
and to perform audits to ensure that the organization is fundamentally sound and
that all financial reports and documents are accurate. Other types of
organizational information systems are FAIS, Transaction processing
systems, enterprise resource planning, office automation system, management
information system, decision support system, expert system, executive
dashboard, supply chain management system, and electronic commerce system.
Dashboards are a special form of IS that support all managers of the
organization. They provide rapid access to timely information and direct access
to structured information in the form of reports. Expert systems attempt to
duplicate the work of human experts by applying reasoning capabilities,
knowledge, and expertise within a specific domain.

Answer 1

MAJOR TYPES OF SYSTEMS IN ORGANIZATIONS

Because there are different interests, specialties, and levels in an organization,
there are different kinds of systems. No single system can provide all the
information an organization needs. Figure illustrates one way to depict the kinds
of systems found in an organization. In the illustration, the organization is
divided
into strategic, management, and operational levels and then is further divided
into
functional areas, such as sales and marketing, manufacturing and production,
finance and accounting, and human resources. Systems are built to serve these
different organizational interests (Anthony, 1965).

Components of MIS
MIS is made of parts, subparts or subsystems which are called the components.
Typically, according to Philip Kotler, a marketing information system consists
of four interrelated components – Internal Reports (Records) System, Marketing
Research System, Marketing Intelligence System, and Marketing Decision
Support System. All components are interrelated and interdependent.

1. Internal Records System:

Internal records system is a major and easily accessible source of information. It
supplies the results data. It consists of all records of marketing operations
available within organization. This system concerns with collecting, analyzing,
interpreting, and distributing needed information from records of various
departments of the company.

Main sources include various records on sales and purchase, ordering system,
sales force reporting system, inventory level, receivable-payables, marketing
staff, costs, the past research works, and other literatures/reports available
within organization. Particularly, for sales orders and sales force reporting, the
computer technology is excessively used for accurate, efficient, and speedy
transmission of information.

Internal records system keeps regular circulation of the information throughout

the organization without much expense and efforts. Managers can get the up-to-
date information about marketing operations. Once the system is set up
properly, it can serve the purpose continually.

2. Marketing Intelligence System:

While internal report system concerns with information available from internal
records of organization, the marketing intelligence system supplies the
managers with happening data. It provides information about external
happenings or external environment.

Marketing intelligence system is:

The set of procedures and sources used by managers to obtain every-day
information regularly about pertinent developments in the marketing
environment. A manager can try to expose external environment in various
ways.

Effective marketing intelligence system can facilitate managers to take

immediate actions like reacting to competitors, meeting changing needs of
customers, solving dealers’ problems, and so on.

3. Marketing Research System:

Marketing research is a powerful and independent branch of the MIS. In certain
cases, managers need detailed information on the specific problem of the
specific marketing area. Thus, it is a formal study of specific problems,
opportunities, or situations. Normally, it is carried out for solving the specific
problem.

Marketing research consists of collecting primary and secondary data from

various respondents using various tools through various methods for definite
period of time, analyzing data using appropriate statistics tools, and presenting
findings in forms of a report. It is conducted by internal expert staff or external
professionals. 

4. Marketing Decision Support System (MDSS):

Previously, the component was known as Analytical Marketing System. While
former three components supply data, the marketing decision support system
concerns more with processing or analyzing available data. This component can
improve efficiency and utility of the whole marketing information system.

The system is used to help managers make better decisions. John D. C. Little
defines: “A marketing decision support system (MDSS) is coordinated
collection of data, systems, tools, and techniques with supporting software and
hardware by which an organization gathers and interprets relevant information
from environment and turns it into a basis for making decisions.”
 Financial Information System
A financial information system is an organized approach to collecting and
interpreting information, which is usually computerized. A well-run
financial information system is essential to a business, since managers need
the resulting information to make decisions about how to run the
organization. The financial function of the enterprise consists in taking stock of
the flows of money and other assets into and out of an organization, ensuring
that its available resources are properly used and that the organization is
financially fit. The components of the accounting system include:

1. Accounts receivable records

2. Accounts payable records

3. Payroll records

4. Inventory control records

5. General ledgers

Financial information systems rely on external sources, such as on-line

databases and custom produced reports, particularly in the areas of financial
forecasting and funds management. The essential functions that financial
information systems perform include:

1. Financial forecasting and planning

2. Financial control

3. Funds management

4. Internal auditing

 Financial Forecasting

Financial forecasting is the process of predicting the inflows of funds into the
company and the outflows of funds from it for a long term into the future.
Outflows of funds must be balanced over the long term with the inflows. With
the globalization of business, the function of financial forecasting has become
more complex, since the activities in multiple national markets have to be
consolidated, taking into consideration the vagaries of multiple national
currencies. Scenario analysis is frequently employed in order to prepare the firm
for various contingencies.

Financial forecasts are based on computerized models known as cash-flow

models. They range from rather simple spreadsheet templates to sophisticated
models developed for the given industry and customized for the firm or, in the
case of large corporations to specify modeling of their financial operations.
Financial forecasting serves to identify the need for funds and their sources.

 Financial Control

The primary tools of financial control are budgets. A budget specifies the

resources committed to a plan for a given project or time period. Fixed budgets
are independent of the level of activity of the unit for which the budget is drawn
up. Flexible budgets commit resources depending on the level of activity.

Spreadsheet programs are the main budgeting tools. Spreadsheets are the
personal productivity tools in use today in budget preparation.

In the systems-theoretic view, budgets serve as the standard against which

managers can compare the actual results by using information systems.
Performance reports are used to monitor budgets of various managerial levels.
A performance report states the actual financial results achieved by the unit and
compares them with the planned results.

Along with budgets and performance reports, financial control employs a

number of financial ratios indicating the performance of the business unit. A
widely employed financial ratio is return on investment (ROI). ROS shows how
well a business unit uses its resources. Its value is obtained by dividing the
earnings of the business unit by its total assets.

 Funds Management

Financial information systems help to manage the organization's liquid assets,

such as cash or securities, for high yields with the lowest degree of loss risk.
Some firms deploy computerized systems to manage their securities portfolios
and automatically generate buy or sell orders.

 Internal Auditing

The audit function provides an independent appraisal of an organization's

accounting, financial, and operational procedures and information. All large
firms have internal auditors, answerable only to the audit committee of the
board of directors. The staff of the chief financial officer of the company
performs financial and operational audits. During a financial audit, an appraisal
is made of the reliability and integrity of the company's financial information
and of the means used to process it. An operational audit is an appraisal of how
well management utilizes company resources and how well corporate plans are
being carried out.
Level of Management: Types of Information that are required at Different
Levels of Management
Information, as required at different levels of management can be classified as
operational, tactical and strategic.
 1. Operational information
Operational information relates to the day-to-day operations of the organization
and thus, is useful in exercising control over the operations that are repetitive in
nature. Since such activities are controlled at lower levels of management,
operational information is needed by the lower management.

For example, the information regarding the cash position on day-to-day basis is
monitored and controlled at the lower levels of management. Similarly, in
marketing function, daily and weekly sales information is used by lower level
manager to monitor the performance of the sales force.

2. Tactical information
Tactical information helps middle level managers allocating resources and
establishing controls to implement the top-level plans of the organization.

For example, information regarding the alternative sources of funds and their
uses in the short run, opportunities for deployment of surplus funds in short-
term securities, etc. may be required at the middle levels of management.

3. Strategic information
While the operational information is needed to find out how the given activity
can be performed better, strategic information is needed for making choices
among the business options. Strategic information is used by managers to define
goals and priorities, initiate new programmes and develop policies for
acquisition and use of corporate resources.

For example, information regarding the long-term needs of funds for on-going
and future projects of the company may be used by top level managers in taking
decision regarding going public or approaching financial institutions for term
loan.

Answer 2
Use of Customer relationship management will be helpful for the Automobile
Sales and Service Company, whose business processes are all manual, paper-
based processes to achieve greater efficiencies, customer intimacy and better
customer support.

Customer relationship management (CRM)

The better a business can manage the relationships it has with its customers the
more successful it will become. Therefore, IT systems that specifically address
the problems of dealing with customers on a day-to-day basis are growing in
popularity.
Customer relationship management (CRM) is not just the application of
technology, but is a strategy to learn more about customers' needs and
behaviors in order to develop stronger relationships with them. As such it is
more of a business philosophy than a technical solution to assist in dealing with
customers effectively and efficiently. Nevertheless, successful CRM relies on
the use of technology.
Why CRM?
In the commercial world the importance of retaining existing customers and
expanding business is paramount. The costs associated with finding new
customers mean that every existing customer could be important.
The more opportunities that a customer has to conduct business with your
company the better, and one way of achieving this is by opening up channels
such as direct sales, online sales, franchises, use of agents, etc. However, the
more channels you have, the greater the need to manage your interaction with
your customer base.
Customer relationship management (CRM) helps businesses to gain an insight
into the behavior of their customers and modify their business operations to
ensure that customers are served in the best possible way. In essence, CRM
helps a business to recognize the value of its customers and to capitalize on
improved customer relations. The better you understand your customers, the
more responsive you can be to their needs.
CRM can be achieved by:
• Finding out about your customers' purchasing habits, opinions and preferences
• Profiling individuals and groups to market more effectively and increase sales
• Changing the way, you operate to improve customer service and marketing
Benefiting from CRM is not just a question of buying the right software. You
must also adapt your business to the needs of your customers.
Business benefits of CRM
Implementing a customer relationship management (CRM) solution might
involve considerable time and expense. However, there are many potential
benefits.
A major benefit can be the development of better relations with your existing
customers, which can lead to:
• Increased sales through better timing due to anticipating needs based on
historic trends.
• Identifying needs more effectively by understanding specific customer
Requirements.
• Cross-selling of other products by highlighting and suggesting alternatives or
enhancements.
• Identifying which of your customers are profitable and which are not.
This can lead to better marketing of your products or services by focusing on:
• Effective targeted marketing communications aimed specifically at customer
needs.
• A more personal approach and the development of new or improved products
and services in order to win more business in the future.
Ultimately this could lead to:
• Enhanced customer satisfaction and retention, ensuring that your good
reputation in the marketplace continues to grow.
• Increased value from your existing customers and reduced cost associated with
supporting and servicing them, increasing your overall efficiency and reducing
total cost of sales.
• Improved profitability by focusing on the most profitable customers and
dealing with the unprofitable in more cost-effective ways.
Once your business starts to look after its existing customers effectively, efforts
can be concentrated on finding new customers and expanding your market. The
more you know about your customers, the easier it is to identify new prospects
and increase your customer base.

Types of CRM solution

Customer relationship management (CRM) is important in running a successful
business. The better the relationship, the easier it is to conduct business and
generate revenue. Therefore, using technology to improve CRM makes good
business sense.
CRM solutions fall into the following four broad categories.
1. Outsourced solutions
Application service providers can provide web-based CRM solutions for your
business. This approach is ideal if you need to implement a solution quickly and
your company does not have the in-house skills necessary to tackle the job from
scratch. It is also a good solution if you are already geared towards online e-
commerce.
2. Off-the-shelf solutions
Several software companies offer CRM applications that integrate with existing
packages. Cut-down versions of such software may be suitable for smaller
businesses. This approach is generally the cheapest option as you are investing
in standard software components. The downside is that the software may not
always do precisely what you want, and you may have to trade off functionality
for convenience and price. The key to success is to be flexible without
compromising too much.
3. Custom software
For the ultimate in tailored CRM solutions, consultants and software engineers
will customize or create a CRM system and integrate it with your existing
software. However, this can be expensive and time consuming. If you choose
this option, make sure you carefully specify exactly what you want. This will
usually be the most expensive option and costs will vary depending on what
your software designer quotes.
4. Managed solutions
A half-way house between custom and outsourced solutions, this involves
renting a customized suite of CRM applications as a tailored package. This can
be cost effective but it may mean that you have to compromise in terms of
functionality.

How to implement CRM

The implementation of a customer relationship management (CRM) solution is
best treated as a six-stage process, moving from collecting information about
your customers and processing it to using that information to improve your
marketing and the customer experience.

Stage 1 - Collecting information

The priority should be to capture the information you need to identify your
customers and categorize their behavior. Those businesses with a website and
online customer service have an advantage as customers can enter and maintain
their own details when they buy.
Stage 2 - Storing information
The most effective way to store and manage your customer information is in a
relational database - a centralized customer database that will allow you to run
all your systems from the same source, ensuring that everyone uses up-to-date
information.
Stage 3 - Accessing information
With information collected and stored centrally, the next stage is to make this
information available to staff in the most useful format.
Stage 4 - Analyzing customer behavior
Using data mining tools in spreadsheet programs, which analyze data to identify
patterns or relationships, you can begin to profile customers and develop sales
strategies.

Stage 5 - Marketing more effectively

Many businesses find that a small percentage of their customers generate a high
percentage of their profits. Using CRM to gain a better understanding of your
customers' needs, desires and self-perception, you can reward and target your
most valuable customers.
Stage 6 - Enhancing the customer experience
Just as a small group of customers are the most profitable, a small number of
complaining customers often take up a disproportionate amount of staff time. If
their problems can be identified and resolved quickly, your staff will have more
time for other customers.

Reports to suggest for senior managers

The reports will aggregate the data and present them in a coherent format that
the management in the company can then use to aid them in the decision-
making process. The reports could be no more than summaries of such things as
sales, or they could be more detailed.

 The Summary Reports

These reports take data from different categories and aggregate it. It could be
from different products, or different business units or geographical regions or
accounting periods.
The information that is being aggregated in summary reports is usually
presented in such a way that management can make sense of it. If it is a sales
summary, then it will contain information about sales revenue as well
as divisions for that revenue in terms of geographical location, product
category, and so on.
  The Trend Reports
Trend reports simply show trends, which allow you to compare how different
things perform and they also enable you to compare present performance with
past performance. A trend report of sales, for example, shows the performance
of a given product category or business unit over the course of, say, a year. That
year will then be broken down into months, weeks, and so on so that you can
see how well it did over different periods. You can also see how well a product
category or business unit is doing from one year to the next.
 The Exception Reports
An exception is anything outside of the norm. An exception report will collect
every single instance of these abnormal occurrences and then put them in one
place where management has easy access to it. An exception report
allows management to see what’s not going right and then prioritize
what needs to be solved immediately.
 On-Demand Reports
On-demand reports are produced on demand. The way they look and what is
contained in them depend on both the requirements of
the manager that needs them and on the prevailing circumstances.
The management information format can either be a standard format or a
custom one as required by the requester.
For example, the business owner might want a sales report for a specific product
category to see how well it is selling in a particular location during
a given holiday season, or at a specific price.