Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2018 Summer 2nd Sem 3529903 Management Information System Mis Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA (PART TIME) ? SEMESTER (2) ? EXAMINATION ? SUMMER 2018
Subject Code: 3529903 Date: 25/05/2018
Subject Name: Management Information System (MIS)
Time: 10:30 AM To 01:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q-1(a)
Definitions
A. Non-Programmed Decisions
B. Adhoc Reports
C. Malware
D. Feedback and Control
E. Define MRP
F. CBIS
G. DSS
14
Q-2(a)
Q-2(b)
Q-2(b)
Give 5 negative impact of IT/IS
?The transaction processing system records all the transactions of an organization,
it is the back bone for all the other Information System?. Justify
OR
Elaborate the concept of Office Automation System
07
07
07
Q-3(a)
Q-3(b)
Q-3(A)
Q-3(B)
Describe the Simon Model Of Decision Making
?Reports made in MIS helps in Decision Making?. Comment
OR
Explain Robert Anthony?s Hierarchy?
What are functional Information System and explain any one type of Functional
Information System.
07
07
07
07
Q-4 (a)
Q-4 (b)
Q-4(A)
Q-4(B)
Describe the different types of decisions based on different levels of Management
Explain the concept of SCM
OR
How does the use of the Internet, intranets, and extranets by companies today
support their business processes and activities?
Discuss the merits and demerits of and ERP System
07
07
07
07
Q-5 Case Study
Visitors to the eCourier Web site are greeted with the words ?How happy are you ?
Take the eCourier happy test today!? Those words and the playful purple Web site
represent the company?s customer satisfaction focus. And the company achieves
that happiness through its focus on operational business intelligence. Business
intelligence is moving out of the ivory tower of specialized analysts and is being
brought to the front lines. In the case of eCourier, whose couriers carry 2,000
packages around London each day, operational business intelligence allows the
company to keep real-time tabs on customer satisfaction. ?This is a crucial
differentiator in London?s competitive same-day courier market, where clients are
far more likely to take their business elsewhere than they are to report a problem
to their current courier,? says the company?s chief technology officer and
cofounder Jay Bregman. Just one online directory, London Online, shows about
350 listings for courier services. Before implementing operational business
14
FirstRanker.com - FirstRanker's Choice
1
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA (PART TIME) ? SEMESTER (2) ? EXAMINATION ? SUMMER 2018
Subject Code: 3529903 Date: 25/05/2018
Subject Name: Management Information System (MIS)
Time: 10:30 AM To 01:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q-1(a)
Definitions
A. Non-Programmed Decisions
B. Adhoc Reports
C. Malware
D. Feedback and Control
E. Define MRP
F. CBIS
G. DSS
14
Q-2(a)
Q-2(b)
Q-2(b)
Give 5 negative impact of IT/IS
?The transaction processing system records all the transactions of an organization,
it is the back bone for all the other Information System?. Justify
OR
Elaborate the concept of Office Automation System
07
07
07
Q-3(a)
Q-3(b)
Q-3(A)
Q-3(B)
Describe the Simon Model Of Decision Making
?Reports made in MIS helps in Decision Making?. Comment
OR
Explain Robert Anthony?s Hierarchy?
What are functional Information System and explain any one type of Functional
Information System.
07
07
07
07
Q-4 (a)
Q-4 (b)
Q-4(A)
Q-4(B)
Describe the different types of decisions based on different levels of Management
Explain the concept of SCM
OR
How does the use of the Internet, intranets, and extranets by companies today
support their business processes and activities?
Discuss the merits and demerits of and ERP System
07
07
07
07
Q-5 Case Study
Visitors to the eCourier Web site are greeted with the words ?How happy are you ?
Take the eCourier happy test today!? Those words and the playful purple Web site
represent the company?s customer satisfaction focus. And the company achieves
that happiness through its focus on operational business intelligence. Business
intelligence is moving out of the ivory tower of specialized analysts and is being
brought to the front lines. In the case of eCourier, whose couriers carry 2,000
packages around London each day, operational business intelligence allows the
company to keep real-time tabs on customer satisfaction. ?This is a crucial
differentiator in London?s competitive same-day courier market, where clients are
far more likely to take their business elsewhere than they are to report a problem
to their current courier,? says the company?s chief technology officer and
cofounder Jay Bregman. Just one online directory, London Online, shows about
350 listings for courier services. Before implementing operational business
14
2
intelligence, eCourier sought to define IT as a crucial differentiator. Cofounders
Tom Allason, eCourier?s CEO, and Bregman ditched the idea of phone dispatchers
and instead gave their couriers GPS-enabled handhelds so that couriers can be
tracked and orders can be communicated electronically. They also focused on
making online booking easy and rewarding, and much was invested in user-
friendly applications: Customers can track online exactly where their courier is,
eliminating the package delivery guesswork. Today, 95 percent of deliveries are
booked online; this means that eCourier needs a much smaller staff for monitoring,
tracking, and placing orders, which in turn makes the company more scalable.
Bregman says this is notable in a market where many courier companies use
telephone dispatchers and guesswork about package whereabouts. Booking and
tracking automation?although innovative?did not complete the customer
happiness puzzle.
Without leading edge business intelligence, account managers could miss the
same issues that plagued other courier services?late deliveries, surly couriers, or
even an unnoticed ramp-up in deliveries. ?We?re only one delivery away from
someone deciding to use a different delivery firm,? says Bregman. So eCourier
started to use software from a company called SeeWhy to try to generate customer
data more quickly. ?What?s unique about SeeWhy,? says Bregman, ?is its ability to
report what?s happening with customers instantly.? When a new booking enters
eCourier?s database, the information is duplicated and saved into a repository
within SeeWhy. The software then interprets the data by comparing it with
previous information and trends, and if it notices an anomaly, it takes action. If a
customer typically places an eCourier order every Thursday morning between 9:30
and 10:00 and there?s been no contact during that time, eCourier?s CRM team will
receive an alert shortly after 10:00 that includes the client?s history and the number
of bookings it typically places in a day. Bregman says there?s a fair amount of fine-
tuning to get the metrics right. For example, the company had to tweak the system
to recognize expected shifts in activity so that it doesn?t send a slew of alerts once
the after-Christmas drop in business occurs. Getting that perfect balance of when to
send alerts and how best to optimize the system is an ongoing process, he says.
The SeeWhy software is designed to establish a ?normal? client booking pattern
from the first use, which is deepened with each subsequent booking. A sharp drop-
off in bookings, an increase in bookings, or a change in dormant account activity
generates an alert that is sent to that client?s account manager; the manager uses
the opportunity to problem-solve or, in the case of increased activity, upsell to
overnight or international services. ?These capabilities have provided a big
payoff,? says Bregman. He also believes the system saves his company the
expense of having to hire people to monitor ?who?s happy and who?s not?we?re
able to do a lot more on our customer team with a lot less.? Other approaches to
judging customer dissatisfaction exist. Cablecom, a Swiss telecom company, used
SPSS?s statistical software to mine customer data, primarily from trouble tickets?
such as the average duration of a ticket, or how many tickets had been opened for a
customer over a specific time period?to build a model that could flag when a
customer was at a high risk of leaving. ?But the model proved to be only about 70
percent accurate,? says Federico Cesconi, director of customer insight and
retention. So Cesconi used SPSS?s Dimensions survey research software to create
an online customer survey, and from that he was able to determine that customer
dissatisfaction usually begins around the ninth month of service, with the bulk of
the customer losses occurring between months 12 and 14.
Cesconi then created another survey that he now offers to customers in the seventh
month of service, which includes an area where they can type in specific
complaints and problems. ?Cablecom calls customers within 24 hours of
FirstRanker.com - FirstRanker's Choice
1
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA (PART TIME) ? SEMESTER (2) ? EXAMINATION ? SUMMER 2018
Subject Code: 3529903 Date: 25/05/2018
Subject Name: Management Information System (MIS)
Time: 10:30 AM To 01:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q-1(a)
Definitions
A. Non-Programmed Decisions
B. Adhoc Reports
C. Malware
D. Feedback and Control
E. Define MRP
F. CBIS
G. DSS
14
Q-2(a)
Q-2(b)
Q-2(b)
Give 5 negative impact of IT/IS
?The transaction processing system records all the transactions of an organization,
it is the back bone for all the other Information System?. Justify
OR
Elaborate the concept of Office Automation System
07
07
07
Q-3(a)
Q-3(b)
Q-3(A)
Q-3(B)
Describe the Simon Model Of Decision Making
?Reports made in MIS helps in Decision Making?. Comment
OR
Explain Robert Anthony?s Hierarchy?
What are functional Information System and explain any one type of Functional
Information System.
07
07
07
07
Q-4 (a)
Q-4 (b)
Q-4(A)
Q-4(B)
Describe the different types of decisions based on different levels of Management
Explain the concept of SCM
OR
How does the use of the Internet, intranets, and extranets by companies today
support their business processes and activities?
Discuss the merits and demerits of and ERP System
07
07
07
07
Q-5 Case Study
Visitors to the eCourier Web site are greeted with the words ?How happy are you ?
Take the eCourier happy test today!? Those words and the playful purple Web site
represent the company?s customer satisfaction focus. And the company achieves
that happiness through its focus on operational business intelligence. Business
intelligence is moving out of the ivory tower of specialized analysts and is being
brought to the front lines. In the case of eCourier, whose couriers carry 2,000
packages around London each day, operational business intelligence allows the
company to keep real-time tabs on customer satisfaction. ?This is a crucial
differentiator in London?s competitive same-day courier market, where clients are
far more likely to take their business elsewhere than they are to report a problem
to their current courier,? says the company?s chief technology officer and
cofounder Jay Bregman. Just one online directory, London Online, shows about
350 listings for courier services. Before implementing operational business
14
2
intelligence, eCourier sought to define IT as a crucial differentiator. Cofounders
Tom Allason, eCourier?s CEO, and Bregman ditched the idea of phone dispatchers
and instead gave their couriers GPS-enabled handhelds so that couriers can be
tracked and orders can be communicated electronically. They also focused on
making online booking easy and rewarding, and much was invested in user-
friendly applications: Customers can track online exactly where their courier is,
eliminating the package delivery guesswork. Today, 95 percent of deliveries are
booked online; this means that eCourier needs a much smaller staff for monitoring,
tracking, and placing orders, which in turn makes the company more scalable.
Bregman says this is notable in a market where many courier companies use
telephone dispatchers and guesswork about package whereabouts. Booking and
tracking automation?although innovative?did not complete the customer
happiness puzzle.
Without leading edge business intelligence, account managers could miss the
same issues that plagued other courier services?late deliveries, surly couriers, or
even an unnoticed ramp-up in deliveries. ?We?re only one delivery away from
someone deciding to use a different delivery firm,? says Bregman. So eCourier
started to use software from a company called SeeWhy to try to generate customer
data more quickly. ?What?s unique about SeeWhy,? says Bregman, ?is its ability to
report what?s happening with customers instantly.? When a new booking enters
eCourier?s database, the information is duplicated and saved into a repository
within SeeWhy. The software then interprets the data by comparing it with
previous information and trends, and if it notices an anomaly, it takes action. If a
customer typically places an eCourier order every Thursday morning between 9:30
and 10:00 and there?s been no contact during that time, eCourier?s CRM team will
receive an alert shortly after 10:00 that includes the client?s history and the number
of bookings it typically places in a day. Bregman says there?s a fair amount of fine-
tuning to get the metrics right. For example, the company had to tweak the system
to recognize expected shifts in activity so that it doesn?t send a slew of alerts once
the after-Christmas drop in business occurs. Getting that perfect balance of when to
send alerts and how best to optimize the system is an ongoing process, he says.
The SeeWhy software is designed to establish a ?normal? client booking pattern
from the first use, which is deepened with each subsequent booking. A sharp drop-
off in bookings, an increase in bookings, or a change in dormant account activity
generates an alert that is sent to that client?s account manager; the manager uses
the opportunity to problem-solve or, in the case of increased activity, upsell to
overnight or international services. ?These capabilities have provided a big
payoff,? says Bregman. He also believes the system saves his company the
expense of having to hire people to monitor ?who?s happy and who?s not?we?re
able to do a lot more on our customer team with a lot less.? Other approaches to
judging customer dissatisfaction exist. Cablecom, a Swiss telecom company, used
SPSS?s statistical software to mine customer data, primarily from trouble tickets?
such as the average duration of a ticket, or how many tickets had been opened for a
customer over a specific time period?to build a model that could flag when a
customer was at a high risk of leaving. ?But the model proved to be only about 70
percent accurate,? says Federico Cesconi, director of customer insight and
retention. So Cesconi used SPSS?s Dimensions survey research software to create
an online customer survey, and from that he was able to determine that customer
dissatisfaction usually begins around the ninth month of service, with the bulk of
the customer losses occurring between months 12 and 14.
Cesconi then created another survey that he now offers to customers in the seventh
month of service, which includes an area where they can type in specific
complaints and problems. ?Cablecom calls customers within 24 hours of
3
completing the survey,? says Cesconi. ?The two approaches together provide the
best view of customers ready to bolt, and the best chance at retaining them.? In
2002, global law firm Bryan Cave faced the milliondollar question: How do you
make the most money with your resources while simultaneously delivering the
highest customer value? The problem was pressing. Clients of the firm, which now
has 800 lawyers in 15 offices worldwide, were demanding alternatives to the
traditional hourly fee structure. They wanted new models, such as fixed pricing
and pricing that was adjusted during a project. But making money from these new
billing strategies required the complicated balance of staffing and pricing. Projects
weighted too heavily with a law partner?s time would be expensive (for the law
firm) and not optimized for profit.
Devoting too little of a partner?s time would leave clients feeling undervalued.
Optimizing profit and perceived value had to be achieved by spreading partners?
time throughout a number of cases and balancing the remaining resources needed
for a case with the less-expensive fees of associates and paralegals. ?Clients are
most likely to stay with you if you deliver just the right mix,? says Bryan Cave?s
CIO John Alber. The law firm?s traditional method of analyzing collected fees and
profit used a spreadsheet that was complicated and took too long. ?Spreadsheets
provide a level of detail that can be valuable for analysts,? says Alber, ?but the
information in a spreadsheet can be confusing and difficult to work with.? Alber
says he decided it was better to build an easy-to-understand interface using
business intelligence tools. Although the company will not release specific figures,
both profitability and hours leveraged?the hours worked by equity partners and
all other fee earners at the firm?have increased substantially since the company
implemented its first BI tool in 2004, according to Alber.
The tools also allow lawyers to track budgets in real time so that they can make
adjustments quickly. The BI tools even provide a diversity dashboard, which tracks
the hourly mix of women and minorities working on the firm?s cases, a feature the
company will license to Redwood Analytics for sale to other law firms. The firm
developed this diversity tool to bring transparency to the diversity reporting
process required by many clients. In other words, the tools provide Bryan Cave
with a method of customizing its fees and helping clients better understand what
they get for their money. As an illustration, Alber points to the customized pricing
one lawyer gave to his real estate client. ?Developers think in terms of square
feet,? says Alber, ?and this client couldn?t understand why legal fees for a
400,000-square-foot building might be the same as for a 4,000-square-foot
building, though it required the same amount of the lawyer?s time.? So the lawyer
used the pricing and staffing modeling tools and historical analysis tools to
determine whether it made sense for the law firm to charge clients based on the
size of their projects.
He found that while there was risk of underpricing large buildings, the deal volume
in small buildings offset that risk for the law firm. The result made per-square-foot
pricing possible. ?It may be possible that someone with enough willpower or
manpower could do that using traditional analysis,? says Alber, ?but this lawyer
had the information right at his fingertips.? Business intelligence enables ?us to be
in touch with clients and shift things around in response to what customers are
asking,? says Alber. Adopting new and improved project management, pricing,
and customer service capabilities required planning, appropriate pacing, and user
buy-in. ?In today?s environment, you can?t do value innovation without being in
touch with the economics of your business, without really understanding where
you make money and where you don?t, and that?s what business intelligence tools
do,? says Alber. ?Our goal,? he says, ?is to build the best longterm relationships in
the world.?
FirstRanker.com - FirstRanker's Choice
1
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA (PART TIME) ? SEMESTER (2) ? EXAMINATION ? SUMMER 2018
Subject Code: 3529903 Date: 25/05/2018
Subject Name: Management Information System (MIS)
Time: 10:30 AM To 01:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q-1(a)
Definitions
A. Non-Programmed Decisions
B. Adhoc Reports
C. Malware
D. Feedback and Control
E. Define MRP
F. CBIS
G. DSS
14
Q-2(a)
Q-2(b)
Q-2(b)
Give 5 negative impact of IT/IS
?The transaction processing system records all the transactions of an organization,
it is the back bone for all the other Information System?. Justify
OR
Elaborate the concept of Office Automation System
07
07
07
Q-3(a)
Q-3(b)
Q-3(A)
Q-3(B)
Describe the Simon Model Of Decision Making
?Reports made in MIS helps in Decision Making?. Comment
OR
Explain Robert Anthony?s Hierarchy?
What are functional Information System and explain any one type of Functional
Information System.
07
07
07
07
Q-4 (a)
Q-4 (b)
Q-4(A)
Q-4(B)
Describe the different types of decisions based on different levels of Management
Explain the concept of SCM
OR
How does the use of the Internet, intranets, and extranets by companies today
support their business processes and activities?
Discuss the merits and demerits of and ERP System
07
07
07
07
Q-5 Case Study
Visitors to the eCourier Web site are greeted with the words ?How happy are you ?
Take the eCourier happy test today!? Those words and the playful purple Web site
represent the company?s customer satisfaction focus. And the company achieves
that happiness through its focus on operational business intelligence. Business
intelligence is moving out of the ivory tower of specialized analysts and is being
brought to the front lines. In the case of eCourier, whose couriers carry 2,000
packages around London each day, operational business intelligence allows the
company to keep real-time tabs on customer satisfaction. ?This is a crucial
differentiator in London?s competitive same-day courier market, where clients are
far more likely to take their business elsewhere than they are to report a problem
to their current courier,? says the company?s chief technology officer and
cofounder Jay Bregman. Just one online directory, London Online, shows about
350 listings for courier services. Before implementing operational business
14
2
intelligence, eCourier sought to define IT as a crucial differentiator. Cofounders
Tom Allason, eCourier?s CEO, and Bregman ditched the idea of phone dispatchers
and instead gave their couriers GPS-enabled handhelds so that couriers can be
tracked and orders can be communicated electronically. They also focused on
making online booking easy and rewarding, and much was invested in user-
friendly applications: Customers can track online exactly where their courier is,
eliminating the package delivery guesswork. Today, 95 percent of deliveries are
booked online; this means that eCourier needs a much smaller staff for monitoring,
tracking, and placing orders, which in turn makes the company more scalable.
Bregman says this is notable in a market where many courier companies use
telephone dispatchers and guesswork about package whereabouts. Booking and
tracking automation?although innovative?did not complete the customer
happiness puzzle.
Without leading edge business intelligence, account managers could miss the
same issues that plagued other courier services?late deliveries, surly couriers, or
even an unnoticed ramp-up in deliveries. ?We?re only one delivery away from
someone deciding to use a different delivery firm,? says Bregman. So eCourier
started to use software from a company called SeeWhy to try to generate customer
data more quickly. ?What?s unique about SeeWhy,? says Bregman, ?is its ability to
report what?s happening with customers instantly.? When a new booking enters
eCourier?s database, the information is duplicated and saved into a repository
within SeeWhy. The software then interprets the data by comparing it with
previous information and trends, and if it notices an anomaly, it takes action. If a
customer typically places an eCourier order every Thursday morning between 9:30
and 10:00 and there?s been no contact during that time, eCourier?s CRM team will
receive an alert shortly after 10:00 that includes the client?s history and the number
of bookings it typically places in a day. Bregman says there?s a fair amount of fine-
tuning to get the metrics right. For example, the company had to tweak the system
to recognize expected shifts in activity so that it doesn?t send a slew of alerts once
the after-Christmas drop in business occurs. Getting that perfect balance of when to
send alerts and how best to optimize the system is an ongoing process, he says.
The SeeWhy software is designed to establish a ?normal? client booking pattern
from the first use, which is deepened with each subsequent booking. A sharp drop-
off in bookings, an increase in bookings, or a change in dormant account activity
generates an alert that is sent to that client?s account manager; the manager uses
the opportunity to problem-solve or, in the case of increased activity, upsell to
overnight or international services. ?These capabilities have provided a big
payoff,? says Bregman. He also believes the system saves his company the
expense of having to hire people to monitor ?who?s happy and who?s not?we?re
able to do a lot more on our customer team with a lot less.? Other approaches to
judging customer dissatisfaction exist. Cablecom, a Swiss telecom company, used
SPSS?s statistical software to mine customer data, primarily from trouble tickets?
such as the average duration of a ticket, or how many tickets had been opened for a
customer over a specific time period?to build a model that could flag when a
customer was at a high risk of leaving. ?But the model proved to be only about 70
percent accurate,? says Federico Cesconi, director of customer insight and
retention. So Cesconi used SPSS?s Dimensions survey research software to create
an online customer survey, and from that he was able to determine that customer
dissatisfaction usually begins around the ninth month of service, with the bulk of
the customer losses occurring between months 12 and 14.
Cesconi then created another survey that he now offers to customers in the seventh
month of service, which includes an area where they can type in specific
complaints and problems. ?Cablecom calls customers within 24 hours of
3
completing the survey,? says Cesconi. ?The two approaches together provide the
best view of customers ready to bolt, and the best chance at retaining them.? In
2002, global law firm Bryan Cave faced the milliondollar question: How do you
make the most money with your resources while simultaneously delivering the
highest customer value? The problem was pressing. Clients of the firm, which now
has 800 lawyers in 15 offices worldwide, were demanding alternatives to the
traditional hourly fee structure. They wanted new models, such as fixed pricing
and pricing that was adjusted during a project. But making money from these new
billing strategies required the complicated balance of staffing and pricing. Projects
weighted too heavily with a law partner?s time would be expensive (for the law
firm) and not optimized for profit.
Devoting too little of a partner?s time would leave clients feeling undervalued.
Optimizing profit and perceived value had to be achieved by spreading partners?
time throughout a number of cases and balancing the remaining resources needed
for a case with the less-expensive fees of associates and paralegals. ?Clients are
most likely to stay with you if you deliver just the right mix,? says Bryan Cave?s
CIO John Alber. The law firm?s traditional method of analyzing collected fees and
profit used a spreadsheet that was complicated and took too long. ?Spreadsheets
provide a level of detail that can be valuable for analysts,? says Alber, ?but the
information in a spreadsheet can be confusing and difficult to work with.? Alber
says he decided it was better to build an easy-to-understand interface using
business intelligence tools. Although the company will not release specific figures,
both profitability and hours leveraged?the hours worked by equity partners and
all other fee earners at the firm?have increased substantially since the company
implemented its first BI tool in 2004, according to Alber.
The tools also allow lawyers to track budgets in real time so that they can make
adjustments quickly. The BI tools even provide a diversity dashboard, which tracks
the hourly mix of women and minorities working on the firm?s cases, a feature the
company will license to Redwood Analytics for sale to other law firms. The firm
developed this diversity tool to bring transparency to the diversity reporting
process required by many clients. In other words, the tools provide Bryan Cave
with a method of customizing its fees and helping clients better understand what
they get for their money. As an illustration, Alber points to the customized pricing
one lawyer gave to his real estate client. ?Developers think in terms of square
feet,? says Alber, ?and this client couldn?t understand why legal fees for a
400,000-square-foot building might be the same as for a 4,000-square-foot
building, though it required the same amount of the lawyer?s time.? So the lawyer
used the pricing and staffing modeling tools and historical analysis tools to
determine whether it made sense for the law firm to charge clients based on the
size of their projects.
He found that while there was risk of underpricing large buildings, the deal volume
in small buildings offset that risk for the law firm. The result made per-square-foot
pricing possible. ?It may be possible that someone with enough willpower or
manpower could do that using traditional analysis,? says Alber, ?but this lawyer
had the information right at his fingertips.? Business intelligence enables ?us to be
in touch with clients and shift things around in response to what customers are
asking,? says Alber. Adopting new and improved project management, pricing,
and customer service capabilities required planning, appropriate pacing, and user
buy-in. ?In today?s environment, you can?t do value innovation without being in
touch with the economics of your business, without really understanding where
you make money and where you don?t, and that?s what business intelligence tools
do,? says Alber. ?Our goal,? he says, ?is to build the best longterm relationships in
the world.?
4
A. How do information technologies contribute to the business success of the
companies depicted in the case? Provide an example from each company
explaining how the technology implemented led to improved performance.
B. In the case of law firm Bryan Cave discussed above, the use of BI technology to
improve the availability, access, and presentation of existing information allowed
them to provide tailored and innovative services to their customers. What other
professions could benefit from a similar use of these technologies, and how?
OR
A. Jay Bregman, CTO and cofounder of eCourier, notes that the company hopes
their innovative use of technology will become a differentiator in their competitive
market. More generally, to what extent do specific technologies help companies
gain an edge over their competitors?
B. Why do some companies in a given industry, like eCourier above, adopt and
deploy innovative technologies while others in the same line of business do not?
****************
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This post was last modified on 19 February 2020