COMM391 Section 202 Phase 4

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COMM391 Section 202 Phase 4 by Mind Map: COMM391 Section 202 Phase 4

1. Group 215

1.1. Accountants

1.1.1. A data transaction information system would make the data more accessible. It would increase speed and efficiency for the company.

1.2. City Workforce

1.2.1. Data Matching

1.2.1.1. Data Transaction Processing System: it would help us with our payroll systems, invoicing and billing system, accounts payable and receivables.

1.2.2. Data Mining

1.2.2.1. Find jobs that are popular for each month. Find trends in the general industry to help us in finding new jobs from the industry.

1.2.2.2. We can get this from data from past years through websites like Stats Canada. For example information like sales by type of services, types of jobs, permanent placements, etc.

1.2.2.2.1. Data Warehouse used to analyze the datas. For example we can make a slice-and-dice view of the data with the different provinces in the bottom and the different types of jobs. For example: Administration, Construction, etc.

1.2.2.3. Recruiters

1.2.2.3.1. Recruiters would use this to forecast what types of workers to hire and which companies to advertise the workers.

1.2.3. So this types of data would be used at the administrative level of the general organizations of the workers and the clients.

2. At what level of the organisation will the data/information from Phase 3 be used? And how?

3. Group 205

3.1. The information is used for the strategic management level.

3.1.1. The data will be used to plan company objectives and long term goals

3.1.2. Using location from customers to introduce strategic marketing that's specific to location

3.1.3. Forecasting customer demand throughout the year by using the previous year's records as example and also seeing competitors schedules

3.2. Some information can be used for the operational level

3.2.1. Most efficient route to take during moving by using addresses and a system that calculates the route

3.2.2. Keep in contact with customer base with their phone numbers and email addresses

3.2.3. Database of shipment information, used to keep track of previous and current moves

3.2.4. Schedule employee schedules and trucks based on assignments

4. Group 206

4.1. The information and data about stocks and market fluctuations will be used by the consultants and analysts themselves, through various financial instruments and ratios, in order to make informed recommendations for their customers.

4.1.1. This information will be used to predict market conditions in the future as well as which current trends will continue. Based on these predictions, the analysts will be able to make effective decisions on how to manage their clients' portfolios.

4.1.1.1. Based on the performance of brokers using this information, higher management can decide how to use HRM to incentivize good performers and retrain underperformers

4.1.1.1.1. Helps determine whether a trading strategy or practice is effective or not, based on the portfolio's and the broker's performance and returns.

4.1.2. This data would be made available using operational databases as well as data warehouses. The operational databases exist primarily to store and process these huge amounts of data whereas the data warehouses will translate this data into information for our analysts to use in decision-making tasks

5. Group 207

5.1. DataMed

5.1.1. The information is used at the strategic management level

5.1.1.1. Personalization: Also used by our staff to know more about clients' needs and improve and be efficient for the client's time at the clinic

5.1.1.2. The information gathered about medical details can be used by our doctors and staff

5.1.1.3. All of this is the for the long term strategic goal in improving customer service which we hope will give us a competitive advantage in the industry

5.1.2. Information from Phase 3 that can be used

5.1.2.1. Basic Patient contact information

5.1.2.1.1. E.g. Address, Emergency contact, relatives, etc.

5.1.2.2. Medical Records

5.1.2.3. Specific preference

5.1.2.3.1. Services can be tailored to specific preference to make the service much more personalized. Eg. Food preference after surgery, etc.

5.1.2.3.2. We aim to differentiate through personalization, and make customers feel that they are well taken care of. With this, we aim for retention of customers

5.1.3. How will it be used

5.1.3.1. Customer perspective

5.1.3.1.1. o Improving specific operations that have the highest numbers o Reduced appointment times before meeting with patients, more effiecient o Higher quality operations, more funds being allocated to the most popular procedures o Improvements to facilities that o Integration of popular communication devices/technology • Skype, SMS, email o Analyzing the most popular appointment times data to have more efficient hours of operation

5.1.3.2. Business Perspective

5.1.3.2.1. Using common prescription info to focus funds on highest selling drugs

5.1.3.2.2. Using personalized patient data for doctors to create more effective appointments

5.1.3.2.3. Allowing doctors to prepare for their multiple patients to develop more efficient

5.1.4. We will create a database which will keep a record of all our clients' confidential medical records and personal details

6. Group 218

6.1. MoveIT

6.1.1. Operational Database

6.1.1.1. Moving details (eg. addresses)

6.1.1.2. Truck and movers delivery schedule

6.1.1.3. Keeping an inventory of the boxes and equipment we moved

6.1.2. Managerial Database

6.1.2.1. Industry Trends: so that we will know which audience to reach out to

6.1.2.1.1. Age and background of people will help us to focus on the changing trends in the industry and allocate our sources more effectively to the changing demand (Eg. for students there is seasonal demand, highest number of moves in September and April)

6.1.2.2. Forecast Demand of trucks and movers

6.1.2.2.1. ensure that demand meets supply

6.1.2.3. Demographics of potential client base

6.1.2.3.1. Understand the needs of the consumer (Eg. The location will help us to determine the type of houses which helps us estimate the number of movers and type of trucks to allocate to the move)

6.1.2.3.2. we can tap on the data from property agents to gauge the frequency of moves in certain regions in vancouver and target the regions with the highest frequency.

6.1.2.4. We can get the data from various institutions. For example, we can get the number ot students living in residence from the universities.

6.1.2.4.1. Increase effectiveness of advertising once we have identified the target market

7. Group 219

7.1. Operations: We are going to use most of our data at the operations level under logistics and sales&marketing (customer service). New customers added to the system.

7.1.1. Sales: provide customers with a comprehensive moving package with updated information using TPS. It would be a routine transaction between employees and customers. Using TPS we would be able to update our files based on customer needs and provide them with a personalized service

7.1.2. Operations-Logistics: to track the truck at all times, relay the information to customers (TPS system) In that way we can monitor where trucks are and how many trucks in storage etc.

7.2. Management Control: Under Management control level we would conduct strategies for logistics.

7.2.1. Logistics: Use MIS to seek information and summary reports on popular regions, and average distances travelled so we can make adjustments to inventory, cost analysis, and employees needed based on data from the TPS

7.3. Strategic Management Level: Logistics wise we would use DSS to make forecasts

7.3.1. Logistics: use DSS to analyze data from TPS/MIS to forecast for route planning, transportation scheduling

7.4. Additionally, we will create a data warehouse to compile our old paper-based information in order to analyze later. We would have to transcribe this data

7.4.1. We would store new customer information on operational databases such as the MIS and TPS ones that we mentioned before, and we could later store these to a data warehouse to be analyzed.

8. Group 220

8.1. VanRealty

8.1.1. Analytical Database: Consumer trend Budget of housing Whether financial assistance is required by customers

8.1.2. Operational Database

8.1.2.1. Availability of Housing

8.1.2.2. Housing price

8.1.2.3. Multidimensional Data View through cube: to indicate which customers are important for us based on the value of business we have with them. This will be used to build customer relationship with them

8.1.2.3.1. DSS: This will be used to set up a marketing strategy for us, for example: keeping in touch with our customers. Predict the economic environment

8.1.2.4. Data Mining: to identify trends between economic conditions and property transactions that takes place

8.1.3. TPS: we use this to set up a good payroll system, commission system

8.1.3.1. New node

9. Group 201

9.1. Our information would be used primarily at 3 levels: operation, operational and mangement control

9.1.1. Operations: TPS

9.1.1.1. At the lower level, information would be gathered by patient's RFID tags

9.1.1.2. Store + record patient appointments, and patient records. Input will be created by doctors

9.1.1.3. Doctor schedule for the day; where they are, if they are on time, which rooms are usable

9.1.2. Operational Control: TPS

9.1.2.1. The data here would be used by doctors and receptionists - lower level employees. They would be provided with information to showcase their strengths/weaknesses and where they could improve efficiency (this would primarily come from patient interaction data). They would also be provided information on their schedules based on logistical information gathered from the appointment database and clinic overall schedule.

9.1.2.2. Patient demographic trends could also present patterns such as which doctors are preferred by certain age groups and genders.

9.1.2.3. Inventory management; for surgical and clinical supplies. This would allow us to anticipate needs based on inventory patterns.

9.1.2.4. Each patient's records would be stored in a individual file, updated in the operational database after each appointment. Therefore when patients arrived doctor's could easily access their previous records, diagnoses, and how often they have been to the clinic.

9.1.3. Management Control: MIS

9.1.3.1. Patient Interaction records would be used to gather an idea of the most common diagnosis, and the symptoms these usually present with. This would allow doctors to more efficiently anticipate patient illness.

9.1.3.2. Average appointment times based on symptoms at time of appointment would allow for efficient scheduling. If patients who commonly present with headache usually take a 20 minute appointment, we can ensure that when future patients present with the same symptom they are allocated 20 minutes.

9.1.3.3. Strengths/Weaknesses of doctors would allow for quality and efficiency management. If one doctor can perform a surgery more efficiently then another then he should be scheduled to perform that type.

9.1.3.4. Logistical information could be aggregated to determine which rooms are used most often, which cleaning rotation would be most effective (based on which rooms need cleaning when)

10. Group 214

10.1. Data Needs:

10.1.1. collection of data pertaining to the stock market from sources such as Bloomberg and customer transactions while collecting information that is an aggregation of facts that is useful in management and decision making

10.1.1.1. information will be analyzed by primarily upper management, analyst and broker levels of the organization

10.1.1.1.1. upper management will be able to analyze the information they are provided to make strategic decisions decisions for the company. things such as:

10.1.1.1.2. The analysts will use the data to analyze the capital market updates, and essentially create the products that vanalyst provides

10.1.1.1.3. Brokers recieve data from the analysts in form of products, and it is their job to analyze the clients they are dealing with in order to provide clients with products that are directly suited for their investment preferences

11. Group 213

11.1. Good Foods Canada

11.1.1. Supply Chain Data

11.1.1.1. Logistics Management

11.1.1.1.1. Data Mining willl provide us with information on where there are time lags and discrepancies in the system, and thus we can make implications as to where there is room for improvements.

11.1.1.2. Operations/ Inventory Management

11.1.1.2.1. Insuring there is a constant communication between those that receive information on what products are needed and when ( as determined from the market research) and those who are in charge of getting the products from point a (farmers) to point b (the store)

11.1.1.3. Suppliers

11.1.1.3.1. Having clear communication between the company and the suppliers will allow the farmers to better predict when they need to have their crops and dairy products ready

11.1.2. Market Research will be used by Management and Sales Team

11.1.2.1. Management will use the market research in order to better understand the target market and how to better serve this market

11.1.2.2. We can keep a data warehouse that connects the date from all three locations and our online store- using Transaction Processing Systems that keep track of the routine transactions online and instore= OPERATIONS

11.1.2.2.1. This will provide management, business decision makers, and the customer service team with a well rounded view on the consumers demand

11.1.2.2.2. easily accessible information that is organized according to sales volumes of specific products and the dates in which they are purchased

12. Group 212

12.1. MoveIT

12.1.1. Value Proposition: MoveIt offers a personalized and fast moving service by using a detailed scheduling system that gathers and records customer moving preferences and needs prior to the move.

12.1.1.1. Information: information about customers’ moving preferences and needs

12.1.1.1.1. The Data: The number of movers/trucks required for a certain move, the goods that we are moving, specific supplies required for the move, the time it takes for the move to be completed

13. Group 211

13.1. Good Foods Canada

13.1.1. Operational Control

13.1.1.1. We will use this control to figure out when to order new products

13.1.1.1.1. Up-to-date inventory database will be used to keep track of this

13.1.1.2. TPS

13.1.1.2.1. Will provide useful data for management decisions

13.1.1.3. Inventory-tracking

13.1.1.3.1. This is mentioned above with the up-to-date inventory database. However it is absolutely critical that we have a very easy to follow and update tracking system for our goods because we are pushing for quality on expired goods.

13.1.1.4. Days/Weeks of delivery

13.1.1.4.1. The day/week of delivery that the customer wants is crucial to work exactly with our inventory-tracking system. If a customer wants a certain good to be delivered at the end of the week and we only have stock that expires at the end of the week than we are in trouble.

13.1.2. Strategic Management

13.1.2.1. Sales Data

13.1.2.1.1. Using past sales data on how much of each product is being bought/sold is a good indicator of trends that are occuring in the market. Using this information to buy a bigger supply of a very high demand product will satisfy our customers.

13.1.2.2. Delivery Addresses

13.1.2.2.1. Delivery addresses are a great for strategic management because we are a delivery-based company. By checking if certain areas have higher-turnout than other areas can help us establish better routes as well as potential new warehouses

13.1.2.3. Demographic Information from our Customers

13.1.2.3.1. This will help with our marketing and branding for the future. By finding out what demographics are responding to our sales, we can easily focus on a much more targeted market that will have a higher success rate than other markets.

13.1.3. Management Control

13.1.3.1. Sales Performance

13.1.3.1.1. Though our company is not based on commission, sales performance based on which products are in high-demand at the moment can help us manage our warehouse team to manage our goods much more efficiently

13.1.3.2. High-Demand Goods/ Low-Demand Goods/Expiring Goods

13.1.3.2.1. All this data is derived from the inventory-tracking system above as well as the sales data from our website or from our store.

13.1.4. Operations

13.1.4.1. Employee Work-schedules

13.1.4.1.1. Self Explanatory, Needed for all day-to-day operations.

13.2. On an added note: if we do not have a good inventory database, our company falls apart due to poor production/quality

13.3. Our extensive data on worker/workplace characteristics and worker/employee ratings will be mined to find correlations between these characteristics and job satisfaction and performance.

14. Group 208

14.1. Good Foods

14.1.1. Information on quality of suppliers e.g. info on freshness, organic certification, appearance, taste etc.

14.1.1.1. Strategic

14.1.1.1.1. EIS

14.1.1.2. Operational

14.1.1.2.1. TPS

14.1.2. Information about pricing (to ensure they are "reasonable" e.g. competitors prices, customers' willingness to pay etc.

14.1.2.1. Management

14.1.2.1.1. MIS

14.1.3. Supplier Location

14.1.3.1. Management

14.1.3.1.1. MIS

14.1.3.2. Operational

14.1.3.2.1. TPS

14.1.4. Customer info.

14.1.4.1. Strategic

14.1.4.1.1. EIS

14.1.4.2. Operational

14.1.4.2.1. TPS

15. Group 209

15.1. City Workforce

15.1.1. Two main uses of the data

15.1.1.1. Operational accounting/scheduling purposes

15.1.1.1.1. Using data collected from each user of the system (temp employees and employers), will match available workers to job positions based on schedule compatibility.

15.1.1.1.2. As scheduling is handled electronically, billing of companies and payment of employees can be performed by the system at the same time.

15.1.1.2. Our extensive data on worker/workplace characteristics and worker/employee ratings will be mined to find correlations between these characteristics and job satisfaction and performance.

15.1.2. Two main methods of data collection

15.1.2.1. Applications of temp workers are done online. There are specific data fields that workers are required to select as part of registration (e.g., education, years of past experience in various industries, interests, personality characteristics, etc.). Companies communicate their requirements to us using a similar web-based system.

15.1.2.2. Temps and employers complete surveys after temp assignments are completed. These surveys aim to measure overall satisfaction (worker's satisfaction with the jobs that they had, and employer's statisfaction with the

16. Group 210

16.1. Good Foods

16.1.1. The information from Phase 3 will be used in the Operational level

16.1.1.1. Inventory Management (Restock purposes)

16.1.1.1.1. Controlling inventory--know when to submit orders

16.1.1.1.2. Demand forecasting (eg: different seasons, holidays, etc.)

16.1.1.2. In order to help operations with their use of information, we will look to implement a data warehouse to store all the necessary customer data.

16.1.1.2.1. Keeping systems/files up to date for current information

16.1.1.3. Data creation will be through the use of IT systems such as RFID which will provide us with the necessary information to operate on a daily basis

16.1.1.3.1. We will also look to use TPS to help us log transactions which will create valuable data for us to use not only for operational purposes but also aid management in decision making

16.1.1.4. Track online sales - most popular locations customers are ordering from

16.1.1.4.1. Offer discounts to customers in those specific locations (eg. sales data)

16.1.1.5. Average distance for delivery

16.1.2. Management Level: Use data from operations to do secondary research in order to better understand customer trends and how to increase demand for organic products.

16.1.2.1. Use of MIS (weekly summary reports of our organic food inventory)

16.1.2.1.1. Data taken from TPS

16.1.2.2. Sales reports

16.1.2.2.1. Track online sales - most popular locations customers are ordering from

17. Group 204

17.1. Some of the information would be used for Management Control.

17.1.1. Information such as graphic rating scales would be used in order to monitor performance of our employees

17.1.1.1. Data would be gathered from clients in the form of surveys and this data would go into management control in order for City Workforce to make adjustments in pairing future employees with clients.

17.1.1.1.1. Performance Appraisal would be determined through computerized programs that keeps a track of a client's opinion on a employee based on the Behaviorally Anchored Rating scale (BARS) that is provided by City Workforce

17.1.2. Information about the industry, or the current economic trends would be sent to management control in order to allow City Workforce to adjust to the fluctuations in demand and supply.

17.1.2.1. Information will be gathered from Stats Canada and stored at this level in order to ensure that there is no excess or lack of supply of employees.

17.1.2.2. There will be personnel who focus on economic and market trends in order to better find statistics and prepare for changes in the market

17.1.3. City Workforce also wants to focus on Management by Objectives and then sending that data over to Management control in order to further future goals set between City Workforce and clients.

17.1.3.1. Collaborative goal setting between manager and employee as well as manager and City Workforce in order to better keep records of goals or progress that employees have made as well as what is to be expected by the clients.

17.2. Some of the information would be used for Operational levels of decision making.

17.2.1. Data on individuals skills and aptitudes in the form of skills inventories would be collected and given to operational levels of decision making in order to properly divide employees into different target markets.

17.2.1.1. This information will be gathered through computerized records summarizing employee's skills and so on, so that day to day computerized selection processes of employees to clients are not inaccurate

17.2.2. City Workforce wants to create personal "Wiki's" through the Networked Collective Intelligence

17.2.2.1. This allows for a high and effective way to store employee records

18. Group 203

18.1. Data/information will be used for strategic management and management control

18.1.1. Monitoring performance of employees and customers, make dedisions about whether to keep serving the customer or not

18.1.1.1. CRM - establishing effective relationships with customers. Activity level of agents, follow ups, referrals, coldcalls, walk ins, lead generation

18.1.1.1.1. TPS: TPS can help us process routine business transactions and minimize information lag time. VanRealty can use TPS to record routine and administration activities. This can help update storage and summarization of paper work. TPS processes cheques for commission payments to our agents. TPS also helps prepare necessary documents prior to when its needed to ensure minimization of lag time and hassle

18.1.2. Strategic: Forecasting demand and trends (economic, pricing, immigration, mortgage rates, demographics) to decide what type of people to recruit, and to provide effective training

18.1.2.1. Data will be collected through StatsCan, banks, economic and industry reports, customer profile tracking (CRM), MLS,

18.1.2.1.1. DSS: trying to anticipate the future of the of the market, economy, and customer trends. Using data from the past as a basis for our prediction. We want to be able to make quick flexible changes to adapt. DSS can help us analyze our decisions. We would like Demand Forecasting. VanRealty can use this system to decide what kind of training is needed for agents to adapt to the changing market.

19. Group 202: City WorkForce

19.1. Employment data concerning number/type/level of temporary positions created in the past five years

19.1.1. DSS: Executive management - Forecast supply to interpret trends in which fields there has been an increase/decrease of demand

19.1.1.1. Accordingly, make changes to recruitment and screening directives for all regional offices. Alter the organizational structure to

19.1.1.2. Alter organizational structure (transfer employees from one office to another, promote in key groups under development)

19.1.1.3. Set/update company-wide goals, create the criteria for how corporate goals are being met.

19.1.1.4. Seasonality of some kinds of positions?

19.2. Candidate qualification data (Resume Information) qualifications, experience, portfolio, references

19.2.1. MIS Textmining: Regional and bureau recruiters

19.2.1.1. Pre-screen applicants according to recruityment directives

19.2.1.2. Interpret changes in supply in different ares of specializations

19.2.1.3. Reference checks

19.2.1.4. Match employees to positions in a fast and efficient manner

19.2.1.5. Understand in which areas the applicant can improve and continue to develop their skills in those areas

19.3. Job Openings and Need for Employees (Scheduling)

19.3.1. MIS Textmining: Line workers

19.3.1.1. Interpret the job descriptions to match them with the best qualified candidates

19.3.1.2. Prioritize the needs of different employers

19.3.1.3. Match availabilities of candidates with employers

19.4. Revenue Data: Subscription Fees and Commissions

19.4.1. TPS: Line manager/Finance dept.

19.4.1.1. Determine salaries for employees

19.4.1.2. Performance measure for employees

19.4.1.3. Refine revenue model (entail transfering information to the executive level)

19.4.1.4. Breaking even?

19.5. Industry metrics data

19.5.1. DDS: Executive/branch manager level

19.5.1.1. Using industry data on subscription and readership (web vs. print) to gain insight on which employers are gaining market share and the areas they would like to develop

19.5.1.1.1. Work with company's in house HR department to determine their new hiring directives, and predicted demands