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Business analytics for managers: taking business intelligence beyond reporting
WHAT IS THE SCOPE OF BUSINESS ANALYTICS? INFORMATION SYSTEMS—NOT TECHNICAL SOLUTIONS
PURPOSE AND AUDIENCE
ORGANIZATION OF CHAPTERS
WHY THE TERM BUSINESS ANALYTICS?
The Business Analytics Model
OVERVIEW OF THE BUSINESS ANALYTICS MODEL
Strategy Creation
Business Processes and Information Use
Types of Reporting and Analytical Processes
Data Warehouse
Data Sources: IT Operations and Development
DEPLOYMENT OF THE BUSINESS ANALYTICS MODEL
Case Study: How to Make an Information Strategy for a Radio Station
Overall Strategic Targets of the Business
Functional Strategy and Business Case
Business Processes and Actions
Analytical Processes and Front Ends
Data Warehouse
Data Sources: IT Operations and Development
Evaluation of the Business Analytics Process
SUMMARY
Business Analytics at the Strategic Level
LINK BETWEEN STRATEGY AND THE DEPLOYMENT OF BUSINESS ANALYTICS
STRATEGY AND BUSINESS ANALYTICS: FOUR SCENARIOS
Scenario 1: No Formal Link between Strategy and Business Analytics
Scenario 2: Business Analytics Supports Strategy at a Functional Level
Five Requirements for Targets
Scenario 3: Dialogue between the Strategy and the Business Analytics Functions
Scenario 4: Information as a Strategic Resource
WHICH INFORMATION DO WE PRIORITIZE?
The Product and Innovation Perspective
Customer Relations Perspective
The Operational Excellence Perspective
SUMMARY
Development and Deployment of Information at the Functional Level
CASE STUDY: A TRIP TO THE SUMMERHOUSE
Specification of Requirements
Technical Support
Off We Go to the Summerhouse
Lead and Lag Information
More about Lead and Lag Information
ESTABLISHING BUSINESS PROCESSES WITH THE ROCKART MODEL
EXAMPLE: ESTABLISHING NEW BUSINESS PROCESSES WITH THE ROCKART MODEL
Level 1: Identifying the Objectives
Level 2: Identifying an Operational Strategy
Level 3: Identifying the Critical Success Factors
Level 4: Identifying Lead and Lag Information
OPTIMIZING EXISTING BUSINESS PROCESSES
EXAMPLE: DEPLOYING PERFORMANCE MANAGEMENT TO OPTIMIZE EXISTING PROCESSES
Concept of Performance Management
WHICH PROCESS SHOULD WE START WITH?
Customer Relationship Management Activities
Campaign Management
Product Development
Web Log Analyses
Pricing
Human Resource Development
Corporate Performance Management
Finance
Inventory Management
Supply Chain Management
Lean
A CATALOGUE OF IDEAS WITH KEY PERFORMANCE INDICATORS FOR THE COMPANY'S DIFFERENT FUNCTIONS
SUMMARY
Business Analytics at the Analytical Level
DATA, INFORMATION, AND KNOWLEDGE
ANALYST'S ROLE IN THE BUSINESS ANALYTICS MODEL
THREE REQUIREMENTS THE ANALYST MUST MEET
Business Competencies
Tool Kit Must Be in Order (Method Competencies)
Technical Understanding (Data Competencies)
REQUIRED COMPETENCIES FOR THE ANALYST
Analytical Methods (Information Domains)
How to Select the Analytical Method
The Three Imperatives
Descriptive Statistical Methods, Lists, and Reports
Ad Hoc Reports
Manually Updated Reports
Automated Reports: On Demand
Automated Reports: Event Driven
Reports in General
HYPOTHESIS-DRIVEN METHODS
Tests with Several input Variables
DATA MINING WITH TARGET VARIABLES
Data Mining Algorithms
EXPLORATIVE METHODS
Data Reduction
Cluster Analysis
Cross-Sell Models
Up-Sell Models
BUSINESS REQUIREMENTS
Definition of the Overall Problem
Definition of Delivery
Definition of Content
SUMMARY
Business Analytics at the Data Warehouse Level
WHY A DATA WAREHOUSE?
ARCHITECTURE AND PROCESSES IN A DATA WAREHOUSE
Selection of Certain Columns To Be Loaded
Staging Area and Operational Data Stores
Causes and Effects of Poor Data Quality
The Data Warehouse: Functions, Components, and Examples
Alternative Ways of Storing Data
Business Analytics Portal: Functions and Examples
TIPS AND TECHNIQUES IN DATA WAREHOUSING
Master Data Management
Service-Oriented Architecture
How Should Data Be Accessed?
Access to Business Analytics Portals
Access to Data Mart Areas
Access to Data Warehouse Areas
Access to Source Systems
SUMMARY
The Company's Collection of Source Data
WHAT ARE SOURCE SYSTEMS, AND WHAT CAN THEY BE USED FOR?
WHICH INFORMATION IS BEST TO USE FOR WHICH TASK?
WHEN THERE IS MORE THAN ONE WAY TO GET THE JOB DONE
WHEN THE QUALITY OF SOURCE DATA FAILS
SUMMARY
Structuring of a Business Analytics Competency Center
WHAT IS A BUSINESS ANALYTICS COMPETENCY CENTER?
WHY SET UP A BUSINESS ANALYTICS COMPETENCY CENTER?
TASKS AND COMPETENCIES
Establishing an Information Wheel
Creating Synergies between Information Wheels
Educating Users
Prioritizing New Business Analytics Initiatives
Competencies
CENTRALIZED OR DECENTRALIZED ORGANIZATION
Strategy and Performance
When the Analysts Report to the IT Department
WHEN SHOULD A BUSINESS ANALYTICS COMPETENCY CENTER BE ESTABLISHED?
APPLYING THE ANALYTICAL FACTORY APPROACH
SUMMARY
Assessment and Prioritization of Business Analytics Projects
IS IT A STRATEGIC PROJECT OR NOT?
Uncovering the Value Creation of the Project
WHEN PROJECTS RUN OVER SEVERAL YEARS
WHEN THE UNCERTAINTY IS TOO BIG
The Descriptive Part of the Cost/Benefit Analysis for the Business Case
The Cost/Benefit Analysis Used for the Business Case
PROJECTS AS PART OF THE BIGGER PICTURE
Case Study on How to Make an Information Strategy Roadmap
SUMMARY
Business Analytics in the Future
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