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Business analytics for managers: taking business intelligence beyond reporting

WHAT IS THE SCOPE OF BUSINESS ANALYTICS? INFORMATION SYSTEMS—NOT TECHNICAL SOLUTIONSPURPOSE AND AUDIENCEORGANIZATION OF CHAPTERSWHY THE TERM BUSINESS ANALYTICS?The Business Analytics Model OVERVIEW OF THE BUSINESS ANALYTICS MODELStrategy CreationBusiness Processes and Information UseTypes of Reporting and Analytical ProcessesData WarehouseData Sources: IT Operations and DevelopmentDEPLOYMENT OF THE BUSINESS ANALYTICS MODELCase Study: How to Make an Information Strategy for a Radio StationOverall Strategic Targets of the BusinessFunctional Strategy and Business CaseBusiness Processes and ActionsAnalytical Processes and Front EndsData WarehouseData Sources: IT Operations and DevelopmentEvaluation of the Business Analytics ProcessSUMMARYBusiness Analytics at the Strategic LevelLINK BETWEEN STRATEGY AND THE DEPLOYMENT OF BUSINESS ANALYTICSSTRATEGY AND BUSINESS ANALYTICS: FOUR SCENARIOSScenario 1: No Formal Link between Strategy and Business AnalyticsScenario 2: Business Analytics Supports Strategy at a Functional LevelFive Requirements for TargetsScenario 3: Dialogue between the Strategy and the Business Analytics FunctionsScenario 4: Information as a Strategic ResourceWHICH INFORMATION DO WE PRIORITIZE?The Product and Innovation PerspectiveCustomer Relations PerspectiveThe Operational Excellence PerspectiveSUMMARYDevelopment and Deployment of Information at the Functional LevelCASE STUDY: A TRIP TO THE SUMMERHOUSESpecification of RequirementsTechnical SupportOff We Go to the SummerhouseLead and Lag InformationMore about Lead and Lag InformationESTABLISHING BUSINESS PROCESSES WITH THE ROCKART MODELEXAMPLE: ESTABLISHING NEW BUSINESS PROCESSES WITH THE ROCKART MODELLevel 1: Identifying the ObjectivesLevel 2: Identifying an Operational StrategyLevel 3: Identifying the Critical Success FactorsLevel 4: Identifying Lead and Lag InformationOPTIMIZING EXISTING BUSINESS PROCESSESEXAMPLE: DEPLOYING PERFORMANCE MANAGEMENT TO OPTIMIZE EXISTING PROCESSESConcept of Performance ManagementWHICH PROCESS SHOULD WE START WITH?Customer Relationship Management ActivitiesCampaign ManagementProduct DevelopmentWeb Log AnalysesPricingHuman Resource DevelopmentCorporate Performance ManagementFinanceInventory ManagementSupply Chain ManagementLeanA CATALOGUE OF IDEAS WITH KEY PERFORMANCE INDICATORS FOR THE COMPANY'S DIFFERENT FUNCTIONSSUMMARYBusiness Analytics at the Analytical LevelDATA, INFORMATION, AND KNOWLEDGEANALYST'S ROLE IN THE BUSINESS ANALYTICS MODELTHREE REQUIREMENTS THE ANALYST MUST MEETBusiness CompetenciesTool Kit Must Be in Order (Method Competencies)Technical Understanding (Data Competencies)REQUIRED COMPETENCIES FOR THE ANALYSTAnalytical Methods (Information Domains)How to Select the Analytical MethodThe Three ImperativesDescriptive Statistical Methods, Lists, and ReportsAd Hoc ReportsManually Updated ReportsAutomated Reports: On DemandAutomated Reports: Event DrivenReports in GeneralHYPOTHESIS-DRIVEN METHODSTests with Several input VariablesDATA MINING WITH TARGET VARIABLESData Mining AlgorithmsEXPLORATIVE METHODSData ReductionCluster AnalysisCross-Sell ModelsUp-Sell ModelsBUSINESS REQUIREMENTSDefinition of the Overall ProblemDefinition of DeliveryDefinition of ContentSUMMARYBusiness Analytics at the Data Warehouse LevelWHY A DATA WAREHOUSE?ARCHITECTURE AND PROCESSES IN A DATA WAREHOUSESelection of Certain Columns To Be LoadedStaging Area and Operational Data StoresCauses and Effects of Poor Data QualityThe Data Warehouse: Functions, Components, and ExamplesAlternative Ways of Storing DataBusiness Analytics Portal: Functions and ExamplesTIPS AND TECHNIQUES IN DATA WAREHOUSINGMaster Data ManagementService-Oriented ArchitectureHow Should Data Be Accessed?Access to Business Analytics PortalsAccess to Data Mart AreasAccess to Data Warehouse AreasAccess to Source SystemsSUMMARYThe 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 DONEWHEN THE QUALITY OF SOURCE DATA FAILSSUMMARYStructuring of a Business Analytics Competency CenterWHAT IS A BUSINESS ANALYTICS COMPETENCY CENTER?WHY SET UP A BUSINESS ANALYTICS COMPETENCY CENTER?TASKS AND COMPETENCIESEstablishing an Information WheelCreating Synergies between Information WheelsEducating UsersPrioritizing New Business Analytics InitiativesCompetenciesCENTRALIZED OR DECENTRALIZED ORGANIZATIONStrategy and PerformanceWhen the Analysts Report to the IT DepartmentWHEN SHOULD A BUSINESS ANALYTICS COMPETENCY CENTER BE ESTABLISHED?APPLYING THE ANALYTICAL FACTORY APPROACHSUMMARYAssessment and Prioritization of Business Analytics ProjectsIS IT A STRATEGIC PROJECT OR NOT?Uncovering the Value Creation of the ProjectWHEN PROJECTS RUN OVER SEVERAL YEARSWHEN THE UNCERTAINTY IS TOO BIGThe Descriptive Part of the Cost/Benefit Analysis for the Business CaseThe Cost/Benefit Analysis Used for the Business CasePROJECTS AS PART OF THE BIGGER PICTURECase Study on How to Make an Information Strategy RoadmapSUMMARYBusiness Analytics in the Future
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