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Sunday, April 20, 2008
The Next Wave of Business Analytics
Article:
The Next Wave of Business Analytics. By: Veset, Dan; McDonough, Brian. DM Review, Mar2007, Vol. 17 Issue 3, p20-22, 3p; (AN 25155923)
The article gives insight on a survey conducted on Business Intelligence (BI) in 2006.BI helps users and firms make better business decisions utilizing database query, reporting and online analytical processing (OLAP) technologies.
The article discusses Business Analytics (BA) which is the next wave in BI.BA includes tools and applications for tracking ,storing ,analyzing ,modeling and delivering data in support of automating decision making and reporting processes.
The article talks about the BI market progression in 15 year cycles. From 1975 to 1990 firms relied on large mainframes for its reporting needs. From 1990 to 2005 saw the beginning of client server based BI to Web based acrchitecture. The new wave of BA will last till 2020.
BA projects can include a broad range of software across a technology stack, including data integration, data warehouse management and various analytic applications and BI tools.
The article also suggest emergence of open source BI software with simpler reporting functions and subscription based BA software.
Overall the article talks about the increasing need of BA and its growing importance across industries. IT departments would face the growing demand of end user BA needs and develop software services that will help faster and better business decision making.
The Next Wave of Business Analytics. By: Veset, Dan; McDonough, Brian. DM Review, Mar2007, Vol. 17 Issue 3, p20-22, 3p; (AN 25155923)
The article gives insight on a survey conducted on Business Intelligence (BI) in 2006.BI helps users and firms make better business decisions utilizing database query, reporting and online analytical processing (OLAP) technologies.
The article discusses Business Analytics (BA) which is the next wave in BI.BA includes tools and applications for tracking ,storing ,analyzing ,modeling and delivering data in support of automating decision making and reporting processes.
The article talks about the BI market progression in 15 year cycles. From 1975 to 1990 firms relied on large mainframes for its reporting needs. From 1990 to 2005 saw the beginning of client server based BI to Web based acrchitecture. The new wave of BA will last till 2020.
BA projects can include a broad range of software across a technology stack, including data integration, data warehouse management and various analytic applications and BI tools.
The article also suggest emergence of open source BI software with simpler reporting functions and subscription based BA software.
Overall the article talks about the increasing need of BA and its growing importance across industries. IT departments would face the growing demand of end user BA needs and develop software services that will help faster and better business decision making.
Panasonic - Data warehouse case study
Chapter 6: Case Study
2. Business performance and ability to execute its strategy
Panasonic product offerings and business operations spanned across the globe with several manufacturing units, sales divisions and administrative offices located in various countries and regions. Panasonic’s worldwide operations with fragmented office units each with its own IT applications that worked discretely from the rest of the company resulted in their product and customer data being inconsistent, duplicate and or incomplete
The different sources and versions of data impacted operational efficiency negatively and the company had to spend a lot more time and money to deal with these data inconsistencies.
Prices of new technology offerings and products decrease over a time and in order to maintain profit margins it was very critical that Panasonic reduce operational costs and increase sales growth.
For a successful product launch all of the product data such as product photo, manuals, pricing data and point of sale marketing information have to be rolled out with high accuracy, consistency within short time periods.
Data movement through legacy systems, fax machines, e-mail, phone calls and regular mail made data management vulnerable to inefficiencies and inaccuracies.
The current disparity in its organization, application systems and data management caused greater time and effort to create data for launching products globally which gave an advantage for competitors to infiltrate markets and eat into the potential Panasonic customer base.
3. Panasonic decided to follow a single source data repository system for its enterprise by implementing master-data-management (MDM) software from IBM’s Web sphere line of system. MDM software aims to merge disparate records into one authenticated master file. MDM helped to fix discrepancies among the databases used by various departments, consolidate data as well as systematize the business processes related to the data.
The service layer of the MDM maintains the integrity of the master data and synchronizes updates to the master file.
The deployment of the IBM MDM software paid dividends within its first year and half. Panasonic was able to get products to the market faster and spend 50 % less time creating and maintaining product information. Time to market for a product was reduced from five to six months to one to two months. Panasonic Europe improved its efficiency by a factor of 5 and anticipated sales increase by 3.5 %.
2. Business performance and ability to execute its strategy
Panasonic product offerings and business operations spanned across the globe with several manufacturing units, sales divisions and administrative offices located in various countries and regions. Panasonic’s worldwide operations with fragmented office units each with its own IT applications that worked discretely from the rest of the company resulted in their product and customer data being inconsistent, duplicate and or incomplete
The different sources and versions of data impacted operational efficiency negatively and the company had to spend a lot more time and money to deal with these data inconsistencies.
Prices of new technology offerings and products decrease over a time and in order to maintain profit margins it was very critical that Panasonic reduce operational costs and increase sales growth.
For a successful product launch all of the product data such as product photo, manuals, pricing data and point of sale marketing information have to be rolled out with high accuracy, consistency within short time periods.
Data movement through legacy systems, fax machines, e-mail, phone calls and regular mail made data management vulnerable to inefficiencies and inaccuracies.
The current disparity in its organization, application systems and data management caused greater time and effort to create data for launching products globally which gave an advantage for competitors to infiltrate markets and eat into the potential Panasonic customer base.
3. Panasonic decided to follow a single source data repository system for its enterprise by implementing master-data-management (MDM) software from IBM’s Web sphere line of system. MDM software aims to merge disparate records into one authenticated master file. MDM helped to fix discrepancies among the databases used by various departments, consolidate data as well as systematize the business processes related to the data.
The service layer of the MDM maintains the integrity of the master data and synchronizes updates to the master file.
The deployment of the IBM MDM software paid dividends within its first year and half. Panasonic was able to get products to the market faster and spend 50 % less time creating and maintaining product information. Time to market for a product was reduced from five to six months to one to two months. Panasonic Europe improved its efficiency by a factor of 5 and anticipated sales increase by 3.5 %.
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