Management Information System

Books

Joseph P.T. Sj., Mohapatra S.,MANAGEMENT INFORMATION SYSTEMS IN KNOWLEDGE-ECONOMY, PHI

Learning Pvt. Ltd.,New Delhi, 2008.

Mohapatra S.,Cases in management Information System, PHI Learning Pvt. Ltd.,New Delhi, 2008.

Mohapatra Sanjay. 2009. Business Process Automation., PHI Learning Pvt. Ltd., New Delhi.

Chapters in Books

e-microfinance: A cognitive 'just' rural business model, Technology and Innovation in Marketing, Dr.
Gera R, Allied Publishers, New Delhi, 2008.

Role of IT in poverty alleviation, Advances in Technology and Innovations in Marketing, Dr Gera R,

Macmillan, New Delhi, 2009.

Technology and Green Marketing with focus on eco-tourism, Advances in Technology and Innovations in
Marketing, Dr. Gera R, Macmillan Publishers, New Delhi, 2009.

Refereed Journals

Mohapatra Sanjay, “Reliable Iterative Testing Environment (RITE) – a case of software development
model, Vilakshan Sep ’07.

Mohapatra Sanjay, Software Product Development Model For Achieving Business Goal - An Experience
Based Report At J & B Software, IMI Disha, 2008.

Mohapatra Sanjay and Roy Rajeev, Ginger Hotels: Use of IT in Budget Hotels in India - The Journal of
American Academy of Business, Cambridge, VOLUME 13, NUMBER 2, September, 2008

Mohapatra Sanjay, MAXIMIZING PRODUCTIVITY BY CONTROLLING INFLUENCING FACTORS IN

COMMERCIAL SOFTWARE DEVELOPMENT", International Journal of Information and Communication
Technology Vol. 1 Issue. 3, 2008.

Mohapatra Sanjay, Technology Enabled Entrepreneurship under Poverty Alleviation, Mgt Review : Intl
Journal (MRIJ) Vol 3, No.2, 2008.

Mohapatra Sanjay, “IMPROVISED PROCESS FOR QUALITY THROUGH QUANTITATIVE PROJECT

MANAGEMENT: An experience from SOFTWARE development projects”, International Journal of
Information and Communication Technology (IJICT), Vol.2 No.4, 2010.

Mohapatra Sanjay, Improving Cost of Quality through Benchmarking exercise, Journal of International
Management Studies Volume 4, Number1, February 2009.
Mohapatra Sanjay, ‘Better Healthcare at reduced cost through electronic integration of patient care
data’, International Journal of Electronic Healthcare, Vol. 5, Issue 1, 2009.

Mohapatra Sanjay, Tiwary Mani “Using Business Intelligence for Automating Business Processes in
Insurance”, International Journal of Advancements in Computing Technology, Vol.1, Number 2, Dec
2009.

Mohapatra Sanjay, “Framework for HRIS Implementation in Non-IT Sector”, Journal of Convergence
Information Technology, Vol.4, No.4, Dec 2009.

Mohapatra Sanjay, “Book Review – The Adventures of an IT Leader (Austin et al., Harvard Business
School Press, Boston)”, Vilakshan, Volume VII Issue No.1, Mar 2010.

Rao, Umesh and Mohapatra, Sanjay, “Mobile Solution for Improving Operational Efficiency in
Agricultural Sector”, Advances in Information Sciences and Service Sciences, Volume 2, Number 1,
March 2010.

Mohapatra Sanjay, “Book Review - Technology Scorecards, Sam Bansal, John Wiley and Sons, New
Jersey”, Vilakshan, Vol VII, issue No.2, Sep 2010.

Conferences:

 Chapter six in a book titled ‘Technology and Innovation in Marketing’, Allied Publishers Pvt. Ltd.,2008.

ADVANCEMENT_TOWARDS_WORLD_CLASS_HEALTHCARE_SYSTEM_IN_INDIA - Millennium
Development Goals (MDGs) & Health - Conference in XIMB, 2008.

Software Product Development Model For Achieving Business Goal - An Experience Based Report At J &
B Software, IMIDisha, vol 1, 2008.

Mohapatra S, Anand S, Bala P K, 2008, A framework for technology enabled e-microfinancing,

Conference on Information Science Technology and Management 2008.

Mohapatra Sanjay & Roy Rajeev, Impact of ICT on primary education, ICCT 2009 International
Conference on Communication Technology,2009.

Mohapatra Sanjay, Agri marketing - evolution of technology in dairy marketing, ICARD 2009
International Conference on Agripreneurship.

Umesh H Rao, Mohapatra Sanjay, 2009, Mobile Technology for Irrigation problems in rural India, ICISS
2009, Seoul, Korea.

Umesh H Rao, Mohapatra Sanjay, 2010, Deploying Network Management solutions in enterprises,
International Conference on Networked Computing (INC2010).
Module 1

Core Concepts in Information Systems

What is MIS?

• An information system designed by an organization to collect collect, manipulate, and

disseminate data or information on a program

• Includes hardware, software, people, communications systems, and data

• Allows managers to plan, monitor, and evaluate operations and performance of an activity

• Designed and used for administrative purposes

Role of MIS in business

• Roles:

- support of business operations

- support of managerial decision making

- support of strategic competitive advantage

• ‘In an organization, information is the blood and MIS is the heart’.

Subsystems and supersystems of IS

Progress in MIS
Enabling Role of Information Technology

Enabling Role of Information Technology

Impact of MIS and IT on an Organization

As transactional Information Systems:

- enables enterprise-wide shared and integrated

databases through :

i. improved decision making

ii. improved MIS reporting

- enables enterprise-wide cross functional work flow

automation through :

i. improving Intra-organizational transactions

ii. reducing in business processes lead times

iii. improved inventory and working capital management

iv. improved financial reconciliation

Impact of MIS on an organization

Improves business process performance through:

- automation of business processes

- simplification of business processes

- elimination of non value adding business processes

- reengineering of business processes

Work Flow: Purchase Process

Impact of MIS on an organization

MIS as a coordination and planning information system results in:

- improved coordination among sales, production

stores, purchase, and accounts due to close loop

systems and online data

- dynamic scheduling of production and purchase-

based on feedback from sales and visa versa

Sales Order Processing

Sales Statistics
The competitive edge

• To be competitive today you need:

- the flexibility to take on new business opportunities as they arise

- a business framework that lets you

i. optimize business processes

ii. cut costs

ii. improve customer service

iv. shorten your time to market

- comprehensive decision support tools to provide up-to-date information on revenues, budget

performance, sales, and cash-flow

• E-business can help provide the competitive edge you need

E-Business

What is E-Business?

• E-business is a new way of conducting, managing, and executing business transactions using IT
and telecommunications networks (Internet and Extranet)

• E-business is remaking the business world by:

- redefining virtually every business process and function

- changing conventional concepts and rules about strategic

alliances, outsourcing, competition, industry specialization, and customer relationships

- creating a wealth of information about customers, enabling businesses to anticipate and satisfy
individual needs with pinpoint precision
- blurring the lines between industries

- challenging every business to reinvent itself

 It provides companies with new, more cost and time-efficient means

for working with customers, suppliers, and development partners

Module 2

Information Systems Infrastructure

What is ISI all about?

• Is it about IT Infrastructure? Is it about Network Infrastructure?

• ISI is:

– a base of shared technological, human, and organizational capabilities that provides

the foundation for computer-based business application systems in the form of
services to a range of users

– ISI includes the following elements:

i. HR and organizational capabilities

ii. IS architecture

iii. data center network

iv. network connectivity

v. bandwidth management

vi. communication protocols

vii. network management

HR and Organizational Capabilities

• Technological capabilities of people

• Attitudes of people regarding the use of IS

• Culture

• Structure

• Processes
IS Architecture

• Mainframe Computing Architecture

• Client-Server Computing Architecture

• Web Computing Architecture

• Distributed Component Architecture

Mainframe Computing Architecture

Two-tier Client-Server Architecture

Three-Tier Client-Server Architecture

The “Web” as a Client-Server System

Schematic of Data Center Network

Cloud computing and Web 2.0

What is cloud computing
Role in BFS segment
Issues in cloud computing
Web 2.0
Social networking
Role in BFS segment
Issues with web 2.0
Module 3
Telecommunications and Computer Networks for Business
Technology Foundation of Networks
• Data Transmission Unit
– KBPS
– MBPS
– GBPS
– etc.
• Data Transmission Technology
– Broadcast Networks
– Point-to-Point Networks
• Network Devices
Types of Networks
• A network is defined by:
- physical topology
- network protocols
• Local Area Networks (LANs)
• Wide Area Networks (WANs)
• Internetworking
• Intranet
• Extranet
• Internet
LAN
• Limited distance (usually within 10 KM)
• Privately Owned
• Usually use a broadcast medium
– e.g. Coaxial cable, Fiber Optics, Virtual
• LANs defined by Physical technology:
- defines physical and data link layer
– type and wiring of broadcast medium
– protocol for sharing broadcast medium
• LANs Topology:
- Bus
- Ring
 - Star
- Mesh
WAN
• Circuit Switching
– Telephone Exchange
– ISDN
• Packet Switching
– X.25
– SMDS
– Frame Relay
– ATM
Switching
• Circuit switching
- sets up dedicated end-to-end channel for duration of connection
- used for phone network
• Packet switching
- divides data messages into small packets
- each packet is "message switched“
- packets can take different routes
- if one is lost, does not resend whole message
Protocols for Packet Switching
• In addition to the previous functionality...
 break messages into packets
 attaches destination address, other admin info to packets
 finds next node in path for each packet
 routes packets to next node
 reassembles packets into messages at receiver’s end

OSI Abstraction Layers

• 7: Application layer
– E.g., terminal emulation, file transfer
 • 6: Presentation layer
– Handles encryption, compression, other translation of messages
• 5: Session layer
– Establishes and terminates connections between applications
• 4: Transport layer
– Divides messages into packets;assembles packets into messages
• 3: Network layer
– Finds routes for packets; transmits them to next node
• 2: Link layer
– Breaks packets into frames; sends frames between nodes
• 1: Physical layer
– Sends bits over wires

TCP/IP
• IP is lowest layer (equivalent to the OSI network layer)
- moves a packet from one host to another
- connectionless protocol (no guarantee of reliable delivery)
- each packet contains a 32-bit address of the destination host
- each host has its own unique address
- Internet is running out of addresses
- partly because addresses allocated inefficiently
- eventually move to more than 32-bit addresses
• TCP (equivalent to OSI transport layer)
 - establishes a reliable connection between processes on two hosts
- TCP makes up for unreliability of IP by resending lost blocks
Internet Evolution
1962-80: The Internet is first conceived in the early 60s in the Dept of Defence Advace
Research Project (ARPA) of USA. In 1969 Researchers at US created the first host of
ARPANET which grows to 213 hosts international by 1981.
1982-90: In 1982 the term “Internet” is used for the first time with the creation of TCP/IP. In
1984 William Gibson coins the term “Cyberspace” in his novel “ Neuromancer”. The number
of hosts exceeds 300,000 by 1990
1991-96: In 1991 a group of particle physicists working at CERN in Switzerland created World
Wide Web. In 1992 number of hosts exceeds 1,000,000.
In 1993 the first graphics-based Web Browser called MOSAIC became available. In 1994
NETSCAPE Browser was released and in 1995 SUN Microsystems Corp. release an
Internet Programming language called JAVA.
By January 1998 users in almost 210 countries around the world are now connected to the
Internet and number of hosts approaches to 25 million. (No of users 300 million people (approx)
Internet Applications Services
• E-Mail/ Bulletin Boards/ Discussion & Newsgroups/ Internet Relay Chat (IRC)
• FTP (File Transfer Protocol) to download information from various ftp sites of Internet
• Telnet to Login into a Remote System in Internet Archie to locate files in Internet
• Gopher to retrieve Menu / Indexed information from Internet
• WAIS to retrieve Indexed information from Net
• World Wide Web (WWW)
Intranet and Extranet
• The use of Internet Technology to build a private corporate network - Intranet
• The extension of Intranet to cover the Business partners of an Corporation –
Extranet
• Use of high security and access control such as firewalls
How the Intranet Works

Intranet Applications

Internal Applications on Intranet

 Policies and
Procedures
Engineering
Groups
Product Information
Information Historical
Project Information
Information Employee and
Access to Data Group
Warehouse Information
Product Support Sharing
Databases Design
Training and Drawings
Registration Technology
Newswire Centers
Clippings Sales Support
Software Centers
Libraries Competitive
Phone Directory Analysis
Conference Strategies
Room Financial-
Reservations Management
Libraries Query
Subscription Corporate
Services Newsletters
Internal Applications on Intranet

Knowledge
Preservation
Official
Travel Guide
Manufacturin Performance
g Information
Employee Tracking
Info-bases Surveillance
Employee Application
Property Front-end
Management Whiteboard
Policies and
Procedures Conferencing
Jobs Travel Plans
Benefits Art Libraries
Literature Directions
Ordering
Stock Quote Maps
Information Indexing
Catalogs Engines
What are extranets?
 • An extranet is a private network that uses the Internet protocols and the public
telecommunication system to securely share part of a business's information or
operations with suppliers, vendors, partners, customers, or other businesses
• An extranet can be viewed as part of a company's intranet that is extended to users
outside the company

Applications of Extranets
• Exchange large volumes of data using Electronic Data Interchange (EDI)
• Share product catalogs exclusively with wholesalers or those "in the trade"
• Share inventory status, order status and such other business information
• Collaborate with other companies on joint development efforts
• Jointly develop and use training programs with other companies
• Provide or access services provided by one company to a group of other companies,
such as an online banking application managed by one company on behalf of affiliated
banks
• Share news of common interest exclusively with partner companies
Internet Addressing Systems
• It follows 32 bit IP systems and divided in 4 Octals and classified into 3 Classes at
present:
- A Class begins with 0 -127
- B Class begins with 128 -191
- C Class begins with 192 – 223
Module 4

Information Systems for Sales and Marketing

Role Of Marketing Information Systems
 For monitoring the efficiency and effectiveness of the distribution of their products and
services, sales managers need information to plan and monitor the sales force
 Management needs information on the performance of specific products, product lines,
or brands
 Price, revenue, cost and growth information can be used for pricing decisions, for
evaluating the performance of current products, and for predicting the performance of
future products
Marketing Information Systems( MKIS)
• A marketing information system as a continuing and interacting structure of people,
equipment and procedures to gather, sort, analyze, evaluate, and distribute pertinent,
timely and accurate information for use by marketing decision makers to improve their
marketing planning, implementation, and control

Information Systems that support the Marketing Cycle

Channel Systems
• Systems which support the operations of the sales and distribution channel are known
as channel systems
• An all encompassing information system which helps informate the supply chain from
the customer side to the supplier side is a supply chain management (SCM) system

Traditional Supply Chain

• The traditional supply chain establishes long term relationships with vendors, distributors and retailers,
with multiple inventory sites, long lead-times and fixed margins

• A traditional supply chain has limited visibility into true customer demand, and as a result, it is plagued
with buffer inventories, which managers build up as protection against uncertainties and risks in the
supply chain

Role of Channel Systems

 Keep Goods Moving

- provides you visibility to inventory levels at your suppliers, and visibility to inventory in-transit to you – as well as
how long it takes to get there and why

 Managing Supplier Performance

- SCM quantitatively tracks the performance of your suppliers – who delivers on-time, who delivers partially, who
has the best invoice accuracy – so that you can identify the best trading partners and give them the majority of
your business
  Measuring Channel Effectiveness

- keep track of your customers’ buying habits across increasingly more complex channel mixes

 Providing Customer Service

- SCM can help assemble the information needed, across your supply chain, to answer the seemingly
simple question, “Where is my order?” and explain a delay or provide an alternative option, such as
shipping a partial order or finding an alternate source for a back-ordered item

 Managing co-ordination and uncertainity through dynamic scheduling of sales and

distribution

Flow Of Information Along the Supply Chain

Flow of data from point of sale terminals to suppliers

The Sales Process

 Plan

- activities in this stage include training, demand forecasting, call targeting, and devising the
channel strategy

 Pre-sale

- activities in this stage are lead management, generating proposals, product planning, pricing and
customer query handling

- main aim is to contact prospective customers and target sales efforts to maximize results

 Sell Activities

- customer co-ordination, presentation tools, order entry, call management, promotion

management, etc.

 Post-sale Activities

- order status, billing, installation, warranty, etc.

 Relationship

- a very important step it involves, networking with customers, analysis of customer requirements
and problems, generating reports, etc.

 Review Business

- review, product development, creating recognition, analyzing competition etc.

Sales Support Systems

• Sales support systems are applications that facilitate the interface between the sales force
and the corporation in the support of the customer

Information Technology Tools for SFA

 e-mail

 Forms

 Dynamic information sharing

 Reports distribution and analysis

 Multimedia
  Sales reporting

Module 5

Information Systems for Human Resource, Accounting, and Finance

Role Of Human Resource Information Systems

 Focus on the value of information and its delivery to the primary customer , the line manager

 Leverage the web based technologies to optimize the collection, dissemination and processing
of HR information

 Use Technology to maximize outsourcing opportunities

 Help employees manage their own careers and be comfortable in their workplace environment.

 Focus on building employee relations by adopting an ‘Internet culture’

 Drive the transformation of an HR organization from an administrative to a strategic

management focus

IS applications support for HR processes

Human Resource Information Systems

 Integration of various HR applications

 Collection of data at various points in the HR function (HR databases) and using computerized
tools for making information available for effective decision making

 Developing and improving intranet based applications for streamlining processes, co-ordination
and work flow management

 Web-based self service implementation for ensuring quality and timeliness of HR services
IS for recruitment and selection

 a collaborative approach provided by information systems links everyone involved in the hiring
and staffing decisions

 since hiring is a very costly and time consuming activity, information systems provides the
functionality of cumulating job postings by various departments and conducting the recruitment
process together

 this results in reduction in the hiring time and reduction in costs

E-recruitment

Advantages of IS for Recruitment and Selection

 Better management of your talent supply chain

 Better quality candidates – faster

 Enhanced brand recognition as a candidate-focused organization

 Improved processes emphasizing best practices

 Optimization of staffing resources - Increased employee retention

Role of IS for Recruitment and Selection

 Resume scanning applications

- resumes are submitted via-e-mail or the web or are scanned from hard copies( paper)

- the system can be constantly updated to rank candidates with regard to all available positions
within the company
  Manage the interview process

- manage the interview process, schedule dates and times, prompt interviewers

- the results of the interviews are captured, compiled, and distributed to all the respective
departments

 On-line testing

- initial interviewing and assessment

IS for Training and Development

• Extend learning beyond the enterprise—to customers, suppliers, and partners, as well as
employees

• Assign and automate learning in order to develop the workforce—retain knowledge and
eliminate skill gaps

• Provide intelligent learning advice to customers and suppliers

• Improve workforce effectiveness by delivering the right learning at the right time

• Reducing learning costs by automating and streamlining learning processes

• Delivering targeted, personalized learning to employees to build a more knowledgeable and

effective workforce

• Synchronizing learning strategies with business strategies to maximize results, analyzing learning
effectiveness, and accurately measuring the ROI of learning programmes

Employee Relationship Management Through IS

 HR professionals are adopting a one-on-one approach to the employee-employer relationship

 Employee self-service is an important component of the e-HR equation, because it frees up HR

to play a more strategic role in the organization.

 ERM efforts often will entail re-skilling or even redeploying HR professionals

 e-ERM should enable the flow of programs and policies in a seamless manner to the employees
for best results

The ERM Model

The ERM implementation framework

IS for Performance Management

• Streamline performance management

• Replace highly inefficient, disparate processes with one integrated self-service process

• Increase employee success. Define clear performance targets at the beginning of the
performance period so that the managers can provide iterative feedback, coaching, and
development to employees throughout the performance period

• Improve talent management. Easily identify high performers across the enterprise for
retention efforts, and identify those who require performance improvement

• Reduce risks. Eliminate relative definitions of performance by standardizing

performance definitions

• Facilitate organizational change. Link key organizational initiatives to employee

performance targets and expected behaviour
 • Improve feedback to employees. Help managers construct high-quality feedback to
employees with HR Advisement tools while lessening the risk of inappropriate language
usage

Need for Performance Management Systems

• Collaboratively plan performance, behaviors, and competencies

• Link strategic enterprise objectives to employee performance results and goals

• Track performance progress throughout the performance period

• Leverage HR Advisement tools such as Writing Assistant, Language Checker, and Development
Tips

• Complete assessments for results, behaviors, and competencies

• Leverage pre-integrated performance and competency content

• Track performance review deliverables with alerts and reports

• Identify top performers and those needing performance improvement

Performance Management Cycle and IS tools

IS for Accounting and Finance

IS for Accounting and Finance

• Drive enterprise-wide profit improvement and shareholder value

• Create a "finance on demand" organization that is responsive, variable, focused and resilient

• Reduce the cost of finance through efficient transaction transaction processing

• Provide decision makers at all levels with the right information, when and where they need it

• Effectively manage risk and opportunity

General Ledger module

• Weekly and daily reporting, Inventory Accounting, Transfer reconciliation and Statistical
reporting to name a few

• There are many advanced features such as automated entries, weekly/period pre-close,
advanced budget and forecast capabilities, multi-level comment capabilities for all transactions,
on-line reconciliation and user-defined history retention

• The General Ledger module serves as the heart of the FMS Financial Suite of Applications
providing complete integration with the other modules and a single source of data for all
reporting functions

• The Structured Report Writer and the Spread-sheet Interface permit store specific balance sheet
accounts in a common balance sheet environment

Accounts Receivable module

 • Accounts Receivable module tracks and organizes the myriad pieces of information related to
the customers, providing the basis for superior customer service

• Accounts Receivable system provides a complete billing, statement, cash receipts, and
receivables management solution

• The system provides the tools needed to reduce manual effort and improve control over the
process

• The Accounts Receivable system saves time by automating the computation of volume and
prompt payment discounts, freight, sales and excise taxes, commissions, etc. And the cash
application function makes recording payments a breeze

Accounts Receivable

Accounts payable

• Accounts Payable helps arrange expenditures by recording transactions and obligations to

vendors and creditors

• The system automatically matches the invoice to the purchase order. On-line tolerance checking
verifies quantities and amounts. And the system automatically allocates expenses to the
appropriate general ledger accounts

• The Accounts Payable package is a complete solution, which handles virtually any kind of
document, including invoices, recurring invoices, debit memos, credit memos, installment
payments, etc

• The system allows you to achieve the efficiencies of a paperless office. The imaging product
allows to conveniently store supporting payables documents electronically
 • A separate module for integrated workflow solution, can quickly and easily automate the
process of approving invoices for payment

Bank Reconciliation

• Bank Reconciliation simplifies the monthly reconciliation process, detects recorded

transactions between books and bank, locates the errors or differences, records the
corrections, and reconciles your books to the bank statement

• The cash balance in your books will never agree with the balance shown on the bank
statement because of the delay in checks and deposits clearing the bank, automatic bank
charges and credits you have not recorded, and errors you may have made in your books

Bank Reconciliation

IS for working capital management

• With the aid of a computer and suitable software, a mathematical model can be used to prepare
cash flow projections and project short-term banking requirements for a business

• The use of a computer-based model reduces the tedium of carrying out numerous repetitive
calculations and simplifies the alteration of assumptions and the presentation of results

• A computer model for short-term bank planning uses assumptions on sales, costs, credit,
funding etc. to produce monthly cash flow projections for up to a year ahead

• The Cash Flow Budget Worksheet is used to project your business's cash inflows and outflows
over a six-month period of time

• It can predict the ability of your business to create the cash necessary for expansion or to
support you. It can project your business's cash inflows and outflows and predict your business's
cash flow gaps — periods when cash outflows exceed cash inflows
IS for Financial Analysis And Planning

• The Consolidation process automatically collects data from general ledgers and other sources—
including spreadsheets—and unites it into a single source to provide an accurate, consistent
view of enterprise finances

• Because plans, budgets, forecasts, and actuals often reside in separate systems, extracting and
aggregating data can be time-consuming and error-prone

• Consolidation provides perpetual access and mapping to data from disparate sources across the
enterprise

• Organizations operating multiple legal entities or subsidiaries need to produce accurate

consolidated statements, which requires eliminating inter-company transactions

• Consolidation lets you perform one-off or repeatable eliminations, and automatically determine
the amounts that need to be eliminated as inter-entity transactions are matched and reconciled

IS for Financial Intelligence

• Financial Intelligence combines a foundation for integrated, enterprise-wide financial analysis

with specific solutions that create financial transparency and enable:

- Formulation, execution and measurement of strategy

i. create metrics for monitoring and controlling the performance of all business processes

ii. performance indicators provide better visibility into corporate strategy and initiatives.

- Budgeting and planning

i. automate and decentralize the planning process while building proactive budgets based on
integrated, accurate and predictive information

- Cost and profitability analysis

i. understand the costs and profitability of products, suppliers, channels, partners and customers

ii. use this information to create more accurate forecasts, budgets and simulations

- Consolidation

i. many organizations have disparate operational systems and general ledgers

ii. a financial intelligence solution can access, consolidate and clean all data residing on
disparate resources , helping close books faster and spend more time on valuable analysis

- Reporting
 i. get all the information you need from a Web-based application that adheres to new reporting
standards.

- Risk management

i. measure your credit, market or operational risk, depending on your specific needs, to enhance
and refine corporate strategy