BUSINESS INTELLIGENCE (BI) APPLICATIONS AND STRATEGIC CAMPAIGN PERFORMANCE MANAGEMENT

2021 ◽  
Vol 3 (12) ◽  
pp. 16-20
Author(s):  
Edward N. Ozhiganov ◽  
◽  
Alexander A. Chursin ◽  
Ekaterina S. Kaplun ◽  
◽  
...  

Today's business environment is more complex and dynamic than ever before, with companies operating under the influence of globalization, volatile markets, regulatory changes and technological ad-vances, while more information technology (IT) solutions are being offered to manage the complexity of busi-ness systems. The development of IT support goes along several interdependent directions: product life cy-cles are linked through digital networks, sensor technologies are embedded in the physical production envi-ronment, a system of semi- and unstructured data bases is used, etc. The article shows that the implementation of these areas in business intelligence systems is promising from two points of view: firstly, the integration of data on technical processes and business results allows more targeted planning and man-agement of business processes at the operational and tactical levels, and second, it allows you to get a new understanding of them, which is used at the level of strategic management of campaign performance and strategic decision-making.

Author(s):  
Mohini Singh

E-business is an innovation that modern day organisations cannot do without. It is based on technology, evolves with technological developments, digitises and automates business processes, is global and leads to improved competitiveness, efficiencies, increased market share, and business expansion. E-businesses models include business-to-business, business-to-consumer, government-to-government, government-to-business, government-to-consumer and numerous others that evolve with new developments. Technological developments applied to e-business results in new issues in the organisation, in dealing with business partners and customers, requires new laws and regulations and automated business processes. Conducting business electronically is a change from traditional ways of doing things, leading to large scale transformation of existing business. To attain business efficiencies from e-business, it is imperative that organisations effectively manage the e-business environment, and all associated changes to digitize and maintain the environment. This chapter discusses management paradigms essential for e-business change management.


2021 ◽  
Vol 8 (2) ◽  
pp. 62-70
Author(s):  
O. E. Mikhnenko

Current development and management of economic activity is largely associated with the implementation of the concept of the digital economy, which poses new challenges for business intelligence. The set of tasks is formed in order to develop business intelligence so that it matches the improved management of economic subjects, and to ensure the quality of business processes when digital technologies are introduced. Improved management based on the concept of the business environment implies that monitoring principles are used to analyze the behavior of external business environment participants with the purpose to build a rational partnership relationship. The digital economy creates information opportunities in this area, as it provides the access to Big Data and their processing using Big data analytics technologies. With regard to the requirements of management, the article analyzes the behavior of elements of the internal business environment to develop a management solution to improve the effectiveness of their behavior. The high quality of the solution is provided by the information model being a highly adequate image of a particular object under control and the ability of the control apparatus to fully realize the volume of its inherent functions. Under these conditions, the digital transformation of analytical processes is based on its own information platform, which should use breakthrough digital technologies. The research uses such methods as systemic analysis to generalize the modern concepts of economic system management, development of digital technologies and their introduction into management decision-making processes.


2010 ◽  
Vol 1 (4) ◽  
pp. 29-46 ◽  
Author(s):  
Olivera Marjanovic

The growing field of Operational Business Intelligence (BI) has resulted in increasing interest in BI-supported Business Processes (BPs), including their management and ongoing improvement. This has led BI practitioners to consider another field–Business Process Management (BPM)–that is closely related to business performance management. However, current approaches to the BPM and operational BI integration have been limited and reduced to the problem of technical integration of BPM and BI systems. This paper argues that by adopting process- thinking in BI, further opportunities for business value creation could be discovered through systematic analysis of the non-technical aspects of BI and BPM integration, including strategy alignment, human-centered knowledge management, and ongoing improvement of BI supported processes. The authors propose a theoretical framework founded in the related research in BPM, BI, and Knowledge Management (KM) fields, describing the ways it has been used to guide ongoing empirical research in diverse case organizations across different industry sectors.


2015 ◽  
Vol 2 (3) ◽  
pp. 143
Author(s):  
Nurlailah Badariah ◽  
Tiena Gustina Amran ◽  
Aditya Friandy

<p><em>Abstrak<strong> – </strong></em><strong>Persaingan antara pelaku bisnis </strong><strong><em>charter flight</em></strong><strong> semakin ketat dalam persaingan global. perusahaan harus  dinamis dan adaptif terhadap perubahan lingkungan bisnis. Perubahan ke arah strategi yang dapat diimplementasikan sesuai dengan perkembangan persaingan </strong><strong><em>charter flight</em></strong><strong> untuk pelayanan yang terbaik bagi pelanggan. Penelitian ini menggunakan pendekatan aplikatif yaitu merancang suatu sistem yang dapat diaplikasikan pada perusahaan </strong><strong><em>charter flight</em></strong><strong>, yang telah memiliki sistem pengelolaan kinerja dengan menggunakan </strong><strong><em>Balanced Scorecard</em></strong><strong>. </strong><strong>Pada perancangan </strong><strong><em>Balanced Scorecard</em></strong><strong> terdapat 4 perspektif utama yaitu : </strong><strong><em>financial perspective , customer perspective, internal business processes , learning and growth perspective</em></strong><strong>. </strong><strong><em>Balanced Scorecard</em></strong><strong> tidak di desain secara spesifik untuk perusahaan jasa dan tidak bersifat prediksi.</strong><em> </em><strong>Sementara</strong> <strong><em>Service </em><em>Scorecard</em> memfokuskan spesifik pelayanan pada <em>customer perspective</em>. </strong><strong>Dari hasil penelitian diperoleh </strong><strong><em>Strategy Mapping</em></strong><strong> yang memuat tujuan-tujuan strategis dan indikator (<em>Lead dan Lag</em>) dari <em>Service Scorecard</em>. Terdapat 17 ukuran kinerja yang temuat di dalam 17 tujuan strategis dan 7 perspektif dari <em>Service Scorecard</em> yaitu : <em>Growth, Leadearship, Acceleration, Collaboration, Innovation, Execution, Retention</em>. Tujuan strategis yang dibuat dalam suatu Strategy Mapping dan indikator sangat berguna untuk menyusun langkah selanjutnya yang akan ditempuh oleh perusahaan. </strong></p><p> </p><p><em>Abstract<strong> – </strong></em><strong>Competition </strong><strong>between charter flight businesses increasingly stringent in a global competition. Companies must be dynamic and adaptive to changes in the business environment.  Changes in the direction of strategy that can be implemented in accordance with the competition  development of charter flight for the best service for customers. This research uses applicative approach to design a system that can be applied to the charter flight company, which already has a performance management system by using the Balanced Scorecard. In the Balanced Scorecard , there are four main perspectives: financial perspective, customer perspective, internal business processes, learning and growth perspective. Balanced Scorecard is not designed specifically to service companies and non-predictive. While the Service Scorecard specific focus on customer service perspective. This research has resulted a strategy map with subsequent strategic objectives and indicator (Lead and Lag) for Service Scorecard. Finally, there are 17 performance measures with subsequent 17 strategic objectives and 7 perspectives Service Scorecard: Growth, Leadearship, Acceleration, Collaboration, Innovation, Execution, Retention. Strategic goals made in a Mapping Strategy and indicator is very useful to formulate the next steps to be taken by the company.</strong><strong></strong></p><p><strong><em> </em></strong></p><p><strong><em>Keyword </em></strong><em>– Service Scorecard, Balanced Scorecard, Strategy Mapping, </em><em>customer perspective, </em><em>Lead dan Lag</em></p>


Author(s):  
Olivera Marjanovic

The growing field of Operational Business Intelligence (BI) has resulted in increasing interest in BI-supported Business Processes (BPs), including their management and ongoing improvement. This has led BI practitioners to consider another field–Business Process Management (BPM)–that is closely related to business performance management. However, current approaches to the BPM and operational BI integration have been limited and reduced to the problem of technical integration of BPM and BI systems. This paper argues that by adopting process- thinking in BI, further opportunities for business value creation could be discovered through systematic analysis of the non-technical aspects of BI and BPM integration, including strategy alignment, human-centered knowledge management, and ongoing improvement of BI supported processes. The authors propose a theoretical framework founded in the related research in BPM, BI, and Knowledge Management (KM) fields, describing the ways it has been used to guide ongoing empirical research in diverse case organizations across different industry sectors.


Author(s):  
S. Maguire

The main aim of this chapter is to identify the important role of business intelligence in today’s global business environment and to reveal organizations’ understanding of business intelligence and how they plan to use it for gaining competitive advantage. Increases in business volatility and competitive pressures have led to organizations throughout the world facing unprecedented challenges to remain competitive and striving to achieve a position of competitive advantage. The importance of business intelligence (BI) to their continued success should not be underestimated. With BI, companies can quickly identify market opportunities and take advantage of them in a fast and effective manner. The aim of this chapter is to identify the important role of BI and to understand and describe its applications in areas such as corporate performance management, customer relationship management and supply chain management. The study was conducted in two companies that use BI in their daily operations. Data were collected through questionnaires, personal interviews, and observations. The study identified that external data sources are becoming increasingly important in the information equation as the external business environment can define an organization’s success or failure by their ability to effectively disseminate this plethora of potential intelligence.


Author(s):  
S. Koliadenko ◽  
I. Ushkalenko

It has been established that in the modern world it is impossible to imagine the development of the economy of individual countries, industries, companies, enterprises without using the results of business analysis and their rapid implementation in real projects. Using analytical calculations is becoming increasingly necessary both in a conventional classical economy and the one that comes to replace it - digital, with special attention being paid to business - the driving force of the economy of the whole society. It has been proven that one of the advantages of the digital economy is the ease and availability of obtaining information for conducting its own research, which in turn is also a significant drawback: it becomes more and more problematic to process large amounts of source information with each subsequent period. Based on the company's business intelligence model cited by the author, it can be seen that providing information and the need for it has a multidirectional focus: top managers and information managers are involved in developing a business strategy, its formation, implementation of business processes, ETL developers, database experts. data — by collecting data, turning it into an accessible and usable form; IT professionals — building data sources and IT infrastructure, then the analyst’s task is to directly analyze In general, as a result, information and knowledge are created that unites a business-oriented and technical-oriented environment. The digitization of the economy involves the use of business methods in business intelligence - computer methods and tools (they are used by organizations to translate business transactional information into a form that people could read, while it was used by business analysis), as well as tools to work with arrays of processed information. The introduction of all these activities in the business environment requires appropriate staffing with a special level of knowledge, with a high level of "creativity", analytical thinking and the like. Entering the era of the global economy, interna-tional business receives problems inherent in all its spheres, but first of all, it concerns the training of highly qualified personnel, which in many industries are sorely lacking, and in some not at all. Consequently, in today's economic realities, we are witnessing the transition of the classical economy to a new kind - digital, the main manifestations of which are informatization, globalization, the use of IT technologies, and the like. This leads to the fact that the analysis of economic and business processes using the achievements of modern knowledge will allow both improving the efficiency of business processes and bringing the economy to a qualitatively new scientific level; It is worth noting that the preparation of highly qualified personnel for business analysis is one of the priorities of modern higher scientific institutions, and industry institutions. Keywords: business analysis, business technology, digital economy, implementation of a business project, training.


2015 ◽  
Vol 12 (2) ◽  
pp. 468-474
Author(s):  
Chiemela Onunka ◽  
Remigius C. Nnadozie

Present and historic cooperate data provide the platform for deep interrogation of business processes with the aim of producing effective and timeous reports for management decisions. This study explores the abstract link between the successes and failures of strategic decision-making process and business intelligence as integral factors making significant impact on planned corporate destinations particularly in the logistics industry. The study advocates efficient business intelligence and strategic reporting systems for enhanced cooperate decision support.


2012 ◽  
pp. 39-43
Author(s):  
Janusz Nesterak ◽  
Bernard Ziębicki

Zarządzanie przedsiębiorstwem we współczesnych warunkach wymaga stosowania zaawansowanych systemów umożliwiających gromadzenie i przetwarzanie informacji do postaci użytecznej w podejmowaniu decyzji zarządczych. Możliwości takie stwarzają systemy klasy Business Intelligence. Systemy te obecnie są już szeroko stosowane w krajowych przedsiębiorstwach. Ostatnio coraz popularniejsze stają się systemy określane mianem Business Performance Management, które są traktowane jako kolejna generacja Business Intelligence. Istota systemów Business Performance Management dotychczas nie była szeroko prezentowane w literaturze krajowej. Część badaczy zajmujących się tą tematyką traktuje wymienione kategorie systemów jako tożsame. W artykule przedstawiono istotę systemów Business Performance Management oraz omówiono różnice pomiędzy tą kategorią rozwiązań i systemami Business Intelligence. Omówiono także elementy tworzące systemy Business Performance Management. Przedstawiono również metodykę oraz korzyści stosowania Business Performance Management w przedsiębiorstwach. (abstrakt oryginalny)


2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.


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