A Study of Difference between before and after Installation of Business Intelligence – An Example of A Company

• Main Authors: Hui-Chen Hsueh, 薛慧珍
• Other Authors: Hsi-Peng Lu
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/59qdxq

碩士 === 國立臺灣科技大學 === 資訊管理系 === 104 === This research selected a listed company as a case study to explore its IT strategy and business intelligence (BI) system differences before and after the import in several affiliates. Given the company’s business intelligence system with enhanced competitiveness of enterprises and information value, the implementation of the decision makers is closely related. Whenever mergers and acquisitions occur, investment companies establish a new business group. This group integrates information as a starting point to promote its own import BI system to facilitate the control of managers at all levels of management. Speed, accuracy, and effectiveness are utilized as a reference for decision making. The system is also integrated with case management indicators within a group of companies and the implementation of real-time control of the entire group policy tools of business analysis. This study aims to investigate the use of the case interview method in comparing companies in terms of import BI systems and focus level. Focus is placed on the financial impact of the facets of business performance, customer dimensions, internal processes, and learning and growth. The results are as follows. First, on the financial side, indicators that are relevant to the assessment of profitability, such as return on investment (ROI), return on assets (ROA), and earnings per share (EPS), can allow managers to immediately control the policy needs information. Doing so would determine the effectiveness of the enterprise and the development trend of rapid response operation to obtain the best effect on investment returns. Second, on the customer side, the evaluation indexes of customers and the market, such as customer satisfaction, customer repurchase rate, market share, and other business units, can cause a rapid response to customer demand. The results can be controlled to determine the basis for business planning for management effectiveness. Third, with regard to internal procedures, that indicators are assessed, and the significant impact on the organization's objectives, such as process improvement and innovation, service innovation, is determined. Process improvement can cause abnormal warning indicators, and process optimization results in the best efficiency and can shorten the duration of the effect. Fourth, with regard to learning and growth, the organization of manpower, systems, and organizational processes can create long-term growth and improve the assessment of the indicators. For example, enhanced employee potential, the ability to enhance the information system, enhanced accountability and motivation, and enhanced ability to reach the target can cause blue-chip talent by facilitating positive development, talent retention, and marketing of human and financial investment. Business efficiency is significantly related to personnel enhancement, profitability, per capita output, and improved management efficiency. We hope that the results of this study can be used as an indicator of future import BI systems.