mis and its application

7/30/2019 MIS AND ITS APPLICATION

1/53

USE OF MIS IN MARKETING

MIS AND ITS

USAGE

GROUP MEMBERS

1. VIJETA DHENGLE (473)

2. RACHIT J. GANATRA (475)

3. AMRUTA INAMDAR (477)

Management Information System Prof Yogesh Kolhatkar

MIMR, Wadala

1


2/53


4. SARAH JOSEPH (479)

5. MEENAL KARNANI (481)

6. SHARIQ KHAN (483)


MIMR, Wadala

2


3/53


ACKNOWLEDGEMENT

We hereby take the opportunity to thank our Sir Mr. Yogesh

Kolhatkar for giving us this opportunity to make a project on USE Of

MIS in MARKETING. This has been an overall good learning experience

for all of us.

During this project we came to know various insights of the topic.

We would also like to Thank all the people who have helped us directly or

indirectly in making this project.

I, Rachit J. Ganatra (leader Group 3) would hereby like to Thank

all my group members for their co-operation and support in making this

project a success.


MIMR, Wadala

3


4/53


SUBJECT INDEX

Sr. No. Particulars Page No.

1. INTRODUCTION 05

2. ORGANISATION STRUCTURE & INFORMATIONNEEDS 07

3. MARKETING INFORMATION SYSTEMS 08

4. COMPONENTS OF MARKETING INFORMATION

SYSTEMS 10

5. MARKETING MODELS 13

6. MARKETING STRATEGIES USING MIS 14

7. STRATEGIC INFO MINING 15

8. MIS REPORTS IN MARKETING 20

9. OTHER ASPECTS OF MIS IN MARKETING 27

10. MIS IN E COMMERCE 28

11. CASE STUDY: CMC LTD. 29

12. ORGANISATION: V TRANS GROUP 33

13. ORGANISATION: EXIDE BATTERIES LTD. 44

14. BIBLIOGRAPHY 54


MIMR, Wadala

4


5/53


INTRODUCTION

Information is the basis for every decision taken in an organization. Theefficiency of management depends upon the availability of regular and relevant

information. Thus it is essential that an effective and efficient reporting system be

developed as part of accounting system. The main object of management information isto obtain the required information about the operating results of an organizationregularly in order to use them for future planning and control.

The old techniques like intuition, rule of thumb, personal whim and prestige, etc.Are now considered useless in the process of decision taking. Modern management is

constantly on look out for such quantitative and such information, which can help in

analyzing the proposed alternative actions and choosing one as its decision. Thus,modern management functions are information-oriented more popularly known as

management by information. And the system through which information is

communicated to the management is known as management information system (mis).

CONCEPT OF MIS

DEF:A system of people, equipment, procedures, documents and communications that

collects, validates, operates on transformers, stores, retrieves, and present data for use

in planning, budgeting, accounting, controlling and other management process.

Management:

Management can be defined as a science of using resources rationally (mobilization,

allocation, combination, utilization of resources in judicious manner using appropriateskills, approaches and techniques) and economically to achieve the desired results or

meet the targeted performance level

Information

Information is data that has been processed into a form that is meaningful to the

recipient and is of real or perceived value in current or progressive decision

Davis and Olson

The data information cycle can be expressed as

Idea

Intelligence Data

Knowledge Information


MIMR, Wadala

5


6/53


System

A system can be defined as a group of inter-related, often interacting units thattogether perform a task in a synchronized manner to provide the desired result.

A business is also a system where resources such as people, money, material, machinesetc., are transformed by various organization processes into goods and services.

The function of MIS can be shown diagrammatically as-

Determination of Information needs

Evaluation, Indexing, Abstraction

Dissemination Storage

ORGANIZATION STRUCTURE AND INFORMATION NEEDS


MIMR, Wadala

Data gathering and processing

Information Use

6


7/53


The management can be broadly classified, depending upon the requirements of

information for performing their managerial responsibilities, into

Top Management (Strategic):

The main responsibilities are:

i) Determining the overall goals and objectives of the business.ii) Dealing with long term plans, policy matters and broad based strategic

planning.

iii) Establishing a framework within which the various departments should work.

The information used is futuristic and external in nature (political, economical,

social, technological, ecological and legal). It receives the summary from the middlemanagement and the decision made at this level is non-programmed but strategic.

Middle Management (Tactical):

The middle management is concerned with elaborating, classifying, and

transforming of organizational goals into actions and plans. The information is fed

from the top management as well as the supervisory management and is internal innature. It needs information for short-term planning.

Lower level Management (Operation):

The supervisory management deals with the operational plans, policies and

procedures for transforming or converting inputs to outputs. It is responsible forday-to-day routine decisions and operations of the organization.

The information is received from the middle management and is mostlyinternal in nature. Decisions at this level are usually routine, structured and

programmed. The functions and processes are standardized.


MIMR, Wadala

7


8/53


The Marketing Information System

Sales and Marketing is a key process for the sustenance of any business asrevenues are a direct outcome of it. Information Systems within the Sales and Marketing

process implement technologies that allow the personnel to access crucial and updated

information related to access crucial and updated information related to customerpreferences and market demands to offer prompt services.

Organizations are increasingly gaining a competitive edge by integrating

Information Systems with their business processes to determine and implement potentialsales strategies. Substantial results can be achieved by using Information Systems to

analyze the sales pipelining process. Sales pipelining is the process of recognizing the

initiation and closure of each sale in which a prospective customer is converted into acustomer and then into a repeat customer.

Information Systems are also helpful in identifying the most effective sales

strategy that can be used in any particular case based on specified criteria, such as themarket segment or the product category. Formulating successful sales strategies involves

defining product and service standards, understanding the intricacies of sales life cycle,

and interpreting sales results to determine sales strategies.

DEFINING SALES AND MARKETING

A sale is a customer business organization transaction involving the exchange of

goods or services with money. In an organization, it is usually the Sales team that

interfaces with the customers to enable this transaction.Marketing is defined as a brand name building exercise for the product or service

being offered by a company. The end objective of marketing is to incorporate a sense ofrecall among existing and potential customers regarding the product or service.

Marketing helps to establish and enhance the credibility of the product or service.

The marketing research process is only one of the sources of information for the

MIS. It is worth remembering that it is allthe sources of information which contribute to

the MIS which help us understand our customer's needs and wants; that information doesnot come just from our marketing research activities.

The Marketing Information System focuses on only the marketing aspects of the

management information system. It is an organized way of continually collecting,

accessing and analyzing information that marketing managers need in order to makebetter decisions.

Figure 3.1 provides reasons why we need to have an MIS to help us become

effective managers. However, designing and implementing an MIS so that it

performs the way it should is not always an easy task. After all, an MIS has to

meet the needs of its customers (users) and, to do that; those needs must first beassessed.


MIMR, Wadala

8


9/53


To understand the proper role of information systems one must examine what

managers do and what information they need for decision making. We must also

understand how decisions are made and what kinds of decision problems can besupported by formal information systems. One can then determine whether information

systems will be valuable tools and how they should be designed.


MIMR, Wadala

9


10/53


COMPONENTS OF A MARKETING INFORMATION SYSTEM

A marketing information system (MIS) is intended to bring together disparateitems of data into a coherent body of information. An MIS is, as will shortly be seen,

more than raw data or information suitable for the purposes of decision making. An MISalso provides methods for interpreting the information. Moreover, as Kotler's definitionsays, an MIS is more than a system of data collection or a set of information

technologies:

Figure 9.1 The marketing information systems and its subsystems

Figure 9.1 illustrates the major components of an MIS, the environmental factorsmonitored by the system and the types of marketing decision which the MIS seeks to

underpin.

The explanation of this model of an MIS begins with a description of each of its

four main constituent parts: the internal reporting systems, marketing research system,marketing intelligence system and marketing models. It is suggested that whilst the MIS

varies in its degree of sophistication - with many in the industrialized countries being

computerized and few in the developing countries being so - a fully fledged MIS shouldhave these components, the methods (and technologies) of collection, storing, retrieving

and processing data notwithstanding.

Internal reporting systems: All enterprises which have been in operation forany period of time have a wealth of information. However, this information often

remains under-utilized because it is compartmentalized, either in the form of an

individual entrepreneur or in the functional departments of larger businesses.

That is, information is usually categorized according to its nature so that thereare, for example, financial, production, manpower, marketing, stockholding and


MIMR, Wadala

10


11/53


12/53


environment that they can use in their decision making. This scanning of the

economic and business environment can be undertaken in a variety of ways,

including:

1. Unfocused scanning: - The manager, by virtue of what he/she reads, hears and

watches expose him/herself to information that may prove useful. Whilst thebehavior is unfocused and the manager has no specific purpose in mind, it is not

unintentional.2. Semi-focused scanning: - Again, the manager is not in search of particular pieces

of information that he/she is actively searching but does narrow the range of

media that is scanned. For instance, the manager may focus more on economic

and business publications, broadcasts etc. and pay less attention to political,scientific or technological media.

3. Informal search: - This describes the situation where a fairly limited and

unstructured attempt is made to obtain information for a specific purpose. Forexample, the marketing manager of a firm considering entering the business of

importing frozen fish from a neighbouring country may make informal inquiriesas to prices and demand levels of frozen and fresh fish. There would be littlestructure to this search with the manager making inquiries with traders he/she

happens to encounter as well as with other ad hoc contacts in ministries,

international aid agencies, with trade associations, importers/exporters etc.

4. Formal search: - This is a purposeful search after information in somesystematic way. The information will be required to address a specific issue.

Whilst this sort of activity may seem to share the characteristics of marketing

research it is carried out by the manager him/herself rather than a professionalresearcher. Moreover, the scope of the search is likely to be narrow in scope and

far less intensive than marketing research

Some enterprises will approach marketing intelligence gathering in a more deliberate

fashion and will train its sales force, after-sales personnel and district/area managers totake cognizance of competitors' actions, customer complaints and requests and

distributor problems. Enterprises with vision will also encourage intermediaries, such as

collectors, retailers, traders and other middlemen to be proactive in conveying marketintelligence back to them.


MIMR, Wadala

12


13/53


MARKETING MODELS:

Within the MIS there has to be the means of interpreting information in order to

give direction to decision. These models may be computerized or may not. Typical toolsare:

Time series sales modes.

Brand switching models.

Linear programming.

Elasticity models (price, incomes, demand, supply, etc.).

Regression and correlation models.

Analysis of Variance (ANOVA) models. Sensitivity analysis.

Discounted cash flow.

Spreadsheet 'what if models.

These and similar mathematical, statistical, econometric and financial models are

the analytical subsystem of the MIS. A relatively modest investment in a desktopcomputer is enough to allow an enterprise to automate the analysis of its data. Some of

the models used are stochastic, i.e. those containing a probabilistic element whereas

others are deterministic models where chance plays no part. Brand switching models arestochastic since these express brand choices in probabilities whereas linear programming

is deterministic in that the relationships between variables are expressed in exact

mathematical terms.


MIMR, Wadala

13


14/53


MARKETING STRATEGIES USING MIS

The role of Information Systems in devising Marketing strategies has been

increasing over the years. Organizations derive the following benefits from

implementing Information Systems in marketing:

Creating effective Marketing plans: Target market identification, implementationof the entire marketing campaign and finally setting up of required standards

criteria and evaluating the performance of the plans generated.

Customizing modules for specific requirements: Information can be used tomanage campaigns to retain customers, vendors and optimize services regarding

each contact.

Managing critical business issues: Information Systems are effectively used tomanage critical issues, such as costs and budget analysis, media policies,

establishing milestones and segment management for every campaign.

Creating Product promotional strategies: Information Systems are used to design,analyze and implement product promotional strategies of a particular brand

according to its price, quality, and other related issues.

Conducting market analysis: Information Systems can be used to survey the

potential market and this information can be analyzed to develop specific targetmarket strategies.

Preparing comprehensive reports: Information Systems can filter information toprovide customized solutions to marketers. This information can be viewed in

various ways such as summarized views, total, sub total, statistical views or

graphic views.


MIMR, Wadala

14


15/53


STRATEGIC INFORMATION MINING

Data-based marketing is fairly new, so few CIOs have experience with the

relevant methodology and technologies. Here's how to go from data processing toinformation mining.

One of the important challenges today's CIOs face is the shift from data

processing to information processing. On the forefront of this phenomenon is perhaps

the most strategic application of all: data-based marketing. At the core of data-basedmarketing is the mining of historical transactional data to uncover customer patterns and

trends.

Data-based marketing cannot succeed without support from technology experts.

Unfortunately, marketers often find IS personnel uncooperative. The problems usually

stem from some basic misconceptions:

Misconception:

The MIS department has the knowledge and tools to build correct data-based marketing

systems; it just needs to move more quickly and pro-actively.

Reality:

MIS's experience base is usually operational systems. An order-entry clerk's veryregimented use of data does not resemble the way marketers use information to devise

customer-acquisition strategies, plan promotions, and search for new marketing ideas.Thus, most of what IS personnel learn from building operational data processing systemssimply doesn't apply to data-based marketing.

Misconception:

Marketers do not communicate what they want.

Reality:

Marketing requirements differ significantly from other business requirements.

Marketers cannot communicate a complete and invariant set of requirements becausetheir most important requirement is to be able to deal with constantly changing needs.


MIMR, Wadala

15


16/53


Misconception:

The way the data already exists in the operational databases is good for marketing

information mining.

Reality:

For marketing needs, the data must be carefully prepared to address ever-presentintegrity and consistency problems. Moreover, the data must be cast into logical and

physical structures tailored to the unique task of marketing information mining.

Resource sharing between operational and informational databases usually leads tobottlenecks and escalating costs.

Misconception:

Relational queries give users enough flexibility for accessing the data.

Reality:

Relational interfaces cannot do complex data transformation and statistical aggregation

in a straightforward and efficient way. Expressing marketing analysis queries in SQL isabout as natural as writing operating systems in COBOL. This is the reason that, in the

absence of their own database, marketing analysts may use SQL to pull data extracts, but

they do the real work with other tools.

Misconception:

End-user "automated" analysis tools, based on rule induction, neural networks, fuzzy

logic, genetic algorithms, fractals, or fuzzy logic, replace the need for human

information mining.

Reality:

All these techniques require, just as old-fashioned statistical analysis does, careful

structuring of the inputs and tinkering with the knobs. At the very least, a human analyst

must discover what is relevant before asking a program to verify, refine, and quantify it.

Misconception:

Data-based marketing is just a sales forecasting or a customer-selection system.


MIMR, Wadala

16


17/53


Reality:

Analyzing marketing data and implementing the results of the analysis are two different

things. Information mining will likely result in a slew of new operational systems, but

one should not confuse gold with the process of mining it.

Because data-based marketing is new, few CIOs have experience with the relevantmethodology and technologies. CIOs must understand the key differences between data

processing and information mining. The goal of data processing is to support the smooth

flow of a business's daily activities. The goal of information mining is to detect andmeasure marketplace phenomena in order to actively manage business change.

DIFFERENT PROCESS

Because of differences in purpose, data processing and information mining use

computers in very different ways. Information mining is characterized by the use of:

Long, detailed histories of interactions with each and every customer, as opposed

to just current or highly pre-summarized data.

Data dynamically derived from the basic elements by computations, re-coding,

etc., rather than stored static data.

Statistical aggregation of data rather than retrieval of individual record values.

Ad hoc, data-driven iterative processing rather than a well-defined flow of

execution steps.

Individual project work organization.

These characteristics lead to wide swings of resource utilization, greater need for

resource flexibility, and low reuse rate (and therefore little opportunity for traditionalsystems quality assurance).

Information mining is done not through a collection of well-specified applications,

but in a computational environment that facilitates data-intensive research.

Dedicating Storage And Processors To Information Mining

The integrated world of MIS often considers segregating databases and creating

data redundancy a capital offense. But, as Inmon observed, not doing so may lead to

much greater and uncontrollable redundancy, with every user pulling his own extracts toget his job done. A separate historical database, (or in Inmon's words a "data

warehouse"), minimizes and controls redundancy.

Having processors and storage dedicated to information mining avoids the

conflict that arises if you introduce erratic information processing into an environment ofpredictable utilization rates. Fortunately, unless your customer file contains the entire


MIMR, Wadala

17


18/53


population of the United States and all citizens' purchases, you may not need very

complicated and costly hardware.

Once all parties agree to separate computing resources, periodic, not continuous,

feeding of data from operational databases is a natural outcome. The strategy of

updating the marketing database only periodically has few drawbacks and severalimportant advantages:

It permits creation of a Data Quality Filter (discussed later) to assure data

usability.

Iterative analysis is best done on data that are not changing.

Continuous updating takes up resources needed for data analysis. Periodic

updating fits well with peaks and troughs of information mining.

Not having the most current layer of data can be easily compensated by

straightforward short-term projection of customer counts. Most of the time, it is

not even an issue because analysis is done by time slicing the past.

Short-term promotion tracking reports can be easily produced from the operational

databases.

From Information Mining to Applications

Certainly not all information-mining efforts lead to the creation of new

applications. Some do not even produce interesting results, let alone influence strategies

or tactics. However, the most common applications that emerge are:

A customer-acquisition planning system that helps marketers choose the bestways to acquire new customers based on models that project the long-term

payoff of such efforts.

A promotion planning, customer selection, and tracking system based on a

segmentation model that ranks customers based on expected profitability a

financial model combined with a model of customer long-term value determines

the depth of selection for targeted promotions.

Tracking and projection of critical customer segments this is an EIS

application used to keep a watch on the "health" of a customer base, project sales,

and play "what if" scenarios with the marketing strategy.

A test planning and evaluation system supported by well-defined customer

clusters. Merchandising support based on discovered clusters of products that customers

tend to buy as a group.

The use of these systems leads to new ideas and new research questions that

translate into more information mining. CIOs should develop and execute thesemarketing and executive applications in the information-mining environment for the

following reasons:


MIMR, Wadala

18


19/53


In the operational environment it will be difficult to get data of the same quality

and consistency as in the historical informational data-base.

Moreover, although these applications are not as fluid as information mining

itself, they need to be considerably more open to revisions than order entry oraccounting.

A compelling argument for maintaining these applications within theinformation-mining environment is that quality-control procedures established

there are more appropriate than regular data processing quality controls.

A crucial element in executive information systems is a human information

provider, usually a marketing data analyst. Information providers perform

information mining, investigate suspicious results, and answer follow-upquestions. The place for these is the information-mining environment.


MIMR, Wadala

19


20/53


MIS REPORTS:

Need for MIS Reports:

1. Provides data: One of the important functions of the management

accountant is to keep the management informed of all the facts relating to thebusiness to assist the management in the effective management of thebusiness. The effectiveness of the information depends upon on its proper

reporting.

2. Aid to managers: The growth of size of business requires the delegation of

authority to various levels of management. Therefore, there arises need of

control, co-ordination and communication. Without mis, the managers,working at different levels in the organization, cannot carry out the function

of planning, controlling and decision making effectively.

3. Basis of decision: It is through mis reports only the management is able toget a full insight into the entire operative activity of the concern. The mis

reports are basis for the management to make decisions.

4. Take informed decisions: The primary object of mis reporting is two fold:

informing the management of the actual performance, to enable the

management to make scientific and sound decision.


MIMR, Wadala

20


21/53


DIFFERENT TYPES OF REPORTS USED IN MARKETING

1. SALES CALL REPORT This report contains data about the potentialcustomer. It also contains details about the types of items customer is interestedin.

M/s ABC Ltd.

Sales Call Report

Division Name: ____ Sales Call no._____

Date: __/__/__

Customers Name: _________________________________

Type of Customer Item(s) Interested in

Retail Shop _________ _________ _________ _________

Distributor _________ _________

Follow up plan _______________________________________________

Date of next call: __/__/__Remarks: ______________________________________________________

______________________________________________________

Sales Person: __________________ Signature: __________________


MIMR, Wadala

21


22/53


2. QUOTATION It is a document that gives a statement of the price, terms and

the condition for a sale a supplier offers for the items. A quotation enables boththe sales person and the customer to have a written proof of the sales offer.

M/s ABC Ltd.

Quotation

Date: __/__/__

To,

__________

__________

__________

Dear Sir,

We are pleased to submit our quotation as under:

Sr.

No.

Particulars Rate Quantit

y

Amount

1. Product P Xx Xxx Xxxx

2. Product Q Xx Xxx Xxxx

3. Product R Xx Xxx Xxxx

Amount Payable Xxxxx

Delivery period: Within 30 days of receiving order.

Payment Terms: 50% advance, 50% within 30 days of delivery.

Mode of Payment: By Bank Draft.

Validity: One month from the date quoted above.


MIMR, Wadala

22


23/53


3. PURCHASE ORDER It is a written document from the customer to the sellerlisting the required items and providing a description of the goods.

M/s ABC Ltd.

Purchase Order

To, P.O. No. ________

_________ Date: __/__/__

_________

_________

You are required to deliver the items mentioned below within 30 days of the

purchase order date, at the address mentioned above.

Sr. No. Particulars Description Quantity

1. Product P Medium Xxx

2. Product Y Large Xxx

The payment for above consignment will be made within 30 days of the receipt of

goods. Liability for lost or damaged goods lies with the supplier only. Payment will

be made only for goods passing the quality test.

Prepared by: _________ Passed by: _________


MIMR, Wadala

23


24/53


4. INVOICE It is a note asking for payments for goods and services that havebeen supplied. The invoice accompanies the delivery of ordered goods.

M/s ABC Ltd.

INVOICE

To, Invoice No:

________

________ Date: __/__/__

________________

Dear Mr.______,

The details of items supplied to you are mentioned below:

Sr. No. Particulars Amount (Rs.)

1. Product P Xxx

2. Product Q Xxx

Total XxxxDiscount 2% (xx)

Sales Tax @10% Xx

Amount Payable Xxxx

The payment for the goods supplied is to be made within 30 days of the invoice

date.


MIMR, Wadala

24


25/53


5. SALES REPORT (product wise) A sales report suggests the total product wisesales. From this report one can draw conclusions about the product preferences of

customers in different months of the year.

M/s ABC Ltd.

MONTHLY SALES REPORT

Product wise

Month: February Page: 1

Product Name Quantity Sold Sales Value (Rs.)

Product P Xxx Xxxx

Product Q Xxx Xxxx

Product R Xxx Xxxx

Total Sales Xxxx

6. MONTHLY SALES REPORT (Sales person wise ) Sales persons are givenindividual sales targets. This report shows the cumulative sales made by each

salesperson for a month.

M/s ABC Ltd.

MONTHLY SALES REPORT

Sales Person wise

Month: February Page: 1

Salesperson Name Quantity Sold Sales Value (Rs.)

Mr. ABC Xxx Xxxx

Mr. DEF Xxx Xxxx

Mr. GHI Xxx Xxxx

Total Sales Xxxx


MIMR, Wadala

25


26/53


7. OUTSTANDING PAYMENTS REPORT There are many customers who donot make the payments in time for the goods and services they have taken. Every

delayed payment impacts the financial planning of an organization. Therefore, itbecomes very important that payment collection be done on time. It shows thedetails of all invoices for which payments are pending till the last day of the

month.

M/s ABC Ltd.

SALES DEPARTMENT OUTSTANDING PAYMENTS REPORT

Month: February Date: __/__/__

Customer

Name Invoice No. Date

Invoice

Amount (Rs.)

Amount

Pending (Rs.)

Mr. ABC 12 __/__/__ Xxx Xx

Mr. DEF 44 __/__/__ Xxx Xx

Mr. GHI 102 __/__/__ Xxx Xx

Total Outstanding Xxxx


MIMR, Wadala

26


27/53


OTHER ASPECTS OF MIS IN MARKETING:

Managing Financial transactions:

Managing cash on sales delivery and credit based delivery.

Centralizing the security systems and electronic cash drawer support to

avoid mismanagement of cash.

Managing any refunds or exchanges made for each individual product.

Providing stock and inventory details:

Consolidating the stock availability, sales information, inventory details

and data transfer across geographically dispersed stores.

Allowing the view of stock availability by individual product, productcategory, department, supplier and manufacturer.

Maintaining relevant customer information:

Maintaining relevant information about customers specifying the

personalized shopping habits, customer profiling, tracking and

membership details.

Analyzing every account including the potential buyer, personal benefits

being offered to the buyer if the sale is closed and the problems faced

during the particular sale.

Integrating sales processes: Identifying the top selling product by category, department, supplier and

manufacturer

Managing the sales pipelines to maximize the chances of closing a sale.

Storing detailed sales histories by individual product, product category,

department, supplier and manufacturer.


MIMR, Wadala

27


28/53


MANAGEMENT INFORMATION SYSTEM IN E COMMERCE

Meaning: E Commerce is one of the fastest growing segments of the internet, which isused by businesses. E Commerce can be divided into the following categories:

Business to Business E Commerce (B2B) Business to Consumer E Commerce (B2C)

Consumer to Consumer E Commerce (C2C)

Business to Peer (B2P)

BENEFITS:

Information Systems are being used in management of E - commerce. The Information

Systems offer the following benefits:

Integrating existing point of sales systems.

Integrating with other E Commerce driven applications to provide the analysis

of market effectiveness in terms of real business.

Managing customer information that can then be used for effective analysis topredict buying trends.

Provides various methods that can be used for diverting traffic onto the requiredwebsites.

Integrating graphs and multiple report building wizards for the creation of

effective reports based on any type of information.

Information systems also provide various customer retention strategies according

to each segment or market campaign or sales force.

Information systems also manage the search engine optimizations:

The Information System can manage the inbound links to a website. It

monitors and manages these inbound links as the number of inbound linkscan have a visible effect on the listing of the website by a search engine.

Information Systems are able to identify the appropriate keywords that best

describe the company and its products. The content on the site, which is

developed around the keywords, has to be clear, concise and relevant.

Information Systems can also set up and manage pay per click mechanisms.

They continuously generate new keywords and messages for the website to


MIMR, Wadala

28


29/53


analyze the combination so as to divert the maximum traffic to the

companys website at a minimum cost to the company.

CASE STUDY: CMC LTD.

INTRODUCTION

CMC Limited is a leading IT solutions company and a subsidiary of Tata

Consultancy Services Limited (TCS Ltd), one of the world's leading information

technology consulting, services and business process outsourcing organizations. It is apart of the Tata group, India's best-known business conglomerate.

With 18 offices, 150 service locations, 520 non-resident locations and over 3,800

employees worldwide, we provide a wide spectrum of unique Information Technology

solutions and services to a clientele of premier organizations in the government andprivate sectors.

CMC Americas, a subsidiary, services clients in the US, while its branch offices

in the UK and Dubai market its products and services in Europe, Africa and the MiddleEast.

Large and complex project management capabilities

Since its incorporation in 1975, CMC has an enviable record of successfullybuilding IT solutions for massive and complex infrastructure and market projects.

Take, for instance, just three of the many major projects undertaken by it:

A passenger ticketing and reservations system for Indian Railways, which runs6,000 passenger trains carrying over 10 million passengers a day, on a 90,000-km

railway network covering around 8,000 railway stations.

A cargo handling system is a comprehensive online real time cargo handling

system to integrate all complex and varied activities of container terminals. This

system has been implemented for several Indian and International ports.

An online transaction processing system for the Bombay Stock Exchange, which

handles millions of securities trading transactions every day.


MIMR, Wadala

29
http://www.tcs.com/http://www.tata.com/http://www.cmcltd.com/about_us/subsidiary.htmhttp://www.cmcltd.com/case_studies/banking_finance/BOLT.htmhttp://www.tata.com/http://www.cmcltd.com/about_us/subsidiary.htmhttp://www.cmcltd.com/case_studies/banking_finance/BOLT.htmhttp://www.tcs.com/


30/53


IRRIGATION: INFO IS EVERYTHING!

CMC has designed, developed and implemented a management informationsystem (MIS) for this World Bank-funded project in Maharashtra, India

The product

MIS: Management Information System

A comprehensive system for the planning, design, construction, monitoring, operation

and maintenance of irrigation schemes

The client

Irrigation Department, Government of Maharashtra

The department controlling water resources in India's most industrialized state.

Project

Development and establishment of management information systems (MIS) for

six selected major irrigation projects under the World Bank-funded MaharashtraComposite Irrigation Project - III (restructured)

Background

Out of the six selected irrigation projects, three schemes - Kukadi, Bhima and

Krishna - are located in the Krishna river basin. The remaining three - Upper Penganga,Majalgaon and Jayakwadi - are located in the Godavari river basin in the state of

Maharashtra.

These six projects are administered by the chief engineer (specified projects),

Pune, and the chief engineer (specified projects), Aurangabad. Each of the six projects isadministratively divided into two circles - a project circle, headed by a superintending

engineer and a command area development (CAD) circle, headed by an administrator.

Each circle administratively controls four to five divisions, and each division, inturn, has four to five sub-divisions.

A special analysis and evaluation cell (SAEC), headed by a superintendingengineer, coordinates and interacts with the different project circles, CADA circles and

associated institutions like the directorate of irrigation research and development

(DIRD), the public works department (PWD), the revenue department (resettlement and


MIMR, Wadala

30


31/53


rehabilitation), the quality control organization and the agriculture department. The roles

of the associated institutions have been specified by the state irrigation department.

Objective

The primary objective of developing and establishing an MIS for the selectedmajor irrigation schemes was to provide a comprehensive system facilitating planning,design, construction, monitoring, operation and maintenance of the schemes.

The system developed by CMC

Provides quick, accurate and relevant information.

Improves data management and handling capacity.

Provides effective sharing of data and information amongst various management

levels and with associated offices

Scope

CMC handled the study, design, development, testing and installation of the

management information system, training of officials, as well as implementation supportfor the system.

MIS has the following modules:

1) Construction

Land acquisition.

Rehabilitation and resettlement Resource requirement planning

Procurement monitoring

Stores and inventory

Asset management

Schedule of rates

Roads and bridges

On-farm development works

Works accounts

Construction monitoring and management

2) Operation and maintenance

Project management

Plan of operation and management

Drainage network monitoring maintenance management

Resource requirement planning


MIMR, Wadala

31


32/53


Coordination with water users' associations (WUAs)

Command area agriculture

Asset management

Integrated agriculture development

Maintenance management

3) Administration management

Personnel administration

System

The system is based on a client-server configuration. The server is a Pentium

machine with open SCO Unix as the operating system and open Ingres as the back-end.

The clients are 486 PCs with Gupta SQL 5.0 (with Ingres router) as the front-end,operating in MS Windows.

MIS covers the offices of the secretary, the joint secretary and the deputy

secretary of the state irrigation department based in Mumbai, and is connected to theoffices of the chief engineers (specified projects) in Pune and Aurangabad.

Corporate citizenship

CMC is committed to the highest standards of corporate governance and social

responsibility. Rooted in theTata group's long history of putting people before profits

and policy of leadership with trust, CMC believes in being ethical and fair in its businessdealings with all stakeholders -- employees, customers, partners, investors and the

community.

Going beyond mere compliance to government rules and regulations, it follows

the law in letter and spirit. It subscribes to the Tata Code of Conduct and has devisedpolicies to ensure its tenets are strictly adhered to.

CMC's commitment to the community is manifest in the many projects such as

health, education, livelihoods and women-children welfare.


MIMR, Wadala

32


33/53


ORGANISATION INFORMATION

V TRANS GROUP

MISSION

To continuously strive to provide safe, efficient, time bound and cost effectiveservices thereby achieving total satisfaction of our customers. The company will also

regularly update and develop its technology to meet the changing market requirements.

In doing so we shall strive to achieve our theme of being "Your Competitive Edge"

VISION

Vision is of an India with world-class infrastructure, and our chosen role as

bridging manufacturing and retailing such that both compete better

The vision of Group V is of an India with world class infrastructure and ourchosen role is bridging manufacturing and retailing so that both compete in a better way.

Group V will be the leading single window domestic transportation, warehousing

& logistic solution provider for all market segments in west India by harnessing our

resources, capabilities, experience and goodwill gained over the last 47 years.

Group V's customers will receive the best value because we will offer them thehighest standards of quality and efficiency-in ways that are most useful to them. To

provide them comprehensive and "can-do" solutions, we will form a network ofcomplementary allies who share our values and standards.

Group V customers will receive the best value because we are providing them the

highest standards of quality and efficiency - in ways that are most useful to them. We

will form a network of complementary allies who share our value & standards.

BEGINNING

Group V is one of the Leading Logistics service provider with successful track

record spanning over four decades. Group V commenced in the year 1958; initially weprovided transportation between Mumbai & Gujarat. Today we are present nationally

with 200 Branches across 14 states in the country.

Group V is a privately - owned, professionally managed company that offers regular

trucking & time conscious transport for hard freight. The company has invested in stateof the art IT systems that support & add value to our services.


MIMR, Wadala

33


34/53


INFRASTRUCTURE Our efficient fleet of over 250 vehicles plying round the clock on the national

highways.

Network - consists of the interiors of Gujarat, Important locations in

Maharashtra, South India, Rajasthan and North India. Encompassing practically

every corner of Gujarat state and major industrial & trading centers inMaharashtra, Rajasthan, South India and North India.

Network - consists of the interiors of Gujarat, Important locations in Maharashtra

& South India. Encompassing practically every nook & corner of Gujarat state &

major industrial & trading centers in southern India, Rajasthan & Delhi.

Own/Attached closed body fleet strength is integrated for safe transportation of

high value & even a delicate cargo.

Own weatherproof Insured Warehouses with Platforms at all locations.

Dedicated team to handle all kinds of cargo safely and as per client's instructions.

Efficient Customer Service Cell at all regional offices.

Centralized inquiry centers at regional levels. Information provided at finger tips.

Majority of the Branches are computerized and connected through Internet.

Customer Support Executive at all controlling offices.

Management of Transit risk through Risk Management Schemes.

RELIABILITY

Our services are equivalent to Express/Couriers whereas rates are that of

normal hard freight.

Timely dispatch of the goods.

Door-to-door collection and delivery of goods.


MIMR, Wadala

34


35/53


Point-to-Point speedy service. Scheduled services to major destinations.

Major stations are outside octroi limits.

Standardized Rates, Fastest clearance of claims policy, Commitment of

hassle-free transport.

TECHNOLOGY

Virtual Private Network (VPN): VPN ensures total connectivity via

computerization. It enables all our regional offices to update instantly on customer

information, thereby providing maximum support to the customer.

Cargo Branch, VXBranch are internally developed comprehensive operation,

customer care software applications, which captures the complete operation at all stagesof transportation, right from booking till the final delivery of consignments. High-tech

MIS system. Mobile SMS Services. E-Mail Services.

CARE: The data captured by Cargo Branch, VXBranch help the customer totrack the consignment status at any given point of time through our web site or by

contacting the booking or delivery offices. Our website offers tracking facility in terms

of arrival and dispatch status of consignments.

Besides, a dedicated team of IT professionals is always available to providesupport for managing the operations and developing tailor-made systems to provide

optimum support to the customers.

We aim to achieve:1) 100 % computerization across all branches.

2) WAP-enabling of our consignment tracking system.

3) Computerized Services and tracking of consignment at major branches.

WORKFORCE

A dynamic leadership. A motivated management team. An inspired and self-driven taskforce of over 1023 people. That constitutes the winning team at Group V.

People are our biggest asset. Ours is one big and happy family of qualified professionals

and extremely dedicated people.

We are what we are today - solely because of their energy and loyalty andperseverance. On our part, we offer our people tremendous growth opportunities within

the organization. As a result, some of our people have risen to very senior positions.


MIMR, Wadala

35


36/53


SERVICES

"Efficient, Reliable & Secure Transportation of your goods".

V-Trans offer traditional, safe & cost effective surface transport. Customers rely

on V-Trans for safe and on time movements of their cargo, including scheduleddepartures across major cities. The service does not limit the size or weight of cargo i.e.transported through container sized vehicles. Weather proof & insured warehouses with

platforms at all locations insure safe and efficient handling of the cargo at every stage.

Major stations / warehouses are located outside of octroi limits.

Door - to - Door, time - Bound Cargo Service for your Just in Time needs"

When time is the essence, V-Xpress is your choice. This Door to Door timebound service is designed to meet youre just in time requirements. The good news is

that it is also competitively priced. A value addition to the service is DOD (Draft on

Delivery) i.e. the option to pay the value of the goods on delivery

The perfect partner to grow your business with"

Adapting to the changing needs of the market. V-Logis offers total Logistics

solutions that include transportation, warehousing & distribution. With more than

3,00,000 sq.ft. Of warehousing space across the country and the efficient, safe handling

of the goods throughout the service chain makes this service viable for customers whowould like to outsource their inventory management and concentrate on their core

business activity.

SOME OF THE CLIENTS OF V TRANS


MIMR, Wadala

36
http://www.bajajelectricals.com/http://www.abb.com/http://www.larsentoubro.com/http://www.tvs-e.com/http://www.wipro.com/http://www.bajajauto.com/index.asp


37/53


ORGANISATION STRUCTURE


MIMR, Wadala

CHAIRMAN

MANAGER

Corporate IT

V-Trans

eCargo ERPImplementation Manager

V-Xpress

eCargo ERPImplementation Manager

Zonal ManagerERP Implementation

Western


Gujarat


Central & North


South

Zonal ManagerERP ImplementationMaharashtra & Gujarat


Central & East


North

Zonal Manager

ERPImplementationSouth

Technical Team

Application

Development

Technical Team

Application & Network

Support

Users Training

And Documentation

37


38/53


I.T. DEPT DETAILS

DESKTOPS

Company Dell Optiplex

GX620

IBM Think

Centre A52

HP Compaq

dx2000

Processor Intel P IV

2.8GHz

Intel P IV

2.8GHz

Intel P IV

2.8GHz

Memory 512 MB DDR2 512 MB 256 MB

Storage 80 GB 40 GB 40 GB

OPERATING SYSTEMS: Windows XP Pro


MIMR, Wadala

38


39/53


QUESTIONNAIRE: CRM

JYOTI RAJKUMAR, MANAGER

1. How did you become a manager (Qualification/experience/qualities)?

Ans: With experience & qualities required as per the job profile

2. What does your job as a manager entail? Describe your major functions

(Job Profile)?

Ans: As a CRM, I should satisfy the Customers needs/requirements without affecting

(loss) to the management/organization.

3. What skills are necessary for success as a manager?

Ans: Strong desire & commitment to quality of output & accuracy of information,

strong interpersonal & relationship building skills,Hardworking & result oriented, excellent communication skills.

4. In what way MIS (Management Information Systems) supports your

decision making?

Ans: It helps to classify the Clients, type of complaints. Also it helps to analysis theservice (efficiency) level of the organization.

5. What are different types of reports generated by MIS in your functional

area?

Ans: Nil

6. What advice would you give a person interested in a career in management?

Ans: To pursue it sincerely, because career in management will definitely help you tobuild your career.

7. How you motivate your subordinates?

Ans: By appreciating their efforts.


MIMR, Wadala

39


40/53


QUESTIONNAIRE I. T.DEPARTMENT

R. M. JOSEPH, MANAGER


Ans: With experience and qualities required as per position.


(Job Profile)?

Ans: Development and Maintains of eCargo ERP application.

Testing and Deployment of the ERP applicationUsers Training and Implementation

Hardware, Software, Internet connectivity, Securities requirements study and

recommend to Management. Provide support in purchase and installation.


Ans: Continue improvement of Functional skills & knowledge, Inter-personalrelationship/communication skills. Team Building and Participating Leadership.

Promptness in decision making, replying/clearing issues.


decision making?

Ans: WEB based system, provides quick information.


area?

Ans: Many reports for quantity and quality analysis. Mainly prepare Variance

Reports, where things go out of the norms.


Ans: To build-up of the qualities like:

Desire for success

Desire for quality work,Desire for knowing more things

Desire for understanding the problem (job objectives) and people.

Self Discipline, Determination, Sincere and Hard-work.


MIMR, Wadala

40


41/53


42/53


QUESTIONNAIRE -- FINANCE AND ACCOUNTS DEPARTMENT

ASHOK ROUTRAY, MANAGER


Ans: With experience and qualities required as per position.


(Job Profile)?

Ans: Managing Companys Finance, Income Tax and Service Tax.Coordinating with Companys Secretary, Auditors and Government

Authority related to Companys Law and Taxation.

Monitoring Fund UtilizationFixed Assets Management


Ans: Having up-to-date knowledge in Finance and TaxationInter-personal relationship/communication skills. Team Building.


decision making?

Ans: Balance Sheet, Ledgers, Costing Reports.


area?

Ans: Fund Flow Report, Assets Management Reports, P & L and Balance Sheet


Ans: Aggressive, Determination and Hard-work.

Self Discipline, Sincere and Team Spirit.

7. How you motivate your subordinates?

Ans: Sharing Knowledge,. Appreciation

Delegation of responsibility and necessary authority


MIMR, Wadala

42


43/53


EXIDE BATTERIES LTD.

ABOUT THE COMPANY

Exide Industries Limited, India's flagship of the storage battery industry- is alsothe largest Power Storage Solutions Company in South and South East Asia. It

manufactures the widest range of storage batteries in the world from 2.5Ah to 20,600Ah

capacity, to cover the broadest spectrum of applications.

EIL is the market leader in the organized sector in both the automotive and

industrial segments. 'EXIDE' and SF (Standard Furukawa)', the flagship brands of the

Company, are also the leading battery brands in the country.

Exide is the first choice of almost every vehicle manufacturer - Maruti, Cielo,

Mercedes, Opel, Peugeot, Fiat, Rover, Iveco, BMW, Honda - with every 2 out of 3 new

vehicles in India rolling out with Exide.

VISION STATEMENT:-

"To win our customers, stakeholders and employees by

transferring quality into a performance oriented business

which will secure market leadership and profitable growththrough effective fulfillment of customers' needs. "


MIMR, Wadala

43


44/53


COMPANY HISTORY

YEAR PARTICULARS

1916 Chloride Electrical Storage Co. (CESCO) UK set up trading operations in

India as an import house1946 First factory set up in Shamnagar, West Bengal

1969 Second Factory, Chinchwad, Pune

1976 R&D Centre established in Kolkata

1981 Third factory, Haldia, West Bengal

1992 First Submarine batteries delivered to the Indian Navy

1994 Technical collaboration with Shin Kobe Electric Machinery Co. Ltd. ofJapan, a subsidiary of the Hitachi Group

1995 Chloride Industries Ltd renamed Exide Industries Ltd.

1998 Exide acquires the operations of Standard Batteries Ltd & adds four more

factories, taking the total to eight

2000 Acquisition of 10% stake in Chloride Batteries South East Asia (CBSEA),

Singapore & 49% in Associated battery Manufacturers Ceylon|(ABMEL),

Sri Lanka. Battery charging commenced at Bawal, Haryana to cater to OEMJIT supplies

2001 Launch of exidetraction.com, an e-commerce website for internationalcustomers of traction batteries.

2002 Became second largest 2-wheeler battery company in the world. Launch ofAchieve 100 PPM at Hosur Plant

2004 Launch of exidereachout.com, a CRM initiative for Exide Trade

CAPITAL & MARKET SHARE:-

Capital Authorized Rs.100 Crores, Paid up 75 Crores

Turnover Rs. 1332 Crores as on 30.09.2007

Employees Approx 3900 as on 30.09.2007.

Market Share in

Different Segments

Market Shares % of the total segment

Telecom 30%

Railways 30%

Auto (OEM) Passenger Vehicles 80%

Auto (OEM) - Overall 72%

Auto (Replacement) Overall

including unrecognized35%


MIMR, Wadala

44


45/53


WORLD CLASS MANUFACTURERS:-

Exide has eight manufacturing plants producing world class products. Exidefactories are located strategically around the country to provide logistic support for its

production of over five million batteries per annum.

Each of these factories are equipped with state-of-the-art equipment sourcedfrom the best battery making machinery manufacturers in the world. Exide, due to its

strong roots with the erstwhile Chloride group, has access to the best manufacturing

practices in the field of Lead Acid Batteries.

A technology tie-up with Shin-Kobe, Japan the makers of world class HitachiVRLA batteries has given Exide the technological edge in maintenance free batteries.

Other strategic technology agreements with Furukawa, Japan and Oldham, U.K. have

given Exide the competitive edge in providing the most reliable solutions for packaged

power.

COLLABORATIONS

Shin-Kobe Electric Machinery Co. Ltd.,Hitachi Group, JapanFor Automotive and VRLA Batteries

The Furukawa Battery Co. Ltd.,Japan

For Automotive Batteries at Taloja


MIMR, Wadala

45


46/53


ORGANISATION STRUCTURE

S.B Ganguly, Chairman Emeritus

Board of Directors

R.G. Kapadia, Chairman & Non Executive Director

R.B Raheja, Vice Chairman & Non-Executive Director.

T.V.Ramanathan, Managing Director & Chief Executive Officer.

G.Chatterjee, Director Industrial.

P.K.Kataky, Director Automotive.

S.K.Mittal, Director Research & Development.

A.K.Mukherjee, Director Finance & Chief Financial Officer

Vijay Aggarwal, Non Executive Director.

Mr. H M Kothari, Non Executive Director.

Mr. Bhaskar Mitter, Non Executive Director.

Mr. S.N.Mookherjee, Non Executive Director.

Mr. A.H.Parpia, Non Executive Director.

S.B.Raheja (Atternate D S Parekh), Non Executive Director.

W. Wong, Non Executive Director.

Executive Commitee

T.V. Ramanathan

G. Chatterjee

P.K.Kataky


MIMR, Wadala

46
http://www.exideindustries.com/eil/company/company.htm#boardhttp://www.exideindustries.com/eil/company/company.htm#board


47/53


S.K. Mittal

A.K. Mukherjee

Barun Das

Monodip Chaudhuri

R.P. Ray

R. Chakraborty

HEAD OFFICE

Kolkata

'Exide House'59E, Chowringee Road

Kolkata 700 020

FACTORIES

TalojaPlot No. T-17

MIDC Taloja Industrial Area

Taloja - 410 208

Bawal

Plot no. 179, Sector 3HSIDC Growth CentreBawal, District Rewari

Haryana


MIMR, Wadala

47


48/53


INFORMATION TECHNOLOGY SUPPORT

EIL is connected all over the India through Wide Area Network [WAN]

The Head Office has a server & all the 8 Branches are connected to share the

information. Exide is using Radio Frequency Link [RFL].Exide is a manufacturing company. The material is used is either imported or they us

Indian material. The data of the imported material is maintained by the Head Office

which is at Kolkata and all the data regarding Indian material is maintained by itsbranches.

To maintain this information some software used:

i) SAP- means "Systems Applications and Products."

The SAP system is a collection of software that performs standard business

functions for corporations. The system has become very popular because it provides acomplete solution to standard business requirements such as manufacturing, accounting,financial management, and human resources. It incorporates the concepts of enterprise

resource planning (ERP) and business process reengineering (BPR) into an integrated

solution for business applications.

ii) TPM software


MIMR, Wadala

Head Office(Server)

Factory(WAN)

Factory(WAN)

Factory(WAN)

48


49/53


Hardware

I ) Routers -A router is a computer whose software and hardware are usually tailored tothe tasks of routing and forwarding generally containing a specialized operating system(e.g. Cisco's IOS or Juniper Networks JUNOS and JUNOSe or Extreme Networks XOS).

II) Printers:- We are using two Printersa ) Dot Metrics - which is mainly used for Invoicing

b ) Laser color We are using HP Laser printers

III) Computers:- We are using HP computers in our offices.


MIMR, Wadala

49


50/53


51/53


QUESTIONNAIRE PRODUCTION DEPT.

K. ANIRUDDHA, PRODUCTION HEAD

Q1. How did you become a manager (Qualification / experience / qualities)?

Ans: Qualification / Experience/ Qualities-are all pre-requisites to become a manager.

Q2. What does your job as manager entail? Describe your major functions?

Ans: Ensuring products are made at right cost quality to delivered at right time For this I

need to manage the resources at my Disposal which are a constraints.

Q3. In what way MIS support your decision making?

Ans: All decisions are based on Data available at my disposal This is achived by havingthe required MIS

Q4 .What skills are necessary for a success as a manager?

Ans: Need to have passion for whatever you do and doing right things at right time

Q5. What are the different types of reports generated by MIS in your functional

area?

Ans: Daily Production Report

Daily Quality Report

Q6.What advice would you give a person interested in career in management?

Ans: Strive for change and make things happen do not wait for things to happen.

Q7. How you motivate your subordinates?

Ans: Give them opportunity to try new things and also give them power to take theirown decisions regarding certain issue.


MIMR, Wadala

51


52/53


QUESTIONNAIRE ACCOUNTS

P.P. INAMDAR ASSO. MANAGER

Q1. How did you become a manager (Qualification / experience / qualities)?Ans: Qualification

Q2. What does your job as manager entail? Describe your major functions?

Ans: Team management and customer service

Q3. In what way MIS support your decision making?

Ans: To get the detailed analysis of the product and its placement as per the need

Q4 .What skills are necessary for a success as a manager?

Ans: Leadership skill

Q5. What are the different types of reports generated by MIS in your functional

area?

Ans: Sales Report and Activity Report

Q6.What advice would you give a person interested in career in management?

Ans: Work hard, always be keen to learn new things as Life is a Journey. Take each day

as a new learning day.

Q7. How you motivate your subordinates?

Ans: Regularly conduct a get together to know their grievances and try to solve them.


MIMR, Wadala

52


53/53


BIBLIOGRAPHY

1. Managing Information Systems, NIIT.

2. http:/www.wheatongroupllc.com/library/06_01_92.asp

3. http://www.accessmylibrary.com

4. http://www.cmcltd.com/case_studies/index.htm
http://www.wheatongroupllc.com/library/06_01_92.asphttp://www.accessmylibrary.com/http://www.cmcltd.com/case_studies/index.htmhttp://www.wheatongroupllc.com/library/06_01_92.asphttp://www.accessmylibrary.com/http://www.cmcltd.com/case_studies/index.htm

mis and its application

Documents