information system

Krispy Kreme Doughnuts is the most well-known name in the doughnut industry. Headquartered in Winston-Salem, North Carolina, Krispy Kreme has 218 company-owned and franchised stores in 33 states. Those 218 stores sell almost 5 million doughnuts on a daily basis and 2 billion annually, or seven doughnuts for every man, women, and child in the United States every year. Task1

Every business， regardless of its size, must perform four functions to succeed. It must produce the product or service; market and sell the product; keep track of accounting and financial transactions; and perform basic human resource tasks, such as hiring and retaining employees.

The sales and marketing function is responsible for selling the organization’s products or services. Marketing is concerned with identify the customers for the firm’s products or service, determine what customers need or want, planning and developing products and service to meet their needs, and advertising and promoting these products and services. Sales are concerned with contacting customers, selling the products and services, taking orders, and following up on sales. This system captures sales date at the moment the sale takes place to help the business monitor sales transactions and to provide information to help management analyze effectiveness of marketing campaigns.

Data element: store number, item number, item description. Monthly sales, customer number, type of product sales, the market price of similar products, customer preferences Etc. This system captures sales data at the moment the sale takes place to help the business monitor sales transactions and to provide information to help management analyze sales trends and the effectiveness of marketing campaigns.

The manufacturing and production function is responsible for actually

producing the firm’s goods and services. Manufacturing and production systems deal with the planning, development, and maintenance of production facilities; the establishment of production goals; the acquisition, storage, and availability of production materials; and the scheduling of equipment, facilities, materials, and labor required to fashion finished products. This system provides information about the number of items available in inventory to support manufacturing and production activities.

Data elements: item code, reorder point, machine control, production planning, facilities location. This system provides information about the number of items available in inventory to support manufacturing and production activities. The finance function is responsible for managing the firm’s financial assets, such as cash, stocks, bonds, and other investments, to maximize the return on these financial assets. The finance function is also in charge of managing capitalization of the firm. To determine whether the firm is getting the best return on its investments, the finance function must obtain a considerable amount of information from sources external to the firm. The accounting function is responsible for maintaining and managing the firm’s financial records - receipts, disbursements, depreciation, and payroll - to account for flow of funds in a firm. Finance and accounting share related problems - how to keep track of a firm’s financial assets and fund flows.

Data element: cost, budgeting, profit planning. Each of the expenditure plans, production cost budget. An accounts receivable system tracks and stores important customer data, such as payment history, credit rating and billing history.

The human resources function is responsible for attracting, developing, and maintaining the firm’s workface. Human resources information systems support activities such as identifying potential employees, maintaining complete records on existing employees and creating programs to develop employees ‘talents and skills.

Data element: training and development, compensation analysis, human

resources planning. Employees’ quality, culture, and capabilities. This system maintains data on the firm’s employees to support the human resource function.

Every business in fact has those function areas: suppliers, customers, employees, invoices/payments, products and service. Information gathering is the collection of information.

The information system must first distribute in various departments, each place, and each spot related collection of information, records its data, and transforms the information system to need the form. Krispy Kreme can

through

its

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management

website

mykrispykreme.com, instantly assemble and redeploy the time-limited strong operation data; this already became the company fast deployment sales network the key.

At the corporate level, strategic managers can view any kind of summary and comparison of any kind of information. They can select certain types of information by certain areas of the country and by specific time frames to analyze the company’s overall performance. Other corporate-level processes are also supported by the IT system. Financial analysts can view and massage stock information. Supply chain managers can predict the impact of forecasted weather patterns on a supplier’s ability to meet inventory needs. Marketing specialists can determine the effect of a national television campaign on each individual store’s performance. Operations managers can even drill so far into the information that the can determine which employees exhibit the greatest productivity in the making of doughnuts.

Like all organizations, Krispy Kreme relies on a variety of technologies to manage and store information and to analyze that information.

At the heart of every organization are databases that store vast amounts of transaction information. For Krispy Kreme, that transaction information includes each single POS transaction, including when, where, amount, type of doughnut, payment type, and so on. To analyze the information, many

organizations turn to a data warehouse and data-mining tools. A data warehouse id a special type of database that stores summaries of information. Krispy Kreme’s data warehouse is organization-wide and contains summaries of information by store. Information here includes sales marketing, supply, inventory, financial, and other types of information as determined by the needs of decision makers.

Getting all the different kinds of systems in a company to work together is a major challenge. One solution is to implement enterprise applications, which are systems that pan functional areas, focus on executing business processes across the business firm, and include all levels of management. Enterprise applications help businesses become more flexible and productive by coordinating their business processes more closely and integrating groups of processes so they focus on efficient management of resources and customers service. There are four major enterprise applications: enterprise systems, supply chain management systems, customer relationship management systems, and knowledge management systems.

Krispy Kreme created a customized Web portal called MyKrispyKreme. Once store managers or owners log into their own MyKrispyKreme portal page, they can access all their own information and as well as organization-wide information and organization-wide applications designed to help them run their stores better. Managers and owners can analyze store performance, access point-of-sale date, review customer and drive-through counts, and get a comprehensive view of cash balances and weekly profit and loss statements. Although a functional perspective is very useful for understanding how business systems serve specific function, this perspective does not tell us how systems help managers manage the firm. Each three main management

constituencies we described earlier uses a different type of system to deliver the information required to manage the company.

Operational managers need systems that keep track of the elementary activities and transactions of organization, such as sales, receipts, cash deposits, payroll, credit decisions, and the flow of materials in a factory. Transaction processing systems provide this kind of information. Decision-support systems support non-routine decision making for middle management. They focus on problems that are unique and rapidly changing, for which the procedure for arriving at a solution may not be fully predefined in advance. Although DSS use internal information from TPS and MIS, they often in information from external sources, such as current stock prices or product prices of competitors. These systems use a variety of models to analyze data, or they condense large amounts of data into a form in which decision makers can analyze them. DSS are designed so that users can work with them directly; these systems explicitly include user-friendly software. Senior managers need systems that address strategic and long-term trends, both in the firm and in the external environment. Executive support systems help senior management make these decisions. ESS addresses non-routine decisions requiring judgment, evaluation, and insight because there is n agree-on procedure for arriving at a solution. ESS provide a generalized computing and communications capacity that can

Conclusion：

The birth of Enterprise Portal, the site will help accelerate and simplify a series of business processes, such as sharing new product information, view floor plans, ordering equipment, generate financial information. But its value is not

limited to direct store management. The authorized portal users can view financial data and marketing information.

Reference Templates

Author Beynon-Davies P. Kroenke, D M. Kroenke Publish Year 2009 2008 2009 Title sub-titles including Business Information Systems Experiencing MIS Using MIS