MIS in Marketing

USE OF MIS IN MARKETING
USE OF MIS IN
MARKETING
Management Information System – Prof Yogesh Kolhatkar 1

MIMR, Wadala
GROUP MEMBERS
1. VIJETA DHENGLE (473)
2. RACHIT J. GANATRA (475)
3. AMRUTA INAMDAR (477)
4. SARAH JOSEPH (479)
5. MEENAL KARNANI (481)
6. SHARIQ KHAN (483)

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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.”

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SUBJECT INDEX
Sr. No. Particulars Page No.
1. INTRODUCTION 05
2. ORGANISATION STRUCTURE & INFORMATION

NEEDS 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

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INTRODUCTION
Information is the basis for every decision taken in an organization. The efficiency
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 is to obtain the required
information about the operating results of an organization regularly 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 appropriate
skills, 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

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System
“A system can be defined as a group of inter-related, often interacting units that together
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, machines
etc., are transformed by various organization processes into goods and services.
The function of MIS can be shown diagrammatically as-
Determination of Information needs
Data gathering and processing
Evaluation, Indexing, Abstraction
Dissemination Storage
Information Use
ORGANIZATION STRUCTURE AND INFORMATION NEEDS

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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 middle
management 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 in
nature. 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 for “day-
to-day” routine decisions and operations of the organization.
“The information is received from the middle management and is mostly

internal in nature. Decisions at this level are usually routine, structured and
programmed. The functions and processes are standardized.”

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The Marketing Information System

Sales and Marketing is a key process for the sustenance of any business as
revenues 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 customer
preferences 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 potential
sales 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 a
customer 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 the
market 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 of
recall 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 all the sources of information which contribute to
the MIS which help us understand our customer's needs and wants; that information does
not 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 make
better 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 be
assessed.

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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 be supported
by formal information systems. One can then determine whether information systems will
be valuable tools and how they should be designed.

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COMPONENTS OF A MARKETING INFORMATION SYSTEM
A marketing information system (MIS) is intended to bring together disparate

items 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 MIS
also provides methods for interpreting the information. Moreover, as Kotler's definition
says, 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 factors
monitored 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 should
have these components, the methods (and technologies) of collection, storing, retrieving
and processing data notwithstanding.
 Internal reporting systems: All enterprises which have been in operation for any
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 there are, for
example, financial, production, manpower, marketing, stockholding and logistical
data. Often the entrepreneurs, or various personnel working in the functional
departments holding these pieces of data, do not see how it could help decision
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makers in other functional areas. Similarly, decision makers can fail to appreciate
how information from other functional areas might help them and therefore do not
request it.
The internal records that are of immediate value to marketing decisions

are: orders received, stockholdings and sales invoices. These are but a few of the
internal records that can be used by marketing managers, but even this small set of
records is capable of generating a great deal of information. Below, is a list of
some of the information that can be derived from sales invoices:
• Product type, size and pack type by territory.

• Product type, size and pack type by type of account.
• Product type, size and pack type by industry.
• Product type, size and pack type by customer.
• Average value and/or volume of sale by territory
• Average value and/or volume of sale by type of account
• Average value and/or volume of sale by industry
• Average value and/or volume of sale by sales person
By comparing orders received with invoices an enterprise can establish the

extent to which it is providing an acceptable level of customer service. In the same
way, comparing stockholding records with orders received helps an enterprise
ascertain whether its stocks are in line with current demand patterns.
 Marketing research systems: The general topic of marketing research has been
the prime ' subject of the textbook and only a little more needs to be added here.
Marketing research is a proactive search for information. That is, the enterprise
which commissions these studies does so to solve a perceived marketing problem.
In many cases, data is collected in a purposeful way to address a well-defined
problem (or a problem which can be defined and solved within the course of the
study). The other form of marketing research centres not around a specific
marketing problem but is an attempt to continuously monitor the marketing
environment. These monitoring or tracking exercises are continuous marketing
research studies, often involving panels of farmers, consumers or distributors from
which the same data is collected at regular intervals. Whilst the ad hoc study and
continuous marketing research differs in the orientation, yet they are both
proactive
 Marketing intelligence systems: Whereas marketing research is focused, market

intelligence is not. A marketing intelligence system is a set of procedures and data
sources used by marketing managers to sift information from the 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:

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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 the
behavior 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. For
example, the marketing manager of a firm considering entering the business of
importing frozen fish from a neighbouring country may make informal inquiries as
to prices and demand levels of frozen and fresh fish. There would be little
structure 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 some systematic
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 professional researcher. 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 to
take 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 market intelligence
back to them.

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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 tools
are:
• 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 desktop
computer 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 are
stochastic since these express brand choices in probabilities whereas linear programming
is deterministic in that the relationships between variables are expressed in exact
mathematical terms.

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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, implementation
of 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 to
manage campaigns to retain customers, vendors and optimize services regarding
each contact.
 Managing critical business issues: Information Systems are effectively used to
manage 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 target
market strategies.
 Preparing comprehensive reports: Information Systems can filter information to
provide customized solutions to marketers. This information can be viewed in
various ways such as summarized views, total, sub total, statistical views or
graphic views.

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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 to information
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-based
marketing 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 very

regimented 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 systems
simply 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 because their most
important requirement is to be able to deal with constantly changing needs.

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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-present integrity
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 to bottlenecks 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 is
about 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.

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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 relevant
methodology 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 and
measure 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 traditional
systems 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 to
get 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 of
predictable utilization rates. Fortunately, unless your customer file contains the entire

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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 several important
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 best ways
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 these
marketing and executive applications in the information-mining environment for the
following reasons:

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• 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 or
accounting.
• A compelling argument for maintaining these applications within the information-
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-up
questions. The place for these is the information-mining environment.

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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 the business to
assist the management in the effective management of the business. 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 to get
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.

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DIFFERENT TYPES OF REPORTS USED IN MARKETING
1. SALES CALL REPORT – This report contains data about the potential customer.
It also contains details about the types of items customer is interested in.
M/s ABC Ltd.

Sales Call Report
Division Name: ____ Sales Call no._____

Date: __/__/__
Customer’s Name: _________________________________
Type of Customer Item(s) Interested in
Retail Shop _________ _________

_________ _________
Distributor _________ _________
Follow up plan _______________________________________________
Date of next call: __/__/__

Remarks: ______________________________________________________
______________________________________________________
Sales Person: __________________ Signature: __________________

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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 both the
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. Particulars Rate Quant Amount

No. ity
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.

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3. PURCHASE ORDER – It is a written document from the customer to the seller

listing 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: _________

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4. INVOICE – It is a note asking for payments for goods and services that have been
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 Xxxx
Discount 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.

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5. SALES REPORT (product wise) – A sales report suggests the total product wise
sales. 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 given
individual 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

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7. OUTSTANDING PAYMENTS REPORT – There are many customers who do not

make the payments in time for the goods and services they have taken. Every
delayed payment impacts the financial planning of an organization. Therefore, it
becomes very important that payment collection be done on time. It shows the
details 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 Invoice Amount

Name Invoice Date Amount (Rs.) Pending (Rs.)
No.
Mr. ABC 12 __/__/__ Xxx Xx
Mr. DEF 44 __/__/__ Xxx Xx
Mr. GHI 102 __/__/__ Xxx Xx
Total Xxxx
Outstanding

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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, product
category, 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.

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MANAGEMENT INFORMATION SYSTEM IN E – COMMERCE
Meaning: E – Commerce is one of the fastest growing segments of the internet, which is
used 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 to
predict buying trends.
 Provides various methods that can be used for diverting traffic onto the required
websites.
 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 links can
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
analyze the combination so as to divert the maximum traffic to the company’s

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 a
part 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 and
private 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 Middle East.
Large and complex project management capabilities
Since its incorporation in 1975, CMC has an enviable record of successfully

building 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 runs
6,000 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
IRRIGATION: INFO IS EVERYTHING!
CMC has designed, developed and implemented a management information

system (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 Maharashtra Composite
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 is
administratively 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, in
turn, has four to five sub-divisions.
A special analysis and evaluation cell (SAEC), headed by a superintending

engineer, 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
rehabilitation), the quality control organization and the agriculture department. The roles
of the associated institutions have been specified by the state irrigation department.

MIMR, Wadala
Objective
The primary objective of developing and establishing an MIS for the selected
major 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 support
for 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
 Coordination with water users' associations (WUAs)
 Command area agriculture
 Asset management
 Integrated agriculture development

MIMR, Wadala
 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 the offices 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 business
dealings 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 devised
policies 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
ORGANISATION INFORMATION
V TRANS GROUP
MISSION
To continuously strive to provide safe, efficient, time bound and cost effective
services 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 our
chosen 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 the
highest 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 of
complementary 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 we
provided 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 state of
the art IT systems that support & add value to our services.

MIMR, Wadala
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 in Maharashtra, 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
 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 stages
of 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 to track
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 provide

support 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 and
perseverance. 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
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 scheduled departures
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 time bound
service is designed to meet you’re 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 who would
like to outsource their inventory management and concentrate on their core business
activity.
SOME OF THE CLIENTS OF V TRANS

MIMR, Wadala
ORGANISATION STRUCTURE
CHAIRMAN
MANAGER
Corporate IT
Technical Team Technical Team

Application Application & Network
Development Support
V-Trans V-Xpress
eCargo ERP eCargo ERP
Implementation Manager Implementation Manager
Zonal Manager Zonal Manager

ERP Implementation ERP Implementation
Western Maharashtra & Gujarat

Gujarat Central & East

Central & North North

South
South
Users Training
And Documentation

MIMR, Wadala
I.T. DEPT DETAILS
DESKTOPS
Company Dell Optiplex IBM Think HP Compaq

GX620 Centre A52 dx2000
Processor Intel P IV Intel P IV Intel P IV

2.8GHz 2.8GHz
2.8GHz
Memory 512 MB DDR2 512 MB 256 MB
Storage 80 GB 40 GB 40 GB
OPERATING SYSTEMS: Windows XP Pro

MIMR, Wadala
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 the
service (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 to
build your career.
7. How you motivate your subordinates?
Ans: By appreciating their efforts.

MIMR, Wadala
QUESTIONNAIRE – I. T.DEPARTMENT
R. M. JOSEPH, MANAGER
Ans: With experience and qualities required as per position.
Profile)?
Ans: Development and Maintains of eCargo ERP application.

Testing and Deployment of the ERP application
Users 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-personal

relationship/communication skills. Team Building and Participating Leadership.
Promptness in decision making, replying/clearing issues.

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
Ans: Sharing Knowledge, skills set, so that the sub-ordinate would have change to
know more and grow more.
Delegation of responsibility and necessary authority
Proper correction and appreciation of their jobs.
Having little bit interest in their family life too.

MIMR, Wadala
QUESTIONNAIRE -- FINANCE AND ACCOUNTS DEPARTMENT
ASHOK ROUTRAY, MANAGER
Ans: With experience and qualities required as per position.
Profile)?
Ans: Managing Company’s Finance, Income Tax and Service Tax.

Coordinating with Company’s Secretary, Auditors and Government
Authority related to Company’s Law and Taxation.
Monitoring Fund Utilization
Fixed Assets Management

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

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.
Ans: Sharing Knowledge,. Appreciation

Delegation of responsibility and necessary authority

MIMR, Wadala
EXIDE BATTERIES LTD.
ABOUT THE COMPANY
Exide Industries Limited, India's flagship of the storage battery industry- is also
the 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 growth
through effective fulfillment of customers' needs. "

MIMR, Wadala
COMPANY HISTORY
YEAR PARTICULARS
1916 Chloride Electrical Storage Co. (CESCO) UK set up trading operations in

India as an import house
1946 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. of
Japan, 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 OEM JIT
supplies
2001 Launch of exidetraction.com, an e-commerce website for international
customers of traction batteries.
2002 Became second largest 2-wheeler battery company in the world. Launch of
“Achieve 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 Shares % of the total segment
Telecom 30%
Railways 30%
Market Share in
Different Segments Auto (OEM) – Passenger Vehicles 80%
Auto (OEM) - Overall 72%
Auto (Replacement) – Overall
35%
including unrecognized

MIMR, Wadala
WORLD CLASS MANUFACTURERS:-
Exide has eight manufacturing plants producing world class products. Exide
factories 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 sourced from
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 Hitachi
VRLA 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, Japan

For Automotive and VRLA Batteries
• The Furukawa Battery Co. Ltd.,Japan
For Automotive Batteries at Taloja

MIMR, Wadala
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
S.K. Mittal
A.K. Mukherjee

MIMR, Wadala
Barun Das
Monodip Chaudhuri
R.P. Ray
R. Chakraborty
HEAD OFFICE
Kolkata
'Exide House'
59E, Chowringee Road
Kolkata – 700 020
FACTORIES
Taloja
Plot No. T-17
MIDC Taloja Industrial Area
Taloja - 410 208
Bawal
Plot no. 179, Sector 3
HSIDC Growth Centre
Bawal, District Rewari
Haryana

MIMR, Wadala
INFORMATION TECHNOLOGY SUPPORT
Head Office
(Server)
Factory Factory Factory

(WAN) (WAN) (WAN)
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 its branches.
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 a
complete 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
Hardware
I ) Routers -A router is a computer whose software and hardware are usually tailored to
the 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 Printers

a ) 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
QUESTIONNAIRE – PERSONNEL DEPT.
KOLEKAR NARENDRA - ASST. MANAGER
Q1. How did you become a manager (Qualification / experience / qualities)?
Ans: To become a good manager in a respective discipline a sound qualification need to

opt their after a good initial exposure with system oriented organization which will help to
every individual a qualitative manager
Q2. What does your job as manager entail? Describe your major functions?
Ans: Personal, Administration & H.R function like liaisoning, statutory compliances,
Training & development, Compensation Management, Safety, and Welfare etc.
Q3. In what way MIS support your decision making?
Ans: Without any MIS manage cannot function, hence MIS is the basic requirement to
make the appropriate & relevant decision.
Q4 .What skills are necessary for a success as a manager?
Ans: Skills like he should be good listener, Say NO at right time, Good Communication,
Leadership Quality & he should be motivator.
Q5. What are the different types of reports generated by MIS in your functional
area?
Ans: Report likes Manpower development, Job Allocation, Compensation, Statutory

Compliances etc.
Q6.What advice would you give a person interested in career in management?
Ans: Person should be analytical, Proactive, dedicated to his work and smart in all sense.
Q7. How you motivate your subordinates?
Ans: Take interest in their family life also to know if they need any kind of help. Also ask
them if they have any problems in order to get it solved.

MIMR, Wadala
QUESTIONNAIRE – PRODUCTION DEPT.
K. ANIRUDDHA, PRODUCTION HEAD
Ans: Qualification / Experience/ Qualities-are all pre-requisites to become a manager.
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.
Ans: All decisions are based on Data available at my disposal This is achived by having
the required MIS
Ans: Need to have passion for whatever you do and doing right things at right time
area?
Ans: Daily Production Report

Daily Quality Report
Ans: Strive for change and make things happen –do not wait for things to happen.
Ans: Give them opportunity to try new things and also give them power to take their own
decisions regarding certain issue.

MIMR, Wadala
QUESTIONNAIRE – ACCOUNTS
P.P. INAMDAR ASSO. MANAGER

Ans: Qualification
Ans: Team management and customer service
Ans: To get the detailed analysis of the product and its placement as per the need
Ans: Leadership skill
area?
Ans: Sales Report and Activity Report
Ans: Work hard, always be keen to learn new things as Life is a Journey. Take each day as
a new learning day.
Ans: Regularly conduct a get together to know their grievances and try to solve them.

MIMR, Wadala
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

MIMR, Wadala

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MIS in Marketing

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USE OF MIS IN MARKETING

Management Information System – Prof Yogesh Kolhatkar 1

1. VIJETA DHENGLE (473)

2. RACHIT J. GANATRA (475)

3. AMRUTA INAMDAR (477)

4. SARAH JOSEPH (479)

5. MEENAL KARNANI (481)

6. SHARIQ KHAN (483)

Management Information System – Prof Yogesh Kolhatkar 2

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

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

Management Information System – Prof Yogesh Kolhatkar 3

Sr. No. Particulars Page No.

2. ORGANISATION STRUCTURE & INFORMATION

3. MARKETING INFORMATION SYSTEMS 08

4. COMPONENTS OF MARKETING INFORMATION

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

Management Information System – Prof Yogesh Kolhatkar 4

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

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

Management Information System – Prof Yogesh Kolhatkar 5

The function of MIS can be shown diagrammatically as-

Determination of Information needs

Data gathering and processing

Evaluation, Indexing, Abstraction

ORGANIZATION STRUCTURE AND INFORMATION NEEDS

Management Information System – Prof Yogesh Kolhatkar 6

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

• Top Management (Strategic):

The main responsibilities are:

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

• Middle Management (Tactical):

The middle management is concerned with elaborating, classifying, and

• Lower level Management (Operation):

“The information is received from the middle management and is mostly

Management Information System – Prof Yogesh Kolhatkar 7

The Marketing Information System

Organizations are increasingly gaining a competitive edge by integrating

DEFINING SALES AND MARKETING

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

Management Information System – Prof Yogesh Kolhatkar 8

Management Information System – Prof Yogesh Kolhatkar 9

COMPONENTS OF A MARKETING INFORMATION SYSTEM

A marketing information system (MIS) is intended to bring together disparate

Figure 9.1 The marketing information systems and its subsystems

The internal records that are of immediate value to marketing decisions

• Product type, size and pack type by territory.

By comparing orders received with invoices an enterprise can establish the

 Marketing intelligence systems: Whereas marketing research is focused, market

Management Information System – Prof Yogesh Kolhatkar 11

Some enterprises will approach marketing intelligence gathering in a more deliberate

Management Information System – Prof Yogesh Kolhatkar 12

• Time series sales modes.

Management Information System – Prof Yogesh Kolhatkar 13

MARKETING STRATEGIES USING MIS

The role of Information Systems in devising Marketing strategies has been

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