5UADM StudyGuide

Yo u r road to success
Your road to success
Level 5 Analytical
Decision-Making
BE •
• A
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IDE
FICI
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STUDY
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ii © ABE
Contents
Using your study guide iv
Chapter 1 Role of Analytics in Business Decision-making 2
1.1 Concepts of appropriate decision-making3

1.2 Nature, scope and impact of routine/non-routine, operational
and strategic decision-making10
1.3 The role of business analytics to support business decision-making16
1.4 Contemporary and emerging themes in a dynamic business environment20
Chapter 2 Business Information Management 32
2.1 Data retrieval, analytics and information management systems and methodologies33
2.2 Data sources and the use of technology36
2.3 MIS in business functions39
2.4 Data sources in contemporary contexts46
Chapter 3 Analytics in Practice 52
3.1 Plan collection and analysis of information required for a business

decision-making project53
3.2 Design, collect, and collate appropriate data to meet requirements
of a business decision-making brief57
3.3 Analyse complex data sets using a range of techniques from a
range of sources to support project brief64
3.4 Interpreting complex data from varied sources to enable coherent
reporting in response to a specific brief71
3.5 Risk factors: reporting against the project brief75
Chapter 4 Option Development 78
4.1 Apply analytic techniques to develop appropriate options in context79

4.2 Scenario planning techniques to support decision-making81
4.3 Application of scenario planning techniques to support decision-making86
4.4 Application of mapping and testing techniques to justify recommendations90
Glossary
105
© ABE iii
Using your study guide
Welcome to the study guide Level 5 Analytical Decision-Making, designed to support those
completing an ABE Level 5 Diploma.
Below is an overview of the elements of learning and related key capabilities (taken from the
published syllabus).
Element of learning Key capabilities developed

Element 1: Role • Demonstrating knowledge and understanding of the concepts
of analytics in of business decision-making and the role of analytics to support
decision-making effective decision-making in a variety of organisational contexts
in contemporary • Evaluating the nature, scope and impact of routine, operational
dynamic business and strategic decision-making in response to identified issues and
environments problems
• Initiating decision-making with consideration for contemporary and
emerging themes in a dynamic business environment
Commercial and business understanding, assimilation of complex and
diverse knowledge and data, appraisal in context, problem solving
Element 2: Source • Understanding and managing research methodology and systems for
and use of data, periodic and continuous data retrieval for routine and non-routine
systems and purposes to meet client and organisational requirements, meeting
technologies for ethical and legal standards
relevant decision- • Identifying, sourcing and accessing information using technologies
making and a multiplicity of data sets in complex contexts
Business research skills, quantitative methods, organisational skills,
technology and software applications
Element 3: Analytics • Analysing, interpreting, and evaluating complex data sets from a
in practice: analysis range of internal, competitive and external sources
synthesis, evaluation, • Using a variety of techniques and models to evaluate data including
and reporting of data qualitative/quantitative data, comparative studies, and trend and
to meet requirements forecast extrapolation in a variety of contexts
and the needs of a • Reflecting on risk factors including access to reliable data, which can
specific brief lead to anomalies and misinterpretation allowing for realistic margin
of error
High levels of analytical, interpretive and evaluative skills, objectivity,
logical thinking, communication, business reporting, language and
presentation skills, responsiveness, sensitivity to audience
Element 4: Option • Evaluating options for decision-making through modelling techniques
development in and scenario development with consideration for organisational
analytical decision- culture and contexts
making • Mapping and testing the likelihood of success considering risk and
other factors
• Reporting and providing justifiable recommendations to enable
decision-making
Lateral thinking for problem solving, skills in scenario planning
to aid forecasting, logical argument, testing, decision-making,
communication of ideas and justified argument
This study guide follows the order of the syllabus, which is the basis for your studies. Each chapter
starts by listing the syllabus learning outcome covered and the assessment criteria.
iv © ABE
L5 descriptor
Knowledge descriptor (the holder…) Skills descriptor (the holder can…)
• Has practical, theoretical or technical • Identify, adapt and use appropriate
knowledge and understanding of a subject cognitive and practical skills to inform
or field of work to address problems that actions and address problems that are
are well defined but complex and non- complex and non-routine while normally
routine. fairly well-defined.
• Can analyse, interpret and evaluate relevant • Review the effectiveness and
information and ideas. appropriateness of methods, actions and
• Is aware of the nature of approximate scope results.
of the area of study or work.
• Has an informed awareness of different
perspectives or approaches within the area
of study or work.
Contained within the chapters of the study guide are a number of features which we hope will
enhance your studies:
‘Over to you’: activities for you to complete, using the space provided.
ase studies: realistic business scenarios to reinforce and test your understanding of what
C
you have read.
Revision
‘Revision on the go’: use your phone camera to capture these key pieces of learning, then
on the go
save them on your phone to use as revision notes.
‘Need to know’: key pieces of information that are highlighted in the text.
Examples: illustrating points made in the text to show how it works in practice.
Tables, graphs and charts: to bring data to life.
Reading list: identifying resources for further study.
Source/quotation information to cast further light on the subject from industry sources.
Highlighted words throughout and glossary terms at the end of the book.
Note
Website addresses current as of June 2017.
© ABE v
Chapter 1
Role of Analytics in Business
Decision-making
Introduction
Unless commitment is made, there are only promises
and hopes... but no plans.
Peter Drucker 1909-2005
Sustained and effective decision-making in business lies at the

heart of any enterprise’s long-term success. In diverse and complex
organisations – often spanning international boundaries – decisions are
made 24/7, at every level of the organisation: strategic, managerial
and operational. If mishandled, even the most mundane decision can
have a major impact.
Analytical skills that justify both operational and strategic decisions have become essential
ingredients in a manager’s armoury. This chapter focuses on the role of analytical decision-making
in contemporary dynamic business environments, considering how new technologies and
work practices are affecting organisational decision-making activities.
Learning outcome
On completing this chapter, you will be able to:
1 Examine the role of analytics in decision-making in contemporary dynamic business environments.
Assessment criteria
1 Examine the role of analytics in decision-making in contemporary dynamic business environments.
1.1 Demonstrate knowledge and understanding of the concepts of appropriate
decision-making.
1.2 Evaluate the nature, scope and impact of routine/non-routine, operational and strategic
decision-making in response to identified issues and problems.
1.3 Discuss the nature of analytics to support business decision-making.
1.4 Assess analytical decision-making, considering contemporary and emerging themes in
a dynamic business environment.
© ABE
Level 5 Analytical Decision-Making
1.1 Concepts of appropriate decision-making

Trewatha and Newport (1982) considered decision-making as a process: “Decision-making involves
the selection of a course of action from among two or more possible alternatives in order to arrive
at a solution for a given problem.” Likewise, the Business Dictionary defines it as: “The thought
process of selecting a logical choice from the available options.”
Decisions are made continuously by every staff member and at every level in the organisation within
the parameters of a specific job role or responsibility. Although the nature of decisions differs,
the necessity to involve other departments and the complexity in achieving the desired outcome
determines who is involved in the decision-making process. Certainly, within the business context,
decision-making at most levels of a corporate organisation is a principal function of management –
a conscious act often involving one or more teams, which is derived from analysis of known facts and
then the development of options from which choices can be made.
Within these contexts, the more strategic the decision, the greater the need to justify not only the
basis on which the decision is made, but also the roles of those involved, and transparency of the
process undertaken. Thus decision-making in corporate bodies is generally perceived to be rational
but often slow and process-driven, determined by and dependent on organisational policies,
procedures and interventions by committees or boards. The need for compliance with the rules of
corporate governance and stakeholder management are developing facets of decision-making for
executives and managers in the corporate world. In crisis management, major difficulties are often
encountered when adherence to procedure leads to delayed, untimely and ineffectual decision-
making results.
In contrast, entrepreneurial decisions, especially those about which there is little or no current or
relevant information available on which to develop options and base decisions, are often made
instinctively on the “gut” feeling or intuition of a senior executive/entrepreneur. Though responsive
to circumstances or even pro-active and “cutting-edge”, these may be perceived to have been
made with little thought, consideration of alternatives or reference to others’ opinions. However,
even these decisions will be founded on evaluation of knowledge, experience and success of the
entrepreneurial decision-maker.
Nature and types of decision-making

The nature and scope of decision-making will be determined generally by the level within the
organisation at which the decisions have to be taken. Table 1 below indicates the types of decisions
undertaken by staff operating within the organisational hierarchy with a complementary example.
© ABE 3
Chapter 1 Role of Analytics in Business Decision-making
Level Scope/impact Decision- Nature Term/time Example

of decision maker/s span
Strategic Corporate/ CEO/senior Singular/ Long-term Subsidiary

major director ambiguous (five years+) acquisition or
disposal
Corporate/ Board directors Repeat/ Short (less Organisational

major regular than one involvement
year) and in community
medium corporate
(one–two and social
years) responsibility
activities
Managerial Organisational/ IS manager and Singular/ Medium Project: a new

procedural departmental complex integrated
improvement managers information
system
Departmental/ Manager/team Repeat/ Short New procedures

routine leaders simple for reporting
sales data
Operational Team and The team Repeat/ Short New rota for
individual/ simple staffing
routine
Table 1: Levels of decision-making Revision

on the go
It can be concluded that the senior leadership team (SLT), comprising the chief executive
officer (CEO) and board of directors will generally be making the strategic decisions for the
organisation, which are long-term decisions with a significant impact. If there is failure as a
result of those decisions, it is usual for senior executives involved in the final decision-making
process to be held responsible for the failure, even though culpability might come from
external and unforeseen circumstances, or even poor execution of the decision rather than the
decision itself.
Moving down the hierarchy of decision-making, as the nature, longevity and span of the decision-
making reduces, so too does the more obvious impact of the decisions made. Effective managerial
decisions which affect the overall operational efficiency of the organisation will have widespread
implications for multiple teams, and may require complex negotiations with other departments
or even “external” organisations, such as trade unions. Even at operational level, repeated poor
decision-making in action will have a long-term impact and lead to both poor performance and
poor reputation with an associated decline in profits.
4 © ABE
Role of Analytics in Business Decision-making Chapter 1
Over to you
Activity 1: Decision-making responsibilities
Using Table 1 as a guide, determine which category of decision would be required to

handle the following scenarios:
1 A major product recall is required due to safety concerns.
2 In a call centre, a team member is taken seriously ill and requires urgent treatment.
3 A new customer relationship management system has been installed.
4 Due to a rise in interest rates and a fall in the local exchange rates, imported
components are becoming more expensive and profits are at risk.
Develop your answers by making notes.
Additional questions
What would the impact be on the organisation and who should be involved in the
decision-making process?
Are these problem-solving decisions or ones based on planning?
What decisions should be considered in these cases?
© ABE 5
Decision-making in context
Approaches to decision-making are defined by the ownership, management and leadership of
the organisation, which is affected by both purpose and context as well as embedded cultural
parameters derived from external and internal influences. For example:
• history and ownership
• organisational “business” (business context) and technology
• goals and objectives
• size and organisational structure (for example, an international conglomerate will have very
different approaches from that of a small to medium-sized enterprise (SME))
• location (including international/geographic factors).
Organisational purpose and context

Organisations may be defined by their purpose, goals and objectives. These determine the methods
used to arrive at decisions. Broadly falling into two categories, the purpose (or raison d‘être) of the
organisation may either be to make profit for owners/shareholders (a commercial entity) or to provide
a service to the community paid for by taxation (public sector) or donation (charity or not-for-profit).
There is a perception that commercial enterprises are likely to be more flexible and agile than the
public sector when making business decisions, or those answerable to a wider community. Whilst
this does hold true, it should be pointed out that increased regulation, governance transparency
and ethical expectations can render the commercial corporate risk averse and as procedurally
driven in decision-making as its public sector counterparts.
Another influencing factor may be the sector in which the organisation operates. Simply, these fall
into three historically defined categories, as indicated in Table 2.
Classification Sector examples

Primary Extractive
Agriculture
Secondary Manufacturing
Processing
Assembly
Tertiary Retail
Distribution
Services
Table 2: Sector classifications Revision

on the go
In this context, resource investment in industries operating in the primary classification will be
significantly greater and require a longer term view than, for example, the tertiary service sector,
which is likely to necessitate lower investment and a more dynamic approach to change.
6 © ABE
Technology and other emerging trends will also force both the pace and nature of change,
impacting on the approach to and speed at which decisions are made.
Over to you
Activity 2: Strategic decisions in context
Make a note of the types of strategic decisions made by the following organisations.
Give example decisions of each:
Commercial Public sector Not–for–profit
Exxon Mobil United Nations Oxfam
Apple Inc. Indian National Government MSF (Medécins Sans Frontière)
Uniqlo Local education service Traidcraft
The internal context
Business organisational structures came about

to simplify decision-making.
Victoria Duff
Organisational structures evolved from division of work, grouping of activities and the necessity of
organising managers to oversee these activities.
Blackenship and Miles (1968) said managerial decision-making was linked to the relationship
between hierarchical position, size and span of control and dimensions of managerial decision-
making. This included a perceived influence on superiors, reliance on subordinates and (the
manager’s perceived) influence on the final choice.
Size factors may determine whether an organisation opts for a centralised or decentralised
structure. Centralisation has advantages – decisions are generally speedier and considered to be
more decisive, and less likely to be subject to compromise because of “diffused authority”
(Mullins 1999). However, the greater the size of the organisation, with sub-units, a variety of
activities and multiple (international) locations, the greater there is need for decentralisation. This
has advantages when decisions are made at operational level, with general responsiveness to
emergent or local issues.
Organisational charts provide a useful insight into the likely relationship (and communication)
paths between departments and divisions, and the managerial capability to make decisions.
Tall structures (hierarchical) are perceived to lead to a narrow focus for decisions, whereas a flat
© ABE 7
structure tends to encourage greater communication. Although a greater span of responsibility

by managers equally may lead to a lack of control, Mullins discusses these in terms of individual
authority relationships, based on:
• line (management);
• functional activities (such as marketing, human resources, operations, finance, procurement
and operations. These are discussed in more detail in Chapter 2);
• staff relationships by role;
• lateral relationships between different departments or specific groupings, such as quality circles,
have led to a form of democratic or participative management. The case of Semco (summarised
below) is a well-known example of organisational decision-making, developed through a
structure based on lateral relationships (concentric circles) rather than the traditional hierarchy.
Clearly, empowered authority and structures have an important role to play in decision-making and
the decision-making processes. In later sections, we will be exploring decision-making based on the
functional activities of an organisation.
CASE STUDY: Semco

The subsidiarity principle
SEMCO Co-ordinators and

Each business unit associates
Semco’s organisational (SBU) has several
design is structured Co-ordinators,
SBU Leaders
guiding 5-20
in three concentric Associates,
circles: administration Co-ordinators lead,
(counsellors), leaders of but do not receive
higher salaries than Administration
business units (partners)
when they (Counsellors)
and everyone else were associates.
(associates).
Semco’s principle of
(Partners)
organisational dynamics is
based on democratisation.
It is structured on the basis
of the subsidiarity principle,
in which subordinate groups
handle matters of lesser
importance that could dissipate the efforts of the leadership, whose role is to watch, direct,
urge and, on occasions, restrain. Here is one illustration:
“On the shop floor, in fact, each associate would make all the decisions he felt confident to make
by himself. If he was uncertain about a problem, he would consult his coordinator. Similarly, each
coordinator would make all the decisions he felt confident to make. He would bring other issues
up at a weekly team meeting, presided over by the partner of his business unit. This session
would be held Monday morning, after which the coordinators would brief the associates they
worked with on the results. Decisions that affected all our business units, such as a company-wide
increase, or decisions that one business unit did not think it would make it alone, such as a large
investment in new equipment, would be forwarded to another meeting on Tuesday. This would be
attended by a representative from each unit (not necessarily the partner), plus all the counsellors.
Just three circles, four job categories and two meetings. That’s it.”
Case study source: R Semler, Maverick, p.192
8 © ABE
Culture
If sector, context and organisational structure heavily influence decision-making capability, so too
does organisational culture – often seen as the backdrop to the organisation and its driver.
Organisational culture has been defined as “the set of shared values and norms that characterise a
particular organisation” (FT Lexicon), or more informally, “how we do things round here.”
Charles Handy (1999) describes four types of organisational cultures. Each culture, where present, will
have a powerful influence and direct impact on approaches to decision-making in any organisation:
1 Power culture – based on an individual at the centre of the organisation (often the
entrepreneur) from which control is exercised. In this case, decisions are made by an influence
that has few rules and procedures.
2 Role culture – a bureaucratic environment where decisions are made on the basis of rationality
and logic.
3 Task culture – a job or project-oriented role where the focus is based on decisions made to
achieve specified goals.
4 Person culture – in this instance, a culture develops where decisions are made on the basis of
the interests of the individuals (or groups of individuals) working within the organisation.
An overriding stimulus to corporate values and decision-making will be the effect of national culture
on organisational decision-making. Geert Hofstede undertook extensive studies on behalf of IBM
(1967–1973), identifying different national cultures and their impact on organisational behaviour.
Over to you
Activity 3: Applying decision-making concepts in context
Research an organisation with which you are familiar. Examine the organisational
structure and assess what types of culture exist and their approach to decision-making.
How has that impacted on strategic, management and operational decisions?
Evaluate the effectiveness of culture, structure and decision-making on the
organisation’s performance.
Make notes.
© ABE 9
1.2 Nature, scope and impact of routine/non-

routine, operational and strategic decision-making
Decision-making processes
The impetus to make purposeful decisions is usually driven by two factors:
• Planning – the establishment of goals, policies, procedures and organisation of activities in a
systematic and structured way. Possibly a longer-term approach to resolving issues or for the
proactive development of an organisation, business unit or specific function of a business.
• Problem solving – decisions and actions necessitated as a reactive response to an issue,
or even an unexpected/unplanned crisis. The impact from the issue/crisis may lead to a more
planned and longer-term decision.
Strategic planning is often seen as a “top-down” approach to decision-making, where the

corporate senior leadership team “filter” down goals and objectives of the organisation, directing
strategic business units (SBUs), management and operational teams to translate these into
actionable plans and procedures. This approach tends to lead to a coherent message and suggests
a more global decision-making strategy. The alternative – a more “bottom-up” approach (see the
Semco case study as an example) – is based on decisions being driven by individual business units
or the functional teams themselves to inform the corporate body.
The strategic decision-making hierarchy
Corporate Corporate
SBU SBU SBU SBU

TOP DOWN
R&D R&D
Finance HR Finance HR
Operations Operations
Supply Marketing Supply Marketing
GLOBAL STRATEGY GLOBAL STRATEGY
SPECIFIC REGIONAL STRATEGIES SPECIFIC REGIONAL STRATEGIE
Corporate Corporate
SBU SBU SBU SBU

BOTTOM UP
R&D R&D
Finance HR Finance HR
Operations Operations
Supply Marketing Supply Marketing
GLOBAL STRATEGY GLOBAL STRATEGY
ECIFIC REGIONAL STRATEGIES SPECIFIC REGIONAL STRATEGIES
Figure 1: The strategic hierarchy, adapted from Hahn (1991) Revision

on the go
10 © ABE
The functional activities of the business often reflect the organisational structure; broadly they will
be divided into groups of similar specialisms and functions. Each functional area of the business has
a major role in optimising performance.
The prime functions of the business fall into five main categories:
• finance
• human resource management
• operations and production
• marketing (and sales)
• procurement.
Other defined categories, dependent on the nature of the business and importance of these
activities, may include:
• information systems: management information systems (MIS) and information technology (IT)
• research and development.
All functional areas of the business will undertake decision-making as part of their activities at all
levels: operational, management and strategic. In the table below, a number of examples are given
where decision-making can be regarded as routine or occasional.
Decision-making in business functional areas (examples)
Level/ Finance HRM Operations Marketing Procurement

Function
Operations Credit control, Employee Staff rota, Marketing Purchase

receivables induction, routine communications, orders,
and payables, absence maintenance, copy writing/ supplier
transactions and holiday day-to-day press releases, relations
records records operations market research
Management Budget HR policies, Production Marketing Lead in

development, management and and campaign decision-
accounts of disciplinary operations planning, market making unit
reporting, and grievance, management intelligence, (DMU) and
financial career and including product and specification
management continual quality, pricing, sales development,
reports, professional process and distribution, negotiating
pricing/ development management channel supplier
costing (CPD) management contracts
management for large
scale capital
procurement
Strategic Investment Change Research and NPD and market Major contract
and management, development development (cost and
shareholder collective (R&D) and strategies specification)
management, bargaining, production (including negotiations,
financial strategic HR strategies, diversification), including
and risk developments business and corporate technology
management production branding and procurement
systems re- stakeholder
engineering development
Table 3: Decision-making in business functional areas (examples) Revision

on the go
© ABE 11
Cross-organisational decision-making
Where decisions need to be made which impact on more than one department or division, a more
coherent approach to coordinating and integrating decisions may be appropriate. In this section,
we examine three examples of cross-organisational methodologies which may be appropriate in
this context:
• the use of the decision-making unit (often used in sales situations)
• the use of quality circles (shown earlier)
• Porter’s Value Chain.
Decision-making unit (DMU)

The concept of the decision-making unit (DMU) was developed as a “buying centre” for the
purpose of selling products and services. However, this basic structure can also be adapted for use
in other aspects of the business, or indeed for the purpose of presenting a proposal or business
case from within the organisation.
Decision-making unit
Buyer
Influencer Decider
Decision-making
unit (DMU)
User Gatekeeper
Figure 2: The members of a decision-making unit, adapted from Kotler and

Armstrong (2009) Revision
on the go
• The DMU is made up of a number of roles (rather than individuals).

• Users are generally those individuals who will be using the product or service proposed.
• The influencer may have a specialist role or expertise to advise on the process or product to be
considered. In IT procurement, for example, the IT specialist will heavily influence the acquisition
of a system or software, mindful of its impact on the wider organisation.
• Buyers are generally the purchasing or procurement specialist who will negotiate final price or
terms of purchase.
12 © ABE
• The decider will be the senior manager who will give the authority to acquire the system or
product (i.e. will sign or confirm signatory on the contract).
• The gatekeeper will control the flow of information to the key personnel in the DMU.
The Value Chain

Aside from the better known criteria for competitive advantage, differentiation and cost leadership
(Porter’s generic strategies), sound management of networks and linkages are increasingly
perceived as a source of sustainability and improved profit margins. In other words, no organisation
can operate either internally or externally in a “silo”, or as an island. Porter (1985) expressed
this through the “Value Chain”, in which he demonstrated that whilst “primary” activities were
the drivers of income and profit (margins), the various “support” areas of an organisation had
a significant role in facilitating and supporting the decisions of the primary functions. These
include the firm’s infrastructure, which directs the shaping of organisational direction and senior
management and the administrative functions, of which information systems and financial
management are a part.
An integrated approach to decision-making and operations will create an effective, lean and well
managed operation, thereby increasing profits for the organisation as whole.
Firm infrastructure
activities
Support
Human resource management
Ma
rgi
Technology development
n
Procurement
Ma
Inbound Operations Outbound Marketing Service

rgin
logistics logistics and sales
Primary activities
Figure 3: Porter’s Value Chain (1985) Revision

on the go
The value chain is a working model from which decisions made at “primary level” are translated
into holistic practice for all the functional parts of the organisation.
Over to you
Activity 4: The Value Chain
Scenario
Ohsin Engineering manufactures components for vehicle engines. An ambitious plan has
been approved by the directors to increase capacity by 100%, which will necessitate
procurement of a new production line.
© ABE 13
Tasks
1 Suggest what contributions the various primary and support functions of the
organisation will make to increase its capacity.
2 Because of the increase in capacity, Ohsin’s marketing and sales department has
been sent high targets to generate growth. What activities would you suggest they
undertake to meet these targets? What support should they receive from the other
primary and support functions in the company’s value chain?
Problem solving
Whilst functional areas have a contribution to make to strategic development, the scope of every day
decision-making within these functional areas will fall into managerial and operational (day-to-day)
activities, generally derived from decision-making necessitated by a requirement to “problem solve”.
The Business Dictionary defines problem solving as: “The process of working through details
of a problem (or issue) to reach a solution. In a managerial context, decision-making has to be
structured and planned. Usually processes will be articulated in stages.”
Isaksen and Treffinger (1985) perceive problem solving to be a structured but creative process, the
outcomes of which provide the solutions to often poorly defined or ambiguous situations (a mess)
in which the actual problem can only be defined as a result of initial research and investigation of
facts, and will only end once the principal/client accepts the solution.
A better known and well established process is that articulated by Peter Drucker in his book
The Practice of Management (1955). Drucker was a great exponent of the scientific approach
to management.
He presents a six-stage decision-making process:

1 Identifying the problem
2 Analysing the problem
14 © ABE
3 Developing alternative solutions

4 Selecting the best solution
5 Converting the decision into action
6 Follow up of action taken.
Problem-solving prioritisation will be determined by:

• Level of impact on the business – strategic, managerial or operational.
• Level of urgency – critical, important or routine.
• Timeframe – long-term, medium term, short term.
In response to a series of simple questions related to impact and urgency in particular, a hierarchy
of priorities can be determined by using a basic multiplier. For example, if an issue is graded as
being of low impact (value = 1), but high urgency (value = 5), the multiplier becomes 5; whereas on
the same scale, high impact and high urgency will be 25. The table below illustrates prioritisation
levels based on the effect on the company as a whole as opposed to individual teams or units.
Impact/Urgency Critical High Medium Low

The entire A significant An aspect has There is a limit
business is at aspect of had moderate on functionality
jeopardy the business impact on but alternative
operations functionality actions are
is impacted available
severely
1 Extensive
Entire operation PRIORITY 1 PRIORITY 2 PRIORITY 2 PRIORITY 3

or critical service is
impacted
2 Significant
A particular unit or a PRIORITY 2 PRIORITY 2 PRIORITY 3 PRIORITY 4

non-critical operation is
affected
3 Moderate
Multiple units or teams PRIORITY 2 PRIORITY 3 PRIORITY 4 PRIORITY 4

are impacted to an
extent
4 Minor
Has limited impact on PRIORITY 3 PRIORITY 4 PRIORITY 4 PRIORITY 4

one or two units or
teams
Table 4: Prioritisation – Impact/Urgency Revision

on the go
© ABE 15
Over to you
Activity 5: Decision-making processes
Using an organisation with which you are familiar, research the decision-making process
or processes used. You should scope this research by functional activities (minimum –
finance, human resources, operations and marketing).
Within these functional contexts, identify at least three different examples of decisions
made (strategic, managerial, operations) and the nature of the problem, based on
prioritisation.
Use Drucker’s six-stage decision-making process to plot the processes undertaken to
reach the outcome and identify the personnel involved at each stage.
Make notes of the outcomes.
Hint: You may need to interview relevant personnel informally.
1.3 The role of business analytics to support

business decision-making
Oxford Dictionaries define analytics as “the systematic computational analysis of data or statistics”
and “information resulting from the systematic analysis of data or statistics”.
There is a wide range of options to consider when the business analyst is faced with researching,
sourcing, collating and analysing data to support business decision-making. Broadly, these fall into
three categories:
1 descriptive
2 predictive
3 prescriptive.
Descriptive analytics uses data aggregation and data mining to provide insight into the past
to answer “what has happened?” The source is derived from historical data, which when collated
in sufficient volume over time, and from accurate and varied sources and forms, provide the basis
from which business analysis can be undertaken with an expectation of accuracy.
16 © ABE
Statistics generated from the past are the most common and most useful of all organisational data
sets, because they can be analysed to learn from past behaviours and determine how these can
be used to influence future actions. They also provide a simple operational method to measure
performance against specified goals and targets.
Feedback control process
Input Process Output
Action Performance Measure
Feedback and Compare

decisions
Target
Figure 4: Feedback control process Revision

on the go
Sources of historical data are evident in every functional area of the organisation, including
financial data, sales and marketing statistics, personnel and staffing records, production and
operational activities.
Predictive analytics use historical data (descriptive) to provide a rationalised insight or

forecast the future; it cannot be 100% accurate as it is based on probabilities. Mathematical
modelling, often with significant variables, is used to identify patterns in data and to capture
relationships between data sets. Examples of predictive analysis would be forecasting sales and
trends in consumer behaviour as well as stock or inventory management for economic re-order
quantities (ERQ).
Prescriptive analytics provides the next stage in attempting to forecast the effect of future
decisions in order to provide advice on possible outcomes. Many different data sets sourced from
a variety of historical and transactional data are used. When combined with analytical techniques
and tools, including business and computational modelling, this can provide the analyst with the
foundation to interpret, recommend and assess a number of possible outcomes, influencing one
or more courses of action. As indicated, this is a relatively complex activity and not one used for
daily operations. Successful examples of these techniques in large companies are through the
optimisation of supply chains and inventory.
Analytics in business has an increasing role to play because of the emergence of specialist
software applications designed to analyse and interpret complex data sets. In the final part of
this chapter, we shall examine the role of technology to facilitate and support the work of the
business analyst.
© ABE 17
Scope of business analysis to support decision-making

The potential range of business analysis includes:
• Strategic analysis and definition – typically the work of senior management.
• Business analysis – which may include resolution of a localised business issue. A key activity is
the analysis, interpretation of internal business statistics and routine reporting of performance
across all the activities of the business; for example: marketing performance measurement
resulting from a specific campaign, production and quality targets based on output and defects,
and staff turnover and productivity.
• IT systems analysis – information systems and knowledge management are considered
a core infrastructure requisite for effective business decision-making within the contemporary
global business environment.
Organisation
INFORMATION
and
TECHNOLOGY
People Processes
Figure 5: the POPIT model of a business system Revision

on the go
The POPIT model for analysis of a business system is based on review of current systems and
processes in order to analyse, interpret and influence future decision-making. Coverage of these
activities includes:
• People – roles, job description, skills, competence, management activities, culture and
communication.
• Organisation – business model, external environment, capabilities and business memory.
• Processes – value proposition, value chain and core business processes.
• Information – information requirements and standards.
• Technology – technical and application architecture.
18 © ABE
Role and responsibilities of the business analyst

Debra Paul (2014) describes the role of the business analyst as
An advisory role which has the responsibility for investigating and

analysing business situations, identifying and evaluating options
for improving business systems, elaborating and defining requirements and
ensure the effective implementation and use of information systems in
line with the needs of the business.
Whilst she goes on to say that some analysts get extended or specialist roles that include strategy
implementation, business case production, benefits realisation and specification of IT requirements,
the rationale for business analysis itself is to:
• root out causes, not symptoms;
• facilitate business improvement not IT change for its own sake;
• identify and evaluate options not provide solutions;
• recognise what is feasible, but not accede to all requests;
• support the entire business change cycle;
• recognise stakeholder views and negotiate any conflicts.
Project management – a role in decision-making
A project is a unique, transient endeavour, undertaken to achieve

planned objectives, which could be defined in terms of outputs,
outcomes or benefits.
Non-routine decision-making may be the result of a specific investigation into a possible course
or change of direction requested by stakeholders in the organisation. As a potentially major
undertaking, a logical way forward would be through project management techniques used to
develop a response to a request or brief by an initiator.
Over to you
Activity 6: Analytics roles in practice
Research and, if possible, informally interview business analysts or recruitment

specialists to understand the broad spread of roles and responsibilities of business
analysts in a variety of sectors.
What key attributes, skills and experience are needed to become an effective analyst?
Hint: There are many global recruitment opportunities for business analysts that specify
qualifications and skills required for this role. The British Computer Society (BCS) also
offers advice in this area.
© ABE 19
1.4 Contemporary and emerging themes in a

dynamic business environment
Saving our planet, lifting people out of poverty, advancing economic growth...
these are one and the same fight. We must connect the dots between climate
change, water scarcity, energy shortages, global health, food security and women’s
empowerment. Solutions to one problem must be solutions for all.
Ban Ki-moon (2011)
Although Ban Ki-moon made this statement in respect of his role as Secretary General of the
United Nations (2007–2016), corporate business is not immune to the changing dynamics of
the global business environment. Whilst the impact of factors and trends from the external
environment on organisations will be considered in greater detail in later chapters, this section
provides a snapshot of some of the key themes that are impacting on business decision-making
in a period of unprecedented global economic change.
Globalisation
Key drivers of change are forces likely to affect the structure of

an industry, sector or market.
Johnson and Scholes (2008)
Since the 1960s, with the rise in mass communications, international travel and technology, there
has been a drive for business organisations to adopt globalisation as a key strategy. As can be
seen from Yip’s (1995) diagram, the pressures from political policies promoting free trade, market
convergence, cultural homogeneity, global competition, cost advantages of standardisation
and scale as well access to global markets and trading blocs, such as the EU and ASEAN, have
provided a rationale for these strategies.
20 © ABE
Global market
convergence
• Similar customer needs

Government • Global customers
influence • Transferable marketing
• Scale economies
• Trade policies
• Technical standards
Global • Sourcing efficiencies
• Country-specific costs
• Host government policies strategies • High product development costs
• Interdependence Cost
• Competitors global advantages
• High exports/imports
Global
competition
Figure 6: Drivers of global strategy (Yip, 1995) Revision

on the go
In recent years, with a rise in educated “middle” income groups, equality and diversity, nationalism
and regionalism, including political pressures caused by refugee and economic migrancy, recent
referenda (including “Brexit”) and national elections (including presidential elections in the USA),
the trend towards globalisation has weakened. Many global organisations have accepted that
structures and strategies supporting localisation (i.e. developed to take into account the nature of
local markets and constructed to suit preferences and structures) may be the way forward by using
it as a source of competitive advantage. This combination of forces (globalisation + localisation) is
sometimes known as “glocalisation”.
Corporate strategy trend
Globalisation
sometimes known as
+
Localisation GLOCALIS(Z)ATION
Figure 7: Glocalisation Revision

on the go
© ABE 21
Corporate Governance
The Business Dictionary describes corporate governance as: “The framework of rules and
practices by which a board of directors ensures accountability, fairness and transparency in a
company’s relationship with its all stakeholders”.
This theme has been driven by both international political and wider business communities to
provide protection from illegal and/or unethical decisions and practices by the senior management,
which have been particularly widespread in the financial sector, but also in other areas. Corporate
scandals have involved Bernard Madoff’s Ponzi scheme and the collapse of Lehman Brothers – price
fixing and tax evasion may have influenced codes of practice, as corporations are expected to
consider the wishes of the wider stakeholder community and can be held accountable if they fail to
comply.
This has created tensions between drive for profit (shareholder expectation) and a greater
stakeholder influence, which may consider the long-term purpose of the organisation to be creating
stakeholder satisfaction, thereby encouraging corporate sustainability.
A stakeholder is a person, group or organisation that has direct or indirect stake in an organisation
because it can affect or be affected by the organisation’s actions, objectives and policies.
The Shareholder vs Stakeholder model of Governance from Johnson, Scholes and Whittington
(2008) presents the following benefits and disadvantages to the two models respectively:
Shareholder model
Benefits
• For investors: higher rate of return and reduced risk
• For the economy: encourages entrepreneurship and inward investment
• For management: independence.
Disadvantages
• For investors: difficult to monitor management
• For the economy: the risk of short-termism and management greed.
Stakeholder model
Benefits
• For investors: closer monitoring of management and longer-term decision horizons
• For stakeholders: deterrent to high-risk decisions.
Disadvantages
• For management: potential interference, slower decision making and reduced independence
• For the economy: reduced financing opportunities for growth.
22 © ABE
Figure 8 shows the stakeholder groups of a firm (adapted from Stakeholders – from Johnson,
Scholes and Whittington (2008)):
The firm’s stakeholders
Owners/ Financial
Activist groups Customers
shareholders community
Customer advocate
Unions Employees Trade associations
groups
Competitors Suppliers Government Political groups
Figure 8: Stakeholders, adapted from Johnson, Scholes and Whittington (2008) Revision
on the go
The OECD Corporate Governance Factbook (2014) was published to provide guidance
for organisations to develop appropriate, transparent frameworks that were compliant with
the principles of codes of practice. This included the composition of the boards of directors,
remuneration and pay awards of senior and other management, fair and equitable treatment of
shareholders and the wider stakeholder community.
Although financial institutions are required to provide clear information and report on corporate
governance annually with their financial reports, many other companies (particularly those that have
been hit by some form of corporate scandal) will also publish this information on their website.
Therefore, the key issues for corporate governance are:

• it is driven by a need for transparency and accountability;
• there is a need to restore investor confidence after financial scandals and corporate collapse;
• investors and governments are proactively seeking reforms;
• corporate boards are more accountable;
• there are qualified independent non-executive directors;
• audit committees are independent;
• external audits are able to perform appropriately;
• the rights of shareholders are protected.
Ethics
Closely linked to corporate governance as an emerging theme is the role of ethics: “The application
of a moral code of conduct to the strategic and operational management of a business” (Applied
Corporate Governance) and the formalisation of a policy of corporate and social responsibility (CSR).
Business ethics are defined as the “moral principles that guide the way a business behaves. The
same principles that determine an individual’s actions also apply to business” (Business Case
Studies). Business ethics concern:
• behaviour towards customers, suppliers, distributors and competitors;
• treatment of employees – equality and diversity;
© ABE 23
• treatment of stakeholder groups;

• the effect on the natural environment;
• conduct in international operations.
Many governments, trade blocs and organisations have an expectation – in some cases
mandatory – that corporate businesses will proactively develop approaches and initiatives
embracing ethical principles. These are articulated in policies covering:
1 corporate and social responsibility
2 environmentalism.
Corporate and social responsibility (CSR)
Corporate responsibility is concerned with the sustainability of an

organisation’s ethics over the long-term. At its core, corporate responsibility
seeks to add value to an organisation’s activities by ensuring they have a
positive impact on society, the environment and the economy.
Chartered Institute of Personnel and Development
The CIPD describes corporate responsibility as including financial, social and environmental
responsibility. These are often described as having a long-term impact on the “triple bottom
line” of people, power and planet.
Carroll (2001) identified that the stance taken by an organisation depended on their stage in terms
of a pyramid of social responsibility. In other words, the organisation had to work through each
level before being able to take the next step in CSR development.
Be a good corporate citizen

Contribute resources to the community Philanthropic
responsibilities
Be ethical Ethical responsibilities

Obligation to do what is right, just and fair
Obey the law Legal responsibilities

Law is society’s codification
of right and wrong
Be profitable Economic responsibilities

The foundation on
which all others are built
Figure 9: Pyramid of social responsibility (adapted from Carroll, 2001) Revision

on the go
24 © ABE
CASE STUDY
CSR in Microsoft
Microsoft has embedded CSR and philanthropies within its corporate website. Take a look at
some of the policies it has adopted and activities in which it is involved.
https://www.microsoft.com/en-us/about/corporate-responsibility
Environmentalism
Linked to ethics and CSR are demands for organisations to adopt environmentalist policies –
i.e. concern for the “natural” environment. The global community has conducted several high
profile conferences focusing on concerns for the natural environment and the need to deal with
climate change, global warming, waste management and CS gases. These are supported with
initiatives such as carbon trading and imposition of low emission zones in city areas. Agreements
from Kyoto (1997) through to Paris (2015) have set targets for transition to low carbon economies,
requiring “climate finance” and increased spending on low-carbon technologies by at least five
times in 20 years in order to limit global average temperatures below the 2°C increase from
pre-industrial levels.
Many organisations, particularly those operating in the energy sector, publish policies and initiatives
which espouse the agreements. Internally, even small organisations are expected to comply with
appropriate waste management policies and are expected to report their outcomes.
Over to you
Activity 7: Environmentalism – BP Global
BP, the global energy business recognises the importance of managing local environmental
impacts. Go to the sustainability section of its website (http://www.bp.com/en/global/
corporate/sustainability/environmental-impacts.html) and take a look at some of its
initiatives and case studies on this subject. Make your notes below.
© ABE 25
Over to you
Activity 8: Contemporary and emerging themes for business analytics 1
Investigate the website of another global corporate business with which you are
familiar. Make notes on the published policies, practices and activities undertaken under
the headings of:
1 Corporate governance
2 Ethics and corporate and social responsibility
3 Environmentalism
Based on your knowledge of the company and Carroll’s pyramid of social responsibility,
which level do you consider your chosen organisation is at? Suggest actions which
would help move the company up to the next level.
26 © ABE
Technological developments and work practices

Technology and its development continue to be at the heart of many major external factors driving
change and impacting on business activity and work practices.
Many facets of globalisation, including marketing, would not have been possible were it not for the
development of mass electronic communication. The development of the World Wide Web (WWW)
by Sir Tim Berners-Lee in 1989 has revolutionised business operations and stakeholder awareness.
Global sales of smart phones to end users were close to 1.5 billion in 2015.
For the organisation, technological developments are likely to be an integral part of every single
activity in which it is involved (see “Technology” in Porter’s Value Chain, 1985). Ever since the
development of computers in the 20th century, there has been an inexorable rise in the use of
technology to drive organisational change and operations. Essentially, technology in business falls
into a number of categories:
Technology as a business
• Business-to-Business (B2B) – development of specialist hardware, software and management
of IT supports business activity.
• Business-to-Consumer (B2C) – technology products, hardware (the vehicle) and software (the
application) are sold directly to consumers. Examples are personal computers, media, mobile
phones and games software.
Technology in marketing
• Communications, information and promotion – through web pages, social and viral media,
webinars.
• Distribution – supply or streaming of paid-for-information, e.g. online books, television
and films.
© ABE 27
Technology in business operations

• automation and robotics
• quality management
• supply chain – procurement, supplier and distributor management
• inventory management
• management, administrative and reporting systems, (MIS)
• financial reporting
• communications and virtual collaboration.
Technology in business analytics
The greatest developments in technology relate to:

• Advanced software management applications and programmes to support descriptive,
predictive and prescriptive analytics.
• Access to analysis and interpretation of vast amounts of data obtainable through internal and
external resources, resulting from computerised data management (Business Analysis).
• A rise in business intelligence, often provided by third party analytics consultancies with
sector specialisms. These consultancies use applications to support the needs of clients by
supplying rapid and informed data collection and interpretation.
Issues and risks for decision-makers in a dynamic business environment

The measure of effective decision-making is outcome performance. Where analytical decision-
making techniques are used, these are based on actions determined by analysis and interpretation
of (historic) data, modelled to predict likely outcomes on which to base decisions created in pursuit
of a set of quantified goals, objectives and targets.
Contemporary and emerging themes in the business environment will make decision-making
difficult for senior executives and managers because of the nature of an unpredictable global
economy. Issues for consideration are:
• lack of (reliable) quantifiable, historical and trend data on which to base analysis, interpretation
and judgement;
• lack of accurate and proven data – despite the vast amount of data sourced through the
internet, this media can be subject to inaccurate reporting and interpretation as well malicious
misinformation (note, the recent development of phrases such as “false news”, or “post-truth” –
where information is “cherry-picked” to match a chosen viewpoint);
• unknown experience and impacts of decision-making creates uncertainty;
• difficulties in using quantitative data and qualitative decisions to forecast/predict future outcomes;
• the need for transparency, focus on business ethics, corporate governance, and social
responsibility and the presence of increased regulatory enforcers limits the decision-makers
attitude leading to risk aversion and greater focus on compliance rather than entrepreneurism.
The difficulty for decision-makers in a fast-moving and dynamic business arena, in which
external factors including technologies are driving and enabling rapid change, is that the factors
contributing to predicted analytical outcomes are subject to almost instant alteration, thus creating
uncertain futures. As far back as 1954, Drucker argued that “some management teams were simply
more foresightful than others,” which might lead a decision-maker to conclude that a “gut feeling”
for entrepreneurial decisions is probably just as good as one justified by analysis.
28 © ABE
CASE STUDY: Targit’s Business Intelligence (BI) trends 2017

Predictions for the emerging and
strengthening BI and analytics technology
market trends for the coming year
1 The rise of leadership via data – self-service BI,
better and more meaningful data visualisations
and expanded user adoption foster a nimble BI
and analytics environment that will define the data-
driven leadership leading from data reporting to
interpretive “story-telling”.
2 The time-insight window is collapsing – increase in technology such as in-memory and
processes connecting directly to data sources, 2017 platforms can process millions of rows of
data instantly.
3 Increasing value of predictive analytics projects – 2017 will see a rise in sensors,
algorithms and technologies to help predict upcoming events.
4 The stronger need for more powerful data governance – self-service BI is important but
so too is the assurance that your data is always correct.
5 Increasing reliance on the cloud – more harnessing of cloud-based data sources will lead
to an increasing number of BI users being able to connect easily to, integrate, mashup and
analyse data from sources outside the existing data warehouse.
Case study: https://www.targit.com/en/offers/ebooks/ebook-trends2017/
Over to you
Activity 9: Technology – BI trends
Basing your answer on a company with which you are familiar:

1 Assess your company’s attitude to decision-making. Is it based on analytics or
instinct? Are they risk averse?
Using the technological developments outlined above (starting on page 27) and trends
suggested by Targit in the case study:
2 Identify with specific examples how your selected organisation has responded to
these developments.
3 How could these trends help your selected organisation develop its decision-making
practices in the future?
© ABE 29
Reading list
• Cadle, J., Paul, D., Yeates, D. (editors) (2017). Business Analysis, 3rd edn. Swindon: BCS
• Cadle, J., Paul, D., Turner, P. (2014). Business Analysis Techniques. Swindon: BCS
• Johnson, G., Scholes, K., Whittington, R. (2008). Exploring Corporate Strategy, 8th edn. Essex:
FT Prentice Hall
• Mullins, L. J. (1999). Management and Organisational Behaviour, 5th edn. Essex: FT
Prentice Hall
resources
References
• Handy, C. (1993). Understanding Organisations, 4th edn London: Penguin Books
• Hofstede, G. (2003). Cultures and Organisations: Intercultural Cooperation and its
Importance for Survival: Software of the Mind. London: Profile Books Ltd
• Kotler, P., Armstrong, G. (2009). Principles of Marketing: Global Edition, 13th edn.
Prentice Hall
• Semler, R. (2001). Maverick! Random House Group
• The OECD Corporate Governance Factbook (2014). OECD
Websites
www.bp.com
www.halibo.com
www.improvementservice.org.uk
http://kalyan-city.blogspot.co.uk/2010/06/decision-making-process-in-management.html
www.microsoft.com
https://www.skillsyouneed.com/ips/decision-making.html
http://smallbusiness.chron.com/organizational-structure-decision-making-3825.html
www.targit.com
30 © ABE
Summary
In this chapter, we have discussed the concepts related to strategic, managerial and operational
decision-making in businesses operating in the global environment. We have considered:
• nature and types of decision-making;
• decision-making in the context of external and internal contexts, including organisational culture;
• decision-making processes and models;
• problem solving;
• the role of business analytics and the business analyst;
• contemporary and emerging themes, including globalisation and ethics;
• technological developments and work practices;
• issues for decision-makers in a dynamic business environment.
Although the focus for this chapter concerns multi-national and global organisations, small
business enterprises, often based on technology, are an important and growing part of the global
infrastructure, often driving the focus of business operations to regional and local strategies. The
rise of technology as a sector in its own right encompasses many global enterprise successes.
© ABE 31
Chapter 2
Business Information
Management
Introduction
Organisational knowledge is the collective experience accumulated through

systems, routines and activities of sharing across the organisation.
Johnson, Scholes and Whittington (2008)
David Teece (1997) suggests that in a rapidly changing business environment, organisations need dynamic
capabilities in order to achieve competitive advantage. In other words, “the organisation’s ability to renew and
recreate its capabilities to meet the changing needs of the environment.” It is acknowledged that a main contributor
to the dynamic environment referred to by Teece has been increasingly sophisticated communication and
information systems with rapid access to vast amounts of data.
Spender (1996) talks of the differences between explicit and implicit (tacit) knowledge. Whilst the latter is achieved
through the learning and practical experiences of groups or individuals within the organisation, explicit knowledge
is “codified” into formal systems – a management information system – which is then shared between groups, often
using computer-based systems as a framework. Effective links between knowledge, experience and the social (and
cultural) interaction of the participants may facilitate a culture of the learning organisation – one of the key
attributes of competitive advantage.
In this chapter, we will be examining the types of business information and information systems available for core functional
areas of a business organisation, the source and use of the data, systems and technologies for relevant decision-making.
Learning outcome
2 Assess business information management data and systems appropriate for analytical decision-making in a
variety of contexts.
Assessment criteria
2 Assess business information management data and systems appropriate for analytical decision-making in a
variety of contexts.
2.1 Evaluate data retrieval, analytics and information management systems and methodologies.
2.2 Assess how data sources and use of technology can benefit analytical decision-making in varied contexts.
2.3 Examine a range of varied data sources and sets for a specific purpose in a range of organisational,
functional and complex contexts.
2.4 Evaluate the validity of data sources in contemporary contexts. © ABE
2.1 Data retrieval, analytics and information

management systems and methodologies
Role of management information
Information and technology are two of the four resources which can be assessed to determine
organisational capability. The purpose of management information is to enable organisations
to analyse data to facilitate appropriate decision-making at all levels of the business: strategic,
management and operational.
Understanding end user profiles and end user uses are fundamental to the effectiveness of the
system. The MIS is not an end in itself, but rather a tool to be designed for the benefits of the
organisation and to improve the decision-making and work of staff. The table below suggests that
MIS should be designed to provide:
• management support (reports and decision-making modelling/support)
• knowledge and network management
• operational support (functional aspects of the business).
Management support
Executive information systems

Decision support systems
Management reporting systems
Support of knowledge work
Professional support systems

Collaboration systems
Knowledge management systems
Operational support
Supply chain management

Customer relationship management
Transaction processing systems
Figure 1: Role of management information, adapted from Encyclopaedia Britannica

Inc. (2012) Revision
on the go
© ABE 33
Chapter 2 Business Information Management
Management information systems (MIS)

According to the Business Dictionary, management information system (MIS) is “an organised
approach to the study of the information needs, and computerised systems continuously gather
relevant data from both inside and outside the organisation.”
This information, held in a database or series of databases (data warehouse), is processed to

provide accurate and timely reports in a format appropriate for practical use by staff within
the organisation. Retrieval of this information (which may be sensitive or confidential) is usually
controlled by access rights based on a staff member’s role or position in the organisation.
Figure 2 illustrates an example of an MIS based on an organisation’s operational data management

system. The focus for the MIS is data from the organisation’s daily business transaction, e.g. sales,
production rates, income/expenditure, sourced from the company’s intranet and extranet. Once input
into the system, this information is then held in relevant databases for extraction by the various functional
areas of the business in the form of reports – some routine, others to highlight specific aspects of
business performance in order to inform decision-making throughout and at every level of the business.
Intranet MIS
Financial/
Accounting
MIS
Business
Transactions
Operational
MIS Reports
• Scheduled
Transaction • Pivot/drill
Processing Database/s
of • Exceptions
Systems • Demand
transactions
• Key indicator
Marketing
MIS
Business
Transactions
Database/s
of external Human
data Resources
MIS
Extranet
and other
Figure 2: Management information system structure, adapted from

book.transtutors.com. Revision
on the go
Intranet and extranet
Intranet: a local or restricted communications network, especially a private network created

using World Wide Web software.
Extranet: an intranet that can be partially accessed by authorised outside users,

enabling businesses to exchange information over the internet in a secure way. Revision
on the go
34 © ABE
Business Information Management Chapter 2
The data obtained from the intra- or extranets tends to be explicit, objective and quantifiably
recorded. Even qualitative data, such as customer survey responses, are analysed using quantitative
mathematical techniques. Analysis from such data tends to be accurate and informed.
However, data can also be retrieved from external sources pertinent to the business and its
business environment, including the World Wide Web. Unlike information obtained from business
transactions, inputs may not be regular or continuous, but intrinsic or tacit as a result of knowledge
and/or experience, perhaps in response to a specific event or as part of the planning process. In
this case, some form of research will have been undertaken to meet the requirements of a brief or
project. The structure of that research, source and data periods may be inconsistent, or in some
cases may not be quantitatively objective, but rather data gleaned informally through “hearsay”
and discussion by managers, often through networking. In any event, such form of intelligence will
prove to be a useful source of information for organisational development and growth. In a later
section, we will be looking at the veracity of data in more detail.
Data retrieval and analytics

Data retrieval is a process which assumes
information (often raw) has been input into a
database that can then be interrogated to be
extracted for use elsewhere, such as measurement,
control, analysis, interpretation and reporting, in
order to facilitate the decision-making process.
Data retrieval should not be a process of data
finding (i.e. a more complex search for information).
With technology widely available, almost as a third

arm, data retrieval is a routine activity in which
almost all individuals engage on a daily basis. In
organisations, this is no longer a specialist activity
but dispersed throughout departments as needs demand. When regular reports are required or
managerial decisions need to be made, data retrieval to support the decision-making process is
often delegated to more junior staff, who are given the specific remit of accessing, filtering and
disseminating the relevant information.
Whilst the manager’s responsibility may be to interpret the data sourced and then make decisions
based on the facts given, the actual retrieval process is not considered to be a difficult or complex
activity. However, this has quite significant potential for problems. Importantly, data retrieval
assumes some core principles – that the data accessed is robust, i.e. VACS (valid, accurate, current
and sufficient), even complete. Lack of knowledge, poor data retrieval design and techniques, input
errors, paucity of relevant data can all lead to inadequate analysis and poorly thought-through
assumptions – a likely basis for defective decision-making. In this respect, therefore, the skill of the
IT specialist lies in understanding the needs/requirements of the internal client (business function)
and then building a data retrieval system that is easily accessible to the non-specialist. This can
then be filtered to provide sufficient information in a form readily understood by those needing
to analyse and interpret it, with a recognition of the limitations that may hinder data collection. In
other words, those depending on authentic and reliable data must have confidence that that what
they see is credible and fit-for-purpose.
This is also true for a business analyst who may have an advisory role, and is charged with analysis
and interpretation of a business sector or function with an assumed depth of knowledge and
understanding of the market, its various components, operations and functions, sufficient on
which to base cogent recommendations. The client (internal or external) has an expectation that
the analyst will be a credible source able to support interpretation and bring a knowledgeable
© ABE 35
and justifiable objective perspective to his/her advice. More likely there will be an expectation
that the business analyst will provide answers to dilemmas, such as problem solving and solution
recommendations, on the basis of accurate data retrieval and management to facilitate business
and functional decision-making.
2.2 Data sources and the use of technology

Types of data extracted for business use come from a variety of sources. Similar to the structure of
the business environment, these can be categorised into three broad categories.
Internal
Examples
Customer sales records
Production data
Accounting reports
Personnel information
Market
Examples
Customer satisfaction surveys
Distribution network reports
Supplier data
Competitor activity
(Connected) stakeholder
responses (e.g. shareholder
activity, consumer and trade/
industry research reports)
News, media and trade press
External
Examples
Global organisation reports
(e.g. UN, OECD, WTO)
National government reports
Social and demographic data
Economic data
Financial and Business Risk
reports (e.g. BERI, Standard &
Poor, Experian)
Figure 3: Data sources Revision

on the go
If data retrieval is concerned with extracting data, often from internal business transactions that
enable management and operational decisions, strategic decisions are based on a combination of
analysis developed from both internal data sources and structured research using a much broader
set of qualitative and quantitative sources. Much of the data is collected on a routine or continuous
basis and is used for regular reporting purposes. However, when data is extracted for periodic or
specific circumstances, or for the purpose of strategic planning, then the role of data is to support
Business Intelligence (BI). BI also uses analysis of historic data, knowledge and experience in
order to anticipate and forecast developments in the market. In many instances, technology has
developed modelling techniques to reduce potential inaccuracies and enhance the probability of
forecasted outcomes.
36 © ABE
Collect Data
Business Intelligence (Bl)
is the continual process in
which organisations collect,
integrate and analyse Integrate Information
data in a structured way in
order to apply the resulting
information and knowledge
to decision making processes Analyse Knowledge
with the intention of
improving the performance
of the organisation.
Decide Action
Business Intelligence: a definition
Figure 4: Business Intelligence (BI) Revision

on the go
Technology and the knowledge economy
Knowledge is now recognised as the driver of productivity and

economic growth, leading a new focus on the role of information,
technology and learning in economic performance.
OECD (2014)
This combination of information sources coupled with knowledge, experience and organisational
learning provides a basis for what is now known as the knowledge economy – “characterized by
the recognition of knowledge as a source of competitiveness; the increasing importance of science,
research, technology, and innovation in knowledge creation; and the use of computers and the
Internet to generate, share, and apply knowledge,” Encyclopaedia of Science and Information
Technology (2009). These developments have spawned a wealth of methodologies as well as
standard and specialist software systems designed to aid information sourcing, analysis and
management for forecasting (predictive).
Database management systems

A database management system (DBMS) is a software package or collection of packages
with interfaces, designed to define, manipulate, retrieve and manage data in a database. A DBMS
generally manipulates the data, the data format, field names, and record and file structure. It can
also be programmed or adapted so that users can interrogate it to access relevant information,
including forecasts for a specified purpose.
The manipulation of data using these often sophisticated software packages has inspired a whole
new language of methodologies. Examples of the current, more frequently used methodologies
are:
© ABE 37
Data mining – the technique of identifying patterns and relationships through the use of
advanced statistical methods, from large amounts of information gathered from pre-existing data
stored in a database or data warehouse. Example: the information held by a supermarket through
customers’ use of the store loyalty card, or charge card.
Machine learning – a type of artificial intelligence that provides computers with the ability to
learn without being explicitly programmed. Machine learning focuses on computer programs
that can change when exposed to new data. Machine learning uses that data to detect patterns
in data and adjust program actions accordingly (Techtarget.com). Machine learning falls into
two types: “supervised”, where the computer is given patterns of data with outcomes to use
to develop predictions based on similar data formats, and “unsupervised”, where datasets are
random. Examples include optical character reading (OCR), face detection, topic spotting and
customer segmentation.
Data mashup – a process bringing together a variety of data from multiple sources and
combining them in a way that clarifies or enhances analytics and BI. In business, they usually
combine internal data with that retrieved from one or more outside sources.
Data visualisation – the presentation of data in a pictorial or graphical format. It enables

decision-makers to see analytics presented visually, so they can grasp difficult concepts or identify
new patterns.
Many of these systems have been developed by well-known industry or branded software
specialists, catering for all sizes and types of businesses. Operating under the heading of BI, these
companies promote their systems actively across the World Wide Web, recognising that BI, part
of the knowledge-based economy, has one of the largest growth rates in business activities. In a
study commissioned by The Forrester wave™: Enterprise Business Intelligence Platforms, Q1 2015,
mainstream companies such as Microsoft, Oracle, IBM and SAP dominated the market.
CASE STUDY
BI – Technology in action
Microsoft Power BI Oracle Business Analytics

https://powerbi.microsoft.com/en-us/what-is-power-bi/ https://go.oracle.com
38 © ABE
Other links to look at:

https://www.ibm.com/business-intelligence
https://www.sap.com/uk/solution/platform-technology/analytics/business-intelligence-bi.html
http://www.qlik.com/en-gb – Qlik let you download trial software for free!
2.3 MIS in business functions

In Chapter 1, we used Porter’s Value Chain to describe the benefits to profit margins of effective
linkages between different parts of the organisation. Management information systems (MIS) forms
part of the firm’s infrastructure, which has an overarching responsibility for coordinating the firm’s
activities. Some would consider that the information system is actually the framework or “skeleton”
of the organisation around which communications form the “muscle”, enabling the various
functional ‘’organs and ‘’limbs’’ of the business to operate.
MIS in the Value Chain
Management
Information
Systems (MIS)
Firm Infrastructure
Activities
Support
Ma
Human Resource Management

rgi
Technology Development
n
Procurement
Ma
Inbound Operations Outbound Marketing Service

rgin
Logistics Logistics and Sales
Primary Activities
Figure 5: MIS in the Value Chain Adapted from Porter’s Value Chain (1985) Revision
on the go
You will recall that in Chapter 1, we also identified the functional areas of the business as being:
• finance and accounting
• human resource management
• operations and production
• marketing (and sales)
• procurement.
© ABE 39
Other defined categories, dependent on the nature of the business and importance of these
activities, may include:
• information systems (MIS and IT)
• research and development.
Each area requires separate information, held in databases in order to plan, execute and monitor
its activities. Sometimes, these databases are developed from specialist systems and applications,
designed to source and provide information for that particular functional area. These are then
linked together to form an overarching MIS, accessible by other parts of the organisation.
Over to you
Activity 1: MIS in business functions
Make a table with the following headings: Functional area, Information report,
Frequency and Sources.
Based on the four key functional areas above (finance, human resource
management, operations/production and marketing) plus procurement, make a
list of the type of information reports that would be required, how frequently the
information should be reported and where and what that data source was likely to
be. See the illustration below.
Function Information report Frequency Sources
Finance Income and expenditure Monthly Sales invoices

Purchase invoices
Now, add a further column, headed Management use, and identify how this
information could be used by management in the business to facilitate decision-making.
The range of reports from all parts of the organisation is significant and growing daily. There is a
management expectation that effective use of information will help foster efficiency and facilitate
decision-making. In this next section, we will examine examples of information databases widely
used by functional areas to support operations, but which can be used by other areas of the
business and indeed external trading partners, to help efficiency, development and growth.
40 © ABE
Marketing
Marketing identifies unfulfilled needs and desires. It defines,

measures and quantifies the size of the identified market and the
profit potential. It pinpoints which segments the company is capable
of serving best and it designs and promotes the appropriate
products and services.
Kotler (2013)
Organisations have very different approaches to the marketing function. Whilst some limit activities to
the promotion of goods and services, others drive the organisation’s development through marketing
strategy. To achieve Kotler’s vision and gain competitive advantage, marketing should include:
• intelligence and research
• marketing strategy – planning and development
• marketing communications
• customer relationship management (CRM).
Consequently, marketing probably uses the widest range of databases in any organisation for
information management in order to manage both its marketing planning and communication
functions, as well as the internet for promotion and distribution (e.g. web pages, social media and
online purchasing). Connectivity to prospects, customers and distribution networks are invaluable.
Marketing planning
Underpinning marketing planning activity is the marketing information system (MkIS) – the “system
in which marketing data is formally gathered, stored, analysed and distributed to managers in
accordance with their informational needs on a regular basis” Jobber (2007).
Marketing information system
Developing information
Marketing environment Assessing Marketing managers

Marketing Internal
information
intelligence records
• Target markets needs • Analysis
• Marketing channels • Planning
• Competitors • Implementation
• Publics Marketing Information Distributing • Organisation
• Macro-environment forces research analysis information • Control
Marketing decisions and communications
Figure 6: Marketing Information System (MkIS), from Kotler et al (2006) Revision

on the go
In this respect, the role of the marketing analyst is to interpret data drawn from a wide range
of internal and external sources in order to provide marketing (and strategic) managers with
information on which to base decision-making for the future advancement of the organisation. This
information makes a significant contribution to the work of strategic managers concerned with the
long-term development of the business.
© ABE 41
Sue Germanian of the DMA believed that, “Marketing should be channel agnostic (i.e. no loyalty to
any particular communication or distribution channel), data driven and customer centric”. The MkIS
provides data on which to base (and justify) decisions. Although the MkIS draws from a wide range
of sources, specific marketing-related databases include market research and customer relationship
management (CRM).
Market research
The Entrepreneur defines market research as
The process of gathering, analyzing and interpreting information about

a market, about a product or service to be offered for sale in that market,
and about the past, present and potential customers for the product or
service; research into the characteristics, spending habits, location and needs
of your business’s target market, the industry as a whole, and the particular
competitors you face.
Whilst secondary research is extracted from external published sources, primary research is
undertaken for a specific or continuous purpose of evaluating current or potential customers’
perception and satisfaction in an organisation’s product or service proposition. Sources of
data may include response to specific surveys, but using technologies may also elicit generic
information about the numbers of “hits” on a website or customer responses to marketing
communication strategies.
Results of market research activity are of course subject to the same concerns of other databases
(i.e. VACS). Additionally, flaws in research design can be prevalent. For example, is the research
measuring what it is supposed to measure? If there are doubts, then it is possible the results should
also be questioned.
A major source of information for the marketer will be through the CRM database, discussed next.
Customer relationship management (CRM)

Customer Relationship Management (CRM)
is a well-known term whose focus is on the
management of the customer interface to improve
customer relationships through optimising sales,
customer satisfaction and retention. In principle,
all organisations have some form of CRM as
part of the customer interface. However, current
thinking indicates that a robust CRM system uses
technologies (such as websites, online “shops”,
direct mail and social media) to interact with
customers across different channels. They do
this in order to compile data related to personal
customer information, purchase history and buying
preferences. Broadly, a CRM system covers four key areas on which a company can base short or
long-term market development decisions:
• marketing
• sales
• customer service (and complaints)
• technical support.
42 © ABE
Finance and accounting

If marketing management is about the customer
interface, financial management provides the
“life-blood” of the organisation – the resource
through which income is derived, suppliers and
staff are paid and owners receive a return
on investment (ROI). Without effective
financial and accounting management, the
organisation’s survival will be in doubt. In effect,
finance and accounting are “two-sides of the
same coin” – the focus for the former is primarily
financial management: “the planning, directing,
monitoring, organising, and controlling of the
monetary resources of an organisation”1. This may
include budgeting, costing and pricing strategies
of products and services, investments and capital purchases.
Whilst “management accounting is the sourcing, analysis, communication and use of

decision-relevant financial and non-financial information to generate and preserve value for
organisations”2, the accounting function concentrates on the day-to-day record keeping of
financial transactions and cash flow. They are also responsible for the submission of regular
financial returns for tax and other authorities, as well as internally providing the management
accountant with regular reports on which to base organisational performance. Both functions are
vital – if daily transactions are not properly accounted for or reported, management will fail in the
fundamentals of its role to enable the organisation to prosper and provide appropriate returns for
the investors.
The core of financial information management lies in the recording of transactions through
industry-developed software, sometimes tailored specifically for the company. Software functions
include:
Core accounting Fund accounting Inventory (stock)

management
Billing and invoicing Budgeting and forecasting Fixed asset accounting
Payroll management
http://www.softwareadvice.com/uk/accounting/#buyers-guide
Table 1: Software functions in the financial and accounting sector Revision

on the go
Financial report and accounts

Probably the most useful source of information for reviewing company and industry performance is
the firm’s financial accounts. Required by most national regulatory authorities, these are published;
usually accessible on the firm’s website in the form of annual reports and accounts. Not only is the
financial information invaluable, it will also cover previous years’ activities so trends in like-for-like
1 www.businessdictionary.com
2 CIMA Global
© ABE 43
performance can be established. It will include a chief executive officer (CEO) report on the
activities for the past year and an indication of plans for the future. A caveat of course is that
although the report data must be verified, interpretations can lead to anomalies or differences in
opinion. After all the published reports and accounts, along with the website are an effective and
classic example of marketing communications between company and stakeholders to promote the
organisation and its strategies and enhance image and brand.
CASE STUDY
HSBC Global
Take a look at the annual report and accounts for HSBC

Global at the following link: http://www.hsbc.com/
investor-relations/group-results-and-reporting/annual-
report. Start by studying the trends information in the
Highlights on page 2 of the Annual Report 2016.
Procurement and supply chain management

The Chartered Institute of Purchasing and Supply (CIPS) defines procurement as a function which
“involves buying the goods and services that enable an organisation to operate ... responsible for
sourcing raw materials from suppliers worldwide and bringing them into the organisation to enable
the production of goods for customers”.
Whereas Investopedia considers the supply chain “is a network between a company and its
suppliers to produce and distribute a specific product, and the supply chain represents the
steps it takes to get the product or service to the customer. Supply chain management (SCM)
is a crucial process, because an optimized supply chain results in lower costs and a faster
production cycle”.
In both cases, operational data, sourced from financial, marketing, procurement, production,
logistics and distribution activities, will test the effectiveness of supply chain management (SCM).
Successful SCM often develops as a form of control of business partners by one particularly
influential member of the supply chain.
Porter captured the concept of supply chain management, when developing the idea that individual
firms in the supply chain are part of a series of organisational networks (value chains) forming
a “value system” in which each part contributes to the profitability and success of the whole.
Recognition of the “power” of the whole and the building of supplier relationship management has
done much to improve supply chains’ longevity and effectiveness, reducing the risk of price wars
and anti-competitive behaviour. Figure 7 demonstrates that competitors are an intrinsic part of the
value system because they make decisions in response to changes in the market, as do the rest
of the system members. This impacts on market direction and the dynamic nature of the business
environment.
44 © ABE
Competitor Customer
A A
Supplier Channel
I 1
Customer
FIRM
B
Supplier Channel
II 2
Competitor Customer
B C
Figure 7: The Value System, adapted from Porter Revision

on the go
As discussed earlier, each aspect of the operation relies on both the intranet (internal) and the
interface between the supply chain and the company through an extranet. An example of an
extranet would be the Electronic Data Interchange (EDI), which links the organisation with
both suppliers and distributors (trading partners) to create automatic ordering, stock/inventory
management, payment processing, etc.
Production and operations

Production and operations are particular to the nature of the business sector. In (automated)
manufacturing, each stage of the production process will be logged with measurements taken to
evaluate production times, materials usage/wastage, costs and staff hours. Once benchmarked
against other (competitor) data, judgements can be made about the effectiveness and efficiency
of operations. Linked to this will be data derived from inbound and outbound logistics (see
Value Chain), and quality systems. In the service sector, “production data” may not be so easy to
evaluate, so measurement of customer feedback and customer complaints are two methodologies
used to evaluate the quality of the service.
Other functional areas

In the functional areas listed above, we have also mentioned:
• information systems (MIS and IT)
• human resource management (HRM)
• research and development (R&D).
Each of these functional areas will form part of the internal activities of the organisation, utilising
information to manage resources to contribute to sustaining the business. Based on Porter’s Value
Chain, information systems (MIS and IT) are intrinsic to the infrastructure of the organisation and
considered extensively throughout this study guide.
HRM has a support role for every part of the business. A vital and sometimes influential service,
HRM uses data management for the operational and management activities of employee services
and personnel support for the rest of the business. It is less usual for this function to take a strategic
lead in organisational directional decisions – its role tends to be a background support for more
outwardly-facing aspects of the business.
© ABE 45
Propositions recommended by R&D however, can lead to a “sea-change” for the business and
without doubt such proposals will have to be justified with the support of robust data. The
R&D department has a very specialist role to play in any organisation, and for some, such as
pharmaceutical companies or science-based organisations, R&D is a core (primary) activity.
Quality management
A quality management system (QMS) is a collection of business

processes focused on consistently meeting customer requirements
and enhancing their satisfaction. It is aligned with an organisation’s
purpose and strategic direction
ISO 9001 (2015)
The purpose of data retrieval and analytics in the business environment is to measure and then
prove or disprove the effectiveness of decisions made. Quality management systems including
accredited standards, such as ISO 9000, Total Quality Management (TQM) or Six Sigma, are
designed to ensure the organisation has robust systems in place for the effective production
of goods and services – although the focus was historically based on manufacturing, quality
management (QM) has been adapted for the service sector.
As the quotation indicates, these are process-driven standards. Six Sigma standard is a good
example of where the defined process leads to a quality methodology for analytical decision-
making. Six Sigma is an approach developed by Motorola in the 1970s and based on statistical
process control (SPC) designed to eradicate performance deficiencies and enable quality
improvement. In this case, the steps taken are based on the DMAIC approach:
• Define the problem;
• Measure the data;
• Analyse the problem;
• Improve the process by removing the causes of the problem;
• Control to prevent the original problem for recurring and to maintain the benefits of the
changes made.
The quality standards check that not only are the processes in place but also their practice and
effectiveness can be measured. Success means the business gains valuable accreditation, which in
many cases may mean access to (international and national) contracts, which would otherwise be
denied. Accreditations are audited regularly and re-evaluated. A core principle for accreditation is
not only that processes are in place, but that data related to those processes are VACS.
2.4 Data sources in contemporary contexts

Data research with purpose
Whilst technology enables continuous collection of large amounts of data, effective extraction,
analysis and interpretation is dependent upon: a) understanding the purpose to which this
information is to be used (the brief), b) the amount, variety of methods and types of data to be
incorporated into the final report with recommendations for future decision-making, and c) speed
of access, reporting and quality and consistency of comparison and presentation. In summary:
46 © ABE
• The nature and purpose of the research may be: routine or non-routine; continuous, periodic,
occasional or specific; regularly or occasionally reported or commissioned; operational,
management or strategic.
• Types of data include: qualitative, including intelligence and opinion; quantitative, including
statistics derived from primary research (e.g. internal customer survey data), which and/or
secondary, collated from continuous sources or commissioned using own or market intelligence
organisations; historic, predictive and prescriptive. Statistical analysis will be both descriptive
(based on averages – mean, mode or median) or inferential (based on deductions from the
outcomes of tests).
Whilst too little reliable data will be an issue, the timetable for undertaking the required research
may limit the depth and quantity of work undertaken. Overdue reporting may come too late to be
used for effective decision-making.
However, generally, if data is VACS, appropriately measured and benchmarked with comparison,
business decision-making can be made with some degree of confidence.
Risks with data validity

Throughout this chapter, concerns have been raised about
the sources of data and their efficacy in a dynamic business
environment.
Research specialists suggest that some form of continuous

“testing” helps to create a degree of certainty. For the
decision-maker checking the source and content of
information for its validity, the following questions may be
pertinent:
Is the data reliable? If the same information or the results

of an experiment are repeated on several occasions and with a sufficient sample, there is some
degree of reliability and consistency – although variations of circumstances might render differences
in outcomes.
Is the data valid? This refers to the credibility of the research:

• Internal validity is concerned with the instruments (tools, methodologies and techniques) and the
process undergone to achieve the results.
• External validity considers whether similar outcomes will be reported when the instruments are
used during external research.
As important, has there been sufficient research undertaken to provide consistency and substantiate
the outcomes proposed?
The first chapter recognised that for the decision-maker, there are many uncertainties surrounding
contemporary data, their sources and management. Technology has ensured that more individuals
than ever will have access to a breadth and depth of data completely unknown to previous
generations. Even school children are able to garner information on topics from the widest number
and range of sources.
Whilst BI applications are designed to facilitate data collection, analysis and interpretation,
difficulties arise when the efficacy of the core information, providing the basis of the analysis, comes
under question.
© ABE 47
Doubts about internet sourcing
“Lack of accurate and proven data – despite the vast amount of data sourced through
the internet, this media can be subject to inaccurate reporting and interpretation as well
‘malicious’ misinformation (note: the recent development of phrases such as ‘false news’, or
‘post-truth’ – where information is ‘cherry-picked’ to match a chosen viewpoint).”
(Chapter 1) Revision
on the go
Thus, much information, particularly if derived from third party sources or secondary research for
alternative purposes, has to be treated with caution and scepticism. Equally, there is a danger that
an apparent lack of sufficient, substantiated data, considered both reliable and valid, can lead
to decision-making inertia, particularly if a risk-averse culture pervades. Given the demands for
transparency, managers often appear reluctant to make decisions for fear of blame.
For the safety-cautious decision-maker, this scepticism or fear of risk may be mitigated by substantive
research methodologies. These are designed to check and re-check findings, ongoing data collection
and interpretation to ratify recommendations and/or once decisions have been made, a simple
assessment and subsequent monitoring of the outcomes to confirm the value of assessment.
Over to you
Activity 2: Checking data validity
Research the website of a global company with which you are familiar (e.g. a car
manufacturer such as Toyota or a global energy company such as BP). Your research
should focus on all the facets of the business and its activities covered on the website,
including: marketing, values, financial reports and contemporary issues, such as
corporate governance and social responsibility.
1 From your knowledge and experience, would you agree with the company’s
statements about its activities and its results?
2 What else would you like to know?
3 What other evidence or sources of information can you use to validate the company’s
statements about it activities? Be specific.
4 Research some of these sources. Does the information tally with what is put on the
website or does it raise questions?
Remember: “Many companies view their annual report as a potentially effective marketing tool
to disseminate their perspective on company fortunes.” (http://www.inc. com/encyclopedia/
annual-reports.html)
48 © ABE
Contemporary issues
Other issues for consideration by the researcher in pursuit of BI concern are regulatory or ethical
compliance. Different countries (national cultural and legal contexts) take a different approach to
investigation and information sourcing. In some cases, innocent research can lead to difficulties,
even danger in sensitive political climates. It is essential that the researcher is aware of individual
restrictions and is compliant with the legal requirements for data access in a variety of industry and
national contexts. Some issues of concern are:
• Online security protection – this includes not only security of individual customer personal details
(e.g. bank accounts and passwords), but also acquisition of unauthorised market and political
intelligence – note the increasing occurrence cyber-attacks for both political and business
reasons, for example.
• Specific industry and organisational intelligence including reliability of sources, whistleblowing
policies, legislation – whilst all organisations must abide the legal requirements of a particular
country, businesses, including specific markets, also have regulatory frameworks for which there
will be penalties for non-compliance. Ethical behaviours may not always be regulated, but codes
of practice often determine expected behaviour and an organisation breaching these may expect
negative impact on brand and corporate reputation.
• Ethical standards applied to information and intelligence gathering and use of data including use
of incentives (opinions on bribery and corruption) also differ in different contexts. It is important,
where applicable, for the analyst to familiarise themselves with national customers and practise
in this respect.
• Costs of knowledge acquisition and the timeliness of its acquisition – data may be expensive to
acquire; it moves fast and information gathered can soon be out-of-date or irrelevant.
Reading list
• Johnson, G., Scholes, K., Whittington, R. (2008). Exploring Corporate Strategy, 8th edn.
Essex: FT Prentice Hal
© ABE 49
resources
References
• Kotler, P., Armstrong, G. (2009). Principles of Marketing: Global Edition, 13th edn. Prentice Hall
• Porter, M., Millar, V. (1985). “How information gives you competitive advantage”, Harvard
Business Review, 63 (4), pp. 149–160
• Yoe, C. (2011). Principles of Risk Analysis: Decision Making Under Uncertainty. Florida:
CRC Press
Websites
www.book.transtutors.com
www.britannica.com/topic/information-system
www.cips.org
www.businessdictionary.com
www.decisionsystems.com
www.directmarketingassociation.com
www.entrepreneur.com/encyclopedia/market-research
www.inc.com/encyclopedia/annual-reports.html
www.investopedia.com
www.iso.org/standard
www.knowthis.com/marketing-research/research-validity-and-reliability
www.oecd.org/sti/sci-tech/1913021.pdf
http://softwareadvice.com
Company case study websites
https://go.oracle.com
www.hsbc.com/investor-relations
www.ibm.com/business-intelligence
https://powerbi.microsoft.com/en-us/what-is-power-bi/
https://sap.com/uk/solution/platform-technology/analytics/business-intelligence-bi.html
www.qlick.com/en-gb
50 © ABE
Summary
Chapter 2 has focused on the role of information in analytical decision-making. There has been
discussion on the types of business information systems an organisation might use, and how these
can be structured to provide VACS information for use by the business analyst and his/her internal
or external client.
Recognition is given to the increasingly high profile role of BI and the impact of technologies to
access and analyse vast amounts of data through software applications companies, who provide a
comprehensive service and bespoke software to aid organisations in data management.
The purpose of researching and interrogating data and the business context is all important
to ensure that data is managed in an appropriate format for each functional area, including
marketing, (e.g. market research and CRM activities), financial accounting and reporting, supply
chain management, internal and external data sources. All of these elements are important to gain
competitive advantage.
Consideration has also been given to the validity and reliability of data which may inform decision-
making or, indeed, hinder it. Some degree of risk management is suggested to mitigate some of
the problems that may be encountered within a dynamic and contemporary business environment.
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Chapter 3
Analytics in Practice
Introduction
Project management
A project is a unique, transient endeavour, undertaken to

achieve planned objectives, which could be defined in terms of
outputs, outcomes or benefits. A project is usually deemed to be a
success if it achieves the objectives according to their acceptance
criteria, within an agreed timescale and budget.
Association for Project Management Revision
on the go
This chapter turns knowledge into practice. Using project management methodology, the purpose is
the development of skills to apply information collection, analysis and interpretation tools and evaluative
techniques within the context of a business management scenario to enable production of an appropriate
report to meet the requirements of a project brief.
You will be guided through a step-by-step process (with hints and tips) consisting of planning, research design
and information collection, followed by analysis and interpretation of the findings. Finally, in this chapter, you
will be asked to consider the risks related to the project findings.
Learning outcome
3 Prepare evaluative reports to meet the requirements of a specific project brief.
Assessment criteria
3 Prepare evaluative reports to meet the requirements of a specific project brief.
3.1 Plan the collection and analysis of information required for a business decision-making project.
3.2 Design, collect and collate appropriate data to meet requirements of a business decision-making brief.
3.3 Analyse complex data sets using a range of techniques from a range of sources to support project brief.
3.4 Interpret complex data from varied sources to enable coherent reporting in response to a specific brief.
3.5 Assess and reflect on risk factors when reporting against the project brief.
© ABE
3.1 Plan the collection and analysis of information

required for a business decision-making project
Step one: understanding the project brief
Any form of investigative and analysis task requires understanding of the purpose of the investigation
and some idea of the project’s initiator’s intentions when commissioning the research. This normally
takes the form of a formal (written) or informal (verbal) briefing. The project brief is designed to
confirm and clarify the expectations of the initiator (principal/client) and at the very least should
contain information relating to the following:
Project definition – explanation of what the project needs to achieve.
Background – the business activity to which the project relates to, including its context and why
the project has been commissioned.
Project objectives – SMART objectives including time, cost, quality, scope, risk/benefit and
performance goals.
NEED TO KNOW
If you’re not already familiar with the term, “SMART” stands for: specific, measurable, achievable/
agreed, realistic and time-bound. An example of an internal routine SMART objective for an
analytical project may be “An analysis of staff turnover in the company over the past three years.”
Delivery of the project itself may also be a consideration when developing SMART criteria; so, for
example, “Market trends in new product development from 2015–2020 are to be presented to
the board on xx/xx/201x.” Both these examples are:
• specific – focused on a particular aspect of the business;
• measurable – quantitative data of staff turnover and historic and predicted trends;
• agreed – client/initiator-led;
• realistic – it realistic to expect the data will be available, and
• time-bound – a specific date for the period of investigation and submission data. Revision
on the go
Desired outcomes – ideally, what would the initiator like to see as the results?
Project scope and exclusions – parameters in which the project operates. For example, is the
project regarded as strategic, managerial or operational? Does the level or specific context
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Chapter 3 Analytics in Practice
influence the type of research to be undertaken? Is the project routine or a one-off? Are there areas
which should not form part of the research or cannot be used for some reason?
Constraints and assumptions – inevitably, there will be limitations on the research – these can be
about time or cost of data collection. Equally, it should be clear what assumptions or expectations
the commissioning agent might expect from the project manager. It is best to spell these out from
the start to avoid miscommunication or other misunderstandings.
Project tolerances – particularly significant when the project relates to engineering or construction
in which time, cost or physical tolerances may need to be considered or other risk factors taken into
account.
Thus the first task of the project manager (PM) is to read and then re-read followed by dissection of
the project brief to fully understand its requirements. Once established, it is then useful for the PM
to confirm understanding in writing to the principal/client.
To guide you through the steps of undertaking a knowledge-based business project, we will be
using Nestlé (www.nestle.com) for the main case material.
CASE STUDY: Project

Nestlé in Society
Providing 2 000+ Around

safe, quality
nutrition for
brands 328 000
more than worldwide employees
150 years
Number of 418 CHF 89.5

countries we
sell in
factories billion
191
in 86
countries
sales
in 2016
Nestlé is one of the oldest, largest and most successful global food brands. Products include
baby food, water, cereals, coffee, chocolate, confectionery and dairy products, and its sub-
brands such as Gerber, Perrier, KitKat, Nescafé and Haagen-Dazs – to mention a few – are
also internationally renowned.
As with all global organisations in the 21st Century, Nestlé is expected to comply with corporate
governance regulations, ethical standards and to take corporate social responsibility and
environmental sustainability seriously. Nestlé promote themselves as “the leading Nutrition,
Health and Wellness Company” and produce an annual report on the website titled “Nestlé in
Society”. The report considers:
• shared values strategies;
• contribution to the global agenda;
• nutrition, health and wellness;
• rural development, water and environmental sustainability;
• people and human rights;
54 © ABE
Analytics in Practice Chapter 3
• material issues;
• stakeholder engagement.
http://www.nestle.com/asset-library/documents/library/documents/corporate_social_responsibility/nestle-in-society-
summary-report-2016-en.pdf
Over to you
Activity 1: Step one: project brief – Nestlé
Scenario
You are part of a team that has been asked to report on Nestlé’s performance in the
area of CSR. You have been asked to prepare a plan, source the data and analyse it with
interpretation of the key findings. You will also present a summary supported by analysis
for scrutiny by your manager, who requires all monetary values to be in US Dollars ($).
The main source of information will be through Nestlé’s website, in particular the report
titled “Nestlé in Society”, (available at http://www.nestle.com/asset-library/documents/
library/documents/corporate_social_responsibility/nestle-in-society-summary-report-
2016-en.pdf but you may wish to consider third party published research to expand
your research.
Tasks
1 Read through the material on Nestlé’s website; become familiar with it, highlighting
areas in the text which may be of interest or require extra research. You should
consider all the aspects of the information provided.
2 If possible, check any points about the project brief which may not be clear to you
at this stage. For example, you should check with your tutor on the timelines for
delivery of this project.
Step two: developing the project plan

Once you have read the project brief thoroughly and understood what is required, you will need to
plan your project carefully to ensure you meet the objectives and on time.
© ABE 55
Before commencing the development of the project plan, undertake some prior research which will
include study of the company website, its reports, any procedure manuals and other documentation
to hand which may be appropriate, and the organisation chart.
Once familiar with the company or part of the organisation which is to be the focus for your project,
you should plan:
1 The deliverables – what needs to be researched and analysed:
a data collection and methods
b calculations in terms of data analysis against the brief and interpretations
c reporting and presentation
2 The schedule – a timetable for undertaking each of the tasks to be undertaken to meet the
deliverables above.
There are a number of project planning tools available on the market, such as Microsoft Project or
Gantt charts. Often completely online and a “one-stop shop”, it is possible to plan large or small
projects, assign tasks, link tasks and compare task completions – planned versus actual.
Project management software
“Project management software is software used for project planning, scheduling, resource
allocation and change management. It allows project managers (PMs), stakeholders and users
to control costs and manage budgeting, quality management and documentation
and also may be used as an administration system.”
Techopedia Revision
on the go
A simpler and perhaps more accessible method is to create a table by formatting a spreadsheet
to schedule your project. In this case, you should put timelines (dates or weeks/months) at the top
with activities broken down on the left, using coloured shading for your plan of activities, which can
be shaded again to denote completion.
Project plan for research using spreadsheet software

Activity Start End W1 W2 W3 W4 W6 W7 W8 W9 W10 W11 W12 W13
Data collection
1 XXXXXX XXXXXXX
2 XXXXXX XXXXXXX
Analysis and interpretation
3 XXXXXX XXXXXXX
4 XXXXXX XXXXXXX
5 XXXXXX XXXXXXX
Reporting and presentation
6 XXXXXX XXXXXXX
7 XXXXXX XXXXXXX
8 XXXXXX XXXXXXX
Figure 1: Example: schedule format Revision

on the go
56 © ABE
Over to you
Activity 2: Step two: project planning for Nestlé CSR
1 Draft an outline project plan with timelines for the Nestlé project (you will need to
review once you have refined some of the steps for completion of the project).
2 Make sure you identify each activity or sub-activity, allowing an appropriate timeframe
within the time allocated for the whole project.
3 You can overlap activities, but be realistic about how long it is going to take you.
4 Check you have not omitted anything. Your “client” will need to see this outline and
will expect you to keep to the tasks and timelines you have provided.
3.2 Design, collect and collate appropriate

data to meet requirements of a business
decision-making brief
Step three: researching the sources
The next stage in the process is to undertake the research required for the project. As with any
research project, this will involve a number of stages:
1 Research design
A core part of the planning process is the design of the investigation. Pride and Ferrell (2007)
consider that decisions about design stem from the core purpose of the project brief. They suggest
© ABE 57
that these can be classified into two categories: a) exploratory research, which is investigative
but generally vague with outcomes uncertain, or b) conclusive, where the purpose is likely to be
specific, verifiable and lead to decisions on taking an explicit course of action. Business decision-
making generally falls into the latter category and as such should be as comprehensive as possible
given identified constraints such as time or access to information.
Research is divided into two main types of investigation:

• Primary research – undertaken for a specific purpose or to answer a particular question (or
commissioned brief), it encompasses original research, not previously undertaken. Over the
course of a project, primary research will be used with a variety of techniques to gather and test
data, both quantitative and qualitative, often for confirmation of findings or to provide follow-up
or supplementary evidence.
• Secondary research – uses information originally researched for other purposes, but which
may be publicly available; for example, an industry or government report on a particular topic,
relevant to the investigation.
Some widely used research methodologies are included in Table 1 below.
Type of Type Techniques/sources Comments

research (examples)
Primary Qualitative • Interviews – impromptu or Flexible and potentially open-

planned; staff or customers ended; for in depth research
and opinion gathering and
• Workshops/focus groups –
to supplement quantitative
e.g. staff or customers
analysis. Requires careful
• Observation – e.g. in a planning and interpersonal
workforce productivity skills to get the most out of
investigation an event.
• Questioning – best with
discussion
Quantitative • Surveys – customer feedback Objective and enables

surveys (online or physical) a quantitative mass
of sampling to give
• Activity sampling – data
validity. Can be analysed
related to work methods
numerically – so is
or customer purchase
statistically based.
preferences
Appropriate sample
• Special purpose records – size and targets may be
tracking data of a particular difficult to achieve leading
type or purpose for analysis to potentially inaccurate
• Pilot testing – trying out interpretations of results.
new products or samples in
a controlled test – sample or
type (laboratory)
58 © ABE
Type of Type Techniques/sources Comments

research (examples)
Secondary Company- • Internal records – e.g. Although gathered for a

based financial, operational, particular functional area
marketing, HR and of the business, these
operations records, customer records can be valuable
records (sales, profiles) when interpreting historic
performance and predictions
• Annual reports (and
for the future.
accounts)
• Websites
Market- • Competitor and supplier Widely collected through

based data trade or for specific business
intelligence particularly
• Market segmentation
in a competitive market.
• Industry/market reports – Although subterfuge may
e.g. Mintel play a part to misguide
• Trade press competition, results are
largely accurate and provide
• Stock exchange information a guide on trends in the
(share values) sector. Current incumbents
• Third party company of the sector will be largely
evaluation reports – e.g. Dun and accurately aware of
& Bradstreet, Experian trends and patterns.
External • Country/government The best secondary sources

reports reports – e.g. political, for global and multi-national
economic data, socio- economic activity, providing
demographic trends, a potentially coherent view.
environmental reports, It is important that cross-
corporate governance and checking and like-for-like
CSR reports – Office of analysis is considered to
National Statistics (ONS) avoid inaccurate reporting or
interpretation.
• Statutory regulations
• Financial reports by
country – e.g. Business
Evaluation Risk Index (BERI),
Moody’s, Standard and Poor
• International/global reports
sources – e.g. UN, OECD,
EU, World Trade Reports
(WTO) Global Business
Reports (GBR)
Table 1: Research types Revision

on the go
© ABE 59
There is a difference between qualitative information (largely descriptive, unstructured and may
capture how respondents may think or feel) and quantitative data (based on analysis of numbers
or statistics).
In a survey, for example, quantitative data can be measured from straightforward closed questions
(requiring yes/no answers) or those based on multiple choice. However, a more accurate response
may be gleaned from an open-ended question such as, “How do you feel about the product or
service?” Inevitably, respondents will give many different answers and this may be difficult to
measure. A scaling of responses such as ‘’excellent > ‘’extremely poor’’ or ‘’completely agree’’ >
‘’completely disagree’’ will help, but do not give reasons for judgement.
Note that use of numbers to analyse a particular situation is a preferred option, because by
definition it is quantifiable and less subject to conjecture. In fact, frequently, attempts are made to
analyse qualitative data with the use of scaling (above), ratings and weightings (numeric measures),
on which to base judgements.
Sampling
No data collection, unless based on a 100% sample, can ever be 100% accurate. Effective data
collection can be time-consuming and costly to administer. It is the role of the analyst to design a
sampling frame of data collection to ensure responses can be as accurate as possible within the
time and cost limitations. The more “global” the project, the harder this will be to achieve.
A number of techniques (all with varied levels of risk of inaccuracy) can be used to limit samples to a
manageable level. Examples of quantitative sampling may include:
• Random (probability) – a list of possible respondents, from which certain people are randomly
selected. Whilst there is no bias and the sample is “statistically pure” results are likely to be
inaccurate.
• Stratification – respondents are selected from a “master-list” based on specific characteristics,
e.g. age, gender or other demographic factor. This give a much more accurate approach and
lends itself to comparisons to build up a picture or preferences.
• Clustered samples – drawn from a geographic or other location – possibly as a second level
sample after stratification.
• Quota – somewhat random in practice, but in this instance a defined number of respondents is
sought either from a specific group (stratified) or as a percentage representative group to reflect
the population mix as a whole.
2 Data collection
• Identify the main sources of information considered to be the most useful for your project.
These will be the primary or “must use” data, but you will find as you examine these, further
sources will merit exploration.
• The purpose of most data collection using a variety of methods is to establish patterns – trends
and behaviour (e.g. consumer behaviour). Therefore, the research study will be seeking trends
to confirm outcomes – using data mining and machine learning, for example, are methods to
establish patterns in behaviour.
• Whilst optimal research design will involve as many different methods as possible, recognition
must be given to practicalities – it may not be possible to access appropriate sources, or it may
be prohibitively expensive or time-constrained. Data may also be contradictory or confusing.
However, there are some guidelines that help determine the approach to research and the most
useful data to collect within the limitations of the project brief.
60 © ABE
Data collection – hints and tips
Primary research
1 If you are using surveys or questionnaires, make sure your questions are succinct, not
long (10–20 questions, but 5–10 minutes maximum) and ask what you want to find out?
Make sure you don’t use just closed questions (i.e. simply requiring a “yes” or “no” answer).
Test this out before you undertake the complete survey.
2 Make sure each part of your primary research supports the rest – questions and surveys
should be linked with each other and also with the secondary research.
3 Plan interviews, focus groups or workshops carefully to ensure you can guide the
questions or discussions to ensure you find out what you are seeking. Don’t allow the
participants to digress; record any observations, interviews, etc. for future reference.
Make detailed notes.
4 Sample sizes are important – the greater the sample, the more accurate the outcome is
likely to be. If this is not possible, then use the sample for confirmatory purposes or to
provide a check/balance for other research collected.
Note: Survey Monkey offers some practical tips on designing primary research. (https://www.
surveymonkey.co.uk/mp/survey-guidelines/)
Secondary research
1 The best secondary research is that published by the company itself (on its website). Learn
to read the meaning behind the published message, and make sure the tone of, say,
its annual report including financial and CSR reports, are consistent with the marketing
message and its brand reputation. If a future strategy plan has been published, how likely is
it to come to fruition? What is the company’s track record for achievement?
2 Use other market or comparative-based sources, e.g. competitors, supplier information,
trade press and business reports to confirm the company’s position. Are market reports and
stock exchange performance for example, compatible with the message the company is
communicating itself?
3 International or global economic reports are useful to establish trends for individual
countries and to set the tone for future developments?
4 Check range, date parameters and context of secondary data particularly when
information is being used for comparison. In other words, are measurements based on
like-for-like information?
5 Check whether information is based on fact/statistics or founded upon
opinion/prediction. Revision
on the go
3 Collation and organisation of information

The final aspect of this section on research concerns its organisation. Data collection is a time-
consuming business and inevitably throws up issues and anomalies that may cause the researcher
to digress from the central purpose of the brief. Given the range of data sources and collection
© ABE 61
methods (including recordings for primary research, paper-based information, statistically-based

data and editorial comment), it is essential therefore to remain on-track and also not to “lose” sight
of data already collected.
Develop a structured approach to data collection management. Companies involved in BI will often
use collection systems such as a multi-domain master data management systems (e.g. Stibo Systems),
which are designed to collate and integrate all aspects of the operational activities of the business.
We have already established that using techniques such as data mining and machine learning can
help the analyst to develop patterns of data.
Within the specific context of the research project, it will be necessary to organise such data
together with the source materials from both primary and secondary research into a “catalogue”.
This makes it easier when referencing or if you need to investigate these sources further.
Data cataloguing
Setting up a simple catalogue list will help you access your information and data more easily.
You can set up a table in the spreadsheet package which may look something like this:
EXAMPLE 1 EXAMPLE 2
Date xx/xx/20xx xx/20xx
Behaviour research Report on xxxxx xxxxx

Title xxxx
Author/source Self Dept for xxx
Publisher/reference fite:xxx/xxxxx/02 www.xxxx.com
Online survey results dated xx/ National Annual Report

Description xx-xx/xx
Type Primary Compilation
Date accessed xx/xx/20xx xx/xx/20xx
Conducted through xxx surveys. Actual data is old but

Low sample response predictions on population
Comment trends useful
Key words Product range; opinion Demographics, xxx, xx
Tagging Summary p3 ch2 p3415–20
Figure 2: Example: cataloguing research

Note: make sure you fully reference your sources. You will have to include this in your final report
and at this stage it is easier for you to retrieve the data if you have referenced it correctly.
You may wish to separate essential reference sources from the supplementary ones.
Make sure you include key words so that you can search effectively and tag
references of particular interest. Revision
on the go
62 © ABE
Over to you
Activity 3: Step three: collecting and collating your data
Re-read the scenario for Nestlé, then:

1 Collect as much data as you can from the website, in particular the section “Nestlé in
Society”.
2 Source other reports on the topics. Hint: Search the internet for reports from OECD
or United Nations. Other useful sources are newspaper articles on the company and
related subjects.
3 Devise a short, informal questionnaire for discussion with a small group of colleagues,
friends or relatives. The purpose of the questionnaire is to ascertain the public’s
understanding of the issues and Nestlé’s approach to them.
4 Make a catalogue of all the sources you have used so far.
5 Review your project plan and update.
© ABE 63
3.3 Analyse complex data sets using a range of

techniques from a range of sources to support
project brief
Step four: analysing data
According to Six Sigma’s DMAIC process (discussed in Chapter 2.3), the next stage is measurement
and analysis of the data collected. If BI software is available, much of the work can be completed by
interrogating extensive data input and the results using data mining and machine learning techniques,
which can be very useful in presenting almost complete modelling for interpretation by the business
analyst. This is particularly relevant were numeric data is being interrogated; however, the systems
also use methods to quantify qualitative data that can be incorporated effectively in the overall
outcome measures.
However, this type of methodology is not always available, particularly for more traditional
sectors/businesses and SMEs (small to medium-sized enterprises) and therefore more
conventional techniques should be used – although even small companies have technological
access to quite sophisticated analytical tools.
Measurement
Quantitative methods
Babie (2010) describes quantitative data as “the numerical representation and manipulation
of observations for the purpose of describing and explaining the phenomena that those
observations reflect”.
Known as Business Maths, analysts use a range of standard mathematical techniques in operations
and inventory management, marketing and sales forecasting, and financial and accounting to
measure numerical data input from operational activities. These day-to-day activities are often
supported by specialist software applications designed for data interrogation, to build statistics for
use as part of the analysis process.
In any event, the business analyst will need to understand the fundamental processes of analysis in
the likely case that anomalies or errors exist. Measuring numeric or quantitative data requires skills
in numeracy, aided by calculators and spreadsheets.
Quantitative data is usually measured in terms of totals, averages and percentages.
Averages and other calculations

sum of values
Mean =
total number of cases
Mode = most frequently occurring attributes
Median = middle attribute in observed sample
In spreadsheets, function keys will be able to calculate these ratios for you. An Excel
spreadsheet screenshot is shown on the next page.
64 © ABE
Figure 3: Function keys Revision

on the go
In every aspect of the business, these quantitative data measurements are used to develop
understanding of performance in areas such as marketing, operations and human resources. In
each case, specialist software exists to facilitate this process. Marketing calculations might include:
number of hits on a website, sales conversion rates by number of store visits, analysis based on
customer repeat business or complaints.
Financial and accounting measurement

The ability to measure financial performance is core to assessment of the business’ overall competitive
position and is worthy of a separate discussion. Accounting software is readily available even for the
smallest business.
CASE STUDY: accounting software

Quickbooks
Quickbooks is an example of all-in-one accounting software, which the small business can use to
record all its accounting activity. According to its website, Quickbooks:
1 Captures expenses on the go.
2 Reduces data entry by downloading bank transactions automatically.
3 Improves cash flow by tracking unpaid invoices.
4 Ensures tax compliance.
5 Provides “real time” dashboard to check performance.
Source: www.quickbooks.co.uk/
© ABE 65
From your previous studies, you will know that internationally accepted accounting ratios are used
to evaluate business financial performance. The most usual ratios measure profitability (derived
from the annual profit and loss account to determine the organisation’s ability to make a profit from
its activities and give shareholders a return on their investment) and liquidity (sourced from the
balance sheet), which measures the company’s capital, cash reserves and its ability to pay its bills
and maintain its commitments.
Accounting ratios
Key ratios include:
Profitability ratios
gross profit
Gross profit margin = x 100
revenue
gross profit
Gross profit mark-up = x 100
cost of sales
operating profit
Net or Operating profit = x 100
revenue
overheads (expenses)
Overheads in relation to revenue = x 100
revenue
operating profit
Return on capital employed (ROCE) = x 100
capital employed
Liquidity ratios
current assets
Net current asset ratio =
current liabilities
current assets – stock

Liquid capital ratio* = *also known as the Acid test
current liabilities
opening stock + closing stock ÷ 2

Inventory turnover = x 365 days
cost of sales
debt (loans + preference shares)

Capital structure ratio (%) Gearing = x 100
equity (reserves + ordinary shares)
Table 2: Financial ratios Revision

on the go
Ratio analysis is used by companies in their annual reports to summarise and highlight changes or trends
in year-on-year performance. It is important to note that the complexity of activities including diverse
income streams and especially those related to investments and group/SBU management, the level of
detail, particularly for individual subsidiaries within a global conglomerate and even terminology used in
the financial statements may differ. The accompanying notes to these statements and summary reports
from chief executives and directors are a valuable help in understanding the outcomes.
66 © ABE
You can access Nestlé’s annual report 2016 on its website (http://www.nestle.com/investors/annual-
report). Scroll down to the ‘Financial review’ for an overview of key financial headlines. The ratios
above have been used to provide additional interpretation of the trends in Nestlé’s performance
between 2015 and 2016. It is important to remember that analysis of comparisons year-by-year
should be made on the basis of like-for-like data. Figures quoted are in CHF (Swiss Francs).
CASE STUDY: Analysing performance

Nestlé Results 2016
Summary
Financial review
Our 2016 organic growth was at the high end of the industry but at
the lower end of our expectations. We saw a solid trading oprating
profit margin improvement and our cash flow grew significantly.
CHF 89.5 billion 3.2 % 2.4%
Sales Organic growth Real internal growth
CHF 13.7 billion 15.3% +30 basis points
Trading operating Trading operating Trading oprating

profit margin profit margin
(Constant Currency)
CHF 2.76 +3.4% CHF 15.6 billion
Earnings per share Underlying earnings Operating cash

per share (Constant flow (112.0% of net
currency) financial debt)
CHF 10.1 billion CHF 2.30 +2.2%
Free cash flow Proposed dividend Proposed dividend

increase
44.9% 30.0% 25.1%
Of total sales are Of total sales are Of total sales are

from geographic area from geographic area from geographic area
AMS EMENA AOA
http://www.nestle.com/investors/annual-report
© ABE 67
Key ratio analysis
Ratios 2016 2015 Comments

Gross profit CHF 45,270 CHF 44,055 This represents an increase in gross
billion billion profit on mainstream activities of
(Sales – Cost of sales)
2.7% on the year. See comments in
summary review above. The company
is doing less well than expected but
higher than the industry and global
GDP (2.2%).
Gross profit margin 50.6% 49.62% 1.4% improvement in 2016. This
may not seem much but indicates
greater efficiencies in supplier and
production management.
Net or Operating 14.66% 13.92% Overall 0.74% improvement on the
profit (%) year. Despite higher GP margins,
marketing, distribution and other
expenses increased by c0.97% on
the year, bring overall improvement
lower.
Overheads/revenue 36.6% 36% Overhead costs as % of revenue
have risen marginally over the year
showing a decline in performance.
These figures should be benchmarked
with others in the sector to truly
understand the significance.
ROCE 9.9% 10% Very good returns would be in the
region of 15–20%, so this is low and
(operating profit/
marginally poorer than 2015, but
equity + liabilities)
reflects sector and world market
generally (see Financial review
comments).
Liquidity (net current 1:1.15 1:1.12 Liquidity may be an increasing
assets: net current problem with current liabilities
liabilities) outstripping net current assets. This
would lead to cash flow problems in
a much smaller company.
Acid test (net current 1:1.37 1:1.37 Ideally the acid test would produce a
assets – stock: current ratio of 1:1. This would indicate the
liabilities) company was managing cash flow
and was in a good position to pay its
way.
Inventory (stock 68 days n/a Would need to benchmark this with
turnover) other similar organisations. 68 days
would seem fair.
Gearing (%) 16.8% 18.1% Has improved on the year and
indicates gearing is of no concern.
However, benchmarking against
competitors would also be useful.
Table 3: Key ratio analysis for Nestlé in 2016 Revision

on the go
68 © ABE
Qualitative measurement
Qualitative data relates to concepts, opinions, values and behaviours of people in social
context that is not easily converted to a numeric form (http://www.socialresearchmethods.
net/kb/qualdata.php). Nonetheless, techniques to correlate qualitative data with other
similar information, or to benchmark it in some form, will be used to develop some level of
quantification and hence confirm validity. So sampling methods, responses to open questions
in surveys and document analysis may be difficult to measure mathematically, but researchers
use quantitative measures, such as frequency tables or other range statements to develop a
quantitative measure to qualitative research. By numerically codifying a qualitative fact (e.g.
gender – male and female), numeric data frames can be set up for easy mathematical analysis. By
definition, measurement tends to be limited by the quantity of the sample researched as well as
the qualitative elements, so general sampling methods are on a much smaller scale than parallel
quantitative measures.
Analysis
To provide a sound basis for both quantitative and qualitative analysis, data collection should
incorporate both aspects in which the anticipated outcomes will “map” both methods, linking them
to find common themes – each supporting the findings of the other.
Approaches to data analysis for both quantitative and qualitative data differ. The table below gives
some indication of the differences.
Research aspect Quantitative Qualitative
Research purpose Fixed/focused Broader, contextual, open-

minded, adaptable
Expected outcome Identified in advance Rarely pre-defined, emergent
Development stages Hierarchical and linear Circular or lateral
Contradictory or Controlled by design and Flexible and searched as an

contingency factors analysis when possible
Timeframe More detailed, painstaking Fast-paced initially, but

and slower will lose momentum as
unforeseen factors are
highlighted or more in
depth research is considered
desirable
Table 4: Quantitative vs qualitative analysis Revision

on the go
Given the amount of available data, quantitative analysis will use techniques such as distribution
rates, bi-variate and multi-variate analysis, as well as financial ratio analysis, and then use
data mining and machine learning techniques for large-scale analysis to develop comparative
trends in order to build a statistical analysis of the past. That data can then be used to model what
may happen in the future, through techniques such as regression analysis, which examines
the relationship between different statistical variables. (Note: Excel spreadsheets can do all the
calculations and outputs – see above: Revision on the Go “Averages and other calculations”.)
© ABE 69
In qualitative data analysis, the researcher will usually use deductive or inductive approaches:
Deductive – data is grouped for similarities and is best used when there is limited time and
resources for the investigation.
Inductive – likely used when qualitative research is a major part of the investigation and the analyst
will determine a framework to group data based on the outcomes of the research. In this way,
relationships between data – to confirm (or contradict) – can be sought.
As in quantitative research, data comparison/similarity responses, mapping and benchmarking

techniques (say, against performance targets) can be used effectively to analyse qualitative data.
As we can see from the table above, qualitative data is far less prescriptive and subsequently has a
greater propensity for “error” or anomaly, but may give meaning, experience and opinion, leading
closer to truth than a more statistical approach.
Over to you
Activity 4: Step four: analysing data
Use mathematical skills (you can use spreadsheets and calculators) to analyse the data
collected from Step three of the Nestlé tasks.
Tasks
1 Compare the 2015 and 2016 data in the “Created Shared Value” (CSV) section of the
“Nestle in Society” report (first mentioned in Activity 1 of this chapter). What are the
trends? Is Nestlé improving its CSV position and by what percentage year-on-year?
2 You will see progress reports on all aspects of Nestlé’s CSR policies. Using those,
including pie charts for 2014–16, analyse the data and trends – again calculate ratios
and percentages to capture the differences.
3 From your questionnaire in Step three, analyse the findings using numeric measures
where possible to understand the responses.
Look at the main annual report and accounts for Nestlé. You will find these on the
website here: http://www.nestle.com/investors/results. Also refer to the case study
above for further information to support task 4 below.
4 Analyse year-on-year results for 2014, 2015 and 2016, using financial ratios to do
your calculations. What are the trends? Is there growth/decline? Are there differences
between profitability and liquidity trends? If so, why might that be? Where can you
find more information?
Discuss this with your tutor or colleagues if you are studying with a class.
Source: www.nestle.com
70 © ABE
3.4 Interpreting complex data from varied

sources to enable coherent reporting in response
to a specific brief
Step five: interpreting data
Whilst analysis is a process of organising and summarising data into logical, sequential categories,
data interpretation is the process of attaching meaning to the information. Therefore, interpretation
is a more qualitative process, subject to personal opinion. For the business analyst, the secret is to
be able to make reasoned and justified assessments to substantiate the opinion.
Descriptive statistics uses the data to provide descriptions of

the population, either through numerical calculations or graphs
or tables. Inferential statistics makes inferences and predictions
about a population based on a sample of data taken from
the population in question.
www.study.com
In Chapter 1, we discussed the differences between descriptive, predictive and prescriptive data.
Descriptive techniques tend to be statements of facts (data driven) in which relationships between
similar data sets can be explored. These can be supplemented by inferential statements, which
correlate other factors and make predictions. For example:
Descriptive statement – “A company shows growth in sales of 10% year-on-year for the past
three years.”
Inferential statement – “Whilst this is in line with the market, competition and cost pressures are
squeezing margins, so this growth rate is unlikely to continue for the next year.”
For the business analyst, there are many tools or models available to provide a framework for
interpretation and evaluation of the research. In this section, we will examine a selection (not
exhaustive) of better known business models that can be used to support data interpretation.
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External model: STEEPLE

An acronym for Social/Demographic, Technological, Economic, Environmental, Political, Legal and
Ethical, STEEPLE1 evaluates current and future trends in the external (or macro) environment. By
identifying key issues under each heading, the analyst will be highlighting factors to be considered
when making strategic, management and operational decisions (e.g. a change in employment
law will impact on the HR function of the organisation). STEEPLE factors are considered the
“uncontrollable” factors in the business environment affecting all organisations operating within a
particular sector. In some cases, powerful global businesses will be major influencers in creating the
direction of a particular factor (for example, both Microsoft and Apple have had a major influence
on technology and communications).
Market model: Porter’s Five Forces competitive position analysis
POTENTIAL
ENTRANTS
Threat of
rivalry
Bargaining Bargaining
power power
INDUSTRY
SUPPLIERS BUYERS
Competitive rivalry
Threat of
substitution
SUBSTITUTES
Figure 4: Five Forces Model, from Porter (1980) Revision

on the go
Porter’s model is based on the assumption that in a competitive environment the organisation is
under pressure, not only from direct competitors (competitive rivalry), but also from the bargaining
power of the supply chain (for example, few suppliers may have limited availability of a product
which will enable a supplier to charge higher prices). Buyers (customers and distributors) may have
choices and a wide range of products/competitors to choose from, but in the early stages of a
product life cycle their power is diminished due to a lack of knowledge and product availability).
4 STEEPLE has developed from earlier versions – also known as PEST, STEP and PESTEL/PESTLE.
72 © ABE
Threats are derived from alternative products; there aredirect and indirect substitutes, such as
coffee versus tea (direct) or soda water versus tea (indirect – as one is a cold drink and the other
is hot). Other threats stem from new entrants; in a global market or one in the earlier stages of
development with great profit potential, there is a real risk of upstaging by large corporations
buying an established competitor.
The purpose of the model is to identify what those pressures are under each heading and then
evaluate them in terms of “low” or “high” impact. For example, if a company operates in a highly
competitive and ‘crowded’ market, then competitive rivalry will be intense; if there are many
suppliers available, their bargaining power may be low.
Porter’s Five Forces will be reviewed again in Chapter 4 during the option development phase.
Internal model: resources and competences

When assessing a firm’s capability to compete, the analyst will evaluate both the resources (tangible
and intangible) and likewise competences of the organisation. Whilst “threshold” resources and
competences are the bare minimum required to survive within a market, unique resources and core
competences are those factors that “provide the basis to outperform competitors or demonstrably
provide better value for money” (Johnson, Scholes and Whittington 2008).
Same as competitors’ Better than competitors’

or easy to imitate or difficult to imitate
RESOURCES
Threshold Unique
resources resources
COMPETENCES
Threshold Core
competences competences
Figure 5: Strategic capabilities, adapted from Johnson, Scholes

and Whittington (2008) Revision
on the go
Assessment of identified unique resources (through, for example, interpretation of profit and
loss accounts, balance sheets and financial reports) and core competences (such as intangibles –
intellectual property and brand) is then evaluated on the basis of their unique or special qualities.
Therefore, a unique resource or core competence can only be described as such if it provides at
least one of the following:
• exceptional cost efficiency;
• superior quality and value;
• outstanding relationship management (e.g. supplier and partnership networks);
• robustness and sustainability (provides a sound long-term basis for success).
© ABE 73
SWOT
Equally relevant to the four tests of competitive advantage is an assessment using probably one
of the best known tools: a SWOT analysis. In this context, SWOT is a summary assessment of an
organisation’s internal capabilities (strengths and weaknesses) and external factors (opportunities
and threats). Drawn from data analytics described in the earlier sections, a simple SWOT lists those
key factors which the company can either use to gain competitive advantage, or must deal with
if it is to remain viable and/or successful. More sophisticated evaluations of SWOT can be made
by giving weightings to the importance or relevance of an aspect on the list and then assessing
organisational performance or potential. For interpretation purposes, the secret to creating a useful
SWOT analysis lies in the accuracy of the author’s evaluation of the company’s position. A useful
approach to check the relevance of the content is to consider the following questions.
Strengths Weaknesses
• Is your “value chain” better or worse than • What impact has this weakness on your
your competitors? business?
• Does the company understand what • How relevant and important is it?
customers’ value?
• Could it also be strength?
• Does your “strength” give added value?
• Is it a critical success factor?
• Is it robust? Could it also be a weakness?
• Is it urgent?
Opportunities Threats
• Is this a “real” opportunity – a gap not • Is the threat strategic or operational?

exploited?
• How important is it? What is its impact?
• Where are the opportunities? Existing or
• Does it affect all the competition or is it
new to the world?
from the competition?
• Red ocean or Blue ocean? 5
• Could it also be an opportunity?
• Relevant to the organisation?
• What’s the urgency?
• Accessible? Is it also a possible threat?
Table 5: Interrogating a SWOT analysis Revision

on the go
Synthesising outcomes
At this point, if this has not been considered already, the business analyst should:
• review the original brief to check the information remains within specification;
• reflect on consistency of findings and interpretation;
• evaluate comparative studies, trends and forecasts to support own interpretation;
• consider if other research is necessary/desirable within the limits of the project.
5 Red ocean refers to crowded and competitive markets; Blue ocean refers to potentially unexploited markets – the
question is why has it not been exploited? It could be difficulties with accessibility or inappropriate for the type of product
or service on offer.
74 © ABE
The other consideration is to establish how best the findings can be summarised effectively to
directly address the issues raised in the project brief and in a form which is easily “digestible” and
supported by fact and justification.
3.5 Risk factors: reporting against the project brief
There are three kinds of lies – lies, damned lies and statistics.
attributed to Benjamin Disraeli, British politician
Throughout the study guide and specifically in Chapters/learning outcomes 1 and 2, consideration
for risk of quality of data (VACS), appropriateness and quantity of research activities has been
highlighted as a real threat to the quality of interpretation and predictions. No project is without
risk, and for the researcher there is a danger of “the paralysis of analysis”. In other words,
uncertainty of the accuracy of data may lead to ever more complex attempts to reach “safe”
conclusions. Findings will be subject to detailed scrutiny and scepticism by recipients – we are all
aware that data interpretation can be subject to “spin” (i.e. presenting in a favourable light) and the
tendency for the author and initiator to use outcomes to correlate and confirm held opinions.
It is important for the analyst to ensure that each step of the process of collecting, analysing and
interpreting is examined thoroughly and is verified using analytical methodology and secondary
evidence to corroborate findings. These will include:
• considerations for currency, accuracy and sufficiency (VACS);
• validity of using trends (historical and extrapolation to forecast and predict futures);
• anomalies – technical issues (such as data input accuracy, process issues) and margin of error;
• consistency of comparative and secondary data sets;
• reliability – fact-based versus opinion, wisdom and intuition;
• anticipated business/stakeholder response to project outcomes.
Be transparent
Discuss inconsistencies and gaps; listen to others. Sometimes cover-ups succeed;

other times they do not. In almost all cases, where they do not, the impact is
negative – for all parties and trust between them irreparably damaged. Revision
on the go
You should also be careful to ensure you remain objective within the remit of the project brief. So
part of your planning should consider any potential difficulties that may be encountered and to
make certain your project is considered favourably. This will mean considering:
• specific conditions or restrictions (for example, in this project on Nestlé it is not intended you
contact the company directly); confidentiality and sensitivity issues;
• limitations – may include timeliness to complete the project, access to data – except for that
available through the internet; depth and breadth of data researched given the size of the
project; level of completeness and research gaps;
© ABE 75
• cost of data acquisition, intelligence gathering and analytical modelling (for example,
commissioning a BI report from a sector analyst specialist using modelling software might be
easiest and most effective, but might be prohibitively expensive and may not be deliverable in
the timeframe);
• checks and balances – allowance for time and peer support to review the project prior to
completion;
• potentially controversial findings – could lead to the project being discarded (and your
reputation damaged);
• BI software is only as good as the input – it may misinterpret as it is only data driven;
• lack of large-scale data for manual calculation.
Over to you
Activity 5: Step five: interpreting data
Using the data analysis of Nestlé in Step four, you are now required to interpret your
analysis of Nestlé’s position financially and also in respect of its CSR policies. You will also
need to apply models such as STEEPLE and the Five Forces model to build your analysis
1 Nestlé promotes itself as “the leading Nutrition, Health and Wellness Company”.
Assess this claim.
2 What data and other credible sources, from your analysis would:
a) support this view? Justify and give evidence.
b) contradict this opinion? Again, justify and reference sources appropriately.
3 What, if any, anomalies or contradictions have you found that would merit further
investigation and interrogation of the research?
Reading list
• E
asterby-Smith, M., Thorpe, R., Jackson, P. (2015). Management and Business Research: Sage
Publications
• Johnson, G., Scholes, K., Whittington, R. (2008). Exploring Corporate Strategy, 8th edn. Essex:
FT Prentice Hall
76 © ABE
resources
References
• Pride, W., Ferrell, O. C. (2007). Foundations of Marketing. Boston: Houghton Mifflin Harcourt
• Babie, E, (2010). The Practice of Social Research. California: Belmont
Websites
www.apm.org.uk
http://www.investopedia.com/articles/financial-theory/09/regression-analysis-basics-business.asp
www.nestle.com
http://www.nestle.com/asset-library/documents/library/documents/corporate_social_responsibility/
nestle-in-society-summary-report-2016-en.pdf
www.osbornebooks.co.uk
www.quickbooks.co.uk
http://searchdatamanagement.techtarget.com/feature/Dissecting-data-measurement-Key-
metrics-for-assessing-data-quality
http://www.socialresearchmethods.net/kb/qualdata.php
www.stibosystems.co.uk
https://www.surveymonkey.co.uk/mp/survey-guidelines/
www.techopedia.com
Summary
In this chapter, you have been taken through a step-by-step approach to analytics in practice:
Step one: understanding the project brief
Step two: developing a project plan
Step three: collecting and collating the data
Step four: analysing the data
Step five: interpreting the data.
The real-time case material found on Nestlé’s website should have given you valuable practice
on how to undertake these five steps, but it has also been recognised that no investigation of
this nature will be 100% in terms of coverage and completeness – there is risk of anomaly and
contradiction. Such limitations should be recognised in the reporting process.
© ABE 77
Chapter 4
Option Development
Introduction
Business analysts play a crucial role on project teams from the start. Their role is to research,
analyse and synthesise information leading to innovative solutions.
https://www.zs.com/pdfs/ZS/FocusSheet-BusinessAnalyst.pdf
ZS Associates, a global consulting firm specialising in pharmaceutical and healthcare in Europe and working
across international boundaries for most of their projects, go on to say:
“In close collaboration with a team, business analysts:
• leverage problem solving skills to address clients’ overarching business issues;
• develop custom analytic tools, integrate multiple sources of qualitative and quantitative data and perform
analysis to evaluate strategic alternatives;
• synthesise analytic results and design structured communications;
• collaborate with ZS teams and clients to provide action-oriented recommendations and implement
innovative solutions.”
This final Chapter considers processes the analyst can use to develop options that are based on the analysis of
data discussed in the previous chapter. There is an expectation from the “client” that it remains the role of the
analyst not only to develop options, but also to evaluate them robustly and propose justified solutions on which to
base decisions. Although, ultimately, it remains a managerial responsibility to make the final selection for the way
forward, much relies on the way in which proposals are presented and the quality of the evidence and argument to
support recommendations.
Learning outcome
4 Apply analytic techniques to develop options for decision-making, reports and recommendations.
Assessment criteria
4 Apply analytic techniques to develop options for decision-making, reports and recommendations.
4.1 Apply analytic techniques to develop appropriate options in context.
4.2 Apply scenario planning techniques to support decision-making.
4.3 Apply mapping and testing techniques to justify recommendations.
4.4 Report coherent findings and credible recommendations to facilitate management decision-making.
© ABE
4.1 Apply analytic techniques to develop

appropriate options in context
Cause and effect
Chapter 3 ended with developing an understanding of the data, which was collected and analysed.
Whilst interpretative findings (the “effect”) are based on analysis, the outcome does not always
consider the source/s or cause/s of the highlighted issues. Clearly for the purposes of developing
solutions to issues, the root causes need to be understood.
For operational management, one approach is to use an Ishikawa (or “fishbone”) diagram – a visual
representation that starts with the “effect” or symptom of a particular problem, then breaks it down
into the potential root or causes. This diagram is a type of mind-mapping and can be employed
successfully as an activity in which individual teams take responsibility for analysing a particular category
(e.g. a functional area, such as marketing), and then determine what aspect may be a contributory
cause of the “effect”. Once the cause is established, the route to a solution is answering the “why?”
Figure 1: Ishikawa (Fishbone) diagram Revision

on the go
© ABE 79
Chapter 4 Option Development
The “effect” is the outcome; usually a failure highlighted as an issue for consideration. Arguably the
same process could be used for a positive outcome for benchmarking purposes. The labelling of
categories must be relevant to the circumstances and the areas or issues that are under discussion.
The following are some suggested category headings:
Industry type/ Service sector Manufacturing Process steps

process (4 “P”s) (6 “M”s) (examples)
Policies Machines Determine customers
Procedures Methods Advertise product
People Materials Incentivise purchase
Category headings Plant/technology Measurements Sell product
Environment Distribution
(mother nature)
Manpower Provide upgrade
Source: www.isixsigma.com/tools-templates/cause-effect/cause-and-effect-aka-fishbone-diagram/
Table 1: Fishbone diagram – possible categories (example) Revision

on the go
Over to you
Activity 1: The Ishikawa (Fishbone) diagram
Consider the causes of obesity and how companies like Nestlé may have contributed
to it. Prepare a fishbone diagram to understand causes and why these are causes. (You
may find it interesting to see what Nestlé is doing about this by visiting http://www.
nestle.com/ask-nestle/health-nutrition/answers/what-is-nestle-doing-about-obesity.)
80 © ABE
Option Development Chapter 4
Predictive techniques
Previously, we discussed the role of mathematics and statistics to facilitate predictions for future
events, based largely on trends through extrapolation and regression analysis. We also discovered
that sophisticated applications using cutting-edge technology and artificial intelligence (AI) have
been developed to support this process. Given the vast amounts of accessible data providing
valuable insights into performance, it is anticipated there is a far greater likelihood of achieving
accurate predictions on which to base business decisions and thus potential successful outcomes.
Over to you
Activity 2: Future Nestlé
Based on data analysis of Nestlé for the past three years, undertake a predictive
extrapolation using the spreadsheet functions.
1 In the unlikely event that all factors (including unpredictable markets) remain equal
(linear), what would be the likely outcome?
2 A
ssuming not all factors remain the same, the correlation between different factors
will change the likely outcome. From your analysis of models in Chapter 3 (e.g.
STEEPLE, Five Forces model), what factors will have an impact on your predictive
extrapolation (non-linear)? Do you perceive actual outcomes are likely to be better or
worse than the statistical predictions? Why?
4.2 Scenario planning techniques to support

decision-making
Business modelling
Towards the end of Chapter 3, we used a few well-known models (e.g. SWOT) to facilitate analysis
and interpretation. There are many more depending on the purpose and nature of the project.
Many business positioning models have a dual purpose – to assess the current and then predict the
© ABE 81
future. They often have the visual advantage of plotting the current situation and then re-worked
with a given set of circumstances, suggesting direction of travel as a forecast for the future. So
starting with a premise of evaluation of potential based from current positioning, interpretation of
the “now” is used to form options for strategy development.
In this next section, we will be highlighting a number of other modelling tools, some re-worked to
identify potential options.
Porter’s generic strategies

A well-known model that you may have come across in earlier studies is the Generic Strategy model
of competitive advantage. This matrix is based on the principle that the source of competitive
advantage (the ability to outdo the competition) for an organisation is either through a business
model based on low operating costs that yield higher profits than competitors, or an approach based
on added value, differentiation or uniqueness, where profits will be gained because of exceptional
quality or service. The third factor for consideration will also be the breadth of operation – so a
small niche organisation may focus on just one aspect of the market, either through restricting costs
with limited operations or providing, for example, bespoke services that attract a small but valuable
clientele. Porter advised that a strategic business unit should opt for a single approach at any one
time (although this may change over time depending on organisational development).
For the business analyst, the relevance of an organisation’s position in the matrix will have an impact
on any advice given when selecting a strategy for future development, regardless of the nature of
the proposals being suggested. For example, an SBU grounded in cost focus (low cost base) cannot
easily build a brand reputation based on focused differentiation – this would require a much longer-
term approach.
Porter’s generic strategies

Total market
Cost
Differentiation
leadership
Scope
Niche market
Cost Differentiation
focus focus
Cost Differentiation
Competitive advantage
Figure 2: Porter’s generic strategy analysis Revision

on the go
82 © ABE
Analysing the gap
Gap analysis
“A process used in business to identify the
70
requirements that will enable a company to
60 close the gap between its current level
50 (£60M) Corporate objective of performance utilizing existing resource
The planning gap

Sales (£m)
allocations and its potential performance

40 (£45M) Revised forecast
g ap based on the optimum allocation and
30 ies
str
at
eg integration of resources. Gap analysis provides
w
20 Ne
ns g
ap
(£30M) Current forecast the basis for determining whether desired
er atio
Op outcomes are realistic based on time, money
10
and human resources available to achieve
them.” http://www.investorwords.com
Time (years)
Figure 3: Gap analysis (example) Revision

on the go
The gap analysis helps to visualise the “space” between current forecasts (if there is no change
in circumstances) and pre-determined corporate objectives, suggesting whether the gap can be
‘bridged’ using operational refinements or requires a more strategic approach to planning.
Transforming SWOT to TOWS

One of the main uses of the SWOT analysis is to determine strategies to “convert” weaknesses to
strengths and threats to opportunities, then matching the two. To achieve this, the analyst can develop
a “TOWS” matrix, based on linking the external evaluations (opportunities and threats) with the
internal evaluations (strengths and weaknesses) to better understand the type of strategies that need
to be considered. Based on the figure below, key areas are those deemed to be of major importance:
Internal to the
company
1 1
M Conversion 2 2
a 3 3
t Opportunities S-O O-W
c 1 KEY AREA Defensive
Exist independently
h 2 Offensive Strategy
of the company
i Opportunities Threats 3 Strategy (Needs investment)

n
Threats S-T T-W
g Conversion 1 Defensive KEY AREA
2 Strategy Possible Exit
3 (Requires care)
Figure 4/5: SWOT to TOWS Revision

on the go
© ABE 83
The next stage is to determine a potential range of strategies for each S-O, O-W, S-T and T-W mix.
Over to you
Activity 3: TOWS matrix
Scenario
A company has identified a major marketing opportunity to expand into India. As the
market leader, it has an excellent brand reputation but currently has no presence in
India, finding it difficult to access this potential.
Using TOWS, suggest what the company could do to exploit its strength and overcome
the weakness identified.
Modelling product and market forecasts
BCG matrix
?
high BCG matrix
prioritize divest
The Boston Consulting
Group Matrix (BCG)
Market growth
plots current position of

invest a firm’s products relative
Optimum cash
flow to market growth and
share, and then uses
prediction to support
kill
decisions which will
optimise the product
low portfolio.
high Market share low
Figure 6: BCG Matrix, adapted from Maxipedia Revision

on the go
84 © ABE
This is a well-known tool for evaluating a company’s product portfolio. In planning, the BCG
anticipates products will move over time from the early introduction phase, before transitioning to
“star” value and, in the mature phase, becoming a cash cow, prior to decline (dog). The value to
decision-making comes from the accuracy of this forecasted movement to create a supported and
balanced portfolio. For example, development in the early stages of a product launch is expensive
and will reap few returns with an uncertain future. A company will benefit greatly from having
sufficient reserves generated from a substantial cash cow to support future product development.
Another model worthy of consideration is the GE (General Electric) Matrix, which considers
not just products but also the market and industry in which an organisation operates.
High Medium Low

GE McKinsey Multifactor
Matrix
High
GE-McKinsey is a framework
Market attractiveness
40%
that evaluates business
portfolio, provides further
Medium
strategic implications and

helps to prioritize the
investment needed for each
business unit (BU).
Low
30%
David, F.R. (2009). Strategic
Management: Concepts and
Cases. 12th ed. FT Prentice Hall Business unit strength
Figure 7: GE McKinsey Multifactor Matrix Revision

on the go
In this model, products (or business units) are evaluated based on market share/market size
and then rated and weighted by both business unit strength and market attractiveness. Whilst
business strength is easy to identify in terms of market share and overall size of the market, market
attractiveness is concerned with the market’s overall ability to provide growth and profit for the
players, when compared to alternatives as a benchmark. High attractiveness indicates current and
potential long-term growth in an expanding and profitable market.
Predictions are then made on the product and market’s future direction. The shading in the diagram
above is based on a “traffic light” system, which indicates the approach a business might take to
achieve its strategy. For example, in the diagram above, the product plotted in the green zone
merits investment, as the company is likely to be the market leader at present (40%) – but whilst the
future market is looking very good, the market leader is anticipated to move from high strength to
being rather less successful. Using “cause and effect” diagrams (above) may help determine why.
Over to you
Activity 4: GE McKinsey Multifactor Matrix
Scenario – based on example in Figure 7

1 S
uggest reasons why it has been predicted that the product in the green zone will be
less successful than it is currently.
© ABE 85
2 Interpret what may be happening to the product in the red zone. Why could this be
happening?
4.3 Application of scenario planning techniques

to support decision-making
Scenario planning techniques
Scenario planning does not attempt to predict the unpredictable;

the point is to consider alternative futures.
Johnson, Scholes and Whittington (2009)
Alternative futures
The use of scenarios in business planning is based on a single question: “What if…?” For the
operations manager, the “What if…?” may refer to a mundane event, such as machine breakdown
(in production) or poor weather (in the construction industry or for an event). At strategic level,
where there is little certainty, scenarios are most usually developed from drivers for change; often
identified by a STEEPLE analysis.
Alternative futures at Nestlé. What if…?
What if…? Alternative futures
Social/Demographic Birth rates rise Birth rates fall
Technology Breakthrough science means Breakthrough sciences on sugar

sugar free products tastes just free products means quality is
as good good but different
Economic Growth rates in developing Growth rates in post-industrial

countries rise nations stagnate
86 © ABE
What if…? Alternative futures
Environmental US President gets go ahead US president fails in attempt

to overturn Paris Agreement to overturn Paris Agreement
(2015) on emissions reduction (2015) on emissions reduction
Political Due to agreement on Ukraine, Lack of progress on

EU restrictions on trade with implementation of agreements
Russia are lifted cause EU to deepen restrictions
on all food products to Russia
Legal World Health Assembly (WHA) Natural baby (mother’s) milk is

Codes on baby milk are still promoted by authorities as
enforced through EU directives being the best formula
Ethical Toddler obesity in low income Toddler obesity in high income

families in US is dropping families in China and Indian sub-
slightly continent is rising
Table 2: Example: What if…? Revision

on the go
Alternative market responses

The same principles apply when using the “What if…?” question to determining market place
futures. In this case, application of Porter’s Five Forces model (high or low threats and bargaining
power) can help determine competitive environmental responses in a given situation. The key to
using not only the Five Forces model but most of the others (e.g. STEEPLE) in these scenarios, will
be to remember that an external or competitive factor will affect all competitors in the market;
inevitably leading to a response from them to meet and combat the challenges faced.
Alternative responses – Five Forces model
Example: What would competitors in a sector do if…

1 Suppliers only have limited resources and raw materials are scarce?
2 One major competitor raises their prices well above inflation?
3 Customers are looking for change in their spending and more are spending money on
substitute products?
4 A major player in the global market acquires one of the key competitors
in the sector? Revision
on the go
Internal questions
The “What if…?” question can be used also to consider internal futures, but in this case it often
relates to reactions from the internal stakeholders to given situations.
Example scenario: a department is under threat of several redundancies. What may happen if
generous voluntary redundancy terms are offered? Alternatively, what may happen if compulsory
redundancy terms are the only ones available?
© ABE 87
Scenario decision-making processes
Scenario planning is a creative process much like writing a novel with a plot
beginning with current reality… It is generally used to assess the risk associated
with a key decision being considered.
http://www.threesigma.com/scenario_process.htm
The processes
Schwartz (1991) suggests that the starting point to resolving the highlighted issues (both internal
and external) is to start from the decision-making perspective. There are seven steps to the process
of building alternative decision-making scenarios:
Step one: identify the focal issue or decision facing the enterprise.
Step two: list the key factors (critical success factors) that will influence this decision.
Step three: list the driving forces (usually macro-factors) that influence these key factors.
Step four: rank the lists for steps two and three by importance and uncertainty.
Step five: develop scenario plots for alternative futures that could impact on the decision.
Step six: evaluate the decision in each scenario.
Step seven: select indicators and signposts recognising the future is not fixed and enabling
identification of sensitivities of change in the marketplace.
Scenario planning methodologies

Whilst autocratic or entrepreneurial decision-making may be appropriate in some instances and
cultures, many organisations recognise that different viewpoints and collective wisdom in complex
situations may lead to a more acceptable outcome if key stakeholders or experts are involved in the
decision-making. In effect, decisions are made by a logical process of consensus that is gained
from affirmation and commitment. Even those who are in disagreement respect the process under
which the decisions have been made.
1 Consensus (Delphi)
Whilst mind-mapping and brainstorming are useful tools for the development of ideas and different
options, these develop from a fairly random means of capturing ideas. The Delphi Method,
however, is an entirely structured process.
Based on an ancient Greek process, the Delphi Method involves managing the viewpoints of a
group of individuals (average size of group being 20) that are selected for their expert opinion
and/or their knowledge of the different angles of the issues. Sent or given the issues and key
contributory factors, the participants, working individually, are requested to develop detailed
suggestions for alternative actions that are supported by a justification. Once received, these
ideas are synthesised and anonymously sent out to all the participants again for review and
refinement. The process then continues until some form of consensus has been achieved and
agreed with all parties. One benefit is that each stage of the idea development process is
articulated after careful and objective reflection and justification, and not subject to the types of
pressures created by group interactions. Anonymity is considered an important factor in this.
88 © ABE
2 Balanced Scorecard
The balanced scorecard is a strategic planning and management

system that is used extensively in business and industry, government, and
non-profit organisations worldwide to align business activities to the vision
and strategy of the organisation, improve internal and external communications,
and monitor organisational performance against strategic goals.
Balanced Scorecard Institute
The Balanced Scorecard (BSC) was developed by Kaplan and Norton in the early 1990s as a
management performance tool. The starting point for its use in developing options and decisions
depends on whether the organisation develops decision-making through a top-down approach or
bottom-up (see Chapter 1). The top-down approach starts from vision and strategy, then different
perspectives of the business look at how their activities can link to these perspectives. Bottom-up
drives inside-out and suggests ideas based on the functional areas out of which the vision and strategy
are developed. Nonetheless, each business aspect must answer the following questions:
Financial perspective: to succeed financially, how shall we appear to our shareholders?
Customer perspective: to achieve our vision, how should we appear to our customers?
Internal processes perspective: to satisfy our shareholders and customers, what internal business
processes must we excel at?
Learning and growth perspective: to achieve our vision, how will we sustain our ability to change
and improve?
Financial
“To succeed financially, how

should we appear to our
shareholders?”
Objectives
Measures
Targets
Initiatives
Customer Internal business processes
“To achieve our vision, how “To satisfy our shareholders

will we appear to our and customers, what business
customers?” Vision and processes must we excel at?”
Objectives strategy Objectives
Measures Measures
Targets Targets
Initiatives Initiatives
Learning and growth
“To achieve our vision, how

will we sustain our ability to
change and improve?”
Objectives
Measures
Targets
Initiatives
Figure 8: The Balanced Scorecard Revision

on the go
© ABE 89
Those developing answers to the questions posed in the four perspectives will build options that
outline objectives, measures, targets and initiatives for each.
The key to building a successful BSC lies in the sharing of ideas, understanding what is important
for each perspective and the integration and affirmation of sometimes contradictory viewpoints.
This way, options can be refined and a realistic agreed plan of action is developed.
The Value Chain also is a useful tool for evaluating options for the organisation and can be
used successfully if one aspect of the business has a focused strategy, to which the rest of the
organisation must contribute to support the development and assure its success.
3 The Pareto effect
Developed in the early 20th Century, the Pareto Principle (80/20 rule) is a useful tool to help
the prioritisation of tasks. Although its foundations lay in a mathematical formula, Pareto is
uncommonly accurate, even when loosely applied to any given situation.
In the business context, this simply means that, for example:

• 80% of revenues are generated by 20% of customers
• 80% of complaints come from the top 10% and bottom 10% of customers
• 80% of quality issues occur with 20% of problems.
The impact, when applied, is that it helps the analyst to develop options that prioritise those areas
of activities that focus on maximising outcomes.
Over to you
Activity 5: Developing options
Use at least two modelling and scenario planning techniques to develop some options
for Nestlé that support and promote their vision.
Hint: You might like to consider the headline – “What is Nestlé doing about tackling obesity?”
as a basis for your option development.
4.3 Application of mapping and testing

techniques to justify recommendations
Selection and recommendation
No recommendation for a course of action can be established without justification. This section
suggests different methods that can be used to evaluate options to support selection.
90 © ABE
A simple approach to decision-making in organisations often develops organically through

situation/circumstantial and emergent strategies. Many of the judgements made will be dependent
on examining different methods to be employed to achieve the aims – these affect the overall costs
and benefits associated with the decision. Once success criteria have been established (see BSC
perspectives above) options can be evaluated for selection.
Suitability – concerns whether the individual option choices address the key issues identified in
analysis.
Acceptability – relates to the needs and expectations of stakeholders. This may concern
shareholders, employees and customers, but likely reactions from competitors and suppliers will be
considered as well as potential risks – whether they are acceptable or not to the stakeholders.
Feasibility – focuses on whether the proposals are viable and realistic. Whilst its feasibility may
concern financial viability, it will also consider the wider non-financial resource issues of staff,
production capability and accessibility of markets.
Finally, determinants for selection will depend on the organisation’s financial position, structure
and culture at the point of decision and whether the decision-making process is planned, enforced
or by order (of, say, a corporate parent). In developing markets or organisations, decisions may be
made to support the organisation in its future learning and development (Johnson, Scholes and
Whittington, 2008).
Analysis and options
Suitability
• Establishing rationale
• Screen option/s
Acceptability Feasibility
• Return • Resource capability
• Risk
• Stakeholder reactions
Selection of strategies
• Planned
• Enforced
• Learning
• Command
Figure 9: Strategy selection Revision

on the go
Scoring mechanisms
Many of the predictive techniques examined through specialist software modelling are invaluable.
They use weighting and rating techniques to develop mathematically-based scoring methods in
order to facilitate solutions and recommendations.
© ABE 91
In the outlined example below, scoring techniques have been used to identify which actions may
have the best likelihood of success.
Options Suitability Acceptability Feasibility Total
1 Do nothing 2 0 2 4
2 Consolidate segments 2 1 3 6
3 Expand overseas 1 1 1 3
4 Launch new “up-market” brand 3 3 3 3
5 Open retail outlets 3 3 1 7
6 Diversify 0 2 1 3
Table 3: Example strategies – suitability, acceptability and feasibility scoring Revision

on the go
Table 3 is based on a simple evaluation (justified through research with key stakeholders) and rated
using a scoring of 0–5. In this example, each element of the suitability, acceptability and feasibility
criteria has been appraised with equal value (not necessarily the case). Therefore, the highest score,
“Launching a new up-market brand,” would appear to be the most advantageous and may prove a
justification for recommending this particular strategy.
An alternative scoring process may be evaluation based on importance (weighting) and then
using a scoring formula. In the example below, appraisal of potential has been adapted from the
ServQual equation for valuing existing performance, measuring the gap between performance
and expectations, and proposals to improve service quality performance:
Current service quality = importance x (performance–expectations)
The example below evaluates two potential options for an Italian restaurant. In this case, the
equation has been amended to consider acceptable expectations based company performance.
Option (example) Dimension Current Importance (I) Expectations (E) ServQual

performance (P) Score
I*(E – P)
1 Increase menu Reliability 4 5 5 5

range to
include other Assurance 4 5 5 5
Italian foods
Tangibles 3 3 3 0
Empathy 2 3 4 6
Responsiveness 1 5 4 15
Totals 14 21 21 31
92 © ABE
Option (example) Dimension Current Importance (I) Expectations (E) ServQual

performance (P) Score
I*(E – P)
2 Diversify menu Reliability 2 3 5 9

to include
other European Assurance 1 4 5 16
menus from
Tangibles 3 4 3 0
France, Greece
and Turkey Empathy 1 5 4 15
Responsiveness 0 5 3 15
Totals 7 21 20 55
Table 4: Example SERVQUAL© strategies for an Italian restaurant Revision

on the go
Whilst current performance lies below expectations, the system also measures the quality
gap between expectation and performance for both proposals. Clearly option two shows a
much larger gap than option one, but given that it is currently an Italian restaurant, that is not
surprising. It may be more important for the company to opt for a third option, i.e. to develop
strategies to optimise current performance to meet customer expectations, rather than an
expansion strategy.
Decision trees
Decision trees build successive criteria that are used to evaluate options, which are then eliminated
as additional criteria is introduced. To become more effective and to justify judgements, a
quantitative method approach to using the model is preferable. This means using estimates and
probabilities to calculate likely outcomes. For business, financial calculations on capital investments
may be used to facilitate judgements made. In other examples, margins of tolerance (best and
worst case) estimates will be used. In any case, the decision tree helps to decide between options
and to determine whether a course of action is likely to give benefit.
© ABE 93
The link below demonstrates the use of a decision tree at Yamaha.
https://www.slideshare.net/alitsiia/decision-tree-case-study
Return on investment (ROI)

No business decision can be made without a realistic assessment of the financial returns and
implications of investment. ROI is usually judged by profitability, cost-benefit and shareholder value.
Financial criteria
Three commonly used methods to calculate ROI are:
Return on capital employed (ROCE) – this measures the earning power of resources used in the
implementation of a particular option.
Payback period – length of time before cumulative cash flow generated from investment in an
option becomes positive.
Discounted cash flow (DCF) – an investment appraisal tool: this assumes that money invested has
greater value now than at the end of the payback period. Calculations are made to “discount” the
value based on factors, such as inflation, and the extra cash flow generated from the investment on
a year-by-year basis to the anticipated end of the project.
Cost-benefit
In many cases, simply calculating financial returns may be insufficient and provide too narrow a
focus. There may be many other benefits to undertaking a particular course of action, or it may
also be that returns are just impossible to calculate. For example, the direct returns on a brand
enhancement campaign may be difficult to measure. For public infrastructure projects, monetary
valuations are difficult, but cost-benefit analysis ensures that management considers other
contributory factors when making choices.
CASE STUDY
Cost-benefit – third runway at London Heathrow
London Heathrow contradictory viewpoints
Government’s own study reveals Third Heathrow runway would “boost each
Heathrow third runway would be less British family by £24,500”
beneficial to UK residents than Gatwick
94 © ABE
A bombshell government study found A third Heathrow runway may lift the UK’s
Heathrow’s third runway would not benefit gross domestic product by as much as
British residents as much as a second runway £24,480 per family over a 60-year period,
at Gatwick, the Evening Standard can reveal. according to a report by the Centre for
Economic and Business Research (Cebr)
The cost-benefit analysis concluded that that was commissioned by Heathrow.That
when benefits to overseas travellers and compares with a lift of just £13,280 that
firms were excluded, British people and would result from building a second runway at
firms could gain up to £4 billion more in Gatwick, Cebr estimated.
advantages if rival Gatwick was chosen for
expansion. A third runway at Heathrow will cost an
estimated £17.6bn
In his Commons statement last week,
Mr Grayling said Heathrow’s north-west third Expanding Heathrow rather man Gatwick
runway plan was chosen because it offered would also deliver a bigger economic boost
“the largest benefits to passengers and the to the UK regions, the consultancy firm said.
wider economy, of up to £61 billion over A third Heathrow runway would provide
60 years”. £56bn more in “GDP benefits” to the regions
beyond London and the south east than
However, the Further Review and Gatwick.
Sensitivities Report makes clear that these
benefits include impacts outside the UK as However, political divisions threaten to derail
well as the value to overseas travellers using Heathrow’s plans, which are strongly opposed
Heathrow as a hub to pass through. by some local residents because of worries
about increased noise and air pollution.
When the UK-only benefits were calculated,
they estimated that a third runway would 2 September 2016
bring benefits of between £5.8 billion and
£9.9 billion. But they predicted Gatwick Extracted from:
expansion would be worth £8.9 billion to www.telegraph.co.uk/business/2016/09/02/third-

£10.3 billion to U.K. residents. heathrow-runway-would-boost-each-brrtish-family-
by-24500/
3 November 2016
Extracted from:
http://www.standard.co.uk/news/transport/
government-study-heathrow-s-third-runway-less-
beneficial-than-gatwick-a3386176.html
This attribution of monetary value may include multiplier or linkage benefits (i.e. increased trade,
visitors and associated income benefits to the local economy – e.g. additional employment) as well
as amenity benefits. However, as we can see from the example above, assessing those benefits can
be difficult and contradictory, generating opposing viewpoints that include negative elements, such
as higher pollution and noise. This leads to additional costs, increased health risk and the need for
greater noise insulation.
Shareholder value
This aspect refers to the likely benefit shareholders will gain from the outcome of the decision-
making process from dividends paid made on the basis of profit. However, in the event of a large
scale long-term investment, it is likely dividend payments will be halted or reduced pending on
returns. The shareholder will be concerned about the long-term impact on income from investment
© ABE 95
and also of course on changes to share values for the company – that will be dependent (at least in
part) on the impact of investment.
Over to you
Activity 6: Selecting options – Nestlé in society
In the previous activity, you developed options for Nestlé. Use these for the following task:
1 E
valuate each one for suitability, acceptability and feasibility – building a scoring
mechanism.
2 U
se a decision tree, indicate probabilities of success and likely return (investment
appraisal considerations may help).
3 Identify other intangible benefits of the options (cost-benefit).
4 Recommend a strategy.
Risk mitigation
Risk is defined as unknowns that have measurable probabilities, while uncertainty

involves unknowns with no measurable probability of outcome.
https://www.reference.com
No studyguide on business decision-making is complete without reference to risk evaluation and

mitigation. Throughout this section, consideration has been given for the estimated value of a
business taking a particular course of action. As has been seen, not all value can be based on
financial returns, but also on the intangible, difficult to measure benefits and long-term impacts
96 © ABE
on the business. No analyst can predict the unpredictable, but evaluation and recommendation
of options should be assessed for risk – risks in the event of failure to meet targets, but also in the
event of overachievement, which will be alternative problems.
Break even analysis, organisational gearing (indebtedness) and other ratios can all be used to
pinpoint minimum acceptable levels of return.
Tolerances, such as the identification of the minimum acceptable best and worst case scenarios,
margin of error or sensitivity analyses, are used in decision-making (see decision trees).
It is the role of the business analyst when evaluating options and recommending courses of action
to highlight the possible risks involved and any contradictions that may be evident.
It is helpful to remember that some of the models we have used to develop our analysis and options
are also useful to identify potential for risk. For example, we noted in the BCG (Figure 6) that a
product position on the grid will inform the likelihood of financial business risk – the “question
marks” (often products in the early stages of development) will pose the greatest risk. Equally,
strategies suggested by the GE Matrix through the “red, amber, green” (RAG) rating give a visible
interpretation of risks involved in adopting a particular generic course of action.
Risks are assessed based on their likelihood of occurring and the impact on the organisation should
they do so. Figure 10 indicates impact/probability areas which are acceptable and which are not.
High Key
1 = Acceptable risk – low

2 3 5
2 = Acceptable risk – medium
3 = Unacceptable risk – high
5 = Unacceptable risk – extreme
Probability
1 2 3
1 1 2
Low
Low High
Impact
Figure 10: Impact and probability matrix Revision

on the go
Handling risk acceptability in practice differs significantly. Based on Figure 10, risks regarded as
having low impact but are very likely to occur should be dealt with on an operational (or day-to-
day) basis and planned into daily routines (e.g. illness or holiday cover), whereas those unlikely to
occur, but having a huge impact – also a medium risk – will require contingency plans to be in place.
In decision-making, the level of risk should be considered and strategies suggested based on the
impact and likelihood matrix.
There are five distinct responses to a risk:

• Acceptance – do nothing and accept the risk without any further action of provision.
• Prevention – in some risk cases, options are available to prevent/avoid the risk from ever
occurring at all.
© ABE 97
• Reduction – this might apply to both the likelihood of the risk occurring and the potential impact
of the risk.
• Transference – this involves the contractual transfer of a defined risk to another party, either to
an insurance company or a contractor.
• Contingency planning – where prevention, reduction or transference are not available on a cost-
effective basis, contingency planning is likely to be a superior option to mere acceptance.
Agreeing a way to deal with a risk is essential even if the response is a straightforward acceptance
of the risk.
Finally, any identified implications of decisions that are made should be clearly articulated within
the content.
Over to you
Activity 7: Risk management – Nestlé in society
Review your recommendations for Nestlé

1 Referring to Figure 10, how would you evaluate the risk profile of your recommendation?
2 What strategies could you adopt to deal with the risks (see the list of responses to risk)?
98 © ABE
What is business contingency planning?
“A contingency is an unexpected event or situation that affects the financial health, professional
image, or market share of a company. It is usually a negative event, but can also be an
unexpected windfall such as a huge order. Anything that unexpectedly disrupts a company’s
expected operation can harm the company even if the disruption is because of a windfall. That is
why companies create contingency plans for many possible situations, so company management
has a pre-researched plan of action to immediately follow. Some threats usually covered in
contingency plans are crisis management, business continuity, asset security, mismanagement
and reorganisation.”
http://smallbusiness.chron.com/business-contingency-plan-1081.html Revision
on the go
Reporting for management decision-making

Reporting the outcomes of research with associated recommendations is the final piece in a
complex jigsaw – the presentation of which, some would argue, will be pivotal in the decision-
making process. Whilst the author may not be responsible for the actual decision or its
implementation, the presentation of the report findings will be hugely influential in the final
decision. If the report is perceived as professional and credible, its likelihood of successful
acceptance is so much greater and the reputation of the author will also be enhanced.
In most cases, it would be anticipated that a presentation of findings will be in a business report
with an oral presentation, supported by slides (PowerPoint) or similar. In this final section, guidance
is given for each of these in turn:
• issue selling
• profile of target audience and readership
• structure and presentation of report and associated presentations
• written communications and visual tools (graphs etc.).
Issue selling
The process by which individuals within an organisation bring

ideas or concerns, solutions and opportunities together in ways that
focus others’ attention and invite action.
www.sloanreview.mit.edu/article/strategy-issue-selling-in-the-organisation
The process of an analytical approach to business decision-making is complex, time-consuming and

ambiguous. It is therefore important for the author (or indeed the team involved in the research,
analysis, interpretation and development/selection of options) to be given the optimum chance to
gain approval for the recommendations put forward. This is known as “issue selling”.
There is a responsibility, therefore, to ensure plans are in place to seek the attention and support of
influence management and other influential stakeholders. Johnson, Scholes and Whittington (2008)
suggest four areas for consideration:
© ABE 99
1 Issue packaging – in which links to organisational goals or performance metrics are clear and
consistent with cultural norms. The issue should be presented succinctly with potential solutions
and recommendations.
2 Use formal and informal channels of influence to raise the profile of the issue and to gain
widespread support, putting effort into those who may have a critical influence on acceptance
(high influence/high interest).
Mendelow’s Power/Influence Grid

Level of interest
Low High
Low Minimal effort Keep informed

Power
Mendelow’s Matrix
High Keep satisfied Key player
Figure 11: Power and Influence Matrix, adapted from

https://www.sketchbubble.com/en/presentation-mendelow-matrix.html Revision
on the go
3 Decide whether to “sell” alone or in coalition – whilst assembling a group of supporters to

help put your case may add weight, credibility and influence to the argument, compromise may
follow, as will blurring of issues.
4 Timing is everything. Choose the wrong moment to present your case and it will be impossible
to persuade decision-makers of the wisdom of your proposals.
Profile of target audience and readership

Report structures, style and emphasis should reflect the target audience and the wider readership.
Generally, there are three levels of readership for a business report. The final decision on structure
will be dependent on the nature and purpose of the report, and who commissioned it. It should
also be aimed at “selling” to the most senior and/or influential decision-maker. Broadly, there are
three categories of readership:
• 1st level readership – often senior management (CEO/director level) – generally their interest
will be limited unless their attention is captured (see point 1 above). In this instance, their
reading of the report may be limited to the summary pages at the start of the document –
although they could be “drawn” in if they perceive it is beneficial to do so.
100 © ABE
• 2nd level readership – usually general management or interested stakeholders, perhaps from
other departments that may have an operational interest in the content and how it affects them.
This group will read the body of the text and pay particular attention to graphs and charts to
gain as much information as possible.
• 3rd level readership – the decision-maker and immediate colleagues who will be reading this
with in-depth understanding of the background to the report and will wish to see how this may
impact on their role. These colleagues will read the work in detail – perhaps with scepticism –
and are the most likely to criticise the outcomes.
Structure and style

Structure – this is a business report (not an academic research paper) and should follow an
appropriate format that considers the organisation’s protocols for report presentations.
• Reports should be structured to reflect the levels of readership. As a minimum, it should include:
• xecutive summary – which captures the essence, findings and recommendations of the
e
report (first level readership);
• contents page;
• terms of reference – purpose of the report;
• summary analysis of findings with visual representations;
• conclusions with risk evaluations and recommendations with;
• ppendices – detailed breakdown of findings and calculations, supporting text in the
a
analysis of findings.
• Presentation slides (or equivalent) that capture key aspects of the report, with images (graphs
etc.) that link directly to the report for reference.
Style – the style and overall presentation should be professional and logically structured with
numeric headings, as well as accurately reflecting the brand of the organisation, using templates
and colour for presentation where appropriate. It should clearly establish from the outset its
purpose and acknowledge the initiator. Other tips to gain credibility are good use of space to make
reading easy, interspersed with visual interest (provided they are relevant).
Emphasis – although the report should be objective and well supported with data, emphasis, as
we have seen previously, may be slanted or focused on a particular aspect to interest the target
audience. Therefore, the design and emphasis within it should reflect the real purpose of the
report, and technical quality of supporting content (analysis, statistical tools and modelling) should
be high and supported (where possible) with third party endorsement.
Communication
Effective communication is, at minimum, a two-way process. Shaping the right message to suit the
target audience (their knowledge and experience) is essential.
© ABE 101
Contexts
Communicator A’s field of experience
Communicator A
Shared
field Symbolic
Time interactions Noise
of
Time1...Timen
experience
Communicator B
Communicator B’s field of experience
Contexts
Figure 12: Communication – transactional model, adapted

from www.sfc.keio.ac.jp Revision
on the go
Four elements are particularly important:

• focus on the key components of the message;
• ensure communications are impactful with powerful messages and memorable images;
• choose appropriate media to convey the message;
• encourage colleague/employee engagement in the process and decision-making.
Other considerations include:
Language – appropriate use of business language (both vocabulary, style and punctuation)
is essential. Sentences should be short and meaningful, written factually and logically with a
minimal use of adjective/adverbs, emotive wording and no colloquialisms. Ensure proof-reading is
undertaken, especially by a third party.
Visual tools – it is often said “a picture paints a thousand words” – as many people learn visually, so
use of images will have a greater impact than writing. This will include a range of applied models,
tables, charts and graphs (such as bar and pie charts, line and scatter graphs). Source data may be
included in appendices for detail or held elsewhere.
Report presentations – it will be quite usual for submission of a report to be accompanied by

an oral presentation to managers. Important points to consider for successful presentations
are a well-planned and timed presentation, succinct and clear representation of the key points,
ability to present and answer credibly and with authority and useful visually attractive slides for a
professional image.
Alternative and supplementary media – in general communications, experts all agree that
presentation of a message has most impact when it is reinforced repeatedly, using as many different
media as possible. Selecting key headline messages or extracts through electronic mass media
is effective, even when restricted to an organisation’s intranet. Examples include: shared drives,
emails, actual and internet-based notice-boards and video presentations.
102 © ABE
Over to you
Activity 8: Presenting your ideas – a strategy for Nestlé
1 Capture your recommendations for Nestlé’s development in a short presentation, using

slides if possible.
2 Test your presentation with a critical friend or study partner. Ask for questions on
content and get feedback.
3 Use this to refine and improve your presentation.
4 Now present this again with a small group of colleagues, taking questions and
receiving feedback.
5 What else can you learn for next time?
Reading list
• Johnson, G., Scholes, K., Whittington, R. (2008). Exploring Corporate Strategy, 8th edn.
Essex: FT Prentice Hall
© ABE 103
resources
References
• David, F. R. (2009). Strategic Management: Concepts and Cases, 12th edn. Essex: FT Prentice Hall
• Kaplan, R. S., Norton, D. P. (1996) “Using the Balanced Scorecard as a strategic management
system”, Harvard Business Review (January–February)
• Schwartz, P. (1991) The Art of the Long View. New York: Doubleday
Websites
https://4squareviews.files.wordpress.com
www.12manage.com
www.balancedscorecard.org/
http://www.cgma.org/resources/tools/essential-tools/balanced-scorecard.html
www.gov.uk/government/publications/business-analyst-skilss-they-need
www.hexagon-innovating.com
www.investorwords.com
www.isixsigma.com/tools-templates/cause-effect/cause-and-effect-aka-fishbone-diagram/
www.maxipedia.com
http://www.nestle.com/ask-nestle/health-nutrition/answers/what-is-nestle-doing-about-obesity
https://www.reference.com
https://www.sketchbubble.com/en/presentation-mendelow-matrix.html
https://www.slideshare.net/alitsiia/decision-tree-case-study
www.sloanreview.mit.edu/article/strategy-issue-selling-in-the-organisation
http://smallbusiness.chron.com/business-contingency-plan-1081.com
http://www.standard.co.uk/news/transport/government-study-heathrow-s-third-runway-less-
beneficial-than-gatwick-a3386176.html
www.telegraph.co.uk/business/2016/09/02/third-heathrow-runway-would-boost-each-british-
family-by-24500
https://www.thebalance.com/pareto-s-principle-the-80-20-rule-2275148
http://www.threesigma.com/scenario_process.htm
Summary
This chapter has pulled together all the threads of analysis and interpretation and used different
quantitative and qualitative methods of develop options for decision-making. These have included
statistical methods, such as regression and evaluative approaches under a broad heading of
strategy selection, and the use of scenarios, modelling and scoring mechanisms to test the
suitability, acceptability and feasibility. Considerations for financial and cost-benefit analysis have
been included as have decision trees.
The final section of the chapter has addressed the presentation of these findings. Whilst
presentation may not be considered such a relevant aspect of the analytical decision-making
process, successful outcomes will only be achieved if the author is conversant with and able to
present and communicate in a credible and professional manner, supported with well-written and
visually interesting and accurate data.
104 © ABE
Glossary
Glossary
24/7 A colloquial term referring to the Business infrastructure Business

increasing trend of businesses, particularly infrastructure = business design + business
those operating in a global economy, to be processes. Business infrastructure ensures the
actively working and trading all day/night and proper coordination of all human resources,
every day (i.e. 24 hours a day, 7 days a week). processes and other operational tools
necessary to ensure both manageable and
Analytics The study of historical data profitable growth.
to research potential trends, analyse the
effects of decisions or events or evaluate the Capability (business) The articulation
performance of a given tool or scenario. The of the capacity, materials and expertise
goal of analytics is to improve the business by an organisation needs in order to perform
gaining knowledge that can be used to make core functions. Businesses have threshold
improvements or changes. capabilities, based on a bare minimum to
operate, or a competitive advantage, which
ASEAN Association of South East Asian gives them superiority.
Nations – a trading bloc comprising 10
countries all situated in South East Asia, e.g. Caveat A cautious warning that highlights a
Malaysia, Indonesia and Vietnam. limitation.
B2B and B2C Terms meaning Business- Centralisation An organisation in which all
to-Business, referring to trading between decision-making and influence is focused in the
businesses as opposed to selling Business-to- core of the enterprise. This will usually mean at
Consumer. the top of the business hierarchy.
“Bottom-up” strategy Strategies Chart (bar/column, pie) A set of

developed, agreed and communicated by the coordinates which can be created with the
“grass roots” of an organisation and filtered up use of graph paper, or more usually through
through its hierarchy to the top. At this point, software such as Microsoft Excel, to provide a
decisions are usually refined by agreement visual image of a set of data.
before becoming part of the organisational
goals and strategies. CIPD Chartered Institute of Personnel and
Development.
BI (Business Intelligence) This refers
to technologies, applications and practices Codes of practice Guidelines issued by
for the collection, integration, analysis and an official body or professional association in
presentation of business information. The the form of written rules, which explain how
purpose is to support better business decision- organisations and people should behave.
making.
Conglomerate A corporation that is made up
Brexit A term meaning Britain’s exit from the of a number of different, seemingly unrelated
European Union (EU). It was coined from the businesses. In a conglomerate, one company
referendum in the United Kingdom in 2016, in owns a controlling stake in a number of smaller
which campaigners in support of Britain leaving companies that conduct business separately.
the EU were named as “brexiteers” and those
Consensus decision-making A creative
in favour of staying were ”remainers”.
and dynamic way of reaching an agreement
Business environments These relate between all members of a group. Commitment
to both the market and the sector in which to finding solutions that everyone actively
the organisation operates. The business supports or can live with.
environment will also consider external factors,
Corporate A large organisation, comprising a
e.g. PESTLE/STEEPLE.
group/s of enterprises formed into a legal entity.
© ABE 105
Glossary
Corporate governance A system of rules, Data visualisation The presentation of data

practices and processes by which a company is in a pictorial or graphical format.
directed and controlled.
Database Management System (DBMS)
Corporate and Social Responsibility System software for creating and managing
(CSR) A company’s sense of responsibility databases. The DBMS provides users and
towards the community and environment (both programmers with a systematic way to create,
ecological and social) in which it operates. retrieve, update and manage data.
Companies express this citizenship (1) through
their waste and pollution reduction processes, Decentralisation Where decision-making is
(2) by contributing educational and social devolved to subsidiaries or SBUs.
programs, and (3) by earning adequate returns
on the employed resources. Decision-making The process by which
individuals and organisations resolve to take
CRM (Customer relationship action on behalf of an organisation.
management) Practices, strategies and
technologies that companies use to manage Deliverables Tangible or intangible products
and analyse customer interactions and data or services produced as a result of a project.
throughout the customer lifecycle, with the
Delphi technique for decision-making
goal of improving business relationships with
A systematic forecasting method that involves
customers, assisting in customer retention and
structured interactions between a group
driving sales growth.
of experts on a subject, for the purpose of
Cultural homogeneity Defined as the achieving a well-thought-through consensus.
number of shared or common facts between
Deductive research A logical process in
populations; implies almost entirely similar
which a conclusion is based on a range of
cultural values between nations.
factors that are assumed to be true.
Culture (organisational) The set of shared
Descriptive (techniques) Used in analytics,
values and norms that characterise a particular
descriptive techniques use historical data to
organisation; “how we do things round here”.
understand the relationship between different
“Cutting-edge” A term meaning the latest factors to help influence approaches that are
or most advanced stage in the development of taken in the future.
a service.
Diffusion (of authority) Diffusion means
Data mashup An IT process bringing to spread; in this case it means spreading
together a variety of data from multiple sources responsibility and authority throughout the
and combining them to develop a more organisation.
accurate analysis.
Distribution Distributive businesses are
Data mining The process of finding involved in the physical movement of goods
anomalies, patterns and correlations within and services from buyer to seller by whatever
large data sets to predict outcomes or means of transport, internet or storage this
behaviours. entails.
Data retrieval The process of accessing DMU (Decision-making unit) A group

specific data located in a memory or storage of individuals in a business organisation with
device to be used for another purpose. specific roles, such as decider, user, buyer,
influencer and gatekeeper. This group will work
Data sets A collection of related sets of together to make decisions, usually related
information that is composed of separate to the procurement of high value products or
elements, but can be manipulated as a unit by services in B2B situations. These principles can
a computer. also be adapted for other aspects of business
decision-making.
106 © ABE
Glossary
EDI (Electronic Data Interchange) The Gantt chart Devised by Henry Gantt in early
computer-to-computer exchange of business 20th century, the Gantt chart is commonly
documents and transactions in a standard used in project management to show a series
electronic format between business partners. and sequence of tasks or activities within a
timeframe and over a timeline.
Emerging themes In a changing business
environment often influenced by external GE McKinsey Matrix A commonly used
factors PESTLE/STEEPLE), approaches to strategy tool that offers a systematic approach
conducting business, its operating environment for the multi-business corporation to prioritise
and organisational cultures are changing and its investments among its business units.
developing.
Globalisation The process by which the world
Environmentalism Political and ethical is becoming increasingly interconnected as a
movement seeking to improve and protect result of massively increased trade and cultural
the quality of the natural environment through exchange, resulting in the integration of markets
changes to environmentally harmful human in the global economy and the increased
activities; through the adoption of forms of interconnectedness of national economies.
political, economic, and social organisation
thought to be necessary for the benign Glocalisation A combination of the words
treatment of the environment. “globalisation” and “localisation” used to
describe a product or service that is developed
EU (European Union) The largest, oldest and distributed globally. It is also fashioned to
and most developed of the trading blocs. The accommodate the user or consumer in a local
EU comprises 28 nations (including the UK) market.
and features a customs union (free trade) and
a single market, as well as shared legal and Graphs (line, scatter) Graphs available in
political institutions. Excel are used to plot data trends over time
(line) or the visualisation of the relationship
Extractive Extractive industries are those between two variables.
based on mining or extracting resources, such
as oil, gas and minerals from the earth. Inductive research Using a set of facts or
ideas to form a general principle.
Extranet An intranet that can be partially
accessed by authorised outside users, enabling Industry standard software (for
businesses to exchange information over the analytics) A range of software packages
internet in a secure way. produced by market leaders and constantly
updated to support BI (business intelligence).
Extrapolation An estimation of value based These include software, such as Microsoft
on extending a known sequence of values or Power BI, and are designed to assimilate and
facts beyond the area that is known. Known manipulate large amounts of data to support
facts and observations are used directly to predictive analytics.
forecast the future.
Inferential statistics Makes inferences
Financial ratio analysis Mathematical and predictions about a population based on
comparisons of financial statements or accounts a sample of data taken from the population in
that help investors, creditors and internal question.
company management to understand how well
a business is performing and of areas that need Intranet A local or restricted communications
improvement. network, especially a private network created
using World Wide Web software.
Functional (areas of a business) Specific
activities or specialist functions that support Issue selling The process by which
all enterprises; these always include finance, individuals within an organisation bring ideas,
human resources, marketing and operations, concerns, solutions and opportunities together
but may also include procurement, research and in ways that focus others’ attention and invite
development and information systems. action.
© ABE 107
Glossary
Knowledge management Systematic MIS (Management information systems)

management of an organisation’s knowledge A computerised database of financial
assets for the purpose of creating value and information organised and programmed in
meeting tactical and strategic requirements. such a way that it produces regular reports on
This leads to effective handling of information operations for every level of management in a
and resources within a commercial organisation. company.
Learning organisation An organisation Not-for-profit A type of organisation that

that acquires knowledge and innovates fast does not earn profits for its owners. All of
enough to survive and thrive in a rapidly the money earned by or donated to a not-
changing environment. Learning organisations for-profit organisation is used in pursuing
create a culture that encourages and supports the organisation’s objectives and keeping it
continuous employee learning, critical thinking running. Revenue made over and above its
and risk taking with new ideas. running costs is called a surplus, and this will be
reinvested to continue or grow its operations.
Line management Administration of
activities that contribute directly to the output OECD (The Organisation for Economic
of products or services. In a corporate hierarchy, Co-operation Development) A group of
a line manager holds authority in a vertical chain member countries that discuss and develop
of command, and/or over a particular product economic and social policy. OECD are
line. democratic countries that support free market
economies.
Linear and non-linear modelling
Mathematical calculations to be used for Optimisation The action of making the
future forecasting – linear implies two or best use of resources or situations; maximising
more variables will maintain proportion when and managing the values of the variables that
one is changed; non-linear perceives no or lead to the best possible outcome for all the
inconsistent proportional relationship between variables identified.
the variables, when one figure changes. For
example, if sales increase by 20% and profit Pareto effect Pareto analysis is a statistical
increases by the same %, then it is a “linear” technique in decision-making used for the
model; if not then it is non-linear. selection of a limited number of tasks that
produce a significant overall effect. It uses
Marketing Communications the Pareto Principle (also known as the 80/20
(MarComms) Part of the marketing mix rule) – the idea that by doing 20% of the work
(promotion), MarComms is the overall you can generate 80% of the benefit of doing
coordination of internal and external the entire job.
promotional messages delivered through one
or more of the following channels: print, radio, PESTLE A mnemonic standing for Political,
television, direct mail and digital platforms Economic, Social, Technological, Legal and
(including the web, social media and personal Environmental. This is an analysis which
selling). It will also include sponsorships and reviews past trends and future predictions to
other public relations activities. understand the changing nature of the external
macro-business environment.
Machine learning The concept that a
computer program can learn and adapt to new Pilot testing A small scale trial to test impact
data without human interference. Machine and performance. For example, to test a survey
learning is a field of artificial intelligence that to see if it provides information required to help
keeps a computer’s built-in algorithms; similar forecast the future.
to data mining in that it searches for patterns in
data, machine learning however will interpret POPIT Acronym for People, Organisation,
and report on that data. Processes, Information and Technology. It is
used to analyse current business systems in
order to determine what may need to change
or be developed to improve the overall
business systems.
108 © ABE
Glossary
Porter’s Five Forces Competitive Project management The discipline of

Analysis An analysis tool used to determine initiating, planning, executing, controlling and
the intensity of rivalry within an industry. The closing the work of a team to achieve specific
Five Forces are competitor rivalry, bargaining goals and meet specific success criteria.
power of suppliers and customers and the
threats from substitutes and new entrants. QMS (Quality Management Systems)
A set of policies, processes and procedures
Porter’s Generic Competitive required for planning and execution
Strategies A commonly used matrix defining (production/development/service) in the core
the ways in which a business can gain a business area of an organisation. (i.e. areas that
competitive advantage through cost leadership, can impact the organisation’s ability to meet
differentiation and focus. customer requirements.)
Porter’s Value Chain Helps to identify links in Regression analysis (Multiple) regression
the process of delivering goods and services to a analysis is a powerful technique used for
customer and the value added that can be derived predicting the unknown value of a variable from
when the individual elements work together to the known value of two or more variables – also
form the most effective and efficient outcome. called the predictors.
Predictive (techniques) Uses analytics ROI (return on investment) Measures the

to provide estimation of the likelihood of a gain or loss generated on an investment relative
particular outcome or forecast for the future, to the amount of money invested. ROI is usually
based on large sets of data patterns, statistical expressed as a percentage and is typically used
models and algorithms to capture relationships for financial decisions, to compare a company’s
in various data sets. profitability or to compare the efficiency of
different investments.
Prescriptive (techniques) The final stage
of descriptive and predictive techniques SBU (Strategic Business Unit) A profit
(above), prescriptive analytics use many centre within a larger organisation that is
different techniques to foresee the future, responsible for generating its own income,
when it will happen, why and advise how to developing its products and managing its
act to take advantage of the prediction. The financial operations. The functional areas of a
interpretation will affect future decisions and business (e.g. marketing) are controlled by the
can have a large impact on the business by individual SBU.
making it become more effective and efficient.
Prescriptive analytics can optimise scheduling, SERVQUAL© is a multi-dimensional
production, inventory and the supply chain. methodology which evaluates service quality
based on RATER (Reliability, Assurance,
Principal/client The individual or company Tangibles, Empathy and Responsiveness)
who has commissioned a project or investigation. against importance (to the customer),
expectations and then performance.
Prioritisation To arrange decisions requiring
action in the order of their relative importance. Shareholder or stockholder An individual
or institution (including a corporation) that
Problem solving The process of finding legally owns one or more shares of stock in a
solutions to difficult or complex issues. public or private company. They have invested
in the business for the purpose of increasing
Procurement The act of obtaining and their asset value (shareholding) and to gain
buying goods or services. The process includes returns on their investment (dividends).
preparation and processing of a demand
as well as the end receipt and approval of SME (small to medium-sized enterprises)
payment. This often involves purchase planning, Organisations are usually classified by the
standards and specification, supplier research number of employees. A small enterprise has
and selection, value analysis, financing, fewer than 25 employees, whereas a medium-
price negotiation, purchase, supply contract enterprise has up to 250. There are also micro-
administration, inventory control and disposals. organisations with fewer than five.
© ABE 109
Glossary
SMART objectives The SMART acronym “Top-down” strategy A strategy

stands for specific, measurable, achievable/ developed by the corporate heads of an
attainable or agreed, realistic or time-bound. organisation and then directed, imposed and
All objectives should be written in these terms. communicated down through the SBUs and the
An example for a sales department would functional areas of the business.
be: “Sales will be improved (specific) by 5%
(measurable) in the southern region (agreed) Trading Bloc (regional) A group of
above last year’s achievement (realistic) for the countries within a geographical region that
next two years (time-bound).” protect themselves from imports from non-
members. Trading blocs are a form of economic
Statistical Process Control (SPC) integration and increasingly shape the pattern
Manipulations of a defined process, based of world trade.
on analysis of statistics from the process to
bring about a desired change in the output Triple bottom line Concerned with
characteristics of a process. sustainability of business and the natural
environment, triple bottom line values
Stakeholder A party (individual or group) organisations by the quality (sustainability) of
that has an interest in a company, and can people, power and planet.
either affect or be affected by the business.
The primary stakeholders in a typical business VACS Acronym for Valid, Accurate, Current,
are its investors (shareholders), employees and Sufficient; a reminder to check whether data
customers. But any individual or group may meets these criteria so that information
be relevant stakeholders, including activists or gathered can be used for effective analysis and
trade unions. to make judgements.
STEEPLE An extension of the acronyms Whistle blowing The disclosure by a person,

PEST/STEP/PESTLE that are used to analyse usually an employee in a government agency
trends in the business environment. It or private enterprise, to the public or to those
stands for Social/demographic, Technology, in authority, of mismanagement, corruption,
Economic, Environmental, Political, Legal illegality or some other wrongdoing. Where
and Ethical. The importance of ethics in the the concern is deemed genuine, there may be
contemporary business environment has protection for the whistleblower in law.
merited a separate analysis.
WTO (World Trade Organization)
Suitability, Acceptability, Feasibility Comprising 160+ nations, the WTO provides
(SAF) A means of evaluating particular a forum for countries to negotiate trade
alternatives to select the most appropriate agreements with participants and to facilitate
option. SAF uses various models and rating settlement of any disputes. The purpose
systems to test the suitability, acceptability and is to support free trade and economic
feasibility of the alternatives. development – it has been particularly
influential in the support for the development
Sustainability (business) A process by of emerging nations.
which companies manage their financial,
social and environmental risks, obligations and
opportunities. These three impacts are sometimes
referred to as profits, people and planet.
SWOT Well known acronym for strengths,

weaknesses, opportunities and threats used by
decision-makers to summarise and interpret a
company’s capabilities to exploit opportunities
and withstand or overcome barriers and threats.
Strengths and weaknesses are internal to the
company whilst opportunities and threats are
always external to the organisation.
110 © ABE

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Yo u r road to success

Your road to success

All rights reserved. No part of this publication may be reproduced or

Copyright © ABE 2017

All facts are correct at time of publication.

Author: Lynette Borrow MBA MCIM Cert Ed (FE) ALAM

Editorial and project management by Haremi Ltd.

The publishers gratefully acknowledge permission to reproduce the

Chapter 1 Role of Analytics in Business Decision-making 2

1.1 Concepts of appropriate decision-making3

Chapter 2 Business Information Management 32

Chapter 3 Analytics in Practice 52

3.1 Plan collection and analysis of information required for a business

Chapter 4 Option Development 78

4.1 Apply analytic techniques to develop appropriate options in context79

Element of learning Key capabilities developed

Sustained and effective decision-making in business lies at the

1.1 Concepts of appropriate decision-making

Nature and types of decision-making

Level Scope/impact Decision- Nature Term/time Example

Strategic Corporate/ CEO/senior Singular/ Long-term Subsidiary

Corporate/ Board directors Repeat/ Short (less Organisational

Managerial Organisational/ IS manager and Singular/ Medium Project: a new

Departmental/ Manager/team Repeat/ Short New procedures

Table 1: Levels of decision-making Revision

Using Table 1 as a guide, determine which category of decision would be required to

Organisational purpose and context

Classification Sector examples

Table 2: Sector classifications Revision

Commercial Public sector Not–for–profit

Exxon Mobil United Nations Oxfam

Apple Inc. Indian National Government MSF (Medécins Sans Frontière)

Uniqlo Local education service Traidcraft

The internal context

Business organisational structures came about

structure tends to encourage greater communication. Although a greater span of responsibility

CASE STUDY: Semco

SEMCO Co-ordinators and

1.2 Nature, scope and impact of routine/non-

Strategic planning is often seen as a “top-down” approach to decision-making, where the

The strategic decision-making hierarchy

SBU SBU SBU SBU

GLOBAL STRATEGY GLOBAL STRATEGY

SPECIFIC REGIONAL STRATEGIES SPECIFIC REGIONAL STRATEGIE

SBU SBU SBU SBU

GLOBAL STRATEGY GLOBAL STRATEGY

ECIFIC REGIONAL STRATEGIES SPECIFIC REGIONAL STRATEGIES

Figure 1: The strategic hierarchy, adapted from Hahn (1991) Revision

Decision-making in business functional areas (examples)

Level/ Finance HRM Operations Marketing Procurement

Operations Credit control, Employee Staff rota, Marketing Purchase

Management Budget HR policies, Production Marketing Lead in

Table 3: Decision-making in business functional areas (examples) Revision

Decision-making unit (DMU)

Figure 2: The members of a decision-making unit, adapted from Kotler and

• The DMU is made up of a number of roles (rather than individuals).

The Value Chain

Chapter 1 Role of Analytics in Business Decision-making 2

1.1 Concepts of appropriate decision-making3

Chapter 2 Business Information Management 32

Chapter 3 Analytics in Practice 52

Chapter 4 Option Development 78

4.1 Apply analytic techniques to develop appropriate options in context79