8/3/2019 Bharath BK
1/69
1
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
A DIAGNOSTIC STUDY ON
APPLICATION OF COMPUTERISED MARKETING DSS IN
SELECT CORPORATE ENTERPRISES IN BANGALORE
A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THEREQUIREMENTS FOR THE AWARD OF MBA DEGREE OF
BANGALORE UNIVERSITY
BY
Mr. BHARATH B. K.Register Number: 06XQCM6016
Under the guidance and supervisionOf
Dr. K V PRABHAKARSenior Professor
M P Birla Institute of ManagementBangalore
M P BIRLA INSTITUTE OF MANAGEMENTAssociate Bharatiya Vidya Bhavan
Race Course Road, BANGALORE - 560001
APRIL 2008
8/3/2019 Bharath BK
2/69
2
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
DECLARATION
I, Mr. Bharath B.K. bearing the Reg. Nos.- 06XQCM6016 hereby
declare that this dissertation entitled - A Diagnostic Study of the
Application of Computerized Marketing DSS in select
Corporate Enterprises in Bangalore is the result of my own
research work carried out under the guidance and supervision of
Dr. K. V. Prabhakar, Senior Professor, M P Birla Institute of
Management, Bangalore. I also declare that this dissertation has
not been submitted earlier to any Institute/organization for the
award of any degree or diploma.
Place: Bangalore
Date: (Mr. Bharath B.K.)
8/3/2019 Bharath BK
3/69
3
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
PRINCIPALS CERTIFICATE
This is to certify the project report entitled A Diagnostic Study
of the Application of Computerized Marketing DSS in select
Corporate Enterprises in Bangalore has been prepared by
Mr. Bharath B.K. bearing the Reg. Nos. 06XQCM6016 under
the guidance ofDr. K. V. Prabhakar, Senior Professor M.P.Birla
Institute of Management (Associate Bharatiya Vidya Bhavan),
Bangalore. This has not formed the basis for the award of any
degree/ diploma or similar title by any University or Institution.
Place: Bangalore Principal
Date: (Dr. N. S. Malavalli)
8/3/2019 Bharath BK
4/69
4
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
GUIDES CERTIFICATE
This is to certify that the Project report entitled A Diagnostic
Study of the Application of Computerized Marketing DSS in
select Corporate Enterprises in Bangalore by BHARATH B.K.
bearing Reg. No. 06XQCM6016 is a bonafide work done under
my guidance during the academic year 2007-08 in partial
fulfillment of the requirements for the award of MBA degree by
Bangalore University. To the best of my knowledge this report has
not formed the basis for the award of any other degree/diploma or
similar title by any University/Institution.
Place: Bangalore (Dr. K.V. Prabhakar)
Date:
8/3/2019 Bharath BK
5/69
5
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
ACKNOWLEDGEMENTS
The Dissertation is truly an enriching experience. This activity involves the
immense contribution and guidance of many people. Hence I script this page
to extend my sincere gratitude to all those who have always encouraged and
assisted me in this endeavour.
A heartfelt thank you to all my respondents, who spent their valuable time
replying to my questionnaire.
Dr. Nagesh. S. Malavalli,Principal, M. P. Birla Institute of Managementfor his constant and dedicated service to brighten our careers.
Dr. K V Prabhakar, my internal guide and my professor, to whom I am
deeply grateful for his constant support and guidance.
I thank Priyashree S. my MENTOR for her constant support and
encouragement through out my career.
I thank my friend Vinay K.P. whose encouragement has made me a true
management professional. My heartfelt gratitude to him.
To all my faculty, friends and classmates for being a constant source of
encouragement and support.
To my family for always having stood by my convictions and encouraging
me to perform better.
Thank You.
BHARATH B K
8/3/2019 Bharath BK
6/69
6
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
C O N T E N T S Page. No
EXECUTIVE SUMMARY 03
Chapters
PART A (THEORITICAL SETTING) 09
1. INTRODUCTION 10
1.1. Background of the study. 11
1.2. Statement of the problem. 12
2. REVIEW OF LITERATURE 13
2.1 Purpose of review. 142.2 Methodology. 14
2.3 Conclusion. 38
3. RESEARCH METHODOLOGY 39
3.1 Type of Research. 40
3.2 Sampling Technique. 41
3.3 Sampling size. 41
3.4 Instrumentation Techniques. 41
3.5 Actual collection of data. 42
3.6 Research Limitations. 42
8/3/2019 Bharath BK
7/69
7
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
PART B (SURVEY FINDINGS) 43
4.1. DATA ANALYSIS AND INFERENCES. 44
PART C (CONCLUSIONS AND RECOMMENDATIONS) 54
5.1. Major conclusions emerging from the study. 55
5.2. Specific Recommendations 56
ANNEXURE: 57
1. Select bibliography including websites used. 58
2. Questionnaire 59
3. Directions for further research 63
TABLES AND CHARTS
Table 1: Awareness about MDSS tools in marketing 45
Table 2: Level of Management Where MDSS Is Implemented 47
Table 3: Necessity of an MDSS that is evolved out of Industry
Best Practices 49
Chart 1: Graph showing the level of awareness about MDSS tools 46
Chart 2: Level of Management where MDSS is implemented 47
8/3/2019 Bharath BK
8/69
8
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
A decision is a reasoned choice among alternatives. Making decisions is part
of the broader subject of problem solving. The decisions made by managers
8/3/2019 Bharath BK
9/69
9
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
and knowledge workers have a great impact on corporate success. In
organizations, with the availability of rich information, making decisions is
the foundation for the success. Decision Support System is a computer-based
system that is used by managers for decision-making. It is a set of tools, data,
models and other resources that managers and analysts use to understand,
evaluate and solve problems that are useful in making unanticipated semi-
structured and unstructured decisions. DSS can also be defined as a class of
computer-based information systems designed to help managers select one
of the best alternative solutions to a problem. It helps the managers in
decision processes when decision-making is semi-structured, and improves
the effectiveness of decision-making by giving interactive information
support to managers.
The decision support system is a model based set of procedures for
processing data and judgments to assist the manager in his/her decision
making. In real sense a DSS is an approach/methodology for supporting the
solution for a specific non-structured management problem. It makes use of
data, provides an easy use interface and can incorporate the decision maker's
own insights. Additionally a DSS usually makes use of an interactive
process. It supports all phases of decision making and may include a
knowledge component. A DSS can be web-based for use by many people at
several locations. The application of DSS in the marketing domain assumes
enormous significance because most of the marketing problems are ill
structured and for which the algorithm are not easily available.
Research Focus
1. Utility of Marketing Decision Support System
8/3/2019 Bharath BK
10/69
10
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
An emerging trend in the realm of marketing has been the increased
application of decision support system (DSS) technology to aid with
decision-making. The concept of a MDSS addresses this need for decision-
making support. Developing a sound and robust marketing strategy has
never been an easy task. The success or failure of a companys marketing
effort depends on the interaction of numerous internal and external factors,
combined with the knowledge and intuition of the decision-makers
themselves.
Marketing decision-making requires a comprehensive analysis of
environment both inside and outside the firm. It requires a wide range of
strategic information, including hard and soft information, and it requires
managers to deal with issues that involve a high degree of uncertainty,
subjectivity, and ambiguity. Marketing also involves managers intuition,
judgment, and personal vision.
2. Application of DSS in strategic/tactical/operational marketing
decisions
The way in which marketing professional utilize DSS in taking decisions
depends on whether he is a part of strategic/tactical/operational level of
management.
A person at strategic level needs to take unstructured decisions where it is
not possible to supply most of the decision procedures that are to be
followed, in advance.
A person at tactical level focuses on monitoring and controlling operation
and providing information to the higher levels of the organization. Here, the
scope of the decision is contained within the business; the function is
complex; and it has a time limit of a few days to few months. Managerial
8/3/2019 Bharath BK
11/69
11
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
level decision-making is referred to as semi-structured decision-making
because solutions and problems are clear and often require judgment and
expertise for semi-structured decisions. Some procedures can be specified in
advance but not to the extent where a specific recommendation can be made.
A person at operational level focuses on structured decision where in the
procedures to follow for a given situation can be specified in advance.
At an operational level, the routine day-to-day business process occurs.
Information systems at this level are designed to automate repetitive
activities and improve the efficiency of business process. The decisions at
this level are day-to-day, highly structured and recurring.
Our research investigation seeks to analyze how marketing professional at
various level of management utilize DSS in decision making.
Research Objectives
To find out the awareness of using MDSS tools in marketing. Level of management where MDSS is implemented To identify the barriers to the application of MDSS to the marketing
problems
8/3/2019 Bharath BK
12/69
12
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
To prepare a road map for the application of MDSS to the marketingproblems
Research technique used
The data for the study are collected both from the primary source and the
secondary source. The project employs systematic, objective and
quantitative Research techniques using a well structured questionnaire,
which form the primary information collected. The secondary data sources
are management journals and websites. Using the primary data, separate
tables have been furnished under specific headings; have been analyzed with
the help of descriptive analysis and percentage, and interpreted. Detailed
charts have been developed showing the data obtained from the respondents,
the data collected from the respondents were organized, processed and
tabulated to depict the results. The sample size comprises of 30 respondents.
Major Research Findings
67% of the Respondents knew about MDSS. Around 27% of the respondents
felt that MDSS would be used at the Top management level, 60% believed
that MDSS is useful at Middle management level and only 13% felt it is
used at the operational or lower management level.
Recommendations
There is need to create awareness among the marketing professionals about
the usage of MDSS for better decision making. A need for training them on
8/3/2019 Bharath BK
13/69
13
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
such tools holds key to success of any companies marketing strategies. A
need to monitor the usage of MDSS tools so as to improve it.
8/3/2019 Bharath BK
14/69
14
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
PART 'A'
THEORETICAL
SETTING
8/3/2019 Bharath BK
15/69
15
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
CHAPTER-1
INTRODUCTION
1.1. BACKGROUND OF THE STUDY.
IMPORTANCE OF DSS IN MARKETING
Developments in computer industry, has made it possible that several tasks
could be carried out much more easily. Automating the collection and
analysis of marketing information would result in timely marketing and sales
decisions and their quality would be largely improved. Later on information
8/3/2019 Bharath BK
16/69
16
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
technology also facilitated the automation of the sales and marketing support
in a Management Information System. This would lead to improved
efficiency of the marketing and sales staff.
Hardware and software costs continually decrease and the computer
programs become more and more powerful. Its main barriers such as
computer power (for PCs) and software compatibility have largely
disappeared.
However, does information technology provide the required return on
investment?
Which added value has been created by this new technology?
Realizing the advantages of a DSS is difficult. Substantial productivity
benefits such as cost reductions can be properly measured. It is evident that
the use of a DSS also has soft benefits. For example, it is reasonable to
assume that this marketing tool is able to make more effective and better
founded decisions, because marketers have information to their disposal that
is more recent, more comprehensive and more reliable. The importance of
information in commercial processes is largely recognized.
Unanswered remains the question to what extent information provided by
the DSS can improve a marketers performance.
1.2. STATEMENT OF THE PROBLEM.
Are Computerized Decision Support Systems helping
marketers in their decision-making apparatus?
8/3/2019 Bharath BK
17/69
17
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
8/3/2019 Bharath BK
18/69
18
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
CHAPTER-2REVIEW
OF
LITERATURE.
2.1 PURPOSE OF REVIEW.
The purpose of literature review is to explore the historical and current
scenarios in Computerized Decision Support Systems. The literature survey
is done to understand what is a DSS? To understand the different levels of
decision making in an organization. To understand the conceptual
framework of a Decision Support System, understand the various decision
8/3/2019 Bharath BK
19/69
19
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
models and the architecture of Decision Support Systems. Over and above,
the purpose of the literature review is to understand in totality the foundation
of the research problem.
2.2 METHODOLOGY.
The Book DECISION SUPPORT SYSTEM in the 21st
Century by George
M. Marakas has been referred to understand the above mentioned concepts
and is presented below.
2.2.1 INTRODUCTION
A decision is a reasoned choice among alternatives. Making decisions is part
of the broader subject of problem solving. The decisions made by managers
and knowledge workers have a great impact on corporate success. In
organizations, with the availability of rich information, making decisions is
the foundation for the success. Decision Support System is a computer-based
system that is used by managers for decision-making. It is a set of tools, data,
models and other resources that managers and analysts use to understand,
evaluate and solve problems that are useful in making unanticipated semi-
structured and unstructured decisions. DSS can also be defined as a class of
computer-based information systems designed to help managers select one
of the best alternative solutions to a problem. It helps the managers in
decision processes when decision-making is semi-structured, and improves
the effectiveness of decision-making by giving interactive information
support to managers.
A majority of DSS research is focused on the application of new technology
to managerial tasks at the operational and tactical levels. Though DSS is
8/3/2019 Bharath BK
20/69
20
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
used to solve semi-structured problems at all levels of an organization,
resources are deployed or structured at any given moment. DSS provides
support to the selection process and allows managers who are directly
responsible for the outcome to make the final selection.
DSS helps in making the organization more effective by giving it a
competitive advantage. In today's environment, managers will be
empowered to make their own decisions based on the organized feedback
from peers, customers or from top management and hence knowledge-based
organizations depend heavily on the computer-based DSS. It clearly offers
management a powerful tool in meeting demands of managerial work. They
are also known as business intelligence systems or analytics.
DSS helps human decision-making performance and problem solving by
enabling the users to examine alternative solutions using the `what if '
analysis. This analysis helps to make changes to the data associated with a
problem and observe how these changes influence the results.
2.2.2 DECISION - MAKING LEVELS OF AN ORGANIZATION
Each level of an organization has different responsibilities and therefore
needs different information.
Structured Decisions
These decisions involve situations where proper structuring of the procedure
to be followed when a decision is needed can be specified in advance. At an
8/3/2019 Bharath BK
21/69
21
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
operational level, the routine day-to-day business process occurs.
Information systems at this level are designed to automate repetitive
activities and improve the efficiency of business process. The decisions at
this level are day-to-day, highly structured and recurring. Structured decision
are those in which the procedures to follow for a given situation can be
specified in advance.
Semi-structured Decisions
Some decisions can be pre-specified but they are not bad for a definite
recommended action. At the managerial level of the organization, the
functional managers focus on monitoring and controlling operation actuaries
and providing information to the higher levels of the organization. Here, the
scope of the decision is contained within the business; the function is
complex; and it has a time limit of a few days to few months. Managerial
level decision-making is referred to as semi-structured decision-making
because solutions and problems are clear and often require judgment and
expertise for semi-structured decisions. Some procedures can be specified in
advance but not to the extent where a specific recommendation can be made.
Unstructured Decisions
These decisions involve situations where it is not possible to supply most of
the decision procedures that are to be followed, in advance. At the executive
level of the organization, managers focus on long term strategic issues
facing the organization. Managers at this level are the CEO, President, Vice-
president and the Board of Directors. This level deals with complex
problems with broad and long-term requirements of the organization. The
8/3/2019 Bharath BK
22/69
22
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
decisions here are unstructured because the problems are complex and non-
routine. For unstructured decisions, few or no procedure can be specified in
advance.
A highly structured decision includes easily determined objectives that are
not subject to conflict, are clearly defined, or those selecting alternative
courses of action and ascertainable outcomes. In a highly unstructured
decision, the objectives of the situation often conflict, the alternatives
available to the decision-maker are difficult to implement and the effect of a
particular course of action or selection of an alternative carries with it a high
degree of uncertainty.
The decisions at three levels of organization are as follows:
Decision-makers at the strategic level require the more summarized ad hoc
unscheduled reports, forecast and internal intelligence to support their
unstructured planning. The strategic decision is one which will affect the
entire organization for a long period of time. They affect organizational
objectives and policies. Data are generally in the unstructured form. It is
necessary for a firm to develop successful decision strategies to confront in
order to survive and succeed. In the long run, these strategies force the shape
and the structure of competition in the industry, in addition to cost leadership,
differentiation, innovation growth and alliance. There are many other
competitive strategies that are implemented with information systems. It
attempts to use the information system in customer and supplier relation
systems. In a customer and supplier relationship, the focus is on significantly
improving the quality of service to customer and suppliers in a firms
actuaries. A major emphasis on Strategic Information System (SIS) has been
8/3/2019 Bharath BK
23/69
23
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
to find ways to build switching costs into the relationships between a firm
and its customers or suppliers.
The primary objective of strategic managers is to maximize the value
delivered to all the enterprise's stakeholders. This objective is accomplished
by establishing and maintaining a unifying vision and strategic direction.
The conflicting objectives of asset managers and value chain managers must
be reconciled. Competitive advantage must be identified and exploited for
the enterprise to win and grow (Reid et al., 1996). To support the
competitive position of the enterprise, the following strategic management
processes are operated (Reid et al., 1996):
1. Provide situational awareness-both internal and external2. Facilitate decision-making3. Develop and deploy plans-at both strategic and operational
performance levels
4. Manage enterprise performance5. Establish the required performance management infrastructure. This
activity is generally performed only for a particular enterprise.
6. Monitor performance7. Communicate performance8. Evaluate performance9. Improve performance
Two important factors determine strategic planning decisions: Time and
Uncertainty. This has led to recent investigation of Strategic Planning
models that enable the decision-maker to adopt strategic policies which
hedge against uncertainty, and respond to events as they unfold in time.
8/3/2019 Bharath BK
24/69
24
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
Decision-makers at the operational level require specified internal reports
with detailed current and historical data comparisons. A tactical decision
will affect the manner in which a part of organization does business for a
limited period of time in the future. These decisions are made by middle
managers to determine how an entire category of future decisions will be
taken. An operational decision is one that affects a particular activity
currently taking place in the organization. These decisions relate to activities
whose tasks, goals, and resources have already been defined by strategic and
tactical decisions.
8/3/2019 Bharath BK
25/69
25
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
2.2.3 CONCEPTUAL FRAMEWORK OF DECISION SUPPORT
SYSTEM
A decision support system is a computer based procedure that allows a
manager to directly interact with data using various methods of analysis to
integrate, and analyze and interpret information; The heart and soul of DSS
is datadifferent types of data from a wide variety of sources. Decision
Support Systems couple the intellectual resources of individuals with the
capabilities of the computer to improve the quality of decisions. Typically, a
DSS contains data describing the market, consumers competitors, economic
and social trends and the organization performance. The DSS has methods
for analyzing data. These methods range from simple procedure such as
computing ratios to drawing graphs to sophisticated statistical techniques
and mathematical models. By combining personal computers and user-
friendly software, the DSS allows managers to independently retrieve data,examining the relationships, and even create unique reports to meet their
specific needs. The DSS clearly offers management a powerful tool and is
rapidly becoming an integral component of managerial work. The speed
with which todays information becomes yesterdays news continues to
increase at a staggering rate. The leveraging of technology that will allow
the manager to be effective in such a high speed environment is what
decision support all about. DSS is expected to extend the decision makers
capacity of processing the mountain of information involved in making a
decision.
8/3/2019 Bharath BK
26/69
26
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
The following chart describes the simple mechanism of DSS:
8/3/2019 Bharath BK
27/69
27
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
Common DSS Characteristics
1. Employed in semi structured or unstructured decision context
2. Intended to support decision makers
3. Supports all phases of the decision-making process
4. Focuses on the effectiveness of the decision making process
5. Utilizes underlying data and models
6. Facilitates learning on the part of the decision maker
7. Provides support for all levels of management from top executives to line
managers
8. Can support for multiple or interdependent decisions
8/3/2019 Bharath BK
28/69
28
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
ADVANTAGES OF DSS USAGE
Various authors have investigated the assumed benefits of Decision Support
Systems.
1. Administrative advantages (time and labor savings),
2. More efficient use of management time,
3. Better decision making, handling more complex problems,
4. Better judgment of problems, superior trust in decisionmaking,
5. Better data usage (recency, accuracy, access and availability),
6. Better planning and control,
7. Possibility to research more alternatives,
8. Communication advantage.
Thus DSS is a truly dynamic system that requires knowledge beyond that of
the Typical Information System professional. The decision makers of
tomorrow will rely on this technology to support their daily activities and to
assist them in managing the ever-growing knowledge base necessary to
make informed and effective decisions.
8/3/2019 Bharath BK
29/69
29
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
2.2.4 DECISION MODELS
Decision models can be classified into a number of ways. One common
high-level classification divides the models in terms of their explicit
inclusion of time as an element. Models that do not explicitly acknowledge
time are called static models and those that do are referred to as dynamic
models. Another widespread method of classification is by technique or
logical focus.
Abstract Model Types:An abstract model focuses on the mathematical precision with which various
outcomes can be predicted. Theoretically, this type of model can determine
which alternative should result in the most favorable outcome. Based on this
prediction, a decision-maker then develops a strategy for implementing the
proposed alternative and thus solves the problem.
Deterministic Models:In the deterministic model, no variable can take more than one value at any
given time. The same output value will always result from any given set of
input variables. Most of the traditional models of the normative economic
theory are deterministic as are many of the common models used in financial
analysis. These model types are particularly useful when a problem structure
contains a large number of elements and complex relationships. Common
deterministic models include linear programming, nonlinear programming,
and differential equations.
8/3/2019 Bharath BK
30/69
30
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
Stochastic Models:In a stochastic model, at least one of the variables is uncertain and must be
described by some probability function. These model types are often referred
to as probabilistic models because they explicitly incorporate uncertainty
into their structure. When constructing a stochastic model, the decision-
maker distributes the input value of one or more variables around some
mean value and the output variables take the form of a frequency
distribution rather than a discrete set of value.
Domain-specific Models:The advances in the science disciplines prompt the need for highly specific
types of decision-making techniques and contexts. In these cases, each
discipline develops its own set of abstract mathematical modeling techniques
to serve its needs. Models of supply and demand are unique to the toolbox of
economists. Other well-known domains such as operations research,
sociology, medicine and meteorology rely on their own unique abstract
modeling techniques. In the design of DSS for a specific problem domain,
the designer must be aware of any domain specific models available for
inclusion in the model base.
Conceptual ModelsConceptual models can be identified as analogies to the problem in context.
Implicit in this perspective is the notion that even though all problems are
unique, no problem is completely new. Experience from a past problem can
be used to assist in forecasting events and outcomes in the new context.
Using this method, decision-makers can recall and combine a variety of past
experiences and contexts to create an accurate conceptual model of the
8/3/2019 Bharath BK
31/69
31
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
current situation and to assign probabilities to those event components that
remain uncertain.
Tools and Technologies of DSS
Decision Support System includes many key terms the meaning of which
helps us to get a good result.
Extraction, Transformation, and Loading (ETL)
During the ETL (Extraction, Transformation, and Loading) process, the
desired data is identified and extracted from many different sources,
including database systems and applications. Depending on the source
system's capabilities (e.g., operating system resources), some
transformations may take place during this extraction process. After
extracting data, it has to be physically transported to the target system or an
intermediate system for further processing. Depending on the chosen way of
transportation, some transformations can be done during this process, too.
For example, an Structured Query Language (SQL) statement, which
directly accesses a remote target through a gateway, can concatenate two
columns as part of the SELECT statement; this leads the manager to take a
particular decision.
Online Analytical Processing (OLAP)
Online Analytical Processing is a significant improvement of the model-
based management, which manipulates data from a variety of sources that
has been stored in a static data warehouse. The software can cause various
views and representations of the data and this helps in making the context
explicit. OLAP can pull the data, create pictures and make the user see the
model running. It creates various models and helps in finding out the best. It
8/3/2019 Bharath BK
32/69
32
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
allows the users to analyze information that has been summarized into
multidimensional views and hierarchies.
Relational Online Analytical Processing (ROLAP)
When we need to handle large data and try to leverage functionalities
inherent in the relational database, we need Relational Online Analytical
Processing. This methodology relies on manipulating the data stored in the
relational database to give the appearance of the traditional OLAP's slicing
and dicing functionality. In essence, each action of slicing and dicing is
equivalent to adding a `WHERE' clause in the SQL statement.
Multidimensional Online Analytical Processing (MOLAP)
This is the more traditional way of OLAP analysis. In MOLAP, data is
stored in a multidimensional cube. It effects excellent performance and can
perform complex calculations. In a Management Decision Support system,
managers need to look into the summary rather than the detail report. Hybrid
Online Analytical Processing (HOLAP) technologies attempt to combine the
advantages of MOLAP and ROLAP. For summary-type information,
HOLAP leverages cube technology for faster performance. When detail
information is needed, HOLAP can "drill through" from the cube into the
underlying relational data. Web based DSS deliver decision support
information or decision support tools to a manager or business analyst using
a "thin-client" Web browser like Netscape Navigator or Internet Explorer
that is accessing the global Internet or a corporate intranet. Web-based DSS
can be communications-driven, data-driven, document-driven, knowledge-
driven, model-driven or hybrid. Web technologies can be used to implement
any category or type of DSS. Web-based means the entire application is
8/3/2019 Bharath BK
33/69
33
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
implemented using Web technologies; Web-enabled means key parts of an
application like a database remain on a legacy system, but the application
can be accessed from a Web-based component and displayed in a browser.
Using a web infrastructure for building DSS improves the rapid
dissemination of the best practices analysis and decision-making framework
and it should promote more consistent decision-making on repetitive
decision tasks across a geographically distributed organization.
Data Warehouse
Data Warehouse is a collection of integrated, subject oriented databases
designed to support DSS function, where each unit of data is non-volatile
and relevant. Data Warehouse is a batch updated and structured for rapid
online queries and management solutions. So it has become an important
component in DSS. DW contains a large amount of data that are subject-
oriented, integrated, and time-variant as well as a huge stable collection of
data that supports the decision-making process of managers.
Dialogue Management
This refers to the hardware and software components that create the user
interface for the DSS. Software support for dialogue is in terms of packages
that can be accessed via high-end languages and is used to construct user
interface and data definition language, which describes the dialogue
component of DSS architecture. It also focuses on command language and
menu dialogues that create a restrictive context for building DSS.
8/3/2019 Bharath BK
34/69
34
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
Database Management
DBM (Database Management System) is a key component of DSS because
it reduces the cost of building and using DSS, by increasing data control and
sharing and reducing data redundancy. There are five different data models
for the database component of DSS: Record, relational, hierarchical,
network and rule model. The record of flat file model is common in DSS
that uses time series data. DSS database ware is limited in scope and
definitely not integrated because of the problems with data processing
efficiency and storage overload that degrade the performance.
Model Base Management
The modeling component gives decision-makers the ability to analyze the
problem and moves a Management Information System (MIS) to full DSS.
8/3/2019 Bharath BK
35/69
35
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
2.2.5 DECISION SUPPORT SYSTEM ARCHITECTURE
DSS Architecture
DSS architecture refers to the mechanism and structure for the integration of
the dialogue, database and model management components of a DSS. There
are four types of architectures for building and integrating the DSS software
system: The DSS Network, with multiple dialogue, modeling and database
components that can communicate with each other through a component
interface; the DSS Bridge, which provides a standard interface with local
dialogue and modeling components that link to remote modeling and
database components; the DSS Sandwich, which integrates multiplemodeling components by using single dialogue and database components;
and the DSS Tower, where data extraction is used to integrate diverse
database components and other components are similar to the network
architecture.
8/3/2019 Bharath BK
36/69
36
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
Components of DSS
The components of DSS include Management Decision Support System,
Management Information System, Executive Information System, File
Drawer System and Knowledge Management.
DSS is a competitive knowledge-rich world in which managers take
decisions about what to do with their organizations' resources. Large number
of decisions are made every day and range from those that are simple to
those that are very complex. Every one of these decisions involves the use of
knowledge of varying kinds and amounts, and many of them can benefit
from (or even require) the use of a component known as Knowledge
Management. Knowledge management is the basis of any decision-making
process. First, one should know which information should be put where and
how to manage them. Preparing a databank from information is a part of
knowledge management. DSS basically starts from creating a correct and
proper database. So, the first component for any DSS is knowledge
management. From databases, executives draw the information they need in
a refined way. The process of raw data converting to useful information for
the executives is known as EIS (Executive Information Systems). EIS is
there to support the senior management. It helps organizations to enhance
their knowledge processing and their ability to learn and adapt. EIS enables
the use of interactive information exchanges by access to electronic
networks. It can provide quantitative diagnostics to monitor the progress of
decisions. In terms of organizational impact, EIS can improve the
managerial decision-making process because it naturally will support, or
create pressure for, a formal planning system, for it is known that an
8/3/2019 Bharath BK
37/69
37
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
advantage of formal planning is that it fosters lateral communication, formal
reporting, and rationality.
When information passes from executives to the managers, it is already a
refined one. But to make decisions more simple and result-oriented, middle
level managers tune them to fine information. This process is called as MIS
(Management Information System). After going to MIS, top level managers
use the DSS components and take the final decision, which is known as
management decision support system.
With the tools, technology, models and components of DSS, today it is
essential to capture the trend of outsourcing.
8/3/2019 Bharath BK
38/69
38
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
2.2.6 GAINING COMPETITIVE ADVANTAGE WITH
COMPUTERIZED DECISION SUPPORT
Many companies have isolated decision support capabilities that are hard to
use or hard to access. For example, a data mart may have been built for
accessing customer data, a project management system may exist for
tracking large-scale projects, or Excel analyses may be routinely used in a
specific business decision process. In general, managers are experiencing
information overload and are having difficulty finding the right information
when it is needed. Potentially, innovative Decision Support Systems can
yield competitive advantage for an organization or at least maintain an
organizations competitive position.
Evidence indicates managers can now use sophisticated data-driven and
document-driven DSSs to obtain information that was buried for many years
in filing cabinets or archived on computer storage systems. Model-driven
DSSs can reduce waste in production operations and improve inventory
management. Knowledge-driven DSSs can help managers evaluate
employees or help technical staff diagnose problems. Communications-
driven DSSs can support teams working all over the world. Inter-
organizational DSSs can support a companys suppliers and customers.
Real-time decision support systems are now possible for tactical decision
support.
A decision support system creates a competitive advantage if three criteria
are met. First, once the DSS is implemented, it must be used and it must
become a major or significant strength or capability of the organization.
8/3/2019 Bharath BK
39/69
39
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
Second, the DSS must be unique and proprietary to the organization. Third,
the advantage provided by the DSS must be sustainable until an adequate
payback is received, usually at least three years. Managers who are
searching for strategic investments in information technology need to keep
these three criteria in mind. Just because a vendor says a product will create
a competitive advantage doesnt make the claim true. A competitive
advantage means an organization does something important much better
than its competitors.
The widespread use of computer technology has changed the way companies
do business. Information technology has altered relationships between
companies and their suppliers, customers and rivals. Porter and Millar
(1985) discuss two specific ways that information technology can affect
competition: by altering industry structures and by supporting cost and/or
differentiation strategies. A common approach used to identify opportunities
to change the structure and profitability of an industry is to examine five
competitive forces. Michael Porter (1979) argued that the power of buyers,
the power of suppliers, the threat of new entrants, the threat of substitute
products and the rivalry among existing competitors determines the
profitability of an industry. How a company uses information technology
can affect each of the five competitive forces and can create the need and
opportunity for change. For example, information technology has altered the
bargaining relationships between companies and their suppliers, channels
and buyers. Today it is easy for information systems to cross company
boundaries. These inter-organizational systems have become common and,
in some instances, they have changed the boundaries of the participating
industries. Decision support systems can reduce the power of buyers and
8/3/2019 Bharath BK
40/69
40
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
suppliers. Decision support systems can erect new barriers that reduce the
threat of entrants. Decision support systems can help differentiate products
and services and reduce the threat from substitutes. Also, decision support
systems can help managers reduce the cost of rivalry actions and, in some
cases, reduce the need for competitive actions and reactions.
Decision support systems can potentially help a firm create a cost advantage.
Decision support systems can provide many benefits including improving
personal efficiency and reducing staff needs, expediting problem solving and
increasing organizational control. Managers who want to create a cost
advantage should search for situations where decision processes seem slow
or tedious and where problems reoccur or solutions are delayed or
unsatisfactory. In some cases, DSSs can reduce costs where decision makers
have high turnover and training is slow and cumbersome, and in situations
where activities, departments and projects are poorly controlled.
Also, DSSs can create a major cost advantage by increasing efficiency or
eliminating value chain activities. For example, a bank or mortgage loan
firm may reduce costs by using a new DSS to consolidate the number of
steps and minimize the number of staff hours needed to approve loans.
Technology breakthroughs can sometimes continue to lower process costs,
and rivals who imitate an innovative DSS may nullify or remove any
advantage.
Decision support systems can potentially create a differentiation advantage.
Providing a DSS to customers can differentiate a product and possibly
provide a new service. Differentiation increases profitability when the price
premium charged is greater than any added costs associated with achieving
8/3/2019 Bharath BK
41/69
41
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
the differentiation. Successful differentiation means a firm can charge a
premium price, and/or sell more units, and/or increase buyer loyalty for
service or repeat purchases. In some situations, competitors can rapidly
imitate the differentiation, and then all competitors incur increased costs for
implementing the DSS.
Finally, decision support systems can be used to help a company better focus
on a specific customer segment and hence gain an advantage in meeting that
segments needs. Management information systems and decision support
systems can help track customers, and DSSs can make it easier to serve a
specialized customer group with special services. Some customers wont pay
a premium for targeted service, and larger competitors also target specialized
niches using their own DSSs.
It is important to recognize that some firms have no competitive advantage.
Firms can achieve a competitive advantage by making strategic changes, and
firms can lose a competitive advantage when competitors make strategic
changes. Implementing computerized decision support does not necessarily
create a competitive advantage. In fact, most decision support does not have
such a broad enterprise-wide impact.
Decision support systems can be important and useful and very necessary,
and yet not provide a competitive advantage. Many consulting firms and
vendors focus on gaining competitive advantage from a data warehouse or abusiness intelligence system, and that can happen. Many DSS projects do
not, however, deliver such results and the projects probably were not
intended to create competitive advantage.
8/3/2019 Bharath BK
42/69
42
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
A study identified a number of companies that had gained an advantage
from information systems. Some of those systems were decision support
systems, but most were transaction processing systems. The following DSS
examples are from their paper: Air Products, a vehicle scheduling system;
Cigna, a risk assessment system; IBM, a marketing management system;
Owens-Corning, a materials selection system; and Procter & Gamble, a
customer response system. Most companies wisely do not provide many
details on their success with computerized decision support. Competitive
responses and technology have had a negative impact on how some of the
aforementioned systems are perceived today.
If a company is trying to develop a decision support system that provides a
competitive advantage, managers and analysts should ask how the proposed
DSS affects company costs, customer and supplier relations, and managerial
effectiveness. Managers should also attempt to assess how the proposed
strategic system will impact the structure of the industry and the behavior of
competitors. Finally, companies must continuously improve their
information and decision support technology to gain and maintain any
competitive advantage.
Harbridge House (a Boston Firm) has conducted a survey and ranked clear-
cut decisions needed as the most important of 10 management practices. Asthe trends are changing, it is very difficult to rely upon trial and error
approach to management; in case of decision is unstructured/ill-
structured/semi-structured decision making situations. Managers must learn
8/3/2019 Bharath BK
43/69
43
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
sophisticated new tools and techniques. Using these technological tools, its
extremely rewarding in making effective decision
2.3 CONCLUSION.
Thus from the literature survey conducted, a good understanding of
DSS model, advantages of DSS and Competitive Advantage of using
have been understood.
8/3/2019 Bharath BK
44/69
44
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
CHAPTER-3RESEARCH
METHODOLOGY
8/3/2019 Bharath BK
45/69
45
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
3.1 TYPE OF RESEARCH.
Our research investigation adopted a systematic, objective and quantitative
research techniques using a well-structured questionnaire. The questionnaire
is designed keeping in mind the various features offered by DSS. The
research investigation is restricted to the various marketing managers and
business development mangers in the Bangalore. The primary data was
collected using a well structured questionnaire. The questionnaire was meant
to know the knowledge of DSS of the managers. The level at which they had
been exposed to the Decision Support System.
There are three alternative types of evaluation procedures for DSS
performance: subjective judgment, expert observation and objective
measurement.
A subjective judgment requests from users to assess their experiences.
In most cases this means that a user has to fill out a questionnaire.
Expert observation also uses a subjective judgment, however in this case of
non-participating observers and experts in the field of DSS to judge DSS
users.
Objective measurement is usually related to empirical experiments and
comparison.
Objective, empirical measurement is considered as the most reliable and
consequently most preferred way to acquire data. Unfortunately, this is a
very expensive method and in practice it is often selected for expert
observation and subjective judgment. In representing the results of the
investigations to DSS performance, in each case we will report the method
used. This will enable the reader to estimate such a method at its true value.
8/3/2019 Bharath BK
46/69
46
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
3.2 SAMPLING TECHNIQUE
POPULATION: The information is generated from the marketers whose
company implements DSS in various operations in Bangalore.
SAMPLING UNIT: Marketers are selected from the companies in
Bangalore.
SAMPLING METHOD: The selection of Marketers is non-probability
(convenience).
3.3 SAMPLE SIZE:
30 Marketers from various companies in Bangalore were chosen and
interviewed. The number of corporate entities choosen for this purpose is
12 ( twelve). These include Banks, FMCG companies, Industrial
Marketing Companies and IT Companies.
3.4 INSTRUMENTATION TECHNIQUES.
QUESTIONNAIRE: The research instrument used here is a questionnaire,
which helped us to generate the database adequately. The questionnaire has
close-ended questions, as the study is very specific.
8/3/2019 Bharath BK
47/69
47
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
3.5 ACTUAL COLLECTION OF DATA.
A. SECONDARY DATA:
Secondary data is gathered from numerous sources. A tedious and time-
consuming library research gave desired information. The secondary data is
collected from the internal research, such as journals and internet.
B. PRIMARY DATA:
Survey research: Questionnaire has been used to gather data. Survey has
been designed to capture wide variety of information. This research has
helped to identify the satisfaction levels of the Marketers in using DSS tools.
It has also helped to learn about the awareness and expectations of the
marketers and also answered an important question
Do you think MDSS tools can help you in taking better decisions which
would hence increase the productivity of the company?
3.6 RESEARCH LIMITATIONS:
Time and resource constraints Effective decision making is dependent on several other factors like
environmental factors which we have not considered due to lack of
time and resources
8/3/2019 Bharath BK
48/69
48
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
PART BSURVEY FINDINGS
8/3/2019 Bharath BK
49/69
49
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
DATA ANALYSIS
AND
INFERENCES
8/3/2019 Bharath BK
50/69
50
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
RESEARCH OBJECTIVE 1:
To find out the awareness of using MDSS tools in marketing
Table 1: AWARENESS ABOUT MDSS TOOLS IN MARKETING
Sl. Nos. Level of Awareness Respondents Percentage(%)
1 YES 29 67
2 NO 11 33
TOTAL 30 100
Source: Field Investigation
8/3/2019 Bharath BK
51/69
51
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
Chart 1:
CHART SHOWING THE LEVEL OF AWARENESS
ABOUT MDSS TOOLS
AWARENESS LEVEL OF MDSS TOOLS
YES
67%
NO
33%
YES
NO
Inference: This table is designed to identify the awareness of
MDSS tools in marketing domain.
a) 67% of the respondents are aware of the MDSS tools.
b) 33% of the respondents are unaware of the MDSS tools.
8/3/2019 Bharath BK
52/69
52
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
RESEARCH OBJECTIVE 2:
TABLE 2:
LEVEL OF MANAGEMENT WHERE MDSS IS IMPLEMENTED
SL.NO. LEVEL OF MGMT RESPONDENTS
PERCENTAGE
(%)
1 STRATEGIC 8 26.67
2 TACTICAL 18 60
3 OPERATIONAL 4 13.33
TOTAL 30 100.00
Source: Field Investigation
CHART 2:
LEVEL OF MANAGEMENT WHERE MDSS IS IMPLEMENTED
8
26.67
18
60
4
13.33
0
10
20
30
40
50
60
LEVEL OF MANAGEMENT WHERE MDSS IS IMPLEMENTED
RESPONDENTS 8 18 4
PERCENTAGE (%) 26.67 60 13.33
STRATEGIC TACTICAL OPERATIONAL
8/3/2019 Bharath BK
53/69
53
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
Inference:
This table is designed to identify various levels of management where
MDSS are implemented.
a) 26.67% of respondents use MDSS tools in strategic level
b) 60% of respondents use MDSS tools in tactical level
c) 13.33% of respondents use MDSS tools in operational level.
8/3/2019 Bharath BK
54/69
54
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
TABLE 3
NECESSITY OF AN MDSS THAT IS EVOLVED OUT OF
INDUSTRY BEST PRACTICES
SL NO. OPTION RESPONDENTS
PERCENTAGE
(%)
1 YES 18 60
2 NO 12 40
TOTAL 30 100
Source: Field Investigation
Inference:
The above table identifies the need for MDSS to be evolved out of the
industry best practices
a) 60% of the respondents felt that it would be better if the MDSS is
evolved out Industry Best Practices.
b) However 40% of the respondents felt there was no need for such
thought.
8/3/2019 Bharath BK
55/69
55
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
RESEARCH OBJECTIVE 3:
To identify whether MDSS helps the marketers in making better
decisions this would increase the productivity of the company.
Null Hypothesis:
H0: DSS cannot find total solutions to the marketing problems
Alternate Hypothesis:
H1: DSS can find total solutions to the marketing problems
Test Statistics used here is Z-test
Formula
Z = | P Ps |
_________
(P*Q)/N
P -> Assumed population mean
Ps -> sample population
Q = 1-P
N -> Total number of samples
8/3/2019 Bharath BK
56/69
56
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
Do you think MDSS tools can help you in taking better
decisions which would increase the productivity of the
company?
Number of Respondents who said YES: 19 (nineteen only)
Number of respondents who said NO: 11 (eleven only)
Assumption: Population Mean = .5
Calculations:
N = 30
Ps Sample population = 19 / 30 = .634
P = .5
Q = 1-.5 = .5
Test statistics = Z = | P Ps |
________
(P*Q)/N
Z = | .5 - .634 |
________ = .134/.091 = 1.472
(.5*.5)/30
Tabulated value for 95% level of significance is 1.96
Calculated value = 1.472
Cal value < tabulated value,
Hence we reject Ho
8/3/2019 Bharath BK
57/69
57
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
INFERENCE:
Since calculated value is less than tabulated value we reject our null
hypothesis and accept the alternate hypothesis.
Hence we conclude there is significant difference in the productivity of
the company after implementing MDSS. Hence we can conclude that
DSS can find total solutions to the marketing problems.
8/3/2019 Bharath BK
58/69
58
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
PART C
CONCLUSIONS
ANDRECOMMENDATIONS
8/3/2019 Bharath BK
59/69
59
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
CHAPTER 5
CONCLUSIONS
AND
RECOMMENDATIONS
8/3/2019 Bharath BK
60/69
60
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
5.1. MAJOR CONCLUSIONS EMERGING FROM THE STUDY
1. Most of the respondents have an average awareness about the MDSStools.
2. It is found that implementation of DSS system in marketing domainhelps in taking better decisions for the marketers which would lead to
increase in productivity of the company.
3. On an average MDSS tools have been extensively used in operationallevel.
4. Most of the respondents have found DSS tools as user-friendly.
The type of marketing problem can be subdivided into strategic, technical
and operational problems. Action strategy of the company in terms of user
friendliness, flexibility has a pronounced effect on the success of DSS.
The use of a DSS by a marketer reduces his time to come to a decision. As
far as the effectiveness of DSS usage by marketers is concerned DSS usage
implies that various alternatives are taken into account and evaluated and,
consequently, a better decision is made. We can also conclude that DSS is
required mostly in operational level and helps the marketers in taking better
marketing decision. Apart from the characteristics User friendliness,
Marketers rate the DSS tools on their flexibility, reliability, and response
time and data storage capacity.
8/3/2019 Bharath BK
61/69
61
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
5.2. SPECIFIC RECOMMENDATIONS
1. Create awareness among the Marketers about the DSS tools whichwould help them in making better decisions.
2. Give training in the DSS tools which would make it more userfriendly and hence would reduce time and increase speed.
3. Monitor the working of the tools performance and effectivenesswhich would help in improving the performance.
Implementation of an information system does not automatically lead to an
increase of the performance of the decision-maker. The performance
depends on a number of factors:
1. The marketing decision-maker or the characteristics of the Individual
2. The DSS
3. The type of marketing problem
4. The environment
5. Organizational characteristics
6. The action strategies of the enterprise.
8/3/2019 Bharath BK
62/69
62
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
ANNEXURE
8/3/2019 Bharath BK
63/69
63
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
1. SELECT BIBLIOGRAPHY
(a) Books
1. Decision Support Systems in the 21st
Century by George M. Marakas,
Prentice-Hall of India Publication, 2nd
Edition, 2003.
2. MDSS Principles, Tools and Implementation, Gary L Lilien; Arvind
Rangaswamy; Gerrit H Van Bruggen; Katrin Starke, Information Systems
Research; Sep 2004
3. Database Systems Design, Implementation & Management by Bob
Coronel, Thomas Course Technology publications, 2006
4. Decision Support Systems & Intelligence Systems by Efrain Turban and
Jay E Aronson, PHI Publications, 2007
5. Data Analysis, Data Modeling & Classification, by Modell Martin,
McGraw Hill Publications 2000
(b) Websites
1. www.mdssworld.com/2. www.mdss.com3. www.mdss.net4. www.rbac.com/methods/mdss.htm
8/3/2019 Bharath BK
64/69
64
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
2. QUESTIONNAIRE
Sir/Madam,
I, Mr.Bharath B K, am conducting research on Computerized Marketing Decision
System. The research survey is a sequel to project report/dissertation required in partial fulfillment of the Degree of Master of Business Administration. In this
connection, I need some information from you. Below is the questionnaire on the
various facets of Computerized Marketing Decision System. Kindly give your
valuable responses to the questions thereon. I humbly assure you that your responses
will be kept confidential and shall only be used for academic purpose.
Mr.Bharath B K
1) Are you aware of the concept of MDSS (Marketing decision support
system) Tools used in the marketing?
a) Yes
b) No
2) Does your company utilize technical tools for decision making?
a) Yes
b) No
3) Please choose the Level of Management where MDSS s implemented:
a) Top Level Manager/Strategic Level
b) Middle Level Manager/Tactical Level
c) Low Level Manager/Operational Level
8/3/2019 Bharath BK
65/69
65
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
4) Do you think MDSS tools can help you in taking better decisions which
would enhance the productivity of the company?
a) Yes
b) No
If no, Please state the reasons:
5) Does DSS match the Human Intuitive Nature and Analytical Ability in
Decision Making?
a) Yes
b) No
6) Please mention the decision support tools you use in marketing?
8/3/2019 Bharath BK
66/69
66
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
7) How do you take Decisions?
a) Based on Gut Feel (Random Decision Making)
b) Intuitive Decision making (Predictive Decision Making)
c) Based on computer generated results/ reports
d) Mix of the above mentioned options
8) Do you find the necessity of an MDSS that is evolved out of Industry best
Practices?
a) Yes
b) No
9) How important are the following factors in determining the efficiency of
an MDSS?
Rate on a scale of 1-5
LOW HIGH
1 2 3 4 5
a) User friendliness
1 2 3 4 5
b) Flexibility
1 2 3 4 5
c) Response Time
1 2 3 4 5
d) Data storage capacity
1 2 3 4 5
e) Reliability
1 2 3 4 5
8/3/2019 Bharath BK
67/69
67
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
10) On a scale of ten, rate these MDSS TOOL expectations/perceptions:
1. Increase speed.2. Increases marketers productivity.3. Increases control of sales process.4. Reduces marketing costs.5. Increases customer satisfaction.6. Better Documentation.
11) What are the limitations of MDSS tools? Check the appropriate one.
1. Expensive2. Making a perfect tool mix3. Learning Curve4. Lack of awareness5. Others6. (please mention).
....
12. If your company is already using MDSS, Please state your experiences
with the usage of MDSS:
.
8/3/2019 Bharath BK
68/69
68
________________________________________________________________________
M.P.BIRLA INSTITUTE OF MANAGEMENT
THANK YOU FOR SPARING YOUR VALUABLE
TIME IN GIVING THE RESPONSES. I SHALLGREATLY APPRECIATE YOUR COOPERATION IN
THIS REGARD.
Mr. Bharath B K
3. DIRECTIONS FOR FURTHER RESEARCH
The above study has taken into consideration marketing managers and
business development managers of various companies like Banks, FMCG,
IT, Industrial marketing.
1. The interested researchers can conduct a detailed survey as to how theMDSS is helping, considering the above mentioned sectors
individually. They can obtain a rationale as how each sector uses
MDSS individually.
2. A research w.r.t the cost-benefit analysis of implementation of MDSScan be conducted
8/3/2019 Bharath BK
69/69
69
________________________________________________________________________