1. Quiz 1

2. 1. Lisa Jacobson of Fabrikam had a problem. What was it?
The automotive parts supplier was late with its shipments thus shut down the manufacturing line
B. The boxed dolls were not selling as well as forecast
C. The casino owner had not taken enough customer surveys
D. The bank denied her small business line of credit
E. None of these
Answer: The boxed dolls were not selling as
well as forecasted

3. 2. Which of the following is not a KPI?
A. Inventory carrying cost
B. Sales volume
C. Grade point average
D. A football team’s win-loss record
E. None of these, they are all KPIs
Answer: None of these, they are all KPIs

4. 3. What are the four steps of the BI cycle?
A. Analysis, insight, action, measurement
B. Management, accounting, finance, marketing
C. Balance sheet, income statement, cash flow, tax impacts
D. Hardware, software, personnel, data
E. None of these
Answer: Analysis, insight, action, measurement

5. 4. What are the three enablers of the BI cycle?
A. Consulting, IT technicians, executive management
B. Products, services, solutions
C. Hardware, software, data
D. Technology, people, culture
E. None of these
Answer: Technology, people, culture

6. 5. What is the primary goal of business intelligence?
A. Managing massive quantities of data
B. Decreasing product costs
C. Increasing profit margins
D. Making better decisions faster
E. Meeting Sarbanes-Oxley requirements
Answer: Making better decisions faster

7. 6. Who would be responsible for the day-to-day operations of a typical casino?
A. V.P. Marketing
B. V.P. Finance
C. President
D. V.P. Human Resources
E. None of these
Answer: None of these. The V.P. of Casino Operations

8. 7. (T/F) The Shift Manager reports directly to the Pit Manager.
Answer: False, The Pit Manager reports to the Shift Manager

9. 8. Which of the following systems would not normally be part of a casino/hotel information management operation?
A. Slot System
B. Food and Beverage System
C. Manufacturing System
D. Inventory Purchasing System
E. Ticketing System
Answer: Manufacturing System

10. 9. In a casino management pyramid, The V. P
9. In a casino management pyramid, The V.P. of Security reports directly to the President. Why?
A. It flattens the pyramid, reducing labor costs
B. State government regulators require this structure
C. The V.P. of Security must be able to monitor all casino personnel
D. The V.P. of Security is usually a family relative of the President
Answer: The V.P. of Security must be able to monitor all casino personnel

11. 10. What was different about the MGM and Mirage from Harrah’s casinos?
A. The MGM and Mirage were foreign owned
B. Harrah’s casinos had significantly lower betting limits
C. The MGM and Mirage were “theme” casinos
D. Harrah’s casinos didn’t implement “rewards” programs
Answer: The MGM and Mirage were “theme” casinos

12. Aligning Information Systems and Corporate Strategy

13. For Next Week
Read
Pages of Business Intelligence: Making Better Decisions
Pages 107 – 120, of Casino Operations Management
Using Decision Analytics to Win Big in the Gaming Business – Located on CULearn in the Additional Readings Folder
Quiz 2 on Wednesday will cover these readings

14. System Interrelated parts that exist for a purpose
Input, Processing, Output
All around us
Human body
Weather
A bike
Can have many subsystems

15. System Diagram Example
Emergency Room

16. Information Systems (IS)
Group of components that produce information for a certain purpose
Broader than Information Technology (IT)
iPod vs. iTunes Music Distribution

17. Operations Management
Multiple definitions
Transformation definition
Organizational definition
Economic definition
Added-value definition

18. Linking Business to IS Business Objectives Business Tactics
Measured through revenues and costs
Business Tactics
Tasks peformed
Systems Objectives
IS Results
Systems Tactics
Technologic Activity

19. What’s Needed?
Business-Savvy IT Personnel +
IT-Savvy Business Persons

20. Putting it All Together - Alignment
How might you
achieve that?
Determine Business Objectives
What results do you want to achieve?
INCREASED REVENUES?
DECREASED COSTS?
How much?
For what period?
Determine Business Tactics
What would be your actions?
What would be your tasks?
What can’t you do now?
Will someone’s job change?
Why would
you do that?
What would you do if
you got the system
result?
What can the system
do to help?
Determine System Objectives
What results must the system provide?
How often?
Under what constraints?
How could a system
do it?
Determine System Tactics
How will the system behave?
In general, what will the system consist of?
Why do you want
such a system?

21. Business Objectives
Focus on cost or revenues
Based on vision and mission
Unconstrained thinking

22. Classic Costs to Reduce
Labor
Absenteeism, overtime
Materials
Waste, space charges, rework
Financial
Uncollected debts, interest charges

23. Classic Revenues to Increase
New markets
New domestic socioeconomic segments
New international segments
Cross selling
Upselling

24. Clues to Business Objectives
What’s Changed?
Lower sales
Poorer quality
Competition
Executive leadership
Company ownership
Mission

25. Means of accomplishing objectives
Business Tactics
Means of accomplishing objectives
Performable by organizational members
Tactics specify how IS is used
Changed tactics could mean
Business process reengineering
Changed job descriptions/job entry/compensation/training/etc.

26. System Objectives
Stated in terms of increased capabilities
Reports, screens, web sites, processing, accessibility, communication could change
Must be clear on times, content, order, time period, format, circulation, response time, usability

27. System Tactics
Links IS to the Organization
Common language
Measureable targets – are we done?
Cost/benefit analysis possible
Ensures IS is useful and used
Ensures IS and users know their role