mr bean

harhar

Tactical Information System

• supports management decision-making by providing various types of reports, such as regular summary reports, exception reports, ad hoc reports, and other types of recorded information.

• helps managers to control their areas of responsibility better

• allocate their resources efficiently in order to pursue organizational goals

• give particular focus on resource allocation and management.

Tactial Accounting and Financial Information Systems

• budgeting information systems that permit managers to track and compare actual revenues and expenses in order to produce estimates for expected revenues and expenses.

• compare current budget amounts to those of prior fiscal periods, other divisions, other departments even to industry-wide data.

• allow managers to assess how they use their resources to achieve their goals.

• only help a manager create decisions based on the data it provides

Cash Management System

• produces cash flow reports

• estimated amount of incoming and outgoing cash for a specific timeframe (usually monthly)

• manage cash on hand

Capital Budgeting System

• producing information for the acquisition or disposal of assets for a given timeframe

Investment Management System

• allow a manager to oversee an organization’s investments in stocks, bonds, or other securities as a separate, but nevertheless important aspect of cash management.

• Trading data managed by the system will allow management to ensure the achievement of organizational goals without compromising financial assets.

Tactical Marketing Information System

has the ability to generate reports, but also has the capacity to create expected and unexpected output

• comparative and descriptive information

• summarized data as opposed to detailed date

• data sources

• information processed from subjective and objective data

Tactical marketing information systems

• usually work in tandem with operational information systems for marketing and finance through various means

Sales Management System

• this system allows managers to assess the productivity of a sales force, the profitability of certain locations, and the success of the products further categorized by salespersons, location, and target demographic

• keeps track of activities, sales, orders, and customer activity

• allows a manager to identify points of interest

• comparison of performance to goals of a salesperson, analyze activities within operating territories or demographic, identify customer trends, and identification of potential supply and demand issues.

Advertising and promotion system

• advertising and promotional tactics in order to achieve sales goals set by upper management.

• Managers must decide which advertising media and promotional devices to use to reach the selected market segments when to use these media and devices and what overall mix of promotional activities to deploy to achieve sales goals.

Pricing System

• allows them to set prices for products and services.

• determine sales volumes and profitability margins based on market volatility.

Distribution channel system

• information on costs for using various distribution channels

• timeframe for deliveries

• time lags

• reliability ratings

• market segment situation

• data can be used in tandem with demand and inventory of items across all levels of all channels so that the manager can anticipate shortages or oversupply of items.

Competitive Tracking System

• ensures an organization’s marketing strategy can continue to satisfy customers by monitoring market volatility

• gathering and processing information about major competitors and their activities.

• create a marketing strategy that matches a given market’s needs and wants

• avoid galling behind the competition in a given market.