Download Business Objects: The Complete Reference by Cindi Howson PDF

By Cindi Howson

In case your aim in company intelligence reporting is company items good fortune, this can be the source for you. supplies a radical run-down of the software program, plus assurance of internet intelligence, advanced queries, multidimensional research, and extra. writer Cindi Howson has lots of hands-on event with the product.

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Table 4-5: Potential User Segments Segment Characteristics Accountant VP Marketing Computer literacy level High Moderate Primary or secondary Primary Secondary Job level Mid Upper Analytic job component High Low Spreadsheet user Yes No Amount of travel Minimal High Table 4-6: Customized Marketing Strategy per User Segment External Customer Unknown Primary Unknown Unknown Unknown Minimal Marketing Mix Product(s) Accountant BusinessObjects External Customer WebI Product benefits to emphasize Access to any information, ad hoc reporting 46 VP Marketing InfoView, exception reports from Broadcast Agent Monitor key indicators Manage costs Chapter 4: Marketing BusinessObjects Part II: A Better Universe Price Place Promotional media Training approach 47 Overhead cost Desktop E-mail, internal user conferences Classroom, books Overhead cost PDA Staff meetings, corporate newsletters Reference card Per-report fee Browser Fact sheet, site visit from salesperson Reference card < Day Day Up > < Day Day Up > Summary Applying a marketing strategy to your BusinessObjects implementation will help you speak the language of business users and speed your success.

It is reflected as an indirect cost, part of corporate overhead. Some companies will charge a flat fee when a user is first granted access to BusinessObjects or WebI. This approach may help you manage the implementation to ensure that the people who need access the most will also pay for it. However, let's assume your company has already bought 1,000 licenses. The company has already incurred the expense. Re-charging business units may help move the costs from the IT department to the business unit, but it has no material effect on company expenses.

Deciders are in a position of authority and can cast the final vote on funding the project, establishing an implementation strategy, or approving the initial set of BusinessObjects tools. In the preceding examples, the decider could be • The CIO who overrules the central data warehouse project manager and allows individual business units to proceed with a BusinessObjects implementation, regardless of the existence of a dependent data mart • The VP of Marketing who requires all marketing staff to at least be report readers who log into InfoView portal to retrieve their own reports, while the administrative assistant is empowered as a report author • The CFO who commits to phasing out the departmental spreadsheets/databases after an agreed-upon period of running BusinessObjects reports in parallel Pre-business intelligence, I focused on work group computing tools.

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