Another copy of my EIS assignments. The data is different
assingnment 2020/BUS5EIS assignment 2.pdf BUS5EIS – ENTERPRISE INFORMATION SYSTEMS INDIVIDUAL ASSIGNMENT SEMESTER 1, 2020 This Case Study Assignment is worth 30% (30 marks) of total assessment for this subject Submission mode: Online-Individual work Due date: 31/05/2020, 5PM Words limit: 2500 approx. 10% plus, Minus Pakistan Telecommunication and Mobilink Introduction Cellular mobile services in Pakistan began in the 90s, when the two cellular phone licenses were granted to Paktel and Pak Com (Instaphone) for the provision of cellular mobile telephone services in Pakistan. Currently there are six cellular operators in the market. There has been a remarkable growth in Cellular market. The steady growth saw the addition of more than two million mobile phone subscribers every month throughout the last year. Network coverage of almost ninety percent of the total population of Pakistan has made mobile industry even more appealing for foreign investment. Pakistan comes forward as one of the fastest mounting mobile markets among the developing countries. This year the telecom sector grows by eighty percent, whereas in the last four years the average growth rate has been more than hundred percent. Total subscribers reached 76.9 million (December 2007) It was 34.5million in 2006 and 12.7million in 2005. Figure 1 shows cities/villages covered different Cellular Mobile Operators. Figure 1: Cities covered by the companies In Pakistan’s the most competitive and heated mobile market operator's survival lies in entering new areas to explore new value added services and products and providing better quality of services. This is only feasible by extending networks and be the first to attain unserved population of the country. Recently, however, the industrial structure in the mobile telecommunications has changed dramatically by liberalization. All forecasts in conjunction with technology, market, economic or social aspects, pointing towards continued growth in communications due to the growing concern for the safety and security that can add a new impetus for the remote communications. Ever since deregulation in the mobile telecommunications industry, competition has been gaining pace, it is growing even faster than cable television businesses bundle in phone services and cellular phones put back the fixed telephones of many customers. As a result, many companies renovate their organizations to meet up the demands of this new competitive environment. Problem (Mobilink) Mobilink started operations in 1990 as the first GSM cellular mobile service in Pakistan with a joint venture by Saif Group and Motorola Inc., who later sold it to Orascom Telecom, an Egypt-based multinational company and then they also further sold it to Vimpelcom Group, a Russian Company. The Orascom group, who formally owned Mobilink has a major share in TWA (Transworld Associates) which operates an undersea fiber-optic cable from Karachi, Pakistan, to Fujairah, UAE. As of June 2010, Mobilink had issued two listed bonds valued at PKR 30.2 billion and PKR 60 billion. Moreover, as shown in figure 1, till 2007 company has highest number of customers and provide services in almost all cities in the country. However, recently company had made some major changes in their business policies, such as no more mobile data and call offers/packages for prepaid customers, company accept only post-paid customers and even they increased the cost for their monthly packages. This in result decreased the company performance in the context of customer satisfaction and company annual budget. Here is the company last five years’ data, analyse the data using Attribute and Analytical view in SAP S/4 Hana and suggest solution. Data Note: Data files are available via LMS Written report guidelines and marking criteria: Part 1: Cloud Based • An executive summary (max 300 words) - 2 marks . • Planning and data analysis(using attribute and analytical view) (max 400 words) - 3 marks. • Analysis result (screenshots) and discussion (result of both the views of SAP S/4 Hana)(max 400 words) – 2.5 marks. • Recommendations and findings based on the data result (what is missing and why) (max 400 words) – 2.5 marks . Part 2: Critical Analysis • Mobilink plans to use SAP to change culture at Mobilink. What are the advantages and disadvantages of this approach to culture change? (max 500 words) -10 marks . • Based on the analysis in part 1, recommend any suitable ERP system for the Mobilink max 500 words) -10 marks . Academic Integrity Academic integrity means being honest in academic work and taking responsibility for learning the conventions of scholarship. La Trobe University views this seriously as evidenced by the following extract: Academic honesty is a fundamental principle in teaching, learning, research and scholarship. The University requires its academic staff and students to observe the highest ethical standards in all aspects of academic work and it demonstrates its commitment to these values by awarding due credit for honestly conducted scholarly work, and by penalising academic misconduct and all forms of cheating. Academic Integrity Procedures (2010, p. 1 of 6) Academic misconduct includes poor referencing, plagiarism, copying and cheating. You should familiarise yourself with your responsibilities in relation to Academic Integrity and if you have any questions, direct them to your Course Coordinator. Information can be found on the website at: http://www.latrobe.edu.au/learning/integrity.html http://www.latrobe.edu.au/learning/integrity.html assingnment 2020/city.xlsx Sheet1 City_idCity_nameTotal_customerYear_2017Year_2016Year_2015Year_2014Year_2013Year_2012Year_2011Year_2010 965656Lahore4792746142569152669895266895165899895455956456564894662 556565Karachi4344247242569152669898267895565898995355956455564444662 565656Faislabad4516247132569142669998267555565888995665956665564466662 446664Gilgit3854247122569152669698267445565558995655956665564554662 646656Larkana3754247182569162669598267775565698995215956565564554662 864665Islamabad4334247162569162669498267885565858995435956665564664662 898989Quetta4075247172569192669848267995565598995355956456564454662 899898Bahawalpur 3053247112569162669878267335565238995345956545564433662 assingnment 2020/company_fact.xlsx Sheet1 Branch_IDBranch_nameBudgetYearCity_IdPackage_idState_id 555Lahore19000002017965656455559898 666Karachi19300002016556565545456565 444Faislabad19200002015565656445548998 111Gilgit19100002014446664454554566 222Larkana22000002013646656454541255 777Islamabad21100002012864665555564899 223Quetta31000002011898989289893466 658Bahawalpur 30000002010899898899891595 assingnment 2020/Package_table.xlsx Sheet1 package_IdTotal_packagesYear 4555552017 54545152016 44554202015 45455212014 45454232013 55556252012 28989252011 89989302010 assingnment 2020/State.xlsx Sheet1 State_IdState_nameTotal_customerYear 9898Punjab1,500,0002017 6565Balochistan1,700,0002016 8998Punjab1,701,0002015 4566Punjab1,900,0002014 1255Balochistan2,130,0002013 4899Sarhad2,120,0002012 3466Sindh2,105,0002011 1595Sindh2,100,0002010