IT for Managers

GROUP PROJECT

SECTION B
Group 3
2019069 - Akshali Desai
2019085 - Harshita Singh
2019087 - Indu Segu
2019106 - Shivani Agrawal
2019117 - Trupti Joshi
2019118 - Uddhav Kulkarni
 PART A
Executive Summary
Samsung started its business in the year 1938, Samsung has been able to carve an enviable
niche for itself in the world electronics market. According to the vision of Samsung, “Samsung
is dedicated to developing innovative technologies and efficient processes that create new
markets, enrich people’s lives, and continue to make Samsung a digital leader.”
Management Information System is based on information. The purpose of Management
Information System is to provide information pertaining to the functioning of the business
(like functioning of accounts). Such information is interpreted by the staff at various levels
and decisions are taken for the improvement of the business and also to ensure that the
business is game for competition.
For shippers and logistics companies alike, their purpose of logistics management is to reduce
logistics costs and increase service levels. One of the best ways to achieve the purpose is
through logistics operation optimization. Samsung introduced SCM in order to enable rapid
planning for fast reactions to market changes in order to deliver products that sustain high-
quality within the contract term, it was important for Samsung Electronics to acquire a
credible date that their company can guarantee.
General Background of the Organization
Samsung Electronics Co., Ltd. is a South Korean multinational electronics company
headquartered in Suwon. Samsung is a major manufacturer of electronic components such
as lithium-ion batteries, semiconductors, chips, image sensors, camera modules and flash
memory devices for clients such as Apple, Sony, HTC and Nokia. It is the world's largest
manufacturer of smartphones, started with the original Samsung Solstice and later, the
popularity of its Samsung Galaxy line of devices.
In 2018, Samsung’s revenue was 221.6 billion USD with 320,671 number of employees
worldwide. Samsung has a product-type divisional organizational structure. This structure
type uses product categorization as the basis for determining which resources and business
operations belong to certain divisions, such as the company’s Device Solutions
division. Samsung’s corporate structure has the following main characteristics:
• Product-type divisions
• Centralized corporate hierarchy
• Geographical groupings
Samsung targets more than one segments at the same time through offering several packages
of products and services. For example, there are several variations of Samsung SMART
Signage professional displays with different sizes, screen resolutions and functionalities and
ultimately with different price tags. Thus, Samsung appeals to the needs and wants of
consumers with varying financial capabilities.
Samsung is known to imitative its main competitor Apple in product in design, functionalities,
as well, as marketing strategy. Certain Samsung products such as mobile image sensors
currently have low turnover. However, these products have been developed with the
anticipation that the turnover will increase in the future.
 Samsung India Electronics Pvt Ltd.
• SIEL is the Indian subsidiary of the US $55.2 billion Samsung Electronics Corporation (SEC)
headquartered in Korea.
• Today, it is recognized as one of the fastest growing brands in the sphere of digital
technology & enjoys a sales turnover of over $US 1 billion in just a decade of operations
in India.
• Samsung uses many tools for innovation such as “Reduced 7 Type of Wastage & Six
Sigma”.
• Their commitment to grow through continuous innovation has helped improve their
productivity by 200% in the last 5 years.
Management Information System
MIS is referred to the group of information management methods tied to the automation or
support of human decision making.
e.g. Decision Support Systems, Expert systems, and Executive information systems
• Samsung India moves operations to the Net realizing the potential of the Internet,
consumer goods. SIEL used its website as a business facilitator.
• At a time when most companies in India were still skeptical about using the Net, SIEL
has been one of the trendsetters in this space.
• Within a mere 3 years since commencement of operations in 1995, the company
established its presence on the Web and has gone from strength to strength to
establish itself as an e-enterprise.
• Rajesh Chopra, deputy general manager-information systems, SIEL, points out that the
growth of the Internet in the company took place in 2 distinct phases, namely e-
enabling and e-enhancing.
• e-business strategy spans across 3 areas - B2B, B2C & Information Channel (PR).
• The applications on the B2B front include ‘GLONET’ for its vendors, ‘SERVICENET’ for
authorized service centers and EDI for custom and bank.

Enterprise Resource Planning

• ERP systems are the nervous system of an organization, tracking and coordinating vital
operational support.
• They move products, place orders, assist in decision-making, track projects, and
support numerous industry-specific needs.
• Samsung has its ERP environments firmly in-place and under.
• There are 2 parts of being a “Digital-ε Company”, the first is clearly about being
“Digital”; products that inspire digital integration across the company. The second part
of being a “ε” is to use ε- Processes connecting R&D, production, and marketing to
customers, partners, and the market-disciplined approach is the way they bring value
to every part of our supply chain, including products data to and customer relationship
through ERP.
Sybase Technology
• Samsung Securities needed to build a secure, customer-oriented information system.
Using Sybase technology, Samsung created a data management solution that
improves productivity & customer satisfaction.
✓ Sybase Adaptive Server® Enterprise (ASE)
✓ Sybase Replication Server®
✓ Sybase EAServer
• Using Sybase ASE and Sybase Replication Server®, Samsung Securities implemented a
customer-oriented distribution system & increased the speed of transaction
processing.
• Samsung is running several pilot projects globally to improve efficiency on the supply
chain side and make it fast. In fact, while most companies are still working on a
monthly system, they switched to a weekly system long ago & are now running a pilot
in Korea to reduce the cycle to a daily basis.
• Towards the overall goal of technology-driven performance, Samsung utilized IT in a
big way which helps in integrating a vast distribution system spread all over India and
across the world. It will also cut down costs and increase profitability.
Information systems function
(a) The department has approximately 97,800 employees
(b) Samsung’s organizational structure is designed to promote technological innovation
throughout the enterprise. Technological innovation is at the heart of the company’s
strategies, as seen through rapid innovation involving smartphones and other consumer
electronics.
(c) Samsung’s corporate culture focuses on achieving a high degree of technological
innovation involving human resource development strategies. In theory, its culture involves
the customs, core values, and traditions applied to and expected in the behaviour of
employees, who in this business analysis case includes employees in the corporation’s main
divisions and regional offices for consumer electronics, device solutions, and IT and mobile
communications markets. Samsung’s culture intersects with all areas of the conglomerate.
This intersection indicates the significance of corporate cultural characteristics in achieving
long-term business success in the technology company’s various endeavours.
(d) The company structure is divided on the basis of products. So, each category of product
(like IT and mobile communication, consumer Electronics etc.) has its own team of IT and
R&D. Their respective heads report to the respective product division head, who then report
to the top management.

Processes used in managing IS’s

Samsung Electronics’ technological position and strategy has been strongly centred on the
development of smart phones. By making use of strategic alliances and R&D within the
organisation, company has been able to differentiate itself from its competitors, and develop
a strong patent base, that allows it to continue to innovate and develop new products.
Furthermore, the vertical stratification of the organisation gives it a competitive advantage in
the marketplace, as it does not need to rely on suppliers as much as others.
According to Samsung, an effective MIS can be developed only by having an unambiguous
strategy for implementing various tasks. The following points should be pondered upon:
• Information pertaining to the end-users.
• Evaluating the present information system.
• Which are the sources and their availability?
• Will it be cheaper to access information than acquiring it?
• The consequences of absence of information.
Following is a flowchart of the MIS:
In Samsung, information is interpreted by the staff at various levels and decisions are taken
for the improvement of the business and also to ensure that the business is game for
competition. For Samsung, it is very critical for information system to make long-term plans.
But due to the incessant change in business environment all around the world and continuous
change and improvement in the technologies, making long-term plans is a difficult task. Short-
term plans require too much flexibility.
Apart from these key issues, there are several other factors, some of which are listed below:

• Implementing and Managing Collaborative Support Systems

• Measuring IS Effectiveness and Productivity
• Increasing Understanding of IS Role and Contribution
• Facilitating Organizational Learning
• Managing the Existing Portfolio of Legacy Applications
• Facilitating and Managing End-User Computing
• Using Information Systems for Competitive Advantage
• Planning and Integrating Multi-Vendor Open Systems
• Developing and Managing Electronic Data Interchange
• Outsourcing Selected Information Services
The purpose of the Management Information Systems (MIS) Executive Committee in
Samsung is to:
• Review and ensure that SBCCD meets local, state, and federal MIS regulations
affecting community college operations.
• Discuss and recommend efficient implementation strategies for new or modified MIS
data reporting requirements.
• Review MIS processes and submissions for efficiency, accuracy and completeness.
• Provide an informative, collaborative environment for MIS discussions across
institutional departments.

Samsung’s major Information Systems

SCMIS is Supply Chain Management Information System. Samsung introduced SCM to enable
rapid planning for fast reactions to market changes. Demand predictions by salesmen and
order information have the possibility to be distorted by unsuitable support of the of the
organization. Because a firm’s future projects are based on this distorted market information,
the inaccurate information can directly lead to wrong or inefficient project plans. To solve this
problem, Samsung tried to integrate all the planning steps into one concurrent plan. From
that, Samsung could forecast demand with information integration by implementing SCM.
Sales information and demand predictions were generated by a local marketing group who
had contact with the customers, and these groups were controlled by the strategic marketing
group in the headquarters.
Information management in this kind of system is very likely to cause incorrect demand
predictions without the help of a concurring collection of demand data. Through the
centralization, and with the integration of IS, setting up more accurate production plans was
possible. These actions enabled real-time deliveries to customers by introducing SCM.
Quality, time limit for delivery, and the cost of products are all equally applied to high-tech
products. To deliver products that sustain high-quality within the contract term, it was
important for Samsung to acquire a credible date that their company can guarantee. Thus, an
allocation of resources in advance, based on the current situation, was essential for on time
delivery through reliable information sources, and this was possible with SCM.

While implementing SCM, Samsung archived improvements on process management. The

process management cycle has been shortened from monthly action to daily action. Means,
Samsung utilized real-time business information, and was able to make the correct project
plans quickly. It enabled the simultaneous planning and execution of worldwide
manufacturing and sales plans in the integrated single system. As a global corporation with
worldwide divisions, Samsung needed a centralized supply control.
Other IT initiatives by Samsung:
• Migration from Baan and Mfg. ERP Systems to centralized SAP ERP system from 1st
April 2006 for all business units.
• Implementation of a country wide new WAN Infrastructure for running centralized
ERP system.
• Setting up of new Data Centre at KCO Head Office.
• Extension of Reach System to distributors for capturing Secondary Sales Data.
• Roll out of IT services to new plants and CFAs.
Conclusion
• MIS automates the Samsung’s daily tasks, and provides a fun element for the
members to use outside work hours. The project has covered all the software
engineering phases, which are vital for the successful development of most systems.
• Many techniques were used and adapted from a number of methodologies e.g. a rapid
application development (RAD).
• Again, a number of techniques were applied in the data modelling stages that helped
to visually represent the different processes and data flows in the system.
• Updates and all modifications need to be done only once and every copy of the
database accessed by the users is automatically updated too.
• Also placing the MIS on the department’s network gave the system more security.

PART B

Overview

a. The dataset we have selected for analysis and visualization is ‘Trending YouTube Video
Statistics’. The source for this dataset is Kaggle.com. As we are aware that each and every
video that surfaces on YouTube has a data linked to it. YouTube maintains a list of the top
trending videos on the platform
b. To determine the year’s top-trending videos, YouTube uses a combination of factors
including measuring users’ interactions (e.g. number of views, shares, comments, likes
and dislikes)
c. This dataset is a daily record of the top trending YouTube videos
d. This dataset is structured. So, it doesn’t need much of data cleaning. This data can be
directly used for further analysis.
e. The data that we have collected includes the top 200 listed trending videos in India per
day. These videos were breaking records as per the number of likes, comments, views,
etc.
f. Data includes the video title, channel title, publish time, tags, views, likes and dislikes,
description, and comment count

Gantt Chart:

g. Gantt chart for part A

h. Gantt chart for part B

Dashboard Creation
Different charts for data visualization

h. Correlation analysis between likes and comment for each video

 R = 0.8168
P Value < 0.0001
𝑅2 = 0.667177
Hypothesis:

Results

H0 : There is no H1 : There is significant Positive

correlation between correlation between Correlation – Slope Y = 0.11 X – 725.5
Likes and comment for likes and comments for of the trendline
videos on YouTube videos on YouTube
i. Finding out categories having highest number of views

j. Channel views and likes

k. Channels having top dislikes

Learnings from the analysis

• There is positive correlation between likes and comments for a particular video id
• Packed bubble visualization helps to quickly understand and compare various video
categories according to the number of views
• Videos uploaded through ‘T-series’ channel are having highest number of views
• Videos uploaded through ‘Amit Bhadana’ channel are having highest number of likes
• Videos uploaded through ‘YouTube Spotlight’ channel are having highest number of
dislikes

References
http://panmore.com/samsung-corporate-organizational-structure-characteristics-analysis