Database Memorandum

Successful organizations develop both, short and long term goals focus on operational and financial strategies. This process needs constant evaluation in order to identify opportunities for growth. The goal of every healthcare facility should be to become a leader in the industry, attract high-quality staff and health experts, and establish cutting-edge services for the community. By reviewing current operational realities while working a market research enables the organization to develop strategy solutions to address environmental concerns.

Recently healthcare along with other services sectors have been growing at a fast rate and opportunities to

This is an integrated database, which stores information on customers, products, sales, inventory, and finance from all divisions and geographies. Access can be gained to the database through a user-friendly website which requires a one-time registration and password for customers. Strong search and product recommendation engines characterize the site along with ten customer centers, which bring together related products and services from across the entire 3M organization. Employees and partners can access current information on product prices, availability, specifications and summaries of customer accounts. The profitability of customers and products and the performance of partners can now be analyzed across the entire company allowing better allocation of company resources. This allows 3M to take advantage of market opportunities and cross-selling opportunities and at the same time meet and customize the needs of customer segments. (Harvard Business Review) V. Software and Hardware Description In order to fix the problem of customer information retrieval taking a long time, 3M implemented new software and hardware from IBM, which allows accurate information to be provided in a timely manner. For software, 3M chose IBM 's EDMSuite OnDemand for Windows NT (now referred to as IBM Content Manager OnDemand for Windows NT). 3M chose OnDemand because it

Following an organization announcement in 2015, the healthcare system was divided into four divisions headed by a leadership team of 5 that oversee all the divisions. The second division consists of the 3 regional hospitals associated with the New York Presbyterian system. Often hospitals associated with a healthcare system are hospitals waiting on approval from the city and HCOs involved. The 3rd division consists of NY-Presbyterian physician services. Lastly, the fourth division consists of all the health services that make up the health care system’s community and population health. These services include ambulatory care network sites and healthcare initiatives. As a Highly Reliable Organization, New York Presbyterian keeps track of multiple trends to shift and shape it’s organization for today’s always changing and complex healthcare industry. Through the tracking of consumer healthcare decisions, New York-Presbyterian uses this data to adjust its practices and policies to help patients make the best medical decisions and provide the highest quality of care. Positioned in one of the biggest metropolitan areas in the world, New York-Presbyterian keeps track of it’s competition by monitoring the consolidations of healthcare organizations within their market share. Through this monetization, the healthcare system prioritize its marketing strategy that allows them to sell the unique

* Based on your experiences, identify one (1) example of a business function / operation. Explain the business function / operation in the context of business data models.

a. What kinds of queries would be useful to Woodcraft, assuming that it wants to improve its sales, relationship with its customers, or other aspects of its business? Describe what information you might want to select from the database in the form of a query, and list the specific columns and data that the query would produce. Assume that they have hundreds of customers, rather than the short list found in the database file.

Riordan Manufacturing has been on a steady growth pattern since it began in 1991. Riordan currently has multiple databases handling separate aspects of the company. Each branch of Riordan Manufacturing has its own databases for human resources, sales, accounting and finance, operations and security. This paper presents the problems this type of system can cause and recommendations of a system that will integrate all locations regardless of city, state or country. These recommendations will integrate Riordan’s business systems by creating a central location for the information resulting in a streamlined,

The fragmented urgent-care market is drawing significant attention from providers and investors, with many planning on opening urgent care facilities in the next few years. In fact, according to Chad Pinnell, managing director of health care solutions at JLL, a commercial real estate services firm in Columbus, Ohio, “Clinics and related health facilities account for up to 40 percent of all new retail real estate transactions in some markets.”

Second, this design maximizes the visual and informational presentation for the financial data. Given this design, the user of the information can readily identify what items belong to a certain department, and how many items were in to arrive at the total cost for a particular item for the period. Third, given the presentation of the total amount and quantity on hand for an item, the information user can easily calculate the effective average purchase price for an item. Recommend improvements to the data table The data tables, specifically the Pivot table, may be improved on by arranging the codes chronologically; sort the data by compiling

When Kudler opened its first store back in 1998, Microsoft Access was chosen as the database platform used to track inventory, orders and customers. While this initially proved to be an adequate solution, it has since outgrown its usefulness. Now with three stores and a fourth due to open soon, a new database management system must be put into place.

Changes to the health care market occur rapidly, bringing the need for stability in purchasing various products and services. Since 2007, our national medical sales distributor, Diagnostic Connections strives to provide the best products and services to our sales representatives. In turn, our highly qualified sales team uses various marketing, sales, medical consulting and management techniques to deliver superiority products.

There is a new trend in the health care provider market and the hospital has not stand ahead or abreast of the new trend. Today, it is estimated that 6,400 urgent care centers have been established nationwide (Ferenc & Stempniak, 2015). The American Academy of Urgent Care Medicine reports a higher number, 9,300 urgent care clinics estimation (Ferenc & Stempniak, 2015). Those numbers will grow. It is predicted that the “$14.5 billion urgent care industry will increase by 5.8 percent annually through 2018 to about $18.8 billion” (Ferenc & Stempniak, 2015, p.7). With numbers like that, it benefits the hospital to readjust its delivery of health services to look heavily at the new trend practices. The leaders failed to conduct a market and financial analysis. This may cause the hospital to loose its viability as a competitor. As a result, the hospital cannot identify market trends to stay ahead of the trends and be prepared to meet challenges that come along with those trends. In addition, it has failed to conduct a financial analysis to assess if it is profitable to implement new strategies to meet the market

In this paper, I will be simulating, that as a project manager, I have been designated to design a new Direct sales and Accounting System for up a coming business “Especially for you Jewelers”, or EFYJ. I will be assessing Business benefits, explaining the capabilities, and giving examples of three (3) possible scenarios. I will attempt to create a Vision Document, Activity Diagram, and a Use Case Description.

Information from internal records is usually quicker and cheaper to get than information from other sources, but it also presents some problems. Because internal information was for other purposes, it may be incomplete or in the wrong form for making marketing decisions. For example, accounting department sales and cost data used for preparing financial statements need adapting for use in evaluating product, sales force or channel performance.

focus on a small client base of academic medical centers while perfecting the market positioning and