Study On Development of Business Intelligence With Reference To TechnoRadiant (PDF - Io)

A
PROJECT REPORT
ON
STUDY ON DEVELOPMENT OF BUSINESS INTELLIGENCE

AT
“TECHNORADIANT”
SUBMITTED TO
SAVITRIBAI PHULE PUNE UNIVERSITY
IN PARTIAL FULFILLMENT OF
MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY
Vrushabh pawar
UNDER THE GUIDENCE OF
DR. VIDYA BHANDWALKAR
DEPARTMENT OF MBA
DHOLE PATIL COLLEGE OF ENGINEERING WAGHOLI, PUNE.
(2020-22)
1
DHOLE PATIL EDUCATION SOCIETY’s
DHOLE PATIL COLLEGE OF ENGINEERING
Accredited by NAAC with A+ Grade, An ISO 9001:2015 Certified
Institute
1284, Near Eon IT Park Kharadi, Dhole Patil College Road,
Wagholi, Pune-412207
Website: www.dpcoepune.edu.in E-mail: dpcoepune@gmail.com,
Phone:020-66059900
CERTIFICATE
This is to certify that vrushabh pawar is a bonafied student of Dhole Patil College of
Engineering, Pune pursuing Masters of Business Administration course of 2020-22, has
successfully completed her summer project titled “Study on development of Business
Intelligence” at TechnoRadiant From DURATION DATE OF PROJECT.
This project is accomplished adequately and submitted in partial fulfillment of MBA

SPECIALIZATION curriculum as per the requirement of Savitribai Phule Pune University for
batch 2020-22.
Name Dr. Vidya Bhandwalkar Dr. Nihar Walimbe

Project Guide HOD, MBA Dept. Principal
Dhole Patil COE, Pune Dhole Patil COE, Pune Dhole Patil COE, Pune
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ACKNOWLEDGEMENT
I take this responsibility to express my profound and sincere gratitude to SAVITRIBAI

PHULE PUNE UNIVERSITY and DR. D. Y. PATIL SCHOOL OF MANAGEMENT
for providing me with the opportunity to explore the corridors of the corporate world and
gather invaluable knowledge and practical experience via the Summer Internship Program.
It gives me immense pleasure to express my gratitude to all those individuals who were
associated with this project work. I have great pleasure to present this concise report on
“Study on development of Business Intelligence”, undertaken by me for two months in
TechnoRadiant as a part of a fulfillment of MBA. I would also like to thank the
HR/Finance manager Name of Company Authority for his kind cooperation and giving me
all necessary knowledge and support. I would also like to thank all the employees of
TechnoRadiant for their valuable suggestions and constant encouragement.
I would like to express my sincere gratitude to Dr. Vidya Bhandwalkar (Internal Project
Guide) of Dhole Patil College of Engineering, Pune who guided me how to carry on with
the project and also thankful to Dr. Vidya Bhandwalkar (HOD) for their able guidance and
support have been constant source of knowledge and motivation for me.
It gives me immense pleasure to express my gratitude to Dr. Nihar Walimbe, Principal of

Dhole Patil College of Engineering, Pune for giving me opportunity to do this project work.
At the last, I would like to thanks to all my batchmates who always encouraged and
supported me to complete this study successfully.
xxxxxxxxxxxxxxxxxxxxxxxxx
M.B.A. (Human Resource Management)
3
Dhole Patil College of Engineering, Pune
DECLARATION
I HEREBY DECLARE THAT THE PROJECT REPORT TITLED “A STUDY ON
DEVELOPMENT OF BUSINESS INTELLIGENCE” IS GENUINE RESEARCH
WORK UNDERTAKEN BY ME UNDER THE GUIDANCE OF DR. VIDYA
BHANDWALKAR.
THIS INFORMATION HAS BEEN COLLECTED FROM GENUINE AUTHENTIC

SOURCE.
THE REPORT IS BEING SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENT OF MASTERS OF BUSINESS ADMINISTRATION (MBA) FROM
SAVITRIBAI PHULE PUNE UNIVERSITY.
DATE: STUDENT NAME
PLACE:
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SR NO. TITLE PAGE NO.
1. INTRODUCTION 6
2. OBJECTIVES OF THE STUDY 22
3. PROFILE OF THE ORGANIZATION 24
4. LITERATURE REVIEW 27
5. RESEARCH METHODOLOGY 42
6. DATA COLLECTION, ANALYSIS & INTERPRETATION 44
7. FINDINGS & OBSERVATIONS 57
8. SUGGESTIONS & RECOMMENDATIONS 58
9. CONCLUSION 60
10 BIBLIOGRAPHY 61
ANNEXURE:
INDEX
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CHAPTER 1
INTRODUCTION
Business Intelligence
Business intelligence (BI) comprises the strategies and technologies used by enterprises for
the data analysis of business information. BI technologies provide historical, current and
predictive views of business operations. Common functions of business intelligence technologies
include reporting, online analytical processing, analytics, data mining, process mining, complex
event processing, business performance management, benchmarking, text mining, predictive
analytics and prescriptive analytics. BI technologies can handle large amounts of structured and
sometimes unstructured data to help identify, develop and otherwise create new strategic
business opportunities. They aim to allow for the easy interpretation of these big data.
Identifying new opportunities and implementing an effective strategy based on insights can
provide businesses with a competitive market advantage and long-term stability.
Business intelligence can be used by enterprises to support a wide range of business decisions
ranging from operational to strategic. Basic operating decisions include product positioning or
pricing. Strategic business decisions involve priorities, goals and directions at the broadest level.
In all cases, BI is most effective when it combines data derived from the market in which a
company operates (external data) with data from company sources internal to the business such
as financial and operations data (internal data). When combined, external and internal data can
provide a complete picture which, in effect, creates an "intelligence" that cannot be derived from
any singular set of data amongst myriad uses, business intelligence tools empower organizations
to gain insight into new markets, to assess demand and suitability of products and services for
different market segments and to gauge the impact of marketing efforts.
Often BI applications use data gathered from a data warehouse (DW) or from a data mart, and
the concepts of BI and DW combine as "BI/DW" or as "BIDW". A data warehouse contains a
copy of analytical data that facilitate decision support.
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1.1 What is Business Intelligence?
Business Intelligence cannot describe as a single product, a technology or a methodology. BI is a

combination of all that. It is used to organize the key information and give the management the
information that is needed to improve the business performance.
1.1.1 History of Business Intelligence
The earliest known use of the term business intelligence is in Richard Millar

Devens' Cyclopædia of Commercial and Business Anecdotes (1865). Devens used the term to
describe how the banker Sir Henry Furnese gained profit by receiving and acting upon
information about his environment, prior to his competitors:
Throughout Holland, Flanders, France, and Germany, he maintained a complete and perfect train
of business intelligence. The news of the many battles fought was thus received first by him, and
the fall of Namur added to his profits, owing to his early receipt of the news.
— Devens, p. 210
The ability to collect and react accordingly based on the information retrieved, Devens says, is
central to business intelligence.
When Hans Peter Luhn, a researcher at IBM, used the term business intelligence in an article
published in 1958, he employed the Webster's Dictionary definition of intelligence: "the ability
to apprehend the interrelationships of presented facts in such a way as to guide action towards a
desired goal." Business intelligence as it is understood today is said to have evolved from
the decision support systems (DSS) that began in the 1960s and developed throughout the mid-
1980s. DSS originated in the computer-aided models created to assist with decision making and
planning.
In 1989, Howard Dresner (later a Gartner analyst) proposed business intelligence as an umbrella

term to describe "concepts and methods to improve business decision making by using fact-
based support systems." It was not until the late 1990s that this usage was widespread.
Critics see BI merely as an evolution of business reporting together with the advent of

increasingly powerful and easy-to-use data analysis tools. In this respect it has also been
criticized as a marketing buzzword in the context of the "big data" surge.
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1.1.2 The purpose of the Business Intelligence solutions
In the book “Tietovarastot ja Business Intelligence” (Hovi et al. 2009, 80-81) the purpose of
Business Intelligence solutions is presented by five points
The purpose of Business Intelligence is to:
1. Help organizations to speed up and improve decision making
Essential objective of the Business Intelligence is to give support to make better decisions in any
level in the organization.
2. Answer the users information needs in real-time
Truthful information makes a difference in business. Need for specific information queries and
reports are more efficient with right BI -tools.
3. Support strategy and goals in organization
This is possible in organizations which have clear strategic goals. The problem with this is that
the BI solutions are often formed into separated sections. These sections do not communicate
with the upper level strategy objectives. There have been developed solutions to bring the
business sections closer to each other.
4. Improve users’ possibility to get access and share information
The relevant part of creating a BI solution is to give users access to the information. The goal is
to get users to process information without the help of IT experts.
5. Lowering the expenses and improve the operative effectiveness
It is difficult to price the benefits of better decisions which have been made based on information
gathered with BI. In business the large benefits of the Business Intelligence solutions are
lowering the expenses and improving the operative effectiveness.
1.1.3 How to use the business information with the Business Intelligence?
With the Business Intelligence the business information is used to make business analyses and
through that better business decisions. Here is an example of how those can be combined
together according to Williams and Williams. (2007, 3-9)
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􀁸 Business Information
Business Information can be any information gathered from the company databases. This
information can be for example history of the company’s and customer’s behaviour; orders, sales
by region, sales information by product or service, forecasted and actual sales.
􀁸 Business analyses
The business information can be used to make business analyses from the company and
customer’s behaviour; backorder and lost sales analyses, historical sales analyses, revenue and
profit analyses for product or service, market share analyses.
􀁸 Decisions based on analyses
Based on the analyses, the business actions can be; rectifying problems what caused backorders,
lost sales or product or service problems, creating campaigns based on knowledge of the
customer base or optimizing sales force tactics. (Williams, Williams 2007, 6-9)
1.2 BI Architecture & usage
The Business Intelligence solutions require a different technology to support its functions. In this
chapter the technology behind the Business Intelligence is presented by looking into the
following techniques and features.
1.2.1 Data Warehouse
Business Intelligence can be used independently without a data warehouse but it is not very
typical. Data Warehouse technology is usually the base of the business intelligence solutions.
Data Warehouse is the repository where the data is placed from the companies’ various data
sources and transformed into a common form. These data sources can be for example operational
systems, ERP and public information. The data in the Data Warehouse is multidimensional and it
can be used for querying and analysing. The process of the information flow is called Data
Warehousing as presented in Figure 1. (Hovi et Al. 2009, 7, 14; Data Warehouse info 2008)
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1.2.2 ETL
ETL stands for Extract, Transform and Load and is used for extracting the information from the
various sources, transforming it to usable form and finally loading it to the data warehouse or
other data repositories. The information can be read and analyzed from the data warehouse.
(Hovi et Al. 2009, 14; Data Warehouse info 2008)
Figure 1: Data warehousing process
1.2.3 OLAP & OLTP
OLAP (On-line Analytical Processing) is a multidimensional analysing method. OLAP is one

procedure of the BI- solutions that makes an opportunity to the multidimensional hierarchy of the
information. It helps and speeds up information availability and presentation. OLAP is typically
described in a form of a cube and it makes the “drilling” into the information possible. (Hovi et
al. 2009, 91-93)
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OLTP (On-Line Transactional Processing) is a method for providing the data. OLTP systems
like ERP work in operative environment where the data volume is higher, it is highly available,
and it is more detailed and current. (Data Warehouse info 2008; YIT 2010)
Figure 2: OLTP & OLAP
1.2.4 Data Mining
Data Mining is a data analysing technique which gives even more detailed information than the
traditional Business Intelligence. Data mining analyse methods are typically statistic, mathematic
and half automatic data processing. It is used to search the information that is followed by certain
rules or probabilities to help to predict the business. (Hovi et al. 2009,98-99)
1.2.5 Reporting in business with BI
Reporting is an important feature in business. That is the reason why the information must be
truthful and more quickly available. Development for reporting solutions is going forward
because of these demands. Today the direction for the reporting has been more to the web-based
solutions for helping the accessibility. Despite the fact that the reporting tools are developing,
certain tools remain. The purpose of the spreadsheet software like Microsoft Excel is still firm
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and an important tool in reporting. (Hovi et Al. 2009, 87)Creating new reports requires different
queries from the data warehouse databases. Good BI solution offers a clear user interface for
constructing easy queries. Despite the fact that tools are available, there is a shortage of end users
who make these reports. The objective for the BI is opposite - the right information should find
right people faster. (Hovi et al.2009, 87)
Here are few examples of the reports in SAP Net Weaver. (YIT 2010)
Figure 3: Example 1 of SAP Net Weaver BI report
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Figure 4: Example 2 of SAP Net Weaver BI report
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Figure 5: Example 3 of SAP NetWeaver BI report
1.2.6 SAP Business Information Warehouse and SAP NetWeaver
SAP Business Information Warehouse (SAP BW) is a package included with data warehousing,
business intelligence platform and business intelligence tools suite. Business information can be
imported from SAP applications or external sources. SAP BW is a component of the SAP Net
Weaver. SAP Net Weaver is a web-based platform for SAP applications. It can be customized
and the information can be imported from number of different sources. Its advantages are the
accessibility and integration with other systems. (SAP Library 2011; SAP2011)
2 Future Visions & Possibilities
2.1 BI 2.0
With the latest methods and trends the BI solutions are going forward. The next generation BI is
going deeper on the information. It is meant to create visions and automatic conclusions like
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forecasts based in the information. It should work in real-time and service-oriented service
through the web. There are few examples in the following chapters according to Hoviet al.
(2009)
2.1.1 Dashboards
Companies’ objectives are monitored with different indicators. The Key Performance Indicators
(KPI’s) are the metrics of strategic objectives. The Business Intelligence enables the possibility
to follow the metrics by different visual views. Dashboards, Business Activity Monitoring
(BAM), Scorecards, and Strategy Maps are different types of techniques which the performance
can be monitored and measured.
Although the dashboards in graphical user interfaces (GUI) are available the reliability of the
data must be in order before considering these kinds of solutions. Without the good data ware
house architecture and data integration it is useless to have a fancy graphical user interface
(GUI).
Figure 6: SAP Xcelsius dashboard
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2.1.2 Location intelligence
By combining the Business Intelligence with the Geographic Information Systems (GIS) the
analysing possibilities can be unique. Location information is about widening the basic
information to the map. Information often includes addresses, areas, postcodes etc. Different
analyses can be visualized using the geographic information.
Figure 7: View of Location Intelligence by the APOS
2.1.3 Interactive visualization
The purpose for the interactive visualization is to gain wider user groups by simplifying the
usage and the user interfaces. Too complex user interfaces frighten the possible users. Only the
necessary functionality should be presented simply and efficiency. Traditional presentation of
information is changing to more visual in BI. Interaction between different software will be
supported.
2.1.4 In-Memory Analysis
In-Memory Analysis is one of the new ways of handling the information like the ETL-process.
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The information is loaded directly to memory of the server without using multi dimensional
cubes or information summing like in OLAP. When the server architecture is going forwards
to64-bit environment and the price of memory is dropping this fast and efficient technique will
be serious alternative for some solutions.
2.1.5 Search engines
Search engines are common feature in today’s world. The search feature will be a part of BI-
solutions as well. Information can be searched with BI from various data sources. Search queries
can combine the company information and the public information to present all the information
available from the query.
2.1.6 BI Competency Centers (BICC)
BI-solutions are efficient and easier to control if there is a common line between the different
business units. To control wider user environments the competency centers, offer an answer. The
main idea is to centralize the actions that concern information distribution, development and
handling. It is an interpreter between IT and the business. It helps to consider the technical and
the business needs.
Industry Profile
The global sourcing market in India continues to grow at a higher pace compared to the IT-BPM
industry. India is the leading sourcing destination across the world, accounting for approximately
55 per cent market share of the US$ 185-190 billion global services sourcing business in 2017-
18. Indian IT & ITeS companies have set up over 1,000 global delivery centre’s in about 80
countries across the world.
India has become the digital capabilities hub of the world with around 75 per cent of global
digital talent present in the country.
Market Size
India’s IT &ITeS industry grew to US$ 181 billion in 2018-19. Exports from the industry
increased to US$ 137 billion in FY19 while domestic revenues (including hardware) advanced to
US$ 44 billion.
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Spending on Information Technology in India is expected to grow over 9 per cent to reach US$
87.1 billion in 2018.
Revenue from digital segment is expected to comprise 38 per cent of the forecasted US$ 350
billion industry revenue by 2025.
Investments/ Development
Indian IT's core competencies and strengths have attracted significant investments from major
countries. The computer software and hardware sector in India attracted cumulative Foreign
Direct Investment (FDI) inflows worth US$ 37.23 billion between April 2000 and March 2019
and ranks second in inflow of FDI, as per data released by the Department for Promotion of
Industry and Internal Trade (DPIIT).
Leading Indian IT firms like TechnoRadiant, Wipro, TCS and Tech Mahindra, are diversifying
their offerings and showcasing leading ideas in block chain, artificial intelligence to clients using
innovation hubs, research and development centre’s, in order to create differentiated offerings.
Some of the major developments in the Indian IT and ITeS sector are as follows:
 Nasscom has launched an online platform which is aimed at up-skilling over 2 million
technology professionals and skilling another 2 million potential employees and students.
 Revenue growth in the BFSI vertical stood at 6.80 per cent y-o-y between July-
September 2018.
 As of March 2018, there were over 1,140 GICs operating out of India.
 PE investments in the sector stood at US$ 2,400 million in Q4 2018.
 Venture Capital (VC) investments in the IT &ITeS sector stood at US$ 53.0 million
during Q4 2018.
Government Initiatives
Some of the major initiatives taken by the government to promote IT and ITeS sector in India are
as follows:
 The government has identified Information Technology as one of 12 champion service

sectors for which an action plan is being developed. Also, the government has set up a Rs
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5,000 crore (US$ 745.82 million) fund for realizing the potential of these champion
service sectors.
 As a part of Union Budget 2018-19, NITI Aayog is going to set up a national level
programme that will enable efforts in AI^ and will help in leveraging AI technology for
development works in the country.
 In the Interim Budget 2019-20, the Government of India announced plans to launch a
national programme on AI and setting up of a National AI portal.
 National Policy on Software Products-2019 was passed by the Union Cabinet to develop
India as a software product nation.
Achievements
Following are the achievements of the government during 2017-18:
 About 200 Indian IT firms are present in around 80 countries.

 IT exports from India are expected to reach highest ever mark of US$ 126 billion in
2017-18.
 Highest ever revenue was generated by Indian IT firms at US$ 181 billion in 2018-19.
Road Ahead
India is the topmost off shoring destination for IT companies across the world. Having proven its
capabilities in delivering both on-shore and off-shore services to global clients, emerging
technologies now offer an entire new gamut of opportunities for top IT firms in India. Export
revenue of the industry is expected to grow 7-9 per cent year-on-year to US$ 135-137 billion in
FY19. The industry is expected to grow to US$ 350 billion by 2025 and BPM is expected to
account for US$ 50-55 billion out of the total revenue.
Reports
India is the world's largest sourcing destination, accounting for approximately 55 per cent of the
US$ 185-190 billion market in 2017-18. India’s highly qualified talent pool of technical
graduates is one of the largest in the world and the country has a low-cost advantage by being 5-
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6 times inexpensive than US. India is the second-fastest digitizing economy amongst 17 leading
economies of the world.
The cloud market in India is expected to grow three-fold to Rs 49,621 crore (US$ 7.1 billion) by
2022 with the help of Growing adoption of Big Data, analytics, artificial intelligence and Internet
of Things (IoT), according to Cloud Next Wave of Growth in India report.
At Rs 9,57,493 crore (US$ 137 billion) in 2018-19. India‘s IT sector market is projected to reach
Rs 6,98,900 crore (US$100 billion) by 2025.
Export revenue from digital segment forms about 20 per cent of the industry’s total export
revenue.
India’s IT industry contributed around 7.7 per cent to the country’s GDP and is expected to
contribute 10 per cent of India’s GDP by 2025.
India’s IT-BPM sector is expected to expand to US$ 350 billion by 2025 and BPM is expected to
account for Rs 3,49,450-3,84,395 crore (US$ 50-55 billion) out of the total revenue. IT BPM
industry revenues was estimated at around Rs 12,37,053 crore (US$ 177 billion) in FY2018-19
with a growth rate of 6.1 per cent. Moreover, revenue from the digital segment is expected to
form 38 per cent of the total industry revenue by 2025 whereas, digital economy is estimated to
reach Rs 69,89,000 crore (US$ 1 trillion) by 2025.
IT industry employs nearly 3.97 million people in India of which 105,000 were added in FY18.
The industry added around 105,000 jobs in FY18 and is expected to add over 250,000 new jobs
in 2019. Hardware exports from India are expected to grow at 7-8 per cent in FY19^. The export
sector crossed Rs 9,57,493 crore (US$ 137 billion) of revenues and marginally grew at the rate of
7-9 per cent in FY19.
The computer software and hardware sector in India attracted cumulative Foreign Direct
Investment (FDI) inflows worth Rs 2,60,200 crore (US$ 37.23 billion) between April 2000 and
March 2019 and ranks second in inflow of FDI, as per data released by the Department for
Promotion of Industry and Internal Trade (DPIIT).
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PE investments in the sector stood at Rs 11,881 crore (US$ 1.7 billion) in Q1 2019 and venture
capital (VC) investments in the IT &ITeS sector stood at Rs. 461 crores (US$ 66.0 million)
during Q1 2019.
The Government of India has extended tax holidays to the IT sector for software technology
parks of India (STPI) and Special Economic Zones (SEZs). As of May 2019, there were 273
approved SEZs across the country where 136 are exporting SEZs.
Further, the country is providing procedural ease and single window clearance for setting up
facilities. On May 2019, the Ministry of Electronics and Information Technology (MeitY)
launched the MeitY Startup Hub (MSH) portal.
Also, the government has identified information technology as one of the 12 champion service
sectors for which an action plan is being developed. It is setting up a Rs 5,000 crore (US$ 745.82
million) fund for realizing the potential of these champion service sectors.
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CHAPTER 2
OBJECTIVES OF THE STUDY
Statement of the Problem
This project will be conducted in TechnoRadiant in Information Technology (IT) Company; the
company was using the BI system that has a lot of problems. First the present architecture of a
system did not have a support for integration of new modules because they were not following
any authentic pattern like Model View Controller (MVC) model or Service Oriented
Architecture (SOA). Second the HTML pages were used to process most of the data on their
local machines that slow down the local machine because the resources were already occupied
by the already running programs on that machine. These two problems raised number of other
issues that are a s follows;
 Re-design the architecture of the system

 Minimize Ajax requests
 Remove DOM objects and use proper HTML templates.
Objectives of the study
 To find out about the development of Business Intelligence in TechnoRadiant.

 To find out how implementation of BI system has helped the organization to reduce the
possible mistakes of the future.
 To find out how implementation of BI system has helped the organization in taking better
decisions for the future.
Scope of the study
The scope of Business Intelligence is vast. There are several industries that are yet to implement
Business Intelligence. Meaning that there's a future in BI
Business Intelligence is the set of techniques and tools for the transformation of raw data
(information) into meaningful and useful information for Business analysis (finding
trends/forecasting trends etc.) purposes.
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This has a lot of scope in the coming years due to the fact that it involves analysis of data and
data is growing in uncontrolled manner which is now termed as Big Data, which includes data
from Social media and twitter and Facebook etc. etc. plus the unstructured data SMS, MP3,
Video clips, YouTube etc.
All this gives us the power to derive value from information to drive intelligent business
decisions to gain a profitable business growth, cut wasteful expenditure, get customer insights
etc. Therefore, the scope of BI is very large and keeps increasing in times to come.
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CHAPTER 3
PROFILE OF THE ORGANIZATION
TechnoRadiant is an award-winning digital marketing company that offers a full spectrum of

data-driven web marketing services. It has a unique, close-knit team with experts in all facets of
web marketing: strategic, creative as well as technical.
We develop growth-oriented online marketing campaigns that make a positive impact on

businesses. We have cheerfully and expertly designed, developed, strategized and implemented
web marketing programs and Wordpress sites for small and large medical clients, non-profit
foundations, design agencies etc.
TechnoRadiant is committed to help business across industries to augment their marketing

efforts and gain a competitive edge through effective digital marketing solutions.
TechnoRadiant believe the first impression is the last impression that stays with one for a
lifetime. When it comes to digital growth, the internet can be an unforgiving platform for the
ones that do not make haste with quality content and effort. With our team of qualified
professionals, we aim to make the internet platform a boon for you with better sales conversions
and ample brand recognition. As a top-ranking digital marketing agency, we strive to harness the
power and potential of SEO, social media, Google Ads, and various such means to attain your
designated goals. We work round-the-clock to understand the mission and vision of the
brand/company to help them achieve complete success with a strategic digital marketing
campaign.
We study your brand thoroughly to understand what your customers need in order to associate
brand reliability. We keep our digital marketing approach straight and simple to help you grasp
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what goes where. We give you a clear idea of the processes involved and are available to you for
quick answers to all your queries.
Services
SEO Services
With the help of a specialist team, we work alongside you to implement the SEO strategies that
churn higher lead conversion rates. We help you acquire high-quality website traffic via organic
rankings over popular search engines such as Google.
PPC Services
We also help you attract new potential customers with the use of paid advertisements over social
sites, search engines, and more! Our team will study your brand to locate the ideal ways to
acquire the best leads for the brand via PPC advertising.
ORM Services
With a struggling brand reputation, the internet can make things worse and make your company
fall face first. At Techno Radiant, we ensure that your brand has the best and realistic presence
over the internet domain with our online reputation management services.
Social Media Marketing
Our Social Media Management strategies involve scheduling, creating, engaging, as well as
analyzing the content posted over social media channels such as Instagram, Facebook, or
Twitter.
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Brand Marketing
Your services or products are as good as your brand is perceived. Techno Radiant helps you
achieve that brand recognition through well-scaled brand marketing strategies.
Content Creation
When dealing with the online platform, your brand is nothing without content. Simply put,
content adds a voice to your message, and we help you do just that with our creative content
creation techniques.
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CHAPTER 4
LITERATURE REVIEW
This chapter presents a review of the literature on Business Intelligence (BI) and Business
Intelligence Systems’ maturity before boarding on a research work. It contains the general
review of the terms business intelligence, business intelligence systems, role of BI in
management decision making, BI implementation in the organization, measurement and
evaluation and various theories that are underlying in this research. The chapter is segregated
into different parts.
Evaluation Of BI Systems & BI Maturity
Evaluation of business intelligence has long awaited course for research community as well as
for business managers (Elbashir et al., 2008; Dehning& Richardson, 2002; Kohli & Devraj,
2003; Chan, 2000; Barua& Mukhopadhyay, 2000). The managers must want to know the worth
of investments made by them. Many authors have attempted to evaluate or measure the effects a
business intelligence system (BIS) can have on the overall performance of an organization.
Growing business requirements and availability of various BI tools encouraged many companies
to scientifically measure their performance over time as their benefits cannot be seen in the short
run as well as the alignment of BI tools with organizational strategic objectives (Barone,
Topaloglou, & Mylopoulos, 2012).
Various researches have extensively discussed the topic of evaluation of BI system in the
literature (Dell’Aquila et. al. 2008, Lahrmann et. al. 2011, Rouhani et. al., 2012, Isik et. al. 2013,
Jooste et.al. 2014). Many researchers have made attempt in this direction. Besides, a suitable
research strategy is also necessary to successfully evaluate such economic asset which is the
result of BI assimilation and organizational strategies.
There are various research methodologies available for Information System (IS) research but,
specifically, two of them have attracted researchers to be applied in last few decades, i.e., Action
Research (AR) and Design Science Research (DSR) (Agerfalk & Goldkuhl, 2013; Hevner &
March, 2004). The AR has a limited audience as its prime focus is at solving the problem for a
particular organization. Its findings cannot be generalized to other organizations. (Peffers,
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Tuunanen, Rothenberger, & Chatterjee, 2007; Jrad, Ahmed, & Sundaram, 2014). This limitation
of AR can be prevailed by DSR as it is able to serve to the business as well as academic worlds
at the same time.
The organizational performance fundamentally depends upon organizational factors (such as

strategy, structure, culture, and process). These factors positively influence the BI systems’
effectiveness which arbitrates the relationship between organizational factors and organizational
performance. Ultimately it helps to realize superior organizational performance (Arefin, Hoque,
& Bao, 2015).
Lonnqvist & Pirttimäki (2006) conducted research to determine the major purposes of business
intelligence evaluation and to suggest improvements in the then used BI measurements. The
study highlighted two important reasons to measure BI. The first and very basic motive behind
BI evaluation is to provide evidence that BI is worth investment (Sawka, 2000). The business
executives must know the value of their investment. Another important requirement of BI
measurement is to help manage the BI process, i.e. to make sure that BI products satisfy users’
needs and that the process is efficient (Herring, 1996). The study suggested exercising a
Balanced Performance Measurement system that could cover the effects of BI process and the
important factors as well.
Better information, better strategies, better tactics and decisions, and more efficient processes
were among the top five benefits considered most important in BI development. Little research
has been identified describing how (if at all) these intangibles are identified and weighed, who
the participants are, and how this is incorporated into BI business cases (Gibson, Arnott, &
Jagielska, 2004).
In this regard, Gibson et. al. (2004) have addressed the methods used to evaluate intangible
benefits of Information Technology (IT) and discussed their application to BI. Further, the
research proposed an agenda to enhance domain knowledge in this area. The scant academic
research on BI makes it hard to consider BI investment as same as other IT investments or to call
for new evaluation methods considering it a completely different investment type (Surmacz,
2004; Gibson et. al., 2004).
28
There are various researches that consider BI as a different solution than IT and developed
various measurement instruments to measure the business value of BI. Gibson et. al. (2004) have
maintained that the strategic nature of business intelligence, the dispersion of its benefits
throughout the business and its effects on business culture makes it difficult to be measured
through traditional evaluation techniques. Apart from operational and efficiency benefits,
information technology can offer payback at a strategic level which makes it even more difficult
and challenging to clearly identify the business benefits of BI. Many evaluation techniques face
difficulty while quantifying the intangible benefits of an investment. Intangible benefits include
greater business knowledge, improved work process or a more effective relationship which are
sometimes not feasible to measure. The intangible benefits, especially of IT, are mostly ignored
by the management. Counihan, Finnegan, &Sammon (2002) included that conventional
evaluation techniques unsurprisingly fail to provide genuine information while measuring any
non-conventional benefits.
Hatch (2011) stated that the supreme objective of an organization is to create value. The value
creation is as important to measure as it is difficult to define. Creating shareholder value is
perhaps the most tangible way of looking at value creation. One can see the financial indicators
as a close view to value creation. The popularity of this concept lies behind the fact that it is
relatively easy to measure and calculate. The author has criticized the idea of treating this
concept as the correct measure of success just because it’s easy. On the other hand, Hatch (2011)
considered profit as the most vital element for any organization to sustain and grow.
The use of business intelligence is vital in today’s highly competitive world and no organization
can refuse the advantages of using a business intelligence system (BIS) (Farrokhi & Pokoradi,
2012). According to Yogev, Fink, & Even (2012) the business value of information technology
is mainly dependent on system type and therefore its evaluation requires a careful analysis of the
unique manner by which each category of systems creates business value. Through a model
based on Resource Based View of the firm, the research concluded that business intelligence has
a unique potential to generate both strategic and operational value by uninterruptedly integrating
organizational data for decision making purpose at various levels. The research work also
highlighted the need for evaluation techniques to examine the mechanism through which value is
created.
29
There are various models proposed and tested by different authors for IT business value
measurement but the characteristics of business intelligence systems (BISs) are totally different
from a traditional IT system. Therefore, various authors have proposed specific models to
measure the business value of business intelligence systems. The scant academic research on
business intelligence makes it hard to consider BI investment as same as other IT investments or
to call for new evaluation methods considering it a completely different investment type
(Surmacz, 2004; Gibson, Arnott, & Jagielska, 2004) In this regard various authors have
considered business intelligence as a different solution than IT and developed various
measurement instruments to measure the business value of BI.
According to Hocevar & Jaklic (2010), the use of BIS has numerous benefits which are difficult
to measure because of their indirect and delayed effects on business success. It’s hard to justify
the investments made in information technology especially in business intelligence. It is also
inappropriate and insufficient to use return on investment (ROI), cost-benefit analysis, net
present value (NPV), internal rate of return (IRR) and other classical methods alone for
evaluating an investment in BIS. To get a clear view on the business benefits of BI, Hocevar &
Jaklic suggested a combination of any of these methods with a qualitative approach e.g. case
study, empirical analyses and user satisfaction analyses. The concept of evaluating each BI case
on an individual basis according to circumstances and purpose of the evaluation is strongly
supported. Through a case study of evaluation of investments made in online analytical
processing (OLAP) technology, the authors have analyzed user’s opinion along with a strategic
analysis based on identifying a cause-effect relationship between the benefits of OLAP
technology and strategic goals of the company. The authors concluded that qualitative methods
such as strategic analysis and an analysis of users’ subjective assessments are appropriate for
evaluating investments in BI.
Yeoh & Koronios (2010) studied and identified Critical Success Factors for business intelligence
system success and implementation in transportation and utility industry. With the help of Delphi
study, a number of Critical Success Factors were identified that are necessary for implementing a
Business Intelligence system. The research work concluded that BI life cycle includes a cyclical
evolution due to changing business environment and identified success measures and categorized
into two main sections i.e. Infrastructure Performance and Process Performance. Infrastructure
30
performance includes system quality, information quality, and system use while process
performance consists of budget and time schedule.
Mutschler, Bumiller, & Reichert (2005) have proposed a valuation model to quantify the benefits
of business process intelligence (BPI). The research proposed two different BPI specific cost
models that are supposed to quantify the total costs of ownership of BPI investments and the
positive impact of BPI on software development projects. They have considered the cost of the
BPI investment as an important factor. According to them to quantify the benefits and costs of
BPI tools is practically complicated because costs cannot be clearly associated with single cost
factors, benefits are hard to evaluate and risks are not conceivable. In their research, they have
excluded the analysis of risk of using BPI tools.
Elbashir et al (2008) have segregated business intelligence from other IT means and have
developed an instrument to measure the business value of business intelligence by extracting the
relationship between business process level and organizational or strategic level benefits being
achieved as an impact of business intelligence systems. The research work pointed out that it is
challenging to identify the contribution of information technology due to its unique nature,
diverse applications, and tangible and intangible impacts. These attributes demand for a
performance measure that is specifically developed for the technologies concerned and
consistent with management objectives and business plans regarding IT (Mooney, Gurbaxani, &
Kraemer, 1995). Elbashir et. al. (2008) have emphasized that using accounting measures such as
return on investment (ROI) while evaluating business performance of a transactional processing
system (TPS) would not be appropriate because such measures are mostly inconsistent with the
firm’s strategic intention regarding technology and significantly distant to the immediate
influence of such system. The study argued that BI systems are deployed by the management to
improve decision making and competitive advantage and integrated effectively into management
and operational processes. Therefore, the performance impact of BI systems could be reflected
on at least two levels i.e. internal strategy and competitive strategy.
The model developed by Elbashir et. al. is theoretically based upon Michael Porter’s value chain
activities framework. In order to measure the effect of BIS at the organizational level and within
the business process, value chain activities were broken down into 22 variables out of which 18
variables remained after confirmatory factor analysis. The measurement instrument was
31
rigorously developed according to Churchill’s (1979) methodology for designing and validating
a construct. The constructs identified were business process performance, business
supplier/partner relation benefits, internal process efficiency benefits, customer intelligence
benefits and organizational (strategic) performance benefits. The research questionnaire
consisted of 7 point Likert scale variables to measure the impact of BIS on those variables. All of
the measures of research instrument showed a significant composite reliability. The convergent
validity for the instrument was established by the values of factor loadings (t-statistics) and
average variance extracted (AVE) greater than the recommended principle for a minimum score.
The greater Square root of AVE than inter-correlations among constructs represented
discriminant validity whereas content validity for the instrument was established through
thorough literature review. The measurement instrument developed by Elbashir et. al. is
technically and statistically sound therefore used in current research. The constraint of this
research study was that all the companies selected as a sample in this study belonged to a single
BI software vendor.
Fink, Yogev & Even (2017) proposed that Elbashir et. al. (2008) have extensively defined
performance effects, distinguishing between operational and strategic effects of BI in the value
chain and developed a comprehensive measurement instrument for performance effects.
Popovic, Turk, & Jaklic (2010) have proposed a conceptual model to measure the business value
of business intelligence (Figure 3.1). True business value of business intelligence systems (BISs)
can be seen in improved business processes resultantly improving overall business performance
only after BIS improves the quality of provided information. Popovic et. al. has considered the
quality of information as an important factor to achieve benefits from a BIS and that can be
retrieved with the help of matured BIS. The maturity of BIS helps to improve information quality
and improved quality of information makes it possible to improve organizational performance.
The authors have also maintained that BIS doesn’t create value by itself but it’s created by new
or improved processes facilitated by BIS.
32
Figure 3.1 Conceptual Models for Business Value of BIS, (Popovic, Turk, & Jaklic, 2010)
With the help of above conceptual model proposed by Popovic et al. (2010), it can easily be
understood that for the value to be created by business intelligence it has to provide quality
information to the decision makers. The quality of information depends upon the maturity level
of the BIS that can be identified with the help of maturity models. Maturity models are used to
describe, explain and evaluate growth life cycles. The basic concept that lies behind all models is
the reality that change is certain over time and that most of these changes can be predicted and
regulated (Rajteric, 2010). A Maturity Model (MM) is a series of maturity levels for a class of
objects (Becker, Knackstedt, & Poppelbub, 2009). The match between maturity levels of the
organization and BI system is essential to realize the highest value from BI. The current BI
maturity level should be identified and improved according to that of the organization’s maturity
to amplify the business value. It is also necessary to discover and explore the strengths and
weaknesses of BI setup.
Raber, Wortmann, & winter (2013) tested their earlier developed business intelligence maturity
model (Raber, winter, & Wortmann, 2012) and developed an instrument to measure the maturity
of BIS. Later they tested their model jointly with Elbashir et. al.’s (2008) model of the business
value of business intelligence. There are five maturity levels in their model i.e. Level 1 to Level
5. They used Euclidean distance to measure the BI maturity level and Partial Least Square
method to test the relationship between BI maturity and business benefits achieved by BI. They
found a significant relationship between BI maturity and achieved business benefits.
According to Rajteric (2010) a company can evaluate and justify its investments in BI by
measuring the business value of BIS and its comparison with alike systems in other
33
organizations. It is also said that maturity models provide a benchmark for comparison. The
author has analyzed six different BI maturity models.
The maturity models help to identify the level of definition, efficiency, manageability, and
measurement of the monitored environment. Further, she concluded that majority of maturity
models are not inclusive in nature and focus only on some specific points. Maturity models help
to identify the areas need to be focused for improvement. Any model is the result of gradual
evolution over time through improvement and changes made on the basis of past researches and
experiences. The organizations can understand their true position on BI maturity level and how
can they improve with help of maturity model. A maturity model also answers to following
questions, (Rajteric, 2010):
 Where in the organization is most of the reporting and business analysis done today?
 The users of business reports, analysis and success indicators.
 Drivers of Business Intelligence in the organization.
 Strategies in use for developing Business Intelligence.
 The business value created by Business Intelligence.
Rajteric (2013) critically examined various existing BIS maturity models that have been
proposed and tested by researchers. Some important models are explained below.
The Data Warehouse Institute’s (TDWI) Business Intelligence Maturity Model: The
TDWI’s BI Maturity model was originally developed by Eckerson (2004). According to
Eckerson, business value increases with each successive stage. These stages are defined by
various features like scope, analytic structure, executive perceptions, type of analytics,
stewardship, funding, technology platform, change management and administration. In this
model, there are six stages of maturity i.e. Parental, Infant, Child, Teenager, Adult, and Sage.
Eckerson has identified two types of obstacles on the path from Infant to Sage and named them
Gulf & Chasm. Gulf consists of challenges and obstacles a company faces between infant and
child stages while Chasm comes between Teenager and Adult stages. Each of the stages has its
own requirement and when realized by the company they move to next stage.
Gartner’s Maturity Model for Business Intelligence and Performance Management: This
model is applied to assess the input effort and to assess the maturity of Business Intelligence and
34
Performance Management. This assessment includes three key areas: people, processes, and
metrics and technology. This model recognizes five levels of maturity: Unaware, Tactical,
Focused, Strategic, and Pervasive (Rayner & Schlegel, 2008)
AMR Research's Business Intelligence/Performance Management Maturity Model,

Version-II: AMR Research is a research firm with a prime focus in the BI area and performance
management. Their model represents four-levels of maturity for BI and PM. Each of the four
levels describe the true position of a company’s business intelligence system and further decision
makers can make decisions for improvement (Hagerty, 2006).
 Level 1: Reacting – where have we been?

 Level 2: Anticipating – where are we now?
 Level 3: Collaborating – where are we going?
 Level 4: Orchestrating – are we all on the same page?
Business Intelligence Maturity Hierarchy: This hierarchy has four stages, developed
especially for knowledge management. The four stages are: Data, Information, Knowledge, and
Wisdom. At Stage 1: “Data”, the company collects, purifies, standardizes and keeps data from
different sources consistent. It may be considered as the beginning of data warehouse and
business intelligence (DW & BI). At this stage, the company establishes an integrated clean and
high-quality data. Stage 2: “Information”, here the organization is able to use integrated and
high-quality data by assigning a meaning to them and provide clearly defined information on the
dashboards. Stage 3: “Knowledge”, is the stage where analyses of data are done through root
cause and what if analysis to identify patterns and trends that facilitates decision making in
business processes. Finally Stage 4: “Wisdom” can be understood as a juncture where business
productivity is increased, sound and effective decision-making takes place ultimately creating a
greater competitive advantage (Deng, 2007).
The Business Information Maturity Model: This model considers alignment & governance,
leverage, and delivery as the three most important success factors for Business Intelligence. The
authors have taken seven key areas for BI evaluation, i.e. BI strategic position, a partnership
between business units and IT, BI portfolio management, information and analysis usage culture,
the process of improving business culture, the process of establishing decision culture, and
technical readiness of BI/DW (Williams & Williams, 2007).
35
According to Rajteric (2010), the BI maturity models are useful in measuring business
intelligence maturity of the company. It is helpful in knowing the areas that need special
attention for improvement. The maturity model highlights areas which can easily be failed to
notice. To get a rough idea about business intelligence maturity the company should use any of
the standards recognized models while to get an accurate result for the maturity level the
company should examine via multiple maturity models.
The benefits achieved through business intelligence systems depend upon its maturity up to a
great extent because of its importance in the quality of information provided for decision
making. This phenomenon/observable fact induced this research towards examining the role of
BIS maturity along with the business value of business intelligence.
Proposed Research Model
This study is atypical of its kind and has taken two different models as a foundation. By
integrating two models another author has tried to measure the relationship between BI maturity
and organizational performance.
Elbashir, Collier, & Davern (2008) have conducted a study in Australian business environment
to evaluate the impact of business intelligence systems on benefits achieved at business process
and at the organizational level (Figure 3.2). They developed a model using PLS-SEM that
integrates Porter’s value chain primary activities relating to supplier relations i.e. inbound and
outbound logistics, internal processes i.e. operations, customer intelligence i.e. marketing & sales
and service. Their study provides an insight into how business intelligence creates business value
and how to measure that business value. The study does not relate to any specific business sector.
36
Figure 3.2: Business Value of Business Intelligence (Elbashir et al. 2008)
Popovic et al. (2012) studied and developed a BIS success model to recognize how BIS
dimensions are interrelated and what factors contribute towards the use of information from BIS
in decision making for business processes (Figure 3.3). In the process of model development,
Popovic et al. examined the relationships between BIS maturity, information quality, analytical
decision-making culture, and the use of information in decision making. This study was
conducted in Slovenia. The BI Maturity model is based on Eppler’s Information Quality (IQ)
framework. Information Quality is referred to as the richness of the information (Eppler, 2006).
Eppler’s IQ framework provides one of the most exhaustive analyses of IQ criteria because of its
inclusive nature. Eppler’s framework is not domain specific and analyzes interdependencies
between the IQ criteria and also considers knowledge-intensive decision processes into account.
Sparks (2014), in her doctoral research, tested above two models in amalgamation and presented
the scenario of USA’s business environment. The research studied and tested the above structural
models developed by Elbashir et. al. (2008) and Popovič et. al. (2012)
37
Figure 3.3: BIS Success Model (Popovic et al. 2012)
These structural models are theoretically based upon models developed by Huber (1990), Delone
& Mclean (2003), Eppler (2006) and Porter & Miller (1985). Inthe research, Sparks found and
illustrated significant relationships among variables and relationship between the use of
information from BIS and organizational performance benefits (Figure 3.4). The research
depicted a clear and logical picture of the use of information from the BIS in decision making
and organizational benefits.
38
Figure 3.4: Research model for Use of Information in Management Decision Making and
Organizational Performance Benefits (Sparks, 2014)
Research Gaps
From the literature review, it is evident that all the business organizations, industry practitioners,
and experts acknowledge the importance of business intelligence and its inevitability in
management decision making not only for value creation but also for effective and efficient
utilization of available resources. Business intelligence carries a lot of opportunities for
improvement across various levels of the organization.
With regard to the relationship between the impact of business intelligence, BI maturity and
organizational performance, previous chapter exposed that a research gap exists in case of the
impact of Business Intelligence on decision-making ability of organizational performance in
Indian business environment. This study is an attempt to figure out how business intelligence and
business intelligence maturity influence the organizational performance in India.
39
The intensive use of information technology in decision-making process has become necessary
in today’s highly competitive market as every single information can play an important role if
accessed on time and if it could be accessed in real time the whole scenario can be different. The
information technology is changing the way companies operate. It is affecting the entire process
by which companies create their products. It creates a competitive advantage by giving
companies new ways to outperform their rivals (Porter & Miller, 1985). Since the emergence of
decision support systems in the early 70’s (Frolick & Ariyachandra, 2006) many applications
have emerged and expanded the domain (Watson & Wixom, 2007). Fuld et al. (2003) found that
the global interest in intelligence technology has increased significantly.
Indian market is a highly competitive and a developing market where business intelligence can
perform a key role in the process of value creation for the organizations by enabling the decision-
makers reducing cost, improving productivity and increasing revenue. The application of
business intelligence (BI) can be seen almost in every industry and has been acknowledged by
the researchers and practitioners.
Organizations all over the world including Indian organizations are showing a keen interest in
Business Intelligence technology. About 90% of Indian CIOs are at varying stages of
implementing- or are in process of implementing- a business intelligence solution (CIO, 2013).
Despite the huge investments in business intelligence and the potential benefits to the
organizations, there is a distinct lack of evidence that demonstrates just how BI creates value.
Implementing business intelligence in an organization is expensive and the benefits actually

occurring in practice are often unidentifiable (Lonnqvist & Pirttimäki, 2006). The benefits
originated as a result of implementing a BI system are hard to define in terms of greater
productivity (Williams & Williams, 2007, pp. 122). Therefore organizations nowadays counter
two key questions i.e. why measure BI, and how (Popovic, Turk, &Jaklic, 2010). By measuring
business intelligence two main purposes would be served. The first is to prove that BI is worth
investment (Sawka, 2000) and second, to help manage the BI processes by ensuring BI products
satisfy the users’ needs and the process is efficient (Herring, 1996).
The application of business intelligence and its impact on strategic decision making and the
overall performance of the organization as a research issue have been studied by a number of
40
researchers and global consulting firms. Most of the researches have focused on the industries
belonging to developed economies.
This research is the study of application and impact of business intelligence in organizations with
dedicated BI units in India. This research work is based on latent factors having an impact on the
use of information by managers in their decision-making process that is retrieved from a
Business Intelligence System (BIS). Also, the study identifies the impact of BIS on
Organizational Performance benefits in organizations in India. Consequently, we would be able
to measure the impact of business intelligence practices on Value Creation in the Indian context.
There is limited research work when it comes to Business Intelligence in Indian Business
Environment which creates an opportunity to make efforts in the area of Business Intelligence
and Value Creation.
The past researches have covered the business intelligence implementation process, its
applications in the organization, technological aspects like infrastructure, tools, analytics and
collaboration and managerial aspects like reporting, knowledge management, and measurement
and have covered various industries like manufacturing, insurance, banking, PSUs, SMEs,
Consulting firms in different countries. The past researches have focused on the economies other
than India and industries of matured nature. This research is contributing towards the
understanding of existing concepts in Indian business environment. The research will study the
impact of business intelligence in decision-making processes leading to the creation of value in
the business organizations in India.
41
CHAPTER 5
RESEARCH METHODOLOGY
This chapter provided methods that were used in data collection and they include; Research
design, Survey population, sampling design, Sampling size, Sources of data, Tools and methods
of data collections and probable problems to be encountered during data collection.
Research Method:
A research survey will be performed among 50 employees of the company to understand the
development of business intelligence with reference of TechnoRadiant. For the research we will
go for the descriptive research and exploratory research which is mainly based on primary data.
Hence it will be necessary to conduct research on the process. The technique of random sampling
will be used in the analysis of the data. The sample covered the employees form IT department in
TechnoRadiant.
Sampling Techniques:
The simple random sampling technique was employed in the selection of the sample.
Sample Size:
50
Data Collection Method:
The data collection method for the study the researcher should keep in the mind the two sources
of data.
• Primary data
• Secondary data.
Primary Data Collection:
Source of primary data:
1. Experimentation
42
2. Observation
3. Questionnaire schedule
Primary data has been collected through structured questioner. The questionnaire consisted of a
variety of questions that lay consistent with the objective of the research.
⮚ Questionnaire
The questionnaire was prepared keeping in view the objectives of study. Different questions
were so arranged to know satisfaction level of customers towards services provided by company.
The questionnaire not only focused gathering information on the above-mentioned areas but also
about the service suggestions to be envisaged under support, update and engage.
Study Conducted
The primary data was gathered through personal interaction. The information was gathered from
the structured questionnaire.
Secondary Data:
Secondary data has been collected from the Company Website, Internet etc.
Simple Percentage Analysis:
Percentage analysis is the method to represent raw streams of data as a percentage (a part
in100‐ percent) for better understanding of collected data.
Graphs:
Graphical representations are used to show the results in simple form. The graphs are prepared
on the basis of data that is received from the percentage analysis
Simple Random Sampling
Simple random sampling was used in selecting respondents from the sample frame. The
researcher used this technique to ensure that each members of the target population has an equal
and independent chance of being included in the sample of this study.
43
Data Presentation
Data was presented using tables, frequency table and percentages these presentations helped in
the interpretation to come up with interpretation basing on the table.
Limitation of the Study
 Study is limited to TechnoRadiant

 Time period is limited to 4 weeks
 The company may not disclose and provide data for their confidentiality purposes.
44
CHAPTER 6
DATA COLLECTION, ANALYSIS & INTERPRETATION
1. Gender
Table no. 1
Gender No. of Respondents Percentage

Male 34 68%
Female 16 32%
Total 50 100%
Chart no. 1
Gender
32%
Male
Female
68%
Interpretation:
Table 1 reveals that 68% of the respondents are male and 32% of the respondents are females.
45
2. Age
Table no. 2
Age Group No. of Respondents Percentage

18-25 14 28%
25-35 16 32%
35-45 9 18%
45 years and above 11 22%
Chart no. 2
Age Group
35
30
25
20
15
10
0
18-25 26-35 36-45 46 years and above
Age Group
Interpretation:
Table 2 reveals that 28% of the respondents are of the age group of 18-25 years, 32% of the
respondents are of the age group of 26-35 years, 18% of the respondents are of the age group of
36-45 years and 22% of the respondents are of the age group of 46 years and above.
46
3. Educational qualification
Table no. 3
Educational qualification No. of Respondents Percentage

Up to SSC 15 30%
HSC 10 20%
Graduate 19 38%
Post graduate 6 12%
Chart no. 3
Education qualification
40
35
30
25
20
15
10
0
Upto SSC HSC Graduate Post graduate
Education qualification
Interpretation:
Table 3 reveals that 30% of the respondents have an education qualification of up to SSC, 20%
of the respondents are HSC qualified, 38% of the respondents are graduates and 12% of the
respondents are post graduates.
47
4. Since how long have you been working in TechnoRadiant?
Table no. 4
TechnoRadiant No. of Respondents Percentage

Less than 1 year 10 20%
1-3 years 20 40%
3-5 years 11 22%
More than 5 years 9 18%
Chart no. 4
TechnoRadiant
45
40
35
30
25
20
15
10
0
Less than 1 year 1-3 years 3-5 years more than 5 years
HCL Technologies
Interpretation:
From the above table it is clear than 40% of the employees have an experience of 1-3 years
working in TechnoRadiant, 22% of the respondents have an experience of 3-5 years, 20% of the
respondents have an experience of less than 1 year and 18% of the respondents have an
experience of more than 5 years working in TechnoRadiant.
48
5. Which is your management level in the company?
Table no. 5
Management level No. of Respondents Percentage

Top 12 24%
Middle 25 50%
Lower 13 26%
Total 50 100%
Chart no. 5
Management level
26% 24%
Top
Middle
Lower
50%
Interpretation:
From the above table it can be seen that 50% of the respondents are form middle management
level, 26% of the respondents are from lower management level and 24% of the respondents are
form Top management level.
49
6. Has your organization implemented Business Intelligence system?
Table no. 6
Opinion No. of Respondents Percentage

Yes 50 100%
No 0 0%
Total 50 100%
Chart no. 6
Opinion
Yes
No
100%
Interpretation:
From the above table it can be seen that 100% of the respondents agree that TechnoRadiant has
implemented Business Intelligence system in their organization.
50
7. How long has your organization been using BI?
Table no. 7

Less than 1 year 0 0%
1-3 years 0 0%
3-5 years 5 10%
More than 5 years 45 90%
Chart no. 7
Opinion
50
45
40
35
30
25
20
15
10
5
0
Less than 1 year 1-3 years 3-5 years More than 5 years
Opinion
Interpretation:
From the above table it is clear that 90% of the respondents say their organization has been using
BI system for more than 5 years and only 10% of the respondents say 3-5 years.
51
8. In my organization, staff adapt quickly to the use of BI.
Table no. 8

Strongly disagree 4 8%
Disagree 7 14%
Neither agree nor disagree 6 12%
Agree 22 44%
Strongly agree 11 22%
Chart no. 8
Opinion
50
45
40
35
30
25
20
15
10
5
0
Strongly Disagree Neither agree Agree Strongly agree
disagree nor disagree
Opinion
Interpretation:
From the above table it is clear that 44% of the respondents agree and 22% strongly agree that in
TechnoRadiant, staff adapt quickly to the use of BI, 12% of the respondents are neutral whereas
14% of the respondents disagree and 8% strongly disagree.
9. A BI system requires special analytical skills.

52
Table no. 9

Disagree 17 34%
Agree 10 20%
Chart no. 9
Opinion
35
30
25
20
15
10
0
Opinion
Interpretation:
From the above table it is clear that 18% of the respondents agree and 10% strongly agree that a
BI system requires special analytical skills, 18% of the respondents were neutral whereas 34% of
the respondents disagree and 20% of the respondents strongly disagree.
10. The BI tools I use have made my work easier so that the day goes by quickly.
53
Table no. 10

Disagree 6 12%
Agree 25 50%
Chart no. 10
Opinion
60
50
40
30
20
10
0
Opinion
Interpretation:
From the above table it is clear that 50% of the respondents agree and 12% strongly agree that
the BI tools they use have made their work easier so that the day goes by quickly, 18% of the
respondents were neutral whereas 12% of the respondents disagree and 8% of the respondents
strongly disagree.
11. The measures to inform the employees about BI in your organization are effective.
54
Table no. 11

Disagree 5 10%
Agree 22 44%
Chart no. 11
Opinion
44
24
17
10
5
Strongly disagree Disagree Neither agree nor Agree Strongly agree
disagree
Opinion
Interpretation:
From the above table it is clear that 44% of the respondents agree and 24% strongly agree that
the measures to inform the employees about BI in the organization are effective, 16% of the
respondents were neutral whereas 10% of the respondents disagree and 6% strongly disagree.
12. Business Intelligence is applied very well in your firm.
55
Table no. 12

Disagree 3 6%
Agree 26 52%
Chart no. 12
Opinion
51
20
18
7
4
Strongly disagree Disagree Neither agree nor Agree Strongly agree
disagree
Opinion
Interpretation:
From the above table it is clear that only 52% of the respondents agree and 20% strongly agree
that Business Intelligence is applied very well in the firm, 18% of the respondents were neutral
whereas 6% of the respondents disagree and 4% of the respondents strongly disagree.
CHAPTER 7
56
FINDINGS & OBSERVATIONS
100% of the respondents agree that TechnoRadiant has implemented Business

Intelligence system in their organization.
90% of the respondents say their organization has been using BI system for more than 5
years and only 10% of the respondents say 3-5 years.
44% of the respondents agree and 22% strongly agree that in TechnoRadiant, staff adapt
quickly to the use of BI, 12% of the respondents are neutral whereas 14% of the
respondents disagree and 8% strongly disagree.
18% of the respondents agree and 10% strongly agree that a BI system requires special
analytical skills, 18% of the respondents were neutral whereas 34% of the respondents
disagree and 20% of the respondents strongly disagree.
50% of the respondents agree and 12% strongly agree that the BI tools they use have
made their work easier so that the day goes by quickly, 18% of the respondents were
neutral whereas 12% of the respondents disagree and 8% of the respondents strongly
disagree.
44% of the respondents agree and 24% strongly agree that the measures to inform the
employees about BI in the organization are effective, 16% of the respondents were
neutral whereas 10% of the respondents disagree and 6% strongly disagree.
52% of the respondents agree and 20% strongly agree that Business Intelligence is
applied very well in the firm, 18% of the respondents were neutral whereas 6% of the
respondents disagree and 4% of the respondents strongly disagree.
CHAPTER 8
57
SUGGESTION
The followings are the recommendations of the dissertation:
1. The management of SMEs needs to establish а BI vision and create awareness among the key
stakeholders, business partners and the organization, since it is evident from the findings of the
dissertation that the majority of the participants have expectations to have the Business
Intelligence information in their organizations.
2. The management should determine the overall role that BI will play in driving business
strategy, enhancing the business vision and specifically helping them to remain competitive in
the business world. The limited financial strength of SMEs directs the decision to invest into BI
towards a match between most acute intelligence information needs and affordable yet effective
BI technologies.
3. The management should invest in human resources by employing skilled personnel and build
the capacity of the already existing employees, in terms of trainings and workshops on the
effective management of the chosen BI system, in order to help them handling, utilizing and
making decisions that help the organization to remain competitive since the BI use requires
complex and analytical skills.
4. Perceived performance and satisfaction contributes heavily in the effectiveness of the BI

system in SMEs sector. Therefore, it is recommended that the management should ensure that
the employees know the importance of the BI system and they are satisfied with the system in
order to achieve the maximum output of the BI system implementation. As well, the
management of SMEs should ensure that their firms and businesses are aligned with technical
development tеаm by joint application development sessions to bring the two groups together
and gain а common understanding. This will help organizations to achieve their mandate and
continue with their daily business.
5. Since Business Intelligence is a new idea and the majority of the firms still use the traditional
approach to data management and information systems, the management should build the
capacity of the staff through training sessions, workshops, or seminars so that when they develop
their strategy, it can be easily implemented and monitored in order to increase the performance
of their organization.
58
6. Future scholars can use the approach of this dissertation and increase the number of
participants so that they can have an adequate number of research subjects in order to come up
with the generalized findings and results that can be used in future by other researchers.
7. Future studies can also include more than two countries and thus make it possible to
understand the challenges affecting the successful implementation of BI, as well as to compare
the findings.
CHAPTER 9
59
CONCLUSION
The study, based on the results of empirical research, established four important factors that are
critical to the successful implementation of BI technology in IT Companies. These are company
motivation, perceived importance, speed of adoption and satisfaction.
The survey has established that several tools, methods, and applications are applied in Business
Intelligence to enable businesses to collect data from external sources and internal systems. Most
surveyed organizations that have adopted BI system understand it as a tool for decision making
and creation of a favourable information environment.
The majority of the respondents perceive that the presence of Business Intelligence information
in their firm will help the firm to remain competitive. The main competences that will help the
firm to remain competitive due to the presence of Business Intelligence include better
understanding of the core competences of the company, analyzing collected data, better
understanding of the needs and wants of the customers and better decisions as a result.
In interviews, managers agreed that BI tools are important in the organization since they help the
top management to understand resource management and distribution in other departments
reduce the cost of production and also understand the gaps in the market and come up with the
strategies to gain the competitive advantage over other companies. The inability to use BI system
in the organization were as a result of lack of human capital, adequate resources, costs
implications as indicated by the managers as the main obstacles or barriers to the usage of BI in
the organization
BIBLIOGRAPHY/ REFERENCES
60
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4. Dawson, C. (2009) “Introduction to research methods: A practical guide for anyone
undertaking a research project”. 4ed. Oxford: How to Books Limited.
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revisited. International Journal of Behavioral Development, 26, 154-166.
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Available at: <http://www.gartner.com/DisplayDocument?id=500007 >.
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ANNEXURE
QUESTIONNAIRE
62
1. Gender
a) Male
b) Female
2. Age group
a) 18-25 years
b) 26-35 years
c) 36-45 years
d) 45 years and above
3. Educational qualification
a) Up to SSC
b) HSC
c) Graduate
d) Post-graduate
4. Since how long have you been working in TechnoRadiant?

a) Less than 1 year
b) 1-3 years
c) 3-5 years
d) More than 5 years
5. Which is your management level in the company?

a) Top
b) Middle
c) Lower
6. Has your organization implemented Business Intelligence system?
a) Yes
63
b) No
7. How long has your organization been using BI?

a) Less than 1 year
b) 1-3 years
c) 3-5 years
d) More than 5 years
8. In my organization, staff adapt quickly to the use of BI.

a) Strongly disagree
b) Disagree
c) Neither agree nor disagree
d) Agree
e) Strongly agree
9. A BI system requires special analytical skills.

b) Disagree
d) Agree
e) Strongly agree
10. The BI tools I use have made my work easier so that the day goes by quickly.
b) Disagree
d) Agree
e) Strongly agree
64
11. The measures to inform the employees about BI in your organization are effective.
b) Disagree
d) Agree
e) Strongly agree
12. Business Intelligence is applied very well in your firm.

b) Disagree
d) Agree
e) Strongly agree
65

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A

STUDY ON DEVELOPMENT OF BUSINESS INTELLIGENCE

SAVITRIBAI PHULE PUNE UNIVERSITY

UNDER THE GUIDENCE OF

DR. VIDYA BHANDWALKAR

This project is accomplished adequately and submitted in partial fulfillment of MBA

Name Dr. Vidya Bhandwalkar Dr. Nihar Walimbe

I take this responsibility to express my profound and sincere gratitude to SAVITRIBAI

It gives me immense pleasure to express my gratitude to Dr. Nihar Walimbe, Principal of

THIS INFORMATION HAS BEEN COLLECTED FROM GENUINE AUTHENTIC

THE REPORT IS BEING SUBMITTED IN PARTIAL FULFILLMENT OF THE

DATE: STUDENT NAME

2. OBJECTIVES OF THE STUDY 22

3. PROFILE OF THE ORGANIZATION 24

6. DATA COLLECTION, ANALYSIS & INTERPRETATION 44

7. FINDINGS & OBSERVATIONS 57

8. SUGGESTIONS & RECOMMENDATIONS 58

Business Intelligence cannot describe as a single product, a technology or a methodology. BI is a

1.1.1 History of Business Intelligence

The earliest known use of the term business intelligence is in Richard Millar

In 1989, Howard Dresner (later a Gartner analyst) proposed business intelligence as an umbrella

Critics see BI merely as an evolution of business reporting together with the advent of

The purpose of Business Intelligence is to:

1. Help organizations to speed up and improve decision making

2. Answer the users information needs in real-time

3. Support strategy and goals in organization

4. Improve users’ possibility to get access and share information

5. Lowering the expenses and improve the operative effectiveness

􀁸 Decisions based on analyses

1.2 BI Architecture & usage

1.2.1 Data Warehouse

Figure 1: Data warehousing process

1.2.3 OLAP & OLTP

OLAP (On-line Analytical Processing) is a multidimensional analysing method. OLAP is one

Figure 2: OLTP & OLAP

1.2.4 Data Mining

1.2.5 Reporting in business with BI

Figure 3: Example 1 of SAP Net Weaver BI report

1.2.6 SAP Business Information Warehouse and SAP NetWeaver

2 Future Visions & Possibilities

Figure 6: SAP Xcelsius dashboard

Figure 7: View of Location Intelligence by the APOS

2.1.3 Interactive visualization

2.1.4 In-Memory Analysis

2.1.5 Search engines

2.1.6 BI Competency Centers (BICC)

 The government has identified Information Technology as one of 12 champion service

Following are the achievements of the government during 2017-18:

 About 200 Indian IT firms are present in around 80 countries.

OBJECTIVES OF THE STUDY

Statement of the Problem

 Re-design the architecture of the system

Objectives of the study

 To find out about the development of Business Intelligence in TechnoRadiant.

Scope of the study

PROFILE OF THE ORGANIZATION

TechnoRadiant is an award-winning digital marketing company that offers a full spectrum of