[Business Intelligence]Proposal for the CEO/Head of Essay Example

  • Category:
    Management
  • Document type:
    Research Proposal
  • Level:
    Undergraduate
  • Page:
    2
  • Words:
    1264

7Business Intelligence Dashboard

ORGANIZATIONUBERBUSINESS INTELLIGENCE DASHBOARD PROPOSAL FOR

Table of Contents

Executive Summary 3

3to UberBenefits that a dashboard can bring in general

Proposed internal and external data to be included 4

Proposed audience 4

Sample dashboard 5

References 6

Executive Summary

Uber has experienced increased growth over a short period of time and exploring the company as a whole one is able to identify the strategic direction, world expansion external environment as well as ethical aspects (Evans, 2009). Understanding the organization operations assist in increasing an empathetic on what drives their success internally. Uber has numerous key success areas; a sensational app, full commitment to increasingly customer experience and exhibition of aggressive and resilient growth.

Their app plays a key role into their success because it is simple to use and providers the customer with almost all relevant details they would want. In the customers palm he or she can see the trip estimated cost, time pick up as well as a brief bio for the driver. The app has a variety of options ranging from cheap to fancy drives a slightly higher price (Golfarelli, Rizzi, and Cella, 2004). Uber has shown their commitment towards customer service that has helped in building a brand loyalty with their customers. The drivers and the uber corporate staff have good customer service qualities ranging from a quick response or a complaint email. This a positive feature driving the success of this organization. Uber rising has been rapid and its entering new cities at an intense pace, where their presence is being felt irrespective of how they’re received.

Benefits that a dashboard can bring in general to Uber

The dashboard will enable Uber to client customer loyalty, as it will reduce the customer’s bother of chasing down taxi or praying for miracles to happen so that they can find one. The number of customers will increase, as the dashboard will reduce the customers’ bother of searching for a taxi because they will be ready to hail a cab from any area. The issues of processing payment transactions will not be an immediate factor for uber. 

The dashboard will increase the safety of their drivers in that, as the transaction undertaken will be cashless. The company will not be worried over possible thefts from probably their employees or external parties. The cases of unpaid fares will as well be minimized or eliminated fully so cash that might entice robbers are factored out. With the dashboard Uber will not keep on monitoring how their drivers are operating through dispatch schedules (Bucher, Gericke, and Sigg, 2009).

The industry as a whole will also benefit from the dashboard where uber competitors occupy a valuable space in this industry. Most of the benefits in the industry will come from Uber by reducing most of the challenges that might be dealt with by other taxi companies and will earn a competitive edge by increasing the number of cabs and drivers in the business sector.

Proposed internal and external data to be included

One major external factor is on the legal issues must be considered this is where the local governments of the new cities they intend to operate from have to be convinced to change some of the rules in their favour and enable the dashboard to be effective.

). This implies that the Uber dashboard components that are bound to data sources must be easy to navigate. This will enable the customers see the trend and make informed decisions. Evans, 2009The Dashboards data visualization should be in a position to allow its users to create and export interactive dashboards (

Proposed audience

The dashboard key audience will comprise of drivers, and uber customers in the cab industry.  In the case of drivers their safety will be paramount this sis because the transactions involved will be cashless and they will not be required to worry over unpaid fares and services. Uber drivers will enjoy freedom and flexibility unlike other cab taxi drivers (Elbashir, Collier, Davern, 2008). The dashboard will enable the drivers to log in and out and will be able to choose strategic working hours exertions in any manner that favours their circumstances and objectives.

Drivers will be save the expenses emanating from taxi rental leases and will be able to own their own vehicles which will result into increased profits. In addition, the stress from office politics and favouritism will be eliminated now that the renders of the application dispatchers will be no longer relevant. The aggressive rude passengers will also be weeded out.

).Bremser, and Wagner, 2013now able to hail a cab from any location and have it ready within minutes (The hardships customers have chasing a cab down the city streets and long waiting for a cars service will be eliminated. This is because users of a business intelligence dashboard in Uber

The dashboard will enable the use of a passenger’s  credit card linking signifying that payments do not have to be administered immediately. When the driver halts the vehicle the customer can get and walk out freely and the customers who have expensive accounts emails will be sent and there is no need to track and collect receipts (Golfarelli, Rizzi, and Cella, 2004). Through the dashboard the customer will have the privilege to track the drivers location and route .Drivers who are deemed unprofessional will be weeded out now that the passengers rates the driver’s performance, and an always low evaluating will constrain a driver out of Uber.

Sample dashboard

[Business Intelligence]Proposal for the CEO/Head of

Source: forbes.com/sites/davelavinsky/2013/09/06/executive-dashboards-what-they-are why every-business-needs-one

The introduction of a dashboard in UBER will enable the users to orchestrate car transportation from any area utilizing their cell phones. The dashboard like the one above will be advantageous to new market participants into the industry particularly drivers with fashionable cabs, and all level of self-sufficiency. This sort of customized transportation gives every one of the repayments of customary taxi administrations, and other additional accommodations (Oana, and Ogan, 2012). This service will also host has novel rules to govern the manner in which things are undertaken in the context of price and decision-making opportunities for passengers and drivers. However, the market is likely to flood with new cab service providers and increase competition. This will eventually reduce the market share of old-fashioned taxi services and lower the overall drivers’ profits.

References

Luhn, H.P., 1958. A business intelligence system. IBM Journal of Research and Development2(4), pp.314-319.

Oana, V. and Ogan, Y. (2012), ‘The use of dashboards in performance management: evidence from sales managers’, The International Journal of Digital Accounting Research, 12, pp. 39-58.

Evans, D. (2009), ‘Developing Dashboards: Performance at a glance’, ACSM’S Health & Fitness Journal, 13(1): pp 27-30

(7), p.62.83 ,The CPA Journal Bremser, W.G. and Wagner, W.P., 2013. Developing dashboards for performance management.

Elbashir, M.Z., Collier, P.A., Davern, M. (2008), ‘Measuring the effects of business intelligence systems: The relationship between business process and organizational performance’, International Journal of Accounting Information system. 9(2008), pp. 135-153.

Elbashir, M.Z. and Williams, S. (2007), ‘BI Impact: The assimilation of business intelligence into core business processes’, Busines Intell J 12(4), pp. 45-54

Bucher, T., Gericke, A. and Sigg, S. (2009), ‘Process-centric business intelligence’’, Business Process Management Journal, 15(3), pp. 408–429

Evans, D.L., 2009. Developing Dashboards: Performance at a Glance.ACSM’s Health & Fitness Journal13(1), pp.27-30.

Golfarelli, M., Rizzi, S. and Cella, I., 2004, November. Beyond data warehousing: what’s next in business intelligence?. In Proceedings of the 7th ACM international workshop on Data warehousing and OLAP (pp. 1-6). ACM.

Golfarelli, M., Rizzi, S. and Cella, I., 2004, November. Beyond data warehousing: what’s next in business intelligence?. In Proceedings of the 7th ACM international workshop on Data warehousing and OLAP (pp. 1-6). ACM.