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Studo Guide Mis EssayData gathering and reporting by manual process roll in the hay affect the moving in as humans mistakes happen with the info entry. It is also time consuming as it keeps back the completion of the profit and loss statements, as some departments inquire to update education after submitting in which the analyst has to send the original copy and wait for completion before first appearance it into the last document. By get a lineing info of fifty headquarters at the same time and entering it into a spread sheet wont regularize which commerce branch is experiencing problems and if they are making a lost or a profit. It get out impact the business as this spreadsheet software doesnt make up integritys mind in detail the business braches performance and will lead to make a lost in some branches. The business should implement software that will permit them to have a closer look of the business performance of for each one branch. If a business branch i s always making mistakes in their reports the psyche in charge of thatCASE STUDYSnyders of Hanover New Systems for an Old Family Company Harry V. Warehime began tempting the taste buds of southern Pennsylvanians with his Hanover Olde Tyme Pretzels in 1909. Since then, Snyders of Hanover, as the company came to be k straightwayn, has expanded its business beyond any scope that its founder might have dared to imagine. Snyders of Hanover remains a family-owned and family-run company, but it has function the worlds second largest pretzel maker, with 12.1 percent of the pretzel market. Snyders pretzel and chip varieties include Old Tyme Pretzels, Jalapeno Pieces, Butter Snaps, and EatSmart All Natural Veggie Crisps, as hale as early(a) popular pungencys. In 2002, Snyders posted revenues of $164 meg, trailing only Rold Gold, the reigning champion of the pretzel industry.In addition to manufacturing its complete line of snack foods, Snyders distributes its own products, as well as tho se of other snack food companies such as Tasty Baking Companys Tastykakes. With 40 scattering facilities all over the United States and Europe, over 4,500 products, and over 150 product lines, the home office in Hanover, Pennsylvania, has a considerable amount of data to manage. If there was one last vestige of old-fashioned business left at Snyders, it was the companys method of managing and analyzing data. Although Snyders sells more than 78 million bags of pretzels, chips, and organic snack items each year, some of its core outlines were still heavily manual and paper-based. Snyders financial department was using electronic spreadsheets for much of its data-gathering and reporting.Lois Stambaugh, Hanovers financial analyst, would spend the entire final week of each month collecting Excel spreadsheets from the heads of more than 50 departments worldwide. Then she would consolidate and reenter all the data into another Excel spreadsheet, which would serve as the companys monthly profit-and-loss statement. The financial data were harvested and consolidated the same way at the end of each fiscal quarter and the end of each year. The overwhelming presence of the human factor made data-entry mistakes a concern. If a department needed to update its data with last-minute information after submitting its spreadsheet to the main office, the head analyst had to return the original spreadsheet, and then wait for the department to resubmit its data, before finally entering the updated data in the consolidated document.Perhaps most important, this system of gathering the companys financial statistics at regular, but infrequent, intervals meant that important data scarcely were not available as often as they were needed. Snyders lacked the ability to react to sudden trends and unpredictable events because the data were supplied too late to adjust tape drive schedules, pricing schedules, or delivery counts. CEO Michael Warehime and his management team could track the g ross profits of business units but not the performance of each of Snyders 4,500-plus products and over 150 product lines. For example, the spreadsheet-based system lacked the detail to show whether a specific snack product such as Sourdough Hard Pretzels or black bread Onion Sticks was actually making or losing money. For a business focused on both business and distribution, this was a hindrance to growth.Additionally, the spreadsheets could not reveal which distribution routes were worthwhile and which were cutting into the companys profit margin. Under these circumstances, Snyders could only use the sales data it collected to make rough predictions active how much of a product should be manufactured and how quickly a product run should be repeated on a particular distribution route. Snyders market share had been growing steadily until 2002, when it suddenly stalled its annual sales growth, which had outpaced the industrys for years, was then no better than average. It was time to jump-start forward to a more modern approach in which the company could react to data immediately.In late 2002, Snyders of Hanover solicited the help of Satori Group, a supplier of business performance management solutions to the consumer packaged goods industry that is headquartered in Conshohocken, Pennsylvania. Satori Group demonstrated how Snyders could implement its proCube software to gather better sales and merchandise data and, therefore, make better business decisions. ProCube would automate Snyders budgeting processes, creating accurate forecasting facilities, improving financial reporting techniques, and refining Snyders product marketing analysis so that Snyders could evaluate the viability of each of its individual brands and products. Such analytical power was just what Snyders would need to compete with Rold Gold, which is backed by the incarnate powerhouses of Frito-Lay and PepsiCo. What Snyders found so appealing about proCube was the ease with which it cou ld be integrated with the companys existing information systems.ProCube enables Snyders department heads to continue using Microsoft Excel spreadsheets to collect sales and returns data. These data are collected in a large data repository, where they are consolidated and organized before being used by proCube reporting software for analysis. The proCube software also uses manufacturing data from Snyders enterprise system. Snyders financial department now spends a couple of days preparing those same monthly, quarterly, and yearly statements that used to devour weeks worth of productivity. This is only the first step in what Snyders hopes is a cooking stove of improvements that will result in new growth. The next step is to add new levels of detail to the profit and loss data that Snyders can collect and report so that the company can track and assess the profitability of individual products. Management could then use the proCube software to find out information such as how many bag s of Honey BBQ Pretzel Pieces were sold in Michigan last week, or which stores and delivery routes are best servicing customers who like this product.The system will also enable managers to project sales for their unit for the next quarter or next year. Such a system requires additional blend to implement. Dave Thomas, Snyders director of information technology, noted that to achieve the desired level of detail in its data analysis, the company must study all of its business processes. A comprehensive review will enable Snyders to determine what types of data result from their business processes and which data they actually want to use. These system enhancements will eventually provide information enabling Snyders to increase production and distribution frequency of its most popular products almost immediately, rather than having to wait for an end-of-the-month report. Likewise, production and shipping of less popular products can be curbed. In other words, Snyders will be able cha nge its business model from one dependent on forecasts to one thats more demand-driven.The first two shapes of the proCube implementation carried a price tag of approximately a quarter-million dollars. The next phase introduced a corporate portal to provide Snyders department heads and executives with easier access to sales figures and distribution plans. The portal features a user-friendly Web interface through which managers can retrieve key data, as they require them. Upon completion, the cost of the entire venture should approach a half-million dollars. Snyders has also incorporated improved IT into other areas of its business. In 2003, Snyders chose Gelco Trade Management Groups TMS Passport solution for its trade promotion funds management.Again, Snyders found an IT solution that could be implemented quickly without sacrificing power. Gelcos TMS Passport promises a quick return on investment (ROI) for a competitively priced and scalable package. The package features fund man agement, demonstration management, payments, and analysis and reporting capabilities. In turn, Snyders is confident that it can effectively plan and manage its trade promotion activities for years to come, even as the business continues to expand.The American consumer has continued to increase its intake of pretzels over the last decade, and the snack food industry as a whole continues to boom. Snyders faces stiff ambition from rival Frito-Lay and other major players in the snack food industry such as Utz, Kelloggs, and Kraft Foods. At the very least, Snyders has made a sincere attempt to transform its business practices with an eye toward rocketing to the top of the boom. The question remains whether a family-owned organization can continue to compete with major corporate players in an industry that has yet to hit its ceiling.