Management Information Systems
Dirt Bikes U.S.A.
March 6, 2008
Marcio Carvalho
Ashley Andrade
Rashid Salameh
1
Table of Contents
Part 1: Abstract…………………….……………………………………………………4
Part 2: Management Overview of the Company
Objective…………………………………………………………………………………..4
Deliverables……………………………………………………………………………….4
Analysis……………………………………………………………………………………8
Part 3: Financial Performance
Objective…………………………………………………………………………………..9
Deliverables……………………………………………………………………………….9
Analysis…………………………………………………………………………………..10
Part 4: Performing a Competitive Analysis
Objective…………………………………………………………………………………10
Competitive Analysis……………...…………………………………………………...…10
Analysis…………………………………………………………………………………..12
Part 5: Ownership of Desktop Software Assets
Objective…………………………………………………………………………………12
Deliverables……………………………………………………………………………...13
Analysis…………………………………………………………………………………..14
Part 6: Customer Database
Objective…………………………………………………………………………………14
Deliverables……………………………………………………………………………...14
Analysis…………………………………………………………………………………..19
Part 7: Summary……………………………………………………………………….20
2
Table of Figures
Part 2: Management Overview of the Company
1-1: Store Performance…………………………………...…………………….…4
1-2: Region Performance………………………...………………………………..5
1-3: Best Selling Products…………………………………………………………5
1-4: Strongest Sales Regions……………………………………………………...5
1-5: Strongest Stores………………………………………………………………6
1-6: Strongest Selling Period (Store)……………………………………………...7
1-7: Strongest Selling Period (Region)……………………………………………7
1-8: Strongest Selling Period (Product)…………………………………………...8
Part 3: Financial Performance
2-1: Model Sales…………………………………………………………………..9
2-2: Annual Sales………………………………………………………………….9
Part 4: Performing a Competitive Analysis
Part 5: Ownership of Desktop Software Assets
4-1: Software Price & Functionality……………………………………………..13
4-2: Software Costs Summary…………………………………………………...13
Part 6: Customer Database
5-1: Supplier ..…………………………………………………………………...14
5-2: Most Expensive Bicycles…………………………………………………...15
5-3: Least Expensive Bicycles…………………………………………………...15
5-4: Product Information…………………………………………………………15
5-5: Products & Suppliers………………………………………………………..16
5-6: Bicycles Low In Stock………………………………………………………17
5-7: Customer Information………………………………………………………17
5-8: Motorcycle Model & Distributer…................................................................18
5-9: Motorcycle Purchases……………………………………………………….18
5-10: Customer Purchases………………………………………………………..19
5-11: Customers Attending Races……………………………………………….19
3
Abstract
Within this report, you will see information and data obtained from doing various
tasks to further benefit Dirt Bikes U.S.A. Our first task was to prepare a management
overview of the company and create a management analysis and report of that business.
We were then required to analyze financial performance and create graphs to present the
information gathered. We then had to prepare a report that analyzed Dirt Bikes using the
value chain and competitive forces models. The following objective was to analyze the
total cost of ownership of desktop software assets and then with the data collected,
matrixes had to be created to exemplify its findings. Finally, we were asked to redesign
the customer database to allow the company to market more aggressively to its customers
and send these customers e-mail notices of special racing events and of sales on parts.
Management Overview of the Company
Objective:
Dirt Bike’s management wants to prepare a management analysis of the company
to help assess the firm’s current situation and future plans. They then request that a
report is constructed to show the company’s history, organization chart, products and
services, and sales and marketing.
Deliverables:
Store No.
6
7
5
8
1
3
4
2
Weekly Sales
$267,648.90
$170,040.85
$158,334.00
$91,435.05
$90,281.10
$90,051.25
$75,498.75
$54,262.70
Store Performance
Figure 1-1: The table above exemplifies the best performing stores by total sales.
4
Sales Region
East
South
North
Weekly Sales
$529,124.80
$234,595.05
$233,832.75
Region Performance
Figure 1-2: The following shows the best performing regions by total sales.
Item No.
8500
3006
6050
2005
Item Description
Desktop CPU
101 Keyboard
PC Mouse
17” Monitor
Sum of Units Sold
981
917
670
609
Best Selling Products
Figure 1-3: The information gathered above shows the best selling products by units sold.
Item No
2005
2005
2005
3006
3006
3006
6050
6050
6050
8500
8500
8500
Item Description
17” Monitor
17” Monitor
17” Monitor
101 Keyboard
101 Keyboard
101 Keyboard
PC Mouse
PC Mouse
PC Mouse
Desktop CPU
Desktop CPU
Desktop CPU
Sum of Units Sold
328
164
117
385
309
223
297
222
151
522
234
225
Sales Region
East
South
North
East
North
South
East
North
South
East
North
South
Strongest Sales Regions
Figure 1-4: The datasheet shows the strongest sales regions by product quantity.
5
Item No
2005
2005
2005
2005
2005
2005
2005
2005
3006
3006
3006
3006
3006
3006
3006
3006
6050
6050
6050
6050
6050
6050
6050
6050
8500
8500
8500
8500
8500
8500
8500
8500
Item Description
17” Monitor
17” Monitor
17” Monitor
17” Monitor
17” Monitor
17” Monitor
17” Monitor
17” Monitor
101 Keyboard
101 Keyboard
101 Keyboard
101 Keyboard
101 Keyboard
101 Keyboard
101 Keyboard
101 Keyboard
PC Mouse
PC Mouse
PC Mouse
PC Mouse
PC Mouse
PC Mouse
PC Mouse
PC Mouse
Desktop CPU
Desktop CPU
Desktop CPU
Desktop CPU
Desktop CPU
Desktop CPU
Desktop CPU
Desktop CPU
Sum of Units Sold
165
105
75
71
67
58
42
26
237
179
144
104
95
72
62
24
144
132
118
78
69
56
47
26
265
167
159
90
85
84
75
56
Store No
6
7
5
3
1
8
4
2
5
6
7
1
3
4
8
2
5
7
6
4
1
3
8
2
6
7
5
8
1
3
4
2
Strongest Stores
Figure 1-5: The following shows the strongest stores by product quality.
6
Store No
1
1
1
2
2
2
3
3
3
4
4
4
5
5
5
6
6
6
7
7
7
8
8
8
Week Ending
29-Dec-04
27-Oct-04
24-Nov-04
29-Dec-04
27-Oct-04
24-Nov-04
27-Oct-04
24-Nov-04
29-Dec-04
29-Dec-04
27-Oct-04
24-Nov-04
27-Oct-04
29-Dec-04
24-Nov-04
24-Nov-04
29-Dec-04
27-Oct-04
27-Oct-04
29-Dec-04
24-Nov-04
29-Dec-04
27-Oct-04
24-Nov-04
Sum of Units Sold
119
111
95
46
43
43
121
94
91
108
80
79
227
200
188
270
268
189
183
183
182
92
86
79
Strongest Selling Period (Store)
Figure 1-6: Above shows the strongest selling period by store.
Sales Region
East
East
East
North
North
North
South
South
South
Week Ending
29-Dec-04
24-Nov-04
27-Oct-04
29-Dec-04
27-Oct-04
24-Nov-04
27-Oct-04
29-Dec-04
24-Nov-04
Sum of Units Sold
543
531
458
308
307
267
275
256
232
Strongest Selling Period (Region)
Figure 1-7: The data gathered above shows the strongest selling period by sales regions.
7
Item No
2005
2005
2005
3006
3006
3006
6050
6050
6050
8500
8500
8500
Item Description
17” Monitor
17” Monitor
17” Monitor
101 Keyboard
101 Keyboard
101 Keyboard
PC Mouse
PC Mouse
PC Mouse
Desktop CPU
Desktop CPU
Desktop CPU
Week Ending
24-Nov-04
27-Oct-04
29-Dec-04
29-Dec-04
24-Nov-04
27-Oct-04
29-Dec-04
27-Oct-04
24-Nov-04
29-Dec-04
24-Nov-04
27-Oct-04
Sum of Units Sold
251
195
163
330
304
283
271
250
149
343
326
312
Strongest Selling Period (Product)
Figure 1-8: The table shown above lists the strongest selling period by products.
Analysis:
As can be seen from the gathered information from above, Dirt Bike’s
management will benefit from preparing a management analysis of the company, thus
helping it assess the firm’s current situation and future plans. With the aid of reports and
queries created, the company will be able to prepare a proper management overview of
their company allowing them to expand and become more profitable.
When asked what the company’s goals and culture are, they are able to say that
their constant goal of the company is to maintain the high quality standards of all of their
models. Another goal could be to have the company gain market share of the Dirt Bike
sales. Dirt Bike’s culture appears to have a very democratic, employee-friendly culture,
emphasizing ongoing learning, quality, attention to detail, and employee contributions.
Dirt Bikes specialize in off-road and motocross motorcycles that emphasize
racing performance, styling, and the best quality parts from all over the world. The four
models sold within the company are: the Enduro 250, the Enduro 550, the Moto 300 and
the Moto 450. The two Enduros are endurance racers, where as the Motos are for
motocross racing. All four are very modern, with such technology as kick and electric
starters, steering stabilizers, and liquid cooling. The company also provides services for
the dirt bikes that are under warranty and sells parts for them. Parts and services account
for about 15 percent of the company’s revenue with the other 85 percent coming directly
from dirt bike sales. The business contains about 118 employees, and is currently
composed of 3 full-time product designers and 3 engineers. Most of the employees are in
production. Many of its departments have less than 10 people. Production is probably the
only department that warrants more than 1 manager. Based on the analysis of the
company the most appropriate means of information technology that can improve the
status of the company is to establish a digital market which is an information system that
links together buyers and sellers.
8
Financial Performance
Objective:
Dirt Bikes needs to have its data on the company’s financial performance
analyzed. They then require that graphs are constructed exemplifying the firm’s sales
history from 2001 to 2005 and its domestic versus international sales from 2001 to 2005
using the spreadsheet software provided. With the information gathered, the next task is
to then calculate the gross and net margins in Dirt Bike’s income statements from 2003 to
2005.
Deliverables:
Model
Enduro 250
Enduro 550
Moto 300
Moto 450
TOTAL
2000
1201
2832
1755
463
6251
2001
1663
3290
1932
598
7483
2002
2291
3759
2454
661
9165
2003
2312
4078
2615
773
9778
2004
2195
3647
2627
823
9292
Model Sales
Figure 2-1: Above illustrates the sales of each model with the amount in thousands of dollars.
Units sold
Annual Sales
4500
4000
3500
3000
2500
2000
1500
1000
500
0
Enduro 250
Enduro 550
Moto 300
Moto 450
2000
2001
2002
2003
2004
Year
Annual Sales
Figure 2-2: The following demonstrates the annual sales of the units sold for each year.
9
Analysis:
The figures collected show the total sales and a five year sales trends. It also
shows how much international and domestic sales that make up the total. When asked
when the sales dropped, it dipped slightly during 2004 but overall, sales have been
increasing. The portion of overall sales represented by international sales has not been
impacted by much, but there are indications that there may be opportunities for Dirt
Bikes to grow its international sales. The income statement data shows a continuing rise
in operating expenses and the cost of goods sold and combined with declines in gross and
net margins. Dirt Bikes needs to bring down its costs and by using new information
systems it might help accomplish that goal. It can be seen that Dirt Bikes has a sufficient
amount of assets, therefore it can afford to invest in new product development and new
information systems that can further increase the revenues of the business.
Performing a Competitive Analysis
Objective:
Dirt Bikes’s management would like to be sure it is pursuing the right competitive
strategy. Therefore, the task is to perform a competitive analysis of the company using
the Web to find the information that is needed. Then, prepare a report that analyzes Dirt
Bikes using the value chain and competitive forces models.
Deliverables:
Activities that create the most value:
The activities that create the most value for Dirt Bikes USA is merely the
manufacturing and selling of dirt bikes. Although, many of the parts are from the United
States, they also acquire pieces from other places in the world, such as Austria.
Nonetheless, Dirt Bikes is the one whom constructs their bikes’ frames, which have
become a trademark for the company. In addition, the company also offers mechanical
services because they believe in backing their products; for instance, they sell what the
mechanics can almost certainly repair. In the end, 15% of the total revenue is an
achievement of the parts and services. This percentage means that the rest of the profit
comes from the bikes, which is mostly sold in the United States of America. The bikes
include the Enduro 250 selling for $3250, the Enduro 550 retailing for $7600, the Moto
300 selling for $4295 and the Moto 450 retailing for $8995. Basically, Dirt Bikes’s bikes
are what make the business possible.
10
Value provided to customers:
Dirt Bikes has invested in various products in order to fasten the relationship
between them and their customers. For instance, many of their employees are dirt bike
admirers, who have the same love for this product as many of their customers. A number
of their workers are racers, who are endorsed by Dirt Bikes USA in dirt bike racing
competitions. Therefore, in order to better please customers, they have established a Dirt
Bike’s USA Owners’ Group so that patrons can share their experience. Their brand is
also distributed in various ads as well as dirt bike and motorcycle magazines; thus,
product enthusiasts will always be kept up to date with advanced and latest merchandise.
Major competitors:
Dirt Bikes must pay close attention to its competition. In today’s society,
businesses are constantly thriving to become the best by advancing their products and
creating a product or service that will attract the attention of individuals. Therefore, Dirt
Bikes must not only pay attention to their own company, but they must also look at their
rivals. Some major bike manufacturers and sellers include: the ProSports USA
Motorcross sponsors Kawasaki Motorcycles and Yamaha Motor Corporation.
Comparison in products:
Kawasaki is constantly coming up with new products. Their goods, in
addition, are very fairly priced given that their bikes tend to range from $2,999 to $7,999;
thus, this company is more affordable than many other bike manufacturers. Also, the
Kawasaki Motorcycles also has a Rider’s Club (ROK) that offers a number of benefits,
such as discounts, ROK clothing, a free ROK magazine membership, and many other
benefits. Yamaha bikes tend to lean on the pricier side when compared with Dirt Bikes’s
and Kawasaki’s brands. Nonetheless, the Yamaha’s name is well known as well as
trustworthy; for instance, they have an extended service program that spares their
customers expensive repair bills. In addition, Yamaha has a number of racing teams: the
Yamaha Factory Team, the L & M Racing Team, the Joe Gibbs Racing Team, the
Yamaha of Troy Racing Team, and many more. Yamaha also sells many more
merchandise rather than Dirt Bikes, such as apparel, gifts, parts, services, snowmobiles,
accessories, motorcycles, watercrafts, as well as much more. Basically, individuals who
are outdoorsy as well as sporty are more inclined to turn to the Yamaha brand.
11
Competitive forces:
Today, there are a number of competitive forces that have an impact on Dirt
Bikes, like the customers, current competitors, the suppliers, and new entrants.
Nonetheless, Dirt Bikes must not let these forces divert them from becoming the best that
they can be. Dirt Bikes USA has a number of benefits, but what they should do is follow
the footsteps of Harley Davidson. In simple terms, they should amplify their products and
services as well as form additional customer groups. For example, the company should
offer motocross training classes, more Dirt Bikes USA apparel, be advertised more often,
and have additional protection plans. Also, they should try to offer more accessories as
the Harley Davidson Franchise. In simple terms, for Dirt Bikes to become better and
more successful, they should capitalize its name and influence it into motocross racing.
Analysis:
If Dirt Bikes’s management would like to be sure that it is pursuing the right
competitive strategy, they need to perform more competitive analysis’s similar to the one
shown above. A competitive analysis requires the use of the Internet to find information
that will analyze Dirt Bikes using the value chain and competitive models. These models
exemplify the company’s activities that provide the most value, its value to their
customers, their major competitors, as well as the competitive forces that can affect their
industry. By performing all of these tasks, Dirt Bikes will be able to maintain success
without having to worry about their competitors ruining their business thus making them
run out of business.
Ownership of Desktop Software Assets
Objective:
Dirt Bikes would like to replace the desktop office productivity software used by
its corporate administrative staff. These employees need a suite that has word
processing, spreadsheet, database, electronic presentation, and e-mail software tools.
Occasionally, they would like to use these software tools to publish Web pages or to
access data from the Internet. The task at hand is to use the Web to research and compare
the pricing and capabilities of either Microsoft Office 2003 or Office XP versus Sun
StarOffice.
12
Deliverables:
Microsoft Office 2003
Microsoft Office XP
Sun StarOffice
Word Processing
Spreadsheet
Database
Electronic Presentation
E-mail Software
Price Per Software
Total Price for 8 Copies
$268.93
$2,151.44
$299.00
$2,392.00
$199.44
$1,595.52
Software Price & Functionality
Figure 4-1: The chart above compares the prices of each software suite as well as their
functionality.
One-Time Installation Fee:
initial: $25 per user
cost for 8 users = $200
One-Time Training Fee:
initial: $100 per user
cost for 8 users = $800
Annual Technical Support Fee (30% of initial purchase costs):
Microsoft Office 2003
$645.43
Microsoft Office XP
$717.60
Sun StarOffice
$478.66
Annual Downtime Fee (15% of the purchase costs)
Microsoft Office 2003
$322.72
Microsoft Office XP
$358.80
Sun StarOffice
$239.33
Software Costs Summary
Figure 4-2: Above exemplifies the costs summary for additional cost components for each
software system.
13
Analysis:
Dirt Bikes would have to do some research to determine which desktop office
productivity software would be best to improve efficiency and organization within the
company. Based on the information gathered above, Dirt Bikes would make the wise
decision of purchasing Microsoft Office 2003 due to the fact that it performs all the
functions that is needed by the employees. Microsoft Office 2003 performs the same
tasks as Microsoft Office XP but is of lower price. Sun StarOffice is found to be the least
amount of the three and would be considered to be the best choice, but this software does
not contain e-mail software that would be needed. Along with the initial costs for such
things as installation fees and training fees, in the end Microsoft Office 2003 proves to be
a better value. Therefore, Microsoft Office 2003 would be the best decision for Dirt
Bikes to make in order to further benefit and assist the business.
Customer Database
Objective:
Dirt Bikes sells primarily through its distributors. It maintains a small customer
database and the data is then collected by its distributors when they make a sale and are
then forwarded to Dirt Bikes. Dirt Bikes would like to be able to market more
aggressively to its customers and the Marketing Department would like to be able to send
customers e-mail notices of special racing events, sales on parts, and of their interests and
tastes. The task at hand is to redesign Dirt Bikes’s customer database so that it can store
and provide the information needed for marketing. Afterwards, develop several reports
that would be of great interest to Dirt Bikes’s marketing and sales department.
Deliverables:
.
ID No
Supplier No.
Company Name
Street Address
City
State
ZIP Code
1
1
Bicyclist's Choice
1459 Washington Avenue
Sioux Falls
SD
57106
2
2
Bike-One
2000 Oceanside Lane
San Diego
CA
92110
3
3
1155 Fifth Avenue
Long Branch
NJ
7521
4
4
Run-Up Bikes
Simpson's Bike
Supply
107 Piedmont
Tulsa
OK
74114
Supplier
Figure 5-1: The supplier table above shows each supplier along with their ID number and
location
14
Product No.
20
18
6
5
19
Product Name
Twist & Shout
Runroad 4000
Eagle 1
Eagle 2
Runroad 5000
Selling Price
$700.70
$599.99
$574.01
$561.54
$495.99
Quantity on Hand
0
5
1
2
5
Profit Margin
40.00%
33.05%
40.00%
40.00%
26.87%
Most Expensive Bicycles
Figure 5-2: The five most expensive bicycles can be seen from the table above.
Product
Name
Red Rider
Supreme 350
Runkidder
100
Coolest 100
Blue Moon
Purchase
Cost
$15.00
$50.00
Selling Price
Markup Percent
$25.50
$70.00
70.00%
40.00%
$50.95
$75.99
49.15%
$69.99
$75.29
$97.98
$105.41
39.99%
40.01%
Least Expensive Bicycles
Figure 5-3: The five least expensive bicycles can be seen from the table above.
1
Product
No.
1
Product
Category
Road
2
2
Road
3
3
Road
4
5
6
4
5
6
Mtn.
Mtn.
Mtn.
7
7
Hybrid
8
8
Hybrid
9
9
Hybrid
10
10
Leisure
11
11
Leisure
12
12
Leisure
13
13
Leisure
14
14
Children
15
15
Children
ID
Product
Name
Classic 109
Elegant
210
Runroad
1000
Eagle 3
Eagle 2
Eagle 1
Runblend
2000
Eagle 7
Tea for
Two
Runcool
3000
Starlight
Supreme
350
Blue Moon
Runkidder
100
Red Rider
Purchase
Cost
$207.49
Selling
Price
$290.49
Supplier
No.
1
Quantity on
Hand
7
Reorder
Level
2
$281.52
$394.13
1
7
2
$250.95
$350.99
3
8
5
$350.52
$401.11
$410.01
$490.73
$561.54
$574.01
2
2
2
5
2
1
2
2
2
$180.95
$255.99
3
0
5
$150.89
$211.46
2
9
2
$175.02
$245.03
4
3
2
$85.95
$135.99
3
5
5
$100.47
$140.66
4
1
2
$50.00
$70.00
1
3
5
$75.29
$105.41
4
4
2
$50.95
$75.99
3
10
5
$15.00
$25.50
4
8
5
15
16
16
Children
17
17
Children
18
18
Road
19
19
Road
20
20
Road
Coolest
100
Green
Rider
Runroad
4000
Runroad
5000
Twist &
Shout
$69.99
$97.98
1
6
5
$95.47
$133.66
4
4
5
$450.95
$599.99
3
5
5
$390.95
$495.99
3
5
5
$500.50
$700.70
4
0
2
Product Information
Figure 5-4: The table above lists each product as well as additional details about that product.
Company Name
Bicyclist's Choice
Bicyclist's Choice
Bicyclist's Choice
Bicyclist's Choice
Bike-One
Bike-One
Bike-One
Bike-One
Run-Up Bikes
Run-Up Bikes
Run-Up Bikes
Run-Up Bikes
Run-Up Bikes
Run-Up Bikes
Simpson's Bike Supply
Simpson's Bike Supply
Simpson's Bike Supply
Simpson's Bike Supply
Simpson's Bike Supply
Simpson's Bike Supply
Product Name
Classic 109
Coolest 100
Elegant 210
Supreme 350
Eagle 1
Eagle 2
Eagle 3
Eagle 7
Runblend 2000
Runcool 3000
Runkidder 100
Runroad 1000
Runroad 4000
Runroad 5000
Blue Moon
Green Rider
Red Rider
Starlight
Tea for Two
Twist & Shout
Product No.
1
16
2
12
6
5
4
8
7
10
14
3
18
19
13
17
15
11
9
20
Quantity on Hand
7
6
7
3
1
2
5
9
0
5
10
8
5
5
4
4
8
1
3
0
Reorder Level
2
5
2
5
2
2
2
2
5
5
5
5
5
5
2
5
5
2
2
2
Products & Suppliers
Figure 5-5: The chart above illustrates the products as well as the suppliers.
16
Product
Name
Product
No.
Supplier
No.
Company
Name
Eagle 1
6
2
Bike-One
Runblend
2000
7
3
Run-Up Bikes
Starlight
11
4
Supreme
350
12
1
17
4
20
4
Green
Rider
Twist &
Shout
Street
Address
2000
Oceanside
Lane
1155 Fifth
Avenue
Simpson's
Bike Supply
Bicyclist's
Choice
Simpson's
Bike Supply
Simpson's
Bike Supply
City
State
ZIP
Code
Quantity
on Hand
Reorder
Level
San
Diego
CA
92110
1
2
Long
Branch
NJ
7521
0
5
107 Piedmont
Tulsa
OK
74114
1
2
1459
Washington
Avenue
Sioux
Falls
SD
57106
3
5
107 Piedmont
Tulsa
OK
74114
4
5
107 Piedmont
Tulsa
OK
74114
0
2
Bicycles Low In Stock
Figure 5-6: The following provides the bicycles that are low in stock and in need of reorder.
Customer
ID
1
2
3
4
Last
Name
Mann
Porter
Higgins
Langan
First
Name
Dwight
William
Daniel
Howard
5
Delgado
Luis
6
Stratman
Philip
7
Yates
Gerry
8
9
10
Michel
Podell
Lowe
Paul
James
Mark
98109
84321
68526
86002
Date of
Birth
2-Aug-80
24-Nov-71
30-Dec-67
26-Jun-66
Hunting
Skiing
Fishing
Hunting
NM
88003
22-Jul-61
Football
CA
94541
16-Feb-74
Tennis
-
Ventura
CA
93012
6-Jun-79
Skiing
-
Norman
Pocatello
Pomona
OK
ID
CA
73072
83202
91767
1-Apr-78
8-Mar-72
18-Oct-69
Hunting
Tennis
Skiing
-
Street
City
State
Zip
23 Colby Lane
3 Pinehill Rd.
38 Ryder Rd.
8 Belle Ave.
66 Skyview
Terrace
722 Donald Dr.
11 Buena Vista
Dr.
523 Grant St.
68 Clinton St.
95 Canyon Dr.
Tacoma
Logan
Lincoln
Flagstaff
Las
Cruces
Hayward
WA
UT
NE
AZ
Customer Information
Figure 5-7: The above data contains the customers along with their information.
17
Sport
Racing
-
Model ID
1
2
3
4
5
6
7
8
9
Model
DRZ400
RM250
Moto 300
Enduro 250
Enduro 550
KDX200
Moto 450
XR200R
CR250
Manufacturer
Suzuki
Suzuki
Dirt Bikes
Dirt Bikes
Dirt Bikes
Kawasaki
Dirt Bikes
Honda
Honda
Dist. ID
1
2
3
4
5
6
7
8
9
Distributor
Ben's Cycles
J & J Cycle
KB Racing
Don's Off Road
WX Cycle
Performance Cycles
Lightning Cycles
All-Terrain Cycle
Cycle World
Motorcycle Model & Distributor
Figure 5-8: The chart shown above provides information on the customer’s motorcycle by model
and distributer.
Trans ID
3
7
6
11
1
10
12
2
4
5
15
14
8
9
13
Customer ID
1
1
2
2
3
3
4
5
6
6
7
8
9
9
10
Model ID
5
4
4
9
3
7
7
3
2
7
4
3
5
8
3
Date
8/11/2003
2/12/2005
11/2/2004
3/27/2005
6/7/2005
7/11/2004
1/12/2005
10/5/2004
9/22/2004
3/21/2004
5/16/2005
4/17/2005
5/18/2004
6/28/2004
12/5/2004
DistID
2
2
5
5
7
8
9
1
3
4
7
5
6
7
3
Motorcycle Purchases
Figure 5-9: Above demonstrates the purchases of motorcycles by customers.
18
Customer
ID
1
1
2
2
3
3
4
5
6
6
7
8
9
9
10
Last Name
First Name
Model
Manufacturer
Distributor
Date
Mann
Mann
Porter
Porter
Higgins
Higgins
Langan
Delgado
Stratman
Stratman
Yates
Michel
Podell
Podell
Lowe
Dwight
Dwight
William
William
Daniel
Daniel
Howard
Luis
Philip
Philip
Gerry
Paul
James
James
Mark
Enduro 250
Enduro 550
CR250
Enduro 250
Moto 450
Moto 300
Moto 450
Moto 300
Moto 450
RM250
Enduro 250
Moto 300
XR200R
Enduro 550
Moto 300
Dirt Bikes
Dirt Bikes
Honda
Dirt Bikes
Dirt Bikes
Dirt Bikes
Dirt Bikes
Dirt Bikes
Dirt Bikes
Suzuki
Dirt Bikes
Dirt Bikes
Honda
Dirt Bikes
Dirt Bikes
J & J Cycle
J & J Cycle
WX Cycle
WX Cycle
All-Terrain Cycle
Lightning Cycles
Cycle World
Ben's Cycles
Don's Off Road
KB Racing
Lightning Cycles
WX Cycle
Lightning Cycles
Performance Cycles
KB Racing
2/12/2005
8/11/2003
3/27/2005
11/2/2004
7/11/2004
6/7/2005
1/12/2005
10/5/2004
3/21/2004
9/22/2004
5/16/2005
4/17/2005
6/28/2004
5/18/2004
12/5/2004
Customer Purchases
Figure 5-10: The data gathered shows the information of each customer that has made a
purchase.
Last
Name
First
Name
Delgado
Luis
Langan
Howard
Michel
Paul
Porter
William
Street
66 Skyview
Terrace
8 Belle
Ave.
523 Grant
St.
3 Pinehill
Rd.
Racing
Customer
ID
State
Zip
NM
88003
5
AZ
86002
4
OK
73072
8
UT
84321
2
Phone
(505) 5824301
(928) 3825877
(405) 3251971
(435) 7973322
Email
[email protected]
[email protected]
Customers Attending Races
Figure 5-11: The table above expresses the customers that attend racing events.
Analysis:
If Dirt Bikes wishes to be able to market more aggressively to its customers and
have the Marketing Department be able to send these customers e-mail notices of special
racing events and of sales on parts, then they would have to review the above information
gathered. By taking all of the proper precautions, Dirt Bikes will be able to obtain a
better understanding of its customer’s interests and tastes. By building a better
relationship with their customers, the business will be able to function better and be able
to fulfill the wants and needs of all customers. This will then persuade customers to
19
further continue their business with Dirt Bikes thus increasing revenues and making the
company more profitable.
Summary:
In conclusion, Dirt Bikes has been proven to be an exceptional assignment in
obtaining a better idea of what it takes to perform research and construct a report that
summarizes the findings for management. One of the most common and important
lessons learned was that the Internet is a valuable resource that can be used to gather data
and information that will aid in making a decision that will have an impact on the
business. Making decisions plays a key role in being able to manage and maintain a
company or firm, and without doing research and then using critical thinking, that
business will surely fail. Thus, it is important to know all the facts before making any
decisions because the company depends on it and will either become more successful and
expand, or it will fail and eventually go out of business.
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