Damiani Web Site: http://www.damiani.com/en/ Damiani is a leading company in the Italian manufacturing and trade sector of jewelry and highend luxury…

Damiani Web Site: http://www.damiani.com/en/ Damiani is a leading company in the Italian manufacturing and trade sector of jewelry and highend luxury watches. Founded in 1924, the Damiani brand excelled in Italian and International markets, becoming an ambassador of Italian style and a synonym of excellence and the best Italian jewelry tradition. Creativity, design and entrepreneurship are the key elements that have driven the Damiani family for nearly a century, together with a deep passion for an art that has passed from father to son and also been transmitted to the third generation, now the head of the company. Damiani has always been renowned for the quality of products and materials adopted and the exclusive design of its collections. The innovative marketing and communications strategy and the proven experience of the management team are two additional key elements that contribute to Damiani’s leadership position in the jewelry market sector. The success of the brand is the result of a perfect combination of creativity, research and innovation, merged with a profound knowledge of the goldsmith’s tradition at an international level. Damiani is currently present in Italy and in major markets worldwide with fully owned subsidiaries, managing 55 direct and 20 franchised points of sale, in the most exclusive streets of the world’s major cities. Damiani is the flagship company of the Damiani Group. Creativity, excellence and entrepreneurship are the key values that have always guided the family Damiani, combined with deep passion for art. The group, active in the jewelry sector with prestigious brands such as Damiani, Calderoni 1840, Salvini, Alfieri & St. John and Bliss, also owns the Rocca 1794 chain.
Business analysts at the head office in Italy do not have direct access to information generated throughout the entire organization that has geographic coverage including North America, Asia, and the rest of Europe. For instance, transactional data generated at both Damiani-owned stores and associate stores franchised to third party owners is not available to the business analyst at head office. Damiani oversees and manages 55 direct and 20 franchised points of sale in the most exclusive and high-end streets and avenues of the world’s major cities. (NOTE: Direct point of sale refers to those managed directly by Damiani personnel and franchised POS refers to those managed by sales clerks of Damiani’s franchised outlets.) To receive transactional data business analysts have to submit formal requests to Database Administrators (DBAs) in the firm’s IT staff. The DBAs download the information from operational systems and prepare custom reports for the business analysts and the managers they are assisting. There is a limited number of DBAs and their respective data base programmers that respond to the increasing volume of requests from a growing number of business analysts. Over time, pressures on the limited resources of Damiani have increased and business analysts and decision makers who need the query results quickly grow restless and dissatisfied with the long response times from the DBAs and their assistants. The end users (i.e., business analysts and mid-level and executive-level managers) have put a memo together and demanded a much better system solution that can meet their voluminous query needs on a daily basis. Another complicating factor is the fact that jewelry designers at Damiani are required by the CEO to introduce new jewelry designs not only once every season, but also twice during the 3 annual four season turnover. This means that DBAs and their assistants have to create new database tables on these new jewelry product lines and spend a lot of time, people, and computational IT resources on maintaining them and responding to end user requests for query results — further exacerbating the IT team’s capacity problems. Damiani’s CEO also wants the business analysts to be able to analyze the captured data and provide the firm’s key decision makers with actionable insights to facilitate and guide the firm’s expansion beyond Europe — specifically South America and Africa. He would like insights to be more forward looking and not just focusing on past performance. So important is this to the CEO that he is willing to hire more business analysts to help the firm’s key decision makers at the mid-level and executive-level extract insights from their analysis of the data from all sources in all geographic locations of the stores worldwide. In the future, he also plans to train all midlevel and executive-level managers to use the software solution that business analysts will use for analyzing the data so that they can be self-sufficient and independent. This plan will also relieve growing end user pressures on IT staff members.
See yourself as a member of Damiani’s IT staff.
(2)What information system solution would you recommend to Damiani to address the needs expressed in the “Issue Two” section? Do the following: -describe the issue/problem/challenge -identify the information system solution you would recommend; define this software solution -justify why this solution would address the problems in Issue Two

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