Analysis & Development

Dual Write Configuration Sequence

noreply@blogger.com (Faiq Wyne) — Thu, 22 Jul 2021 21:09:00 +0000

The following list of entities are needed to be configured ;

Area	Sub-Area	Entity Mapping Name in Dual Write UI	DRI Owner team
Accounts Payable	Payment schedules - Header	Payment schedule <-> msdyn_paymentschedulesDRI	GFM
Accounts Payable	Payment schedules – Line	Payment schedule lines <-> msdyn_paymentschedulelines	GFM
Accounts Payable	Payment Day - Header	Payment days CDS <-> msdyn_paymentdays	GFM
Accounts Payable	Payment Day - Line	Payment day lines CDS V2 <-> msdyn_paymentdaylines	GFM
Customers	Customer groups	Customer groups <-> msdyn_customergroups	DW-App

Customers	Terms of payment	Terms of payment <-> msdyn_paymentterms	GFM
Customers	Customer payment method	Customer payment method <-> msdyn_customerpaymentmethods	GFM
Customer Loyalty	Loyalty Card	Loyalty card <-> msdyn_loyaltycards	DW-App
Customer Loyalty	Loyalty Reward Points	Loyalty reward points <-> msdyn_loyaltyrewardpoints	DW-App
Customers	Customers	Customers V3 <-> accounts	DW-App
Customers	Customer Contact	CDS Contacts V2 <-> contacts	DW-
General Ledger	Currency	Currencies <-> transactioncurrencies	GFM
General Ledger	Fiscal calendar	Fiscal calendar integration entity <-> msdyn_fiscalcalendars	GFM
General Ledger	Fiscal calendar year	Fiscal calendar year integration entity <-> msdyn_fiscalcalendaryears	GFM
General Ledger	Exchange rate types	Exchange rate type <-> msdyn_exchangeratetypes	GFM
General Ledger	Exchange rate pair	Exchange rate currency pair <-> msdyn_currencyexchangeratepairs	GFM

General Ledger	Ledger fiscal periods/ Financial Calendar Period	FiscalPeriodEntity <-> CDS.msdyn_fiscalcalendarperiods	GFM
General ledger	Main account category	Main account categories <->msdyn_mainaccountcategories	GFM
General Ledger	Main account	Main account <-> msdyn_mainaccounts	GFM
General Ledger	Ledger	Ledger <-> msdyn_ledgers	GFM
General Ledger	Exchange rates	CDS Exchange rates <-> msdyn_currencyexchangerates	GFM
General Ledger	Dimension attribute	Financial dimensions <-> msdyn_dimensionattributes	GFM
General Ledger	Dimension integration format	Financial dimension format <-> msdyn_financialdimensionformats	GFM
Organization	Organization classification/ Organization Hierarchy Purpose	Organization hierarchy purposes <-> msdyn_internalorganizationhierarchypurposes	DW-App
Organization	Organization hierarchy	Organization hierarchy - published <->msdyn_internalorganizationhierarchies	DW-App
Organization	Organization hierarchy type	Organization hierarchy type <-> msdyn_internalorganizationhierarchytypes	DW-App
Organization	Company	Legal entities <-> Companies	DW-App
Products	Released Products	Released products V2 <-> msdyn_sharedproductdetails	SCM
Products	Distinct Released Products	CDS released distinct products <-> products	SCM
Products	Product Number Identified Barcode Entity	Product Number Identified Barcode <-> msdyn_productbarcodes	SCM
Products	Global Products	All products <-> msdyn_globalproducts	SCM
Products	DW - Product Default order settings entity	Default order settings <-> msdyn_productspecificdefaultordersetting	SCM
Products	Product dimension group entity	Product dimension groups <-> msdyn_productdimensiongroups	SCM
Products	Tracking dimension group entity	Tracking dimension groups <-> msdyn_producttrackingdimensiongroups	SCM
Products	DW- Unit of measures entity	Units <-> uoms	SCM
Products	DW- Unit of measure Conversion	Unit conversions <-> msdyn_unitofmeasureconversions	SCM
Products	DW- Product Specific Unit of measure Conversion	Product specific unit conversions <-> msdyn_productspecificunitofmeasureconversions	SCM
Products	DW- Site entity	Sites <-> msdyn_operationalsites	SCM
Products	DW - Warehouses entity	Warehouses <-> msdyn_warehouses	SCM
Products	DW - Color entity	Colors <-> msdyn_productcolors	SCM
Products	DW- Size entity	Sizes <-> msdyn_productsizes	SCM
Products	Storage dimension group entity	Storage dimension groups <-> msdyn_productstoragedimensiongroups	SCM
Products	DW - Style entity	Styles <-> msdyn_productstyles	SCM
Products	DW- Configuration entity	Configurations <-> msdyn_productconfigurations	SCM
Products	DW - EcoResProductMasterColor entity	Product master colors <-> msdyn_sharedproductcolors	SCM
Products	DW - EcoResProductMasterSize entity	Product master sizes <-> msdyn_sharedproductsizes	SCM
Products	DW - EcoResProductMasterStyle entity	Product master styles <-> msdyn_sharedproductstyles	SCM
Products	DW - EcoResProductMasterConfig entity	Product master configurations <-> msdyn_sharedproductconfigurations	SCM
Tax	Tax codes	Sales tax codes <-> msdyn_taxcodes	GFM
Tax	Tax groups	Sales tax groups <-> msdyn_taxgroups	GFM
Tax	Tax item groups	Item sales tax group <-> msdyn_taxitemgroups	GFM
Tax	Tax Exemptions	Sales tax exempt code entity CDS <-> msdyn_taxexemptcodes	GFM
Tax	Tax Authorities	Sales tax authorities <-> msdyn_taxauthorities	GFM
Tax	Withholding tax codes	Withholding tax codes <-> msdyn_withholdingtaxcodes	GFM
Tax	Withholding tax groups	Withholding tax groups <-> msdyn_withholdingtaxgroups	GFM
Tax	Tax Ledger Account Group / Tax Posting Groups	Sales tax ledger posting groups V2 <-> msdyn_taxpostinggroups	GFM
Vendor	Vendors	Vendors V2 <-> msdyn_vendors	DW-App
Vendor	Vendor groups	Vendor groups <-> msdyn_vendorgroups	DW-App
Vendor	Vendor payment method	Vendor payment method <-> msdyn_vendorpaymentmethods	DW-App
Vendor	Vendor contacts	CDS ContactsV2 <-> contacts	DW-App
General Ledger	Chart of accounts	Chart of accounts <-> msdyn_chartofaccounts	GFM

Referral & Influential Retailing | Brick & Mortar, Mobile, & E-Commerce

noreply@blogger.com (Faiq Wyne) — Mon, 14 Mar 2016 20:42:00 +0000

Photo Credit: Kevin Curtis

It started with Multi-Layer Marketing strategy as a way of getting big, by spending less.

Others have always believed in an organically evolved network of consumers; and that it has a more subtle effect on the revenue stream. Be it #Bars #Cafe #Facebook #Twitter ....

Hence comes the concept of Referrals and influential sales or leads. A predecessor that we can not ignore is the buying experience of the customer and the behavior it triggers. There are several methods for gathering intelligence on Customer's purpose of visit and satisfaction index.

Now, how can we get our customers to send us referral or influence their social circle in buying from us. Like I have mentioned above actively paying your customers is one of the option but not a subtle one.

Passively passing on the benefit to your customers is a more sustainable model.

· Referrals: Printed coupons sent via newspapers, direct mail, or email. Cases where user intervention is required.

· Influence:Digital coupons for shared over social platforms that are presented to specific group of users who click on an Digital Ad, Tweet, or post.

Tracking IDs, Coupon Codes are used for determining how much the customer has promoted the Brand Sales intentionally (Referral), or how much Brand promotion has been done that has indirectly resulted in Sales (Influence).

Metrics & KPIs used for such analysis are;

Referral Count (metric)
Referral Value $ (metric)
Referral Count / Customer Action Count (kpi)
Referral Value $ / Customer Action Count (kpi)
Influence Count (metric)
Influence Value $ (metric)
Influence Count / Customer Action Count (kpi)
Influence Value $ / Customer Action Count (kpi)

One way of managing data for clustering is based on demographics and impact magnitude.

Let me know if the idea is worth a try for your business and what are the complications that makes it seem impossible.

Customer Satisfaction Across OMNI Channel

noreply@blogger.com (Faiq Wyne) — Mon, 14 Mar 2016 20:42:00 +0000

Image by: Kelvin Quarles - @Kel.photo

Customer Satisfaction Across #OMNI Channel, but how ?

We all have heard about NPS score factor that presents a user on a website at exiting with a rating scale (1-10); for asking if they are Satisfied (10) or Dissatisfied (1) with Brand's online presence. Some of the leading Banks and Telecom operators have implemented NPS for judging customer satisfaction.

On the contrary Retailers prefer a combination of close ended Questions for their E-commerce website Outcome/Task Analysis) suggested by Mr. Avinash Kaushik, or have a research team reaching out to their customers for Brick & Mortar.

Wouldn't you do wonders, if you knew exactly who is leaving your store Happy or with a frown on their face. What is even better, if you could have your customers or a reasonable sample for your traffic answers to these questions….

Did the Customers (She/He) get what they came for?
Would your customers be willing to come again?
Are Customers going to promote our brand among their friends and social circle?

With OMNI Channel (Global Index - PWC) being implemented by major Retailers, Banks, Telecom Operators; having an implementation of close-ended surveys, or NPS score has become imperative.

Each transaction adds up to a customer's cognitive side or as we know it "Buying Experience", and triggers different variations of "Consumer Behavior".

Sounds like straight out of a text book! But the fact of matter is that how your consumers are behaving is crucial to your business's sustainability and growth.

We need to know if they had a delighted experience or not and how can we work to get that achieved. Part of this experience is the purpose of coming to our Store (Mobile, Store, Ecom).

Depending upon an enterprise's maturity level of OMNI implementation (openbravo's Road-Map), it is possible to track customer's journey and related metrics & KPIs required to access the right group of customers (high spenders + bad experience) at the right time (time before social impression/ Birthday) for ensuring not only retention, but also attempting for a wave of positive social buzz; triggering a series of influential and Referral Sales.

So, what are these Social buzz Metrics and KPIs ???

You will definitely break a sweat, when going for an offline implementation, or in some cases integrating for digital presence for customer tracking.

Once you have done with the technical chaos, it is all left to your Brand Managers, Analysts, and Planners to connect the dots within the history of a customer's buying experience.

Data in Action:

Customers can be segmented into clusters driven by the combination of Demographics, Region and Channel and viewed for their history of responses. A sample view with hypothetical numbers might help you visualize.

First Grid: Aggregated Numbers

Second Grid: Individual NPS Score History

When such figures are combined with transnational data, Campaign & Brand Managers can make a series of healthy decisions;

Evaluate A/B options and other fixes for an Ecom and other channels.
Inviting over a group of customer for NEW Spring Collection.
Sending out a personally written letter, followed by a dynamic content email to a customer and saving them from becoming a detractor.

Program #Your #Brian | Sticking to a #Routine

noreply@blogger.com (Faiq Wyne) — Thu, 02 Jan 2014 11:33:00 +0000

Charles Duhigg has reveled a neurological coding method through his recent blog; "Got a New Year’s Resolution? Here’s how to make it stick!" . Now this is a great way of making yourself stick to a routine and get results. The implementation for this is not only limited to #New-Year resolutions but could also help people with busy schedules and odd routines to cross out an entry on their #To-Do-List; by actually get some things done.

Its like teaching your Kids to do the Right Thing by rewarding them with an extra Bar of #Chocolate or a Pack of #Cookies. Except here we are talking in a broader sense and can use this method on ourselves as well for;

Getting a Professional Certification that we have been planning for the last year
Loosing those extra pounds from the love handles & Thighs

It doesn't Matter if you’re a; Busy #House #Wife / #Mother of 3 Kids managing house chores, or a Corporate Executive having travel plans / back-2-back Tasks & meetings. This flow chart will help you unlock a secret of managing your #Personal & #Professional #Lives.

Do share your comments after adopting this technique!

Mass-market of One - Web Intelligence

noreply@blogger.com (Faiq Wyne) — Fri, 29 Mar 2013 14:11:00 +0000

Virtual marketplace of 2013 is more dynamic and has presented its exhibitors with "intelligent tools" required to manage consumer expectations.

Now how can tool be intelligent? The adjective "intelligent" is referring to a platform (entity) that can be used for our benefit as a "tool".

These intelligent tools are outburst of social engagement addiction found over the web. Platforms such as Linkedin, Facebook, Twitter, Blogger, Mashable and other various breeds can be helpful in targeting and managing consumer's expectation.

Analysis based Development from Faiq Wyne

All you need is an idea good enough to do business with and a possible match group of web users; who would like to be part of your business as customers. A successful Idea is bound to have some sort of economic sense into it and the most important of all the addictive (social interaction) element for kicking your idea to the next level.

With updates, feeds, likes and fan-following (data from social platforms) businesses can formulate a user profile based on this data and can run trials on user acceptance (focused groups) before even a product is developed or launched. These trial results (reviews) can help in develop a product or a service fit to serve the need or desire of a particular demographic, or geographic population.

Based upon review relating to a particular product, businesses can have a list of possible funneling attributes; that would help them to make the sale and hit their profit margins. Social platforms are a remarkable intelligent tool that can be used in identifying your prospect, profiling, convert them into customers; completing the whole business cycle with minimum expenses rendered.

Suppressed Timelines! :-s

noreply@blogger.com (Faiq Wyne) — Mon, 25 Mar 2013 17:09:00 +0000

On my flight back from a training course, I was feeling relaxed and wanted to enjoy some music.. so got the airline's headset plugged into my HTC and started nodding with the rhythm.....
I realized a fresh pleasant face was in front of me...serving meal and drinks to us civil passengers, but then she looked at her colleague and frowned; It seemed as if she wanted to tell her something important. Then she turns around with a slight rush asks "which drink sir?" Spills a drop on me. " I'm sorry!" with utter embarrassment she said.

She had her cool and was very much in control, but why the rush?
I told her " you need to relax". She replied; due to turbulence we are short of time.
I understood it and smiled back, and saw her handing over tissuees for cleaning up the drink.

There I was observing earlier but now was calculating in my head the time consumed in cleaning up was almost half of serving time. So if she is short on time, her rush is causing her 50% more time in covering all of the passengers, had realised that If it would have been someone else the time would have been more than her and spillage would have been close to a rain shower on my head.

So it struck me that while we are short on time we should give our activities reasonable time, so that they can be completed efficiently and accurately, within the available timeframe.

Agile Family - Bruce Feiler

noreply@blogger.com (Faiq Wyne) — Mon, 04 Mar 2013 08:45:00 +0000

Agile simply breaks a tiring tenure into small manageable spans of experiences and emotions. Taking life as it comes to you along with what you have scheduled for yourself.

Is this going to work?

Have we tried it?

Where do we get stuck while implementing this routine in our family life?

What do you think of it ?

Legacy Data Migration - What, Why & How ?

noreply@blogger.com (Faiq Wyne) — Sat, 19 Jan 2013 18:33:00 +0000

ASAP Methodology

This presentation on "SlideShare" by Mr. Arun Parsad gives an overview to the SAP's Accelerated Implementation Methodology (ASAP - Accelerated SAP). The purpose behind sharing such content is to lay emphasis on the migration of legacy data onto SAP or on any other platform. For proving my view point I’ll be using SAP as an example.

For any enterprise the business objective behind implementing a Business Automation Software (ERP/BI) could be; efficient allocation of resources, transparency, process standardization and optimization, timely provision of intelligence for supporting decision making, or in a nut-shell converting a conventional enterprise into a Real-Time Responsive Enterprise.

The investment and time involved with such decisions demand exceptional results.

Don't get me wrong even without the migration of historical data, the aforesaid results can be achieved but after a certain period (+/- 1 to 2 years) has passed. Migrating historic data only helps in achieving envisaged results from Day One.

There are software specially designed for moving data from one platform to another; consisting of routine written specially adhering to the new environment.

Is data migration that easy and what are the consequences involved? (A common question arising in every stakeholder/Project Sponsor's mind)

Implementation experts as a norm discourage migration of data due to high risk of system failure.

The reason behind is the inability to address the structural improvisations of the destination platform (SAP / Oracle / SQL) in which data has to reside. Another reason for discouraging of data migration is data unavailability and in some cases normalization fatigue that is extremely time consuming and costly for an implementation partner.

A comparatively easy and accurate option for migration is manually entering data onto the new business system. For this services of specialized entities can be procured for migrating legacy record just in time for “Golive” stage.

Now hold on! The term used here was "comparatively easy & accurate"!

Even manual data entry process has a probability for inaccuracy and false input; which can be countered by deploying Business-Domain Experts in combination with Software Implementation Specialist.

A solution for Database & file replication can be used for replicating a live box and testing the legacy record for accurate forecast and resource planning decision system.

In the competitive business arena where capitalizing on opportunities is second to instinct, In absence of legacy data can we wait for Business Automation Software to yield its true purpose?

noreply@blogger.com (Faiq Wyne) — Tue, 22 May 2012 09:22:00 +0000

Global forces:

Five crucibles of change will restructure the world economy for the foreseeable future. Companies that understand them will stand the best chance of shaping it.

JUNE 2010 • Peter Bisson, Elizabeth Stephenson, and S. Patrick Viguerie

Today, when the biggest business challenge is responding to a world in which the frame and basis of competition are always changing, any effort to set corporate strategy must consider more than traditional performance measures, such as a company’s core capabilities and the structure of the industry in which it competes.

An article reinforcing on the importance of applying pro-active approach towards climate shifts within Business Landscape.

I see it as playing Dodgeball against global forces & familiar trends. Watching out for external forces and trends, and attacking the economy with our modified business model - hitting the opportunities right where it counts.

Video: Why trends matter

McKinsey director Peter Bisson explains the value of tracking global forces and how to build them into corporate strategy.

In a nutshell Y/Our Business Strategy should be devised in response to global forces & trends; so that instead of facing a bottle neck after a decade, we would be witnessing a sustainable yet substantially profitable business cycle.

Faiq A. Wyne

Business Analysis & Development Professional

Your Global Recognition !

noreply@blogger.com (Faiq Wyne) — Fri, 18 May 2012 12:26:00 +0000

Every professional wants to be known and appraised for the work S/he has done. This desire evolves into a need; when you are on a job hunt. They want to impress their employers with their hidden abilities & achievements which are not on paper (resume, portfolio) or don't have a fair amount entities or peers supporting it.

At times even your work experience at a multinational firm (probably fortune 500) isn't enough for you to land on a better job. Prospective employer would always need proof of you abilities at work and achievements made during you tenure as a professional. This and your responses in the interview suffices for selection; as a guarantee that there decision of hiring you is a "Good One". Candidates normally have resumes filled with job experience; but to the employer it seems to be as tenure not experience.

What needed is; a well directed "Personal Portfolio"; the beginning depicts the default set of abilities and skills and, then by the time of intermission all of the lessons learned within a specific tenure, and right after intermission comes climax pertaining all Skills- refined, Best practices adopted, difference made through application.

This could be either in your resume (hard copy) or should be part of you professional online profile; because there is a fair chance that you are getting "Google'd" Or being searched on "Linkedin".

Now what are these skills-refined, best practices adopted, and achievements made?
These are;
- Spread sheet managing skills replaced by a "Power User Certification" of a Business process automation software, OLAP technique of a particular platform.
- Credentials proving successful implementations & compliance of Industry Standards, best practices such as ACCA, PMI, IIBA, SAP industry best practices and others.
- "Transformed a conventional business operation into a real-time responsive business model enabling a new market of customized in time production coupled with cost effective & transparent operations - GM Stitching & Sales of XYZ Designer Company".

Almost every third seasoned professional states that; "a prospective employer takes accredited skills, recommendations as a supportive material. Primarily they go for probing out all of the relevant information and they do it quite precisely".

Faiq A. Wyne
Business Analysis & Development Professional