1. Problem Statement – Summary Information Requirements Feasibility? Department/User Total Value of money tied up in Stock AND Proportion of Slow, Steady, Fast selling Stock Definite Malcolm Percy Stock Control Total Value of Customer Debt AND Proportion of Good, Average, Poor, Bad Customers Possible Malcolm Percy Customer Services Position of each Stock item in its Product Life Cycle Definite Stock Control Sales & Marketing Buying & Payment History (by VALUE & AGE) Possible Customer Services Sales & Marketing Buying & Payment History (by VALUE, AGE & PRODUCT) PossibleSales & Marketing Available Credit for a specific CustomerPossible Invoice & Payments Stock Level for a specific ProductDefinite NB. Those Information Requirements currently identified with a feasibility that is 'Possible', would all become 'Definite' when/if the Part Payment 'problem' is solved by the IT Department.

2. Problem Statement - Malcolm Percy DecisionsInformation RequirementsProblems How to allocate the 'Main Business' Budget? i.e. between allowable Customer Debt & Stock Holding costs Total Value of money tied up in Stock & Proportion of Slow, Steady, Fast selling Stock Not enough money available to buy fast selling stock => Reduced Customer Satisfaction Too much money tied up in slow selling stock => Poor Cash Flow Total Value of Customer Debt & Proportion of Good, Average, Poor, Bad Customers Too many Poor/Bad Customers => Poor Cash Flow Too few Good/Average Customers => Poor Cash Flow

3. Problem Statement - Stock Control DecisionsInformation RequirementsProblems How to spend the Stock Control Budget? Total Value of money tied up in Stock AND Proportion of Slow/Steady/Fast selling Stock Not enough money available to buy fast selling stock => Reduced Customer Satisfaction Too much money tied up in slow selling stock => Poor Cash Flow What should the Re-order Level & Re-order Quantity be set to, for individual Products? Position of each Stock item in its Product Life Cycle; need to be able to categorise stock as being 'new' (increasing in popularity), 'mature' (steady sales), or 'old' (falling in popularity) Not enough Stock items that are increasing in popularity => Reduced Customer Satisfaction & Missed Opportunity Too many Stock items that are falling, or have already fallen, in popularity => Poor Cash Flow

4. Problem Statement - Customer Services DecisionsInformation RequirementsProblems How to spend the Customer Services Budget? Total Value of Customer Debt & Proportion of Good, Average, Poor, Bad Customers Too many Poor/Bad Customers => Poor Cash Flow Too few Good/Average Customers => Poor Cash Flow Which Customers should be chased for payment? Buying & Payment History (by VALUE & AGE); e.g. Credit Limit, Outstanding Balance, Available Credit, Payment Speed, etc. Can't easily identify Bad/Poor Customers => Poor Cash Flow Should a Customer's Credit limit be increased? Can't easily identify Good/Average Customers => Reduced Customer Satisfaction

5. Problem Statement - Sales & Marketing DecisionsInformation RequirementsProblems Which customers should we sell to? Buying & Payment History (by VALUE & AGE); e.g. Credit Limit, Outstanding Balance, Available Credit, Payment Speed, etc. Keep targeting/selling to Bad/Poor customers who are already over their credit limit and do not pay promptly => Poor Cash Flow Which products should we be selling? Position of each Stock item in its Product Life Cycle; need to be able to categorise stock as being 'new' (increasing in popularity), 'mature' (steady sales), or 'old' (falling in popularity) Failure to get rid of old stock (i.e. falling in popularity) => Poor Cash Flow Failure to encourage maximum sales for new stock => Missed Opportunity Which Customers should we target for the sale of which Products? Buying & Payment History (by VALUE, AGE & PRODUCT); i.e. as above, but also listing products customers have bought in the past Keep targeting/selling to Bad/Poor customers who are already over their credit limit and do not pay promptly => Poor Cash Flow Failure to identify which customers have bought the same, or similar, products before => Missed Opportunity Position of each Stock item in its Product Life Cycle; need to be able to categorise stock as being 'new' (increasing in popularity), 'mature' (steady sales), or 'old' (falling in popularity) Failure to get rid of old stock (i.e. falling in popularity) => Poor Cash Flow Failure to encourage maximum sales for new stock => Missed Opportunity

6. Problem Statement - Invoice & Payments DecisionsInformation RequirementsProblems Shall we process this Invoice? Available Credit for a specific Customer Processing invoices for customers who are already over, or for an Invoice that will take them over, their Credit Limit => Poor Cash Flow Stock Level for List of specific Products Processing invoices for products that are NOT in Stock => Reduced Customer Satisfaction