Intake Code: APUMF2402AI

Course Name: Business Intelligence Systems

Course Code: CT048-3-M

Student Name: Guan xinyu

Student Number:TP078810

Lecturer Name: Assoc. Prof. Dr. M. Selvakumar Samuel

Assignment Title: Strategic Analysis of Sales Performance in GBI’s Divisions with a Focus on the Bicycle
Division’s Success

Date Completed: 21st June 2024

Content

1.0 Introduction
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1.1Explanation of the problem with evidence from descriptive data analysis
1.2Problem statement
1.3Aim and objectives
2.0 A description of organizational memory and data integration processes
2.1 Organizational memory
2.2 Data integration processes

3.0 BIS Analysis

3.1Data analysis

3.2 Information Analysis

3.21Sales Data Analysis

3.22Market Research Analysis

3.23Customer Feedback Analysis

3.24Competitive Analysis

3.25Conclusion of finding

3.3Knowledge Analysis

3.31Sales Strategies

3.32 Marketing Strategies

3.33Consumer Behavior (Maslow's Hierarchy of Needs)

3.34Conclusion of finding

4.0Critical Analysis

4.1Interpretation of Data Analysis Presentations

4.2Interpretation of Information Analysis Findings

4.3Interpretation of Knowledge Analysis Findings

4.4 Applying Creative and Innovative Thinking – Design Thinking

4.5 Analysis of Other Departments' Performance

4.6 Conclusion
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5.0 Final Deliverables

6.0 Conclusion

6.1 Solutions for the Chosen Problem

6.2Achieving Objective

7.0Reference

1.0 Introduction
Introduction to this assignment

Global Bike Inc. (GBI) data is stored on an SAP HANA ERP server at Queensland University of Technology
(QUT) in Australia.

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Global Bike Inc., esteemed as a worldwide producer of premium bicycles and related accessories, encompasses
multiple departments, with its bicycle segment leading in net sales generation during its most lucrative years. The
data for GBI is meticulously archived on the SAP HANA ERP server at Queensland University of Technology,
providing a robust foundation for extensive data analytics and business acumen.

The bicycle segment's remarkable achievement in net sales, especially during its pinnacle years, calls for a
profound analysis to identify the key drivers behind this triumph. This exploration would furnish critical insights
into the sales tactics and market trends that have led to such high performance, allowing Global Bike Inc. to
leverage these insights to augment its sales figures and bolster its standing in the market.

1.1Explanation of the problem with evidence from descriptive data analysis

Figure1
The problem being analyzed is to determine what factors allowed the bicycle division of Global Bike Inc. (GBI) to
achieve high Euro net sales during its peak sales period. The analysis chart provided here is "Profit Margin in Euro
by Year and Division Description" shows that in 2012, the bicycle division had the highest net sales with a profit
margin of 28,157,882.86 Euros.
This impressive profit margin highlights the outstanding performance of the bicycle division during this period
relative to the rest of the company. The focus is on analyzing the underlying reasons behind this success. This chart
serves as preliminary evidence of the outstanding financial performance of the bicycle division.
The next steps include analyzing this data to understand the specific strategies and market conditions that drove
these high sales, which will provide recommendations for maintaining and improving sales performance in future
periods.
1.2Problem statement
The problem statement

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the Bicycle division consistently achieves the highest net sales in GBI during peak years.

Research questions

What Marketing Strategies Have Contributed to the Bicycle Division's High Net Sales During Peak Years?

Which Customer Segments Have Shown the Highest Purchasing Trends in the Bicycle Division During Peak Sales
Years?

How Have Product Innovations and Quality Improvements in the Bicycle Division Influenced Sales Performance?

1.3Aim and objectives

Aim: To analyze and understand the factors contributing to the high net sales in Euros of GBI's Bicycle division
during the highest net-sales years.

Objectives: To provide insights and recommendations based on the analysis to improve overall sales strategies at
GBI.

2.0 A description of organizational memory and data integration processes

2.1 Organizational memory: Global Bike Inc. (GBI) uses SAP HANA ERP server at Queensland University of
Technology (QUT) in Australia to store its organizational data. This ERP system enables efficient data storage and
analysis management. It is a data repository. The system supports online transaction processing and can handle
large amounts of data. This data repository is ideal for extensive data analysis and business intelligence activities.
This powerful data infrastructure ensures that all transaction data generated by various departments such as sales,
inventory, and finance are accurately archived and provide a reliable basis for business insights.

2.2 Data integration processes

Global Bike Inc. (GBI) employs SAP Lumira Discovery to streamline the consolidation and examination of data.
The process initiates by ingesting data into SAP Lumira Discovery from diverse origins. This robust tool for data
visualization and analysis interfaces effortlessly with an array of data repositories. Specifically, GBI's Excel-stored
data is uploaded into SAP Lumira Discovery for scrutiny.

1. Importing Data: The "Copy of GBI_Dataset.xlsx" is loaded from a local directory. SAP Lumira Discovery is
compatible with imports from a variety of sources such as SAP BW, SAP HANA, Microsoft Excel, and SQL

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databases. Here, the Excel file is the source, detailing sales transactions with fields like layer number, order ID,
country, and temporal indicators.

2. Data Preparation: Post-import, SAP Lumira Discovery offers a platform for data inspection and conditioning.
The software automatically adopts the header row as column titles, organizing the dataset for analytic purposes.
Users can opt to include or exclude specific fields. In this case, fields like layer number, order ID, country, and
temporal data are incorporated.

3. Data Refinement and Augmentation: Users can refine and augment data directly within SAP Lumira Discovery.
It allows for data cleansing by addressing missing entries, standardizing data formats, and maintaining dataset
uniformity. For instance, financial fields like sales costs, discounts, and prices in multiple currencies are prepped
for examination. The tool also enables the generation of derived metrics and data aggregation at different granular
levels to extract valuable insights.

4. Measures and Dimensions: In SAP Lumira Discovery, the dataset is organized into measures and dimensions.
Measures include numerical data that can be aggregated, such as Cost of Goods Sold, Discount, and Price, all of
which can be summed. Dimensions include categorical data that can be used to slice and dice the data, such as
Accounting Document Number, Billing Date, City, Country, and Customer Name. This structure enables
comprehensive data analysis and visualization.

5. Visualization: With data readiness, SAP Lumira Discovery makes it simple to craft interactive visualizations.
Dashboards and narratives can be constructed to illustrate data, such as quarter-by-quarter sales trends or consumer
purchasing patterns. These visualizations may encompass a variety of graphical representations that elucidate the
data and facilitate insight extraction.

By utilizing SAP Lumira Discovery, GBI can effectively amalgamate, refine, and scrutinize data from multiple
sources. The tool's robust features empower users to manage extensive datasets, conduct in-depth analyses, and
produce compelling visualizations, which are essential for strategic decision-making and planning. (Konstantinos
Kagkelidis, 2021)

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3.0 BIS Analysis

3.1Data analysis

Figure2

Data Import and Preparation: We utilized SAP Lumira Discovery to import data from GBI's dataset. This dataset
encompasses multiple dimensions and measures, such as year, department, sales, and profit. SAP Lumira
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Discovery is a powerful data visualization and analysis tool that can import various data sources and automatically
preprocess data to ensure accuracy and consistency. During data import, SAP Lumira Discovery can automatically
detect and handle missing values, standardize data formats, and recognize data types.

Creating OLAP Multidimensional Data Models: Next, we used this data to create OLAP multidimensional data
models. These OLAP cubes allowed us to conduct in-depth analysis across various dimensions, including time
(year), department (bicycles and accessories), sales, and profit margins. Specifically, we could examine sales trends
and profit performance across different years and departments, identifying key sales drivers and market
opportunities. This multidimensional analysis approach enabled us to gain a comprehensive understanding of the
intrinsic relationships within the sales data, providing a solid foundation for developing effective marketing
strategies.

Chart Analysis Example

Step-by-Step Explanation:

1. Import Data: First, we imported data from GBI's dataset, which included multiple dimensions and
measures.

2. Add Measures and Dimensions: In the chart, we added the profit margin (EUR) to the Y-axis, the year
dimension to the X-axis, and the division description to the legend color field.

3. Set Ranking Parameters: To display the highest net sales, we selected the option to rank values within the
Y-axis's net sales measure, set the ranking parameters as "top 1," and clicked OK.

Chart Analysis

As shown in the chart, the profit margin for the bicycle division in 2012 was EUR 28,157,882.86, the highest
among all divisions. By using OLAP multidimensional data models and the preprocessing and visualization
capabilities of SAP Lumira Discovery, we can clearly see this trend and analyze the underlying reasons. This
analysis not only helps us identify sales peaks but also provides important insights for developing future market
strategies.

3.2 Information Analysis

3.21Sales Data Analysis

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The sales data analysis shows that the bicycle division had a profit margin of EUR 28,157,882.86 in 2012,
significantly higher than other years and divisions. This data indicates that the bicycle division achieved
remarkable sales growth that year, primarily driven by new product launches and aggressive marketing strategies.
By comparing sales data across different years, we found that the sales of the bicycle division steadily increased
from 2011 to 2013, indicating a sustained market demand for GBI's bicycle products. Additionally, we observed
fluctuations in the sales of the accessories division during the same period, but overall, its performance lagged the
bicycle division. These findings reveal the strong competitive edge and appeal of the bicycle division in the market.
(Wiradinata, 2021)

Summary: The sales data of the bicycle division in 2012 shows outstanding performance, with profit margins
significantly higher than other divisions and years. (Fatma Abubaker, 2023)

3.22Market Research Analysis

Market research analysis revealed several key trends in the bicycle market, including an increasing consumer
preference for eco-friendly and technologically advanced bicycles. (Gu Xiao, 2020) Industry reports indicate that
more consumers are willing to pay a premium for high-quality and innovative bicycle products, supporting GBI's
product innovation strategy. Additionally, the urbanization process and the popularization of green commuting
further drive the growth of the bicycle market. By launching new products that align with these trends, GBI
successfully attracted many consumers and increased its market share. Analyzing market research data helps us
better understand market dynamics and provides guidance for future product development and marketing
strategies. (Dr. Vasimraja Sayed, 2021)

Summary: Market research analysis shows that eco-friendliness and technological innovation drive the growth of
the bicycle market, and GBI's innovative products align with this trend.

3.23Customer Feedback Analysis

Customer feedback analysis indicates that consumers highly appreciate the quality and innovation of GBI's bicycle
products. (Say Hong Lye, 2021)Many customers reported that GBI bicycles outperform competitors in terms of
performance and design, as well as usage experience and durability. However, some customers suggested
improvements in after-sales service, noting that service quality and response speed could be enhanced. By
analyzing customer feedback, we can identify the main drivers of customer satisfaction and areas for improvement.

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This feedback helps us optimize products and services and provides valuable insights for enhancing customer
loyalty and market competitiveness. (A. Parkavi, 2023)

Summary: Customer feedback shows that GBI's bicycle products are well regarded for quality and innovation, but
after-sales service needs improvement. (Geetanjali Tanwar, 2022)

3.24Competitive Analysis

Competitive analysis shows that GBI's main competitors focus on the low-price market, offering lower-priced but
relatively average-quality bicycle products. In contrast, GBI positions itself in the high-end market, attracting high-
purchasing-power customers through product innovation and brand marketing. While competitors' low-price
strategy attracts price-sensitive consumers in the short term, GBI's high-quality and innovative products are more
likely to gain market recognition and customer loyalty in the long term. Additionally, we found that competitors
have deficiencies in after-sales service and customer relationship management, providing GBI with opportunities
for differentiated competition. By optimizing after-sales service and strengthening customer relationship
management, GBI can further consolidate its market position. (Krylov, 2021)

Summary: Competitive analysis indicates that GBI has a competitive advantage in the high-end market, while
competitors' low-price strategy has shortcomings in quality and service (Evi Depiana, 2021).

3.25 Conclusion of finding

Through sales data analysis, market research analysis, customer feedback analysis, and competitive analysis, we
have gained a comprehensive understanding of why GBI's bicycle division achieved high sales in 2012. The sales
data shows that the bicycle division's performance was particularly outstanding in 2012. Market research reveals
increasing consumer demand for eco-friendly and technologically innovative products. Customer feedback
confirms the high quality and innovation of the products. Competitive analysis shows that GBI holds a significant
advantage in the high-end market. Combining these analyses, we can conclude that the success of the bicycle
division is primarily due to product innovation, marketing strategies, customer satisfaction, and differentiated
competition strategies. These findings provide important guidance for GBI's future development, helping it
maintain a leading position in a competitive market.

3.3Knowledge Analysis

3.31Sales Strategies

Sales strategies are one of the key factors for a company's success. To ensure high sales performance, GBI's bicycle
division has implemented various sales strategies. First, GBI attracts customers through product differentiation.
They offer different models of bicycles to meet the needs of various customer groups. For example, high-end

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customers may prefer feature-rich, high-tech bicycles, while budget-conscious customers may opt for affordable
yet reliable basic models. This product differentiation strategy helps GBI gain a broad customer base in the market.

Second, GBI employs flexible pricing strategies. Depending on market demand and competitive conditions, GBI
can adjust prices to ensure their products remain competitive. For instance, GBI can raise prices during high
demand periods to increase profits, and lower prices during periods of low demand or intense competition to attract
more customers. Additionally, GBI offers a range of promotional activities, such as discounts, coupons, and
membership reward programs, to incentivize purchases.

Third, GBI emphasizes diversification of sales channels. Besides traditional offline retail channels, GBI actively
expands its online sales channels. Through their own website and e-commerce platforms, GBI can interact directly
with customers, providing a convenient shopping experience and high-quality customer service. At the same time,
GBI collaborates with third-party retailers and distributors to extend its market reach.

Lastly, GBI highlights the importance of after-sales service. Good after-sales service not only increases customer
satisfaction but also enhances customer loyalty. GBI offers comprehensive after-sales services, including
maintenance, customer consultations, and feedback mechanisms, ensuring customers continue to receive quality
service after their purchase.

Summary: sales strategies, through product differentiation, flexible pricing, diversified sales channels, and
excellent after-sales service, successfully attract and retain a large customer base, ensuring high sales performance.
(Yanli Fang, 2020)

3.32 Marketing Strategies

Marketing strategies are crucial for a company's success. GBI has adopted a series of effective marketing strategies
to enhance brand awareness and market share. First, GBI invests significant resources in brand building and
promotion. Through advertising, social media, and public relations activities, GBI successfully communicates its
brand image to target customer groups. For example, GBI advertises on television, magazines, and online
platforms, showcasing its innovative and high-quality bicycle products. These advertisements not only increase
brand awareness but also attract potential customers' attention.

Second, GBI actively participates in various industry exhibitions and events to expand brand influence and
establish business relationships. By attending international bicycle exhibitions and regional events, GBI can
directly interact with consumers and industry partners, showcasing its latest products and technologies. These
events not only provide opportunities for face-to-face customer interaction but also help GBI gather market
feedback, understand customer needs, and market trends.

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Third, GBI uses content marketing strategies to attract and retain customers by creating valuable content. GBI
publishes numerous articles and videos on its website and social media platforms about cycling tips, maintenance
guides, and product reviews. This content not only provides practical information to customers but also enhances
their trust and identification with the GBI brand. Additionally, GBI collaborates with well-known cycling bloggers
and influencers to expand its brand's influence on social media. (L. Hollebeek, 2020) (W. Tafesse, 2021)

Lastly, GBI emphasizes customer relationship management by improving customer satisfaction and loyalty through
personalized services and interactions. GBI uses customer data analysis to understand customer preferences and
purchasing behavior, providing customized marketing plans. For example, sending personalized promotional
information and recommended products to different customer groups, and continually improving products and
services through customer feedback systems. (Mandal, 2023)

Summary: GBI's marketing strategies, through brand building, participation in industry events, content marketing,
and customer relationship management, successfully enhance brand awareness and market share, attracting many
loyal customers. (R. Tsaturian, 2023)

3.33Consumer Behavior (Maslow's Hierarchy of Needs)

Understanding consumer behavior is crucial for developing effective market strategies. Maslow's Hierarchy of
Needs provides a framework for understanding consumer needs. According to Maslow's theory, consumers' needs
range from basic physiological needs and safety needs to higher-level social needs, esteem needs, and self-
actualization needs. GBI's market strategies fully consider these different levels of needs, helping it attract and
retain customers successfully.

First, GBI ensures that its products meet consumers' basic physiological needs and safety needs. GBI's bicycle
products are designed with ergonomics and safety in mind, providing a comfortable riding experience and reliable
safety assurance. For example, GBI's high-end bicycles are equipped with advanced braking systems and shock
absorbers, ensuring riding safety and comfort. These features meet consumers' basic functional and safety needs,
enhancing customer confidence in purchasing.

Second, GBI creates communities and social platforms to meet consumers' social needs and esteem needs. GBI
organizes and sponsors various cycling events and competitions, encouraging consumers to participate and share
their cycling experiences. This not only provides social opportunities for consumers but also enhances their sense
of belonging and identification with the GBI brand. Additionally, GBI interacts with customers on social media
platforms, sharing customer stories and cycling tips, further enhancing customer loyalty to the brand.

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Finally, GBI encourages consumers to achieve self-worth and self-actualization. By offering customization
services, GBI allows customers to personalize their bicycles according to their preferences and needs. This
personalized service meets customers' pursuit of uniqueness and self-expression. Furthermore, GBI offers cycling
training and guidance, helping customers improve their cycling skills and achieve personal goals and dreams.
(Lixin Cui, 2021)

Summary: GBI's market strategies, based on Maslow's Hierarchy of Needs, fully consider consumers'
physiological, safety, social, esteem, and self-actualization needs, successfully attracting and retaining many
customers. (Priyanka Dwivedi, 2021)

3.34Conclusion of finding

Through detailed analysis of sales strategies, marketing strategies, and consumer behavior, we can see that GBI's
success in the bicycle market is no accident. First, GBI's sales strategies include product differentiation, flexible
pricing, diversified sales channels, and excellent after-sales service, all of which ensure its products remain
competitive in the market. Second, GBI's marketing strategies enhance brand awareness and market share by
building the brand, participating in industry events, content marketing, and customer relationship management,
attracting many loyal customers. Finally, by applying Maslow's Hierarchy of Needs, GBI deeply understands
consumer needs, from basic physiological and safety needs to higher-level social esteem, and self-actualization
needs. This comprehensive market strategy helps GBI successfully attract and retain customers.

In summary, GBI's success is primarily due to its comprehensive and in-depth market strategies, which focus not
only on the product itself but also on brand building and customer relationship management, while deeply
understanding and meeting the multi-level needs of consumers. These findings provide valuable experience and
insights, helping us formulate more effective market strategies in the future, enhancing the company's market
competitiveness and customer satisfaction. Through continuous optimization and innovation, GBI is expected to
maintain its leading position in a competitive market, further consolidating its market share in the industry.

4.0Critical Analysis

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4.1Interpretation of Data Analysis Presentations

The data analysis presentations, particularly the charts displaying profit margins in euros by year and division
description, emphasize the exceptional performance of GBI’s bicycle division in 2012. The bicycle division
achieved a profit margin of EUR 28,157,882.86, which is significantly higher compared to other divisions and
years. This data provides the basis for a combined knowledge and information analysis. From the knowledge
analysis, we understand the effective sales and marketing strategies employed by GBI, while the information
analysis offers insights from sales data, market research, customer feedback, and competitive analysis. The high
profit margins reveal that GBI’s strategies were notably effective, particularly in product innovation, targeted
marketing, and customer engagement. This comprehensive analysis enables us to grasp the fundamental factors
driving the bicycle division's success, providing a thorough perspective on what led to this remarkable
performance.

Summary: The data analysis presentations indicate that GBI’s bicycle division’s success in 2012 resulted from
effective sales and marketing strategies, supported by extensive market and customer insights.

4.2Interpretation of Information Analysis Findings

The information analysis provides a detailed understanding of why the bicycle division achieved high sales in
2012. The sales data showed a consistent increase in the bicycle division's sales from 2011 to 2013, driven by new
product launches and aggressive marketing strategies. Market research revealed an increasing consumer preference
for eco-friendly and technologically advanced bicycles, aligning with GBI’s product innovation strategy. Customer
feedback highlighted the high quality and innovation of GBI’s bicycles, though some improvements were
suggested for after-sales service. Competitive analysis indicated that while competitors focused on low-priced
products, GBI’s emphasis on high-end, innovative products attracted high-purchasing-power customers. This
thorough information analysis identifies the specific factors contributing to the bicycle division’s high sales and
profit margins, offering actionable insights for future strategies.

Summary: The information analysis findings suggest that product innovation, effective marketing strategies, and a
focus on high-quality products were crucial to the bicycle division's success in 2012.

4.3Interpretation of Knowledge Analysis Findings

The knowledge analysis explored GBI’s sales and marketing strategies and how they align with consumer
behaviour theories, such as Maslow’s Hierarchy of Needs. GBI’s sales strategies included product differentiation,
flexible pricing, diversified sales channels, and excellent after-sales service. These strategies ensured that GBI’s
products remained competitive and appealing to various customer segments. Marketing strategies focused on brand
building, participation in industry events, content marketing, and customer relationship management, significantly
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enhancing brand awareness and market share. By applying Maslow’s theory, GBI addressed consumers’ basic
physiological and safety needs through high-quality and safe products, while also meeting higher-level needs like
social belonging, esteem, and self-actualization through community building and personalized services. This
comprehensive approach not only attracted customers but also fostered loyalty and long-term relationships.

Summary: The knowledge analysis findings demonstrate that GBI’s comprehensive sales and marketing strategies,
aligned with consumer behaviour theories, were vital in achieving high sales performance.

4.4 Applying Creative and Innovative Thinking – Design Thinking

Incorporating creative and innovative thinking, particularly Design Thinking, into GBI’s strategies can further
enhance their effectiveness. Design Thinking involves understanding the user experience and addressing their
needs through innovative solutions. For GBI, this means continuing to innovate in product design, incorporating
user feedback into product development, and enhancing the overall customer experience. For instance, GBI can use
Design Thinking to improve their after-sales service, addressing feedback regarding service quality and response
speed. Additionally, GBI can explore new ways to engage with their community and build stronger relationships
with their customers. By fostering a culture of continuous improvement and innovation, GBI can maintain its
competitive edge and continue to meet the evolving needs of its customers.

Summary: Applying Design Thinking can help GBI further innovate and improve its products and services,
ensuring continued customer satisfaction and competitive advantage.

4.5 Analysis of Other Departments' Performance

Despite the bicycle division’s remarkable success, other divisions did not achieve similar results for several
reasons. Firstly, the accessories division, although performing steadily, did not experience the same level of
demand and market growth as the bicycle division. The market for accessories may not have been as robust or
rapidly growing as that for bicycles, limiting potential sales and profit margins.

Secondly, product differentiation and innovation in the accessories division might not have been as strong. The
bicycle division benefitted from significant innovations and new product launches that captured consumer interest.
In contrast, the accessories division may have lacked comparable innovations, leading to less consumer excitement
and lower sales growth.

Thirdly, marketing efforts might have been less focused or effective for the accessories division. The bicycle
division’s marketing strategies were highly targeted and aligned with market trends, whereas the accessories
division may not have received the same level of marketing attention and investment, resulting in lower brand
visibility and customer engagement.

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Lastly, customer preferences and purchasing power played a significant role. The bicycle division attracted high-
purchasing-power customers who were willing to invest in high-end, technologically advanced products. The
accessories division, however, may have appealed to a broader, less affluent customer base, limiting the potential
for high-margin sales.

Summary: Other divisions, such as the accessories division, did not achieve similar success due to factors like
lower market demand, less innovation, less effective marketing, and differing customer preferences and purchasing
power.

Figure3

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Figure4

Chart explanation

This chart shows the sales (in Euros) of GBI's bicycle division from 2011 to 2013, as well as the changes in
product innovation, customer satisfaction and competitor scores.

Green bar chart shows the annual sales (in Euros), which increased from 16 million Euros in 2011 to 28.15 million
Euros in 2012, and then slightly decreased to 22 million Euros in 2013.

Blue line graph represents product innovation score, which reached a maximum of 90 points in 2012, reflecting
that 2012 was the peak of innovation.

Red line graph represents customer satisfaction score, which also reached a maximum of 80 points in 2012,
showing that customers highly recognized GBI's bicycle products.

The yellow line graph represents competitor score, with a maximum score of 65 points (2012), indicating that GBI
had a clear advantage over the competition in the same year.

By applying creative and innovative thinking such as design thinking, GBI can further optimize these strategies to
ensure that it can respond to customer feedback in a timely manner and continuously improve its products and
services. This comprehensive approach not only consolidates GBI's position in the market, but also lays the
foundation for continued growth and success in a highly competitive market. The insights gained from these

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analyses provide valuable guidance for GBI's future strategies, helping the company to fully leverage its strengths
and improve areas that need improvement, ultimately ensuring long-term success and customer satisfaction.

4.6 Conclusion

Through a detailed critical analysis that combines data analysis presentations, information analysis, and knowledge
analysis, we can clearly see the factors that contributed to GBI’s bicycle division’s success in 2012. The data shows
that strategic product innovation, effective marketing, and understanding consumer needs were key drivers of high
sales and profit margins. The sales strategies ensured that GBI’s products were competitive, while marketing
efforts significantly enhanced brand awareness and customer loyalty. By aligning these strategies with Maslow’s
Hierarchy of Needs, GBI effectively met the diverse needs of its customers, from basic safety to self-actualization.
Applying creative and innovative thinking, such as Design Thinking, can further enhance these strategies, ensuring
GBI remains responsive to customer feedback and continuously improves its offerings. This comprehensive
approach not only secures GBI’s market position but also sets the foundation for sustained growth and success in a
competitive market. The insights gained from this analysis provide valuable guidance for GBI’s future strategies,
helping the company to leverage its strengths and address areas for improvement, ultimately ensuring long-term
success and customer satisfaction.

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5.0 Final Deliverables

1.The data analysis presentations indicate that GBI’s bicycle division’s success in 2012 resulted from effective
sales and marketing strategies supported by extensive market and customer insights.

2. The information analysis findings suggest that product innovation, effective marketing strategies, and a focus on
high-quality products were crucial to the bicycle division's success in 2012.

3. The knowledge analysis findings demonstrate that GBI’s comprehensive sales and marketing strategies aligned
with consumer behavior theories were vital in achieving high sales performance.

4. Applying Design Thinking can help GBI further innovate and improve its products and services, ensuring
continued customer satisfaction and competitive advantage.

6.0 Conclusion

6.1 Solutions for the Chosen Problem

Problem Statement:

The Bicycle division consistently achieves the highest net sales in GBI during peak years.

Research Questions:

1. What Marketing Strategies Have Contributed to the Bicycle Division's High Net Sales During Peak Years?

2. Which Customer Segments Have Shown the Highest Purchasing Trends in the Bicycle Division During
Peak Sales Years?

3. How Have Product Innovations and Quality Improvements in the Bicycle Division Influenced Sales
Performance?

Solutions:

a. Marketing Strategies:

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Targeted Marketing Campaigns: Implement marketing strategies that emphasize the innovation and high-quality of
GBI’s bicycle products. Utilize various channels such as social media, online advertisements, and influencer
partnerships to enhance brand visibility and attract target customers.

Brand Building: Invest in robust brand-building initiatives that reinforce GBI’s reputation for quality and
innovation. Participate in industry exhibitions and events to expand brand influence and establish business
relationships.

Customer Engagement: Develop loyalty programs and engage customers through interactive social media
platforms, providing personalized content and offers.

b. Customer Segments:

High-Purchasing-Power Customers: Focus on customers who prefer high-end, innovative products by highlighting
the unique features and benefits of GBI’s bicycles.

Eco-Friendly Enthusiasts: Target consumers who prioritize environmentally friendly products, emphasizing the
sustainability aspects of GBI’s bicycles.

Urban Commuters: Promote bicycles as a green and efficient commuting option for urban customers.

c. Product Innovations and Quality Improvements:

Continuous Innovation: Maintain a commitment to ongoing product innovation, incorporating the latest technology
and design trends to meet evolving customer needs and preferences.

Quality Assurance: Uphold high standards of quality control to ensure customer satisfaction and build brand
loyalty.

Customer Feedback Integration: Regularly collect and analyze customer feedback to identify areas for
improvement and enhance product offerings.

6.2Achieving Objectives:

The objective of this analysis was to understand the factors contributing to the high net sales in Euros of GBI's
Bicycle division during the highest net-sales years. By leveraging Business Intelligence Systems (BIS), we were
able to achieve the following:

1.Analyze Sales Data: Detailed analysis revealed that product innovation, effective marketing strategies, and a
focus on high-quality products were key drivers of success. The sales data for the bicycle division in 2012 showed
outstanding performance, with profit margins significantly higher than other divisions and years.

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2.Identify Market Trends: Market research highlighted increasing consumer demand for eco-friendly and
technologically advanced bicycles. GBI’s innovative products aligned well with these trends, driving market
growth and customer interest.

3.Evaluate Customer Feedback: Customer feedback confirmed the high quality and innovation of GBI’s bicycles,
while also indicating areas for improvement in after-sales service. This feedback was instrumental in refining
product offerings and enhancing customer satisfaction.

4.Competitive Analysis: Competitive analysis showed that GBI’s emphasis on high-end products provided a
competitive edge over rivals focusing on low-priced alternatives. GBI’s innovative marketing strategies and
superior product quality attracted high-purchasing-power customers, reinforcing the brand’s market position.

Recommendations Based on Analysis:

1.Enhance Marketing Efforts: Strengthen brand building and customer engagement through targeted marketing
campaigns and interactive platforms. Continue to invest in brand promotion and participate in industry events to
expand influence and establish strong business relationships.

2.Focus on High-Value Customer Segments: Continue to cater to high-purchasing-power customers, eco-friendly

enthusiasts, and urban commuters by highlighting the unique features and benefits of GBI’s products. Tailor
marketing strategies to resonate with these specific customer segments.

3.Sustain Product Innovation: Ensure continuous product innovation and maintain high-quality standards to
keep customer satisfaction high. Regularly collect and integrate customer feedback to identify areas for
improvement and enhance product offerings.

7.0Reference

References

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