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WEBDEVELOPMENT Midterm: joining atbles

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National Institute of Technology - NIT Manipur
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Design
Course
WEBDEVELOPMENT
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Document Summary

All of the queries shown up until now have selected from just one table at a time. One of the most beneficial features of sql is the ability to combine data from two or more tables. In the two tables that follow, the table named customers stores information about customers: The orders table stores information about individual orders with their corresponding amount: In sql, "joining tables" means combining data from two or more tables. A table join creates a temporary table showing the data from the joined tables. Rather than storing the customer name in both tables, the orders table contains a reference to the customer id that appears in the customers table. This approach is more efficient, as opposed to storing the same text values in both tables. In order to be able to select the corresponding data from both tables, we will need to join them on that condition.

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Related Questions

Keeping the Customers Satisfied

Shelly Sanders has just been promoted to supervisor of the home furnishing department of the large department store where she works. The store manager made it clear to her that her first challenge was to turn around the poor performance of the department, particularly in sales, which were below budget, and customer satisfaction. The department receives more complaints than any other in the store (although it rates about average in the chain).

Dissatisfied customers contribute to a poor reputation in the community, which translates into poor sales. Shelly decides she needs to learn about the department’s current customers and find out how they feel about purchasing from it. Her first move is to check the department’s information on repeat business. There is none.

Next, she hunts out the department’s customer suggestions and complaints records to analyse and finds a notebook of scrawled customer comments and queries- all negative. Wondering how valid the information is, but realising she probably won’t find anything better, she draws up a check sheet to break down complaints and suggestions by frequency and type. Then she transfers the data onto Pareto charts and finds that the most common cause of customer dissatisfaction is problems with the delivery of furniture customers have ordered.

On investigation, she finds that, when furniture is ordered, the manufacturer quotes a lead time, which sales staff pass on to their customers. The manufacturer is often late with delivery. In turn, manufacturers often blame their suppliers for late delivery of raw materials,

However, because the store has no tracking system, the first the staff in the furnishings department hear of a problem is when customers ring up to complain that their order is overdue and ask when they can expect delivery. The staff then have to search through back orders, check with suppliers to find out the new delivery date and ring the customer back. This is time consuming and creates ill will between customers and the store. It’s also difficult for the staff to find the time to track down late orders, since their priority is meant to be serving customers and ensuring the display area is well presented.

(Reference: Cole,K (2010).Management: theory and practice)

Based on this case study, assume you are a customer service staff and answer the following questions:

Outline the concept of internal and external customers; provide examples using this case study.

List the internal and external customer’s needs of the home furnishing department.

Outline how you will identify the customer’s needs?

Identify the causes for the customer service problem in the home furnishing department.

Provide suggestions to improve the customer service at home furnishing department.

“Quality customer service adds value”. Using this case study as an example, discuss this statement.

Develop policies and procedures to avoid any delay in delivering furniture to customers.

Explain how you will ensure customer’s requirements are met? Provide a strategy.

What lessons can you learn from this case study?

home / study / business / finance / questions and answers / keeping the customers satisfied shelly sanders ... Your question has been answered Let us know if you got a helpful answer. Rate this answer Question: Keeping the Customers Satisfied Shelly Sanders has... Bookmark Keeping the Customers Satisfied Shelly Sanders has just been promoted to supervisor of the home furnishing department of the large department store where she works. The store manager made it clear to her that her first challenge was to turn around the poor performance of the department, particularly in sales, which were below budget, and customer satisfaction. The department receives more complaints than any other in the store (although it rates about average in the chain). Dissatisfied customers contribute to a poor reputation in the community, which translates into poor sales. Shelly decides she needs to learn about the department’s current customers and find out how they feel about purchasing from it. Her first move is to check the department’s information on repeat business. There is none. Next, she hunts out the department’s customer suggestions and complaints records to analyse and finds a notebook of scrawled customer comments and queries- all negative. Wondering how valid the information is, but realising she probably won’t find anything better, she draws up a check sheet to break down complaints and suggestions by frequency and type. Then she transfers the data onto Pareto charts and finds that the most common cause of customer dissatisfaction is problems with the delivery of furniture customers have ordered. On investigation, she finds that, when furniture is ordered, the manufacturer quotes a lead time, which sales staff pass on to their customers. The manufacturer is often late with delivery. In turn, manufacturers often blame their suppliers for late delivery of raw materials, However, because the store has no tracking system, the first the staff in the furnishings department hear of a problem is when customers ring up to complain that their order is overdue and ask when they can expect delivery. The staff then have to search through back orders, check with suppliers to find out the new delivery date and ring the customer back. This is time consuming and creates ill will between customers and the store. It’s also difficult for the staff to find the time to track down late orders, since their priority is meant to be serving customers and ensuring the display area is well presented. (Reference: Cole,K (2010).Management: theory and practice) Based on this case study, assume you are a customer service staff and answer the following questions: Outline the concept of internal and external customers; provide examples using this case study. List the internal and external customer’s needs of the home furnishing department. Outline how you will identify the customer’s needs? Identify the causes for the customer service problem in the home furnishing department. Provide suggestions to improve the customer service at home furnishing department. “Quality customer service adds value”. Using this case study as an example, discuss this statement. Develop policies and procedures to avoid any delay in delivering furniture to customers. Explain how you will ensure customer’s requirements are met? Provide a strategy. What lessons can you learn from this case study?

1) support or critique the idea that the Committee of Sponsoring Organization of the Treadway Commission (COSO) transition would strengthen internal controls over financial reporting in publicly traded companies

2) From the case study, determine the fundamental control deficiencies associated with the credit function. Next, propose at least one (1) control improvement that the credit department management could make in the process. Provide a rationale to support your response.

You have been assigned to review the internal controls of the credit department of a recently acquired subsidiary. The subsidiary imports several lines of personal computers and sells them to retail stores throughout the country. The credit department consists of a new credit manager, a clerk, and a part time secretary.

Sales are made by fifteen sales representatives: five are at company headquarters and handle large accounts with retail chains and ten are located throughout the country. Sales represesntatives visit current and prospective customers and, if a sale is made, either submit the order electronically or prepare a customer order from consisting of the original and three copies. One copy is retained by the customer, one by the sales representative, and one is sent to the warehouse; the original is sent to headquarters.

For new customers with orders of more than $100,000, a credit application is also completed and sent along with the order to headquarters. The credit application includes a bank reference and three credit references along with financial statements.

The sales order sent to headquarters goes first tot the credit department for approval. The credit department looks up the customer's credit on a computerized file that is maintained for customers with "good credit." If the customer is in the file, the clerk examines a monthly report listing all accounts that have not been paid in 60 days. If the customer is not listed in the report, the clerk initials the order as approved and sends it to accounting for recording and billing. The credit manager holds orders from new customers or from customers listed on the 60-day report for review. For transactions submitted electronically, the computer is programmed to identify all accounts that are over 60 days old and all sales that are over $100,000 to be sent to the credit manager for review.

For orders of more than $100,000 from new customers, the credit manager reviews the credit application along with the financial statements and calls at least one of the credit references. If the order is approved, the manager initials it and gives it to the secretary, who enters the approved data into the database.

If the order is denied, the manager adds the customer's name to a list of past rejected credit applications and canceled accounts. For new customers placing orders for less than the $100,000 limit, there is no further reveiw beyond the review of previously rejected credit applicants. If orders are not approved, the credit manager calls the warehouse to stop shipment. The order is marked "Credit Not Approved" and given to the secretary, who notifies the sales representative and the customer. The order and the credit application are then thrown away.

Once each quarter, the credit manager requests that the accounting department provide a list of all accounts more than 90 days old with supporting detail of account activitiy for the past 12 months. The credit manager reviews the information and determines whether action should be taken. Actions consists of the following:

1) The manager calls the sales representative and asks him or her to contact the client about payment

2) If payment is not made in three weeks, the credit manager calls the customer and requests payment. The customer is also put on the "no credit" list in the company's database.

3) If payment id not made within four additional weeks, the account is turned over to a collection agnecy.

When an account has been with a collection agency for two months without receiving payment, it is written off. The Credit manager prepares the necessary adjustitng entries.