that has been around for about 25 years, he will agree that for maximum results and increased overall cash inflow, a large portion of the budget should be spent on IT. More funds towards improvement of the POS system would have increased revenue two or even threefold. Much of the data network at Toy World is too slow to handle the amount of traffic necessary to sufficiently analyze POS information.
             From IT Planning (Exhibit 5) the MIS spending plan as a fraction of sales, decreases from 0.9% in 1987 to 0.8% in 1988, around $4000. This shows a clear lack of good prediction when this % of sales data is compared with the revenue (Exhibit 3) of $10 million. IT spending could have been increased by 50%, (1.8-2.0) percent from 1986 to 1987 with practically no negative side effects.
             Strategically, the company was looking towards the future of sales. One of the major ideas that were worked into Toy World's "electronic future" was e-commerce. If they were to win that race, the sales would predictably skyrocket. Toys are the perfect product to purchase online for tech savvy moms and dads at Christmas time. Though the technological problems were many, Toy World was still a leader in toys manufacturing and sale.
             As the CIO of Toy World, I would have a comprehensive and competent staff working in a team-oriented workplace. The new management team positions would be
             Systems Analysts would be hired in order to redesign the POS system. The system would keep the same base coding and structure but certain descriptive items must be added to the data analysis. This team would be in charge of analyzing the system and would work closely with the team of programmers to design the best way to integrate additions to the POS system.
             The Lead Programmers would work closely with the Systems Analysts with the intent of upgrading the IT systems of Toy World. They must be competent in ANSI C, C++, SQL, ...