Bersaing dengan TI

Chapter 2
Tujuan Pembelajaran
Identifikasi strategi kompetisi dasar
menggunakan IT
Identifikasi beberapa strategi yang
menggunakan IT untuk membantu sebuah
bisnis memperoleh keunggulan berkompetisi
2-2
bisnis memperoleh keunggulan berkompetisi
Membuat contoh bagaimana business
process reengineering terlibat dalam
penggunaan strategi IT
Tujuan Pembelajaran (2)
Identifikasi nilai bisnis menggunakan teknologi
internet dan menjadi kompetitor yang lincah
Menjelaskan bagaimana knowledge
management systems dapat membantu
sebuah organisasi memperoleh keunggulan
2-3
sebuah organisasi memperoleh keunggulan
strategis
Strategic IT
Technology is no longer an afterthought in business
strategy, but the cause and driver
IT can change the way businesses compete
A strategic information system is any information
system that uses IT to help an organization
2-4
system that uses IT to help an organization
Gain a competitive advantage
Reduce a competitive disadvantage
Or meet other strategic enterprise objectives
Competitive Forces and Strategies
2-5
Five Competitive Strategies
Strategies
Cost Leadership
Differentiation
2-6
Strategies
Alliance
Growth
Innovation
Using Competitive Strategies
These strategies are not mutually exclusive
Organizations use one, some, or all
A given activity could fall into one or more
categories
Not everything innovative serves to
2-7
Not everything innovative serves to
differentiate one organization from another
Likewise, not everything that differentiates
organizations is innovative
Ways to Implement Basic Strategies
2-8
Other Competitive Strategies
Strategy
Lock in customers and suppliers
Create switching costs
2-9
Raise barriers to entry
Create switching costs
Build strategic IT capabilities
Leverage investment in IT
Customer-Focused Business
Business value
in customer
focus
Keeps customers loyal
Anticipates their future needs
Responds to customer concerns
2-10
Focus on
customer value
Quality, not price, has become the
primary determinant of value
Responds to customer concerns
Provides top-quality customer service
Providing Customer Value
Track individual
preferences
Keep up with market
trends
Companies that consistently offer the best value
2-11
Use CRM
systems to focus
on the customer
preferences trends
Supply products,
services, and
information
anytime,
anywhere
Tailor customer
services to the
individual
Building Customer Value via the Internet
2-12
The Value Chain and Strategic IS
View the firm as a chain of basic activities
that add value to its products and services
Primary processes directly relate to
manufacturing or delivering products
Support processes support the day-to-day
running of the firm and indirectly contribute
2-13
running of the firm and indirectly contribute
to products or services
Use the value chain to highlight where
competitive strategies will add the most value
Using IS in the Value Chain
2-14
Strategic Uses of IT
Companies that emphasize strategic business use
of IT use it to gain competitive differentiation
2-15
Products Services Capabilities
Reengineering Business Processes
Called BRP or Reengineering
Fundamental rethinking and radical redesign
of business processes
Seeks dramatic improvements in cost,
quality, speed, and service
2-16
Potential payback is high, but so is risk
of disruption and failure
Organizational redesign approaches are
an important enabler of reengineering
Includes use of IT, process teams, case
managers
BPR vs. Business Improvement
2-17
The Role of Information Technology
2-18
IT plays a major role in reengineering most
business processes
Can substantially increase process efficiency
Improves communication
Facilitates collaboration
Reengineering Order Management
2-19
Becoming an Agile Company
Agility is the ability to prosper
In rapidly changing, continually fragmenting global
markets
By selling high-quality, high-performance, customer-
configured products and services
By using Internet technologies
2-20
By using Internet technologies
An agile company profits in spite of
Broad product ranges
Short model lifetimes
Individualized products
Arbitrary lot sizes
Strategies for Agility
Presents products as solutions to customers problems
Cooperates with customers, suppliers, competitors
An agile company
2-21
Brings products to market quickly and cost-effectively
Organizes to thrive on change and uncertainty
Leverages the impact of its people
and the knowledge they possess
Provides incentives for employee
responsibility, adaptability, innovation
How IT Helps a Company be Agile
2-22
Creating a Virtual Company
Organizations Assets
Ideas People
A virtual company uses IT to link
2-23
Suppliers Subcontractors
Competitors Customers
Inter-enterprise information systems link
A Virtual Company
2-24
Virtual Company Strategies
Basic Business Strategies
Reduce
concept-to-cash
time through
Share
information &
risk with
alliance
Link
complimentary
core
2-25
time through
sharing
alliance
partners
core
competencies
Migrate from
selling products
to selling
solutions
Increase
facilities and
market
coverage
Gain access to
new markets &
share market or
customer loyalty
Building a Knowledge-Creating Company
A knowledge-creating company
or learning organization
Consistently creates new business knowledge
2-26
Consistently creates new business knowledge
Disseminates it throughout the company
Builds it into its products and services
Builds it into its products and services
Two Kinds of Knowledge
Explicit Knowledge
Data, documents, and things written
down or stored in computers
Tacit Knowledge
2-27
Tacit Knowledge
The how to knowledge in workers minds
Represents some of the most important
information within an organization
A knowledge-creating company makes tacit
knowledge available to others
Knowledge Management
Successful knowledge
management
Creates techniques,
technologies, systems,
& rewards for getting
2-28
& rewards for getting
employees to share
what they know
Makes better use
of accumulated
workplace and
enterprise knowledge
Knowledge Management Techniques
2-29
Knowledge Management Systems (KMS)
Knowledge management systems
Are a major strategic use
of IT
Manage organizational
learning and know-how
2-30
of IT learning and know-how
Help knowledge workers
create, organize, and
make available important
knowledge
Make this knowledge
available wherever and
whenever it is needed
Knowledge Management Systems (KMS)
Processes Procedures Patents
Knowledge includes
2-31
Best practices
Reference works
Forecasts Fixes
Formulas