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Strategic Role of Is IT - SPIS - 8
Strategic Role of Is IT - SPIS - 8
Strategic Role of Is IT - SPIS - 8
Infsy 540
Dr. R. Ocker
Chapter 3:
Competing with Information Systems
First Edition
Vladimir Zwass
1. Operational support
2. Support of management and
knowledge work
3. Support of business transformation
and competition
4. Ubiquitous computing
3- 5
Era
Era II of
of Organizational
Organizational Computing:
Computing:
Operational
Operational Support
Support
Large
Primary Support of Primary
Company
Objective Operations “Clients”
Units
Single
Justification Efficiency DP/IS Source
Department
Irwin/McGraw-Hill
©The McGraw-Hill Companies, Inc., 1998
Era 1 operational support
1950s-1970s
Single data processing department
which developed all applications
end users - no direct access to
computer technology
large backlog
3- 4
Era
Era IIIIof
of Organizational
Organizational Computing:
Computing:
Support
Support of of Management
Management && Knowledge
Knowledge Work
Work
Individual
Primary Management Managers Primary
Objective Support and “Clients”
Professionals
Information
Justification Management Systems Units Source
Effectiveness and End
Users
Irwin/McGraw-Hill
©The McGraw-Hill Companies, Inc., 1998
Era II support management &
knowledge work
Began late 1970s
Apple II PC 1977
end-user software
beginning of end user computing
3- 3
Era
Era III
III of
of Organizational
Organizational Computing:
Computing: Support
Support
of
of Business
Business Transformation
Transformation &
& Competition
Competition
Entranced Line of
Primary Primary
Competitive Business
Objective Position Units
“Clients”
Coordinated
Market Share
Justification Organizational Source
and
End User
Profitability
Computing
Irwin/McGraw-Hill
©The McGraw-Hill Companies, Inc., 1998
Era III Support Business
Transformation & Competition
Mid 1980s - orgs. heavy reliance on
computers
strategic information systems became
prominent
systems support line-of-business units,
e.g. development and marketing of a
product
line-of-business units control their own
systems
3- 1
Era
Era IV
IV of
of Organizational
Organizational Computing:
Computing:
Ubiquitous
Ubiquitous
Irwin/McGraw-Hill
©The McGraw-Hill Companies, Inc., 1998
Era IV Ubiquitous computing
External focus
– changes way firm competes
innovative use of IT
high degree of project risk
Strategies, Forces, and Tactics in
Competitive Markets
Competitive Strategies
Uncovering Strategic Use of
Systems
1. Analyze competitive forces
2. Study the value chain
1. Competitive Forces Model
1. Competitive Forces model
used to describe the interaction of
external influences -- threats and
opportunities -- that affect an
organization’s strategy and ability to
compete
competitive advantage - can be
achieved by enhancing the firm’s ability
to deal with customers, suppliers,
substitute products and services, and
new entrants to its market
1. Competitive Forces model
Competitive
Competitive Strategies
Strategies
Competitive Advantage
Lower Cost Differentiation
Broad Cost
Differentiation
Target Leadership
Competitive
Scope
Narrow Cost Focused
Target Focus Differentiation
Irwin/McGraw-Hill
©The McGraw-Hill Companies, Inc., 1998
1. Differentiation
Develop Alternatives
use IS to maintain information on
available alternative sources of supply
Tactical Moves in Pursuing a
Strategy
Firm can use any of several tactics to
change its products or processes
through use of SIS
– Internal innovation - generate new
knowledge
– internal growth - economies of scale
– Mergers & acquisitions
– Strategic alliances - partnerships with other
companies
IOS & Strategic Alliances
strategic alliances:
– information partnership - cooperative
alliance formed between two firms
Advantages
– share information systems
– reciprocity of competencies
– economy of time and money
3- 7
The
The Strategic
Strategic Cube
Cube
COMPETITIVE
FORCES TO
CONTEND WITH
Customer
Power
Supplier
Power
Present Strategic
Competitors Alliance
Merger or
Potential
Competitors Acquisition
Internal Growth
Substitute
Products Internal
Innovation TACTICS
s
n
ip
cu
io
n
sh
re d
io
iat
Fo
ffe se
er
iat
nt
Di cu
ad
st
nt
Co
Fo
re
Le
ffe
st
Di
Co
STRATEGIES
Irwin/McGraw-Hill
©The McGraw-Hill Companies, Inc., 1998
3. Value Chain
Value Chain
Irwin/McGraw-Hill
©The McGraw-Hill Companies, Inc., 1998
Value Chain
Key
Key Terms
Terms in
in Chapter
Chapter 33
Information
Information Society
Society
Business
Business Globalization
Globalization
Product Innovation
Product Innovation
Process
Process Innovation
Innovation
Knowledge
Knowledge Management
Management
Strategic
Strategic Information
Information System
System
Competitive
Competitive Forces
Forces Model
Model
Differentiation
Differentiation
Cost
Cost Leadership
Leadership
Focused
Focused Differentiation
Differentiation
Cost
Cost Focus
Focus
Value
Value Chain
Chain
Irwin/McGraw-Hill
©The McGraw-Hill Companies, Inc., 1998