(eBook PDF) Business-Driven

Information Systems 3rd Edition

Visit to download the full and correct content document:
https://ebooksecure.com/download/ebook-pdf-business-driven-information-systems-3
rd-edition/
 3e

business-driven information systems

BUSINESS-DRIVEN INFORMATION SYSTEMS 3e continues the excellent work
baltzan lynch fisher
undertaken in the second edition to revise and update the developing area
of Information Systems. With a completely revised design that allows for easy
navigation and close correlation to key topics in many tertiary courses, it is
a must-have for students studying Business-Driven Information Systems.
The approach provides both theoretical and practical discussion on
concepts that await today’s graduates, including mobile technologies,
cloud computing, privacy, security and social networking.

Key features include:

• Case studies and industry examples: new and revised opening and closing case studies
that contain a balance between local and international examples, enabling students to
better understand concepts and theories.

• Graduate spotlights: recent graduates share their unique career paths, demonstrating the
opportunities available to graduates in the area of Information Systems.

• Market-leading digital package: contains LearnSmart and SmartBook, and is the first MIS
title in Australia to offer such adaptive technology to maximise student productivity and
efficiency in learning.

• Expand your knowledge modules: a great feature that offers integration with the core
chapters and provides critical knowledge, using essential business applications such as
Microsoft® Excel, Microsoft® Access and Adobe Dreamweaver®.
3e

baltzan
Connect is proven to deliver better results. Content integrates seamlessly with enhanced digital tools to

business-driven
create a personalised learning experience that provides precisely what you need, when you need it.

Maximise your learning with SmartBook, the first and only adaptive reading experience designed to
change the way you read and learn. It creates a personalised reading experience by highlighting the most
impactful concepts you need to learn at that moment in time.
lynch

information
To learn more about McGraw-Hill SmartBook® visit
www.mheducation.com.au/student-smartbook
ISBN 9781743760741
fisher

9 781743 760741
www.mhhe.com/au/baltzan3e systems
 CONTENTS IN FULL
Authors  xv Highlights of this edition xix
Prefacexvi Text at a glance  xxiii
Acknowledgementsxviii Digital resources xxv

PART 1 INFORMATION SYSTEMS ARE BUSINESS2

CHAPTER 1 BUSINESS INFORMATION SYSTEMS 6
Decision support systems 21
OPENING CASE STUDY
Strategic support systems 24
Google: king of search (and therefore
information)7
SECTION 1.2 // BUSINESS STRATEGY 26

Identifying competitive advantages 26

SECTION 1.1 // INFORMATION
Porter’s Five Forces Model—evaluating
SYSTEMS IN BUSINESS 9
industry attractiveness 27
Business in the information age 9 Buyer power 28
Information technology versus Supplier power 29
information systems 10
Threat of substitute products or services 29
Data, information, business
Threat of new entrants 29
intelligence and knowledge 11
Rivalry among existing competitors 30
Data11
Using the Five Forces Model to analyse the airline
Information12
industry30
Business intelligence 14
Porter’s three generic strategies—
Knowledge14
choosing a business focus 30
Common functional areas in an
organisation14 Value chain analysis—executing
A systems-thinking approach to business strategies 32
information technology 16 Value creation 32
IT resources 16 Global IT 34
People: IT cultures 17 Business in the global environment 35
People: roles and responsibilities in
information technology 18 CLOSING CASE STUDIES
The IS team 19 Closing Case Study 1.1: e-Exam trial at CQU37
The gap between business personnel and IT Closing Case Study 1.2: Apple—
personnel20 complications made simple 38
Fundamental information systems
in business 20 Critical business thinking39
Transaction processing systems 20 Apply your knowledge 40

:55 PM baL60744_fm_i-1.indd vii 08/20/15 05:55 PM

 Contents in Full

CHAPTER 2 A BRAVE NEW CONNECTED WORLD43

Content sharing through open sourcing 55
OPENING CASE STUDY
User-generated content56
Disruptive technologies shape the world 44
Collaboration inside the organisation 56
Collaboration outside the organisation 57
SECTION 2.1 // OUR CONNECTED WORLD 45 Networking communities with Web 2.0
The Web changed the world 45 technologies58
The Internet changed business 45 Web 2.0, social media and business 60
Benefits of a connected world 46 Blogs60
Sharing resources 47 Wikis60
Providing opportunities 48 Web 3.0 61
Reducing travel 48 The semantic Web 61
Challenges of a connected world 49 The Internet of Things62
Security49
Legal issues 49
Social, ethical and political issues 50 CLOSING CASE STUDIES
Closing Case Study 2.1: Like us on
SECTION 2.2 // THE INTERNET AND Facebook! The rise of social business
THE WEB: A TECHNOLOGY REVOLUTION 51 innovation63
Closing Case Study 2.2: Barcelona
Disruptive and sustaining technologies 52 Smart City 64
Disruptive versus sustaining technology 52
A Web evolution 54
Web 1.0 55 Critical business thinking66
Web 2.0 55 Apply your knowledge 67

CHAPTER 3 e-BUSINESS AND MOBILE BUSINESS70

Consumer-to-consumer (C2C) 79
OPENING CASE STUDY
e-Business forms and revenue-generating
Paywalls and the business future
of newspapers 71 strategies80
Organisational strategies for e-business 81
Marketing/sales81
SECTION 3.1 // E-BUSINESS 73
Financial services 82
Advantages of e-business 73 Procurement83
Expanding global reach 74 Customer service 83
Opening new markets 74 Intermediaries84
Reducing costs 75 e-Business tools used to connect and
Improving operations 76 communicate84
Improving effectiveness 76 Measuring e-business success 85
e-Business models 77 Website metrics 86
Business-to-business (B2B) 77 Web analytics 87
Business-to-consumer (B2C) 79 e-Business challenges and benefits 87
Consumer-to-business (C2B) 79 Protecting consumers 87

viii

baL60744_fm_i-1.indd viii 08/20/15 05:55 PM baL607

 Contents in Full

Leveraging existing systems 87 Increases location and monitoring capability 92

Increasing liability 87 Improves workflow 92
Providing security 87 Provides mobile business opportunities 92
Adhering to taxation rules 87 Provides an alternative to wiring 93
Trends in e-business: e-government and Challenges of business mobility 93
m-business88 Protecting against theft 94
e-Government88 Protecting wireless connections 94

SECTION 3.2 // MOBILITY: THE BUSINESS

CLOSING CASE STUDIES
VALUE OF A WIRELESS WORLD 90
Closing Case Study 3.1: Grocery shopping
m-Business: supporting ‘anywhere’ online96
business90 Closing Case Study 3.2: Shoes of Prey 97
Benefits of business mobility 90
Enhances mobility 91 Critical business thinking 98
Provides immediate data access 91 Apply your knowledge 99

CHAPTER 4 DECISIONS AND PROCESSES102

SECTION 4.2 // BUSINESS
OPENING CASE STUDY
PROCESSES118
Content streaming on demand 103
Evaluating business processes 118
Support: changing business
SECTION 4.1 // DECISION-MAKING
processes with MIS 120
SYSTEMS105
Business process improvement 121
Decision making 105 Business process re-engineering 123
The decision-making process 105 Business process management 126
Decision-making essentials 106 Is BPM for business or IT? 127
Operational107 BPM risks and rewards 127
Managerial107 Business process modelling 128
Strategic108 The future: business process
Metrics: measuring success 109 modelling and management 131
Efficiency and effectiveness metrics 110
The interrelationship between efficiency
CLOSING CASE STUDIES
and effectiveness MIS metrics 112
Closing Case Study 4.1: True confessions—
Benchmarking—baseline metrics 112 of an airline revenue manager 133
Visualisation113 Closing Case Study 4.2: Using virtual
The future: artificial intelligence 115 reality to improve business decisions 134
Expert systems 115
Neural networks 116 Critical business thinking135
Genetic algorithms 116 Apply your knowledge 136
Intelligent agents 117
Virtual reality 118

ix

:55 PM baL60744_fm_i-1.indd ix 08/20/15 05:55 PM

 Contents in Full

PART 2 ESSENTIALS OF INFORMATION SYSTEMS138

CHAPTER 5 TECHNICAL FUNDAMENTALS142
Topology155
OPENING CASE STUDY
Protocols155
Supercell: concentrates on games not
infrastructure143 Media157
Network types 160
Local area network (LAN) 160
SECTION 5.1 // HARDWARE AND
Wide area network (WAN) 160
SOFTWARE BASICS 145
Metropolitan area network (MAN) 161
The business benefits of a solid MIS Wireless networks 161
infrastructure145 Network transmission speeds 164
Hardware basics 146 Broadband connection types 166
Central processing unit 146 Network security 167
Primary storage 147 Network providers 167
Secondary storage 148 Networks and mobile phones 168
Input devices 149 Addressing privacy concerns around
Output devices 150 RFID and LBS 169
Communication devices 150
Computer categories 151 CLOSING CASE STUDIES
Software basics 151 Closing Case Study 5.1: Everything to do
with IT changes all the time: keeping up
System software 151
after you graduate 171
Application software 152
Closing Case Study 5.2: Advanced
computing infrastructure may lower
SECTION 5.2 // COMMUNICATION
the price of your next cuppa 172
NETWORKS153
Networks153 Critical business thinking174
Network components 153 Apply your knowledge 175
Architecture154

CHAPTER 6 SYSTEMS DEVELOPMENT AND PROJECT

MANAGEMENT178

Agile software development

OPENING CASE STUDY
methodologies185
Australia Post: staying relevant in the
e-business era 179 Implementing agile methodologies 187
Developing successful software 189
Having unclear or missing business
SECTION 6.1 // DEVELOPING ENTERPRISE
requirements189
APPLICATIONS181
Poor communication between management
Developing software 181 and the development team 189
The systems development Inadequate project management 189
life cycle 182 Skipping SDLC phases 189
Traditional software development Changing technology 189
methodology184 Catering for the cost of finding
Waterfall methodology 184 errors in the SDLC 189
x

baL60744_fm_i-1.indd x 08/20/15 05:55 PM baL607

 Contents in Full

SECTION 6.2 // PROJECT MANAGEMENT 191 Outsourcing projects 200

Outsourcing benefits 202
Managing software development
Outsourcing challenges 203
projects191
The triple constraint 192
Project participants 193 CLOSING CASE STUDIES
Closing Case Study 6.1: Why do large
Choosing strategic projects 194
government IT projects fail? HealthSMART
Understanding project planning 195 project lets Victorian health services down 205
Project charter 195 Closing Case Study 6.2: myki: an integrated
Project plan 196 travel card for Victoria 206
Managing projects 198
Managing people 198 Critical business thinking 207
Managing communications 198 Apply your knowledge208
Managing change 199

CHAPTER 7 ENTERPRISE ARCHITECTURE AND SECURITY213

Cloud computing 227
OPENING CASE STUDY
Virtualisation233
Sony hack stops the world:
well, Sony’s world 214 Making enterprise architecture
green(er)236
Increased electronic waste 237
SECTION 7.1 // ENTERPRISE
Increased energy consumption 240
ARCHITECTURE215
Increased carbon emissions 240
The business benefits of solid enterprise
SECTION 7.2 // ENTERPRISE SECURITY 241
architecture215
Supporting operations: information Protecting intellectual assets 241
architecture216 The first line of defence: people 242
Backup and recovery 217 The second line of defence: technology 244
Disaster recovery 218 People: authentication and authorisation 244
Business continuity planning 220 Data: prevention and resistance 246
Supporting change: infrastructure Attacks: detection and response 248
architecture222 Hackers and viruses 248
Accessibility223 Preventing viruses on a mobile device 251
Availability223
Maintainability223 CLOSING CASE STUDIES
Portability223 Closing Case Study 7.1: Developing an
enterprise-wide architecture within
Reliability224
Insurance Australia Group252
Scalability224
Closing Case Study 7.2: Migration to
Usability224 Google docs: Bleeding Technology Pty Ltd 253
Supporting the environment:
sustainable enterprise architecture 225 Critical business thinking 254
Cluster computing 225 Apply your knowledge255
Grid computing 225

xi

:55 PM baL60744_fm_i-1.indd xi 08/20/15 05:55 PM

 Contents in Full

PART 3 ENTERPRISE INFORMATION SYSTEMS258

CHAPTER 8 QUALITY DATA AND BUSINESS INTELLIGENCE262
Information cleansing or scrubbing 280
OPENING CASE STUDY
Chupa Chups: how sweet it is 263 SECTION 8.2 BUSINESS INTELLIGENCE (BI) 283
Data mining 283
SECTION 8.1 // DATA, INFORMATION AND Data mining tools 284
DATABASES264 Cluster analysis 285
The business value of high-quality Statistical analysis 286
information264 Association detection 286
Information type—transactional or Big data  287
analytical265 Relationship between data warehousing
Information timeliness 266 and data mining 287
Information quality 266 Business intelligence (BI) 288
Information governance 268 Business benefits of BI 289
Storing data 269 BI software/tools 291
Storing data elements: entities and attributes 271 Data management tools 292
Keys to data 272 Data discovery tools 292
The business benefits of a relational Reporting tools 292
database272 BI, business analytics and data science:
Increased flexibility 272 similar but different 292
Increased scalability and performance 273
Reduced information redundancy 274 CLOSING CASE STUDIES
Increased information integrity (quality) 274 Closing Case Study 8.1: XBRL and business
Increased information security 274 information supply chains: enhancing
Integrating information among multiple business-to-government reporting 294
databases275 Closing Case Study 8.2: Data-driven
innovation (DDI)—set to lead the way! 296
Integration tools 276
The drawback of not integrating databases 277
Data warehousing 278 Critical business thinking298
Multidimensional analysis 278 Apply your knowledge 299

CHAPTER 9 ENTERPRISE INFORMATION SYSTEMS: ERP AND SCM302

ERP components 310
OPENING CASE STUDY
Core ERP components 311
Still sick after $1.25 billion:
Queensland Health ERP 303 Extended ERP components 313
e-Business313
Business intelligence (BI) 313
SECTION 9.1 // ENTERPRISE RESOURCE
Supply chain management (SCM) 313
PLANNING (ERP) 305
Customer relationship management (CRM) 313
ERP fundamentals305 Integrating ERP 314
The evolution of ERP 309 ERP metrics 315
xii

baL60744_fm_i-1.indd xii 08/22/15 04:16 PM baL607

 Contents in Full

Choosing ERP software 317 SCM metrics 324

Challenges of ERP 318 The challenges of SCM 324
The future of ERP 318 The future of SCM 325
Cloud computing and SCM 326
SECTION 9.2 // SUPPLY CHAIN
MANAGEMENT (SCM) 319 CLOSING CASE STUDIES
Closing Case Study 9.1: GoPro goes
Supply chain fundamentals 319 into the cloud 327
Seven principles of SCM 322 Closing Case Study 9.2: ERP system takes
The benefits of SCM 322 ATE tankers to the next level 328
Improved visibility 322
Improve collaboration 323 Critical business thinking 330
Increased profitability 323 Apply your knowledge 331

CHAPTER 10 ENTERPRISE INFORMATION SYSTEMS: CRM

AND COLLABORATION SYSTEMS333

Collaboration systems 349

OPENING CASE STUDY
Knowledge management systems 350
Bosch—power from the people 334
Content management systems 352
Workflow management systems 353
SECTION 10.1 // CUSTOMER RELATIONSHIP Groupware systems 354
MANAGEMENT (CRM) 336 Collaboration technologies 355
CRM fundamentals 336 File storage and sharing 356
Phases in CRM 337 Email356
Types of CRM 338 Wikis356
Operational CRM 339 Instant messaging 357
Analytical CRM 343 Conferencing357
Collaborative CRM 344 Social networking analysis 358
The benefits of CRM 345
CRM metrics 345 CLOSING CASE STUDIES
Closing Case Study 10.1: Creating
The challenges of CRM 346
enterprise resource planning (ERP)
The future of CRM 347 software beautifully 360
Closing Case Study 10.2: CRM systems: giving
SECTION 10.2 // COLLABORATION
customers that uncanny valley feeling 361
SYSTEMS AND TECHNOLOGIES 348
What is collaboration? 348 Critical business thinking 362
Collaborators348 Apply your knowledge363

PART 4  BUSINESS AND TRANSFORMATION368

CHAPTER 11 ETHICS, PRIVACY, SOCIAL MEDIA AND FUTURE TRENDS372
SECTION 11.1 // ETHICS AND PRIVACY 375
OPENING CASE STUDY
Bitcoin: a currency revolution? 373 Information ethics 375
Information does not have ethics; people do 377
xiii

:16 PM baL60744_fm_i-1.indd xiii 08/22/15 04:16 PM

 Contents in Full

Privacy in the information age: SECTION 11.3 // FUTURE TRENDS 393

an overview 378
Reasons to watch trends 393
Privacy in Australia 380
Trends shaping the future of business 394
Developing information management
The world’s population projected to be
policies 380
9 billion by 2050 394
Ethical computer use policy 380
People in developed countries are living longer 395
Information privacy policy 381
Advances in communication technologies are
Acceptable use policy 382
changing the way we live and work 396
Internet use policy 382
The growth in information industries is
Email privacy policy 383
creating a knowledge-dependent global
Anti-spam policy 384
society396
Social media use in business 385
The global economy is becoming more
Workplace monitoring policy 386
integrated396
Monitoring technologies 387
The economy and society are dominated by
Protecting privacy: handling
technology397
personal information 388
The pace of technological innovation is
Privacy statements 388
increasing398
Third-party privacy programs 388
Time is becoming one of the world’s most
Global information privacy issues 389
precious commodities 398
Europe389
The United States 390 CLOSING CASE STUDIES
Cloud computing and trans-border Closing Case Study 11.1: The Facebook
privacy considerations 390 experiment: legal—yes, but ethical? 399
Closing Case Study 11.2: Privacy, copyright
and online piracy of Dallas Buyers Club400
SECTION 11.2 // SOCIAL MEDIA 392
Social media and today’s business 392 Critical business thinking 401
Managing social media 392 Apply your knowledge402

PART 5 EXPAND YOUR KNOWLEDGE MODULES406

ABOUT THE MODULES 407

GLOSSARY424

INDEX441

xiv

baL60744_fm_i-1.indd xiv 08/22/15 04:16 PM

 AUTHORS
PAIGE BALTZAN—US EDITION
Paige Baltzan teaches in the Department of Information Technology and Electronic Commerce at the
Daniels College of Business at the University of Denver. She holds a BSBA specialising in Accounting/MIS
from Bowling Green State University and an MBA specialising in MIS from the University of Denver. She is
a co-author of several books including Business Driven Technology, Essentials of Business Driven Information
Systems, I-Series, and a contributor to Management Information Systems for the Information Age.
Before joining the Daniels College faculty in 1999, Paige spent several years working for a large
telecommunications company and an international consulting firm, where she participated in client
engagements in the United States as well as South America and Europe. Paige lives in Lakewood, Colorado,
with her husband, Tony and daughters Hannah and Sophie.

KATHY LYNCH
Dr Kathy Lynch is a freelance education consultant and a retired Information Systems academic. Her academic
employment was most recently as an Associate Professor in ICT Research and Development at the University
of the Sunshine Coast (Queensland), prior to this she was in the Faculty of Information Technology, Monash
University. Her first academic appointment was as a lecturer in the Faculty of Education at Monash University.
Kathy holds a PhD (cross-discipline Information Systems and Education) and a Master of IT (Research) from
Monash University. Additionally, she holds several other postgraduate and undergraduate qualifications in
both IT and Education.
Kathy has taught IT-related subjects in the secondary, vocational and university sectors across Australia.
She is on numerous international and national review panels for grants, promotions and academic papers,
and has been a past Editor-in-Chief of the Australian Journal of Information Systems, and The Interdisciplinary
Journal of Management, Systems and Information.
She has instigated and led a broad range of practical business-driven information systems projects ranging
from one of the first web-database systems in the Australian vocational sector in the early 90s, to portals for
indigenous language reconciliation, augmented reality, and e- and mobile-learning initiatives She has also
managed large enterprise-wide systems in both the tertiary and vocational sectors.
Kathy’s research interests focus on the effective and efficient use of IT regardless of the domain, with a
specific interest in e-learning in developing countries. She is an Honorary Research Associate in numerous IT
faculties across the globe (Australia, Uganda and South Africa).

JULIE FISHER
Dr Julie Fisher is a Professor in the Faculty of Information Technology at Monash University, Australia. She
has worked and conducted research in the information systems field for the last 25 years. Julie is passionate
about teaching and has taught information systems to both undergraduate and postgraduate students.
For much of her academic life Julie has conducted research in user interface design and usability, areas
which are both critical for developing effective and efficient systems. She has led projects involving the
usability testing of small business websites, the implementation of mobile devices in a hospital ward and
assisted with the development of health and other portals. Julie has published widely in leading international
and national journals and conferences.

baL60744_fm_i-1.indd xv 08/20/15 05:55 PM

 PREFACE
WINNER OF THE APA AUSTRALIAN EDUCATIONAL PUBLISHING AWARD 2010 FOR TERTIARY (ADAPTATION)
TEACHING AND LEARNING IN ITS FIRST EDITION
The Australian and New Zealand edition of
Business-Driven Information Systems discusses
various business initiatives first, and how
technology supports those initiatives second. The
premise for this unique approach is that business
initiatives should drive technology choices.
Therefore every discussion first addresses the
business needs and then addresses the technology
that supports those needs.
This text provides the foundation that will
enable students to achieve excellence in business,
whether they major in operations management,
manufacturing, sales, marketing, finance, human
resources, accounting or virtually any other
business discipline. Business-Driven Information
Systems is designed to give students the ability
to understand how information technology and
information systems can be a point of strength for
an organisation.
Unlike many texts currently available, this
third edition has been regionalised in order to best
reflect the needs of instructors and students in the
Asia–Pacific region. The text therefore not only
provides many more regional examples and case
studies, but also reflects our business environments
with a focus on Small and Medium Enterprises
(SMEs).
Common business goals associated with
information technology projects include reducing
costs, improving productivity, improving customer
satisfaction and loyalty, creating competitive
advantages, streamlining supply chains, global
expansion and so on. Achieving these results is not
easy and this text aims to explore some of these issues.
Implementing a new accounting system or
marketing plan is not likely to generate long-term
growth or reduce costs across an entire organisation.
Businesses must undertake enterprise-wide initiatives
to achieve broad general business goals such as
reducing costs.
Information systems play a critical role
in deploying such initiatives by facilitating
communication and increasing business intelligence.
xvi
baL60744_fm_i-1.indd xvi
Any individual anticipating a successful career in
business (whether it is in the functional areas of
accounting, finance, human resources or operations,
or in the systems area—specifically writing,
administering or upgrading the organisation’s
information systems) must understand the basics of
information systems that can be found in this text.
We have found tremendous success teaching
information systems (IS) courses by demonstrating
the correlation between business and IT. Students
who understand this tight correlation will therefore
understand the power of this course. Students learn
10 per cent of what they read, 80 per cent of what
they personally experience and 90 per cent of what
they teach others.
The business-driven approach in this text takes
the difficult and often intangible IS concepts, brings
them to the students’ level and applies them using
a hands-on approach to reinforce the concepts.
Teaching IS with a business-driven focus helps to:
• add credibility to IS
• open students’ eyes to IS opportunities
• attract students to study a major in IS
• engage students.
FEATURES
Business-Driven Information Systems is state-of-the-
art in its discussions, presents concepts in an easy-
to-understand format and allows students to be
active participants in learning. The dynamic nature
of information technology requires all students,
and more specifically business students, to be
aware of both current and emerging technologies.
Students are facing complex subjects and need a
clear, concise explanation to be able to understand
and use these concepts successfully throughout
their careers.
By engaging students through the use of
numerous case studies, exercises, projects and
questions that enforce concepts, Business-Driven
Information Systems creates a unique learning
experience for both teaching staff and students.
08/20/15 05:55 PM baL607
 Highlights of the text and features that
differentiate it from other texts in the same field are:
• in-text and chapter opening/closing cases
situated in the global, Australian, New Zealand
or Australasian context
• comprehensive ethics, privacy and information
security focus in various chapters of the text,
tailored to the needs of the business practitioners
of tomorrow
• Graduate spotlights presented throughout the
text. A number of graduates who have completed
an Information Systems degree in Australia or
New Zealand, and who are information systems
practitioners or professionals, share their stories,
reflect on their studies in relation to their career,
and offer insights into where they are now
• a handy reference to the AACSB standards
in each chapter for instructors and students,
identifying which graduate attributes/skills will
be developed by completing the chapter and
exercises
AUDIENCE
Business-Driven Information Systems is designed for
use in undergraduate or introductory MBA courses
in Information Systems, which are required in
many Business Administration or Management
programs as part of the common body of
knowledge for all business majors. Its contents are
sufficient to be the grounding text for a course in
Information Systems.
LOGICAL LAYOUT
Students and teaching staff will find the text well
organised with the topics flowing logically from
one chapter to the next. A definition of each term
is provided before it is covered in the chapter and
an extensive glossary is included at the back of
the text.
Each chapter offers a comprehensive opening
case study, introduction, learning outcomes, closing
case studies, key terms, critical business thinking
questions, and practical business projects.
The teachings in Business-Driven Information
Systems are extended to Part 5 through the Expansion
Pack Modules or ‘technology plug-ins’, which offer
online learning about core business applications
:55 PM baL60744_fm_i-1.indd xvii
including Microsoft Excel® Microsoft Access® and
Dreamweaver®, and include full pedagogical support.
MATERIAL TO ENCOURAGE
DISCUSSION
All chapters contain a diverse selection of case studies
and individual and group problem-solving activities
as they relate to the use of information systems in
business in Australia and New Zealand and other
parts of the world. The comprehensive closing case
studies at the end of each chapter reinforce content
and encourage students to consider the concepts
presented and then apply those concepts to a
situation they might find in an organisation.
This text also includes integrated Discuss box
features. Different people in an organisation can
view the same facts from different points of view
and the cases will encourage students to consider
some of those views.
THOROUGH EXPLANATIONS
Complete coverage is provided for each topic that
is introduced. Explanations are written so that
students can understand the ideas presented and
relate them to other concepts.
SOLID THEORETICAL BASE
The text draws on current theory and practice
of information systems related to the business
environment. Current academic and professional
journals cited throughout the text are found in the
notes at the end of each chapter—creating a road
map for additional, pertinent readings that can be the
basis for learning beyond the scope of the chapters.
INTEGRATIVE THEMES
Several integrative themes recur throughout the
text ensuring a cohesive learning experience.
Among these themes are value-added techniques
and methodologies, ethics and social responsibility,
globalisation and gaining a competitive advantage.
Such topics are essential to gaining a full
understanding of the strategies that a business must
recognise, formulate and in turn implement. In
addition to addressing these in the chapter material,
many illustrations are provided for their relevance to
business practice.
xvii
08/20/15 05:55 PM
 ACKNOWLEDGMENTS
Adapting a book of this scale has been a daunting
task, made easier by the quality of the US edition and
its approach to the coverage of the subject matter—
thank you to Paige and Amy. A similar approach has
been adopted for this Australian and New Zealand
edition, the main focus having been on the relevance
of the real-world examples and cases used. It has
also been an enlightening experience, dare we say,
even fun!
Nothing of this magnitude can be undertaken
successfully alone; it has been a team effort and the
text has benefited from the thoughtful criticisms and
insights of instructors from institutions throughout
the Pacific region. Particular thanks go to the
following people who took part in our Management
Information Systems symposium, participated in
our survey or reviewed the text—all of whom very
generously took the time to offer constructive and
invaluable suggestions on the regional market needs
and about the existing and proposed book content.
We wish to thank our case contributors for
adding significant regional flavour and to the digital
resource authors that added their expertise to this
book:
Peter Blakey, formerly of Massey University
Dr Yvette Blount, Macquarie University
xviii
baL60744_fm_i-1.indd xviii
Dr Pari Delir Haghighi, Monash University
Dr Francis Gacenga, University of Southern
Queensland
Dr Heather Gray, Griffith University
Kenneth Howah, Central Queensland University
Associate Professor Christian Jones, University
of the Sunshine Coast
Dr Tanya Linden, University of Melbourne
Dr Kim MacKenzie, Queensland University of
Technology
Dr Alistair Robb, University of Queensland
Pamela Spink, Monash University
Dr Lorraine Staehr, La Trobe University
Susan Sutherland, Consultant, Information
Systems Canberra Pty Ltd
Dr Indrit Troshani, University of Adelaide
Marie van der Klooster, formerly of Deakin
University
Finally, particular thanks must extend to the
McGraw-Hill team who provided support and a
helping hand at every stage of development. We
would like to specifically acknowledge publisher
Jillian Gibbs, senior product developer Lisa
Coady and senior production editor Daisy Patiag.
Their hard work and determination was much
appreciated.
08/20/15 05:55 PM baL607
 HIGHLIGHTS OF THIS EDITION

The text has been revised so as to show the change and growth in business-driven information systems and the
technologies that underpin them. Some content has been moved from one chapter and inserted into a different
chapter; some content has been deleted. This has been a result of feedback from academics currently teaching
IS, as well as global trends in IS degrees.
This edition has an additional content author, Professor Julie Fisher from Monash University, bringing
further expertise and collaboration to the text. Julie and Kathy have worked, researched and taught IS
together and individually for many years. This collaboration enhances this edition of Business-Driven
Information Systems.

New and enhanced learning resources in the book

and online include:
• New or updated Opening Case studies for all chapters have been written by either Kathy Lynch or Julie Fisher,
who have ensured the Opening Cases stimulate interest in the chapter prior to working through it. Opening
Case study questions now immediately follow the case, as do any reference notations.
• New or updated Closing Case studies for all chapters have been written by academics involved in teaching
information systems. Closing case study questions have also been included.
• Graduates who were spotlighted in previous editions have updated their profile to show where their degree
has taken them. Further, additional Graduate Spotlights have been included too. Together, these show the
career diversity a degree in IS can bring.
• Discuss feature boxes have replaced the innovation or ethics feature boxes. The intention of these Discuss
boxes is to highlight a real-world business issue related to the chapter, providing an opportunity for group
debate or discussion.
• Critical business thinking questions or activities are new, updated or deleted. The intentions of these are to
challenge students to take the IS concepts presented in the chapter and apply them to business scenarios.
• Apply your knowledge projects are new, updated or deleted. These projects encourage students to take IS
concepts and apply them using a hands-on approach to reinforce concepts, demonstrating the correlation
between business and technology.
• The reach of Business-Driven Information Systems is extended with the Expand your knowledge modules,
a package containing 12 Technology plug-ins/modules that teach students how to solve business problems
using essential business applications like Microsoft Excel®’Access® and Dreamweaver®.

CHAPTER HIGHLIGHTS
BUSINESS INFORMATION SYSTEMS
• A fresh look at IS in business including the fundamental information systems used in
business (previously in Chapter Four).
• New Opening Case on Google illustrates how one innovation can change the
1 world, and questions students to view Google’s business through Porters’ business
strategies.
• Two new Closing Cases; e-Exams and the Apple Watch, each demonstrating the
strategic importance of business-driven information systems.

xix

:55 PM baL60744_fm_i-1.indd xix 08/20/15 05:55 PM

 OUR BRAVE NEW CONNECTED WORLD
• Updated content on the importance of connectivity and the business value of a network
connected world.
• Expanded coverage of Web 2.0 and its role in business today.
• Expanded coverage of Web 3.0, including the Internet of Things.
2 • New Opening Case on 3D printing illustrates one of the latest disruptive technologies
in business today, and questions students to explore not only the business opportunities
it brings, but also its legal implications.
• Two new Closing Cases on Facebook and the Internet of Things, each demonstrating the
business advantages (and concerns) of connectivity through the Internet.

E-BUSINESS AND MOBILE BUSINESS

• Updated coverage of e-business, including how to measure e-business success,
organisational strategies for e-business and expanded coverage of e-government.
m-Business content has also been updated.
• The Opening Case on paywalls has been updated (previously in Chapter 2) and looks
3 at print versus online news content. It questions students to explore the business of limited
free viewing of online newspapers, and its future.
• Two new Closing Cases, on online grocery shopping and Shoes of Prey, each
demonstrating how businesses have changed due to e- and m-business models.

DECISIONS AND PROCESSES

• Updated coverage of business decision making and business processes.
• Content on the fundamental types of Information Systems (transaction processing
systems, decision support systems and strategic support systems) have been moved to
Chapter One to ensure that the basics of IS are covered very early on in the text.
4 • The Opening Case on Quickflix/Netflix has been updated to take a closer look at the
impact on business when a decision is made to go (or not to go) online.
• The Closing Case on the airline industry has been revised, and a new case on virtual
reality has been added, each demonstrating the role information systems play in
business decision making.

TECHNICAL FUNDAMENTALS
• Content in this chapter has been updated and re-organised to present a better logical
flow of information.
• Network security, in particular when using mobile devices, has been included as well as
privacy concerns.
• New Opening Case on Supercell illustrates the robust and reliable technological
infrastructure required for online games, and questions students to explore the company’s
5 network and data security requirements, and the business reasons of why Supercell
develops for mobile-only games.
• Two new Closing Cases, on keeping up to date with new technology post-graduaduation
and the impact of advanced computing infrastructure on the price of coffee, each
demonstrating the fundamental information technology used in business is rapidly
changing and the need to keep current with these changes.

xx

baL60744_fm_i-1.indd xx 08/20/15 05:55 PM baL607

 SYSTEMS DEVELOPMENT AND PROJECT MANAGEMENT
• Content has been updated where required, including user-centered design, usability,
and outsourcing.
• The Opening Case on Australia Post has been slightly modified. It illustrates how
6 companies have to manage technological advances and customer wishes to deliver
efficient services and products.
• One new Closing Case on HealthSMART and a revised case on Myki, both of which
present reasons as to why projects fail.

ENTERPRISE ARCHITECTURE AND SECURITY

• This chapter contains the content on enterprise security that was previously in
Chapter 11. It has been updated and moved to strengthen the focus on enterprise-wide
systems and technology.
• New Opening Case on the Sony hack illustrates the lengths some people will go to
make a point; how the hack was done is a lesson for all. The case questions students
7 regarding legislation, regulations and business requirements in data retention, recovery
and backup.
• Two new Closing Cases, on developing an enterprise-wide architecture and migrating
to google apps, each demonstrating the need to examine and implement information
technology and systems across an enterprise rather than independently.

QUALITY DATA AND BUSINESS INTELLIGENCE

• Content in this chapter has been updated and re-organised to present a better logical
flow of information. It looks at the attributes and importance of quality data and
databases, and then at data warehousing, data mining and business intelligence. The
concept of Big Data, and the relationship between BI, business analytics and data
science is explored.
8 • New Opening Case on Chupa Chups illustrates the need to access reliable, useful and
complete data across a large global company, and questions students to explore basic
database schema and business intelligence tools.
• Two new Closing Cases on XBRL and supply chains and data-driven innovation, each
demonstrating how large amounts of quality data are being prepared and used.

ENTERPRISE INFORMATION SYSTEMS: ERP AND SCM

• Content in this chapter has been updated and re-organised to present a better logical
flow of information. ERP and SCM are grouped together as they are commonly the
initial enterprise information systems implemented in a large business.
• New Opening Case on Queensland Health illustrates what can go wrong during an ERP
9 implementation, and questions the implications involved in implementing a government-
wide ERP system as well as the tendering process.
• Two new Closing Cases, on GoPro and ATE tankers, both of which explore the
importance of ERP and SCM, and how they can be effectively conducted and
implemented.

xxi

:55 PM baL60744_fm_i-1.indd xxi 08/20/15 05:55 PM

 ENTERPRISE INFORMATION SYSTEMS:
CRM AND COLLABORATION SYSTEMS
• Content in this chapter has been updated and re-organised to present a more logical
flow of information. CRM and collaboration systems such as groupware and knowledge
management systems are grouped together in this chapter as they are common enterprise
information systems implemented in a large business.
• New Opening Case on Bosch illustrates how a large global company is using
10 collaboration systems within their organisation and with their clients, and questions the
collation of user profiles, user-generated content and the use of this content in business.
• Two new Closing Cases, one on Apple’s ERP systems which explores the importance of
user experience in software development, and one that looks at the data contained in
CRM systems from a legal perspective.

ETHICS, PRIVACY, SOCIAL MEDIA AND FUTURE TRENDS

• Content in this chapter has been updated and re-organised to present a more logical
flow of information.
• Social media has a dedicated section due to the uptake of it throughout the business
world as a business tool. Further, Future Trends from Chapter 12 in the previous edition
is now incorporated into this chapter as many of these trends and policies relate to
ethics, privacy and social media.
11 • New Opening Case on Bitcoin illustrates the use of online currency to purchase goods,
and questions students as to business concerns regarding the use of bitcoins rather than
cold hard cash (or credit).
• Two new Closing Cases, one on Facebook and one on online privacy and copyright,
both demonstrating the legal and ethical implications when using online sources to
generate, download or stream content.

xxii

baL60744_fm_i-1.indd xxii 08/20/15 05:55 PM baL607

 A brave new CHAPTER 1 Information systems in business 9

connected world
I
nformation is everywhere. The amount of data and information in the world today is hard to estimate
– however, it is a lot and is growing at a terrific rate. We are generating data from computers,
sensors, cameras, phones, so much so that we are surpassing the capacity of the devices that store

What’s in IT for me?

it, let alone retrieve it. Information technology and the systems allow for the logical and useable retrieval
of data. But with this much data, business decisions need to be made as to what data and information
needs to be retrieved, or alternatively, the end user be given the ‘power’ to decide themselves what data
or information they require.

TEXT AT A GLANCE
Most organisations value information and the systems that house the information as strategic
assets,12 PART
therefore the 1 Information
first section systems
of this chapter are business
introduces data, information, business intelligence and

T
knowledge, and their place in business. The second section his of this chaptergives
chapter focuses
youon the
business strategies knowledge you need to harness the next generation of online
fundamental
help make business decisions, solve problems and find new, innovative opportunities and therefore
business opportunities that a connected world brings. While it is difficult to imagine a time when the
possibly a company a competitive taBLe 1.1 Tony’s
advantage snack
through the use ofcompany data and systems.
information technology
world was not connected, an increasingly connected world can pose challenges for businesses, and also taBLe 1.2
re available. Are Order customeroffers
salesa range of benefits—allowing
Product Qtybusinesses
unit to share
total salesresources,
unit reduce
total costtravelProfit
and enhance communication. Order date
why not? date representative price
It is important to understand the evolution LEARNING
of the $
Internet cost $OUTCOMES
and $
the characteristics $
that distinguish each stage of
products, then
f the following 1.1 Information systems in business
4-Jan Coles PJ Helgoth Doritos 41
$
24
Learning
its progression, and the possibilities of what is to come
984
outcomes
next in
18 738
list the
this connected world of ours.
246
26-Apr
(more than one As future managers and knowledge workers, you need toareas
understand the benefits that a connected world 29-Aug
L e a r n i n g O u t c O 4-Jan
m e s Coles Roberta Cross Twisties 90 15
essential
1 350 10
of900
knowledge 450
st the following 7-sep
1 Differentiate between information
can offer your organisation and career. You also need to405betocovered
be awareinofeach
the tools you can use to better engage
chapter.
egic, business 5-Jantechnology and information systems
franklins Craig schultz Twisties 27 15 10 270 135 22-Nov
support, global, with customers, share ideas and collaborate with colleagues and customers alike to resolve business problems.
learning outcome 1Every
2 Describe the information age and the differences between data, information, business intelligence and
6-Jan Coles Roberta Cross Twisties 67 15 10 670 335 005 30-Dec
knowledge.
and his Generic 7-Jan 7-ElevenSECTION
Craig schultz 2.1 . Pringles . 45 corresponds
. . . . 79. . 12 948 to a 474
6SECTION relevant
2.2 section
474. . . . . . . . 51 7-Jul
3 Outline the common functional areas in an organisation
ogle products in in the chapter, targeting student
Examine information technology’s impact on business connected world
7-Jan Coles Our Roberta Cross Twisties 52 15 780 $10 The Internet and the Web:
520 260 6-Aug
4
5
8-Jan IGA • Craig
Explain a systems thinking approach in relationship The
to
schultzchanged Twisties
Web
business the world 39 15 learning
585 and
$10 revision.
a technology
390 revolution
195 2-Oct

q=tbn:ANd9GcQbhzeu 9-Jan • Craig

Coles The Internet
schultz changed business 66
Twisties 15 990 $10• Disruptive
660 and330 sustaining technologies 15-Nov
6 Describe and compare the different roles and responsibilities in information technology.
• Benefits of a connected world
$10• A Web
400 evolution
EIlfT-274w
company/histor y/ 10-Jan Target
Craig schultz Twisties 40 15 600 200 21-Dec
7 Identify the three main types of information systems,
• and how business
Challenges of apersonnel
connectedcanworld
use these systems • Web 1.0
ww.businessweek.com/
11-Jan
to make decisions and gain competitive Coles
advantage Craig schultz Twisties 71 15 $1 065 $10 710 355 28-feb
new-no-dot-2-in-market- • Web 2.0
6-Mar
ny/philosophy/) • Web 3.0
/images/company- 16-Mar
Business in the information age
Information LO 1.1 23-Apr
Facts … DidInformation
you know … Information is data converted into a meaningful and useful context.SKILLS Having the
EMPLOYABILITY — right
AACSB information at 4-Aug
data converted into a the right(inmoment in time can be worth a fortune. Having the wrong information at the right moment,
• Wotif.com was founded by an Aussie 2000) • Communication abilities
meaningful and useful 18-Aug
• Kogan.com started context
or the
in a garage in aright
suburb information
in Melbourneatbythe its wrong
founder;moment,
a Monash • canIT be disastrous.
graduate,
Analytic skills The truth about information is that
its value is only
Koganaswas good as the
the people who use under
it. in theFact 5-sep
Ruslan Kogan in 2006. (In 2012, Ruslan named richest Australian • People
30,of
Use using
andinformation same information
technology
a confirmed or
can make different
2014 one of the 200 richest decisions
Australiansdepending
2
) on how they interpret or analyse the information.validatedThuspiece ofinformation
data has value only 12-sep
• Reflective thinking skills
or information
• A 15-30 second timeslot in the 2013 television
insofar as the people broadcast
usingof the AFLasgrand
it do well.final cost up to $100,000
3
28-Oct
Information age
A fact is the confirmation or validation Tony of can
an eventanalyse his sales
or object. In the data and turn
past, people it into
primarily information
learned facts to
when answer all the above questions and
infinite numbers 21-Nov
KEY TERMS
from books. Today, by simply understand how his business is operating.EMPLOYABILITY
clicking a button people can find out anything, from anywhere, at
For instance, Table 1.2 any SKILLS—AACSB
of facts are
shows widely
that
available to anyone
Roberta Cross made $5858
29-Jan
time. We live in the information age,from
profit whenColes;
infinitefurther
numbersthe of facts
dataarecanwidely
answeravailable
the toquestions
anyone raised who can byuseTonya (Table 1.3) to help him
Key
whoterms
can use are highlighted
a computer. The impact where they
of information first appear
technology and
(IT)—a field The AACSB
concerned with the
identify and then address such issues as underperforming sales representatives
feature
use outlines
computer general skill areas that
and weak products. 12-Apr
of technology to manage and process information—on the global business environment is equivalent
are defined in the
Variable
to the printing press’s
margins. They
A variable
impact on publishing
are also listed and
is a data characteristic
and electricity’s
that
that stands
impact on productivity.
particular
for a value
University student
chapter
that changes focuses
Information
technology or(IT) on.
varies over time. For example, 16-Jun
a data characteristic in before
Tony’s data, price and
age.quantity ordered can vary. Changing
about theavalue of variables allows managers to
defined
start-ups in
were
that stands
the glossary
mostly unheard at
for a value
of the end
the of the
information book. Now, it is not at all unusual to read
the
field concerned
use of technology
with

a business student create hypothetical

starting a multimillion-dollar
that can change or vary
scenarios
company to
from his study
or her future
bedroom. possibilities.
Think of Mark Tony may
in find
managing it
and valuable to anticipate how
Zuckerberg, who started Facebook from
sales orhis university
cost increases dorm room,profitability.
affect or Michael Dell To(Dell Computers)
estimate howand a 20 perprocessing
cent increaseinformation.in prices might improve
over time Information technology sorting the da
Bill Gates (Microsoft), who both founded their legendary companies as university students. It is not only
profits, Tony simply changes the price variable for all orders, which canautomatically
be an important calculates the amount (Profit $5 858
the Americans
36 who think
PART 1 ofInformation
great IT ideas;
systemsGraeme Woods came up with his wotif idea when he was an
are business enabler of business
of new profits. To estimate how a 10 per
IT consultant after he finished his University of Queensland Information Systems post graduate degree cent increase in 5costs hurts profits, Tony changes the cost
success and innovation
variable for all orders, which automatically calculates the amount of lost profits. Manipulating variables
is an important tool for any business. taBLe 1.3
Closing
Case 43
tony’s Busine
study 1
FishBusiness
projectintelligence
URsULA DANTIN, UNIVERsITy Of AUCKLAND, NZ
REAL-WORLD CASE STUDIES Critical business thinki
Who is Tony
Business intelligence Business intelligence (BI) is information collected from multiple sources such as suppliers, customers,
(BI)
Established in 1881, sanfordcompetitors, partners
harvests and processes andinindustries
seafood who are paid
Each
that chapter
on theanalyses
amount of fish
beginstrends
patterns,
caught using
with an
andOpening
the information
case
relationships forstudy,
strategic
1 Pursuing Porter Who is Tony
information collected
New Zealand, from the baL60744_ch02_043-069
from multiple sources
far North to stewart Island,
decision making. 43BI delivering
manipulates multiple illustrating
variables information
and in
products to New Zealand and seven international markets that of improved inventory control and management. Project fish has
some systems
received from Wisefish. Borrell says, ‘sanford has achieved its goal
cases evenin action
hundredsin the
of variables of theWho
There is no doubt that Michael Porter is one08/08/15 07:56is
more Tony
influentia
PM
business strategists of the 21st century. Research Michael Porter o
such as suppliers,
resulted in over NZ$433 including suchrevenue
million in sales itemsforastheinterest rates, aweather
year delivered
businessconditions
truly integrated
world.
ERP platformand even
Each
for our petrol
case
business.’ prices
study (BI
is is covered
designed intoChapter
the Internet for interviews, additional articles and Who
new orisupdate
Tony
customers, competitors,
ending september 2010.
8). Tony can use BI to analyse internal sanford’s ability to service export markets has also improved.
data such as company sales, along with external data about the strategies.
business
partners and industries
since
contextualise the content
the early 1990s, the company has grown organically The company has increased insight into exactly what product is
to be covered in the Create a summary of your findings to share What
chapter. is Tony
with your clas
and through
that analyses patterns, environment
acquisitions, and is now listedsuch asNZX.
on the competitors,
One comingfinances,
to market fromweather, holidays
fishing vessels and canand evenpre-sell
confidently sporting events. Both internalHow can learning about people such as Thomas friedman an
What is Tony
trends and consequence
relationships of the acquisitions strategy was inheriting disparate
and external variables affect snack sales, and Closing
analysing casethese studies reinforce
fish before they even hit the shore. Marel production data from at-
variables
information systems and, in early 2005, sanford had to integrate sea-processing trawlers is sent daily via satellite to the shore office
can help concepts, themes
Tony determine ordering
Michael Porter help prepare you for a career in business? Nam
for strategic decision levelsplatform,
and sales forecasts. For and
instance, BIintocan three additional business professionals you should followistoTony
What hel
the predict inventory requirements for Tony’s business for
its information management
making
wide enterprise resource
a visionary company- then loaded
and issues discussed
system. ‘With
in the
integrated real-time
data, we can instantly see which market worldwide is giving a
chapter.
internet
These case prepare for your career in business.
theplanning (ERP) initiative
week before the AFL it dubbed
Grand Final if, say, the home team is playing, average temperature is above 30
2 renting movies What is Tony
degreesofand
sanford achieved a transformation thecore
the very stockof itsmarket
studies illustrate how the core concepts covered in
‘Project fish’. Believed to be a world first for the fishing industry, high return on a certain product and may even make a decision
business istoperforming
airfreight more well. This isofBI
stock instead at itsit.’
shipping finest, incorporating
Wisefish allows all types of internal
The movie rental industry is fiercely competitive. Who is Tony
Customers hav
infrastructure and, through andharnessing
externalandvariables
integratingto several
anticipate each chapter have been implemented by prominent
the marketers
businessto see performance.
exactly what product is on board any vessel
software applications, has taken the lead in innovative and at sea and in processing on shore, which makes it now feasible
their choice of renting a movie by driving to a video shop (e.g
Blockbuster), ordering through the mail (e.g. from Who is Tonyo
Quickflix),
sustainable business practices.
organisations and businesses.
to pre-sell fish. Given the unique supply situation of this industry,
Increasing customer service demands and growing regulatory with the uncertain and seasonal supply of any specific fish variety
watching directly from their television (e.g. streaming from AB
iView). What is the
requirements, combined with sanford’s commitment to the and the short shelf-life of fresh fish, the real-time information that
Using Porter’s five forces Model (buyer power, supplie
sustainability of New Zealand’s seafood supplies, had made it Wisefish provides also gives the customer confidence in sanford’s
power, threat of new entrants, threat of substitute Who is theanb
products
apparent that the existing standalone software applications were ability to consistently supply on time and on order.
competition), evaluate the attractiveness of entering the movi
no longer sufficient. since then, sanford has continued to grow, Another positive outcome from the project has been the What is the
rental business. Be sure to include product differentiation, switchin
and now not only owns 11 inshore fishing vessels for fresh fish, six breaking down of the traditional ‘silo’ mentality. This development
costs and loyalty programs in your analysis.
at-sea scampi processing trawlers, four deep-sea vessels and three has resulted in increased communication between branches Who is the b
‘super seiner’ tuna vessels, but also runs four large 50 to 75 metre and the opportunity for staff to add value to their roles. ‘At an 3 Working for the best
charter trawlers that typically have a crew of 40 and stay out at administration level, we’ve opened up the opportunity for our
Each year, Fortune magazine creates a list of the top 10
sea for 35 days. The fishing fleet is complemented by eight land staff to become business analysts instead of number crunchers,’
companies to work for. find the most recent list. What types o
based processing facilities across New Zealand, from stewart says Borrell. sanford can also provide the Ministry of fisheries
data do you think Fortune analysed to determine its compan
Island and Bluff in the south to Auckland and Kaeo in the North. and the New Zealand food safety Authority with faster access to
rankings? What issues could occur if the analysis of the data wer
These plants, though owned by sanford, also process catch landed information via direct electronic data transfer. The scope of Project
inaccurate? What types of information can you gain by analysin
by independent local or even overseas fishing vessels coming here fish continues to evolve as its users become more familiar with its
the list? Create five questions a student performing a job searc
from the still fish-rich south-Pacific and Antarctic waters. capabilities. selected customers can now look up their contracts
could answer by analysing this list.
Before 2005, Marel, a tracking system developed in Iceland, via the internet, see online when their stock has been assigned
was used to track the fish as it was processed and packed in these and loaded, and track the container to its delivery point. The 4 job surveys
plants. However, no system other than the sharing of spreadsheets quantum leap sanford has achieved in its information and business
Research the Internet for current Is jobs. Which types of jobs ar
enabled a complete overview of the business and its inventory infrastructure integration since late 2005 continued in 2012 with
on the rise? If there are any jobs you are unfamiliar with, researc
across all plants. This process involved a lot of repetitive data re- the company announcing a NZ$100 million investment in a high
the Internet to determine the job characteristics. List the top thre
entry and also led to numerous spreadsheets being held in various technology project looking at more eco-friendly ways of catching
jobs you would want if you were to pursue a career in Is. What d
locations. ‘Marel gave us great detail of each plant’s processing fish and more efficiently moving it to market.
and packing but it was not presented in the context of the whole
CASe STuDY QueSTIONS
xxiii
you find interesting about these jobs? What skills can you build t
help you prepare for these jobs?3
company,’ explains Teresa Borrell, project leader on Project fish.
‘We were also operating one financial system in the North Island Q1 for the university, what business benefits and costs could 5 communication is key
and another in the south Island with little integration between the two accrue from switching from all paper exams to all electronic
The ability to clearly communicate with your peers, team member
systems. One of our key drivers for the project was to introduce a exams? for students, what are the advantages and
managers and end users is critical skill for all those involved i
new level of organisation-wide inventory control and management.’ disadvantages?
the IT business. However, good communication skills do not com
sanford subsequently achieved this goal with the introduction of Q2 What other issues or questions not directly discussed in the
easily for many. The 2013 movie “The Internship” (http://www
another product developed in Iceland—Wisefish, an information Case could you suggest might arise during this period of
:55 PM baL60744_fm_i-1.indd xxiii theinternshipmovie.com/)
08/20/15is 05:55
about PMtwo salesmen, Vince an
management and finance system. ‘Wisefish was the final piece feasibility testing and evaluation?
Owen, who lots their jobs, however, they do not give up and app
in our puzzle,’ says Borrell. ‘We knew we had the foundation for Q3 An example was given of how an e-exam might bring more
for an internship with Google.
increased business intelligence and transparency with Marel, but authenticity to a medical exam. Can you think of several
Watch the film (or at least the trailer) and list the communicatio
 CHAPTER 1 Information systems in business 11

ll versed in advanced technology can compete in the information age.

ness leaders have created exceptional opportunities by coupling the Pluses and minuses discuss
traditional business methods. Here are just a few examples: The line famously quoted in the film Spider-Man, ‘With great power comes great responsibility’, applies to every
type of technology you encounter in business. Technology provides countless opportunities for businesses, but can
mpany; its original business focus was to sell books, and it now sells
also lead to pitfalls and traps. Online trading, for instance, brought many companies profits but has cost many
individual investors their life savings through fraud. Ponzi schemes, for example, attract inexperienced investors
pany; its primary business focus is to rent videos. with promises of high yield investments but no real profits are generated. Online anonymity means the promoters
mpany; its primary business focus is to sell shoes, bags, clothing and disappear when the schemes end. sites such as Craigslist and eBay allow anyone to become a provider of goods
or services and a few unethical individuals have even used it to run online prostitution rings 7.
A manager must be able to analyse the good and the bad associated with technology.
t first saw an opportunity to change the way people purchase books. Review some companies that primarily operate on the Internet, such as Kogan, eBay, Craigslist or Amazon,
n age to tailor offerings to each customer and speed the payment and compile a list of the business opportunities and the potential pitfalls associated with doing business online.
ns of tiny virtual bookstores, each with a vastly larger selection and
al bookstores. The success of his original business model led him to
er types of products. The founders of Netflix and Zappos have done
. All these entrepreneurs were business professionals, not technology DISCUSS Data, information, business intelligence and knowledge LO 1.3
enough about the information age to apply it to a particular business, Students who understand business along with the power associated with IT are well placed to create
now lead entire industries.
Discuss features appear theirthroughout
own opportunities the text, even
and perhaps presenting real asworld
new industries—just examples
co-founders Chris DeWolfeof andinformation systems problems,
Tom Anderson did with MySpace, Mark Zuckerberg did with Facebook, and as Ruslan Kogan did with
y versus information systems ethics and innovations. Covering a range of topics, these boxed features are the
Kogan.com. Our primary goal in this book is to arm you with the knowledge you need to compete in designed to promote critical
mation systems are two closely related fields – each are required in information age. The core drivers of the information age are data, information, business intelligence and
n technology is primarily concerned with hardware and thinking
software through discussion
knowledge.and debate.
stems, web services, code, devices, networks (see Chapter 5), and
concerned with the people, processes and the technology – it is a
Data
stems designed to create, gather, store, manipulate or disseminate Data are raw facts that describe the characteristics of an event or object. Before the information age, Data
managers manually collected and2 analysed data, a time-consuming and complicated task without which raw facts that describe
btaining, storing and retrieving information, for example, the Dewey CHAPTER Information systems in business 37 the characteristics of an
they would have little insight into how to run their business. Lacking data, managers often found
ks, protocols and terminology for product identification, customer
CRITICAL BUSINESS THINKING
event or object
orkplace communication. themselves making business decisions about how many products to make, how much material to order Big data
nts frequently ask, ‘Why do we need to study information technology or how many employees to hire based on intuition or gut feelings. In the information age, successful data sets that are so
managers compile, analyse and comprehend massive amounts of data At the end of each
daily, which helps them make large andchapter,
complex it is the Critical
r is simple: Of
UNIVERsITy they are everywhere
AUCKLAND, NZ
he processes of work, rest and play through improvements in software,
Critical business thinking
in every business. They affect nearly
more successful business decisions.
BUsINEss
sTRATEGy
difficult to process the
data using traditional
ng them provides great insight to anyone learning about business. The amount of data that we use or generate today is growing exponentially, business thinking
and thus too much for data feature
processing
applications
provides students
aid on the amount of fish caught using the information 1 Pursuing Porter the traditional IT has based systems
just released an that store,
operating collate,
system correlate,
that plans to compete andwithretrieve the data. Big data is the term
ole of information technology in business by reviewing a paper or
om Wisefish. Borrell says, ‘sanford has achieved its goal
magazine such as
d inventory control andBusinessWeek,
management. Project fish hasReview Weekly (BRW) or
Business There is no doubt that Michael Porter is one ofused
NZ forinfluential
the more Microsoft’s operating systems. your company has a significant
data sets that are so large and complex it is difficult to process the data using traditional data
business strategists of the 21st century. Research Michael Porter on amount of capital invested in Microsoft. your boss, Kellee Lazarus,
with an opportunity to apply critical thinking
truly integrated
articles ERP platform for
are dedicated toour business.’
technology processing applications. Data sets grow in size in part because they are increasing being gathered by for
the Internet for interviews, additional articles and new or updated has asked you to compile a Porter’s five forces analysis for
in business. These are business
d’s ability to service export markets has also improved.
nes, yet they are filled with technology.
ny has increased insight into exactly what product is Students who business strategies.
understand
Create a summary of your findings to share
mobile devices, web
with your class.
Microsoft
logs,tosoftware
at risk.
ensure your company’s
logs, cameras, Microsoft
andinvestment is not
RFID readers. skills and chapter concepts to business
The ‘size’ of big data is indefinable,
usiness.
market from fishing vessels and can confidently pre-sell as what is big for one organisation may not be big for another. Regardless of the big data size, a business
problems.
How can learning about people such as Thomas friedman and 7 Complanency can result in lost competitive
they even hit the shore. Marel production data from at-
ypically discuss such topics as databases, customer Michael Porter help prepare you for a careerneeds
relationship to understand
in business? Name its data, what it needs to do with it, when, how quickly and in what format. (see
ing trawlers is sent daily via satellite to the shore office advantage
chain
aded intomanagement, ‘big data’,
the system. ‘With integrated security,
real-time internetethics, business intelligence
Chapter
three additional business professionals you should follow8 to
for more on big data)
help
prepare for your career in business. In 2004, a few years before Apple introduced it first iPhone, Nokia
an instantly systems.
ormation see which market worldwide
This text exploresis giving
thesea topics in detail, along with Table 1.1 shows had sales dataa for
developed phoneTony’s Snack
prototype Company,
that was Internet readya fictitious
and business that supplies snacks to
on a certain product and may even make a decision 2 renting movies stores. The data highlights characteristics
touch screen. However such
it was not until asyears
many order date,
later, customer, sales representative, product,
and long
pportunities
t more stock instead andofchallenges. IT andallows
shipping it.’ Wisefish IS can be important enablers of after Apple claimed the crown as a first-mover and thus gaining
The movie rental industry is fiercely competitive. Customers
quantity and have
profit.
This
ers toissee not to say
exactly whatthat they
product is onequal
board business
any vessel success and innovation, or
their choice of renting a movie by driving to a video shop (e.g. it competitive advantage, that Nokia release its first comparable
in processing on shore, which makes it now feasible
sfish.
and innovation. They are most useful when they leverage the talents Blockbuster), ordering through the mail (e.g. from The secondorline
Quickflix), in Table
phone. It has 1.1,
missedshows
a greatthat Roberta
opportunity (andCross
revenue) sold
due90 to boxes of Twisties to Coles for $1350,
Given the unique supply situation of this industry, “management
s the and
certain right people
seasonal know
supply how
of any to use
specific and manage it effectively. watching
fish variety
resultingfrom
directly from their television (e.g. streaming inABCa profit of $450[being]worried
(note thatthat the product
profit = sales could
—becosts).
a costlyThis data is useful for understanding
iView). flop….. [the] organization so swollen by its early success that it
ort shelf-life of fresh fish, the real-time information that
em (MIS) is a business function just as marketing, finance, operations individual
Using Porter’s five forces Model (buyer power, supplier
sales but
grew does not
complacent, provide
slow and much
removed insight
from into
consumer how
desires” Tony’s
36
. business is performing as a whole.
ovides also gives the customer confidence in sanford’s Tony products
needs to
management are business functions. Formally defined, management power, threat of new entrants, threat of substitute andask questions
Name three tocompanies
help himormanageproducts histhat day-to-day
today could operations,
be such as:
onsistently supply on time and on order. classed as having the first-mover advantage; what is their business
competition), evaluate the attractiveness of entering the movie
ar general name from
positive outcome for the
theproject
business function
has been the and academic discipline • Whoswitching
rental business. Be sure to include product differentiation, strategy;
are my best are they global or local; who founded the organisation
customers?
own of the traditional ‘silo’ mentality. This development (how old are they and their country of residence); who is their
le, technologies and procedures—collectively called information costs and loyalty programs in your analysis.
• Who are my least profitable
ed in increased communication between branches closest competition customers?
(or rival). for one of the companies/products
iness problems.
pportunity To perform
for staff to add the
value to their MIS
roles. ‘At function
an effectively, almost
3 allWorking for the best
ion level,
• What is my best-selling
generate a Porter’s
product?five forces analysis.
rge and we’ve opened up the
medium-sized opportunity
ones, have an for internal
our IT department, Each
oftenyear, Fortune magazine creates a list of the top 100 8 Applying the Three generic Strategies
come business analysts instead of number crunchers,’ • What
companies to work for. find the most recent list. What types of
is my slowest-selling product?
), Information
l. sanford can also Systems
provide the (IS) or ofManagement
Ministry fisheries Information Systems
38 39
data do youPARTthink 1Fortune
Information
analysedsystems •are business
Who
to determine This chapter
is my strongest
its company discussed
sales several examples of companies that pursue
representative? CHAPTER 2 Information systems in business
outZealand
ew IT, it is
foodimportant to understand
safety Authority with faster accesstheto relationships between rankings?
data, What issues could occur if the analysis of the data were differentiated strategies so that they are not forced into positions
via direct electronic data transfer. The scope of Project
and knowledge.
ues to evolve as its users become more familiar with its
inaccurate? What types of information can you • gain
Who is my weakest
by analysing salesmust
where they representative?
compete solely based on price. In a team,
the list? Create five questions a student performing a job search choose an industry and find and compare two companies—one
APPLY YOUR KNOWLEDGE
. selected customers can now look up their contracts
could answer by analysing this list. What Tony needs,that in isother words,
competing basedis not dataand
on price but information.
another that is pursuing
ernet, see online when their stock has been assigned
d, and track the container to its delivery point. The
BUsINEss
4 job surveys
PROJECTs Apply your knowledge
a differentiated strategy enabled by the creative use of IT. some
industries you may want to consider are clothing retailers,
The Apply your
Adding knowledge
value
prOJeCt FIVe
projects invite
ap sanford has achieved in its information and business
Research the Internet for current Is jobs. Which types of jobs are supermarkets, airlines and personal computers.
e integration since late 2005 continued in 2012 with
ny announcing a NZ$100 million investment in a high
on the rise? If there are any jobs you are unfamiliar with, research
the Internet to determine the job characteristics. List the
Prepare a presentation for the class on the ways the company
top three is using IT to help it differentiate and compete against the low-cost
students to use the concepts from each
To identify competitive advantages, Michael Porter created value chain analysis, which views a firm as a series of business processes
project looking at more eco-friendly ways of catching prOJeCt ONe Capitalising on your career that each add value to the product or service. Value chain analysis is a useful tool for determining how to create the greatest possible
jobs you would want if you were to pursue a career in Is. What do provider.
chapter in order to engage in a variety of
value for customers. The goal of value chain analysis is to identify processes in which the firm can add value for the customer and
re efficiently moving it to market.
you find interesting about these jobs? What skills can you build to 9 Top five things you will say to your create a competitive advantage for itself, with a cost advantage or product differentiation.
Business leaders need to be comfortable with management information systems (MIs) for the following (primary) reasons.
uDY QueSTIONS help you prepare for these jobs?3
grandchildren
university, what business benefits and costs could
e from switching from all paper exams to all electronic
5
• The sheer magnitude of the dollars spent on MIs must be managed
communication is key
• Research consistently shows that when top managers are active Wired
to ensure business value.
in supporting
magazine MIs,recently
they realise a number
posted a list ofof the
benefits
top 10suchthings
as gaining
you business scenarios.
Cafe chain Gloria Jeans has employed you after your graduation for a temporary position that could turn into a full-time opportunity.
With new cafes popping up on every corner, coupled with the global recession, Gloria Jeans is worried about losing market share to
a competitive
The ability advantage, streamlining
to clearly communicate business
with your peers, teamprocesses
members,and even transforming
will say entire industries.
to your grandchildren, five are repeated here. for each
s? for students, what are the advantages and competitors. your boss, Heather sweitzer, is out of ideas for ways to improve the company’s profitability. you decide that one of the
• When
managers andbusiness
end users leaders are notskill
is critical involved
for allinthose
MIs, systems
involvedfail
in andexpression
revenue isbelow,
lost andtryentire companies
to identify whatcanit iseven fail because
referring of it
to and why
vantages? most useful tools for identifying competitive advantages is Porter’s value chain analysis. Of course, you do not yet have the detailed
poorly managed
the IT business. However, systems.
good communication skills do not come will be considered outdated.37
other issues or questions not directly discussed in the knowledge to complete all of the elements required, but you know enough to get started and plan to take your draft to Heather next
easily forHow many. The 2013getmovie
do companies “The involved
managers Internship” (http://www.
in MIs? 1 Backpositive
One of the biggest in my day, weisonly
factors neededpersonal
managers’ 140 characters.
experience with MIs week.
could you suggest might arise during this period of
theinternshipmovie.com/)
and MIs education, including is about two salesmen,
university classes andVince andseminars.
executive 2 Televised
As sooncontests gave cash
as managers prizes to
understand MIswhoever
throughcould store
experience Using your knowledge of Gloria Jean’s, create a value chain analysis. feel free to make assumptions about operations; just be sure to
ility testing and evaluation?
Owen, andwho lots theirthey
education, jobs,arehowever, theytodolead
more likely not their
give companies
up and apply the business
in achieving most datasuccess
in theirthrough
head. MIs. list any that you make. Also, be sure to write an overview of the tool and its potential value so Heather can understand how it works.
ample was given of how an e-exam might bring more
for an internship with Google. 2 Well, the screens were bigger, but they only showed the
nticity to a medical exam. Can you think of several
Watch the film (or at least the trailer) and list the communication movies at certain times of day.
an e-exam could make an ICT exam more ‘authentic’? search prOJeCt SIX Flat competition
skills 1that VincetheandInternet
Owen forpossess
examplesthatofthe
theother
typesapplicants
of technologies
(and currently used in the field or industry that you plan to pursue. for
4 We all had one, but nobody actually used it. Come to think
were on the evaluation team for this trial, what do you
some ofexample, if you aredoplanning
the employees), not. a career in accounting or finance, you should become familiar with financial systems such as Oracle
of it, I bet my LinkedIn profile is still out there on the web
could be some of the business, organisational or technical financials. for a career in logistics or distribution, research supply chain management systems. If marketing appeals to you, ‘When I was growing up in Minneapolis, my parents always said, “Tom, finish your dinner. There are people starving in China and
that might be raised following the successful trial? 6 The Five customer
research Forcesrelationship
Model atmanagement
work somewhere.
systems, blogs, e-marketing and social networking. India.” Today I tell my girls, “finish your homework, because people in China and India are starving for your jobs.” And in a flat
and Opt-out are often issues relating to IT and As a competitive 5 you used to keep files right on your computer, and you had to
your 2team is working tool, for MIs can differentiate
a small investment products,
companyservices
that and prices from competitors’ offerings by improving product quality, world, they can have them, because there’s no such thing as an American job anymore’ (Thomas friedman).
ess ethics particularly relating to online facilities. shortening product development go backproducts
to that same computer to improving
access them!
specialises in technology investments. or A delivery time, creating
new company, Geyser,new MIs-based and services, and customer service
do you see as the pro’s and con’s of “opt-in” or “opt- before, during and after a transaction. search the Internet for examples of companies in the industry where you plan to work that
when it comes to e-exams? have achieved a competitive advantage through MIs. In his book The world is flat , Thomas friedman describes the unplanned cascade of technological and social shifts that effectively
ow to ‘sell’ the idea to reluctant students? 3 Create a brief report of your findings. Include an overview of the type of technologies you found and how companies are using levelled the economic world, and ‘accidentally made Beijing, Bangalore, and Bethesda next-door neighbors’. The video of Thomas
them to achieve a competitive advantage. friedman’s lecture at MIT discussing the flat world is available at http://mitworld.mit.edu/watch/the-world-is-flat-30-9321. If you want
to be prepared to compete in a ‘flat world’, you should watch this video and answer the following questions.

prOJeCt tWO Achieving alignment 1 Do you agree or disagree with friedman’s assessment that the world is flat?
2 What are the potential impacts of a flat world for a student performing a job search?
3 What can students do to prepare themselves for competing in a flat world?
Most companies would like to be in the market-leading position of Jetstar or Dell, which have used MIs to secure their respective spots
in the marketplace. These companies are relentless about keeping the cost of technology down by combining the best of MIs and
business leadership. The future belongs to those organisations perceptive enough to grasp the significance of MIs and resourceful prOJeCt SeVeN Garbage in – garbage out
enough to coordinate their business and MIs.

Use any resource to answer the question, ‘Why is it challenging for businesses to align MIs and their other operations?’ Use the
GRADUATE SPOTLIGHTS Electronic health records and computerized systems are being hailed as the best way to make the health system safer and more
efficient. But the rush to implement these systems might be doing more harm than good.
following questions to begin your analysis. Genesis Burkett was born 16 weeks prematurely but was thriving in the neonatal intensive care unit. When he was 40 days old, a

1 How do companies monitor competitive intelligence and create competitive advantages? UPDATED Graduate spotlights, located at the start of each part
pharmacy technician administered a routine IV bag of sodium chloride and calcium. But there was a problem: When the technician

BERNADETTE
entered the prescription information into the electronic system that told an automated machine how much of each solution to include,
2 What are some of the greatest MIs challenges for most firms? GRADUATE he punched in the wrong dose of sodium—administering more than 60 times the amount Genesis’s tiny body could handle. Within
3
4
What drives MIs decisions?
Who or what is the moving force behind MIs decisions for most companies?
Name
SPOTLIGHT of the book, present IT graduates’ stories. They share
hours, the infant suffered a heart attack and died.38
Australia is rolling out an online eHealth system (http://www.ehealth.gov.au/) Individuals eHealth records allows you and your
doctors, hospitals and other healthcare providers to view and share your health information to provide you with the best possible care.
Bernadette Kropman
prOJeCt FOUr Porter’s five forces their experiences of studying business information
Explore the web site to determine the risk of data ‘garbage in / garbage out’ situations. suggest several ways for both the individual
and the medical professionals could this overcome this problem?
Degree studied
setting strategic direction for a business is a challenge for even seasoned professionals. The good news is that many tools are
Bachelor to
available
Systems)
of help
Business
andthe
(Information
you find
Master
competitive advantages, including Porter’s five forces. Porter’s five forces Model analyses the competitive
of Information
systems and how those experiences have informed
We know that people use IT to work with information. Knowing this, how could these types of errors occur? What could happen if you
forces within environment in which a company operates to assess the potential for profitability in an industry. Its purpose is to decided to use Wikipedia to collect BI for a research paper? What could Wikipedia do to help prevent these types of errors?

their career choices. What’s wrong with this bathroom?

Technology
combat these competitive forces by identifying opportunities, competitive advantages and competitive intelligence. If the forces are
strong, they increase competition; if the forces are weak, they decrease competition.
Current position prOJeCt eIGht

Partner/Owner Prime PMG

Porter’s five forces Model is a good framework for understanding market forces. Break into groups and choose a comparison from If you were the CEO of a global financial company that was experiencing a financial crisis, would you invest $1 million to renovate
the list below to perform a Porter’s five forces analysis. your office? Probably not, and you are possibly wondering if this is a foolish and irrelevant question. Guess what, this is a true story!
Employer
•Prime
Notebook computer and tablet computer John Thain, the former CEO of Merrill Lynch, decided to spend Us $1.2 million refurbishing his office—well after Merrill Lynch
Process Management Group posted huge financial losses. Thain personally signed off all of the following (all in Us dollars):
• smart phone (eg iPhone) and non smart mobile phone
• iTunes and spotify • rug: $87 784
GPs device
•What and street did
job/position directory
you have when you were interviewed for the 2nd edition? • mahogany pedestal table: $25 713
• Digital books and printed books • 19th-century credenza: $68 179
At the time of the 2nd edition, I held the same position as I do now—Partner at PRIME Process Management
Group. At the time we had been established only a few years. Our organisation provides consultancy, training
and software in the Business Process Management space. Our clients call upon us to document their existing
business processes, analyse and improve these, then implement the changes into their organisation.
What did your job/position involve?
In the earlier days, my job was more focused on the development of our product and services. This was
establishing, trialling and refining the product and services which would satisfy our customers. This was
in addition to the day-to-day activities such as managing client projects, recruitment and retention and of
course getting out there and selling our product and services.

xxiv
What do you enjoy most about your job?
I get great satisfaction out of establishing teams, setting an objective and working with the team to achieve
that. I like bringing out the best in people. I also enjoy doing strategic planning activities for the business.
This gives room for creative thinking, making plans and working towards achieving our objectives.
What are your thoughts on the future of information systems?
I’m feeling positive. I have seen the application of IT, hence the use of information systems, adopted in
a variety of industries—some faster than others. There is so much more room for IT and information
systems, let alone the continuous improvement of these.
What advice would you give to recent graduates looking to work in information
systems?
I mentioned this in my write-up for the 2nd edition of this book and I feel it still holds true. Anything
baL60744_fm_i-1.indd xxiv that can be offshored will be offshored. It is a good specialisation, but ensure you also develop excellent 08/20/15 05:55 PM
communication and interpersonal skills. Focus on customer-facing roles where you can use your technical,
business, communication and interpersonal skills, as these cannot be offshored so easily.
Another random document with
no related content on Scribd:
takaisin maksettava kreditivilaina merkitsi täsmälleen koko
ensivuoden tullitulojen panttausta. Semmoisiin toimiin rupeaminen
olisi kyllä saattanut arveluttaa rohkeimpiakin, ja semminkin olisi
luullut Snellmanin, joka ei suinkaan keveästi liikutellut miljoonia,
tässäkin asettuvan säästäväisyyden kannalle. Perheen-isännän ei
kuitenkaan käy katsominen vaaroja ja varomisia, kun perheen
pelastaminen on kysymyksessä, ja kiitollisena näkyy Snellman
ainiaan pysyneen tuolle "hädässä löydetylle ystävällensä."
VII.

Waltion vilja- ja siemenkauppa.

"Mikä ihmeen ihana ilma", huudahti Snellman kohdatessaan erään

tuttavansa Elokuun keskivaiheilla Helsingin kadulla. "Pelastus on
ehkä vieläkin mahdollinen!" "Ei ole paljon toivoa", vastasi puhuteltu;
"vaikka kestäisikin tämmöistä ilmaa pari viikkoa, niin eivät joudu
sittenkään viljat tuleentumaan, koska meidän tavalliset syys kuun
hallat, suven yleensä alhaisen lämpömäärän tähden, luonnollisesti
tulevat sekä varhain että tavallista ankarampina." Keskustelu loppui
siihen, mutta tällä satunnaisella yhtymisellä oli se tärkeä ja
onnellinen seuraus, että Snellman siinä miehessä, jonka kanssa
nämä sanat vaihdettiin, löysi toimeliaan ja taitavan viljan-ostojen
välittäjän.

Syyskuun 5:nä päivänä tulvaili kaikista maamme osista mitä

kamalimpia sähkösanomia valtiovarain-toimituskunnalle. Edellisenä
yönä on pakkanen pannut tuleentumattomat suviviljat, siementä ei
ole toivottavanakaan ja elatuksen puute tulee olemaan yleinen ja
kauhea. Ei siis saatu enää häälyä toivon ja pelon vaiheella; Suomen
kansa oli saanut ratkaisevan päätöksen.
 Edellisissä kirjoituksissani olen koettanut osoittaa minkälaisissa
taloudellisissa oloissa tämä hirmuinen aika kohtasi kansaamme.
Ponteviin ja pikaisiin toimiin oli ryhtyminen, ja ainoa onni, mutta se
verraton, tässä onnettomuudessa oli, että Suomen senaatissa ja
valtiovarain toimituskunnan päällikkönä istui mies, joka jaksoi kantaa
sen kuorman, jota kovat ajat latoivat hänen hartioilleen, ja kykeni
niiden lievittämiseksi tekemään, mitä ihmisvoiman vallassa oli.

Aseman selvittyä, pyysi ja sai Snellman avoimen valtuun ryhtyä

aputoimiin ja sen ohessa tietystikin suunnattoman edesvastauksen.
Syyskuun 11 p. kirjoitti hän äsken mainitulle tuttavallensa, kauppias
A.F. Vaseniukselle kirjeen, jonka ensimmäiset sanat kuuluivat: "Ole
hyvä, käy luonani tänä iltana", ja viimeiset: "Kysymys koskee
ainoastaan hyvien neuvojen saamista ahdingon-alaisessa tilassani"
("i min nödställda belägenhet"). Keskustelu koski: annetaanko
rahalainoja liikemiehille vai ryhdytäänkö kruunun puolesta ostoksiin.
Jokainen päivä oli kullan arvoinen, ja kuka tiesi koska ja montako
liikemiestä rohkenee sitoutua kauppaan. Jos niitä tulvaili joukottain
vilja markkinoille, oli hinnan-ylennys luonnollinen, semminkin kun
Ruotsista, koska Norrbotteni oli samassa tilassa kuin Suomi,
niinikään oli odotettava kilpailijoita. Päätettiin siis ryhtyä valtion
puolesta viljan-ostoon ja otti hra Vasenius tätä laveata ja
vastuunalaista tointa hoitaaksensa sillä ehdolla, että silloisten
Suomen höyrylaivojen asiamies, konsuli J. Harff, ottaisi tarvittavia
laivoja hankkiaksensa. Siemenen ostot päätettiin jättää talveksi,
mutta Pietariin lähti hra Vasenius suoraan jauhojen ostoa varten.

Warastot siellä olivat tavattoman niukat. Pähkinä linnassa kyllä

sanottiin olevan pitkiä jonoja jauhoilla lastattuja soimia, mutta
kestävät ja kovat lounastuulet estivät niitä pääsemästä sieltä
liikkeelle. Warastoista, joissa tavallisesti oli tuhansittain mattoja,
täytyi nyt sadottain koota sieltä täältä laivanlastit täytetyiksi.
Ensimmäiset lähetykset saapuivat säännöllisesti pohjan perille,
Kuopioon ja Joensuuhun, mutta Lokakuun lopussa alkoivat satamat
jo jäätyä, ja viimeiset lastit eivät päässeetkään määrä paikkoihinsa.
Niistä kuitenkin saatiin jauhot, kun jäät vahvistuivat, hevosilla maalle
vedetyiksi. Jotkut yksityisten kauppiaiden laivoista lienevät joutuneet
haaksirikkoonkin, joka ei ollut ihmeellistä, sanoi eräs meikäläinen
merikapteeni, koska venäläisten vanhentuneet merikortit osoittavat
ankkuripaikkoja keskellä Limingan niittua.

Kutakuinkin saatiin siis niukat talvi-varat kootuiksi. Eteläpuolisista

kruununmakasiineista siirrettiin sitten talven mittaan mitä vaan
suinkin liikenemään joutui.

Kevätsiemenien hankkiminen oli monimutkaisempi. Yleensä sopii

sanoa, että sitä puuttui melkeen kokonaan, paitsi Lounais-
Suomessa, Suomenlahden rannikolla ja Mikkelin läänissä. Wiimeksi-
mainitussa läänissä olivat olot verrattain suotuisia. 1866 vuoden sato
oli siellä ollut erittäin runsas. Wielä suvella 1867 oli siellä jotensakin
runsaasti rukiita ostettavissa. Niinpä niitä hankki Kangasallekin eräs
kauppaa harjoitteleva talon-isäntä, "ylimaasta", kuten hän sanoi,
kuljettaen niitä veneillä ja taipaleiden poikki hevosilla, jotensakin
huokealla hinnalla. Mainitut seudut olivat ainoat, joista saattoi toivoa,
että ne kuta kuin kin voivat tulla toimeen omin neuvoin. Muualla oltiin
kaikkialla sekä elatuksen että siemenen puutteessa.

Kuinka ja missä määrin siementä saatiin hankituksi, sen kerron

tässä alempana kertomuksen mukaan, jonka Keis. Senaatti
Maaliskuussa 1868 antoi H.K.M:llensa kevät siementen
hankkimisesta.
 Jo varhain syksyllä, kun tiedettiin, että ohria ja kauroja oli halla
turmellut, ryhtyi senaatti toimiin ostaaksensa näitä viljalajia
pohjoisten läänien tarpeeksi Turusta sekä Uudenmaan ja Wiipurin
läänien kaupungeista (Näitä ostoksia välitti luullakseni
kauppaneuvos G.A. Lindblom.). Mutta pian huomattiin, että ohria,
joita eteläisissä lääneissä vähemmän viljellään, ei ollut myytävänä,
eikä kelvollisia kaurojakaan saatu suuremmassa määrässä muualta
kuin Turun läänin eteläosasta. Onnistui saada ostetuksi ainoastaan
300 tynnyriä ohria ja 9,200 tynnyriä kauroja Turussa, 300 tynnyriä
Uudenmaan ja 150 tynnyriä Wiipurin läänissä. Ulkomailta tuontia esti
rahanpuute, koska kreditivi laina saatiin vasta Marraskuussa, ja
Suomen pankista saatuja varoja täytyi käyttää jauhojen ostoon.
Arveluttavaa onkin tuottaa syksyllä riihimätöntä viljaa, eikä Itä meren
maakuntien satamissa ollut riihittyä saatavissa. Maamme pohjoisia
osia varten onkin eteläisemmistä maista tuotu siemen sopimatonta.
Kuitenkin tilattiin Waasan lääniä varten 8,000 tynnyriä ohria
Tanskasta ja Etelä Ruotsista, pääasiallisesti elatukseksi. Niistä
saapui syksyllä paikalleen 3,000 tynn. Sama verta täytyi jättää
Öregrundiin. Loppuja urakkamies ei voinut hankkia. Nämä 6,000
tynn. olivat kuitenkin hyvin säilyneet talven yli, ja käytettiin
siemeneksi Waasan läänissä.

Suurin tuotanto jäi siis kevääksi. Etupäässä tarkoitettiin pohjoisten

läänien tarpeita, koska siellä hätä oli suurin, eikä valtion varatkaan
kannattaneet etelä-osan auttamista. Koska ensinmainituissa
lääneissä ohria viljellään melkein saman verran kuin rukiita, mutta
kauroja vähemmän, niin ostettiin ainoastaan ohria näiden läänien
tarpeeksi. Kauppoja toimitti erittäin sitä varten lähetetty
asianymmärtäväinen mies (A.F. Vasenius), agronomin kanssa
(valtioagronomi Forsberg). Pietarista ja Riiasta ei saatu juuri mitään.
Itämeren maakunnissa oli vuonna 1867 korjatut ohrat kelvottomat
siemeneksi, jota vastoin 1866 vuo den vilja oli ollut mitä oivallisinta
laatua, mutta se oli kaikki jo lähetetty Hollannin suuriin oluttehtaisiin.
Sepä kysymys, vieläkö ohrat olivat käyttämättä ja olivatko ne
ostettavissa.

Asiamiehet lähtivät löytöretkellensä, ja etsityt aarteet tavattiinkin

suurissa määrin erittäin Schiedamissa, Rotterdamin läheisyydessä
Hollannissa. Kauppoja hierottiin ja käskyn mukaan ilmoitettiin
kotimaahan minkä verran kuna kin päivänä oli saatu ostetuksi. Jos
joku päivä oli mennyt tuloksia tuottamatta, saatiin kovia varoituksia
jouduttamaan kauppoja.

Ostetuksi saatiin siten 39,600 tynnyriä. Lisäksi tuli nuo ennen

mainitut Ruotsissa ja Tanskassa ostetut 6,000 tynnyriä, kotimaassa
ostetut 600 tynnyriä ja kruunumakasiineissa säilyneet 14,600
tynnyriä. Hämeen läänin kuvernööri, joka oli saanut käytettäväkseen
150,000 markkaa, ilmoitti tilanneensa ulkomailta 2,700 tynn., ja
Wiipurin kuvernöörin sallittiin ostaa 500 tynn., niin että koko se
siemenmäärä, jolla hallitus saattoi auttaa väestöä, nousi 64,000
tynnyriin. Samaa tarkoitusta varten oli käytettävissä kotimaassa
ostettuja ja makasiineissa löytyviä 12,000 tynn. kauroja. Nämä
76,000 tynnyriä jaettiin seuraavalla tavalla:

Ohria Kauroja
tynnyriä tynnyriä
Oulun lääniin 13,400 1,000
Kuopion " 15,650 700
Waasan " 15,200 7,000
Mikkelin " 6,700 850
Turun " 5,550 1,600
Hämeen " 5,700 1,000
 Uudenmaan " 1,300 —
Wiipurin " 500 —
_____________________________________
Summa: 64,000 12,150

Maaliskuussa oli vielä käyttämättömiä Hämeen läänin

kuvernöörillä noin 25,000 markkaa, Wiipurin läänin kuvernöörillä
16,000 markkaa ja Waasan lääniä varten annettiin lisäksi 10,000
markkaa. Oulun ja Waasan läänin rantapitäjissä, Laukaan ja
Rautalammin kihlakunnissa ja osissa Kuopion ja Ilomantsin
kihlakuntia arveli senaatti saaduksi itäviäkin kevätviljoja. Tilastollisien
tietojen mukaan, jotka kuitenkin olivat jotensakin epätarkkoja, oli
laskettu että koko kylvömäärä kolmessa pohjoisessa läänissämme
nousi noin 110,000 à 120,000 tynnyriin. Kruunun näihin lääneihin
hankkimat siemenvarat nousivat noin 53,000 tynnyriin, siis melkein
puoleen koko kylvömäärästä. Ohrat lainattiin 32—35 markan hinnan
mukaan ja kaurat 18— 22 markkaan, maksettaviksi vuoden
kuluessa.

Kaiken sen siemenen raha-arvo, joka näin annettiin lainaksi, nousi

2,430,000 markkaan. Leiväksiksi määrätyn viljan ja jauhojen raha-
arvo teki 2,450,000 markkaa. Ja kun lisäksi annettiin rahassa
kaikenlaisiin aputoimiin 724,060 markkaa, ja viljantuottajille lainattiin
700,000 markkaa, niin tekivät nämä summat yhteenlaskettuina
6,304,060 tahi lähemmäs 900,000 markkaa enemmän kuin mitä
Rothschildin kauppahuoneelta saatiin kreditivinä. Kaikki nämä
summat olivat jo Maaliskuussa ulosannetut. Mutta senkin jälkeen
täytyi yhä antaa uusia summia. Mitä lopullisesti käytettiin yleisiin
töihin on jo tämän kirjan 28:lla sivulla ilmoitettu. Wiimeisiä tiliä viljan
ja siemenen kaupasta en ole tavannut.
 Lopuksi lausutaan käyttämässäni kertomuksessa: "Kun hallituksen
huoleksi jää väestön suurimman osan varustaminen leiväksillä ja
siemenillä, niin täytyy varojen käydä riittämättömiksi. Oulun, Kuopion
ja Waasan läänien väkiluku tekee yhteensä 730,000 henkeä maan
koko väkiluvun ollessa 1,800,000. Ja kun mainituissa lääneissä
ainoastaan vähempi osa saattaa tulla toimeen ilman mitään apua,
niin on se taakka, jota valtiovaraston tulee kantaa, pidettävä
suunnattomana. Yllämainitut rahanmääräykset vastaavat enempää
kuin puolta yleisen valtiorahaston vuosi tuloista eli kaikista
valtiotuloista. Ja yhä määrätään uusia rahaeriä yleisiä töitä varten,
jota paitsi otaksuttava on, että kruununmakasiineihin täytyy, kun
laivaliike alkaa, hankkia uusia varoja."

Mutta Maaliskuussa, jolloin tässä käyttämäni kertomus annettiin,

oli suurin osa siinä mainituista siemenvaroista vielä Itämeren
vankkojen jäiden takana. Ja kuitenkin riippui niiden säännöllisestä ja
aikaisesta saapumisesta määräpaikkoihinsa Suomen kansan
hengissä pysyminen. Jos jääsuhteet olisivat olleet edes
sinnepäinkään samat kuin edellisenä vuonna, olisi tulevaisuus ollut
hukassa, huolimatta kaikista ponnistuksista ja kulungeista. Sopii
arvata kuinka levollisena Snellman venyi "leveallä vuoteellaan."

Tietystikin käytettiin siemenen kuljettamiseen yksinomaan

höyrylaivoja. Mutta sittenkin oli riihimättömien ohrien lastausajan
määrääminen arveluttava, koska ne eivät voineet laivoissa
kauankaan pilaantumattomina säilyä. Kahdentenatoista päivänä
Toukokuuta saapui vihdoin ensimmäinen viljalaiva Helsinkiin. Mutta
osa lastia oli määrätty Wiipurin lääniä varten, ja väylä sinne oli vielä
jäiden vallassa. Laivan täytyi odottaa täällä kunnes pääsö tuli
vapaaksi, ja lienee joku osa lastia koneen läheisyydessä lämminnyt.
Se oli ainoa vahinko, mikä tässä viljantuonnissa kohtasi.
Pohjanmaalle määrätyt laivat saapuivat kaikki ennen jään lähtöä, ja
missä voittamattomia esteitä kohtasi, siellä odotti laiva jäiden
partaalla, valmiina syöksemään esiin niin pian kun mahdollisuus
siihen ilmaantui. Lastina oli niillä yksinomaan riihittyjä Kuurinmaan
ohria, niin oivallista laatua, ettei Suomessa niiden vertaisia en nen
ole nähty. Kaikkialla oli siemenlaivat ensimmäiset, jotka saapuivat
satamiin, eikä ne missään kylvyajasta myöhästyneet.

Melkein ihmeeltä tuntui, kun maamme joka sopukassa siemenet

saatiin täsmälleen tarpeesen. Mitenkä ne kaikkiin paikkoihin saatiin
kuljetetuiksi, se jäi järjestäjien salaisuudeksi. Wäestö peri tilatut
määränsä kunnallislautakunnilta.

Missä hätä oli suurin, siellä apukin tuli runsain. Nuo kolme
pohjoista lääniä leikkasivat syksyllä 1868 erittäin runsaan sadon
kylvöstänsä. Etelämmällä tosin vaivasi kovat poudat, eikä sato,
semminkin omista heikommista siemenistä, ollut varsin kiitettävä.
Mutta eihän silloin oltu paljoon totuttukaan. Jos olivatkin hinkalot
puolillaan, niin oli tuo jo ilahuttava näky edelliseen tyhjyyteen
verraten.

Warmuudella sopii sanoa, ettei minäkään aikana eikä missään

kansassa hallitus ole, verraten maan valtiovaroihin, käyttänyt
runsaampia summia kansan auttamiseksi. Snellmanin suuressa
elämäntyössä on tämä hänen ihmeellisesti kestävä, miehuullinen ja
ponteva toimensa oleva sen kauniimpia lehtiä. Epäilemättä mursikin
tuo kauhea vuosi hänen voimiansa. Hänen lähin palkkansa oli, että
hän sai eronsa senaatista, sitten kun aika oli käynyt niin suotuisaksi,
että luultiin voitavan tulla ilman häntäkin toimeen. Wirkajonotuksen
miehet eivät koskaan voineet tottua tuohon "vanhaan koulurehtoriin",
joka puolestansa ei ikinä oppinutkaan käsittämään heidän "virallisten
paperiensa" pyhyyttä.

Johtaja oli väistynyt näyttämöltä, mutta Suomen kansalle oli hän

kestävän voiton voittanut, millä hinnalla, se tulee näkyviin, kun vasta
tulen osoittamaan kuolevaisuuden suhteet murhavuonna 1867—68.
Nääntyneen suku polven haudoille kasvoi todellakin parempi
tulevaisuus. Se oppi, minkä suomalainen maanviljelijä oli
katovuodesta saanut, oli ankara, mutta vaikuttava. Pellot ojitettiin ja
muokattiin huolellisemmin. Tuo entinen veltto puhe, että syyskylvön
oikea aika oli "molemmin puolin Perttua", sai vihdoin väistyä, ja
yleisesti kylvetään tätä nykyä Laurin päivän vaiheilla. Karjanhoidon
ja heinänviljelyksen tärkeys huomattiin, ja entisten "viinarännien"
sijaan nousivat meijerit. Pysyväisen voiton sai siis Suomen kansa
kauheista kärsimyksistään. Luultava on, ettei enää niin yleistä
onnettomuutta tarvitse pelätä, mutta jos niin onnettomasti kävisi,
ovat avunhankkeet verrattomasti helpommat rautateiden ja
"Murtajan" myötävaikutuksella.
VIII.

Riihimäen—Pietarin rautatie.

Rautatierakennukset eivät mitenkään voi olla minään

hätäaputyönä. Sitä tietysti ei tarkoittanutkaan tässä mainittu suuri
kansallis-yritys. Sattumus teki, että se tuli kyllä kipeään tarpeesen,
tuottaen sekin lievitystä hädän alaisille. Mutta itse
rautatienrakennukselle ei tämä sattumus suinkaan ollut eduksi.
Suunnattomat sairaanhoitokustannukset ja heikontuneiden
työmiesten huono työntulos nieli kyllä mitä kenties vähän alhaisempi
päiväpalkka säästi. Siksi eivät olleet mielettömiä eivätkä
sydämettömiä rauta tienrakennuksen johtavat miehet, että "he
tunsivat itseänsä sangen iloisiksi, kun nälänhädän tähden alhaiset
työpalkat lupasivat alentaa rakennuksen loppusumman jollakulla
miljoonalla alkuperäisestä kulunkiarviosta".

Epäilemättä oli kurjuus pitkin rautatielinjaa kauhea, kuten koko

maassa yleensä, mutta siellä kenties vieläkin silmiinpistävämpi. Jos
todellakin työ olisi 1867 jo ollut täydessä järjestyksessä ja vauhdissa,
olisi saanut vaatia monen surkean epäkohdan poistamista. Mutta
niin ei ollut asianlaita. Tulisimmassa kiiruussa tehtiin kaikki
valmistustyöt, ja ensimmäinen lapio pistettiin maahan 18 p.
Helmikuuta 1868.

"Suurempiin aputoimiin ei pitäisi ryhtyä muualla kuin niissä

paikkakunnissa, joissa hätä on yleinen ja kovin. Ne ovat surkeita
hätäkeinoja, surkeampia sentähden, että hädän-alainen väestö tulee
houkutelluksi kodeistansa, jonka kautta kurjuus yhä lisääntyy." Niin
kirjoitti Snellman jo syksyllä 1867. Mutta kansanvaellus oli jo, kaikista
varoituksista huolimatta, täydessä tulvassaan. Rautatierakennus ei
houkutellut väestöä liikkeelle. Sitä liikkui yhtä tiheästi kaikkialla
maassamme, kuljettaen kuolettavaa lavan tautia muassaan.
Rautatierakenuus tosin vaikutti tulvan seisahdusta pitkin
rautatielinjaa, ja ainoastaan siitä syystä saattaa pitää rautatietä
syypäänä siihen murhe-dramaan, jonka näyttämönä rautatielinja
todellakin alussa oli. "Herra insinööri, tuolla ladossa on kuollut mies",
sillä aamutervehdyksellä kohtasi useinkin johtavaa insinööriä
työnjohtaja. "Laitata arkku ja hautaa!" kuului vastaus, mutta ehkäpä
monenkin saapasvarret sitte yön hiljaisuudessa kylläkin likosivat.

Pidettäköön rautatietyötä hätä-apuna tahi älköön pidettäkö, niin

kuuluu sittenkin Riihimäen—Pietarin rautatien rakennus kaikkine
välttämättömine seurauksineen 1867 vuo den historiaan. Se on
puolestansa sekin todistuksena kansamme henkisestä tarmosta,
joka ei epäile tulevaisuuttaan onnettomimmissakaan oloissa.
"Elohon elävän mieli, ehkä surma suun edessä."

Keis. Majesteetin esitys Suomen säädyille Pietarin rautatien

rakennuksesta on allekirjoitettu 1 päivänä Toukok. 1867. Säätyjen
vastaus ei viipynyt, ja valtuutettiin siinä hallitus nostamaan 18
miljoonan lainan. Lisäksi rupesi Wenäjän hallitus osakkaaksi työhön
10 miljoonalla markalla, ehdolla, että radan leveys määrättäisiin 5
jalaksi, joka muu toin ei olisi ollut meidän oloissamme tarpeellinen, ja
että 1/3 puhtaasta tulosta menisi Wenäjälle. Tämä osake-osuus on
sittemmin takaisin maksettu, joka ei kuitenkaan estä venäläisiä
sanomalehtiä kertomasta, että meidän rautatiemme ovat venäläisten
rahoilla rakennetut.

Wälittämään tuota tarvittavaa lainaa matkustivat pankintirehtööri

R. Frenckell ja pormestari Zilliacus Saksaan. Tällä kertaa ei ollut
löydettävissä tuo entinen "ystävä hädässä", missä lienee ollutkaan.
Arvattavasti oudoksuivat ulkomaan rahamiehet, kun tuo sama pieni
kansa, joka äsken oli pyytänyt 1 1/2, miljoonaa thaleria nälkään
kuolemasta pelastuaksensa, nyt ilmaantui lainanhakijana 35
peninkulman rautatien rakentamista varten. Wälittelyt Rothschildin
pankkihuoneen kanssa eivät menestyneet, vaan suostui
pankkihuone von Erlanger & Söhne Frankfurt am Mainissa ynnä
Hampurilaisen pankkihuoneen Haller Söhle & kump:in kanssa
välittämään lainaa, jonka ehdot Keis. Majesteetti hyväksyi
julistuksella 12 p. Maalisk. 1868. Nämät ehdot olivat yleisten olojen
tähden luonnollisesti varsin rasittavat. Lainan nimellismäärä oli
4,670,000 thaleria, kuoletettava 43 ½ vuoden kuluessa 6 ½
prosentin vuosimaksulla, josta 6 % korkoa ja ½ % kuoletusta.
Kuitenkin saatiin laina irtisanoa kymmenen vuoden kuluttua.
Pääomanvähennys oli 6 %, jotenka valtio sai 100 thalerista 94
thaleria. Kurssitappio nousi päälle yhden miljoonan, johon lisäksi tuli
kulungit provisioneista ja muista välttämättömistä menoista.

Mutta pankkiirit olivat kiinteästi kirjoittaneet ainoastaan puolet tästä

lainasta, ja toista puolta ei voitu myydä, huolimatta korkeasta
korosta. Lieneekö "ystävä hädässä" tällä kertaa vetänyt vastakynttä.
30 p. Lokakuuta 1868, jolloin Snellman jo oli senaatista erotettu,
vahvisti Keis. Majesteetti niiden lainan ehdot, joissa säädetään, että
mainitut pankkirihuoneet maksavat Suomen valtiolle 2 miljoonaa
thaleria sitä vastaan, että heille annetaan 240,000 kymmenen
thalerin palkinto-obligationia, jotka ovat arpomisella kuoletettavat 43
vuoden kuluessa 120,000 eli 6 %, vuosimaksulla. Tässäkin lainassa
olivat siis ehdot kovin epäedulliset. Edellinen laina on konvertattu,
mutta palkintolainaa ei tietysti käy konverttaaminen.

Sillä välin oli, kuten ylempänä mainitsin, työhön ryhdytty

Helmikuussa. Mahdoton oli tietysti kohta käyttää sanottavaa
työvoimaa, verraten siihen mitä tarjona oli pitkin tienvartta. Täytyi
sen ohessa pitää huolta asumuksista ja ruoastakin. Maaliskuussa oli
kuitenkin jo työssä 1,513 miestä. Mutta valitettavasti oli sairaiden
hoito ylen rasittava ja kuluttava. Yhteensä avattiin pitkin rautatielinjaa
talven kuluessa 15 sairashuonetta 725 vuoteella. Kun ottaa
huomioon, että työmiesten luku vasta Elokuussa nousi 7,000
mieheen ja Heinäkuussa oli ainoastaan 4,228, niin täytynee
myöntää, että työmiehistä pidetään se huoli, mikä suinkin
ihmisvoimalle mahdollista oli. Mutta niin kauan kun epäedulliset
suhteet ruton ja ilman takia kestivät, oli lääkäritaidon ja huolellisenkin
hoidon mahdoton päästä vihollisesta voitolle. Maaliskuussa oli
työmiehistä 168 sairaana; Huhtikuussa, jolloin työvoima oli 1,631,
sairasti 378 miestä eli 22% koko luvusta. Toukokuussa oli tämä
prosentti vielä 17, kunnes se Lokakuussa pääsi alimpaan
määräänsä 1,8 %. Kulungit sairashoidosta Maaliskuusta Joulukuun
loppuun 1868 nousivat 92,836 markkaan.

Työmiehille suoritetut palkat eivät kuitenkaan olleet ainoa lievitys,

jonka rautatienrakennus tuotti hädän-alaiselle maallemme. Pitkin
talvea ostettiin tienvarrella runsaasti puuaineita. Kynnyksiä tarvittiin
kaikkiaan koko tiehen 530,000 ja niistä oli vuoden 1868 kuluessa jo
tuotu paikalle 250,000 kappaletta. Mimmoisessa tilassa muutoin
teollisuutemme siihen aikaan oli, siitä mainittakoon valaisevana
esimerkkinä, että ainoastaan yksi tarjomus 100,000 tiilin
hankkimisesta Kaipiaisten asemalle tehtiin 126 markkaan
tuhannelta. Tarjousta tietysti ei hyväksytty, vaan ryhtyi rakennusjohto
kunta itse tiiliä teettämään.

Surullinen totuus on, että pitkin tätä mahtavaa Suomen

valtamaantietä valkenee kammoksuttavassa määrässä
kansalaistemme luita. Heidän pelastamiseksi tehtiin mitä mahdollista
oli, mutta ihmisvoiman täytyy tunnustaa riittämättömyytensä. kun
Jumalan tuomio käy maan yli. Ne ovat kuitenkin rehellisesti
taistelleet tappotantereella, joka on tuottanut niiden jälkeläisille
pysyväisempää voittoa kuin monet historiassa loistavat voitot, joissa
sokeat luodit ja hurjistuneiden miekat ovat kaataneet
kymmentuhansia maan mahtavien käskystä. Arvokkaampaa
hautapatsasta kuin Riihimäen—Pietarin rautatie ei ole kansamme
voinut meidän nimettömille kaatuneillemme pystyttää.
IX.

Yksityisten ponnistukset.

Ilahuttavaa myötätuntoisuutta ja kiitollisessa muistissa

säilytettävää avuliaisuutta sai hätääntynyt väestömme kokea omien
kansalaisten puolelta, mutta myöskin ulkomailta ja erittäin
keisarikunnassa. Tämä yhä kestävä avuliaisuus on sitä
ihmeteltävämpi, koska olisi sopinut otaksua, että nuo avunhuudot ja
valitukset, joita useain vuosien kuluessa melkein yhtä mittaa oli
kuultu maastamme, jo kylläksi olisivat väsyttäneet ainakin
ulkomaalaisten harrastusta meitä kohtaan. Mitä omiin kansalaisiin
tuli, niin oli aseman kauhea todellisuus kyllin selvä heille, mutta
maaseutu taisteli kussakin paikkakunnassa omaa hätäänsä vastaan,
ja kaupunkilaisten kyky auttamaan oli supistettu niihin tulvailevien
kerjäläisten kautta, ja muutoinkin seisahtuneen liikkeen tähden.
Kaikkialla myönnettiin kuitenkin velvollisuus ja osoitettiin halua
rientää avuksi. Tästä oli omituisena poikkeuksena ainoastaan "St.
Petersburger Zeitungin" törkeä menettely. Tämä lehti kyllä sekin
kehotti avunkeräyksiin, vaikka Suomesta aina kuului valitusvirsiä, ja
vaikka "suomalaiset ovat itsekästä ja kiittämätöntä kansaa, jolle ei
maksaisi vaivaa antaa mitään." Snellman, joka aina oli valveilla, kun
maamme ja kansamme arvo oli kysymyksessä, vastasi F.A.
Tidningissä miehekkäästi ja ankarasti. Mitä hyvästä sydämestä
annetaan, sitä olemme velvolliset kiitollisuudella vastaan-ottamaan,
mutta kerjätä ja nöyrtyä meidän ei tarvitse. F.A.T:gillä oli Snellmanin
aikana toinen merkitys kuin tätä nykyä.

Kun arvostelee kokoontuneita varoja, täytyy tässäkin kohden ottaa

huomioon epäedulliset olot. Walitettavasti ei näytä olevan mitään
mahdollisuutta saada edes likimaisia tietoja keräysten yleisestä
tuloksesta. Sanomalehdet vuosilta 1867 ja 1868, joita olen läpi
käynyt, antavat niin vaillinaisia tietoja, ettei niistä voi saada muuta
kuin käsitystä siitä, kuinka lavealta maamme kova kohtalo oli
nostanut huomiota, ja kuvernöörien kertomuksetkin vuosilta 1865—
1870 eivät voi antaa mitään täydellisiä tietoja, koska monet avun-
annot lähetettiin suorastaan johonkuhun eri paikkakuntaan.

Useissa kaupungeissamme oli kutsuttu neuvotteluihin jo Syyskuun

viimeisinä päivinä. Helsingissä tapahtui neuvottelu 1 p. Lokakuuta.
Myönnettiin välttämättömäksi ryhtyä ponteviin toimiin, ja päätettiin
panna keräyslistoja kiertämään sekä virka- ja ammattikunnittain, että
myöskin taloissa. Mutta yleisesti arveltiin, ettei suinkaan ollut
toivottavissa tuloksia, jotka vastaisivat tarpeen suuruutta, eikä edes
niin tyydyttäviä kuin 1862. Uudenmaan läänin kuvernöörin
kertomuksessa sanotaan, että keräykset Helsingissä tuottivat
yhteensä 53,391 markkaa, siis ei niinkään paljon kuin tänä vuonna
on annettu paikkakunnallisten katojen helpottamiseksi. Mutta
huomattava on, ettei 1867 vuoden Helsinki ole verrattava 1892
vuoden Helsinkiin.

Mainitussa kokouksessa ehdotti prov. A.S. Forsman yhtiön

perustamista väestön käsityöteosten ostamista varten. Tämä varsin
viljava ajatus, joka nähtävästi oli sa maan aikaan ilmilausuttu parissa
muussakin kaupungissa sai kohta harrasta kannatusta, ei
ainoastaan Helsingissä, vaan useissa muissakin kaupungeissa:
Turussa, Hämeen linnassa, Waasassa. Mainittakoon tästä
harrastuksesta ainoastaan, että Novgorodissa majailevassa
Savonlinnan rykmentissä palvelevat suomalaiset upseerit kirjoittivat
15 osaketta Helsingin käsityö-osakeyhtiöön. Warsin valaisevaa olisi
saada tietoja siitä, kuinka suuria summia nämä yhtiöt panivat
liikkeelle ja mitä vahinkoa osakkaat kenties lopullisesti tulivat
kärsimään. Mutta ei ole edes Helsingin yhtiöstä ollut saatavissa
mitään tietoja ostosumman yhteisestä määrästä; ainoastaan
loppusuorituksesta tiedän, että osakkaat saivat 80 % takaisin
osakkeiden sisäänmaksetusta hinnasta. Werraten siihen apuun,
minkä yhtiö tuotti, oli tämä tappio pidettävä mitättömänä. Sillä
omasta paikkakunnastani voin sanoa yhtiön vaikutusta semmoiseksi,
että juuri sen kautta kunnallishallitus ilman tappiota sai autetuksi niitä
perheitä, missä äiti oli edes johonkin määrin taitava kankuri. Mitä
kotiteollisuus voi tuottaa, se tuli kyllä silloin ilmi.

Useissa muissa kaupungeissamme oltiin yhtä hartaassa toimessa

sekä käsityö-yhtiöitä perustaessa, että rahojen keräyksessä.
Lopputuloksia en ole mistään paikasta sattunut löytämään, vaan
ainoastaan muutamia satunnaisia lähetyksiä. Marraskuussa oli
Wiipurissa jo koossa 24,000 markkaa, jota paitsi sikäläinen
rouvasväenyhdistys oli saanut neulomuksillaan kokoon 600 m.
Waasasta mainitaan kootuksi 30 p. Lokakuuta 19,000 m.

Keisarikunnassa olivat keräykset erittäin runsaat. Kohta kun tieto

saapui Syyskuun onnettomista halloista, muodostettiin
hätäapukomitea H.K.K. Perintöruhtinaan, nykyisen armollisen
Keisarimme johdolla avunhankkeita varten hätääntyneille sekä
Pohjois-Wenäjällä että Suomessa. Yksinomaan Suomea varten pani
H.K.K. Prinsessa Eugenia Maksimilianovna toimeen erityisen
keräyksen. Kummaltakin taholta lähetettiin kohta 10,000 ruplaa.
Lopputuloksista, jotka olivat erittäin runsaat, en ole saanut tietoja.
Toukokuussa lähetti keis. senaatti sekä Perintöruhtinaalle että
Prinsessalle kiitoskirjeet. Kansa puolestansa osoitti kuinka syvästi
meille osoitettu myötätuntoisuus oli sen mieleen painunut, kun se
kykynsä mukaan ja innokkaasti otti osaa siihen keräykseen, joka
muutamia vuosia myöhemmin Wenäjällä ja täällä pantiin toimeen
Samaran kuvernementin hädänalaisia varten. Paitsi näitä yleisiä
keräyksiä tuli Wenäjältä muutoinkin arvokasta apua. Ensimmäisiä oli
eräs kauppamies Orloff, joka puolestansa antoi 100 kulia jauhoja
sekä kuljetuskulungit Kuopioon. Mutta pitkäksi tulisi luettelo kaikista
sanomalehdissä tapaamistani lahjoituksista, jotka eivät sittenkään
antaisi sinnepäinkään täydellistä tulosta. Riiasta saapui ainakin
16,000 m., Räävelistä, Moskovasta jopa Tulasta suurempia ja
pienempiä lähetyksiä. Mutta melkeinpä useimmissa Europan
valtakunnissa muistettiin maatamme. Saksa ja Englanti kävivät
etupäässä. Hampurista olen laskenut tulleeksi ainakin 36,000 m.,
Bremenistä 14,000, Lybekistä 3,500 m. Englannin kvääkerit
lähettivät yhdellä kerralla 25,000 m.; sittemmin saapui "Englannin
perhekunnilta" noin 11,000 m. Sveitsistä, Ranskasta, Unkarista,
Saksenista olen löytänyt tiedon-antoja. Kööpenhaminassa pani
nykyinen provessori Thomsen keräyksen toimeen. Kuinka
vaillinaisesti sen-aikuisista sanomalehdistä yleensä saa tietoja
keräyksien tuloksista, käy selville siitä, että olen niissä tavannut
ainoastaan yhden tiedon saapuneista 4,500 markasta. Yksityiseltä
henkilöltä olen kuitenkin kuullut, että Kööpenhaminasta tuli noin
27,000 markkaa, joka kyllä lienee oikein, koska eräässä Pielisjärven
seurakunnan julkaisemassa tilissä mainitaan sinne lähetetyksi
Kööpenhaminasta 9,000 markkaa. Sama tili osoittaa, että
seurakunta oli saanut kruunulta lainaksi käsityöteoksien ostoa varten
3,000 markkaa, työhuonetta varten 700 m., vaivaishoitoa varten
3,200 m. ja 260 mattoa jauhoja, sekä lahjoja yhteensä 16,472
markkaa. Jos olisi kaikista seurakunnista samanlaatuisia tiliä
saatavissa, niin vasta silloin voitaisiin saada täysi selko yksityisten
uhrauksien määrästä.

Kuvernöörien viisivuotiskertomuksista saadaan ne tiedot, että

hätäapukomiteain kautta Oulussa jaettiin yhteensä 303,187
markkaa, 170 tynnyriä viljaa, 149 kulia ja 250 säkkiä jauhoja;
Kuopiossa 113,918 markkaa, 150 kulia jauhoja, ja Waasassa
124,129 markkaa ja 270 tynnyriä viljaa. Muista lääneistä ei anneta
mitään tietoja, paitsi Mikkelin läänistä, jonka kuvernööri lausuu, että
"lääniin saapui runsaita lahjoja sekä omasta maasta että sen
ulkopuolelta, semminkin keisarikunnasta."

Waikka siis hallitus, kunnat ja yksityiset näin auliisti riensivät

apuun, ei voitu sittenkään ehkäistä katovuoden kauheita seurauksia.
Walitettavasti täytyy sanoa, että kaikki ponnistukset olivat ainoastaan
tippa meressä, verraten tarpeesen. Tilastolliset tiedot vuosilta 1866
—1870 osoittavat seuraavat satomäärät:

1866 . . 4,210,834 tynnyriä viljaa. 1867 . . 2,424,530 " "

1868 . . 3,951,574 " " 1869 . . 4,954,092 " " 1870 . . 5,324,514
""

Näiden numerojen täsmällisyys on pidettävä ainakin

verrannollisesti riittävänä. Mutta ne osoittavat noin 2 miljoonan
tynnyrin vajavuuden, ja kun siihen lisätään, että perunansato
arvattiin noin 600,000 tynnyriin alle tavallisen keskimäärän, niin
laskee tilastollinen virasto sen vahingon, joka 1867 kohtasi Suomen