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Porter'S Competitive Forces Porter'S Competitive Forces DVL Chimdl DVL Chimdl and Value Chain Models and Value Chain Models
Porter'S Competitive Forces Porter'S Competitive Forces DVL Chimdl DVL Chimdl and Value Chain Models and Value Chain Models
Need to identify and quantify benefits and costs of innovative ICT (can be difficult; strategy) Acceptability to users is very important
ICT applications are useful if they complement human skills and interests (but often mismatch) kill di t t (b t ft i t h)
Fielding into ongoing business process not trivial Conclusion: ensure match between information systems and organizational goals
5.
THE FIRM TRADITIONAL COMPETITION
2.
4.
SUPPLIERS
1.
3.
CUSTOMERS
Market Logic
Technology development gy p Technological trajectories Technology strategy and portfolio Innovation adoption and diffusion p y Customer acceptability
Production/Delivery Chain E-business mechanisms: Value chain de/reconstruction Value Novel e-business models, value networks Virtual, extended enterprise Partnering, out/insourcing Transacting: e-marketplaces Transacting: e marketplaces and auctions
Business Logic
Source: IEEE Intell. Systems, Aug. 2001 (www.computer.org/intelligent)
Techno-Logic
Coca Cola
Traditional competition:
Prices of Pepsi, local brands Pepsi Market share Promotional actions of competition Light, diet coke, cherry coke a.o. variations
Suppliers:
Price and availability of ingredients on world market Quality, speed safety Quality speed, safety, traceability, flexibility of supply chain
New entrants:
New look-a-like manufacturers (foreign; global competition)
Buyers/consumers:
Consumer taste, fashion, quality of perception, image: lit f ti i Is it cool? or: Is it hot? Combined purchase power of p p shops, bars, supermarkets
Substitute products:
Fashionable new drinks, Red Bull, coffee, Belgian beer, ...