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Ch1 Strategic Is & Value System
Ch1 Strategic Is & Value System
Ch1 Strategic Is & Value System
Chapter 3 2
Strategic Information System
Any information system--EIS, OIS, TPS, KMS--that
changes the goals, processes, products, or environmental
relationships to help an organization gain a competitive
advantage or reduce a competitive disadvantage.
Competitive Advantage
An advantage over competitors in some measure such
as cost, quality, or speed
A difference in the Value Chain Data
Improving Core Competency
Employee productivity
Operational efficiency
Chapter 3 3
Strategic Information System Continued
The goals, processes, products, or environmental
relationships that help an organization gain a competitive
advantage or reduce a competitive disadvantage.
Chapter 3 4
Strategic Management
Strategic management is the way an organization maps
or crafts the strategy of its future operations.
Strategy Evaluation & Development
Mental Map
Needs
Analysis Strengths
A Weaknesses SWOT Analysis
High
D C Product Life Cycle
G1 G2 G3 G4 G5 G6
Low
Preference
High
Opportunities Threats
Low
B Quality Preference
Demand
Management
Competitive $
E Product
Advantage
Position,
SCOPE
pr
od
…
ce
Capabilities, Cost- uc
pla
t
Differentiation,
Quality Curve, target
Substitutions market
Sustainability Company pr
om
ot
e
ARC,
ic
io
pr
n
Coordination,
Incentives,
Value Chain Explorer-Exploiter
Creation/Capture,
PIE, Supplier,
Strategy
Buyer
Scope, Goals,
Competitive
Advantage,
Logic
Competitors
Competition
Competitive
&
TY
Niche Life Cycle, Market
N
Oligopoly Structure, Behavior,
Dominant
I
TA E
Monopoly Barriers to Entry
ER
F C
UN CHAN
G
Introductory Growth Maturity Decline
Stage Stage Stage Stage
Total
Market
Sales
January 2002
S M T W T F S
Time 1 2 3 4 5
Early Early Late
Innovators Laggards 6 7 8 9 10 11 12
Adopters Majority Majority Implement 13 14 15 16 17 18 19
20 21 22 23 24 25 26
Time 27 28 29 30 31
&
G H
Market growth rate
"The
Chasm"
? Stars
Action
Technology Adoption Process
Exit Cash
Strategy Cows Strategy Statement Performance
Relative market share
Chapter 3 5
Information Technology – Supports
Strategic Management
Chapter 3 6
Information Technology – Supports
Strategic Management (Continued)
Chapter 3 7
Competitive Intelligence
One of the most important aspects in developing a
competitive advantage is to acquire information on the
activities and actions of competitors.
Chapter 3 9
Porter’s Competitive Forces Model
Competitive Forces
Chapter 3 10
We develop a Competitor Analysis
First Competitive Force
Chapter 3 11
We Analyze the Entry Barriers
Second Competitive Force
Incumbent Reaction?
What Actions are required to build market
share?
Production Process?
Chapter 3 12
We Analyze the Substitute Products
Third Competitive Force
Chapter 3 13
We Analyze the Supply Chain
Fourth & Fifth Competitive Forces
The Suppliers
The Buyers
Who controls the transaction?
Each element adds value – question
who captures it?
Chapter 3 14
Porter’s Competitive Forces Model
Competitive Forces
Chapter 3 15
Generic Strategies – Developing a Sustained
Competitive Advantage
Chapter 3 16
Generic Strategies – Developing a Sustained
Competitive Advantage (Continued)
Chapter 3 17
Generic Strategies – Developing a Sustained
Competitive Advantage (Continued)
Chapter 3 19
The Value Chain (Continued)
Unlike the primary activities, which directly add value
to the product or service, the support activities are
operations that support the creation of value
(primary activities)
The firm’s infrastructure (accounting, finance,
management)
Human resources management
Technology development (R&D)
Procurement
The initial purpose of the value chain model was to analyze the
internal operations of a corporation, in order to increase its
efficiency, effectiveness, and competitiveness. We can extend that
company analysis, by systematically evaluating a company’s key
processes and core competencies to eliminate any activities that
do not add value to the product.
Chapter 3 20
The Value Chain (Continued)
Secondary Activities
Value
Primary Activities
Chapter 3 21
The Value Chain (Continued)
Secondary Activities
Value
Primary Activities
Chapter 3 22
The Value Chain (Continued)
Phone Fax Transactional
Int ernet Systems
Item Retrieval
Brand & Model EDI/ XML
Internal
UPC
Model No. POS
Order Entry
MFG No. Service Cash
Construction
SKU EDI Internet
Check
Charge(Bank, T&E, House, Finance)
Alternate Units Transm
issions
Transaction Posting Cash Posting
Automatic
Accessories Invoice/Credit Memo
Cash Receipts
Generic Items Order Entry Screen
Item Key 1
Text 199.95
Windows POS Deposits
item2 2
Instructions 189.99 Retrieval
Order Entry Deposits
Service Deposits
Trade-in's Construction Deposits
Internet Deposits
Catalog Items End of Month
Statements
Ticket
Pricing Exception
Packages Tables YES Customer Stmt
Ticket Customer Accepts NO
Pre-Built (actual) To Delivery
Customer Stmt
Customer Stmt
Pre-Built (phantom) Accounting
E-Billing
Messages Hot Items
Hot Items Special Order
Best Sellers Alternate Locations
Notes Open Order
Drop Ship Customer History Backorder
Standard Orders
E-Payments
Installation WO's
Blanket Orders
Receiving Operation
(Wholesale Division)
Customers
Delivery Ticket Marked Pick
Ticket Expense Invoice
Three-way
Match
Picking Ticket
Order Fulfillment
Pick Ticket
MIT^%T$$
Accounts Payable File
Scheduling
From POS
Disbursement File
Delivery Ticket sent to
Delivery Department
Delivery Process
Chapter 3 Accounts Payable 23
The Value System
A firm’s value chain is part of a larger stream of activities,
which Porter calls a value system. A value system includes
the suppliers that provide the inputs necessary to the firm
and their value chains. This also is the basis for the supply
chain management concept. Many of these alliances and
business partnerships are based on Internet connectivity
are called interorganizational information systems (IOSs)
Chapter 3 24
Global Competition
Many companies are operating in a global environment. Doing
business in this environment is becoming more challenging as
the political environment improves and as telecommunications
and the Internet open the door to a large number of buyers,
sellers, and competitors worldwide. This increased competition is
forcing companies to look for better ways to compete globally.
Chapter 3 26
MANAGERIAL ISSUES
Risk in implementing strategic information systems. The investment involved
in implementing an SIS is high. Frequently these systems represent a major step
forward and utilize new technology. Considering the contending business forces, the
probability of success, and the cost of investment, a company considering a new
strategic information system should undertake a formal risk analysis.
Planning. Planning for an SIS is a major concern of organizations (Earl, 1993).
Exploiting IT for competitive advantage can be viewed as one of four major activities
of SIS planning. The other three are aligning investment in IS with business goals,
directing efficient and effective management of IS resources and developing
technology policies and architecture.
Sustaining competitive advantage. As companies become larger and more
sophisticated, they develop sufficient resources to quickly duplicate the successful
systems of their competitors. Sustaining strategic systems is becoming more difficult
and is related to the issue of being a risk-taking leader versus a follower in
developing innovative systems.
Ethical issues. Gaining competitive advantage through the use of IT may involve
actions that are unethical, illegal, or both. Companies use IT to monitor the activities
of other companies that may invade the privacy of individuals working there. In
using business intelligence (e.g., spying on competitors), companies may engage in
tactics such as pressuring competitors’ employees to reveal information or using
software that is the intellectual property of other companies without the knowledge
of these other companies.
Chapter 3 27
End
Chapter 3 28