信息时代的管理信息系统Chap001

Chapter1

TheInformationAgeinWhichYouLive:ChangingtheFaceofBusiness

Copyright©2010bytheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinSTUDENTLEARNINGOUTCOMESDescribeMISandthe3importantorganizationalresourceswithinit–people,information,andIT.DescribehowtousePorter’sFiveForcesModeltoevaluatetherelativeattractivenessofanindustry.CompareandcontrastPorter’s3genericstrategies,toplineversusbottomline,andtherun-grow-transformframeworkfordevelopingbusinessstrategy.Describetheroleofvalue-chainanalysisforidentifyingvalue-addedand-reducingprocesses.1-2ISYOURSOCIALSECURITYNUMBERWORTH$98?Informationtechnologyhasgreatlyacceleratedboththe“good”andthe“bad”ITcanbeusedtoincreaseprofit,reducecosts,increaseservicequality,andbenefitsocietyITcanalsobeusedtostealyourpersonalinformation,commitfraudulentacts,etcManysitesontheWebare–rightnow–sellingyourpersonalinformation1-3WhatYourPersonalInformationIsWorth?$490–creditcardnumberandPIN$147–driver’slicensenumber$147–birthcertificate$6–PayPallogonandpassword$78-$294–billingdataincludingaccountnumber,address,birthdate,etc1-4QuestionsHaveyou,afriend,orafamilymemberbeenavictimofidentitytheft?Ifso,tellthestorytoyourclass.Howoftendoyoubuyyourcreditreport?Didyouknowyougetoneforfreeannually?Istechnologygoodorbad?1-5INTRODUCTIONYouliveinadigitalageAverageAmericanreliesonmorethan250computersperdayAccordingtoTimemagazine,14%ofcellphoneusersstoppedhavingsextotakeaphonecall45ofthe2008Fortune500companieswereITcompaniesDellComputerisoneofthem–itwasstartedin1984andnowhas65,000employeesworldwide1-6INTRODUCTIONThisbookisabouttheuseoftechnology(calledmanagementinformationsystemsorMIS)inbusinessThemodules(thereare13)teachyouhowtousetechnologytoincreaseyourpersonalproductivityThechapters(thereare9)illustratehowbusinessesusetechnologyto…IncreasemarketshareandprofitsEliminatetimeandlocationboundariesEtc1-7BusinessMustDriveTechnology1-8BusinessMustDriveTechnologyAssessstateofcompetitionandindustrypressuresaffectingyourorganizationDeterminebusinessstrategiestoaddresscompetitiveandindustrypressuresIdentifybusinessprocessestosupportyourchosenbusinessstrategiesAligntechnologytoolswiththosebusinessprocessesNEVERDOTHISINREVERSE!!1-9CHAPTERORGANIZATIONManagementInformationSystemsLearningOutcome#1Porter’sFiveForcesModelLearningOutcome#2Porter’sThreeGenericStrategiesLearningOutcome#3Value-ChainAnalysisLearningOutcome#41-10MANAGEMENTINFORMATIONSYSTEMSMIS–planningfor,development,management,anduseofITtoolstohelppeopleperformalltasksrelatedtoinformationprocessingandmanagementThreekeyresourcesinMISInformationPeopleInformationtechnology1-11InformationResourceIntellectualassethierarchy–data,information,businessintelligence,knowledgeData–rawfactsthatdescribeaparticularphenomenonsuchasthecurrenttemperature,thepriceofmovierental,oryourageInformation–datathathaveaparticularmeaningwithinaspecificcontext1-12InformationResourceYourage–apieceofdataInformationisoftenaggregateddatathathasmeaningsuchasaverageage,youngestandoldestcustomer,andahistogramofcustomerages1-13InformationResourceBusinessintelligence(BI)–collectiveinformationabout…CustomersCompetitorsBusinesspartnersCompetitiveenvironmentBIisinformationonsteroidsBIcanhelpyoumakeimportant,strategicdecisions1-14InformationResourceBIoftencombinesmultiplesetsofinformation–customers,salespeople,andpurchasesinthiscase.1-15InformationResourceKnowledge–broadtermthatcandescribemanythings…ContextualexplanationforbusinessintelligenceActionstotaketoaffectbusinessintelligenceIntellectualassetssuchaspatentsandtrademarksOrganizationalknow-howforthingssuchasbestpractices1-16InformationResource–QualityAttributesTimelinessWhenyouneeditDescribingtherighttimeperiodLocation(nomatterwhereyouare)Form(audio,text,animation,etc)Validity(credibility)LackofanyoftheabovecancreateGIGO(garbage-in,garbage-out)inadecision-makingprocess1-17InformationResource–OrganizationalPerspective1-18InformationResource–FlowsofInformationUpward–describesstateoftheorganizationbasedontransactionsDownward–strategies,goals,anddirectivesthatoriginateatahigherlevelandarepassedtolowerlevelsHorizontal–betweenfunctionalbusinessunitsandworkteamsOutward/inward–fromandtocustomers,suppliers,distributors,andotherpartners1-19InformationResource–WhatItDescribesInternalinformation–specificoperationalaspectsoftheorganizationExternalinformation–environmentsurroundingtheorganizationObjectiveinformation–quantifiablydescribessomethingthatisknownSubjectiveinformation–attemptstodescribesomethingthatisunknown1-20PeopleResourcePeoplearethemostimportantresourceinanyorganization,withafocusonTechnologyliteracyInformationliteracyEthicalresponsibilities1-21PeopleResourceTechnology-literateknowledgeworker–knowshowandwhentoapplytechnologyInformation-literateknowledgeworkerCandefineinformationneedsKnowshowandwheretoobtaininformationUnderstandsinformationActsappropriatelybasedoninformationEthics–principlesandstandardsthatguideourbehaviortowardotherpeople1-22PeopleResource-EthicsYoualwayswantyouractionstofallinQuadrantI–bothethicalandlegal.1-23InformationTechnologyResourceInformationtechnology(IT)–computer-basedtoolsthatpeopleusetoworkwithinformationHardware–physicaldevicesthatmakeupacomputerSoftware–setofinstructionsthatyourhardwareexecutestocarryoutaspecifictaskforyou1-24InformationTechnology–Hardware1-25InformationTechnology–HardwareInputdevice–toolforenteringinformationandcommandsOutputdevice–toolforseeorhearingresultsStoragedevice–toolforstoringinformationCPU–hardwarethatinterpretsandexecutesinstructions(RAMtemporarilystoresinformationandsoftwarefortheCPU)Telecommunicationsdevice–forsendinginfoConnectingdevices–likecables,ports,etc.1-26InformationTechnology–SoftwareTwotypesofsoftwareApplicationsoftware–enablesyoutosolvespecificproblemsandperformspecifictasks(Word,payroll,inventorymanagement,etc)Systemsoftware–handlestasksspecifictotechnologymanagement(operatingsystem,anti-virus,etc)SeeExtendedLearningModuleAforareviewofIThardwareandsoftware1-27PORTER’SFIVEFORCESMODELTheFiveForcesModelhelpsbusinesspeopleunderstandtherelativeattractivenessofanindustryandtheindustry’scompetitivepressuresintermsofBuyerpowerSupplierpowerThreatofsubstituteproductsorservicesThreatofnewentrantsRivalryamongexistingcompetitors1-28PORTER’SFIVEFORCESMODEL1-29BuyerPowerBuyerpower–highwhenbuyershavemanychoicesandlowwhentheirchoicesarefewCompetitiveadvantagesarecreatedtogetbuyerstostaywithagivencompanyNetFlix–setupandmaintainyourmovielistUnitedAirlines–frequentflyerprogramAppleiTunes–buy/manageyourmusicDell–customizeacomputerpurchase1-30BuyerPowerCompetitiveadvantage–providingaproductorserviceinawaythatcustomersvaluemorethanwhatthecompetitionisabletodoFirst-moveradvantage–significantimpactongainingmarketsharebybeingthefirsttomarketwithacompetitiveadvantageAllcompetitiveadvantagesarefleetingE.G.,allairlinesnowhavefrequentflyerprograms1-31SupplierPowerSupplierpower–highwhenbuyershavefewchoicesandlowwhenchoicesaremanyTheoppositeofbuyerpower1-32ThreatofSubstituteProductsandServicesThreatofsubstituteproductsandservices–highwhentherearemanyalternativesforbuyersandlowwhentherearefewalternativesSwitchingcostscanreducethisthreatSwitchingcost–acostthatmakesbuyersreluctanttoswitchtoanotherproduct/serviceLong-termcontractwithfinancialpenaltyGreatservicePersonalizedproductsbasedonpurchasehistory1-33ThreatofNewEntrantsThreatofnewentrants–highwhenitiseasyforcompetitorstoenterthemarketandlowwhenentrybarriersaresignificantEntrybarrier–productorservicefeaturethatcustomershavecometoexpectandthatmustbeofferedbyanenteringorganizationBanking–ATMs,onlinebillpay,etc1-34RivalryAmongExistingCompetitorsRivalryamongexistingcompetitors–highwhencompetitionisfierceandlowwhencompetitionismorecomplacentGeneraltrendistowardmorecompetitioninalmostallindustriesIThascertainlyintensifiedcompetitioninallsectorsofbusiness1-35PORTER’STHREEGENERICSTRATEGIESPorteridentified3genericbusinessstrategiesforbeatingthecompetitionOverallcostleadershipDifferentiationFocus1-36OverallCostLeadershipOverallcostleadership–offeringthesameorbetterqualityproductorserviceatapricethatislessthanwhatanyofthecompetitionisabletodoWal-Mart(AlwaysLowPrices,EveryDayLowPrices)Dell–acomputerthewayyouwantitatanaffordablepriceHyundaiandKia–reliablelow-costcarsGrocerystores–high-volume,low-margin1-37DifferentiationDifferentiation–offeringaproductorservicethatisperceivedasbeing“unique”inthemarketplaceHummer–LikeNothingElseAudiandMichelin–safetyLund’s&Byerly’s–high-endgrocerystore1-38FocusFocus–focusingonofferingproductsorservicesToaparticularsegmentorbuyergroupWithinasegmentofaproductlineToaspecificgeographicmarketExamplesRestaurantsPhysicianofficesLegaloffices1-39AlternativeBusinessStrategyFrameworksAbove-the-lineversusbelow-the-line–shouldyourstrategyfocusonreducingcosts(belowtheline)orincreasingrevenues(abovetheline)Run-grow-transform(RGT)framework–theallocationintermsofpercentagesofITdollarsonvarioustypesofbusinessstrategies1-40Above-the-LinevsBelow-the-Line1-41Above-the-LinevsBelow-the-LineAbove-the-line(increaserevenue)ReachnewcustomersOffernewproductsCross-sellingOfferingcomplimentaryproductsBelow-the-line(minimizeexpenses)OptimizingmanufacturingprocessesDecreasingtransportationcostsMinimizingerrorsinaprocess1-42RGTFrameworkHowwillyouallocateITdollarstoRun–optimizin