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ISA - 201 > Chapter 2: Organizational Strategy, Competitive Advantage + IS > Flashcards

Chapter 2: Organizational Strategy, Competitive Advantage + IS Flashcards

1
Q

What are organizations?

A

Deliberate structure of people working toward a specific purpose (check notes for MIS definition)

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2
Q

Business processes

A

Include? Cross Functional Processes

IS + Bu Processes ()

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3
Q

Business Process

A

An ongoing collection of related activities that create a product or service of value to the org, its Bu partners, and/or it’s Cu’s

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4
Q

Bu Process Elements

A

Inputs (i.e)

Resources ()

Outputs ()

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5
Q

Efficiency vs Effectiveness

A

Doing things right vs doing the right thing?

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6
Q

i.e. of Bu Processes

A

ACCT BPro:

Managing A/P

FIN BPro:

Producing Bu Forecasts

MRKT BPRO:

Collecting Sales Tax

PRO/OPMANG BPRO:

Processing Physical inventory

HR Bro:

Managing Pay + payroll

MIS BPRO:

Antivirus Control

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7
Q

Cross Functional Processes

A

No Single Functional area = responsible for everything

Steps = executed in a coordinated + collaborative way

Procurement & Fulfillment Cross - Functional processes ()

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8
Q

Airplane Ticket Diagram

A

I.e. of cross - Functional Operations (simple for CU, more complex for other parts)

()

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9
Q

IS’s vital role in 3 Bu Process Areas

A
  1. Executing the Process ()
  2. Capturing + Storing Process Data ()
  3. Monitoring Process Performance ()
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10
Q

IS’s help Execte Porcess by…

A
  1. Informing emp’s when it’s time to complete a task (i.e. reminder software?)
  2. Providing required data (i.e. Managers need Survey data from Emp’s?)
  3. Providing a means to complete a task (i.e. Financial Analysis can use Finance Functional area IS’s)
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11
Q

Capturing + Storing Process Data

A

Processes generate data (i.e Dates (17 - 5 - 2006), Times (9:00 AM), Prodcut numbers (27 units), Quantities, Prices ($19), Addresses (Wall Street), Names (Chauncey), Emp actions

IS’s capture + store process data (aka, Transaction data)

Capturing + Storing data provides immediate, ‘real time’ feedback (quick?)

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12
Q

Monitoring Process Performance

A

IS evaluates info to Determine how well a process is being executed

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13
Q

Evaluation occur at 2 levels

A

Process Level (i.e. Whole row of Airplane Flightcheck - in tables?)

Instance Level (1 specific airplane flight check - in table)

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14
Q

Monitoring

A

Identifies Problems for process improvement (i.e. making check - out table work at a faster pace?)

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15
Q

Measures of Excellence in Executing Bu Processes

A
  1. Cu Satisfaction ()
  2. Cost Reduction ()
  3. Cycle + Fulfillment Time ()
  4. Quality ()
  5. Differentiation ()
  6. Productivity ()
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16
Q

Bu Process Reengineering (BPR)

A

A Radical Redisign of an Org’s Bu Processes to inc productivity + Profitability (i.e. Subway rebranding itself from Sandwiches to Shoes/converting all previous stores to shoe shops)

Examines BP’s with clean slate approach

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17
Q
A
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18
Q

But Process Improvement (BPI)

A

An incremental approach to move an org toward a bu process centered operations (i.e. Like Nike adding + sign to logo, small changes)

Focuses on reducing variation in process outputs by identifying the underlying cause of variation (I.e. check slow sandwich shop employee stand, see what cause of slow/sloppy work, try to improve it)

6 Sigma = Popular Methodology for BPI

Focuses on

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19
Q

BPI 5 or 5 Basic Phases of Sucessful BPI

A
  1. Define (the problem?)
  2. Measure ()
  3. Anlayze ()
  4. Improve ()
  5. Control ()
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20
Q

BPI vs BPR

A

PBI

Low risk/low cost (I.e. change logo)

Incremental change (small changes)

Bottom - up approach ()

Takes less time

Quantifiable results (I.e see difference between average time slow sandwich artist made food vs after training/motivation)

All emp’s are trained in BPI

BPR:

High risk/high cost

Radical redesign (I.e smash hole into garden to make pool)

Top - down Approach ()

Time consuming (I.e. total rebrand of a comp, Like sell Ice Cream to selling Cars)

Impact can be overwhelming (more emotional, less quantifiable)

High failure rate

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21
Q

Bu Process Management (BPM)

A

A Management system used to support continuous BPI initiatives for core Bu processes over time

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22
Q

Important Conponents of BPM

A
  1. Process Modeling (using tech/diagrams????)
  2. Web - enabled technologies (items the Internet?)
  3. Bu Activity Monitoring (BAM)

()

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23
Q

Bu Process Management Suite (BPMS)

A

An integrated set of applications used for BPM

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24
Q

Emerging Trend of Social BPM

A

Technologies enabling emp’s to collaborate across functions (i.e. Marketing + IT department emp’s collobarate on x technology) + externally use Social Media Tools

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25
Q

Bu Pressures, 3 Categories

A
  1. Market Pressures
  2. Economic Pressures
  3. Societal/Legal/Political Pressures
26
Q

I.e’s of Pressures from Pizza Chart (not actual name of chart)

A

Economic Pressures:

Global Economy + Strong Competition (every comp fight with every comp around world, strong competition force orgs to???)

Need for real-time Operations (need for companies to deliver faster?)

Changing workforce (workplace diversity has increased; Women, single parents, Minorities, People with Disabilities, not always need 5 - 9 Job, IT is Enabling Telecommuting Emp’s?)

Powerful Cu’s (Cu’s are spoiled by choices + there increasing consumer sophistication + expectation, they (consumer) =more knowledgable about:
Products + Services
Price Comparisons + Electronic Auctions,

Cu Relationship Management = important, cause Cu has power to spend or not spend money in your Bu)

Technology Pressures:

Technological Innovations and Obsolescence (Rapid development of both New + Substitute Prods & Servs ,cause old methods to awry, Netflix Innovation vs Blockbuster? Disruptive innovation?)

Information Overload (as a comp you deal with lvast stores of data, info, + knowledge
There are difficulties in managing data for decision making, lot of info, that may be too much in some cases, need to find way to organize to find important info/docs?)

Societal/Legal/Political Pressures:

Social Responsibility (treating people + other things fairly, ime of no SR = bad working conditions cause suicide nets to be constructed in Foxconn building

+ i.e.’s like Green IT:

It Facilitates design + Management

Carbon Management

International + U.S State environemntal laws

Energy Management

+ Digital Divide (gives 1 Laptop per child, to impoverished kids?)

Compliance with Gov Rrgulatoons + Deregulations (abiding by Gov rules + change in rules? i.e Loke USA Patriot Act that make comp’s ask users if they want cookies in website? + others like Sarbanes - Oxley, etc)

Ethical Issues (General standards of right + wrong,

i.e.: Info-Processng activities

Monitoring Emp email

Monitoring Emp Internet activity at work

+ Privacy of Cu data)

Terrorists attack + Homeland security (defending home from people that want to harm you?)

27
Q

Globalization

A

The Integration + Interdependence of economic, social, cultural, + ecological facets of life, made possible by rapid advances in iT

28
Q

“Global Village”

A

Metaphoric shrinking of the world into a village through the use of telecommunications

29
Q

Main concept from “The World is Flat”. By Thomas Friedman

A

Tech is leveling Global Competition making the world “Flat”

Kind of Eurocentric, TBH

30
Q

Globalization 1.0 (1st Era), 1492 - 1800

A

Focus:

On Countries

Drivers:

Muscle

Horse —> Wind (ships?) —> Steam Power (with combustion engine at end of era 1)

31
Q

Globalization 2.0 (2nd era), 1800 - 2000

A

Focus:

Comp’s

Main Driver = Multinational Comp (East India Comp?)

1st Half of 2.0:

Driver = Falling transport cost (more effective means of transportation?)

2nd Half of 2.0:

Driver = Falling Telecom costs

32
Q

Globalization 3.0 (3rd Era), 2000 - Present

A

Focus:

Groups + Individuals

Drivers:

Convergence of 10 forces or “Flatteners)

33
Q

10Fl 1. Fall of Berlin Wall on Nov 9, 1989

A

Shifted the world toward Free - Market economies + away from centrally planed econ’s

34
Q

10FL 2. Netscape goes public on Aug 9, 1995:

A

Popularized the Internet + World Wide Web (no wait in line for Internet)

35
Q

10FL 3. Development of Workflow Software

A

Enabled computer applications (apps) to work with one another without human intervention

Enabled faster, closer, collaboration + coordination among emp’s, regardless of their location

36
Q

10FL 4. Uploading

A

Empowered all Internet users to create content + put it on the Web

Led transition from passive approach to content to active, participatory, collaborative approach

37
Q

10FL 5. Outsourcing

A

Contracting with an outside comp to perform a specific function that your comp was doing itself + then integrating their work back into your operation, i.e. moving Cu call centers to India

38
Q

10FL 6. Offshroing

A

Relocating an entire operation, or certain tasks, to another country i.e.: moving an entire manufacturing operation to China

39
Q

10FL 7. Supply Chaining

A

Technological revolution that led to the creation of networks composed of Comps, their Suppliers, + their Cu’s, all of which could collab + share info for increased efficiency (i.e. Drug comp work with supplier to make sure drug is safely transported to Cu?)

40
Q

10FL 8. Insourcing

A

Delegating operations or jobs within a bu to another comp that specializes in those operations, i.e. Dell hires FedEx to “take over” Dell’s logistics process

41
Q

10FL 9. Informing

A

The ability to search for info, best illustrated by search engines

42
Q

10FL 10. The Steroids (Technologies that amplify other flatteners)

A

Computing, Instant messaging + file sharing, wireless technologies, Voice over internet Protocol, Video conferencing + Computer Graphics

43
Q

Protection against Terrorist Attacks

A

Emp’s in Military reserves called to active duty

Info Tech used to identify + protect against terrorist + cyberterrorist attacks (these can case major damage/hackin?g)

Department of Homeland Security (DHS)’s US - VISIT program =

Network of biometric-screening systems

44
Q

Organizational Responses 1. Strategic Systems

A

Provide Org’s with advantages that enable then to inc their market share and/or profits, to better negotiate with suppliers, + to prevent competitors from entering their markets

45
Q

ORG RESPON 2. Cu Focus

A

Organizational attempts to provide superb Cu service can make the difference between attracting + retaining Cu’s vs losing them to competitors, Numerous IT tools + Bu Processes have been designed to keep Cu’s happy

46
Q

ORG RESPON 3. Make-to-Order

A

A strat of producing customized (made to individual specifications) Prod + Serv’s (i.e. Custom Car)

47
Q

ORG RESPON 4. Mass Customization

A

A comp produces a large quantity of items, but it customizes them to match the needs + preferences of individual cu’s

Mass Customization is essentially an attempt to perform make-to-order on a large scale

48
Q

ORG RESPON 5. E - Business + E - Commerce

A

Conducting Bu electronically = an essential strat for comps that are competing in today’s bu environment

49
Q

ORG RESPON 6. Electronic Commerce (EC or e - commerce)

A

Describes the process of: BUying, SElling, TRansferring, or EXchanging prods, serv’s or info via computer networks, including the Internet

(BUSETREX)

50
Q

ORG RESPON 7. E - Business

A

A somewhat broader concept than ECom that includes: SErving CU’s, COllaborating with Bu Partners + Performing ELectronic TRansactions within an org

(ECSECOELTR)

51
Q

Competitive Strategy

A

A statement identifying a bu’s approach to compete, it’s goals, + the plans + policies required to attain those goals

52
Q

Strategic IS’s (SIS)

A

An IS that helps an org achieve + maintain a competitive advantages

53
Q

Porter’s Competitive Forces Model

A
  1. Threat of Entry of New Competitors (i.e. Greater threat/easier to enter Pizza Business than Aircraft Carrier Bu)
  2. Bargaining Power of Suppliers (if you’re the only company available to produce/supply 1 product, there’s a lot of barg power, if there are alternatives than its less power for you?)
  3. Bargaining Power of Customers/Buyers (i.e.e if 1 T -shirt shop
    sells shirts for 3 Dirhams and another for $3 million, a customer can choose to take their business to the cheaper one, they have a lot of power here if there are alternatives?, if no alt’s there’s less Cu power)
  4. Threat of Substitute Products/Services (it’s not substituting one brand over another, more like seeing if one product/service can substitute another, i.e Cars could be substituted by Electric scooters)
  5. Rivalry Among Existing Firms Within the Industry (this is like Apple vs Samsung, if one is doing good, does the other need to worry?)
54
Q

Porter’s Value Chain Model: Value Chain DEF

A

A sequence of activities through which the org’s inputs are transformed into valuable outputs

55
Q

2 Types of Activities in Value Chain

A
  1. Primary Activities:

(which) Relate to Production + Distribution of Prod’s + Serv’s

(can see time + where value comes from?)

  1. Support Activities: (these) Support Primary Activities Contributing to Competitive advantage

(can’t exactly pinpoint time/where value comes from?)

56
Q

Table on PG 54

A

Showcases diff examples of Primary + Support Activities

57
Q

5 Primary Activities for Manufacturing

A
  1. Inbound Logistics

(inputs, i.e. Quality Control + Recieving Raw Materials, )

IS used here = Automated Warehousing systems

  1. Operations

(Manufacturing + Testing, i.e.Manufacturing, Packaging + Production Control)

IS used here = Computer - controlled machining systems (i.e. like Robots manufacturing cars)

+ Computer - aided flexible manufacturing

  1. Outbound Logistics (Storage + Distribution, i.e. Finishing Goods, Order Handling, Dispatch, Delivery, Invoicing)

IS used here = Automated Shipment Scheduling Systems, Online point of Sale + Order processing

  1. Marketing + Sales (monitor sales/ads bombard you???,
    i.e. Cu Management, Order Taking, Promotion, Sales Analysis, Market Research)

IS used here = Computerized Ordering Systems; targeted marketing

  1. After Sales Service (or Cu service,
    i.e.: Warranty, Maintenance, Edu + Training + upgrades)

IS used here = Cu Relationship Management Systems

58
Q

4 Support Activities

A
  1. Firm’s Infrastructure (Accounting, Finance, Management +?): other i.e’s = Legal, Accounting, Finance Management

IS used here = Electronic scheduling + message system; collaborative workflow internet

  1. Human Resources Management:
    i.e’s: Personnel, Recruiting, Training + Career Development

IS used here = Workforce planning systems (payroll?) + Emp benefits intranet

  1. Product + Technology Development (R&D)

i.e.: Product + Process design, Production engineering, R&D

IS used here = Computer - aided design systems, Prod development extranet with partners

  1. Procurement (of materials?)

i.e’s: Supplier Management, Funding, Subcontracting, Specification

IS used here = EComm Web Portal for Suppliers

59
Q

Value Chain Analysis

A

Can use 5 Forces + Value Chain to analyze comp

Arrow diagram on Page 60:

i.e. “Firm Infrastructure” = 3.1% = Threat of Substitute Prod or Serv’s , The power of Cu’s to purchase alt’s?

Threat of new Entrants (power of competitors to enter market) inc, since 6,6% is seen in “Delivery in the prodct or service” = bad delivery

Buyer Power (power of cu’s to drive down prices) in “Value Added” triangle?

Supplier Power (power of suppliers to drive up prices of materials) is up? “Procurement” = 27%

This Manufacturing org since = “Make the product or service” section = 40.3%

60
Q

Combin 5F with VC using direct i.e’s

A

If an org wants to decrease buyer’s/cu’s power, it can Construct it’s Value chain activity of “service after the sale” by Offering high levels of Quality cu service

i.e Mercedes Care (instead of going to cheap cheaper dealership/garage to get car, come here + get pampered + benefits?)

Allen Edmonds shoes (fix old shoes, make exterior new but inside = comfy + familiar, specialized service on website)

This will inc the switching costs for it’s cu’s, thereby decreasing their power (buyer power)

61
Q

Information Intensity Graph

A

High info intensity of prod, High Info Intensity of VC = Newspaper, Banking, edu, Airlines (need non.- simple VC? +0

High InfInt of prod + Low Infint of VC =

Fashion Perishables

Low InfInt of prod + VC = Cement Bricks (means you don’t need complex value chain/ you only buy bricks form cheapest seller, no need QR code to post brick on website)

Low InfInt of Prod + High InfInt of VC:

Oil Refining, Legal Services (intense VC, not much info needed to make product??????uh?)

62
Q

Generic Strats for Competitive Advantage

A
  1. Cost Leadership (I can sell at a lower cost than you), i.e. Ben & Jerry’s vs $1 mill dollar Ice Cream
  2. Differentiation (I am better because i’m different), i.e.: Mini Cooper brand
  3. Innovation (I’m doing something new + you can’t catch up): i.e. Samsung Foldable Phone
  4. Operational Effectiveness (I can do the same thing more efficiently than you), i.e Toyota Cars
  5. Cu Orientation/ted (I treat my Cu’s better than you do), i.e. Fancy Restaraunt/Rolls-Royce dealership

ISA - 201 (7 decks)

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