Intro to Business Information Systems: Ch 2 Flashcards

1
Q

business strategy

A

plan that outlines how a business will achieve its goals while taking into account the business SWOT - stakeholders drive business strategy

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2
Q

business strategy uses

A

developing new products or services, entering new markets, increasing customer loyalty, attracting new customers, increasing sales

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3
Q

stakeholders

A

partners, suppliers, shareholders, investors, community, employees, customers, government - often have conflicting interests

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4
Q

Business strategy: low cost leadership

A

lower costs than competition

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5
Q

business strategy: differentiation

A

unique or different from competition

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6
Q

business strategy: focus

A

focus on particular market segments or niche

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7
Q

Business strategy notes

A

successful business strategies are regularly evaluated and updated, strategies which match core competencies to opportunities create competitive advantage, strategic positioning and operational effectiveness are different - strategy is to be different

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8
Q

three M’s business strategy

A

innovation, sustainability, portfolio management (product portfolio), digital transformation, customer focus, global expansion

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9
Q

competitive advantage

A

product/service that organization’s customer place greater value on than competitors - companies compete successfully via distinct/superior resources/capabilities

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10
Q

First mover advantage

A

when organization can significantly impact market share by being the first to market with a competitive advantage - continuous innovation required, companies must control resources (processes too), which are valuable, rare, imperfectly imitable, non-substitutable

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11
Q

sources of competitive advantage

A

competencies (innovation, agility, quality, integrity, low cost) result in models which set them apart from competitors

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12
Q

Information systems for supporting strategy

A

low cost strategy implies use of information to minimize expenses, high quality strategy implies use of information to support ensuring excellent quality/minimal defects

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13
Q

Michael Porter

A

key researcher/thinker in the field of management/competitive analysis

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14
Q

buyer power

A

power of customers to drive down prices

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15
Q

threat of new entrants

A

power of competitors to enter market

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16
Q

supplier power

A

power of suppliers to drive up prices of materials

17
Q

threat of substitution

A

power of customers to purchase alternatives

18
Q

rivalry among existing competitors

A

power of competitors

19
Q

high alternative/switching costs associated with outsourcing

A

companies outsource because cost of internalizing process/operation are higher, efficiency/effectiveness greater if outsourced

20
Q

entry barriers

A

feature that customers come to expect and entering competitors must offer to survive

21
Q

information systems as barriers

A

high initial investment cost, specialized knowledge/skills, network effects/switching costs, data/information advantages, regulatory compliance/security

22
Q

Porters three generic strategies

A

cost leadership, differentiation, focus/specialization

23
Q

cost leadership

A

offering same product for less than competitors

24
Q

differentiation

A

product perceived as unique

25
focus/specialization
tailor products for niche unique needs
26
business process
standard set of activities that accomplish specific tasks and processes
27
value chain analysis
views firm as series of business processes that each add value to product
28
primary value activities
takes in raw material and makes/delivers/sells/markets/services products
29
inbound logistics
timely availability of inputs/reduces storage costs
30
operations
transform inputs into outputs
31
outbound logistics
collection/storage/ distribution of finished goods
32
service (primary value activity)
after sales support (installation, maintenance, etc)
33
support value activities
supports primary value activities - firm infrastructure (structure, systems, etc), HR management, tech development, and procurement
34
procurement
sourcing/purchasing inputs