konsys 20
DESCRIPTION
aexjyfiysyrsixtrsiydkfckhgcluf uu tr 7ditdtyccycytctcucgcckckyckycyctc uffTRANSCRIPT
![Page 1: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/1.jpg)
Chapter 2Information Systems and the Modern Orgnization
Copyright © 2012 by John Wiley & Sons, Inc. All rights reserved.
Introduction to Information Systems
Fourth EditionInternational Student Version
R. Kelly Rainer Jr. and Casey G. Cegielski
![Page 2: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/2.jpg)
![Page 3: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/3.jpg)
CHAPTER OUTLINE2.1 Business Processes2.2 Business Process Reengineering and
Business Process Management2.3 Business Pressures, Organizational
Responses, and Information Technology Support
2.4 Competitive Advantage and Strategic Information Systems
2.5 Business – Information Technology Alignment
![Page 4: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/4.jpg)
Learning Objectives1. Understand the concept of business processes, and provide examples of business processes in the functional areas of an organization.2. Differentiate between the terms business process reengineering and business process management.3. List and provide examples of the three
types of business pressures, and describe one IT response to each.
![Page 5: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/5.jpg)
Learning Objectives (continued)4. Identify the five competitive forces described by Porter, and explain how the Web impacts each one.5. Describe the strategies that organizations typically adopt to counter the five competitive forces and achieve competitive advantage.6. Define business – information technology alignment, and describe the
characteristics of effective alignment.
![Page 6: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/6.jpg)
Competitive Advantage
Photodisc/Getty Images, Inc.
![Page 7: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/7.jpg)
2.1 Business ProcessesBusiness Process
Cross-Functional Business Processes
![Page 8: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/8.jpg)
![Page 9: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/9.jpg)
Example of Business Process (Figure 2.1)
The next slide shows an example of a business process: Ordering an E-ticket from an airline Web site
![Page 10: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/10.jpg)
Notify Traveler
Receive Ticket Order
Reserve Seats
Charge Credit Card
Confirm Flight(s)Issue e-Ticket
Plan Trip
Check Flights
Submit Ticket Order
Receive e-Ticket
Seats Availa
ble
Use Credi
t Card?
Charge OK?
Seats Available?
Notify Traveler
Frequent Flyer
Mileage Sufficie
nt?Subtract Mileage
NO
YES
NO
YES
NO
YES
NOYES
Traveler Airline Web Site
YES
NO
![Page 11: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/11.jpg)
![Page 12: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/12.jpg)
![Page 13: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/13.jpg)
![Page 14: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/14.jpg)
![Page 15: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/15.jpg)
Porter’s Competitive Forces ModelThreat of entry of new competitors is high
when it is easy to enter a market and low when significant barriers to entry exist.
A barrier to entry is a product or service feature that customers expect from organizations in a certain industry.
For most organizations, the Internet increases the threat that new competitors will enter a market.
![Page 16: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/16.jpg)
SISTEM INFORMASI MANAJEMENMinggu 04 Page 16
Threat of New
Entrants
Rivalry AmongExisting
Competitors
Bargaining Power of Customers
Bargaining Power
of Suppliers
Threat ofSubstitutes
![Page 17: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/17.jpg)
Porter’s Competitive Forces ModelThe bargaining power of suppliers is high
when buyers have few choices and low when buyers have many choices.
Internet impact is mixed. Buyers can find alternative suppliers and compare prices more easily, reducing power of suppliers.
On the other hand, as companies use the Internet to integrate their supply chains, suppliers can lock in customers.
![Page 18: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/18.jpg)
Porter’s Competitive Forces ModelThe bargaining power of buyers is high
when buyers have many choices and low when buyers have few choices.
Internet increases buyers’ access to information, increasing buyer power.
Internet reduces switching costs, which are the costs, in money and time, to buy elsewhere. This also increases buyer power.
![Page 19: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/19.jpg)
Porter’s Competitive Forces ModelThe threat of substitute products or
services is high when there are many substitutes for an organization’s products or services and low where there are few substitutes.
Information-based industries are in the greatest danger from this threat (e.g., music, books, software). The Internet can convey digital information quickly and efficiently.
![Page 20: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/20.jpg)
Porter’s Competitive Forces ModelThe threat of substitute products or
services is high when there are many substitutes for an organization’s products or services and low where there are few substitutes.
Information-based industries are in the greatest danger from this threat (e.g., music, books, software). The Internet can convey digital information quickly and efficiently.
![Page 21: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/21.jpg)
SISTEM INFORMASI MANAJEMENMinggu 04 Page 21
ImprovingBusinessProcess
PromoteBusinessInnovation
Locking in Customers and Suppliers
Use IT to reduce costs of doing business
•Use IT to improve quality•Use IT to link business to customers and suppliers
Use IT to create new products or services
EnhanceEfficiency
Create NewBusiness Opportunities
Maintain ValuableCustomers and Relationships
Strategy
IT Role
Outcome
![Page 22: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/22.jpg)
SISTEM INFORMASI MANAJEMENMinggu 04 Page 22
RaiseBarriersto Entry
Build aStrategic ITPlatform
Build a Strategic Information Base
Increase amount of investment or complexity of IT needed to compete
Use IT to provide information to support firm’s competitive strategy
Leverage investment in IS resources from operat- ional uses to strategic uses
IncreaseMarket Share
Create NewBusiness Opportunities
EnhanceOrganizational Collaboration
Strategy
IT Role
Outcome
![Page 23: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/23.jpg)
Porter’s Competitive Forces ModelThe rivalry among firms in an industry is
high when there is fierce competition and low when there is not.
![Page 24: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/24.jpg)
Porter’s Value Chain Model This model identifies specific activities
where organizations can use competitive strategies for greatest impact. Primary activities Support activities
![Page 25: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/25.jpg)
Porter’s Value Chain Model This model identifies specific activities
where organizations can use competitive strategies for greatest impact. Primary activities Support activities
![Page 26: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/26.jpg)
Strategies for Competitive Advantage
Cost Leadership
Differentiation
Innovation
Operational Effectiveness
Customer-orientation
![Page 27: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/27.jpg)
![Page 28: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/28.jpg)
![Page 29: Konsys 20](https://reader033.vdocument.in/reader033/viewer/2022061118/545bf5a0b1af9f500a8b45c5/html5/thumbnails/29.jpg)
SISTEM INFORMASI MANAJEMENMinggu 04 Page 29
Marketing And ProductResearch
Sales andDistribution
Support and Customer Feedback
Data for market research, establishes consumer responses
•Access to customer com-ments online•Immediate re-sponse to customer problems
•Low cost distribution•Reaches new customers •Multiplies contact points
Increase Market Share
Lower Cost Margins
Enhanced Customers Satisfaction
InternetCapability
Benefitsto
Company
Opportunityfor
Advantage