AQIB FINAL 25TH APRIL 2014 DONEE

STRATEGIC INFORMATION SYSTEMS
MAN0605M
Aqib Khan 11007829
Dr Zahid Hussain
1. Investigate the workings of Enterprise Resource
Planning Systems (ERPs) through literature
research.
2. Investigate the emergence of new technologies,
such as cloud computing, and their impact on
organisational information systems governance.

Table of Contents
Task 1....................................................................................................................................................................3
Value.........................................................................................................................................................................3
ERP system and system hierarchy............................................................................................................................4
Information flow.......................................................................................................................................................6
Value chain...............................................................................................................................................................7
Success and failures..................................................................................................................................................8
Key providers............................................................................................................................................................9
Shift from ERP to SaaS............................................................................................................................................10
Task 2..................................................................................................................................................................11
Strategic direction..................................................................................................................................................12
IT governance.........................................................................................................................................................14
Hurdles and changes..............................................................................................................................................15
Future changes and future forecasts.....................................................................................................................16
References..............................................................................................................................................................18
Appendices.............................................................................................................................................................22

Figure 1.0
The ultimate aim of most firms is to create profits for its shareholders. Firms compete with one
another, nationally and internationally for markets share. Organisations encompass an array of
human resources and technological resources that need to be effectively controlled and harmonised
in order to generate profits. Information systems and technology are essential components of these
resources for firms such as ASDA in generating income and creating value. A business information
system is a set of interrelated modules that work jointly to support decision making in an
organisation (Hussain, 2008, p.44).
Silver- et-al (1995) emphasised that information systems should be implemented within firms for the
objective of ‘improving its overall effectiveness and efficiency.’ Moreover, Jarvenpaa, S-(1991)
defines IS as a significant factor ‘contributing to firms competitive leverage over rival firms. ASDA is
currently the UK’s second largest retailer and its success is hugely determined by how effectively it
manages and controls its people, organisation and technology. Technology underpins these
resources as it squeezes labour to work more efficiently, thus generating value and sustainability.
Value
Systems can work together to create value; value can be defined as tangible and intangible. Tangible
value can be measured directly, usually in monetary terms whilst intangible value is difficult to
measure but has significant influence, for instance strategic information (Bontis, N.-2001). In order
to identify how firms can create the greatest possible value for customers, Michael Porter-(1985)
proposed a value chain as shown below. As can be seen, information technology is used in each
activity of ASDA’s value chain. A further analysis of ASDA’s primary activities will be discussed later.
The role of ASDA’s accounting
information system is to offer
information to management
allowing them to formulate
successful judgments as shown
on figure 1.0. This shows why
effective information systems
are fundamental to the
functioning of the company.
Figure 1.1 illustrates Porters value chain analysis
consisting of primary and support activities.
Primary activities add value to the final product
directly and support activities add value indirectly
(Gattiker-&-Goodhue.2004). This doesn’t signify
primary activities are more superior as firms such
as ASDA are increasingly relying on support
activities such as human resource management
and information systems in order to gain a
competitive advantage. The diagram shows how
information technology and information systems
generate more value for firms, thus resulting in
larger profits.
Figure 1.1

Figure 1.3
ERP systems and-system-hierarchy
Antony R.N stressed that different kind of systems signify different interest and business levels. A
standard hierarchical firm consists of three broad levels of business decision making. From top to
bottom, these are:
Likewise, decisions in the system hierarchy are classed as structured, semi-structured and
unstructured as shown below.
Strategic
• Setting objectives and policies for organisations. Long term
organisational planning.
• Decisions tend to be unstructured.
• Spend most time thinking and have decisional power over middle
management.
• For example, ASDA set new strategy to target overseas expansion
Tactical
• Developing objectives and set policies
• Managers monitor performance of organisation. Set medium term
goals. For example ASDA setting up a finance and accounts budget.
Operational
• Short term planning and making day to day decisions.
• Direct firms efforts towards meeting them medium term goals.
• Decisions are highly structured and have little impact on firm
• For example, ASDA setting a daily production schedule.
Figure 1.3 shows how decisions vary at each
management level. At the operational level,
decisions are repetitive hence most
decisions are structured. As you move up
the hierarchy, information becomes more
important. Therefore at strategic level, most
information is unstructured, i.e.
complicated and infrequently made.
Appendix A shows an in depth analysis.
Figure 1.2
Anthony, R N (1965) Level of
managerial decision making

Figure 1.4
The following table illustrates how the characteristics of information and decisions affect each
managerial level.
During the past, issues relating to large firms such as ASDA were that information systems were built
around different functions therefore did not communicate with each other. It is due to such
organisational issues that enterprise resource planning (ERP) replaced these systems. ERP software
is a business management system that integrates all functional areas of an entity, including
marketing, manufacturing and planning (Yen-et-al,-2001). The fundamental purpose of ERP is to
replace several applications through an incorporated set of programs, thus making it easier to use
and making it more effective (Brady, A-&Monk, F-& Wagner, J.-2001). Appendix-B-and-C-illustrate-
the-differences-between-non-integrated-and-integrated-systems,-with-Appendix-C-showing-how-
ERP-integrates-all-the departments-of-an-organization, thus-generating-value.
In relation to system hierarchy mentioned
above, ERP advances through all three levels
and information proceeds upwards, as
shown in figure 1.4. ERP is a part of system
hierarchy as it has TPS, MIS and EIS
functionalities. Besides, it allows different
people at every level to have appropriate
information to make successful decisions.
However, Lucey (1997) proposed that
information at EIS level is most important
as they make the ultimate decisions; therefore
the hierarchy should be inversed as shown in
figure 1.5, with EIS at the top.
Management Level Decision Characteristics Information Characteristics
Strategic Unstructured, long term decisions which
have a large impact on the organisation.
For example, launching a new product.
Mostly external, less certain
and qualitative information. For
instance, market trends and
enhancements in technology.
Tactical Tactical management level has a middle position as it contains
characteristics from both Strategic and Operational levels.
Operational Short term, repetitive, structured
decisions which have a small impact on
the organisation. For example, credit
approval.
Mostly Internal, detailed and
frequent information. For
example sales orders.
Anthony, R N (1965) System Hierarchy

The diagram below displays the key concepts of the ERP systems and how it initially emerged.
Information flow
An effective integration of ERP guarantees that information flows vertically and horizontally in
businesses as shown in Appendix-D. However information is granular as it varies between high and
low level works. Information used by low level workers is rational as opposed to higher level
workers who require extensive information in order to make judgemental decisions. An example of
how ERP systems assist ASDA in making useful decisions is given below.
Figure 1.7 shows ERP systems influence on whether to allow
customers to use credit cards or not. For ASDA, information is
stored in the ERP systems so that when customers with bad
credit ratings try to purchase goods using credit, they will be
refused. However, good customers who pay on time will be
allowed. Therefore, ERP systems allow a firm to make useful
and efficient decisions.
Figure 1.5
Figure 1.7
Figure 1.6

Value chain
According to Lefebvre, E & Lefebvre, L (1996) ERP systems facilitate firms making their primary and
secondary activities more efficient, consequently generating value. It is suggested that organisations
which invest in these systems have experienced substantial results in increased value and superior
productivity, a 20% boost in some cases (Dorgan-&-Dowdy.2004). The ERP system ASDA uses is
provided by SAP and in 2010 was awarded for excellence in quality of implementation (SAP.2010).
Studies by Tallon-(2000) indicate that implementation of ERP leads to customer retention and a
reduction in unit production cost. Davenport et al-(2002) proposed a diagram as shown in Appendix
E showing how ERP’s are essential in value creation. Gattiker-&-Goodhue (2004) concluded that IT
has a greater impact on the primary activities whilst supporting activities have an indirect impact,
therefore only primary activities for ASDA are considered below. It can be seen that ERP systems
help to integrate all departments of ASDA, thus maximising value.
Primary Activities
Inbound
Logistics
ASDA has worked with various-suppliers-on-the-creation of its integrated-supply-chain-and-data-warehouse;
for example NCR which implemented its Enterprise Information Factory model (Sahota, D.2010).This provides
ASDA with raft of sales, forecast and stock information as well as order lead times. It also provides
information such as when products are not available on the shelf. As a result, the ERP system which ASDA has
implemented adds value by enabling enhanced communication and incorporation with suppliers, as well as
superior management of raw materials.
Operations As stated by Sahota. D (2010), ASDA has employed an ERP in place that ensures it achieves efficiency and
effectiveness in all its operations, for example, integrating its sales, marketing and other information into
production schedules. Operational system allows the firm to run the system faster as they now have
integrated information from production and labour force levels which help the firm enhance planning. ERP
systems help enable the organisation to identify which store needs what product at a given time, thus saving
time and cost, ultimately creating value.
Outbound
Logistics
ASDA is set to install software from Manhattan Associates to support the growth of its e-commerce
operations where it will be used to manage internet orders from its website (Saran, C. 2012). This will help
gain competitive advantage over competitors such as Tesco by delivering the product to the customer at the
right time. Moreover, it helps the firm build long term relationships with customers. Integrated ERP systems
ensure that goods are available and delivered in time.
Marketing
and sales
ASDA is renowned for its marketing skills, for example campaigns such as ‘ASDA Price’ and celebrities like
Michael Owen pocket tapping. ERP system takes the data and analyses the buying pattern and customer
feedback about the product. It ensures customer knowledge is not lost. ASDA will know how well the product
is selling and whether production needs to increase or decrease. ASDA can offer many customer loyalty
programs through the ERP system and gain customer retention, e.g. online discounts and value for money
products. As a result, they will get the idea of customer buying patterns using ERP and customers will be
more loyal with this kind of promotional offers.
Service ASDA has a strong online and in store service, it also provides services over the phone. ERP allows customer
advisors to provide effective and efficient customer service as they will have access to all the information,
thus deal with queries more successfully. This saves time and cost and ultimately creates value for ASDA.

Successes and failures
The-following-table-illustrates-the-success-and failure-of-firms-who-have implemented-ERP-
systems.
As stated above, the major ERP failures included employee’s
resistance, lack of clear goals and conflict with the business
strategy (Loinksy, S. 1995). These issues affected firms
significantly, and in some cases, like FoxMayer, lead to
bankruptcy (Davenport.-1998). Besides, literature findings
(Martin.-1998, Gibson et al.-1999) propose that 90% of ERP
ventures finish late whilst Rao-(2000) reports that only 3.6%
have been successfully implemented. Given that ERP are
complex systems; employing them can be difficult,
time consuming and expensive. Implementation of ERP
ventures was roughly between six month and two years and the average cost was $1 million (PMP.-
2001). Due to various reasons, as shown in figure 1.8, many firms failed, which in turn lowered its
value and competitive advantage.
ERP systems - if effectively employed - can bring significant advantages to organisations. By
increasing global competitiveness and efficiency, managers are able to make informed decisions.
(Holland-et-al,-1999). For example, from the above table, Houston District integrated its systems
successfully. This resulted in a 42% return on investment and a reduction of $1 million in inventory.
Furthermore, effective adoption of ERP’s can lower production, labour and inventory cost, thus
Organisation Failure Success Why?
SMU Yes - $20 million supposedly over budget. Staffs were not happy with the benefits
of the systems versus the cost (SMU. 2001).
FoxMeyer
Drugs
Yes - The firm failed due to change of management, lack of knowledge and lack of
clear goal focus of the project. Moreover, the implantation of its SAP/ R3 cost
$500 million which also contributed to its downfall (Scott, J. 1999).
Reebok Yes - Failed as the system did not fit with the firms processes (Stedman, C, 1999).
Petsmart Yes - Hard to incorporate ERP to existing systems (Mearian, L. 2000).
Scripps
Metabolic
Clinic
- Yes Dependable vendor partnership and successful system integration.
Houston
Independent
School
District
- Yes Successfully integrated legacy systems and an existing people soft
Incorporation. This resulted in a 42 percent return on investment and a
reduction of $1 Million in inventory (Harreld, H. 2000).
Anheuser
Busch
- Yes The major success was due to the use of external consultants, project
champions and top management support (Summer. 1999).
Type of problem %
Project Cost Overruns 66
Project Delays 58
Conflict with Business Strategy 42
Employee Resistance to Change 42
Internal Conflicts 34
Figure 1.8 Themistocleous et al (2001)

leading to a better competitive advantage (O’Leary,-2000). Hence, ERP is perceived to becoming the
foundation of many firms (Al-Mashari,-2003).
The-following-table-shows-the benefits and drawbacks of implementing an ERP system in ASDA.
Benefits • ASDA’s ERP system enables the firm to provide better company visibility and thus faster
collaboration across all departments.
• It allows ASDA to analyse many years data and proposes production rate for products in
relation to customer needs.
• Also, helps the firm organise employee payroll.
• The new ASDA money credit card gives the firm an idea of customer buying pattern using ERP;
this will keep customers more loyal as they will be informed on their points.
• Additionally, it tells the firm which season is best for which promotion by analysing selling
pattern of products.
Drawbacks • It is an expensive system to implement, also time consuming as projects may take 1-3 years.
• As ASDA have planned £500 million investment for high tech and depots in the next year (King,
2013), however, they must evaluate the pros and cons before implementation. If this step is not
done effectively, it could lead to huge losses.
• Finally, as ASDA use SAP-ERP, this means they are at the discretion of SAP and thus may not be
able to bargain successfully for their services.
Key-ERP-providers
The major providers of ERP include SAP, Oracle and Microsoft Dynamics. During 2012, the ERP
market experienced a slow growth of only 2.2%. SAP still remained the major provider with over $6
Billion in revenue along with 24.6% market share, compared to Oracles 12.8% and Microsoft’s 5%
market share (Columbus,-L.-2013). Moreover, according to Markess’ study SaaS-based ERP is
expected to grow significantly over the years as it speeds up return of investment and reduces costs.
Overall ERP’s growth has been steady and its major providers as of 2012 can be seen below.
Appendix-G further illustrates the market share holding of these providers.
ERP providers Overall summary
SAP • Largest share of the market
• Longest payback period
• Highest short listing rate
Oracle • Longest implementation time
• Largest gap between actual/planned
• Lowest % of users who realised
between 81-100% of benefits
Microsoft Dynamics • Smallest share of the market
• Short implementation time
• Highest % of users who realised
between 81-100% of benefits.
Figure 1.9 is an overall summary of the
functionality of the three major ERP
providers conducted by Panorama
Consulting Solutions (2012).
Figure 1.9

ERP-providers-shifting-to-SaaS
ERP vendors now want to break into SME
markets due to its growth and emergence. ERP
systems are now offered on the cloud under SaaS where the application is hosted by a service
provider where users can log in and use the software as shown in figure 1.1.2. For SME, this is
considered the best opportunity to benefit from an ERP system without the investment and
management expenditure linked with the on-premise model (Seethamraju,-R.-2013). Likewise, larger
firms may also implement SaaS to add functionality to their existing systems. Ultimately
organisations will implement the system which brings them the greatest value.
Despite its low market share, the survey indicates that
Microsoft Dynamics is the most efficient. However
this may be because projects tend to be smaller than
SAP or Oracle. SAP has the longest payback period
signifying that these ventures might be more complex
and difficult to implement. Finally, Oracle is the least
efficient, based on the lowest benefits realised and
the longest gap between planned and actual project
duration as shown in figure 1.1.1.
Figure 1.1.2.
Figure 1.1.1
Panorama Consulting Solutions (2012)
Panorama Consulting Solutions (2012)

IT Developments
Technology has changed the face and pace of businesses in the
past few decades. Companies are relying more on technology to
generate value as it has become an integral part of an organisation.
As previously discussed traditional technology such as ERP systems
do add value to a firm, however they have significant cost. These
are costs associated with telecom, hardware, software etc as
shown in figure 2.0.
Gartner (2003)
Figure 2.0

The-focus-is-now-on-new-emerging-technologies-which-reduce-cost-and-increase-value,-as
discussed-in-the-following-table,-a-further-analysis-can-be-seen-in-Appendix-K.
Since technology is pivotal to a firm’s success, it is important to choose suitable technologies. For
Asda most valuable and practical technology is cloud computing, which can be separated into three
layers as shown in Appendix J, however other firms can also use new technologies such as
virtualisation and miniaturisation. Implementing such technology will ultimately increase a firm’s
value, thereby resulting in increased profits. Figure 2.1 illustrates how organisations use cloud
computing.
Tech-
nology
Define and Benefits Benefits Issues Vendors
Cloud-
Comp
uting
Cloud computing is a model
facilitating suitable on-
demand network which can
be quickly delivered with
little management effort or
service provider interaction
(NISC. 2012).
Cost-efficient way to
apply, maintain and
upgrade. It also gives you
roughly limitless storage
capacity and can be
accessed anywhere as
long as there is internet
connection.
Security; as it’s entirely based on the
internet which makes it susceptible
to hack attacks. Another issue is that
the firm would have to change its
current IT infrastructure so as to
make it compatible on the cloud.
Some of the well
known cloud vendors
include Amazon, IBM,
Google, Oracle cloud,
Salesforce and
Microsoft Azure.
SaaS Software as a service (SaaS)
is an approach where
applications are delivered
over the internet as
opposed to a service.
Time spent in installation
and configuration is
significantly reduced. It
also allows small and
medium firms to use this
software (Sylos, M.2013).
One issue is that workers must be
connected to the internet if they
need to use the SaaS software
services. Firms also lose their
freedom and are ultimately at the
control of the SaaS provider.
There is now a huge
number of SaaS
suppliers, including;
Salesforce.com,
Oracle on demand
and cloud 9 analytics.
PaaS Platform as a Service (PaaS)
refers to the provision of a
computing platform and a
solution stack as a service
(Cooter, M.2012).
Firm is responsible for the
upgrades of the software.
There is no need for
maintenance this is done
by the PaaS provider.
(Barry, D. 2013).
There are issues associates with
security and internet connection.
Being responsible for the upgrades is
also a disadvantage.
Major providers
include Google,
Amazon and
Microsoft and Engine
Yard.
IaaS Infrastructure as a Service
(IaaS) is the foundation of
cloud computing. It
provides the raw materials
for IT (ProfitBricks, 2014).
The most important
benefits include increase
infrastructure reliability
and performance. Also
includes reduce cost and
waste inefficiency.
In the short run, cost may be low but
in the long run cost may prove to be
very costly. Because of its shared
nature of the infrastructure used,
the applications may require
innovative types of security.
Major vendors include
ProfitBricks Rackspace
Cloud and Amaz on
EC2.
Virtua
lisatio
n
Virtualisation can be
defined as using specially
designed software to
convert one physical server
into multiple virtual
machines (Strickland,
J.2013). Appendix H shows
the virtualisation process.
It reduces hardware
requirements and
improves disaster
recovery which saves cost
and time.
There are security issues where
attackers may attack virtual
machines with the aim of gaining
access to other secure machines.
VMware controls
most of the server
virtualisation market.
Red Hat, Amazon, and
Microsoft are also key
providers.
Minia
turisat
ion
Miniaturisation includes
making things smaller and
involves the trend to
manufacture devices for
example mobile phones
smaller. Appendix I
illustrates the
miniaturisation process.
Lower material cost and
higher production output.
Products become more
convenient as they can
carry the devices
wherever they go, e.g. I
pad, resulting in faster
operations& flexibility.
Smaller components are more
difficult to make than larger ones
and involve higher research and
development cost. They are also not
serviceable after manufacture.
Many firms are
involved in
miniaturisation
including Apple,
Samsung, IBM etc.
Figure 2.1

By using cloud computing ASDA implemented the “store-mode” app which offered customers a
mobile-facilitated in-store experience like no other allowing them to create shopping lists by
scanning product codes into their phones. The success of using cloud computing can be seen as
customers have been proven to be loyal, making double the trips and spending up to 40% more each
month (Coren, M. 2013). However, ASDA-must-carefully-manage-and-control-the-execution-of-its-
cloud computing-system-in-order-for-it-to-function-effectively-and-create-value.
Strategic Direction
Although ASDA is already creating value using cloud computing, to capitalise on value it is critical for
the firm to have a strategic direction. Strategy can be defined as the future direction of an
organisation (Chaffey, White, 2011). However, there is a gap between a firms current and expected
position. In order for ASDA to narrow this gap, they have set out strategies to achieve as shown in
figure 2.2.
For-ASDA-to-ensure-their-corporate-strategies-are-delivered, three distinctive yet incorporated-
types-of-strategies need-to-be-developed (shown below).
Information
Management
Strategy
Liz Orna (1999) suggested having a successful information management strategy should foster a culture of
innovation and knowledge sharing. The success in managing the value of information for ASDA will directly
depend on having a clear vision on how to manage information throughout its lifecycle. ASDA will be able to
maintain its competitive advantage and market presence by effectively managing its people, technology and
Cloud computing stores related data in a
central computer system which then
provides customers or other users access to
them throughout the world as long as they
have internet access. ASDA uses cloud
computing by outsourcing some of their
activities like online shopping. This allows
ASDA to put all the information into one
database where current and potential
customers can view or purchase their
products as opposed to visiting the store.
ASDA’s strategy is structured in four
quadrants; focused on benefiting its
customers, lowering the cost of its operating
model, providing a great place to work for
employees and ultimately making huge
returns for its shareholders.
Figure 2.2
ASDA (2013)

ultimately information. Successful firms are those that effectively manage its knowledgeable assets, for instance
ASDA uses cloud point of sale system in order to manage inventory, therefore be up to date. By having an
effective information management strategy, it enables ASDA to analyse which products are being sold the most,
allowing them to make more enhanced decisions when ordering. This will support the future growth of ASDA
and lead to increase sales and value, thereby satisfying its fourth quadrant strategy.
Knowledge
management
strategy
The management of knowledge has become influential for businesses as they have realised how the application
of knowledge can be in adding value and gaining a competitive advantage (Chaffey, White, 2011). ASDA has
undertaken huge transformations with regards to adoption of best knowledge management strategies by
offering mentoring programs and professional training to enhance the decision making process. Moreover, the
environment at the stores encourages team work with great focus on future growth allowing employees to
develop skills, for instance efficient use of cloud computing (Wolpert, 2001). This in turn helps ASDA turn its
human capital into intellectual capital, thus create value. This again ensures ASDA focuses on providing a “great
place to work for employees”, its third quadrant strategy.
Information
systems
strategy
Ward and peppard (2002) suggest information system strategy is commonly developed as a plan to support the
employment of the organisations strategy. This strategy allows the firm to be responsive to the dynamic
environment in which it operates within. IS in ASDA is essential in delivery high quality of services to customers.
IS is influential for ASDA in achieving its objectives of being “Britain’s favourite customer service retailer”, hence
creating value.
It is vital for ASDA to develop a strategic direction and to implement the aforesaid strategies as it will
assist the firm in maintaining a clear future path and gaining a competitive advantage. These
strategies will promote openness of communication throughout the firm and foster a culture of
innovation and knowledge sharing (Liz Orna. 1999). The-figure-below-illustrates-the three different
strategies and what they determine for ASDA.
Strategy Determines:
Information
management
strategy
• Information quality
• Information policy
• Legal, ethical and security issues
Knowledge
management
strategy
• Knowledge roles and
competencies
• Technology approach to KM
• Information policy
Information
Systems strategy
• Service quality
• Technology Infrastructure
• Applications development
IT governance
For firm’s investment in IT to deliver full value, it is acknowledged that IT has to be completely
united with the IT strategy and governance. For-ASDA-to-implement-this-strategy, they have to
ensure-that-cloud-computing is correctly incorporated into the firm by managing workers effectively
and seeking their approval, thereby creating an ethical culture. Another reason that an effective
information strategy is required is provided by COBIT. COBIT is the broadly accepted IT governance
Figure 2.3 shows the different forms of
strategies needed to make efficient
business decisions.
Figure 2.3
Chaffey, White (2011)

model for control objectives for information and associated technology (Chaffey, White, 2011).
COBIT (2000) defines IT governance as:
COBIT supports IT governance by presenting a structure that enables managers to bridge the gap
between control requirements, technical issues and organisations risks (ISACA.-2014).Besides,
COBIT-allows a clear-policy-progress-for-IT-control-right-through-the-firm.
The benefits from COBIT can be seen with Philips Electronics where COBIT was used to establish the
firm’s capabilities; this gives a clear indication of where improvements were possible resulting in
better value from the groups IT investments (ISACA, 2014). The-following-diagram-shows-how-
Information-systems-strategy-can-deliver-value-for-ASDA.
Furthermore, ASDA could align COBIT
framework with ITIL to better serve
customers and manage the IT
infrastructure within their business.
As a result, customers get an improved level of service and the firm saves money. This reduces risk
and error, essentially increasing value. The adoption of effective IT governance for ASDA is an
important indicator that its cloud computing strategy will be a success.
“A structure of relationships and processes to direct and control the enterprise (use of IT) in order
to achieve the enterprises goals by adding value while balancing risk versus return over IT and it
processes” (Chaffey, White, 2011, p.257).
Figure 2.4 summarises the
framework developed by
COBIT with the aim of
helping firms achieve a
comprehensive and
consistent approach to IT
governance. As can be seen,
a great importance is put on
managing information
quality, thus illustrating how
IT and people resources are
used to manage this
(Chaffey, White. 2011).
Figure 2.5 shows that requirements of
stakeholders, for example, ASDA’s
shareholders desire of profits, are achieved
by coordinating information-systems to
business strategy objectives. Information
then adds value to ASDA just as IS supports
strategic objectives along with carefully
controlling the risk of implementation.
Moreover, measurement systems should be
in tact to assess if strategic objective are met
and whether to make further adjustments.
COBIT as an IT governance helps attain the
control of information for ASDA. This in turn
will result in increase profits and value for
the firm.
Figure 2.4
Figure 2.5
Mokabyte (2011)

Hurdles and changes
One of the main issues of cloud computing is security. As the information is stored externally it is
susceptible to network attacks. Besides, if the data by any chance goes missing, there is no physical
backup.
To help further increase ASDA’s security, private clouds can be created; for example Amazon Virtual
Private Cloud (VPC). This allows ASDA to create a safe and flawless bridge between its existing IT
structure and the AWS cloud as shown below.
ASDA-can-increase-its-security-by-implementing-a-firewall-solution,-such-as-the-one proposed-by-
Amazon-EC2 – An example of this is shown below.
Another shortcoming is that it entails a constant connection which if lost can cause huge issues for
ASDA. Moreover, due to geographical areas speed may pose a concern. As much of the data is
stored on multiple servers across numerous countries, any issues arising there which cannot be
accessed poses a serious concern (Keiko Hashizume et al. 2013).
Also, any procedures not in place once data is handed to service provider could result in monitoring
problems. Figure 2.8 illustrates major hurdles facing the cloud.
Amazon VPC allows ASDA to
connect their current
infrastructure to an area of
remote AWS compute assets by
means of a virtual private
network (VPN) connection. This
ultimately helps increase
ASDA’s cloud security.
By applying a firewall security,
ASDA can add an extra layer of
security as customers are also
required for their certificate
and key for authorisation. This
ensures ASDA’s cloud
computing system is safe and
secure and away from any
network threats.
Figure 2.6
Figure 2.7
Jamil, D & Zaki, H. (2011)
Jamil, D & Zaki, H. (2011)
Figure 2.8

In order for ASDA to overcome these issues, the following table has been prepared.
Issues Solutions
Security An example of a security issue can be seen during 2007 when a staff member of Salesforce.com revealed customer
passwords (Krebs, B.2007). In order to reduce the threat of security, ASDA can opt for the private cloud and also
ensure it employs an effective firewall security, thereby reducing threat of attacks. Service providers like Google
could be an option due to the amount invested ensuring secure information. ASDA must also ensure that there’s a
clear contract so if suppliers fail like Nirvanix’s, the firm can claim.(Robinson, S. 2013)
Data
protection
ASDA must make sure its provider is willing to submit to external Audits and security certification. UK data
protection act 1988 ensures that firm’s data is protected whilst some countries don’t have any data protection
acts. Moreover, Google and Microsoft have provided companies to track their data to see where it’s stored;
therefore the firm can chose which country to store its data.
Integration In order to effectively incorporate cloud computing ASDA has to ensure everyone accepts this technology.
Establishing a successful culture will allow ASDA to make successful changes to its firm. As moving to new systems
may be difficult, however, Microsoft provide an alternative as it offers more flexibility which enables the firm to
switch to the cloud more easily.
Availability ASDA should ensure they have a good network infrastructure to ensure that access to application is always
available and at high speed. If cloud computing is down, the system will cause problems for the firm.
Future development and future forecast
Flinders (2012) forecasted that 93% of financial managers believe that cloud computing will be
influential to the success of organisations in the future. Most technology specialists believe cloud
computing is not yet at maturity and should take five or more years to mature if growth remains
constant. IDC predicts that by 2015 SaaS will be 13.1% of worldwide software spending (Konary, A.
2012). Furthermore, Brown. A (2011) believes that the capability to integrate power applications
such as Smartphone’s will speed up SaaS adoption and expects the SaaS market to reach $3.7 billion
by 2016.
Additionally, Forrester research (2012) forecasts the global cloud market to grow from $40.7B to
exceeding $241B in 2020. The diagrams below further illustrate the expected growth in this market.
Figure 2.8 illustrate that security and privacy
are the major issues facing the cloud, whilst
other issues such as regulatory compliance,
performance and immaturity also pose
threat.
Eexploria (2013)

Various issues pose a huge threat to the growth of the cloud market. Large vendors such as HP,
Cisco and IBM aim to tackle the issue of security by acquiring start-ups aimed to encrypting firm’s
data before it departs to the cloud ensuring enhanced security (Jansen, J.2014). Moreover, data
tracking tools and internet speed will improve over time therefore giving the firm more visibility
and efficiency (Jansen, J.2014). With development of cloud, ASDA will be able to provide a better
service at lower cost, therefore generating more value. Despite all the expected developments,
there is still uncertainty about what cloud computing will achieve in the future.
References
Cisco predicts that traditional data centre will
decrease from 79% in 2010 to 43% in 2020.
Moreover the graph also shows that by 2015
nearly 60% of all workloads will be processed in
the cloud (Cisco, 2013)
As can be seen, enterprise spending for on-
premise solutions will fall in the coming years.
Delliote expect cloud computing applications to
compensate 2.34% of firms IT spending in 2014,
rising to 14.49% in 2020. Delliote also expected
cloud computing to decrease technology
expenditure by $30.0-$39.4 billion in 2014 (Prezi,
2012).
Figure 2.9 Prezi (2012)
Figure 2.1.1
Prezi (2012)

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Appendices
Appendix A
The image below shows the spectrum of system characteristics at each level in the organisational
hierarchy. It can be observed that strategic level workers have ultimate power whilst operational
level employees have less power and low impact on strategic goals. There are lower level of
employees at the strategic level and also have high decision authority, hence significant impact on
the overall strategy of the entity. Likewise, at the operational level, employee’s decisions have low
risk on the entity with a short time horizon.
Appendix B
Elliot, G (2004, pg. 70).

The following diagram shows each department with its own database, thus non-integrated systems.
These systems are out of date and inefficient due to the emergence of technology. Although, they
are timely and don’t generate value, they could be an option for small businesses who can’t afford
to implement integrated ERP’s.
Appendix C

Enterprise Resource Planning software focuses on integrating all the different departments and
functions of an entity into a single computer system to serve the various needs of these
departments. Nonetheless, if installed effectively, this integrated approach can be very cost-
effective for firms such as ASDA. This in turn allows different departments to easily share
information and communicate with each other.
Appendix D

The diagram below shows how a successful integration of EPS allows a firm to generate information
from all significant levels, both vertically and horizontally. The ultimate purpose of EPS is to aid the
flow of information between all business functions as can be seen below as it ensures effective and
efficient flow of information.
Appendix E

The diagram below shows how ERP is essential in an organisation and ultimately results in increasing
value of the firm. This pyramid was adopted from Davenport, et al. (2002) who suggested that ERPs
are the backbone to the success of an organisation, if achieved. The integration of ERP system helps
a firm make valuable decisions and gain a competitive advantage.
Appendix F
Davenport et al (2002)

The following diagram shows how IT adds value to the organisation. ERP applications may add value
to the firm’s primary activities as a function of the firm’s characteristics in relation to such activities
as shown below in the path analysis. The advantage of this path analysis is that it enables the firm to
assess the virtual importance of direct and indirect factors to the reliant variable.
Appendix G
Ragowsk, A. Somers, T. (2005)

The pie chart below signifies the market share of ERP during 2012. On the whole, the top ten
vendors owned 64% of market share in 2012. SAP had just over $6Billion in revenue compared to
Oracles $3.12Billion and Microsoft’s $1.1Billion. The fastest emergent ERP vendor was Workday
which grew 114.7% in 2012, as its revenue increased from $88.6M to $190.3M during 2012.
The following table shows the emergence of Saas-based ERP in the coming years. This software is
expected to grow from 12% worldwide in 2013 to 17% in 2016.
Appendix H
Forbes (2013)
Gartner (2012)

A virtual machine, which is the heart of virtualisation, is a software operation of a computing
environment where an operating system can be installed. As every virtual-machine is independent
they can operate at the same time on a single processor. Likewise, virtualisation saves 50% or more
on overall IT cost and simplifies IT management and maintenance of new applications. (PraxisData
Systems.2014). A thin layer of software called a hypervisor decouples the virtual machines from the
host and vigorously assigns computing resources to each virtual machine as required, as shown in
the diagram below. The diagram below illustrates how many applications and operating systems can
be run on one host at the same time.
As virtual machines are run to their full capability it allows the firm to considerably reduce costs.
Moreover, as independent software files, virtual machines can be manipulated with copy and paste
ease. This brings simplicity, speed and flexibility (VMware. 2014).
Appendix I

Miniaturisation involves making things smaller. For example, the diagram below shows how IBM has
transformed its old fashion computers to smaller, more powerful and easily accessible tablets. Due
to technology advancements IBM are able to store more date on smaller chips, this allows them to
reduce the size of its framework.
Appendix J

Cloud computing has changed IT to be delivered as a service; either public or private clouds as
opposed to the traditional owning of a software/server method. It has virtually separated
information technology into 3 areas of service deliveries as shown in the diagram. In order to
understand the cloud model a pyramid has been proposed. The layers are greatly dependent on
each other however they can exist on their own, e.g. SaaS provider (SKalicloud.2010).
The higher you go in the pyramid, the more niche it gets, for instance email on Gmail. This requires
less technical skills and is simple to use. As a result it instantly benefits firms to use the application,
therefore become more efficient. Nonetheless, the lower you go in the pyramid, the more control
firms have. This results in more freedom which helps users to do whatever they need in order to
develop their application the way they want, for example Google App Engine. A higher degree of
technical skills are required as you go down the pyramid. One benefit of this is the flexibility it offers
as users can virtually run their own physical data centre (SKalicloud.2010).

Appendix K
Techno-logy How it works and benefits Issues
Cloud
Computing
Instead of installing a suite of software for each
computer, executives can outsource some
services, thus only have one application.
Therefore, cloud computing is perhaps the
most cost-efficient way to apply, maintain and
upgrade. It also gives you roughly limitless
storage capacity and can be accessed anywhere
as long as there is internet connection.
Automatic integration of the software also
usually occurs and flexibility of the cloud was a
key reason for many firms deciding to move to
cloud computing (Salesforce.2014). According
to Maloney (2012) businesses spend around
$14,000 a year on software licensing and
maintenance relating to in-house technology.
Investing in cloud computing could potentially
reduce this margin to $2,463, resulting in an
80% saving.
One of the major significant obstacles is security as it’s entirely
based on the internet which makes it susceptible to hack
attacks. Another issue is that the firm would have to change its
current IT infrastructure so as to make it compatible on the
cloud.
As much of the data is stored on multiple servers across
numerous countries, any issues arising there which cannot be
accessed poses a serious concern. Standardization and
monitoring are other issues. For instance, once the firm hands
all the data and responsibility to a service provider, any
procedures not in place could result in a monitoring problems
(Rosado.G, 2012).
SaaS Online Banking for example, where users can
access information without installing software.
Time spent in installation and configuration is
significantly reduced and due to lower
maintenance and licences’ cost it allows small
and medium firms to also use this software
(Sylos, M.2013).
One issue is that workers must be connected to the internet if
they need to use the SaaS software services. Firms also lose
their freedom and are ultimately at the control of the SaaS
provider.
PaaS It’s where consumers creates the software
using tool from the supplier and also controls
software operations and arrangement settings.
The suppler offers the networks, storage and
other services required to host the user’s
request. One benefit is that the firm is
responsible for the upgrades of the software.
There are issues associates with security and internet
connection. Also, legal issues which may prohibit the use of out
of country information. Being responsible for the upgrades is
also a disadvantage
IaaS It allows clients access to storage, processing
and other essential computing resources which
gives the clients the ability to organize systems
and applications.
In the short run, cost may be low but in the long run cost may
prove to be very costly.
Because of its shared nature of the infrastructure used, the
applications may require innovative types of security.
Virtualisatio
n
It allows users to load several applications on
to a single computer. Moreover, the ability to
quickly move a virtual machine from one
server to another is another benefit. It also
reduces hardware requirements and improves
disaster recovery which saves cost and time.
Backups and disaster recovery are the least of worries which is a
major issue. Also, there are security issues where attackers may
attack virtual machines with the aim of gaining access to other
secure machines. As it’s easy to provision virtual machines with
the press of a button, a virtualised environment can get out of
control which is another issue (Hess, K.2010).
Miniaturisa
tion
These devices tend to get quicker and extra
powerful. As long as customers are concerned
with portability, miniaturisation will prolong.
Some of the benefits include lower material
cost and higher production output. Products
become more convenient and accessible to
customers as they can carry the devices
wherever they go, e.g. I pad. This leads to
potentially faster operations and flexibility
(Pinkerton, G. 2005).
Smaller components are more difficult to make than larger ones
and involve higher research and development cost. Also, people
are becoming too friendly with these devices which are affecting
their interaction with society. They are also not serviceable after
manufacture.

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