Lectura Capitulo 2. Sistemas de Información Gerencial, James O´Brien
Management ChallengesCHAPTER 2 Business Applications Module I Information Technologies Development Foundation Processes ConceptsCOMPETING WITH INFORMATIONTECHNOLOGYChapter Highlights Learning ObjectivesSection I After reading and studying this chapter, you shouldFundamentals of Strategic Advantage be able to:Strategic IT 1. Identify several basic competitive strategies andCompetitive Strategy Concepts explain how they can use information technolo-Real World Case: GE, Dell, Intel, GM, and Others: The gies to confront the competitive forces faced by aCompetitive Advantage of Information Technology business.Strategic Uses of Information Technology 2. Identify several strategic uses of Internet tech-Building a Customer-Focused Business nologies and give examples of how they giveThe Value Chain and Strategic IS competitive advantages to a business.Section II 3. Give examples of how business process reengi-Using Information Technology for Strategic neering frequently involves the strategic use ofAdvantage Internet technologies.Real World Case: The U.S. Department of Commerce:Using IT to Tap Experts’ Know-How through Knowledge 4. Identify the business value of using Internet tech-Management nologies to become an agile competitor or to formStrategic Uses of IT a virtual company.Reengineering Business Processes 5. Explain how knowledge management systems canBecoming an Agile Company help a business gain strategic advantages.Creating a Virtual CompanyBuilding a Knowledge-Creating CompanyReal World Case: CDW, Harrah’s Entertainment, andOthers: Developing Strategic Customer-Loyalty Systems 41
42 ● Module I / Foundation Concepts SECTION I Fundamentals of Strategic AdvantageStrategic IT Technology is no longer an afterthought in forming business strategy, but the actual cause and driver . This chapter will show you that it is important for you to view information systems as more than a set of technologies that support efficient business operations, workgroup and enterprise collaboration, or effective business decision making. Information tech- nology can change the way businesses compete. You should also view information sys- tems strategically, that is, as vital competitive networks, as a means of organizational renewal, and as a necessary investment in technologies that help a company adopt strategies and business processes that enable it to reengineer or reinvent itself to sur- vive and succeed in today’s dynamic business environment. Section I of this chapter introduces fundamental competitive strategy concepts that underlie the strategic use of information systems. Section II then discusses several ma- jor strategic applications of information technology used by many companies today. Read the Real World Case regarding the competitive advantage of IT. We can learn a lot about the strategic business uses of information technologies from this case. See Figure 2.1.Competitive In Chapter 1, we emphasized that a major role of information systems applications in business is to provide effective support of a company’s strategies for gaining competi-Strategy tive advantage. This strategic role of information systems involves using informationConcepts technology to develop products, services, and capabilities that give a company major advantages over the competitive forces it faces in the global marketplace. This is accomplished through a strategic information architecture—the collection of strategic information systems that support or shape the competitive position and strategies of a business enterprise. So a strategic information system can be any kind of information system (TPS, MIS, DSS, etc.) that uses information technology to help an organization gain a competitive advantage, reduce a competitive disadvantage, or meet other strategic enterprise objectives. Let’s look at several basic concepts that define the role of such strategic information systems.Competitive Forces How should a business professional think about competitive strategies? How can com-and Strategies petitive strategies be applied to the use of information systems by a business? Figure 2.2 illustrates an important conceptual framework for understanding forces of competition and the various competitive strategies employed to balance them. A company can survive and succeed in the long run only if it successfully develops strategies to confront five competitive forces that shape the structure of competition in its industry. In Michael Porter’s classic model of competition, any business that wants to survive and succeed must develop and implement strategies to effectively counter (1) the rivalry of competitors within its industry, (2) the threat of new entrants into an industry and its markets, (3) the threat posed by substitute products which might capture market share, (4) the bargaining power of customers, and (5) the bargaining power of suppliers . Competition is a positive characteristic in business, and competitors share a nat- ural, and often healthy, rivalry. This rivalry encourages and sometimes requires a con- stant effort to gain competitive advantage in the marketplace. This ever-present competitive force requires significant resources on the part of a firm. Guarding against the threat of new entrants also expends significant organizational resources. Not only do firms need to compete with the other firms in the marketplace, but they must also work to create significant barriers to the entry of new competition.
Chapter 2 / Competing with Information Technology ● 43 1REAL WORLD GE, Dell, Intel, GM, and Others: The Competitive Advantage of CASE Information TechnologyT here’s nothing like a punchy headline to get an arti- cle some attention. A piece in the Harvard Business Review (May 2003), shockingly labeled “IT Doesn’tMatter,” garnered the magazine more buzz than at any timesince the Jack Welch affair. The article was approvingly cited swer: “Just about anything in business can be either a sink- hole or a competitive advantage if you do it really, really bad or you do it really, really well. And information technology is an often misunderstood field. You’ve got a lot of people who don’t know what they’re doing and don’t do it very well. Forin The New York Times, analyzed in Wall Street reports, and us, IT is a huge advantage. For Wal-Mart, GE, and manye-mailed around the world. But without such a dramatic and other companies, technology is a huge advantage and willreckless title, the article probably would have received little continue to be. Does that mean that you just pour money innotice. It’s a sloppy mix of ersatz history, conventional wis- and gold comes out? No, you can screw it up really bad.”dom, moderate insight, and unsupportable assertions. And it Finally, let’s ask Andy Grove, former CEO and nowis dangerously wrong. chairman of Intel Corp., “Nicholas Carr’s recent Harvard Author Nicholas Carr’s main point is that information Business Review article says: ‘IT Doesn’t Matter.’ Is informa-technology is nothing more than the infrastructure of modern tion technology so pervasive that it no longer offers compa-business, similar to railroads, electricity, or the internal com- nies a competitive advantage?” Grove says: “In any field, youbustion engineering advances that have become too common- can find segments that are close to maturation and drawplace for any company to wangle a strategic advantage from a conclusion that the field is homogeneous. Carr is sayingthem. Once-innovative applications of information technology commercial-transaction processing in the United States andhave now become merely a necessary cost. Thus, Carr thinks some parts of Europe has reached the top parts of an S-curve.today’s main risk is not underusing IT but overspending on it. But instead of talking about that segment, he put a provoca- But before we get any further, let’s have a reality check. tive spin on it—that information technology doesn’t matter—First, let’s ask Jeff Immelt, the CEO of General Electric Co., and suddenly the statement is grossly wrong. It couldn’t beone of the premier business corporations in the world, “How further from the truth. It’s like saying: I have an old three-important is information technology to GE?” Immelt’s an- speed bike, and Lance Armstrong has a bike. So why shouldswer: “It’s a business imperative. We’re primarily a service- he have a competitive advantage?”oriented company, and the lifeblood for productivity is more So, basically, Carr misunderstands what informationabout tech than it is about investing in plants and equipment. technology is. He thinks it’s merely a bunch of networks andWe tend to get a 20 percent return on tech investments, and computers. He notes, properly, that the price of those haswe tend to invest about $2.5 billion to $3 billion a year.” plummeted and that companies bought way too much in re- Then let’s ask Dell Corp. CEO Michael Dell “What’s cent years. He’s also right that the hardware infrastructure ofyour take on Nick Carr’s thesis that technology no longer business is rapidly becoming commoditized and, even moregives corporate buyers a competitive advantage?” His an- important, standardized. Computers and networks per se are just infrastructure. However, one of the article’s most glaringFIGURE 2.1 flaws is its complete disregard for the centrality of software and the fact that human knowledge or information can be mediated and managed by software. Charles Fitzgerald, Microsoft’s general manager for plat- form strategy, says that Carr doesn’t put enough emphasis on the I in IT. “The source of competitive advantage in business is what you do with the information that technology gives you access to. How do you apply that to some particular business problem? To say IT doesn’t matter is tantamount to saying that companies have enough information about their operations, customers, and employees. I have never heard a company make such a claim.” Paul Strassman, who has spent 42 years as a CIO—at General Foods, Xerox, the Pentagon, and most recently NASA—was more emphatic. “The hardware—the stuff everybody’s fascinated with—isn’t worth a damn,” he says. Modern global organizations know that skillful “It’s just disposable. Information technology today is a management and use of their investments in knowledge-capital issue. It’s basically a huge amount of labor information technology give them a competitive and software.” Says he: “Look at the business powers—most advantage. of all Wal-Mart, but also companies like Pfizer or FedEx. They’re all waging information warfare.”Source: Justin Sullivan/Getty Images.
44 ● Module I / Foundation Concepts But one person with a truly unique set of qualifications aspects of commoditization. PCs, telecommunications, soft-with which to assess the article is Ralph Szygenda, CIO of ware components such as payroll, benefit programs, business-General Motors. “Nicholas Carr may ultimately be correct process outsourcing, and maybe even operating systems andwhen he says IT doesn’t matter,” Szygenda says. “Business- database-management systems are examples. But the appli-process improvement, competitive advantage, optimization, cation of information systems in a corporation’s product de-and business success do matter and they aren’t commodities. sign, development, distribution, customer understanding,To facilitate these business changes, IT can be considered a and cost-effective Internet services is probably at the fifth-differentiator or a necessary evil. But today, it’s a must in a grade level.”real-time corporation.” And, in conclusion, Szygenda’s thoughts on the com- Szygenda did concur with one of Carr’s corollary recom- modity claim: “After being a part of the IT industry for 35mendations: spend less. In the HBR article, Carr stated, “It’s years, I have heard similar pronouncements during the in-getting much harder to achieve a competitive advantage troduction of the integrated circuit, microprocessor, PCs, of-through an IT investment, but it is getting much easier to fice systems, ERP systems, and the Internet. Nicholas Carrput your business at a cost disadvantage.” Szygenda’s reac- and others need to be careful not to overstate the speed oftion: “I also agree on spending the minimum on IT to reach the information-management journey or they may make thedesired business results. Precision investment on core infra- same mistake that Charles H. Duell, the director of the U.S.structure and process-differentiation IT systems is called Patent Office, did in 1899 when he said, ‘Everything that canfor in today’s intensely cost-conscious business versus the be invented has been invented.’”shotgun approach sometimes used in the past.” Source: Adapted from David Kirkpatrick, “Stupid-Journal Alert: Why The real message: Spend what is required but no more HBR’s View of Tech Is Dangerous,” Fortune, June 9, 2003, p. 190; Robertto achieve essential differentiation via business processes and Hoff, “Andy Grove: We Can’t Even Glimpse the Potential,” BusinessWeek,the IT systems that support them. August 25, 2003, pp. 86–88; “Speaking Out: View from the Top,” Business- Week, August 25, 2003, pp. 108–13; and Bob Evans, “Business Technology: The CIO of GM continues with another agreement, IT is a Must, No Matter How You View It,” InformationWeek, May 19,although one with a significant qualification: “Yes, IT has 2003. CASE STUDY QUESTIONS REAL WORLD ACTIVITIES 1. Do you agree with the argument made by Nicholas 1. Nicholas Carr’s article created a storm of debate that Carr to support his position that IT no longer gives is still raging. Using the Internet, see if you can find companies a competitive advantage? Why or why not? Carr’s original article. Also, try to find some more opin- 2. Do you agree with the argument made by the business ions for and against Carr’s arguments beyond those leaders in this case in support of the competitive provided in the case. advantage that IT can provide to a business? Why 2. The core of Carr’s arguments has some significant im- or why not? plications for businesses. Break into small groups with 3. What are several ways that IT could provide a competi- your classmates and discuss your opinion of Carr’s tive advantage to a business? Use some of the compa- arguments. What are some of the implications of the nies mentioned in this case as examples. Visit their argument that come to mind? How might they serve websites to gather more information to help you to change the way we use computers to support answer. corporate strategy?
Chapter 2 / Competing with Information Technology ● 45FIGURE 2.2Businesses can developcompetitive strategiesto counter the actions Cost Leadershipof the competitive forcesthey confront in themarketplace. Differentiation Competitive Strategies Innovation Growth Alliance Other Strategies Threat of Bargaining Bargaining Rivalry of New Threat of Power of Power of Competitors Entrants Substitutes Customers Suppliers Competitive Forces This competitive force has always been difficult to manage, but is even more so today. The Internet has created many ways for a new entrant to enter the marketplace quickly and with relatively low cost of entry. In the Internet world, a firm’s biggest po- tential competitor may be one that is not yet in the marketplace but could emerge almost overnight. The threat of substitutes is another competitive force confronting a business. The effect of this force is seen almost daily in a wide variety of industries. It is often at its strongest during periods of rising costs or inflation. When airline prices get too high, people substitute car travel on their vacations. When the cost of steak gets too high, people eat more hamburger and fish. Most products or services have some sort of sub- stitute available to the consumer. Finally, a business must guard against the often opposing forces of customer and supplier bargaining powers. If the customers’ bargaining power gets too strong, they can drive prices to unmanageably low levels or simply refuse to buy the product or ser- vice. If a key supplier’s bargaining power gets too strong, it can force the price of goods and services to unmanageably high levels or can simply starve a business by controlling the flow of parts or raw materials essential to the manufacture of a product. Figure 2.2 also illustrates that businesses can counter the threats of competitive forces that they face by implementing five basic competitive strategies. • Cost Leadership Strategy. Becoming a low-cost producer of products and ser- vices in the industry, or finding ways to help its suppliers or customers reduce their costs or to increase the costs of their competitors. • Differentiation Strategy. Developing ways to differentiate a firm’s products and services from its competitors’ or to reduce the differentiation advantages of com- petitors. This may allow a firm to focus its products or services to give it an ad- vantage in particular segments or niches of a market.
46 ● Module I / Foundation Concepts • Innovation Strategy. Finding new ways of doing business. This may involve the development of unique products and services, or entry into unique markets or mar- ket niches. It may also involve making radical changes to the business processes for producing or distributing products and services that are so different from the way a business has been conducted that they alter the fundamental structure of an industry. • Growth Strategies. Significantly expanding a company’s capacity to produce goods and services, expanding into global markets, diversifying into new products and services, or integrating into related products and services. • Alliance Strategies. Establishing new business linkages and alliances with cus- tomers, suppliers, competitors, consultants, and other companies. These linkages may include mergers, acquisitions, joint ventures, forming of “virtual companies,” or other marketing, manufacturing, or distribution agreements between a busi- ness and its trading partners. One additional point concerning the above strategies is that they are not mutually ex- clusive. This means that an organization may make use of one, some, or all of the strategies in varying degrees to manage the forces of competition. Because of this, a given activity could fall into one or more of the categories of competitive strategy. For example, implementing a system that allows customers to track their order or ship- ment online could be considered a form of differentiation if the other competitors in the marketplace do not offer this service. If they do offer the service, however, then online order tracking would not serve to differentiate one organization from another. If an organization offers their online package tracking system in a manner that al- lows their customers to access shipment information not only via a computer, but via a mobile phone as well, then such an action could fall into both the differentiation and innovation strategy categories. Think of it this way: Not everything innovative will serve to differentiate one organization from another. Likewise, not everything that serves to differentiate organizations is necessarily viewed as innovative. These types of observations are true for any combination of the competitive strategies, thus making them complementary to each other rather than mutually exclusive.Strategic Uses How can business managers use investments in information technology to directly support a firm’s competitive strategies? Figure 2.3 answers this question with a sum-of Information mary of the many ways that information technology can help a business implement theTechnology five basic competitive strategies. Figure 2.4 provides examples of how specific compa- nies have used strategic information systems to implement each of these five basic strategies for competitive advantage. Note the major use of Internet technologies for electronic business and commerce applications. In the rest of this chapter, we will discuss and provide examples of many strategic uses of information technology.Other Competitive There are many competitive strategies in addition to the five basic strategies of costStrategies leadership, differentiation, innovation, growth, and alliance. Let’s look at several key strategies that are also implemented with information technology. They include lock- ing in customers or suppliers, building switching costs, raising barriers to entry, and leveraging investment in information technology. Investments in information technology can allow a business to lock in customers and suppliers (and lock out competitors) by building valuable new relationships with them. These business relationships can become so valuable to customers or suppliers that it deters them from abandoning a company for its competitors, or intimidating it into accepting less-profitable business arrangements. Early attempts to use informa- tion systems technology in these relationships focused on significantly improving the quality of service to customers and suppliers in a firm’s distribution, marketing, sales, and service activities. More recent projects characterize a move toward more innova- tive uses of information technology.
Chapter 2 / Competing with Information Technology ● 47FIGURE 2.3 Basic Strategies in the Business Use of Information TechnologyA summary of howinformation technology Lower Costscan be used to implement • Use IT to substantially reduce the cost of business processes.the five basic competitive • Use IT to lower the costs of customers or suppliers.strategies. Many companiesare using Internet Differentiatetechnologies as the • Develop new IT features to differentiate products and services.foundation for such • Use IT features to reduce the differentiation advantages of competitors.strategies. • Use IT features to focus products and services at selected market niches. Innovate • Create new products and services that include IT components. • Develop unique new markets or market niches with the help of IT. • Make radical changes to business processes with IT that dramatically cut costs, im- prove quality, efficiency, or customer service, or shorten time to market. Promote Growth • Use IT to manage regional and global business expansion. • Use IT to diversify and integrate into other products and services. Develop Alliances • Use IT to create virtual organizations of business partners. • Develop interenterprise information systems linked by the Internet and extranets that support strategic business relationships with customers, suppliers, subcontractors, and others. Wal-Mart and Wal-Mart realized early on the benefits of using information technology to im- Others Get prove service. In 1983 it invested in an elaborate satellite network linking the point-of-sale terminals in all of its stores. In a few years this system grew into a Innovative complex communication network that connected all Wal-Mart stores, its head- quarters and distribution centers, and all of its major suppliers. The most innova- tive aspect of the system was the facilitation of a modified just-in-time process of inventory control, a feat virtually unheard of in general merchandise retailing. When an item is sold by a store, a message is immediately sent to the supplier of that item. This alerts the supplier to include a replacement in the next scheduled shipment (often the same day) to the nearest distribution hub. This tight connec- tivity allowed Wal-Mart’s immediate response to inventory needs while signifi- cantly reducing the amount of inventory required. The innovation didn’t stop there, however. Wal-Mart realized the operational efficiency of its system and used it to offer lower cost, better quality products and services, as well as to differentiate itself from its competitors. Companies have begun to follow Wal-Mart’s example by extending their networks to customers and suppliers and by adopting continuous inventory replen- ishment systems that serve to lock in business. These interenterprise information systems use the Internet and other networks to electronically link the business processes of a company with its customers and suppliers, resulting in new business alliances and partnerships. Extranets between a business and its suppliers are prime examples of such strategic linkages. One of the most innovative uses for these net- work linkages is the concept of stockless inventory replenishment systems. Such sys- tems work for Wal-Mart and for Procter & Gamble, a major supplier of personal care products. Using the network, Procter & Gamble automatically replenishes Wal-Mart’s stock of all Procter & Gamble products [18, 29].
48 ● Module I / Foundation ConceptsFIGURE 2.4 Examples of how companies have used information technology to implement five competitive strategiesfor strategic advantage. Strategic Use of Strategy Company Information Technology Business Benefit Cost Leadership Dell Computer Online build to order Lowest cost producer Priceline.com Online seller bidding Buyer-set pricing eBay.com Online auctions Auction-set prices Differentiation AVNET Marshall Customer/supplier Increase in market share e-commerce Moen Inc. Online customer design Increase in market share Consolidated Freightways Customer online shipment tracking Increase in market share Innovation Charles Schwab & Co. Online discount Market leadership stock trading Federal Express Online package tracking and Market leadership flight management Amazon.com Online full-service Market leadership customer systems Growth Citicorp Global intranet Increase in global market Wal-Mart Merchandise ordering by Market leadership global satellite network Toys ‘ R ’ Us Inc. POS inventory tracking Market leadership Alliance Wal-Mart/Procter & Automatic inventory Reduced inventory Gamble replenishment by supplier cost/increased sales Cisco Systems Virtual manufacturing Agile market alliances leadership Staples Inc. Online one-stop Increase in market share and Partners shopping with partners A major emphasis in strategic information systems has been to find ways to build switching costs into the relationships between a firm and its customers or suppliers. That is, investments in information systems technology, such as those mentioned in the Wal-Mart example, can make customers or suppliers dependent on the continued use of innovative, mutually beneficial interenterprise information systems. Then they become reluctant to pay the costs in time, money, effort, and inconvenience that it would take to switch to a company’s competitors. By making investments in information technology to improve its operations or promote innovation, a firm could also erect barriers to entry that would discourage or delay other companies from entering a market. Typically, this happens by increasing the amount of investment or the complexity of the technology required to compete in an industry or a market segment. Such actions would tend to discourage firms already in the industry and to deter external firms from entering the industry. Investing in information technology enables a firm to build strategic IT capabil- ities that allow it to take advantage of strategic opportunities when they arise. In many cases, this results when a company invests in advanced computer-based infor- mation systems to improve the efficiency of its own business processes. Then, armed with this strategic technology platform, the firm can leverage investment in infor- mation technology by developing new products and services that would not be pos- sible without a strong IT capability. An important current example is the development of corporate intranets and extranets by many companies, which enables them to leverage their previous investments in Internet browsers, PCs, servers, and client /server networks. Figure 2.5 summarizes the additional strategic uses of IT we have just discussed.
Chapter 2 / Competing with Information Technology ● 49FIGURE 2.5 Additional ways that information technology can be used to implement competitive strategies. Other Strategic Uses of Information Technology • Develop interenterprise information systems whose convenience and efficiency create switching costs that lock in customers or suppliers. • Make major investments in advanced IT applications that build barriers to entry against industry competitors or outsiders. • Include IT components in products and services to make substitution of competing products or services more difficult. • Leverage investment in IS people, hardware, software, databases, and networks from operational uses into strategic applications. Competitive The constant struggle to achieve a measurable competitive advantage in an industry Advantage and or marketplace occupies a significant portion of an organization’s time and money. Creative and innovative marketing, research and development, and process reengi- Competitive neering, among many other activities, are used to gain that elusive and sometimes Necessity indescribable competitive advantage over rival firms. The real problem with a com- petitive advantage, however, is that it normally doesn’t last very long and is gener- ally not sustainable over the long term. Once a firm figures out how to gain an advantage over its competitors, the competitors figure out how it was done, and they do the same thing. What was once a competitive advantage is now a competi- tive necessity. Once a strategy or action becomes a competitive necessity, instead of it creating an advantage, the strategy or action becomes necessary simply to com- pete and do business in the industry. And when this happens, someone has to figure out a new way to gain a competitive edge, and the cycle starts over again. Every organization is looking for a way to gain competitive advantage, and many have been successful in using strategic information systems to assist them in achieving it. The important point to remember is that competitive advantage doesn’t last forever. Arie de Geus, head of strategic planning for Royal Dutch Shell, thinks there may be one way to sustain it, however: “The ability to learn faster than your competitors may be the only sustainable competitive advantage in the future.”Building a The driving force behind world economic growth has changed from manufacturing vol- ume to improving customer value. As a result, the key success factor for many firms isCustomer- maximizing customer value .Focused For many companies, the chief business value of becoming a customer-focused busi-Business ness lies in its ability to help them keep customers loyal, anticipate their future needs, respond to customer concerns, and provide top-quality customer service. This strate- gic focus on customer value recognizes that quality, rather than price, has become the primary determinant in a customer’s perception of value. Companies that consistently offer the best value from the customer’s perspective are those that keep track of their customers’ individual preferences; keep up with market trends; supply products, ser- vices, and information anytime, anywhere; and provide customer services tailored to individual needs . So Internet technologies have created a strategic opportunity for companies, large and small, to offer fast, responsive, high-quality products and services tailored to individual customer preferences. Internet technologies can make customers the focal point of customer relationship management (CRM) and other e-business applications. CRM systems and Internet, intranet, and extranet websites create new channels for interactive communications
50 ● Module I / Foundation Concepts within a company, with customers, and with the suppliers, business partners, and others in the external environment. This enables continual interaction with customers by most business functions and encourages cross-functional collaboration with cus- tomers in product development, marketing, delivery, service, and technical support . We will discuss CRM systems in Chapter XX. Typically, customers use the Internet to ask questions, lodge complaints, evaluate products, request support, and make and track their purchases. Using the Internet and corporate intranets, specialists in business functions throughout the enterprise can contribute to an effective response. This encourages the creation of cross-functional discussion groups and problem-solving teams dedicated to customer involvement, ser- vice, and support. Even the Internet and extranet links to suppliers and business part- ners can be used to enlist them in a way of doing business that ensures prompt delivery of quality components and services to meet a company’s commitments to its cus- tomers . This is how a business demonstrates its focus on customer value. Figure 2.6 illustrates the interrelationships in a customer-focused business. In- tranets, extranets, e-commerce websites, and Web-enabled internal business processes form the invisible IT platform that supports this e-business model. This enables the business to focus on targeting the kinds of customers it really wants, and on “owning” the customer’s total business experience with the company. A successful businessFIGURE 2.6 How a customer-focused business builds customer value and loyalty usingInternet technologies. Let customers Let customers place orders place orders directly through distribution partners Internet Internet Extranets Build a customer database segmented by preferences and profitability Transaction Database Customer Database Link employees and distribution partners to databases and Give all customers employees Let customers Make loyal Intranets a complete check order customers feel Extranets view of each history and special with delivery status customer website Intranets personalization Internet Build a Web community of customers, employees, and partners
Chapter 2 / Competing with Information Technology ● 51 streamlines all business processes that impact their customers, and develops customer management relationship systems that provide its employees with a complete view of each customer, so they have the information they need to offer their customers top- quality personalized service. A customer-focused business helps their e-commerce cus- tomers to help themselves, while also helping them do their jobs. Finally, a successful business nurtures an online community of customers, employees, and business part- ners that builds great customer loyalty, while fostering cooperation to provide an out- standing customer experience . Let’s review a real world example.Hilton Hotels: Hilton Hotels, via Carrolton, Texas-based Hilton Reservations Worldwide (HRW),e-Business with prides itself in having one of the fastest reservation services in the world. For the more than 2,400 hotels located in 65 countries worldwide, HRW handles morethe Customer than 31 million calls and generates more than 9 million reservations annually.in Mind Despite this incredible volume, the average time to complete a reservation is less than two minutes. This high level of efficiency and customer service is the direct result of Hilton’s innovative application of information technology. Here’s how the system works: When a call comes in to HRW, the Dialed Num- ber Identification Services (DNIS) immediately identifies the Hilton brand the cus- tomer is calling. The call is then passed to a reservation specialist for that brand, who uses Hilton’s reservation front-end client to assist in locating the hotel brand reservation and room availability information. This information is immediately displayed on the reservation specialist’s desktop as the call is being transferred. If accommodations are not available for the caller’s choice of hotel, the specialist can click an onscreen button to start a search of other reservation databases. Within seconds, the reservation specialist can cross-sell an alternate Hilton property. Innovative applications of IT have also been used to completely automate spe- cific portions of the reservation system, further enabling agents to handle addi- tional transactions and reducing the time and agent expense associated with each call. This is where the interactive voice response (IVR) system enters the picture. Once an agent books the reservation, the customer is transferred to the IVR sys- tem. The IVR reads back and confirms the customer’s reservation information, freeing the reservation specialist for the next customer. Callers can select their next option from the IVR—including being transferred back to an agent if required—or hang up to complete the transaction. Hilton has also streamlined the reservation process for those who wish to use their Hilton.com website. Frequent guests have services automatically tailored to their last visit, and meeting planners access the website for group reservations and floor plans of venues. The Hilton website is designed for multiple customer seg- ments as part of Hilton’s direct-to-customer business model. Every customer segment—the business traveler, the tourist, the meeting planner, and the travel agent—has been accommodated. To implement this e-business initiative, Hilton integrates workflows, reservation system, call centers, and business process with the common goal of obtaining more finely segmented customer data [16, 30].The Value Let’s look at another important concept that can help you identify opportunities for strategic information systems. The value chain concept was developed by MichaelChain and Porter  and is illustrated in Figure 2.7. It views a firm as a series, chain, or networkStrategic IS of basic activities that add value to its products and services, and thus add a margin of value both to the firm and its customers. In the value chain conceptual framework, some business activities are primary processes; others are support processes. Primary processes are those business activities that are directly related to the manufacturing of
52 ● Module I / Foundation ConceptsFIGURE 2.7 The value chain of a firm. Note the examples of the variety of strategic information systems that canbe applied to a firm’s basic business processes for competitive advantage. Administrative Coordination and Support Services Collaborative Workflow Intranet Human Resources Management Support Employee Benefits IntranetProcesses Technology Development Product Development Extranet with Partners Procurement of Resources e-Commerce Web Portals for Suppliers Competitive Advantage Inbound Outbound Marketing and Customer Logistics Operations Logistics Sales Service Primary Automated Computer- Online CustomerBusiness Just-in-Time Aided Point-of-Sale Targeted RelationshipProcesses Warehousing Flexible and Marketing Management Manufacturing Order Processing products or the delivering of services to the customer. In contrast, support processes are those business activities that help support the day-to-day running of the business and that indirectly contribute to the products or services of the organization. This frame- work can highlight where competitive strategies can best be applied in a business. That is, managers and business professionals should try to develop a variety of strategic uses of Internet and other technologies for those basic processes that add the most value to a company’s products or services, and thus to the overall business value of the company.Value Chain Figure 2.7 provides examples of how and where information technologies can be ap-Examples plied to basic business processes using the value chain framework. For example, the figure illustrates that collaborative workflow intranets can increase the communica- tions and collaboration required to dramatically improve administrative coordination and support services. An employee benefits intranet can help the human resources management function provide employees with easy self-service access to their benefits information. Extranets enable a company and its global business partners to use the Web to jointly design products and processes. Finally, e-commerce Web portals can dramatically improve procurement of resources by providing online marketplaces for a firm’s suppliers. Examples of strategic applications of information systems technology to primary business processes are also identified by the value chain model in Figure 2.7. These include automated just-in-time warehousing systems to support inbound logistic processes involving storage of inventory, computer-aided flexible manufacturing systems for manufacturing operations, and online point-of-sale and order processing systems to improve outbound logistics processes that process customer orders. Infor- mation systems can also support marketing and sales processes by developing an inter- active targeted marketing capability on the Internet and the Web. Finally, customer service can be dramatically improved by a coordinated and integrated customer rela- tionship management system. Thus, the value chain concept can help you identify where and how to apply the strategic capabilities of information technology. It shows how various types of infor- mation technologies might be applied to specific business processes to help a firm gain competitive advantages in the marketplace.
Chapter 2 / Competing with Information Technology ● 53 SECTION II Using Information Technology for Strategic AdvantageStrategic Uses Organizations may view and use information technology in many ways. For example, companies may choose to use information systems strategically, or they may be con-of IT tent to use IT to support efficient everyday operations. But if a company emphasized strategic business uses of information technology, its management would view IT as a major competitive differentiator. They would then devise business strategies that would use IT to develop products, services, and capabilities that would give the com- pany major advantages in the markets in which it competes. In this section, we will provide many examples of such strategic business applications of information technol- ogy. See Figure 2.8. Read the Real World Case about the strategic importance of knowledge manage- ment systems. We can learn a lot about the competitive advantage gained through knowledge management systems.Reengineering One of the most important implementations of competitive strategies is business process reengineering (BPR), most often simply called reengineering. ReengineeringBusiness is a fundamental rethinking and radical redesign of business processes to achieve dra-Processes matic improvements in cost, quality, speed, and service. So BPR combines a strategy of promoting business innovation with a strategy of making major improvements to business processes so that a company can become a much stronger and more successful competitor in the marketplace. However, Figure 2.9 points out that while the potential payback of reengineering is high, so is its risk of failure and level of disruption to the organizational environment . Making radical changes to business processes to dramatically improve efficiency and effectiveness is not an easy task. For example, many companies have used cross- functional enterprise resource planning (ERP) software to reengineer, automate, and integrate their manufacturing, distribution, finance, and human resource business processes. While many companies have reported impressive gains with such ERP reengineering projects, many others have experienced dramatic failures or have failed to achieve the improvements they sought (as we saw in the Real World Examples in Chapter 1). Many companies have found that organizational redesign approaches are an impor- tant enabler of reengineering, along with the use of information technology. For example, one common approach is the use of self-directed cross-functional or multi- disciplinary process teams. Employees from several departments or specialties including engineering, marketing, customer service, and manufacturing may work as a team on the product development process. Another example is the use of case managers, who handle almost all tasks in a business process, instead of splitting tasks among many different specialists.The Role of Information technology plays a major role in reengineering most business processes.Information The speed, information processing capabilities, and connectivity of computers and In-Technology ternet technologies can substantially increase the efficiency of business processes, as well as communications and collaboration among the people responsible for their operation and management. For example, the order management process illustrated in Figure 2.10 is vital to the success of most companies . Many of them are reengi- neering this process with enterprise resource planning software and Web-enabled electronic business and commerce systems, as outlined in Figure 2.11. Let’s take a look at an example.
54 ● Module I / Foundation Concepts 2REAL WORLD The U.S. Department of Commerce: Using IT to Tap Experts’ Know-How CASE through Knowledge ManagementT he U.S. government is using basic knowledge man- agement techniques to offer timely and valuable advice about how to do business abroad. At the Department of Commerce (DoC), a commercialservice called the DOC Insider is adopting technology ment of its mandate to help U.S. businesses compete abroad. “We have a dispersed, worldwide organization with pockets of information everywhere,” she says. The DOC Insider’s aim is to help U.S. companies do things such as perform in- ternational market research or locate overseas partners. “Wefor knowledge capture and management from Bellevue, want to sit down and make sure you’ve identified a goodWashington-based AskMe Corp. The service uses the market and that you are export-ready,” she says.technology to accelerate the counseling it offers to U.S. Each trade expert accesses the knowledge network viacompanies seeking to engage in international trade. Key the Web and answers those questions assigned to him or her.capabilities of the AskMe system include automated best “That way, we’re able to identify the people and the re-practices, automatic experts’ profile creation, addition of sources to help clients solve problems,” says McCall.numerous methods for accessing and delivering knowl- Before selecting AskMe, McCall reviewed the depart-edge, integrated real-time collaborative services, and com- ment’s business processes to see where the gaps in informa-prehensive analytic capabilities. tion counseling existed. “We have a handful of trade The DOC Insider has been using Web-based technol- specialists who know everything about export documenta-ogy to create a knowledge network connecting its 100 offices tion, for example,” says McCall. “But if they’re located inin the United States, another 150 in 80 countries overseas, Minnesota and you weren’t in their local office, you’d neverand a group of approximately 1,700 U.S. trade specialists know they existed.”who have expertise in what it takes to succeed abroad. These Now these experts can post answers according to differ-specialists can tell you what trade show to attend if you’re in- ent subject categories, upload documents, or even directterested in selling medical equipment in Germany, what pa- businesses to specialized publications online. The informa-pers to file if you’re trying to expand your software business tion is reusable and is in an ever-expanding database. Byinto Japan, what local laws must be considered if you’re con- mid-2004, over 1,200 people had used the system so far, sav-sidering moving your global call centers to Bangladesh, or ing about 750 hours of repetitive work. There’s also a re-who your competition is likely to be if you want to sell your porting tool that managers can use to track the technology’sline of automobile accessories in the Pacific Rim. return on investment and to identify topics that are popular In the past, there was no way to organize what these ex- so they can beef up their expertise in those areas.perts knew, or even how to get in touch with them once they Here’s an example of how the system works. On a Tuesdaywere identified. afternoon in May 2004, Brad Anderson, an international Laura McCall, program manager for the DOC Insider, trade specialist for the U.S. Commercial Service division atsays using AskMe’s system is part of the department’s fulfill- the Department of Commerce, found himself stumped. A U.S.-based software company called with a question, and heFIGURE 2.8 didn’t know what to advise. The company wanted to close a deal with a customer in Poland, but the buyer wanted to charge the U.S. company a 20 percent withholding tax, a tax it attributed to Poland’s recent admission into the European Union. Was the tax legitimate? To find out, Anderson turned to the DOC Insider. After typing in his question, Anderson first found some documents that were related to his query, but they didn’t explain the EU tax code completely. Anderson next asked the system to search the 1,700-strong Commercial Service for a real “live” expert, and, within seconds, he was given a list of 80 people in the department who might be able to help him. He chose the six people he felt were most qualified and then forwarded his query. Before the DOC Insider was in place, Anderson says, it would have taken him about three days to find an answer to Modern organizations realize that treating their the same question. “You’d have to make a million phone calls information as a valuable resource serves to and deal with time zones,” he says. Thanks to the expertise facilitate the sharing and management of location system, however, he had three responses within knowledge. minutes, a complete answer within an hour, and the sale went through the following morning. Anderson estimatesSource: R. W. Jones/Corbis.
56 ● Module I / Foundation ConceptsFIGURE 2.9 Business Business ProcessSome of the key ways Improvement Reengineeringthat business processreengineering differs from Level of Change Incremental Radicalbusiness improvement. Process Improved new Brand-new process Change version of process Starting Point Existing processes Clean slate Frequency of One-time or Periodic one-time Change continuous change Time Required Short Long Typical Scope Narrow, within Broad, cross functions functional Horizon Past and present Future Participation Bottom-up Top-down Path to Cultural Cultural, Execution structural Primary Enabler Statistical control Information technology Risk Moderate High Source: Adapted from Howard Smith and Peter Fingar, Business Process Management: The Third Wave (Tampa, FL: Meghan-Kiffer Press, 2003), p. 118. Agilent The good news is that the ERP system at Agilent Technologies Inc. (www.agilent. Technologies: com) is stable. The bad news is their system got that way via a rocky ERP reengi- neering project that cost the company $105 million in revenue and $70 million in Bad News Leads profits. To make matters worse, the losses incurred were due to just one week’s lost to Good News production. In mid-August 2002, the multinational communications and life sciences com- pany, formerly a part of Hewlett-Packard Co., said problems with the ERP compo- nents in Oracle’s newly installed e-Business Suite software froze production for the equivalent of a week, leading to the massive losses. Now complete, the new system will handle about half of the company’s worldwide production of test, measure- ment, and monitoring products and almost all of its financial operations, as well as functions such as order handling and shipping. The new ERP system at Agilent has enabled simplification and standardization of processes across the entire company. Real-time information about inventory and order status, easier-to-understand invoicing and pricing, and improved visibility on product delivery lead time are just some of the benefits being realized by Agilent customers, suppliers, and vendors [1, 29].FIGURE 2.10 The order management process consists of several business processes and crosses the boundaries oftraditional business functions.Business Credit Proposal Commitment Configuration Delivery Billing CollectionsProcesses CheckingBusinessFunctions Sales Manufacturing Finance Logistics
Chapter 2 / Competing with Information Technology ● 57FIGURE 2.11 Reengineering Order ManagementExamples of informationtechnologies that support • Customer relationship management systems using corporate intranets and the Internet.reengineering the ordermanagement processes. • Supplier managed inventory systems using the Internet and extranets. • Cross-functional ERP software for integrating manufacturing, distribution, finance, and human resource processes. • Customer-accessible e-commerce websites for order entry, status checking, payment, and service. • Customer, product, and order status databases accessed via intranets and extranets by employees and suppliers.Becoming We are changing from a competitive environment in which mass-market products and services were standardized, long-lived, information-poor, and exchanged in one-timean Agile transactions, to an environment in which companies compete globally with niche marketCompany products and services that are individualized, short-lived, information-rich, and ex- changed on an ongoing basis with customers . Agility in business performance is the ability of a company to prosper in rapidly chang- ing, continually fragmenting global markets for high-quality, high-performance, customer-configured products and services. An agile company can make a profit in mar- kets with broad product ranges and short model lifetimes, and can produce orders indi- vidually and in arbitrary lot sizes. It supports mass customization by offering individualized products while maintaining high volumes of production. Agile companies depend heav- ily on Internet technologies to integrate and manage business processes, while providing the information processing power to treat masses of customers as individuals. To be an agile company, a business must implement four basic strategies. First, cus- tomers must perceive the products or services of an agile company as solutions to their individual problems. Thus, products can be priced based on their value as solutions, not on their cost to produce. Second, an agile company cooperates with customers, suppliers, and other companies, and even with their competitors. This allows a busi- ness to bring products to market as rapidly and cost-effectively as possible, no matter where resources are located or who owns them. Third, an agile company organizes so that it thrives on change and uncertainty. It uses flexible organizational structures keyed to the requirements of different and constantly changing customer opportuni- ties. Finally, an agile company leverages the impact of its people and the knowledge they possess. By nurturing an entrepreneurial spirit, an agile company provides pow- erful incentives for employee responsibility, adaptability, and innovation . Figure 2.12 summarizes another useful way to think about agility in business. This framework emphasizes the roles customers, business partners, and information tech- nology can play in developing and maintaining the strategic agility of a company. No- tice how information technology can enable a company to develop relationships with its customers in virtual communities that help it be an agile innovator. And as we will see repeatedly throughout this text, information technologies enable a company to partner with its suppliers, distributors, contract manufacturers, and others via collab- orative portals and other Web-based supply chain systems that significantly improve its agility in exploiting innovative business opportunities .Creating In today’s dynamic global business environment, forming a virtual company can be one of the most important strategic uses of information technology. A virtual companya Virtual (also called a virtual corporation or virtual organization) is an organization that usesCompany information technology to link people, organizations, assets, and ideas. Figure 2.13 illustrates that virtual companies typically form virtual workgroups and alliances with business partners that are interlinked by the Internet, intranets, and ex- tranets. Notice that this company has organized internally into clusters of process and
58 ● Module I / Foundation ConceptsFIGURE 2.12 How information technology can help a company be an agile competitor with the help ofcustomers and business partners. Type of Agility Description Role of IT Example Customer Ability to co-opt customers Technologies for building eBay customers are its de in the exploitation of inno- and enhancing virtual cus- facto product development vation opportunities tomer communities for team because they post an product design, feedback, average of 10,000 messages • As sources of innovation and testing each week to share tips, ideas point out glitches, and lobby for changes. • As cocreators of innovation • As users in testing ideas or helping other users learn about the idea Partnering Ability to leverage assets, Technologies facilitating in- Yahoo! has accomplished a knowledge, and competen- terfirm collaboration, such significant transformation cies of suppliers, distribu- as collaborative platforms of its service from a search tors, contract manufacturers, and portals, supply-chain engine into a portal by initi- and logistics providers in the systems, etc. ating numerous partner- exploration and exploitation ships to provide content and of innovation opportunities other media-related services from its website. Operational Ability to accomplish speed, Technologies for modular- Ingram Micro, a global accuracy, and cost economy ization and integration of wholesaler, has deployed an in the exploitation of inno- business processes integrated trading system vation opportunities allowing its customers and suppliers to connect directly to its procurement and ERP systems.Source: Adapted from V. Sambamurthy, Anandhi Bhaharadwaj, and Varun Grover. “Shaping Agility Through Digital Options:Reconceptualizing the Role of Information Technology in Contemporary Firms,” MIS Quarterly, June 2003, p. 246. cross-functional teams linked by intranets. It has also developed alliances and extranet links that form interenterprise information systems with suppliers, customers, subcon- tractors, and competitors. Thus, virtual companies create flexible and adaptable virtual workgroups and alliances keyed to exploit fast-changing business opportunities .Virtual Company Why are people forming virtual companies? Several major reasons stand out and areStrategies summarized in Figure 2.14. People and corporations are forming virtual companies as the best way to implement key business strategies and alliances that promise to ensure success in today’s turbulent business climate. For example, to quickly exploit a new market opportunity, a business may not have the time or resources to develop the manufacturing and distribution infrastructure, people competencies, and information technologies needed. Only by quickly forming a virtual company through a strategic alliance of all-star partners can it assemble the components it needs to provide a world-class solution for customers and capture the market opportunity. Of course, today, the Internet, intranets, extranets, and a variety of other Internet technologies are vital components in creating such successful solutions. Cisco Systems: Most people who have heard of Cisco Systems (www.cisco.com) would not be sur- Virtual prised to learn that Cisco is the world’s largest supplier of telecommunications products. What they may be surprised with, however, is the answer to the question Manufacturing “What does Cisco manufacture?” Answer: Absolutely nothing! Cisco sells solutions
Chapter 2 / Competing with Information Technology ● 59FIGURE 2.13 A virtual company uses the Internet, intranets, and extranets to form virtualworkgroups and to support alliances with business partners. Alliance with Subcontractors Boundary of FirmAlliance with Customer Responsea Major and Order-FulfillmentSupplier Teams Intranets Alliance with a Major Customer Extranets Manufacturing Teams Alliance with a Competitor Alliance with Cross- Engineering Who Provides Services That Small Suppliers Functional Teams Are Complementary Teams to their customers, but their products come from an innovative virtual manufactur- ing company arrangement with Jabil Circuit and Hamilton Standard, two large electronics suppliers and manufacturers. Let’s look at an example of how these three companies collaborate to bring a Cisco solution to market. An order placed for a Cisco product arrives simultaneously at Cisco in San Jose, California, and Jabil in St. Petersburg, Florida, via Cisco’s online ordering system. Jabil immediately starts to build the product by drawing parts from any or all of three on-site inventories: one owned by Jabil, one belonging to Cisco, and one owned and controlled by Hamilton Standard. When the manufacturing process is completed, the product is tested and checked against the order in St. Petersburg by computers in San Jose, then shipped directly to the customer by Jabil. The shipment triggers the gener- ation of a Cisco invoice sent to the customer and electronic bills from both Jabil and Hamilton Standard sent to Cisco in San Jose. Cisco’s virtual manufacturing company alliance with Jabil Circuit and Hamilton Standard gives them an agile, build-to-order capability in the fiercely competitive telecommunications equipment industry .FIGURE 2.14 Strategies of Virtual CompaniesThe basic businessstrategies of virtual • Share infrastructure and risk with alliance partners.companies. • Link complementary core competencies. • Reduce concept-to-cash time through sharing. • Increase facilities and market coverage. • Gain access to new markets and share market or customer loyalty. • Migrate from selling products to selling solutions.