1. The document discusses different types of information systems used in business including transaction processing systems, management information systems, decision support systems, enterprise resource planning systems, supply chain management systems, and customer relationship management systems.
2. It explains how information systems can enhance business processes by increasing efficiency, automating manual steps, enabling new processes, and supporting collaboration.
3. Key frameworks are presented including Michael Porter's value chain model for understanding how information systems can help firms achieve competitive advantage through primary and support business activities.
This presentation is about Management information system (MIS). It is a topic in Information Technology for Managers. It includes the meaning, definition, objectives , features, advantages and limitations and types of MIS
Contains everything a student needs to know about fundamentals of Management Information System. It is not an original work rather a useful presentation created by combining few other presentations.
E-business: How Businesses Use Information Systems. Used in MIS courses and WebConference.
Spanish: E-business = Negocios Globales. Tecnologias de Informacion en el Contexto Global
This presentation is about Management information system (MIS). It is a topic in Information Technology for Managers. It includes the meaning, definition, objectives , features, advantages and limitations and types of MIS
Contains everything a student needs to know about fundamentals of Management Information System. It is not an original work rather a useful presentation created by combining few other presentations.
E-business: How Businesses Use Information Systems. Used in MIS courses and WebConference.
Spanish: E-business = Negocios Globales. Tecnologias de Informacion en el Contexto Global
Lecture 1 accounting information system, an overviewHabib Ullah Qamar
An overview of M.Com Part 2 course of Accounting information system and e commerce of the university of the Punjab Lahore. Introduction to AIS, components, importance and functions of AIS
Enhancing Decision Making - Management Information SystemFaHaD .H. NooR
Problem: Chain retailers need to determine what products will sell at what prices at different locations
Solutions: Business analytics software to analyze patterns in sales data, create pricing profiles and buyer profiles for different regions, locales, even times of day
Senior managers:
Make many unstructured decisions
E.g. Should we enter a new market?
Middle managers:
Make more structured decisions but these may include unstructured components
E.g. Why is order fulfillment report showing decline in Lahore?
Operational managers, rank and file employees
Make more structured decisions
E.g. Does customer meet criteria for credit?
How to Grasp terminologies like Strategy and operation in basic level, and demonstrate this understanding in real life , i am taking the hand for how the strategy and operation should work together for safe and sustainable business run
Management Information System - MIS - ApplicationFaHaD .H. NooR
Management information system (MIS) refers to the processing of information through computers to manage and support managerial decisions within an organization. The concept may include systems termed transaction processing system, decision support system, expert system, or executive information system. The term is often used in the academic study of businesses and has connections with other areas, such as information systems, information technology, informatics, e-commerce and computer science; as a result, the term is used interchangeably with some of these areas.
Management information systems (plural) as an academic discipline studies people, technology, organizations, and the relationships among them.This definition relates specifically to "MIS" as a course of study in business schools. Many business schools (or colleges of business administration within universities) have an MIS department, alongside departments of accounting, finance, management, marketing, and may award degrees (at the undergraduate, master, and doctoral levels) in Management Information Systems.
MIS professionals help organizations to maximize the benefit from investments in personnel, equipment, and business processes.There are different areas of concentration with different duties and responsibilities in information system managers starting from the Chief information officer (CIOs), Chief technology officer (CTOs), IT directors and IT security managers. Chief information officers (CIOs) are responsible for the overall technology strategy of their organizations. Basically, they are more of the decision makers and action takers when it comes down to determining the technology or information goals of an organization and making sure the necessary planning to implement those goals is being met.
Chief technology officers (CTOs) are responsible for evaluating how new technology can help their organization. They usually recommend technological solutions to support the policies issued by the CIO.[2]
IT directors including MIS directors are in charge of both their organization's Information technology departments and the supervision of thereof. They are also in charge of implementing the policies chosen by the other top branches (CIOs, CTOs). It is their role to ensure the availability of data and network services by coordinating IT activities.
IT Security Managers oversee the network and security data as the title implies. They develop programs to offer information and awareness to their employees about security threats. This team is very important because they must keep up-to-date on IT security measures in order to be successful within their organization. Any security violations need to be investigated and supervised by this specific team.
Lecture 1 accounting information system, an overviewHabib Ullah Qamar
An overview of M.Com Part 2 course of Accounting information system and e commerce of the university of the Punjab Lahore. Introduction to AIS, components, importance and functions of AIS
Enhancing Decision Making - Management Information SystemFaHaD .H. NooR
Problem: Chain retailers need to determine what products will sell at what prices at different locations
Solutions: Business analytics software to analyze patterns in sales data, create pricing profiles and buyer profiles for different regions, locales, even times of day
Senior managers:
Make many unstructured decisions
E.g. Should we enter a new market?
Middle managers:
Make more structured decisions but these may include unstructured components
E.g. Why is order fulfillment report showing decline in Lahore?
Operational managers, rank and file employees
Make more structured decisions
E.g. Does customer meet criteria for credit?
How to Grasp terminologies like Strategy and operation in basic level, and demonstrate this understanding in real life , i am taking the hand for how the strategy and operation should work together for safe and sustainable business run
Management Information System - MIS - ApplicationFaHaD .H. NooR
Management information system (MIS) refers to the processing of information through computers to manage and support managerial decisions within an organization. The concept may include systems termed transaction processing system, decision support system, expert system, or executive information system. The term is often used in the academic study of businesses and has connections with other areas, such as information systems, information technology, informatics, e-commerce and computer science; as a result, the term is used interchangeably with some of these areas.
Management information systems (plural) as an academic discipline studies people, technology, organizations, and the relationships among them.This definition relates specifically to "MIS" as a course of study in business schools. Many business schools (or colleges of business administration within universities) have an MIS department, alongside departments of accounting, finance, management, marketing, and may award degrees (at the undergraduate, master, and doctoral levels) in Management Information Systems.
MIS professionals help organizations to maximize the benefit from investments in personnel, equipment, and business processes.There are different areas of concentration with different duties and responsibilities in information system managers starting from the Chief information officer (CIOs), Chief technology officer (CTOs), IT directors and IT security managers. Chief information officers (CIOs) are responsible for the overall technology strategy of their organizations. Basically, they are more of the decision makers and action takers when it comes down to determining the technology or information goals of an organization and making sure the necessary planning to implement those goals is being met.
Chief technology officers (CTOs) are responsible for evaluating how new technology can help their organization. They usually recommend technological solutions to support the policies issued by the CIO.[2]
IT directors including MIS directors are in charge of both their organization's Information technology departments and the supervision of thereof. They are also in charge of implementing the policies chosen by the other top branches (CIOs, CTOs). It is their role to ensure the availability of data and network services by coordinating IT activities.
IT Security Managers oversee the network and security data as the title implies. They develop programs to offer information and awareness to their employees about security threats. This team is very important because they must keep up-to-date on IT security measures in order to be successful within their organization. Any security violations need to be investigated and supervised by this specific team.
Student Presentation - Social Media & E-Commerce (Groupon) / BCO-216Raymond Gao
Student Analysis of Social Media & E-Commerce Company (Groupon):
Felix Turck, Dayana Dikanbayeva, Olessya Shkuropatova, Alex Blum, Jamila Ibrahimli, Maximilian Eisermann, Danny Ludy
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My presentation to AGBC (American German Business Club) on Cloud Computing and Social Causes. How doing non-profit work helps finding and validates Use Cases, the heart of any application, business venture, etc.
Building Social Enterprise with Ruby and SalesforceRaymond Gao
This was my presentation at the Oct 4th, Dallas Ruby Brigade night. It covers Lean Methodology and using DatabaseDotCom and Ruby
Source Code
https://github.com/raygao/DallasRubyPresentation
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2. Agenda
• (1st half)
– Digital Company & Business Processes
– Value Chain
– Types of Information Systems
• (2nd half)
– Organization and Strategy
– Porter’s 5 Forces Model (Competition Analysis)
3. Companies and Their Business Processes*
• Usually, Companies have a set of Standardized Business Processes to support their Operations.
• Value Chain is a set (chain) of Business Processes (Routine Activities) for a company’s Value Creation Activities.
From a business perspective, information systems are part of a series of value-adding activities for acquiring,
transforming, and distributing information that managers can use to improve decision making, enhance
organizational performance, and, ultimately, increase firm profitability.
4. Perspectives about Value Chain
• Business information value chain
– Raw data acquired and transformed through stages that add value to that information
– Value of information system determined in part by extent to which it leads to better decisions, greater
efficiency, and higher profits
• Business perspective:
– Calls attention to organizational and managerial nature of information systems
5. Business Processes and Information Systems*
• Business processes:
– Flows of material, information, knowledge
– Sets of activities, steps
– May be tied to functional area or be cross-functional
• Businesses: Can be seen as collection of business processes
• Business processes may be assets (correct) or liabilities (incorrect).
6. Business Processes and Information Systems
• Examples of functional business processes
– Manufacturing and production
• Assembling the product
– Sales and marketing
• Identifying customers
– Finance and accounting
• Creating financial statements
– Human resources
• Hiring employees
7. Fulfilling a customer order involves a complex set of steps that requires the close coordination of the sales,
accounting, and manufacturing functions.
FIGURE 2-1
The Order Fulfillment Process
8. Business Processes and Information Systems
• Information technology enhances business processes by:
– Increasing efficiency of existing processes
• Automating steps that were manual
– Enabling entirely new processes
• Change flow of information
• Replace sequential steps with parallel steps
• Eliminate delays in decision making
• Support new business models
10. 1. Types of Information Systems
• Transaction processing systems (TPS)
– Serve operational managers and staff
– Perform and record daily routine transactions necessary to conduct business
• Examples: sales order entry, payroll, shipping
– Allow managers to monitor status of operations and relations with external environment
– Serve predefined, structured goals and decision making
11. A TPS for payroll processing
captures employee payment
transaction data (such as a time
card). System outputs include
online and hard-copy reports
for management and employee
paychecks.
FIGURE 2-2
A Payroll TPS
12. • Business intelligence
2. Types of Information Systems
– Data and software tools for organizing and analyzing data
– Used to help managers and users make improved decisions
• Business intelligence systems (BI)
– Management information systems (MIS) - 2.1
– Decision support systems (DSS) - 2.2
– Executive support systems (ESS) - 2.3
13. 2.1 Types of Information Systems
• Management information systems (MIS)
– Serve middle management
– Provide reports on firm’s current performance, based on data from TPS
– Provide answers to routine questions with predefined procedure for answering them
– Typically have little analytic capability
14. In the system illustrated by this diagram, three TPS supply summarized transaction data to the MIS reporting
system at the end of the time period. Managers gain access to the organizational data through the MIS, which
provides them with the appropriate reports.
FIGURE 2-3
How MIS Obtain Their Data from the Organization’s TPS
15. Sample MIS Report
This report, showing summarized annual FIGURE 2-4 sales data, was produced by the MIS in Figure 2-3.
16. 2.2 Types of Information Systems
• Decision support systems (DSS)
– Serve middle management
– Support non-routine decision making
• Example: What is the impact on production schedule if December sales doubled?
– May use external information as well TPS / MIS data
– Model driven DSS
• Voyage-estimating systems (Logistic Companies, remember UPS, FedEx, DHL, Maersk, ...)
– Data driven DSS
• Intrawest’s marketing analysis systems
17. This DSS operates on a powerful PC. It is used daily by managers who must develop bids on shipping
contracts.
FIGURE 2-5
Voyage-Estimating Decision Support System
18. • Executive support systems (ESS)
2.3 Types of Information Systems
– Support senior management
– Address non-routine decisions
• Requiring judgment, evaluation, and insight
– Incorporate data about external events (e.g. new tax laws or competitors) as well as summarized
information from internal MIS and DSS
– Example: Digital dashboard with real-time view of firm’s financial performance: working capital, accounts
receivable, accounts payable, cash flow, and inventory
19. 3. Types of Information Systems
• Enterprise applications (EAs)
– Systems for linking the enterprise
– Span functional areas
– Execute business processes across firm
– Include all levels of management
– Major Enterprise application categories:*
• Enterprise systems (ERP & Custom Applications) - 3.1
• Supply chain management systems (SCM) - 3.2
• Customer relationship management systems (CRM) - 3.3
• Knowledge management systems (KMS) - 3.4
20. Enterprise applications
automate processes that span
multiple business functions and
organizational levels and may
extend outside the
oFrIgGanUiRzaEti o2n-6.
Enterprise Application Architecture
21. 3.1 Types of Information Systems
• Enterprise systems (ERP & Custom Applications)
– Collects data from different firm functions and stores data in single central data repository
– Resolves problem of fragmented data
– Enable:
• Coordination of daily activities
• Efficient response to customer orders (production, inventory)
• Help managers make decisions about daily operations and longer-term planning
22. 3.2 Types of Information Systems
• Supply chain management (SCM) systems
– Manage firm’s relationships with suppliers
– Share information about:
• Orders, production, inventory levels, delivery of products and services
– Goal:
• Right amount of products to destination with least amount of time and lowest cost
23. 3.3 Types of Information Systems
• Customer relationship management systems: (CRM)
– Provide information to coordinate all of the business processes that deal with customers
• Sales
• Marketing
• Customer service
– Helps firms identify, attract, and retain most profitable customers
24. 3.4 Types of Information Systems
• Knowledge management systems (KMS)
– Support processes for capturing and applying knowledge and expertise
• How to create, produce, deliver products and services
– Collect internal knowledge and experience within firm and make it available to employees
– Link to external sources of knowledge
25. 4. Types of Information Systems
• Also used to increase integration and expedite the flow of information
– Intranets:
• Internal company Web sites accessible only by employees
– Extranets:
• Company Web sites accessible externally only to vendors and suppliers
• Often used to coordinate supply chain
26. • E-business
5. Types of Information Systems
– Use of digital technology and Internet to drive major business processes
• E-commerce
– Subset of e-business
– Buying and selling goods and services through Internet
• E-government:
– Using Internet technology to deliver information and services to citizens, employees, and businesses
28. • Collaboration:
Systems for Collaboration and Teamwork
– Short-lived or long-term
– Informal or formal (teams)
• Growing importance of collaboration:
– Changing nature of work
– Growth of professional work—“interaction jobs”
– Changing organization of the firm
– Changing scope of the firm
– Emphasis on innovation
– Changing culture of work
29. • Social business
Systems for Collaboration and Teamwork
– Use of social networking platforms, internal and external
– Engage employees, customers, and suppliers
– Goal is to deepen interactions and expedite information sharing
– “Conversations”
– Requires information transparency
• Driving the exchange of information without intervention from executives or others
30. Systems for Collaboration and Teamwork
• Business benefits of collaboration and teamwork
– Investments in collaboration technology can bring organization improvements, returning high ROI
– Benefits:
• Productivity
• Quality
• Innovation
• Customer service
• Financial performance
– Profitability, sales, sales growth
31. Successful collaboration
requires an appropriate
organizational structure
and culture, along with
appropriate collaboration
technology.
FIGURE 2-7
Requirements for Collaboration
32. This figure provides examples
of systems for both primary
and support activities of a firm
and of its value partners that
can add a margin of value to a
firm’s products or services.
FIGURE 3-9
THE VALUE CHAIN MODEL*
33. Using Information Systems to Achieve Competitive Advantage
• Value chain model
– Firm as series of activities that add value to products or services
– Highlights activities where competitive strategies can best be applied
• Primary activities vs. support activities
– At each stage, determine how information systems can improve operational efficiency and improve
customer and supplier intimacy
– Utilize benchmarking, industry best practices
35. THE TWO-WAY RELATIONSHIP BETWEEN ORGANIZATIONS AND INFORMATION TECHNOLOGY
This complex two-way
relationship is mediated by
many factors, not the least of
which are the decisions
made—or not made—by
managers. Other factors
mediating the relationship
include the organizational
culture, structure, politics,
business processes, and
environment.
FIGURE 3-1
36. Organizations and Information Systems
• What is an organization?
– Technical definition:
• Formal social structure that processes resources from environment to produce outputs
• A formal legal entity with internal rules and procedures, as well as a social structure
– Behavioral definition:
• A collection of rights, privileges, obligations, and responsibilities that is delicately balanced over a
period of time through conflict and conflict resolution
37. In the microeconomic definition of organizations, capital and labor (the primary production factors
provided by the environment) are transformed by the firm through the production process into
products and services (outputs to the environment). The products and services are consumed by the
environment, which supplies additional capital and labor as inputs in the feedback loop.
FIGURE 3-2
THE TECHNICAL MICROECONOMIC DEFINITION OF THE ORGANIZATION
38. ROUTINES, BUSINESS PROCESSES, AND FIRMS
All organizations are
composed of individual
routines and behaviors, a
collection of which make up
a business process. A
collection of business
processes make up the
business firm. New
information system
applications require that
individual routines and
business processes change
to achieve high levels of
organizational performance.
FIGURE 3-4
39. ENVIRONMENTS AND ORGANIZATIONS HAVE A RECIPROCAL RELATIONSHIP
Environments shape what organizations can do, but organizations can influence their environments and decide
to change environments altogether. Information technology plays a critical role in helping organizations
perceive environmental change and in helping organizations act on their environment.
FIGURE 3-5
40. Information systems can reduce
the number of levels in an
organization by providing
managers with information to
supervise larger numbers of
workers and by giving lower-level
employees more decision-making
authority.
FIGURE 3-6
FLATTENING ORGANIZATIONS
41. How Information Systems Impact Organizations and Business Firms
• Organizational resistance to change
– Information systems become bound up in organizational politics because they influence access to a key
resource—information.
– Information systems potentially change an organization’s structure, culture, politics, and work.
– Most common reason for failure of large projects is due to organizational and political resistance to
change.
42. Implementing information
systems has consequences for
task arrangements, structures,
and people. According to this
model, to implement change,
all four components must be
changed simultaneously.
FIGURE 3-7
ORGANIZATIONAL RESISTANCE AND THE MUTUALLY ADJUSTING
RELATIONSHIP BETWEEN TECHNOLOGY AND THE ORGANIZATION
43. In Porter’s competitive forces model, the strategic position of the firm and its strategies are determined not
only by competition with its traditional direct competitors but also by four other forces in the industry’s
environment: new market entrants, substitute products, customers, and suppliers.
FIGURE 3-8
PORTER’S COMPETITIVE FORCES MODEL*
44. Using Information Systems to Achieve Competitive Advantage
• Traditional competitors (Intra-Industry)
– All firms share market space with competitors who are continuously devising new products, services,
efficiencies, and switching costs.
• New market entrants
– Some industries have high barriers to entry, for example, computer chip business.
– New companies have new equipment, younger workers, but little brand recognition.
45. Using Information Systems to Achieve Competitive Advantage
• Substitute products and services
– Substitutes customers might use if your prices become too high, for example, iTunes substitutes for CDs
• Customers
– Can customers easily switch to competitor’s products? Can they force businesses to compete on price alone
in transparent marketplace?
• Suppliers
– Market power of suppliers when firm cannot raise prices as fast as suppliers
46. Porter’s 5 Force Model for
3D Printing Industry
Internal Rivalry
Intense Competition:
- Major Players (3 leading
firms)
- Specialist Players with
Expertise & Know-hows
Suppliers
Mediated Risks:
3D printing uses commodity
substances as raw material.
But, Printers are assembled
from highly specialized
components, supplied by
limited number of vendors.
New Entrants
Prominent Threats:
- 2DP Manufacturers
- Korean Tech companies
- Software Companies
- Startups (i.e. Crowd
Funding)
Customers
Significant Pressure:
Industrial 3DP Customers
have concentrated power,
because they are few and
large. Moreover, firms, like
GE, have their own 3DP R&D
centers & know-hows.
Substitutes
Muted Threat:
3DP is a new technology. It
takes a number of years to
prove, that other technologies
(i.e. Laser Origami) are valid
alternatives.
47. Using Information Systems to Achieve Competitive Advantage*
Four generic strategies for dealing with competitive forces, enabled by using IT:
1. Low-cost leadership
2. Product differentiation
3. Focus on market niche
4. Strengthen customer and supplier intimacy
48. Using Information Systems to Achieve Competitive Advantage
• Low-cost leadership*
– Produce products and services at a lower price than competitors
– Example: Wal-Mart’s efficient customer response system
• Product differentiation*
– Enable new products or services, greatly change customer convenience and experience
– Example: Google, Nike, Apple
– Mass customization
49. Using Information Systems to Achieve Competitive Advantage
• Focus on market niche*
– Use information systems to enable a focused strategy on a single market niche; specialize
– Example: Hilton Hotels’ OnQ system
• Strengthen customer and supplier intimacy*
– Use information systems to develop strong ties and loyalty with customers and suppliers
– Increase switching costs
– Example: Netflix, Amazon
50. The value web is a networked
system that can synchronize the
value chains of business
partners within an industry to
respond rapidly to changes in
supply and demand.
FIGURE 3-10
THE VALUE WEB
51. Barnes & Noble (B&N)
1. What are the 5 forces shaping the book publishing & retailing industry?
2. How is B&N positioned in this industry?
3. What is B&N doing, to change its business model?
4. Will B&N’s strategy be successful?
5. What will you do, if you are the CIO?