This document discusses Rosenbluth International, a global travel agency that implemented two strategies to respond to changes in its industry: withdrawing from leisure travel and implementing web-based travel technology. It developed several innovative web applications and a networked infrastructure to better serve customers globally. The document emphasizes that large investments in web-based IT are important for gaining competitive advantages like superior customer service in a globally competitive environment.
CIT 3122 Strategic Info Systems Lecture 2 - 2021.pptanthonywanjohi5
This document discusses strategic information systems and how they can provide competitive advantage. It defines strategic information systems as those that support or shape a business unit's competitive strategy by improving processes, products or relationships to gain an edge over competitors. Porter's value chain and five forces models are presented as frameworks to analyze an organization's strategy and how information systems can positively impact different forces like new entrants, supplier/buyer power, and competition. Specific strategies are listed like differentiation, cost leadership and innovation that can be supported by information technology implementations.
The document discusses sources of competitive advantage and how to sustain them. It identifies four main sources: structural advantage through economies of scale; strong frontline execution; insight and foresight to anticipate changes; and lower costs. It also discusses differentiation and analyzing value chains to understand customer needs and find unique ways to meet them better than competitors. Sustaining advantage requires designing strategy for robustness against threats like imitation and substitution, and having an agile organization that can learn and adapt over time.
The document discusses several key aspects of operations strategy:
1) It defines operations strategy as the intersection of performance objectives (e.g. quality, cost) and operations decisions areas (e.g. capacity, supply network).
2) It explains the three levels of operations strategy - fit, sustainability, and risk. Fit refers to aligning resources with market requirements. Sustainability is developing a competitive advantage. Risk considers the impact of uncertainty.
3) It provides an example of a polar diagram that illustrates the relative importance of different performance objectives for current and new products at a medical company. This helps analyze strategic fit and gaps.
The document provides an overview of key concepts in operations management, including:
1) Defining operations management as the management of converting inputs to outputs using transformation processes.
2) Exploring the performance objectives of quality, speed, flexibility, reliability, and cost that drive operational configuration.
3) Introducing the concept of core competencies that provide competitive advantages.
4) Viewing operations strategically by aligning market requirements with operational capabilities and resources.
5) Discussing frameworks for operational improvement and achieving sustainable fit between markets and operations.
The document provides an overview of conducting a situation analysis for developing a company's strategy. It discusses assessing the industry structure using Porter's five forces model. It also covers analyzing competitors, customers, and a company's core capabilities to understand the environment and lay the foundation for strategy development.
The document provides an overview of conducting a situation analysis for developing a company's strategy. It discusses analyzing the industry structure using Porter's five forces model. It also covers understanding competitors, customers, and a company's core capabilities to assess the forces shaping the industry and lay the foundation for strategy development.
IT creates applications that provide strategic advantages to companies
IT is a competitive weapon
IT supports strategic change, e.g, re-engineering
IT networks with business partners
IT provides cost reduction
IT provides competitive business intelligence
This document discusses an upcoming term project for a class. It provides details about emerging technology briefings that student teams will research and present on. It outlines the requirements for a 20 minute PowerPoint presentation and written report analyzing an emerging technology. It discusses selecting technologies from a provided list and analyzing aspects like the technology's value proposition, industry application and impact, development strategies, and limitations. The document also provides guidance on creating effective visuals for the presentation and contents to include in the written report, such as additional research findings and a bibliography.
CIT 3122 Strategic Info Systems Lecture 2 - 2021.pptanthonywanjohi5
This document discusses strategic information systems and how they can provide competitive advantage. It defines strategic information systems as those that support or shape a business unit's competitive strategy by improving processes, products or relationships to gain an edge over competitors. Porter's value chain and five forces models are presented as frameworks to analyze an organization's strategy and how information systems can positively impact different forces like new entrants, supplier/buyer power, and competition. Specific strategies are listed like differentiation, cost leadership and innovation that can be supported by information technology implementations.
The document discusses sources of competitive advantage and how to sustain them. It identifies four main sources: structural advantage through economies of scale; strong frontline execution; insight and foresight to anticipate changes; and lower costs. It also discusses differentiation and analyzing value chains to understand customer needs and find unique ways to meet them better than competitors. Sustaining advantage requires designing strategy for robustness against threats like imitation and substitution, and having an agile organization that can learn and adapt over time.
The document discusses several key aspects of operations strategy:
1) It defines operations strategy as the intersection of performance objectives (e.g. quality, cost) and operations decisions areas (e.g. capacity, supply network).
2) It explains the three levels of operations strategy - fit, sustainability, and risk. Fit refers to aligning resources with market requirements. Sustainability is developing a competitive advantage. Risk considers the impact of uncertainty.
3) It provides an example of a polar diagram that illustrates the relative importance of different performance objectives for current and new products at a medical company. This helps analyze strategic fit and gaps.
The document provides an overview of key concepts in operations management, including:
1) Defining operations management as the management of converting inputs to outputs using transformation processes.
2) Exploring the performance objectives of quality, speed, flexibility, reliability, and cost that drive operational configuration.
3) Introducing the concept of core competencies that provide competitive advantages.
4) Viewing operations strategically by aligning market requirements with operational capabilities and resources.
5) Discussing frameworks for operational improvement and achieving sustainable fit between markets and operations.
The document provides an overview of conducting a situation analysis for developing a company's strategy. It discusses assessing the industry structure using Porter's five forces model. It also covers analyzing competitors, customers, and a company's core capabilities to understand the environment and lay the foundation for strategy development.
The document provides an overview of conducting a situation analysis for developing a company's strategy. It discusses analyzing the industry structure using Porter's five forces model. It also covers understanding competitors, customers, and a company's core capabilities to assess the forces shaping the industry and lay the foundation for strategy development.
IT creates applications that provide strategic advantages to companies
IT is a competitive weapon
IT supports strategic change, e.g, re-engineering
IT networks with business partners
IT provides cost reduction
IT provides competitive business intelligence
This document discusses an upcoming term project for a class. It provides details about emerging technology briefings that student teams will research and present on. It outlines the requirements for a 20 minute PowerPoint presentation and written report analyzing an emerging technology. It discusses selecting technologies from a provided list and analyzing aspects like the technology's value proposition, industry application and impact, development strategies, and limitations. The document also provides guidance on creating effective visuals for the presentation and contents to include in the written report, such as additional research findings and a bibliography.
Value chain analysis was first suggested by Michael Porter in 1995 as a way to present how value is constructed for the end customer. It can be used to increase competitiveness, reduce costs, and improve market share, ultimately improving overall profitability. Value chain analysis involves examining a firm's internal costs and processes that differentiate its products or services from competitors, as well as vertical linkages along the entire supply chain from suppliers to end customers. Firms can use value chain analysis along with frameworks like industry structure analysis, core competencies analysis, and segmentation analysis to develop strategies to enhance competitiveness.
Levels of strategy exist at the corporate, SBU, and functional levels. Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. It is the dynamic process of realizing organizational strategic intent through strategies that are formulated, implemented, and controlled.
The strategic management process has four phases - establishing strategic intent, formulating strategies, implementing strategies, and evaluating strategies. Porter's five forces model analyzes industry competition and includes factors like rivalry, potential entrants, substitutes, suppliers, and buyers. Benchmarking identifies best practices from other organizations to improve performance. The triple bottom line expands performance measurement to include social and environmental impacts, not just financial measures.
The document discusses creativity and innovation, providing frameworks and processes to build capability and drive growth. It outlines an innovation model and roadmap, highlighting data sources, relationships, and how to use the DMAIC process for idea generation. Metrics and measures for innovation are also presented, including financial, project performance, process performance, and market launch indicators. The overall goal is to establish innovation as a core competency and strategic imperative.
The document discusses various frameworks for conducting internal analysis, including the resource-based view of the firm, value chain analysis, and SWOT analysis. The resource-based view examines a firm's unique bundle of tangible, intangible, and organizational resources. Value chain analysis divides a business into activities to better understand sources of competitive advantage. SWOT analysis assesses a firm's strengths, weaknesses, opportunities, and threats to develop effective strategies.
This document provides an overview of market analysis, including its goal and key dimensions to evaluate. It describes analyzing a market's size, growth rate, profitability, industry cost structure, distribution channels, trends, and key success factors. Specific analytical tools are discussed, such as Porter's five competitive forces, value chain model, and experience curve for understanding competitors and developing a cost advantage.
This document discusses strategic uses of information systems. It begins by explaining the need for a strategic perspective on IS and how IS can help redefine a company's business model, create new products and services, or transform existing processes. It then covers strategies and tactics for competitive markets, including competitive systems, forces, and analyzing a company's value chain for strategic opportunities. Specific examples of customer-oriented and supplier-oriented strategic systems are provided.
The document discusses analyzing a company's external environment using Porter's Five Forces model. It describes the microenvironment as internal and close forces like management, suppliers, and customers. The macroenvironment includes larger demographic, economic, natural, technological, cultural, and political/legal forces outside a company's control. Porter's Five Forces model assesses industry competition and profitability based on five forces: rivalry, potential new entrants, substitution threats, supplier power and buyer power.
The document discusses competitive intelligence gathering and provides a framework for understanding it. It defines competitive intelligence as business information used to manage risks from internal and external forces. The framework includes situational, organizational, and information dimensions to guide intelligence needs, sources, use, and results. It outlines the intelligence process of defining needs, collecting data, analyzing, disseminating, and reviewing. Various tools and techniques are also described like competitor analysis, market intelligence, and environmental assessment to support decision making. Finally, it discusses risks, opportunities, and developing an action plan to implement competitive intelligence.
Presentation provided as part of 3-day Entrepreneurship Program for MBA graduates of Manipur Institute of Management Studies, Manipur University (India) during Oct 27-29th, 2010.
The document discusses strategic analysis and choice for multi-business companies. It covers several portfolio approaches including the BCG growth-share matrix, industry attractiveness-business strength matrix, and market life cycle-competitive strength matrix. These approaches analyze a company's businesses across different dimensions to determine priorities and resource allocation. The document also discusses opportunities for value creation across businesses through synergies in areas like sales, distribution, manufacturing and R&D. Lastly, it outlines the role of the corporate parent in strategic analysis and provides questions to consider for diversification success.
Strategic Information Systems for Competitive Advantage-1.pptsantoshsahu622005
As the name suggests, there are two aspects to this business strategy. The “Focus” refers to when a company focuses on a niche market, either by industry or geography, and becomes the expert in delivering for that industry.
The document provides information about an upcoming guest speaker for an SIE 415 class on April 23, 2009. It outlines assignments due for the class, including questions for the guest speaker and a competitive analysis report. It then defines and discusses various competitive intelligence methods that can be used for the competitive analysis report, such as Porter's Five Forces analysis, PEST analysis, SWOT analysis, competitor profiling, and more.
Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.
This document discusses strategies for building sustainable competitive advantages for single-product businesses, including cost leadership, differentiation, speed, and market focus. It evaluates opportunities for these strategies based on skills, resources, and organizational requirements. Industries are discussed in terms of emerging, maturing, mature/declining, fragmented, and global settings. Grand strategies like diversification, integration, and joint ventures are presented as opportunities to build value. A strategic analysis and choice matrix models different strategies based on competitive position and market growth.
The document discusses competitive intelligence and provides guidance on developing an effective competitive intelligence program. It covers topics such as:
- The importance of minimizing threats from competitors and maximizing market opportunities.
- Following a disciplined process of information collection, analysis, and recommendations.
- Conducting benchmarking, SWOT analysis, and growth vector analysis to evaluate competitors.
- Developing key intelligence topics to guide strategic decision making.
- Implementing a competitive intelligence program can help improve planning, decision making, and strategy execution.
Intelligence 2.0 Keynote Presentation to the 1st China Competitive Intelligen...Arik Johnson
The document provides an overview of next generation priorities for competitive intelligence (CI) software. It discusses trends like increased organizational collaboration, corporate governance priorities around reliable earnings forecasts, and sustainable innovation. It outlines the traditional CI process and 12 key application areas. It also discusses tools for identifying strategic issues, key players, and early warnings through conducting interviews and developing integrated watch lists. The document emphasizes the importance of analysis in transforming data into useful intelligence to support better strategic, operational, and tactical decision-making.
This document discusses the role of information systems and technology in business strategy. It covers several key topics:
1) The evolution of IT from the mainframe era to today's network/wireless era.
2) How IT can provide strategic advantages like cost reduction, competitive intelligence, and supporting strategic change.
3) Porter's five forces model and how IT can impact competition by changing industry structure.
4) The importance of managing technology effectively for competitive advantage rather than just investing in technology.
5) Frameworks for analyzing IT strategy like Porter's value chain model and McFarlan's portfolio model.
This document discusses the importance of competitive intelligence (CI) for businesses. It provides an overview of CI processes and techniques including analyzing competitors, customers, technologies and the external environment. CI helps minimize threats and maximize opportunities. It is an important input for strategic decision making. The document emphasizes that CI requires collecting information from various sources, analyzing it to extract insights, and using those insights to make better strategic, operational and tactical decisions.
The document discusses the strategic role of information systems in business. It covers several topics:
1. The three primary uses of information systems are automation, organizational learning, and strategic support. IS can help businesses operate faster and more efficiently.
2. Porter's competitive forces model outlines five competitive forces that shape industry competition: rivalry, new entrants, substitutes, customer power, and supplier power. A strategic information system can help a business gain advantages through various competitive strategies.
3. Businesses are typically organized into functional units like human resources, finance, production, and marketing. Information systems support the activities and goals of each functional area.
The Competitive Intelligence Continuum - Taking Wisconsin to the WorldArik Johnson
The document discusses competitive intelligence and provides an overview of key concepts and processes. It defines competitive intelligence as a disciplined process of information collection and analysis to support better decision-making. It discusses trends like organizational acculturation and disruptive innovation. The document also outlines traditional competitive intelligence processes like identifying key intelligence topics, primary and secondary research, analysis techniques like SWOT and benchmarking, and how competitive intelligence supports strategic planning.
This document outlines the tasks and objectives for a student assignment on developing an education coaching system delivered through kiosk machines. The assignment involves 4 tasks: 1) Surveying existing kiosk types and designs; 2) Proposing an education coaching system with target users and organizational structure; 3) Designing a user interface prototype; and 4) Interviewing potential users about the prototype design. The overall goal is to deliver an information system for education via kiosk machines. Upon completing the tasks, students should be able to conclude how well their proposed system meets the assignment objectives and discuss challenges, lessons learned, and how the knowledge could be applied to future projects.
Here are some potential MIS solutions for the scenarios provided:
For the late orders issue, develop a tracking system to monitor order fulfillment from receipt to delivery. Set targets and alerts to address delays.
For the overwhelmed customer service team, implement an AI chatbot to handle common inquiries and complaints automatically via email/website. Route only complex issues to human agents to improve efficiency.
For long phone wait times, deploy an interactive voice response system with a virtual assistant to answer basic questions without needing an agent. Collect customer data to identify service gaps.
For budget planning, create a forecasting model to analyze past income trends and external factors to generate predictive revenue estimates for the coming year. Incorporate sensitivity analysis to plan for various
Value chain analysis was first suggested by Michael Porter in 1995 as a way to present how value is constructed for the end customer. It can be used to increase competitiveness, reduce costs, and improve market share, ultimately improving overall profitability. Value chain analysis involves examining a firm's internal costs and processes that differentiate its products or services from competitors, as well as vertical linkages along the entire supply chain from suppliers to end customers. Firms can use value chain analysis along with frameworks like industry structure analysis, core competencies analysis, and segmentation analysis to develop strategies to enhance competitiveness.
Levels of strategy exist at the corporate, SBU, and functional levels. Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. It is the dynamic process of realizing organizational strategic intent through strategies that are formulated, implemented, and controlled.
The strategic management process has four phases - establishing strategic intent, formulating strategies, implementing strategies, and evaluating strategies. Porter's five forces model analyzes industry competition and includes factors like rivalry, potential entrants, substitutes, suppliers, and buyers. Benchmarking identifies best practices from other organizations to improve performance. The triple bottom line expands performance measurement to include social and environmental impacts, not just financial measures.
The document discusses creativity and innovation, providing frameworks and processes to build capability and drive growth. It outlines an innovation model and roadmap, highlighting data sources, relationships, and how to use the DMAIC process for idea generation. Metrics and measures for innovation are also presented, including financial, project performance, process performance, and market launch indicators. The overall goal is to establish innovation as a core competency and strategic imperative.
The document discusses various frameworks for conducting internal analysis, including the resource-based view of the firm, value chain analysis, and SWOT analysis. The resource-based view examines a firm's unique bundle of tangible, intangible, and organizational resources. Value chain analysis divides a business into activities to better understand sources of competitive advantage. SWOT analysis assesses a firm's strengths, weaknesses, opportunities, and threats to develop effective strategies.
This document provides an overview of market analysis, including its goal and key dimensions to evaluate. It describes analyzing a market's size, growth rate, profitability, industry cost structure, distribution channels, trends, and key success factors. Specific analytical tools are discussed, such as Porter's five competitive forces, value chain model, and experience curve for understanding competitors and developing a cost advantage.
This document discusses strategic uses of information systems. It begins by explaining the need for a strategic perspective on IS and how IS can help redefine a company's business model, create new products and services, or transform existing processes. It then covers strategies and tactics for competitive markets, including competitive systems, forces, and analyzing a company's value chain for strategic opportunities. Specific examples of customer-oriented and supplier-oriented strategic systems are provided.
The document discusses analyzing a company's external environment using Porter's Five Forces model. It describes the microenvironment as internal and close forces like management, suppliers, and customers. The macroenvironment includes larger demographic, economic, natural, technological, cultural, and political/legal forces outside a company's control. Porter's Five Forces model assesses industry competition and profitability based on five forces: rivalry, potential new entrants, substitution threats, supplier power and buyer power.
The document discusses competitive intelligence gathering and provides a framework for understanding it. It defines competitive intelligence as business information used to manage risks from internal and external forces. The framework includes situational, organizational, and information dimensions to guide intelligence needs, sources, use, and results. It outlines the intelligence process of defining needs, collecting data, analyzing, disseminating, and reviewing. Various tools and techniques are also described like competitor analysis, market intelligence, and environmental assessment to support decision making. Finally, it discusses risks, opportunities, and developing an action plan to implement competitive intelligence.
Presentation provided as part of 3-day Entrepreneurship Program for MBA graduates of Manipur Institute of Management Studies, Manipur University (India) during Oct 27-29th, 2010.
The document discusses strategic analysis and choice for multi-business companies. It covers several portfolio approaches including the BCG growth-share matrix, industry attractiveness-business strength matrix, and market life cycle-competitive strength matrix. These approaches analyze a company's businesses across different dimensions to determine priorities and resource allocation. The document also discusses opportunities for value creation across businesses through synergies in areas like sales, distribution, manufacturing and R&D. Lastly, it outlines the role of the corporate parent in strategic analysis and provides questions to consider for diversification success.
Strategic Information Systems for Competitive Advantage-1.pptsantoshsahu622005
As the name suggests, there are two aspects to this business strategy. The “Focus” refers to when a company focuses on a niche market, either by industry or geography, and becomes the expert in delivering for that industry.
The document provides information about an upcoming guest speaker for an SIE 415 class on April 23, 2009. It outlines assignments due for the class, including questions for the guest speaker and a competitive analysis report. It then defines and discusses various competitive intelligence methods that can be used for the competitive analysis report, such as Porter's Five Forces analysis, PEST analysis, SWOT analysis, competitor profiling, and more.
Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.
This document discusses strategies for building sustainable competitive advantages for single-product businesses, including cost leadership, differentiation, speed, and market focus. It evaluates opportunities for these strategies based on skills, resources, and organizational requirements. Industries are discussed in terms of emerging, maturing, mature/declining, fragmented, and global settings. Grand strategies like diversification, integration, and joint ventures are presented as opportunities to build value. A strategic analysis and choice matrix models different strategies based on competitive position and market growth.
The document discusses competitive intelligence and provides guidance on developing an effective competitive intelligence program. It covers topics such as:
- The importance of minimizing threats from competitors and maximizing market opportunities.
- Following a disciplined process of information collection, analysis, and recommendations.
- Conducting benchmarking, SWOT analysis, and growth vector analysis to evaluate competitors.
- Developing key intelligence topics to guide strategic decision making.
- Implementing a competitive intelligence program can help improve planning, decision making, and strategy execution.
Intelligence 2.0 Keynote Presentation to the 1st China Competitive Intelligen...Arik Johnson
The document provides an overview of next generation priorities for competitive intelligence (CI) software. It discusses trends like increased organizational collaboration, corporate governance priorities around reliable earnings forecasts, and sustainable innovation. It outlines the traditional CI process and 12 key application areas. It also discusses tools for identifying strategic issues, key players, and early warnings through conducting interviews and developing integrated watch lists. The document emphasizes the importance of analysis in transforming data into useful intelligence to support better strategic, operational, and tactical decision-making.
This document discusses the role of information systems and technology in business strategy. It covers several key topics:
1) The evolution of IT from the mainframe era to today's network/wireless era.
2) How IT can provide strategic advantages like cost reduction, competitive intelligence, and supporting strategic change.
3) Porter's five forces model and how IT can impact competition by changing industry structure.
4) The importance of managing technology effectively for competitive advantage rather than just investing in technology.
5) Frameworks for analyzing IT strategy like Porter's value chain model and McFarlan's portfolio model.
This document discusses the importance of competitive intelligence (CI) for businesses. It provides an overview of CI processes and techniques including analyzing competitors, customers, technologies and the external environment. CI helps minimize threats and maximize opportunities. It is an important input for strategic decision making. The document emphasizes that CI requires collecting information from various sources, analyzing it to extract insights, and using those insights to make better strategic, operational and tactical decisions.
The document discusses the strategic role of information systems in business. It covers several topics:
1. The three primary uses of information systems are automation, organizational learning, and strategic support. IS can help businesses operate faster and more efficiently.
2. Porter's competitive forces model outlines five competitive forces that shape industry competition: rivalry, new entrants, substitutes, customer power, and supplier power. A strategic information system can help a business gain advantages through various competitive strategies.
3. Businesses are typically organized into functional units like human resources, finance, production, and marketing. Information systems support the activities and goals of each functional area.
The Competitive Intelligence Continuum - Taking Wisconsin to the WorldArik Johnson
The document discusses competitive intelligence and provides an overview of key concepts and processes. It defines competitive intelligence as a disciplined process of information collection and analysis to support better decision-making. It discusses trends like organizational acculturation and disruptive innovation. The document also outlines traditional competitive intelligence processes like identifying key intelligence topics, primary and secondary research, analysis techniques like SWOT and benchmarking, and how competitive intelligence supports strategic planning.
This document outlines the tasks and objectives for a student assignment on developing an education coaching system delivered through kiosk machines. The assignment involves 4 tasks: 1) Surveying existing kiosk types and designs; 2) Proposing an education coaching system with target users and organizational structure; 3) Designing a user interface prototype; and 4) Interviewing potential users about the prototype design. The overall goal is to deliver an information system for education via kiosk machines. Upon completing the tasks, students should be able to conclude how well their proposed system meets the assignment objectives and discuss challenges, lessons learned, and how the knowledge could be applied to future projects.
Here are some potential MIS solutions for the scenarios provided:
For the late orders issue, develop a tracking system to monitor order fulfillment from receipt to delivery. Set targets and alerts to address delays.
For the overwhelmed customer service team, implement an AI chatbot to handle common inquiries and complaints automatically via email/website. Route only complex issues to human agents to improve efficiency.
For long phone wait times, deploy an interactive voice response system with a virtual assistant to answer basic questions without needing an agent. Collect customer data to identify service gaps.
For budget planning, create a forecasting model to analyze past income trends and external factors to generate predictive revenue estimates for the coming year. Incorporate sensitivity analysis to plan for various
The document discusses Malaysia's experience with universal service provision (USP) in communications. It provides an overview of Malaysia's transition to a converged regulatory framework under the Malaysian Communications and Multimedia Commission. This included replacing sector-specific regulators and laws with a single convergence regulator and law. The framework aims to promote universal access through a USP Fund financed by licensee contributions and used to compensate providers for net USP costs. Licensed facilities, network, applications and content providers operate under a service-neutral licensing system promoting infrastructure sharing.
The document provides an overview of intellectual property and MyIPO's outreach and support activities for small and medium enterprises in Malaysia. It discusses [1] the IP chain of activities including creation, innovation, commercialization, protection and enforcement; [2] the different types of intellectual property including copyright, trademarks, patents, industrial designs, and geographical indications; and [3] MyIPO's programs to raise IP awareness and support SMEs through seminars, outreach activities, and curriculum development in universities.
The document discusses developing a conceptual framework for cyber terrorism using a mixed methods research approach. It proposes combining qualitative and quantitative methodologies to discover a theory for cyber terrorism and verify the framework. Specifically, it recommends using a grounded theory method involving constant data collection, comparison, and analysis to generate the framework, followed by quantitative testing and validation. The document provides details on the knowledge management architecture and multi-step research methodology involving initiation, data selection, collection, analysis, and conclusion to systematically develop and conclude the cyber terrorism theory.
This document provides an overview and outline of topics related to open source licensing. It begins with basic intellectual property law concepts including copyright, patent, and trademark law. It then discusses software basics like source code and object code. The document outlines the history and philosophy of open source software and the Open Source Definition. It analyzes general types of open source licenses and risks/benefits of open source. The document concludes with examining the open source idea in other contexts.
The document discusses various construction project delivery methods. It begins with an introduction and overview of common issues in construction projects. It then examines the Design-Bid-Build, Design-Build, Public-Private Partnerships, and Integrated Project Delivery methods. For each method, it outlines the parties involved, allocation of responsibilities and risks, impacts to schedule and cost, and potential causes of conflict. It concludes by stating that the best delivery method depends on the project needs and risks the owner is willing to undertake.
Rosenbluth International responded to challenges in the travel agency industry with two strategies: withdrawing from leisure travel and implementing web-based travel technology solutions like DACODA and customer-focused systems. These systems provided competitive advantages like reduced costs and improved customer service globally. Successfully implementing strategic information systems requires justifying benefits, managing risks, identifying appropriate systems, and sustaining competitive advantages over time despite increased competition.
This document provides an overview of hacking and hacktivism in Malaysia. It discusses the history of hacking, purposes of hacking, effects of hacking, examples of political hacking in Malaysia, cyber laws implemented in Malaysia to address hacking, and concludes with thanking the audience.
This document provides an overview and status update on data protection legislation in India. It discusses the existing legal framework, the growth of investment in India's IT sector which handles personal data, and the need for data protection laws. Several attempts have been made to pass such legislation, including drafting a separate law or amending the existing Information Technology Act. The most recent recommendations proposed amendments to the IT Act by an expert committee, but no legislation has been enacted yet. The document concludes that comprehensive data protection legislation is still needed in India to provide adequate protection for personal data.
Project cost management includes planning, estimating, budgeting, and controlling costs to complete a project within budget. Cost estimating develops cost approximations for project activities using techniques like analogous, bottom-up, and parametric estimating. Cost budgeting aggregates activity cost estimates and establishes a cost baseline. Cost control influences factors creating cost variances and controls changes to the budget.
Project cost management includes planning, estimating, budgeting, and controlling costs to complete a project within budget. Cost estimating develops cost approximations for project activities using techniques like analogous, bottom-up, and parametric estimating. Cost budgeting aggregates activity cost estimates and establishes a cost baseline. Cost control influences factors creating cost variances and controls changes to the budget.
Chapter 2 Types of Law applicable in Malaysia.pptxsheryl90
The document discusses several types of laws applicable in Malaysia, including cyber laws. The key sources of law are the Federal Constitution, State Constitutions, English law, and Islamic law. Written laws include legislation and subsidiary legislation. Cyber laws regulate areas like intellectual property, privacy, and copyright in the digital environment. Specific laws mentioned are the Communication and Multimedia Act 1998, Computer Crime Act 1997, Copyright Act 1987, Digital Signature Act 1997, and Telemedicine Act 1997. These laws govern issues like cybercrimes, digital signatures, telemedicine practice, and copyright in the online context.
The document provides an overview of intellectual property and MyIPO's outreach and support activities for small and medium enterprises in Malaysia. It discusses [1] the IP chain of activities including creation, innovation, commercialization, protection and enforcement; [2] the different types of intellectual property including copyright, trademarks, patents, industrial designs, and geographical indications; and [3] MyIPO's programs to raise IP awareness and support SMEs through seminars, outreach activities, and curriculum development in universities.
This document is an introduction to a course on computing systems. The course will cover how computers work from the most basic level of bits and logic gates up through programming languages like C. It will discuss how computers are organized internally and designed, how design affects programming and applications, and the relationships between hardware and software. The course will examine the different levels of abstraction that computers operate on, from electronic devices to machine architecture to high-level programming. It will look at representation of information, basic logic gates, the von Neumann model of computation, assembly language programming, and the C programming language.
This document defines and describes various types of information systems:
- Transaction processing systems process routine business transactions like orders and payments.
- Management information systems provide reports to help managers monitor performance and make decisions.
- Decision support systems analyze large amounts of data to help with non-routine decisions.
- Executive support systems tailor information and analysis for senior executives to address strategic issues.
An information system is a set of components that collect, store, manipulate, and disseminate data to provide information and feedback. It includes people, hardware, software, networks, and data. Data are raw facts while information is organized data that has additional meaning. Information systems process data into information through tasks like calculating, sorting, and summarizing. They output information to users through displays, paper, or audio and store data in organized files and databases. The value of information depends on how it helps decision makers achieve organizational goals. Information systems support different management levels and functions through transaction processing systems, management information systems, and decision support systems.
This chapter discusses how information systems impact organizations and how they can provide competitive advantage. It covers key topics such as how IT influences transaction costs and agency costs, allowing organizations to contract or grow. Porter's competitive forces model and the value chain model are presented as ways for businesses to use IS for competitive advantage through strategies like low-cost leadership and customer intimacy. Organizational features like culture, politics, and resistance to change are also discussed as factors that mediate the relationship between organizations and information systems.
This document provides an overview of key concepts related to information systems. It defines data, information, and knowledge, explaining how data is transformed into information and knowledge. It also defines what a system is and its typical components. Different types of information systems are described, including transaction processing systems, e-commerce systems, ERP systems, and decision support systems. The role of information systems in achieving competitive advantage is discussed. Different organizational structures and their impact on information systems are covered. The document also discusses topics like reengineering, outsourcing, downsizing, and performance-based information systems.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
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How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
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Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
2. Case: Rosenbluth International
Rosenbluth Int. - a global player in the travel agency industry
They responded with 2 strategies
Withdrawal from the leisure travel business
Implementation of web-based travel technology
DACODA (Discount Analysis Containing Optimal Decision Algorithms)
Electronic Messaging ServicesE-Ticket Tracking Solution
Res-Monitor A Globalization Network
Customer-Res IntelliCenters
NOC (Network Operations Center)
Lessons from the Case
Need for exchange business models and strategies
Importance of web-based IT
Global competition over service is key
Large investment over time
Importance of networked infrastructure for global systems
Web-based applications for superior customer service
Need to patent innovative systems
3. Strategic Advantage and IT
Strategic Information System (SIS)
Definition
Systems that support or shape a business unit’s competitive
strategy
Competitive Advantage
An advantage over competitors in some measure such as cost, quality, or
speed
A difference in the Value Chain Data
Improving Core Competency
Employee productivity
Operational efficiency
Approach
Outwardly - Aiming at direct competition
Inwardly - Focused on enhancing the competitive position of the
firm
Strategic alliance
4. Strategic Information Systems (SISs)
SISs provide strategic solutions to the 5 Business Pressures
Any information system--EIS, OIS, TPS, KMS--that changes the goals,
processes, products, or environmental relationships to help an organization gain
a competitive advantage or reduce a competitive disadvantage.
5. strategic management
Strategic management
the way an organization maps or crafts the strategy of
its future operations
3 Elements
Long-range planning
Response management
Proactive innovation
6. Strategic Evaluation & Development
SWOT Analysis
Product Life Cycle
Quality Preference
Competitive
Advantage
Position,
Capabilities, Cost-
Quality Curve,
Sustainability Company
ARC,
Coordination,
Incentives,
Explorer-Exploiter
Value Chain
Creation/Capture,
PIE, Supplier,
Buyer
Performance
Product
Differentiation,
Substitutions
Competition
Life Cycle, Market
Structure, Behavior,
Barriers to Entry
Strategy
Scope, Goals,
Competitive
Advantage,
Logic
Introductory
Stage
Growth
Stage
Maturity
Stage
Decline
Stage
Total
Market
Sales
Time
Laggards
Late
Majority
Early
Majority
Early
Adopters
Innovators
"The
Chasm"
Technology Adoption Process
Weaknesses
Opportunities Threats
Strengths
p
r
i
c
e
product
p
l
a
c
e
promotion
target
market
Mental Map
SCOPE
Exit
Strategy
Cash
Cows
Stars
Market
growth
rate
Relative market share
?
Time
&
Action
Oligopoly
Dominant
Monopoly
Niche
Competitive
$
Low
High
High
Low
Preference
UNC
E
RTA
INTY&
C
HA
NG
E
January 2002
S M T W T F S
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30 31
Implement
G1 G2 G3 G4 G5 G6
Demand
Needs
Analysis
Strategy Evaluation & Development
Competitors
Management
Strategy Statement
A
B
C
D
E
F
G H
7. The role of IT in Strategic Management
Innovative applications - Create innovative applications that
provide direct strategic advantage to organizations
Competitive weapons - IS(s) themselves are recognized as a
competitive weapon
Changes in processes - IT supports changes in business processes
that translate to strategic advantage
Links with business partners - IT links a company with its
business partners effectively and efficiently
Cost reductions - IT enables companies to reduce costs
Relationships with suppliers and customers -IT can be used
to lock in suppliers and customers, or to build in switching costs
New products -A firm can leverage its investment in IT to create
new products that are in demand in the marketplace
Competitive intelligence - by collecting and analyzing information
about products, markets, competitors, and environmental changes
8. Competitive Intelligence (cont.)
The Internet
is central to
supporting
competitive
intelligence
Such activities drive
business performance by
Increasing market
knowledge
Improving internal
relationships
Raising the quality of
strategic planning
Many
companies
monitor the
activities of
competitors
Overview
One of the most important aspects in developing a competitive
advantage is to acquire information on the activities and actions of
competitors
Collect information about market, technologies, and government’s
actions
Analyze and interpret the information
9. Competitive Advantage in the Web Economy
Competitive
Advantage
Look for a
competitive
necessity, which
will help your
company keep up
with the
competitors.
Competitive
Strategy
Search for a
competitive
advantage in an
industry, which
leads to control
of the market.
Sustainable
Strategic
Advantage
Maintain
profitable &
sustainable
position against
the forces that
determine
industry
competition.
11. Porter’s Competitive Forces Model
The model recognizes five major forces that could
endanger a company’s position in a given industry
5 major forces
The threat of entry of new competitors
The bargaining power of suppliers
The bargaining power of customers (buyers)
The threat of substitute products or services
The rivalry among existing firms in the industry
Use of the model
List players in each competitive force
Relate the major determinants of each competitive force
Devise a strategy
Look for supportive IT
External
Competitive
Forces
13. The analysis
First Competitive Force - Competitor Analysis
What Drives them?
What are they Doing and can do?
What are their strengths & weaknesses?
Is Competition intense?
Second Competitive Force - Entry Barriers
If nothing slows entry of competitors competition will become intense.
Incumbent Reaction?
What Actions are required to build market share?
Production Process?
Third Competitive Force - Substitute Products
Products or services from another industry enter the market
Customers becoming acclimated to using substitutes
Is the substitute market growing?
Fourth & Fifth Competitive Force – Supply Chain
Suppliers/Buyers? Who controls the transaction?
Each element adds value – question who captures it?
15. Impact of competitive forces & role of IT
Key force Business implications Potential IT effects
Threat of
new entrants
Additional capacity
Reduced prices
New basis for competition
Provide entry barriers/reduce access by:
exploiting existing economies of scale
differentiate product and service
control distribution channels
segment markets
Buyer power
high
Force price down
Demand higher quality
Require service flexibility
Encourage competition
Differentiate product and service
Improve price/performance
Increase switching costs of buyer
Facilitate buyer product selection
Supplier
power high
Raise prices/costs
Reduced quality of supply
Reduced availability
Supplier sourcing sys.
Extended quality control into supplier
Forward planning with supplier
Substitute
products
threatened
Limits potential market &
profit
Price ceilings
Improve price/performance
Redefine product and service to increase value
Redefine market segments
Intense
competition
from rivals
Price competition
Product development
Distribution and service
critical
Customer loyalty required
Improve price/performance
Differentiate product and service in
distribution channel and to consumer
Get closer to end customer
16. Strategies forCompetitive Advantage
Niche/Focus
Select a narrow-scope segment (niche
market) and be the best in quality,
speed, or cost in that market
Differentation
Being unique in the
industry
Cost leadership
Provide products and/or
services at the lowest cost in
the industry
Growth
Increase market share,
acquire more customers
or selling more products
Improve internal efficiency
To improve employee &
customer satisfaction
CRM
Customer-oriented approaches
(the customer is king)
Alliances
Working with business partners
to create synergy & provide
opportunities for growth
Innovation
Developing new
products & services
Time
Treat time as a resource,
then manage it and use it
to the firm’s advantage
Lock in customers/suppliers
Encourage customers/suppliers to
stay with you rather than going to
competitors
Entry-barriers
Developing new
products &
services
Increase switching cost
Discourage
customers/suppliers from
going to competitors for
economic reasons
17. Porter’s value chain model
The initial purpose of the value chain model was to analyze the internal operations of a corporation,
in order to increase its efficiency, effectiveness, and competitiveness. We can extend that company
analysis, by systematically evaluating a company’s key processes and core competencies to
eliminate any activities that do not add value to the product.
19. VALUE SYSTEM
A firm’s value chain is part of a larger stream of activities, which Porter calls a
“Value System”.
Includes the suppliers that provide the necessary inputs AND their value chains
Applies to both products & services, for any organization, PUBLIC or PRIVATE
Is the basis for the Supply Chain Management
Many of these alliances and business partnerships are based on Internet connectivity are
called interorganizational information systems (IOSs)
Used to
Evaluate a company’s process and competencies
Investigate whether adding IT supports the value chain
Enable managers to assess the information intensity and the role of IT
These Internet-based EDI systems offer strategic benefits
Faster business cycle (PO to Receiving)
Automation of business procedures (Automated Replenishment)
Reduced operational costs
Greater advantage in a fierce competitive environment
Consortia – Horizontal vs. Vertical
20. Global Competition
Growth of Companies Operating in a Global Environment
Fully Global or Multinational Corporations
Companies that export or import
Companies facing competitions of low labor cost and high natural
resources
Companies with low cost production facilities abroad
Small companies that can now use EC to buy/sell internationally
Global dimensions along which management can globalize
Product
Markets & Placement
Promotion
Where value is added to the product
Competitive strategy
Use of non-home-country personnel - labor
Multidomestic Strategy: Zero standardization along the global
dimensions. Global Strategy: Complete standardization along the
seven global dimensions.
22. SISs: Examples
Cases
Wiring the “customer supply chain” at 1-800-Flowers
Increasing Tax Collection Efforts at the Wisconsin Department of
Revenue
Time-based Competitive Advantage at Cannondale
Southwest Airlines Flies high with SWIFT
Using ERP to Meet Strategic Challenges at Turner Industries
The Port of Singapore exports its intelligent systems over its enterprise
portal
Problem - The Port of Singapore, the world’s largest international port,
faced increased global competition.
Solution - Implementation of Intelligent Systems
Results
Reduction in Cycle Time: 4 hours versus 16 - 20 hours in neighboring ports
Reduction in uploading/ loading time: 30 sec. versus 4-5 min./ truck in neighboring ports
The Summary – Table 3.2 (p. 115)
23. SIS Implementation & Sustaining SIS
Major Issues in SIS Implementation
Justification
Justifying SIS may be difficult due to the intengible nature of their benefits
Risks & Failures
The magnitude, complexity, continuous changes in technology and business
environment may result in failures
Finding appropriate SIS
Identifying appropriate SIS is not a simple task
Sustaining SIS & Strategic Advantage
A Major problem that companies face is how to sustain their SIS competitive
advantage.
3 Major approaches
Create inward systems which are not visible to competitors
Provide a comprehensive, innovative & expensive system that is difficult to
duplicate
Combine SIS with structural changes. This would include business processes,
reengineering & organizational transformation
24. Managerial Issues
Implementing SIS Can Be Risky
The investment involved in implementing SIS is high
Strategic Information Systems Requires Planning
Planning for an SIS is a major concern of organizations
Sustaining Competitive Advantage Is Challenging.
As companies become larger and more sophisticated, they
develop resources to duplicate the systems of their competitors
quickly.
Ethical Issues
Gaining competitive advantage through the use of IT may involve
unethical or even illegal actions
Companies can use IT to monitor the activities of other
companies and may invade the privacy of individuals working
there.
Editor's Notes
Once Dacoda has selected a flight, the booking is taken over by Trip Monitor - a "robotics" program which searches for the lowest available fare right up to the day before departure. This aims at beating airlines at yield management.
Direct competition is a situation in which two or more businesses offer products or services that are essentially the same; as such, the businesses are competing for the same potential market.
A strategic alliance is an arrangement between two companies to undertake a mutually beneficial project while each retains its independence.