Pertemuan 5 keunggulan kompetitif ti dan si strategis
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Materi Pengantar Teknologi Informasi yang membahas mengenai keunggulan kompetitif Teknologi Informasi dan Sistem Informasi Strategis
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This document discusses how businesses can use information technology for competitive strategies. It identifies Porter's five competitive forces model and five common competitive strategies: cost leadership, differentiation, innovation, growth, and alliance. It also discusses other strategies like locking in customers, creating switching costs, and raising barriers to entry. The document provides examples of how businesses can use IT to implement these strategies, gain competitive advantages, and reengineer business processes. Customer relationship management systems and e-commerce websites are given as examples of strategic IT uses.
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This document discusses organizational strategy, competitive advantage, and information systems. It covers several topics:
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- Strategies like cost leadership, differentiation, innovation, operational effectiveness, and customer orientation.
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1
Introduction
In this chapter, we examine the strategic use of information systems, which enables organizations to gain or sustain competitive advantage.
This examination includes a look at the role of information systems in each of the levels of an organization, their role in international business strategies, and the on-going need to innovate using information systems.
1-2
Each age has enabled the age that followed.
The Agricultural age provided the time and resources necessary for people to stay in one location and invent machines.
Table of Contents
Organizational Decision-Making Levels
Operational Level
Managerial Level
Executive Level
Organizational Functional Areas
Competitive Advantage
ISs Providing Business Value
Pursuit of Competitive Advantage (organizational strategy types & sources of competitive advantage)
Competitive Forces
Value Chain Analysis
Choosing the Right IT & ISs
1-3
Organizational
Decision-Making Levels
Executive/Strategic Level
Upper Management
Managerial/Tactical Level
Middle Management
Operational Level
Operational Employees, Foremen, Supervisors
The Organizational Decision-Making Levels slides simply follow the chapter. They are included because they provide foundational knowledge for slides that follow.
Most businesses have three levels of management, with one or more layers of managers in each level.
The executive management includes top tier management focused on long-term strategic business decisions such as how to compete, price versus quality, and what countries to do business in.
Middle or tactical management is focused on running the organization to meet the strategic goals, and typically has a management timeframe of 3 to 12 months. Typical decisions might include where additional stores in existing markets should be opened.
Operational employees and management perform the day-to-day work of the organization, making decisions on a day-by-day basis.
A shift manager at a Wal-Mart would be Operational Management, while a Store manager at a Wal-Mart would be at the lowest level of Middle or Tactical Management.
4
Operational Level
Day-to-day business processes
Interactions with customers
Decisions:
structured,
recurring, and
Often automated using IS.
IS used to:
optimize processes, and
understand causes of performance problems.
1-5
Operational information systems primarily focus on process automation. This can include automating routine activities as well as automating and optimizing structured decisions (su ...
STRATEGIC ROLE OF INFORMATION SYSTEMS
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Achieving advantages requires broad IS management and user dialogue plus imagination. The process is complicated by the fact that many IS products are strategic though the potential benefits are very subjective and not easily verified. Often a strict ROI focus by senior management may turn attention toward narrow, well-defined targets as opposed to broader strategic opportunities that are harder to analyze.
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IT needs to adopt a new approach to selling ITSM to business executives by listening first and helping the executive see how ITSM provides value to their business objectives. The article outlines four steps: 1) Integrate IT and business executive teams into each other's value chains, 2) Create a new business-focused IT language, 3) Connect how each ITSM process provides business value, and 4) Create marketing plans for how new processes will benefit business units. Adopting this new conceptual selling model allows IT to help executives connect ITSM to terms that are important for business success.
Strategic Alignment
1. The document discusses the Strategic Alignment Model (SAM) framework for aligning business and IT strategies.
2. The SAM model represents the dynamic alignment between business strategic context and IT strategic context through four domains: business strategy, IT strategy, organizational infrastructure/processes, and IT infrastructure/processes.
3. European Global Manufacturing Inc. is using the SAM model to align its business and IT strategies by outsourcing all IT services to EDS and creating governance processes between the two organizations.
Optimize the IT Operating Model
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
M7233 is strategic planning summary chapter 1 rasyid
This document discusses the evolving role of information systems and technology in organizations from a strategic perspective. It covers several topics including the three-era model of IT development from data processing to strategic systems, different classifications of strategic IT uses, factors for strategic IT success, and the importance of aligning business, IT, and strategy. Finally, it emphasizes understanding the internal and external context for developing an effective IT strategy.
STRATEGIC ASSIGNMENT.docx
1. Information technology plays an important role in supporting organizational strategy and transformation by aligning business and IT strategies. A strategic information system (SIS) helps organizations achieve long-term goals by providing insights into their current situation and future environment.
2. Applications of IT-supported SIS include supporting innovation, improving responsiveness to market changes, increasing collaboration, enhancing customer insights, introducing new business models, and providing competitive advantages such as innovative applications, competitive weapons, cost reductions, and new products.
3. Key strategic issues in implementing SIS are the risks associated with large investments in new technologies, planning challenges, and sustaining competitive advantages as systems are duplicated by competitors.
Connecting it and business value
This document discusses connecting IT strategy to business value. It argues that IT should not be seen merely as an infrastructure utility, but rather as a strategic enabler. The value of IT is negotiated between IT providers and business users. For IT to have strategic value, it must be integrated with business needs and processes. The document examines different views on IT strategy and discusses balancing operational effectiveness with strategic positioning of IT.
obrien13e_chap002.ppt
This document discusses how businesses can use information technology (IT) to gain competitive advantages. It covers several topics:
1) Competitive strategies like cost leadership, differentiation, innovation, growth, and alliances that businesses can use IT to support.
2) How IT can be applied across a business' value chain to reduce costs and improve customer service.
3) The strategic use of technologies like business process reengineering, knowledge management systems, and customer relationship management systems to gain advantages over competitors.
Week 1 - Information Systems Strategy TriangleBusiness Strateg.docx
Week 1 - Information Systems Strategy Triangle
Business Strategy Elements
Organizational Strategy Elements
Information Strategy Elements
Impacts between the elements:
Industry Strategy Elements
Industry Organizational Strategy Elements
Industry Strategy Elements
Similarities and differences:
:
Recommended actions and decisions:
Step 1: Create lists of case details that fit each side of the triangle.
Step 2: Then look at each item and think about how that item affects the other sides of the triangle.
Step 3: Take a look at the industry. Make a list of triangle attributes you find. Compare the industry items with the case company items.
Information Strategy
Organizational Strategy
Business Strategy
Zara Case Situation
You are a member of a Zara employee taskforce. The taskforce has been asked to make recommendations on selecting a new point-of-sale device for all of their retail locations. The team has narrowed the choices down to three products. The first product allows for access to the internet for both store use and sending sales transactions reporting, email, customer data collection and lookup, and full inventory functions (in-stock, location, reduction information). The second product has the same functions as the first but with limited in-store only inventory functions (search only). The third product has no inventory functions and access to the internet is limited to sales reporting to corporate. Based on your knowledge of Zara’s business and process management, explain which POS product you would recommend. Support your opinion with the case information.
Step 4: How would evaluate the options? What criteria would you use? How do the triangle sides impact the options?
Step 5: What decisions and actions would you recommend to the case company? What data supports your conclusions? Why should the case company take your advice?
CMBA SuperStar
Panther ID: 007
Information Systems Strategy Triangle
Business Strategy Elements
Organizational Strategy Elements
Information Strategy Elements
Differentiation focuses of Orders-of-magnitude improvements in logistics and services, reducing the cycle time and ensure consistent delivery of quality products and services.
Improve visibility of the service business performance to management, enabling it to provide more effective quality service to customers.
Centralized customer service systems to dispatch service mechanics. OTISLINE customer service centers.
Goal to be a recognized leader in service excellence among all companies, streamlined manufacturing operations.
OTISLINE produces “excess” callback reports for various levels of management.
Information from multiple Otis data sources, rapid response as an important design element.
Institutionalized customer service, standard of work, process flows, and metrics to govern every customer interaction and every internal activity.
Involvement with district manager, regional v.
1. Top of FormResource Project Systems Acquisition Plan Gradi.docx
1.
Top of Form
Resource: Project Systems Acquisition Plan Grading Guide
Resources:
· Baltzan, P., and Phillips, A. (2015). Business Driven Information Systems (5th ed).
· Week 3 articles and videos
· It is recommended students search the Internet for a Systems Acquisition Plan template.
Scenario: You are an entrepreneur in the process of researching a business development idea. As you create a high-level Information Technology (IT) strategy for your new enterprise, it is important to consider the acquisition of IT resources. A Systems Acquisition Plan will guide the process of identifying enterprise technology needs and acquiring appropriate information systems in the context of your goal to incorporate business driven IT. The Systems Acquisition Plan is intended to describe a high-level process for acquiring and maintaining IT systems. The Systems Acquisition Plan is a working document, which is expected to change over time as new project details emerge.
Create a high-level Project Systems Acquisition Plan for your project in a minimum of 1,050 words that includes the following information:
· A description and justification of the specific systems design and development approach (SDLC, RAD, Spiral, outsourcing, etc.) the enterprise will employ
· A summary of the steps in the systems acquisition process including initiation, analysis, design, acquisition, and maintenance
· A high-level overview of who will participate in each step of the systems acquisition process
Cite a minimum of 3 peer-reviewed references from the University of Phoenix Library.
Format consistent with APA guidelines.
Submit your assignment.
Resources
· Center for Writing Excellence
· Reference and Citation Generator
· Grammar and Writing Guides
· Learning Team Toolkit
2
CHAPTER
Decisions and Processes: Value Driven Business
CHAPTER OUTLINE
SECTION 2.1
Decision Support Systems
SECTION 2.2
Business Processes
Making Organizational Business Decisions
Measuring Organizational Business Decisions
Using MIS to Make Business Decisions
Using AI to Make Business Decisions
Managing Business Processes
Using MIS to Improve Business Processes
What’s in IT for me?
Working faster and smarter has become a necessity for companies. A firm’s value chain is directly affected by how well it designs and coordinates its business processes. Business processes offer competitive advantages if they enable a firm to lower operating costs, differentiate, or compete in a niche market. They can also be huge burdens if they are outdated, which impedes operations, efficiency, and effectiveness. Thus, the ability of management information systems to improve business processes is a key advantage.
The goal of Chapter 2 is to provide an overview of specific MIS tools managers can use to support the strategies discussed in Chapter 1. After reading this chapter, you, the business student, should have detailed knowledge of the types of information systems that exist to support decision making and business .
sis.ppt
This document discusses how the role of information systems has evolved over four eras from operational support to ubiquitous computing. It describes each era, including Era I from the 1950s-1970s where IS provided operational support through a single department, Era II from the late 1970s where IS began supporting management and knowledge work through personal computers, Era III from the mid-1980s where IS strategically supported business units and line-of-business, and Era IV of ubiquitous computing using networks and client/server architecture for electronic organization integration. The document also covers strategic information systems, competitive strategies, analyzing competitive forces and a company's value chain to identify how IS can provide competitive advantage.
6. 17448 33940-1-ed 20 apr 13mar 28dec2018 ed iqbal qc
Business intelligence comprises of tools and applications that are leverages software and services to translate data into intelligent actions for strategic, tactical and operational decisions. The intelligent business solution facilitates and develops the service provided to the market researchers, saves time and effort needed to identify the customers predict demand and manage production more efficiently, ability to explore possibilities to increase revenue. The purpose of this paper is using business intelligence solutions for forecasting in Marketing Researches. The intelligence solutions are helping the market researchers to achieve efficiency, effectiveness, and differentiation.
Chap002
The document discusses how IT can be used strategically to gain competitive advantages. It identifies different competitive strategies like cost leadership, differentiation, innovation and alliance. IT can help implement these strategies by improving business processes, enabling customer focus, building capabilities and leveraging investments. The document also discusses strategic uses of IT like reengineering business processes, becoming an agile and virtual company, and creating knowledge management systems.
"Shaping agility through digital options: Reconceptualizing the role of infor...
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IT Strategy Sample
Never before has Information Technology (IT) played a more important role in bringing competitive advantage to an organization. Yet IT has never before been more complex. In the past, the mainframe paradigm provided turnkey solutions to complex business problems. The functionality was provided by
the software vendor, which may have also been the hardware vendor. The business processes were adapted to this functionality. As these processes evolved it was discovered that the systems were not sufficiently flexible or adaptable to meet the new demands of the business. The introduction of distributed processing provided a means to deal with the inflexibility and monolithic nature of these legacy
applications.
Degitization of Business
This document summarizes a case study presentation on how a firm's competitive environment and digital strategic posture influence digital business strategy. It discusses how digital technologies are reshaping traditional business strategies and structures. The summary defines digital business strategy as using digital resources to create value beyond traditional views of IT. It examines how a firm's industry turbulence, concentration, and growth impact its digital investments and outsourcing. The presentation concludes that a firm's digital strategic posture has convergent effects on general IT investment but divergent effects on outsourcing, and that understanding variations in a competitive environment can explain differences in digital strategic posture.
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Tools & Techniques for Commissioning and Maintaining PV Systems W-Animations ...
Join us for this solutions-based webinar on the tools and techniques for commissioning and maintaining PV Systems. In this session, we'll review the process of building and maintaining a solar array, starting with installation and commissioning, then reviewing operations and maintenance of the system. This course will review insulation resistance testing, I-V curve testing, earth-bond continuity, ground resistance testing, performance tests, visual inspections, ground and arc fault testing procedures, and power quality analysis.
Fluke Solar Application Specialist Will White is presenting on this engaging topic:
Will has worked in the renewable energy industry since 2005, first as an installer for a small east coast solar integrator before adding sales, design, and project management to his skillset. In 2022, Will joined Fluke as a solar application specialist, where he supports their renewable energy testing equipment like IV-curve tracers, electrical meters, and thermal imaging cameras. Experienced in wind power, solar thermal, energy storage, and all scales of PV, Will has primarily focused on residential and small commercial systems. He is passionate about implementing high-quality, code-compliant installation techniques.
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Pertemuan 5 keunggulan kompetitif ti dan si strategis
- 1. Pertemuan 2 Chapter 2 The Internet & the World Wide Web Exploring Cyberspace Pengantar Teknologi Informasi (PTI – 2 SKS) Keunggulan Kompetitif TI dan SI Strategis Heni Su Fakultas Teknik dan Ilmu Kom Universitas Teknokrat Ind
- 2. Today’s Lessons Keunggulan Kompetitif TI Definition Type Sistem Informasi Strategis Definition Differences between SIS and Common IS
- 4. Definition Competitive advantage is defined as the strategic advantage one business entity has over its rival entities within its competitive industry. Achieving Competitive Advantage strengthens and positions a business better within the business environment. When a firm sustains profits that exceed the average for its industry, the firm is said to possess a competitive advantage over its rivals. The goal of much of business strategy is to achieve a sustainable competitive advantage.
- 5. Type Michael Porter identified two basic types of competitive advantage: cost advantage : when the firm is able to deliver the same benefits as competitors but at a lower cost differentiation advantage :deliver benefits that exceed those of competing products
- 6. a competitive advantage enables the firm to create superior value for its customers and superior profits for itself. Cost and differentiation advantages are known as positional advantages since they describe the firm's position in the industry as a leader in either cost or differentiation.
- 8. Definition Strategic systems are information systems that are developed in response to corporate business initiative. They are intended to give competitive advantage to the organization. They may deliver a product or service that is at a lower cost, that is differentiated, that focuses on a particular market segment, or is innovative.
- 9. Strategic information systems are those computer systems that implement business strategies They are those systems where information services resources are applied to strategic business opportunities in such a way that the computer systems have an impact on the organization’s products and business operations.
- 10. Strategic information systems are always systems that are developed in response to corporate business initiative. The ideas in several well-known cases came from information Services people, but they were directed at specific corporate business thrusts. In other cases, the ideas came from business operational people, and Information Services supplied the technological capabilities to realize profitable results.
- 11. Differences between SIS and Common IS Most information systems are looked on as support activities to the business. They mechanize operations for better efficiency, control, and effectiveness, but they do not, in themselves, increase corporate profitability. They are simply used to provide management with sufficient dependable information to keep the business running smoothly, and they are used for analysis to plan new directions.
- 12. Strategic information systems, on the other hand, become an integral and necessary part of the business, and directly influence market share, earnings, and all other aspects of marketplace profitability. hey may even bring in new products, new markets, and new ways of doing business. They directly affect the competitive stance of the organization, giving it an advantage against the competitors.
- 13. To Search Porter, Michael E., Competitive Advantage: Creating and Sustaining Superior Performance resource-based view Resources and Capabilities Value Creation The role of technology in competitive advantage