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.

1. Management Information Systems Strategic Use of Information Systems Jerry Fjermestad Copyright 1998-1999

19. Redefining Company Business

20. Creating Products & Services based on IS

21. Transforming Products / Processes with IS

26. Competitive Strategies Competitive Advantage Competitive Scope Lower Cost Differentiation Broad Target Narrow Target Cost Leadership Cost Focus Differentiation Focused Differentiation

35. The Strategic Cube Customer Power Supplier Power Present Competitors Potential Competitors Substitute Products COMPETITIVE FORCES TO CONTEND WITH STRATEGIES TACTICS Strategic Alliance Merger or Acquisition Internal Growth Internal Innovation Differentiation Cost Leadership Focused Differentiation Cost Focus

38. Value Chain with Typical Strategic IS Mapped onto it EDI-Based Purchasing System Computer- Integrated Mftg. Automated Ordering System Expert Systems for Salespeople Telemaintenance Expert Systems Inbound Logistics Operations Outbound Logistics Marketing and Sales Service Downstream Chains of Customers Upstream Chains of Suppliers

44. The Customer Resource Life Cycle - 1

45. The Customer Resource Life Cycle - 2

46. The Customer Resource Life Cycle - 3

47. The Customer Resource Life Cycle - 4

51. B. Outbound Logistics

53. C. Market & Sales

55. D. Services

58. Strategic Systems in Operations: Manufacturing

69. Strategic Systems in Operations: Service Industries