Strategic Information Systems

Infsy 540 Dr. R. Ocker

Chapter 3: Competing with Information Systems

First Edition

Foundations of Information Systems

Vladimir Zwass
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc.., 1998

Business challenges of an Information Society

Global competition
rapid product and process innovation

Increases in amount of knowledge that affect your business

need organizational knowledge management supported by IS faster base of business events time-based competition

How role of IS has evolved

1. Operational support 2. Support of management and knowledge work 3. Support of business transformation and competition 4. Ubiquitous computing

Era Era II of of Organizational Organizational Computing: Computing: Operational Operational Support Support

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Primary Objective

Support of Operations

Large Company Units

Primary Clients

Justification

Efficiency

Single DP/IS Department

Source

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The McGraw-Hill Companies, Inc., 1998

Era 1

operational support

1950s-1970s Single data processing department which developed all applications end users - no direct access to computer technology large backlog

Era Era II IIof of Organizational Organizational Computing: Computing: Support Support of of Management Management & & Knowledge Knowledge Work Work

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Primary Objective

Management Support

Individual Managers and Professionals

Primary Clients

Justification

Management Effectiveness

Information Systems Units and End Users

Source

Irwin/McGraw-Hill

The McGraw-Hill Companies, Inc., 1998

Era II support management & knowledge work

Began late 1970s Apple II PC 1977 end-user software beginning of end user computing

Era Era III III of of Organizational Organizational Computing: Computing: Support Support of of Business Business Transformation Transformation & & Competition Competition

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Primary Objective

Entranced Competitive Position

Line of Business Units

Primary Clients

Justification

Market Share and Profitability

Coordinated Organizational End User Computing

Source

Irwin/McGraw-Hill

The McGraw-Hill Companies, Inc., 1998

Era III Support Business Transformation & Competition

Mid 1980s - orgs. heavy reliance on computers strategic information systems became prominent systems support line-of-business units, e.g. development and marketing of a product line-of-business units control their own systems

Era Era IV IV of of Organizational Organizational Computing: Computing: Ubiquitous Ubiquitous

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Primary Objective

Electronic Integration

Collaborating Teams

Primary Clients

Justification

Organizational Effectiveness

Owned and Outsourced Computing Infrastructure

Source

Irwin/McGraw-Hill

The McGraw-Hill Companies, Inc., 1998

Era IV Ubiquitous computing

Cannot pursue competitive advantage based on single system Competing with information systems must be based on a broad and continually enhanced technology platform linked to corporate strategy networks & client/server architecture electronic integration of entire organization

Strategic Information Systems (SIS)

A strategic system alters the way an organization does business some systems - offer a company a clear competitive advantage - higher profits or increased market share most strategic systems - enable a company to be an effective competitor

Strategic Information Systems

rapid diffusion of technological change makes it difficult to maintain a competitive advantage so strategic development of IS
dynamic capability of an org. not a static attribute

What are Strategic Systems?

An information system designed to give the owner organization a strategic competitive advantage. A strategic system supports or shapes a business unit's competitive strategy. outward looking: customers, competitors, environments inward looking: employees, systems, procedures

Characteristics of Strategic Information Systems:

significantly change business performance contribute to attaining a strategic goal fundamentally change the way a company does business, or the way it competes, or the way it deals with its customers or suppliers.

Strategic systems

External focus
changes way firm competes

innovative use of IT high degree of project risk

Strategies, Forces, and Tactics in Competitive Markets

Competitive Strategies

Uncovering Strategic Use of Systems

1. Analyze competitive forces 2. Study the value chain

1. Competitive Forces Model

1. Competitive Forces model

used to describe the interaction of external influences -- threats and opportunities -- that affect an organizations strategy and ability to compete competitive advantage - can be achieved by enhancing the firms ability to deal with customers, suppliers, substitute products and services, and new entrants to its market

1. Competitive Forces model

Objective - use this model to identify potential areas where IT can be used to gain a competitive advantage

Competitive Strategies for competing in marketplace

businesses can use four basic competitive strategies to deal with these competitive forces: 1. Product Differentiation 2. Cost leadership 3. Focused differentiation 4. Cost Focus

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Competitive Competitive Strategies Strategies

Competitive Advantage Lower Cost Differentiation

Broad Target Competitive Scope Narrow Target

Cost Leadership

Differentiation

Cost Focus

Focused Differentiation

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1. Differentiation

competitive strategy for creating brand loyalty Develop products & services which are different from what the competition offers . superior attributes . distinguishing features

2. Cost leadership

to prevent new competitors from entering their markets, businesses produce goods/services at lower price than competition based on efficient operations based on effective operations economies of scale

3. Focused differentiation

develop new market niche for specialized products or services so that business can compete in target market better than its competitors

4. Cost Focus

Company serves narrow market segment with product/service which it offers at a significantly lower cost than competitors

Competitive Forces

Use competitive strategy to combat 5 competitive forces in marketplace 1. threat of new competitors 2. bargaining power of suppliers 3. bargaining power of customers 4. substitute products 5. rivalry within the industry

Competitive Forces

Use IT to enact or counteract these forces with respect to

customers existing & potential competitors suppliers

Threat of new competitors

Erect barriers to entry: use IT to slow down new firms entering market
SABRE ASAP

Intensify rivalry among competitors

Change basis of competition

novel IS can perhaps change the basis of competition - help offer product/service with new features e.g. delivery service allows customer to track progress of package you are now differentiated from competition no longer compete just on price basis

Pressures from potential substitute products

Deliver products with better value identify and track a market niche with IS that you can serve better than others try to prevent substitution

Bargaining power of customers

Introduce switching costs

cost of switching to competitor deters customers from switching e.g. due to training and contracts, travel agents unlikely to switch to different airline reservation system

Bargaining power of suppliers

Develop Alternatives use IS to maintain information on available alternative sources of supply

Tactical Moves in Pursuing a Strategy

Firm can use any of several tactics to change its products or processes through use of SIS
Internal innovation - generate new knowledge internal growth - economies of scale Mergers & acquisitions Strategic alliances - partnerships with other companies

IOS & Strategic Alliances

strategic alliances:
information partnership - cooperative alliance formed between two firms

Advantages
share information systems reciprocity of competencies economy of time and money

The The Strategic Strategic Cube Cube

COMPETITIVE FORCES TO CONTEND WITH
Customer Power Supplier Power Present Competitors Potential Competitors Substitute Products
c if f us er ed en t ia t io n C os tF oc us ia t io n ea de rs hi p

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Strategic Alliance Merger or Acquisition Internal Growth Internal Innovation

TACTICS

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if f e

STRATEGIES
The McGraw-Hill Companies, Inc., 1998

Irwin/McGraw-Hill

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3. Value Chain

Value Chain

Tool to use to discover where a company can apply IS to gain a competitive advantage

Value Chain Analysis of Strategic Opportunities

value chain model highlights the primary or support activities that add a margin of value to a firms products or services where information systems can best be applied to achieve a competitive advantage

Value Chain Analysis of Strategic Opportunities

Value chain consists of the major activities that have been added to the product during its creation,development or sale.

Activities in the value chain

Activities in the creation of product or service inbound logistics - obtain raw materials Operations - transformation of inputs to finished goods Outbound logistics - storing products and delivering them Marketing/sales - establishing a customer need Service activities - after-sale service and maintenance each of these activities adds value to final

Value Value Chain Chain with with Typical Typical Strategic Strategic IS IS Mapped Mapped onto onto it it

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EDI-Based Purchasing System Inbound Logistics

ComputerIntegrated Mftg. Operations

Automated Ordering System Outbound Logistics

Expert Systems for Salespeople Marketing and Sales

Telemaintenance Expert Systems Service

Upstream Chains of Suppliers

Downstream Chains of Customers

Irwin/McGraw-Hill

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Value Chain

besides determining discrete steps in chain - also need to analyze linkages between steps in value chain Use value-chain analysis to identify strategic information systems to use IS strategically, must identify potentially info.-related aspects of each activity in value chain and linkages between them.

Virtual Value Chain

Mirrors with information the physical value chain possible to integrate the systems mapped onto the physical value chain (fig. 3.14) to produce the virtual V.C. can also link V.C. to that of suppliers and customers to form an integrated supply chain

point of analysis

identify stages and links where highestimpact potential is available and creatively use IS to bring about that potential.

Organizational Requirements for Successful SIS

Active support of Senior management not just MIS management Integrated Planning - for strategic use of IS into overall company strategic planning process Readiness: successful use of MIS already, org. experience with tech. innovation

Sustainability of a competitive advantage

depends on: 1. lead time will allow the achievement of competitive advantage 2. Copy cats may fail because of Uniqueness 3. If copied: Your organization will still have preempted the marketplace

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Key Key Terms Terms in in Chapter Chapter 3 3

Information Information Society Society Business Business Globalization Globalization Product Innovation Product Innovation Process Process Innovation Innovation Knowledge Knowledge Management Management Strategic Strategic Information Information System System Competitive Competitive Forces Forces Model Model Differentiation Differentiation Cost Cost Leadership Leadership Focused Focused Differentiation Differentiation Cost Cost Focus Focus Value Value Chain Chain

Irwin/McGraw-Hill

The McGraw-Hill Companies, Inc., 1998