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CYBER U Cost of student purchasing a computer and printer. 30,000 2.Cost of student gaining access to the Internet.

1,000 3.Cost of a computer lab (must be multiplied by the number of labs the collegesupports). 2,400,000 hardware costs 40,000 software costs-15,000 c.cost of lab assistant-100/per day d.cost of printer, paper, and toner cartridges-13,000e.cost of college support-800,000 SPECIAL SALMON Chapter 5: Case Problem 1.What benefits can you see from using extranets instead of dedicated phonelines? This approach is that the extranet's content is always current. Printedmaterial presents the risk that old, out of date information might be incirculation. In contrast extranets "live" in only one place, and thereforethe content they contain is always the most up to date. Companies cansave a lot of time and money by replacing frequently changing printedversions of information with extranet versions. For example, we metwith one client who had a spiral bound book that containedinformation about each of their company's locations. This informationchanged quite frequently and every time it changed, they would haveto reprint, recompile, and redistribute the books. This process is bothinefficient and expensive. Additionally, confusion resulting from thefact that the older books were still floating around causedmisinformation to perpetuate itself. Because of this confusion, the printed source (even the new versions) would often be consideredsuspect as no one could be certain that the information was stillcorrect. People had to contact the one responsible for maintaining the book to make sure the information they had was correct.

2.What data communications speeds do you expect from the local area networksand from the DSLs? Will this speed be sufficient for your business needs?

The business workflow process is accelerated considerably by the useof electronic commerce. You have to be able to keep up with this rapid pace in order to stay competitive. Old business channels will feelthreatened, and you need to give attention there and help old channelsmake the transition. From now, you have to face customers directly,including all the negative feedback that this entails. You can givecustomer service like never before; customers will become moredemanding, and you will need to manage their expectations.Markets can be penetrated much faster, and the first movers arerewarded. The business process is being speeded up so thatresponsiveness will be required for the winners in terms of hours, notdays. Suppliers are appreciated by their responsiveness (in hours, notin days).3.How do you expect your customers, the restaurants, to react to the change toextranets? Extranet technology emerges as eminently suited to the task, withrecent literature suggesting that companies employing extranets offer a better level of customer service than those who do not. The currentempirical study of I.T. distributors in Greece confirms service as a

differentiator - perceived levels of service are higher where extranetsare exploited. Overall, findings suggest that information aboutoperational flows is valued highly, whether or not extranets areemployed in its provision. The cost of establishing and maintainingextranets emerges as a barrier to participation. It appears, therefore,that within this particular context, though service is recognized as anessential component of supply chain management, operational metricsremain paramount to distribution partners.4.What impact do you believe wireless communications to PDAs and handheldcomputers might have once you switch to an extranet? High-speedInternetconnections allow you to interact in real time withvideo and audio communication on a global level. Wirelesscommunication takes this one step further by movingthe Internetoutof the home and with you wherever you go.Advanced mobile navigation software allows you to search on our mobile devices for nearby restaurants and other businesses. You canadapt to changing conditions and have more freedom for travel plans.