Chapter 9

Quản trị hệ thống thông tin quản lý

như một nguồn lực trong tổ chức

© 2003 Prentice Hall, Inc. 2-1

Mục tiêu
Cung cấp cho sinh viên các hiểu biết về
 HTTT trong tự động hóa, việc học của tổ
chức và hỗ trợ chiến lược
 HTTT đối với sự thành công của tổ chức về
chiến lược
 Nhu cầu đối với việc đánh giá chi phí & lợi
ích của HTTT
 Đổi mới công nghệ để hoàn thiện ưu thế
cạnh tranh
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Các lý do sử dụng HTTT
 Tự động hóa: thực hiện công việc
nhanh hơn
 Việc học của tổ chức: thực hiện công
việc tốt hơn
 Hỗ trợ chiến lược: thực hiện công việc
thông minh hơn

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Automating:
Doing Things Faster
 Technology is used to automate a manual
process
 Doing things faster, better, cheaper
 Greater accuracy and consistency

 Loan application example

 Manual processing
 Technology-supported process

 Completely automated

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Organizational Learning:
Doing Things Better
 Going beyond automation
 Involves learning to improve the day-to-day activities
within the process
 Looking at patterns and trends
 Organizational Learning
 Using acquired knowledge and insights to improve
organizational behavior
 Total Quality Management (TQM)
 Monitoring an organization to improve quality of
operations, products, and services

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Supporting Strategy:
Doing Things Smarter
Strategic Planning
 Create a vision: setting the direction
 Create a standard: performance targets
 Create a strategy: reaching the goal

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Types of Competitive Advantage
 Low-Cost Leadership
 Best prices on goods/services
 Examples: Dell, Target

 Differentiation
 Best products or services
 Examples: Porsche, Nordstrom, IBM

 Best-Cost Provider (middle-of-the-road)

 Reasonable quality, competitive prices
 Example: Wal-Mart

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Information Systems for
Competitive Advantage
 A clear strategy is essential: invest in resources to
achieve competitive advantage
 Sources of competitive advantage:
Best-made product


 Superior customer service

 Lower costs

 Superior manufacturing technology

 Shorter lead times in developing & testing new

products
 Well-known brand name

 High value per cost

Through effective use of IS (EX. Avis Rent a Car) 9

Information Systems for
Competitive Advantage
 IS and Value Chain Analysis
 VC Analysis: adding value within an organization
 Organizations as big input/output processes

 IS can automate many value chain activities:

 Purchased supplies inbound logistics

 Operations

 Outbound logistics

 Sales and marketing

 Service

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 Organizational Value Chain
Internet link with Website with online
suppliers & dealers product catalog &
Computer-Aided ordering Customer service
manufacturing response system
systems

Systems &
computer-
aided
software
engineering

Financial Decision Support System Project Mgt Software package 11

Information Systems for
Competitive Advantage
 The Role of IS in Value Chain Analysis
 IS competitive advantage in VCA:
 Internet link with suppliers, dealers
 Extranets: using the Internet for B2B interactions
 Computer-aided manufacturing systems
 Web site with online product ordering

 Customer service response system

 Computer-aided design

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Information Systems for
Competitive Advantage
 The Technology/Strategy Fit
 An IS implementation should create a
significant organizational change consistent
with the business strategy
Business Process Reengineering (BPR)

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Making the Business Case for a System
(identifying value provided by IS)
 The Productivity Paradox (how to quantify gains?)
 Measurement problems

 End-user development

 Decision support systems (DSS)

 Strategic systems

 Time lags

 Redistribution

 Mismanagement

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Making the Business Case for a System
 Making a Successful Business Case
 Arguments Based on Faith
Beliefs about org. strategy, compititive
advantage, industry forces, customer
perceptions, market share…
Ex. “I know I don’t have good data to back this up, but
I’m convince that having this CRM system will enable us
to serve our customers significantly better than do our
competitors and, as result, we’ll beat the compitition…
you just have to take it on faith”

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Making the Business Case for a System
 Making a Successful Business Case
 Arguments Based on Fear
notion that if the system is not implemented, the
firm will lose out to the competition or worse, go
out of business
 Industry factors
 Stage of maturity

 Regulation

 Nature of competition or rivalry

Ex. “If we don’t implement this ERP system we’ll get

killed by our competitors because they’re all
implementing these kinds of systems… We either do this
or we die.” 16
Making the Business Case for a System
 Making a Successful Business Case
 Arguments Based on Facts
based on data, quantitative analysis, and/or
indisputable factors
 Cost-benefit analysis for a web-based system
• Recurring/nonrecurring costs
• Tangible/intangible costs
• Tangible/intangible benefits
Ex. “This analysis show that implementing the inventory
control system will help us reduce errors by 50%, reduce
operating cost by 15% a year, increase production by 5%
a year, and will pay for itself within 18 months”
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Presenting the Business Case
 Know the Audience
 The IS Manager
 Company Executives (VPs and higher)

 Steering Committee

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Presenting the Business Case
Convert Benefits to Monetary Terms
 Devise Proxy Variables
 Measure changes in terms of perceived value

 Develop a Work Profile Matrix

 Time spent on each job, each type of work

 Measure What Is Important to Management

 Changing Mindsets About Information Systems

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Competitive Advantage
in Being at the Cutting Edge
 Deploying new technologies faster, better,
and cheaper than competitors
 Using new technology in innovative ways

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Competitive Advantage
in Being at the Cutting Edge
 The Need for Constant IS Innovation
On the lookout for new technologies that impact
business
 E-Business Innovation Cycle
 Choosing enabling/emerging technologies
 Matching with economic opportunties

 Executing business innovation for growth

 Assessing client value

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Competitive Advantage
in Being at the Cutting Edge
 Implications of E-Business Innovation Cycle
 Begin with technology when considering

successful business strategies

 Marketing is secondary to IT

 Emerging technology cycle is ongoing

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Competitive Advantage
in Being at the Cutting Edge
The Cutting Edge vs. The Bleeding Edge
 Information systems are often bought from, or
built by, someone else
 An organization typically cannot patent an IS
 Rivals can copy emerging information systems
 Therefore, one’s IS competitive advantage can be
short-lived

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Competitive Advantage
in Being at the Cutting Edge
Requirements for Being at the Cutting Edge
 Consider Porter’s competitive forces
 To deploy emerging systems well:
 Organization must adapt well to change

 Human capital available for deployment

(knowledge, time, skills)

 Tolerance of risk and uncertainty

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