The Organization as One
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Transcript The Organization as One
Management
Information
Systems:
Solving Business
Problems with
Information Technology
Part Four:
Organizing Businesses
and Systems
Chapter Thirteen:
Organizing MIS Resources
Prof. Gerald V. Post
Prof. David L. Anderson
Organizing MIS Resources: Strategy and Tactics
1.
2.
3.
4.
5.
6.
7.
Market Definition and Segmentation
Customer Supply Chain and Channels
Increasing the Number of Contact Points
Barriers to Entry and Exit
Role of the Portal
Danger of the "Downward Price Spiral"
Process: Content/Context/Interaction/Channel
Masters/Management Complexities
8. Seller-controlled, buyer-controlled, and
dynamic supply and demand models
9. Market place of one
10. Web Portal/Forward/Reverse
Auctions/Exchanges
Yahoo/E-Bay/Priceline/CDNow
11. Value-Added Communities
Globalization
Industry-Focused or Vertical
Cross-Industry or Horizontal
Balanced Scorecard
Implementation Strategies II
Implementation Strategies I
Business
to Business
Marketing
Internet
Marketing
Web
Design
Infrastructure
e-Business Strategy
Business
Intelligence
The Four Phases of
Implementing MIS Resources
One:
Selling
the Vision
Two:
Building
the Company
Three:
Advertising
the Business
Four:
Implementing
the Business
Five:
Moving into
the Future
Technological Change Drivers
Point of
Purchase
Displays
Optical
Character
Readers
Telecommunications
Devices
Networking
Telecommunications
Scanning
Devices
Organizational Factors can be
Measured More Accurately
o Cost, Revenue, Profit, Investment Center
o Strategic Business Unit
o Critical Success Factors
o Core Competencies
MIS Trends More Pronounced
o Standardization
o Leverage
o Mass Customization
o Franchise
o Methodology
o Modularization
o Liquid vs. Fixed Assets
o Client/Server
o Knowledge, Information,
or Expertise Driven
Reasoning
General Cases
Inductive
Specific Rules
Deductive
General Cases
Transference
Customer Value Chain
What is
Produced/
Provided To
Me (inputs)
Computer
Hardware and
Software
Local Area
Network
Installations
What I Do
(process)
Implement
Technology to
Accomplish
Strategic
Goals
What I
Produce
(Outputs)
Working
Models
Who I
Produce It For
(Customers)
Practice Area
Information
C
L
I
E
N
T
Customer Value Chain
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
Inbound
Logistics
Outbound
Operations Logistics
Marketing
& Sales
Service
Marketing Advertising Sales
Sales Technical
Promotion
Force Admin.
Management
Force Literature
Oper.
Customer Value Chain
Distribution Chain
Grower
Jobber
$8.00
Wholesaler
$12.00
Florist
$24.00
Customer
$60.00
Customer
$54.00
Five Forces Model
Potential
Entrants
Threat of new
entrants
Bargaining power
of suppliers
Industry Competitors
Suppliers
Bargaining power of
buyers
Buyers
Rivalry Among
Existing Firms
Threat of substitute
products or services
Substitutes
Competitive Strategy of Differentiation
Competitive Advantage
Lower Cost
Broad
Target
1. Cost
Leadership
Differentiation
2. Differentiation
Competitive
Scope
Narrow
Target
3A. Focus on
Cost
3B. Focus on
Differentiation
Product-Process Change Matrix
Mass Customization
Invention
Dynamic
Product
Change
Mass Production
Continuous Improvement
Stable
Stable
Process Change
Dynamic
Integrate Silos
Internet Development Continuum
Transform
S
Publish
T
Interact
A
G
Transact
E
Integrate
S
• Mass
customization
• Integrated Disease
Management
• “Brochurized”
web site
• Basic product/
plan information
• Limited
interactivity
• No web site
stickiness
• Physician and
facility locators,
services
information
• Searchable and
customized
health content
• How-to-contact
us
communications
• Very early
community
building
• Member-focused
portal: loyalty
building
• EDI to
iCommerce
Transition
• Prevention and
health
assessment
tools
• Self-service
functionality
• Community
building
• Web site
stickiness
• Business
process
• Automated
vendor supply
chain
management
• Call center
replaced with
contact center
Leaders
Majority
Laggards
• Automation:
procurement,
integrated
directory
Value Curve
• Empowered consumers
and self-directed care
• Frictionless integration
with providers, pharma
& suppliers
Back Office
Buy Side
Front Office
Sell Side
Business vs. IT Strategy
Integrative Architecture
Integrative Architecture
Integrate EC Front and Legacy Back End
Presentation Options
Presentation on Legacy Database
Current
Membership
Extract
Account
DB2 Tables
(29)
Provider
DB2
Table DB2
Table DB2
Table DB2
Table DB2
DB2
Table DB2
Table DB2
Table DB2
Table
Table DB2
DB2
Table DB2
Table DB2
Table
Table
DB2
Table DB2
DB2
Table DB2
Table DB2
Table DB2
Table DB2
Table DB2
Table
DB2
Table
DB2
Table DB2
Table
Table DB2
Table DB2
Table
DB2
Table
DB2
Table
Account
Maintenance
CICS Screen
Member
Maintenance
PowerBuilder Client
Internet Screen
MEMBER’S
INQUIRY
(Summary Window)
Messaging
Network
INQ-SUB
Current
Membership
INQ-MEMB
INQ-SUB-MB
Account
INQ-SUB-CAT
Provider
History
Claims
Internet
Denormalized
DB2
Tables
Extract
DB2
Table
Web Design
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Business Intelligence
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Balanced Scorecard
e-Business Strategy
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ORGANIZATION
STRATEGY
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Implementation Strategies I
Implementation Strategies II
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Business to Business
Marketing
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Internet Marketing
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Balanced Scorecard
Implementation Strategies II
Implementation Strategies I
Business
to Business
Marketing
Internet
Marketing
Web
Design
Infrastructure
e-Business Strategy
Business
Intelligence
References
Business Models:
–
–
–
–
Michael Porter
James McKinney
Warren McFarlan
James Cash
Technology Models:
– Gartner Group
– MetaGroup
– Forrester Group