...1.1 Information Quality The information quality is related to the quality of the information systems content, which serves as a source of value to users (Huang and Benyoucef, 2013). The high-quality, sufficient and relevant information contribute to a positive brand image to the customer which benefit the business. The author will critically illustrate the reasons for the low score and poor performance in the information quality. 1.1.1 Language First of all, Savait tries to encourage the consumers to join the community by having the pop-up window written in English. In the home page, “the buyers’ choice”, a big “start shopping” title, a horizontal scrolling bar and the detailed product description which are all in English conveys the message to the customer that this website sells fashion products internationally. Besides, English titles are used at the bottom in order to tell customers where they can find the terms and conditions, shipment, payment, size, etc. However, what makes the user confusing is that the menu item is in both the English and Italian. In addition, when the consumer clicks the payment and shipment links which are both English in the footer menu, they will find the detailed information in Italian. The payment (Liu and Arnett, 2000) and shipment...
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...3 Organizational Strategy, Information Systems, and Competitive Advantage When Dee asked her boss for a budget to create her blog, he responded by asking the questions at the start of Chapter 2 (page 20). Using the knowledge in that chapter, she was able to respond, and he tentatively approved her budget request. Before he did so, however, he said that he wanted a memo from her on how her blog would provide a competitive advantage. He wanted that memo so that he could include it in the documentation he would use to justify the expense to his manager. The knowledge presented in this chapter will help her write that memo. An optional Extension for this chapter is CE3, “Knowledge Management and Expert Systems.” Study Questions Q1 Q2 Q3 Q4 Q5 Q6 How does organizational strategy determine information systems structure? What five forces determine industry structure? What is competitive strategy? What is a value chain? How do value chains determine business processes and information systems? How do information systems provide competitive advantages? How does the knowledge in this chapter help Dee and you? 37 38 Chapter 3 Organizational Strategy, Information Systems, and Competitive Advantage Industry Structure New Vendors Competitive Strategy Value Chains Business Processes Information Systems Threat of new entrants Lowest cost across the industry Customers Better product/service across the industry Better product/service within...
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...06168500 Complete the following exam by answering the questions and compiling your answers into a word-processing document. When you’re ready to submit your answers, refer to the instructions at the end of your exam booklet. Be certain to indicate the proper question number before each of your answers. Remember to show your work if an answer requires a mathematical solution. Part A: Answer each of the following questions. Each answer is worth 20 points. 1. The management of Sharrar Corporation would like to investigate the possibility of basing its predetermined overhead rate on activity at capacity rather than on the estimated amount of activity for the year. The company’s controller has provided an example to illustrate how this new system would work. In this example, the allocation base is machine-hours and the estimated amount of the allocation base for the upcoming year is 45,000 machine- hours. In addition, capacity is 52,000 machine-hours and the actual activity for the year is 47,100 machine-hours. All of the manufacturing overhead is fixed and is $1,029,600 per year. For simplicity, it’s assumed that this is the esti- mated manufacturing overhead for the year as well as the manufacturing overhead at capacity and the actual amount of manufacturing overhead for the year. Required: A. Determine the predetermined overhead rate if the predetermined overhead rate is based on the estimated amount of the allocation base. B. Determine the underapplied or overapplied...
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...MANAGEMENT INFORMATION SYSTEMS: BUSINESS DRIVEN mis INFORMATION IS EVERYWHERE. INFORMATION IS A STRATEGIC ASSET. WITHOUT INFORMATION, AN ORGANIZATION SIMPLY COULD NOT OPERATE. THIS CHAPTER INTRODUCES STUDENTS TO SEVERAL CORE BUSINESS STRATEGIES THAT FOCUS ON USING INFORMATION TO GAIN A COMPETITIVE ADVANTAGE, INCLUDING: • The core drivers of the information age • Data, information, business intelligence, knowledge • Systems thinking • Competitive advantages • Porter’s Five Forces model • Porter’s three generic strategies • Value chain analysis Many of these concepts and strategies will be new to your students. Be sure to explain to your students that this chapter offers an introduction to these concepts and they will gain a solid understanding of the details of these concepts as they continue reading the text. SECTION 1.1 – BUSINESS DRIVEN MIS Competing in the Information Age The Challenge: Departmental Companies The Solution: Management Information Systems SECTION 1.2 – BUSINESS STRATEGY Identifying Competitive Advantages The Five Forces Model – Evaluating Industry Attractiveness The Three Generic Strategies – Choosing a Business Focus Value Chain Analysis – Executing Business Strategies | | |SECTION 1.1 ...
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...Case Questions ERP Northern Digital Inc. 1. For a company so small, why is a better ERP SCM applications? A very fpequeña company that could be considered, you must always think about growing and being a leader. It's easier for an organization to adopt an SCM system when we already have the ERP system, ie use the ERP system as a framework for the insertion of a Supply Chain Management System (Supply Chain Management). So is not it better, I think that could be considered as a start. This integration would enable a reduction in expenses and a profit on customer service, for a SCM includes the management of transport and storage of raw materials, inventory and delivery of goods and / or services. At the same time, the proper administration of the Supply Chain aims to consider and prevent possible events that can be reached in the process bring about a product or service to a customer. SCM systems allow a convenient way to manage the various steps involved in this process, covering the performance of traditional ERP and adding new features. Identify supply chain segments that supports ERP (be specific). ERP systems usually begin with the creation of an order and shipment, including transport, delivery and billing process. "It's a very direct chain logistics to the sales stage, the functionality might include some aspects of planning and demand planning. You can track customer demand and generate a forecast. Based on these data is possible to optimize the supply chain delivery...
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...Summary Originally, data and information was intensively collected manually and periodically due to the volume. With the help of information systems, such intensive manual labor in my opinion is now almost a thing of the past. This is not to say that there are still no data or information that will need to be gathered manually. In this information age of ours, a period when information is power, technology is such an important part of most organizations. The use of technology is not only limited to technology companies to operate effectively as almost all organizations; small and large, struggles with the management of information systems on a daily basis in one way or another. Management information system is “both a business discipline that deals with the use of information technology—or computers, computer technology, or simply technology—and an academic field of study” (http://highered.mcgraw-hill.com/). With the amount of information in existence today, Information systems have become a part of us. An information management system provides information that is necessary to the effective and efficient management of an organization, its activities and its people. Managers and senior level management must be able to first understand their organization before they can decide which information system will best suit their purpose and help in the achievement of their organizational goals and objectives. This means that information systems obtained in organizations...
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...Evaluating Strategic Performance Purpose The purpose of the report is to give an in depth view on the case company ‘Dienst Facilitaire Bedrijven’ of Tilburg University, and formulated a strategy with could improve the current situation. Recommendations The main recommendations are; reformulating and reviewing the current mission and vision in addition to setting a strategy in which a niche is filled. Focusing on customer intimacy which follows the slogan; DFB does it, just the way you like it!! DFB will be changing its generic strategy from Cost Leadership to Differentiation Focus. Table of content 1.Introduction to Strategy 4 1.1 Strategy 4 2. DFB 5 2.1 Mission 5 2.2 Vision 5 2.3 Values 5 3.Conduction a situational analysis 6 3.1 Situation analysis 6 3.2 SWOT 6 3.3 The 3 C’s by Ohmea 7 3.3.1 Corporation 7 3.3.2 Customer 7 3.3.3 Competition 7 3.4 DESTEP 7 3.4.1 Demographic 7 3.4.2 Economic 7 3.4.3 Social 8 3.4.4 Technological 8 3.4.5 Ecological 8 3.4.6 Political 8 4.Formulating a Strategy 9 4.1 Porters generic strategies 9 4.2 Critical Success Factors 9 5.Implementing a Strategy 11 5.1 Eight Step Process by Kotter 11 6.Monitoring and Evaluating Strategic Performance 12 6.1 Balance Scorecard 12 6.1.1 Financial 12 6.1.2 Customer 12 6.1.3 Learning and growth 12 6.1.4 Internal business processes 12 6.2 Net...
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...ROBERT GORDON BUSINESS SCHOOL Investment Appraisal for Zest Spa India A financial analysis 1411742 06.01.2015 Words: 2420 + 500 Appendix Table of contents 1. Company overview and appraisal ....................................................................................................... 1 2. Background .......................................................................................................................................... 1 2.1 Porter´s analysis ............................................................................................................................ 2 2.2. Indian government ....................................................................................................................... 2 3. Investment Thesis................................................................................................................................ 3 4. Valuation ............................................................................................................................................. 5 4.1 ARR ................................................................................................................................................ 6 4.2 IRR.................................................................................................................................................. 6 4.3 Limitations ...............................................................................................................
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...PART I IT in the Organization 1. Information Technology in the Digital Economy 2. Information Technologies: Concepts and Management 3. Strategic Information Systems for Competitive Advantage CHAPTER Strategic Information Systems for Competitive Advantage Rosenbluth International: Competing in the Digital Economy 3.1 Strategic Advantage and Information Technology 3.2 Porter’s Competitive Forces Model and Strategies 3.3 Porter’s Value Chain Model 3.4 Interorganizational Strategic Information Systems 3.5 A Framework for Global Competition 3.6 Strategic Information Systems: Examples and Analysis 3.7 Implementing and Sustaining SIS Minicases: (1) Cisco Systems/ (2) Aeronautica Civil 89 LEARNING OBJECTIVES 3 After studying this chapter, you will be able to: Describe strategic information systems (SISs) and explain their advantages. Describe Porter’s competitive forces model and how information technology helps companies improve their competitive positions. Describe 12 strategies companies can use to achieve competitive advantage in their industry. Describe Porter’s value chain model and its relationship to information technology. Describe how linking information systems across organizations helps companies achieve competitive advantage. Describe global competition and global business drivers. Describe representative SISs and the advantage they provide to organizations. Discuss the challenges associated with sustaining competitive advantage. ROSENBLUTH INTERNATIONAL: COMPETING...
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...Swinburne University of Technology Faculty of Business and Law International Business Strategy Analysis Group Assignment (35%) INB70012 Global Business Strategy Semester 1, 2015 Strategy Analysis of AirAsia Convenor : Dr Aron Perenyi & Lecturer Students : Natalia Knets Emma Dalton Gautham Raju Markus Arian Shakoor (1704583) * Executive Summary * Content page Executive Summary II Content III Figures IV 1 Introduction 1 2 Mission, Vision and Core Values 1 3 External Environment Analysis 2 4 Internal Environment Analysis 4 5 Current Strategy Analysis 7 5.1 Corporate and International Strategy 7 5.2 Business Strategy 9 6 Strategy Fit 9 6.1 Financial Performance Analysis 9 6.2 SWOT Analysis 11 7 Strategy Recommendations 14 References 15 * Figures page Figure 1: Structure of AirAsia 8 Introduction AirAsia is a Malaysian low-cost carrier (LCC) and has been established in 1994 by DRB-Hicom. In 2001 Tony Fernandes took over the company and remains the CEO of the AirAsia Group. Fernandes turned the company from a small airline with two aircrafts operating to one destination with 250 staff (AirAsia 2015a) into the number one LCC operating in Asia. Today it operates on 132 routes, connecting 65 destinations in 18 countries with over 8,000 staff (AirAsia 2015b). The group services almost 12 million passengers per year with 171 aircrafts (AirAsia 2015c). This report provides a comprehensive strategy analysis...
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...WAGONFELD Flextronics: Deciding on a Shop-Floor System for Producing the Microsoft Xbox It was March 2001 and Jim McCusker was getting restless during the long flight over to Hungary. He had just spent a few days visiting Flextronics’ North American operations in Guadalajara, Mexico, and now he was on his way to Flextronics’ central European facilities. He was planning to spend two days there before heading back to his primary office at Flextronics’ U.S. headquarters in San Jose, California. As the senior account manager for Flextronics’ relationship with Microsoft, McCusker spent much of his time traveling between the two facilities, one in Mexico and one in Hungary, that would be producing the new Xbox video game system for the 2001 holiday season. When McCusker first took charge of the Microsoft account in November 2000, he quickly realized that Flextronics had committed to an extremely aggressive schedule for producing the Xbox. The two facilities designated to build the product would have to work together very closely to achieve Microsoft’s goal of a simultaneous North American and European launch. The Microsoft Xbox was Flextronics’ first truly global project, and McCusker knew that it would be important to standardize certain elements among the Flextronics facilities. In fact, in bidding for the business, Flextronics management had committed to Microsoft that they would use the same shop-floor management system in both facilities so that Microsoft could track...
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...Running Head: Zara Case Study Zara – IT for Fast Fashion MGN 562 Team: The Change Agents Drejer Simon ID 315273004 Sharnjeet Kaur ID 315271003 Bilal Khalid ID 315276006 JR Rattaporn Srinok ID 315373001 Zertab Quaderi ID 315276001 Stamford International University, Bangkok February 2016 Table of Contents Abstract 3 Company Overview 4 Current Situation 5 Process Performance Analysis 5 Capacity 7 Efficiency 8 Flexibility 11 Quality 11 Operations Strategy Analysis 15 Root Cause Analysis 16 Cost Benefit Analysis 17 Multi Criteria Decision Making 20 Implementation Strategy 20 Recommendations 22 Conclusions 24 List of references 25 Appendix 26 Team Charter 26 Abstract The case study on Zara is set in August 2003 when the head of IT and the technical lead for the POS system are arguing about whether or not to upgrade the operating system of the POS terminals from DOS. The paper examines the operations management of Zara to see whether an updated IT system should be in place or not. It analyses the operations design and strategy of Zara in detail to justify an upgradation of their IT system. It also examines the areas where an updated IT can add value to the operations and ultimately, to the consumers. Several tools and methods have been applied to arrive at a decision. Recommendations and implementation strategy are outlined for better management decision making. Company Overview Inditex, the holding company of Zara, was founded...
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...ANNALS of the ORADEA UNIVERSITY. Fascicle of Management and Technological Engineering, Volume VI (XVI), 2007 STRATEGY AND SUSTAINABLE COMPETITIVE ADVANTAGETHE CASE OF ZARA FASHION CHAIN Sunhilde CUC, Simona TRIPA University of Oradea, Faculty of Textiles and Leatherworks, e-mail: hectic@rdslink.ro, tripasimona@yahoo.com, Keywords: Company Strategy, Competitive Advantage, Operational Effectiveness, Strategic Positioning Abstract. In this case study we want to analyse this phenomenon called Zara, a strategic unit of the Inditex Group, and evaluate the strategies of Zara on the European fashion market. Finally within the clothing market, it shows the competitive advantage gained through modern systems by comparing Zara to its opponents. 1. COMPANY PROFILE Firms strive for sustainable competitive advantage, financial performance that consistently outperforms their industry peers. The world is so dynamic, with new products and new competitors rising seemingly overnight, that truly sustainable advantage might seem like an impossibility. But there are winners and the Zara chain is one of them. The Zara fashion chain, founded in 1975 in Arteixo, a small town in the north of Spain, is perhaps the world's most successful clothing chain. Zara has helped its parent, the Spanish firm Inditex, grow from obscurity in the mid 90s to the world's third largest pure-play fashion retailer after the Swedish H&M and US-based Gap Inc. with financial performance well ahead of these rivals...
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...A Direct Threat to the Status Quo An Analysis of the PC Industry and Dell, Inc. I. Personal Computer Industry Summary a. Industry Profile b. Typical Industry Competitive Strategy c. Porter Model Evaluation d. Globalization of the Industry e. Importance of I/T to the Industry II. Dell, Inc. a. Dell Company Profile b. Market and Financial Performance c. Competitive Strategy Statement d. Significance of Information Systems e. Strengths and Weaknesses of Dell, Inc. III. Structured Analysis of Information Systems Use a. Strategic Option Generator b. Roles, Roles and Relationships c. Redefine/Define d. Significance of Telecommunications e. Success Factor Profile IV Final Analysis a. Success of Business Strategy and I/T Use to Date b. Have the Above factors Positioned Dell for the Future? Objective of this paper A thorough analysis of the PC Industry yields a unique look at the most dynamic market arena in the last 25 years. This analysis paper seeks to offer just that: an in depth view of what it takes to succeed in this marketplace. While focusing on the international end-user and corporate markets, important topics such as threats, tactics, and future trends of the core market players will be scrutinized. Further, we offer an in-depth look at how Dell Inc., one of the market’s most successful players, deals with these threats and competition...
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...CHAPTER 1 THE INFORMATION AGE IN WHICH YOU LIVE: CHANGING THE FACE OF BUSINESS JUMP TO THE SUPPORT YOU WANT • Lecture Outline • Modules, Projects, and Data Files • Slide Reviews • Closing Cases • Short-Answer Questions • Assignments and Exercises • Discussion Questions • Industry & Global Perspectives • Additional Assignments and Exercises CONTACT INFORMATION: Stephen Haag (shaag@du.edu) STUDENT LEARNING OUTCOMES 1. Define management information systems (MIS) and describe the three important organizational resources within it – people, information, and information technology. 2. Describe how to use break-even analysis to assess the financial impact of information technology. 3. Describe how to use Porter’s Five Forces Model to evaluate the relative attractiveness of and competitive pressures in an industry. 4. Compare and contrast Porter’s three generic strategies and the run-grow-transform framework as approaches to the development of business strategy. CHAPTER SUMMARY This chapter serves two primary purposes. First the chapter introduces your students to the broad notion of management information systems within an organization and the three key resources on which MIS focuses – people, information, and information technology. Second, the chapter jumps right into the process of appropriately selecting which technologies to use based on the industry in which your organization operates, the identified...
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