...Case Study for Information Management 資訊管理個案 E-commerce: Digital Markets, Digital Goods 1. Facebook, 2. Amazon vs. Walmart (Chap. 10) 1011CSIM4B10 TLMXB4B Thu 8, 9, 10 (15:10-18:00) B508 Min-Yuh Day 戴敏育 Assistant Professor 專任助理教授 Dept. of Information Management, Tamkang University 淡江大學 資訊管理學系 http://mail. tku.edu.tw/myday/ 2012-11-29 1 課程大綱 (Syllabus) 週次 日期 內容（Subject/Topics） 1 101/09/13 Introduction to Case Study for Information Management 2 101/09/20 Information Systems in Global Business: 1. UPS, 2. The National Bank of Kuwait (Chap. 1) 3 101/09/27 Global E-Business and Collaboration: NTUC Income (Chap. 2) 4 101/10/04 Information Systems, Organization, and Strategy: Soundbuzz (Chap. 3) 5 101/10/11 IT Infrastructure and Emerging Technologies: Salesforce.com (Chap. 5) 6 101/10/18 Foundations of Business Intelligence: Lego (Chap. 6) 2 課程大綱 (Syllabus) 週次 日期 內容（Subject/Topics） 7 101/10/25 Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft (Chap. 7) 8 101/11/01 Securing Information System: 1. Facebook, 2. European Network and Information Security Agency (ENISA) (Chap. 8) 9 101/11/08 Midterm Report (期中報告) 10 101/11/15 期中考試週 11 101/11/22 Enterprise Application: Border States Industries Inc. (BSE) (Chap. 9) 12 101/11/29 E-commerce: 1. Facebook, 2. Amazon vs. Walmart (Chap. 10) 3 課程大綱 (Syllabus) 週次 日期 內容（Subject/Topics） 13 101/12/06 Knowledge Management: Tata Consulting Services (Chap. 11) 14 101/12/13 Enhancing Decision Making: CompStat...
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...CHAPTER REFERENCE – CHAPTER 1 Lecture Topic Information Systems in Global Business today Keywords Information Technology (IT) - IT refers to all the hardware and software that a firm needs to use in order to achieve its business objectives. This includes the computers, printers, handhelds, mobile phones, software, and peripheral support systems. IT Infrastructure - IT infrastructure is the foundation or platform on which the firm can build its specific information systems i.e. the IT infrastructure of the company determines whether the company has the proper set of information services that it needs to accomplish its goals. Data – Streams of raw facts that are more comprehensible by computer systems. Information – Data that has been organized and arranged in a form that is easy for people to understand. Information Systems - An Information System is a set of interrelated components (determined through the IT infrastructure) that collect, retrieve, process, store and distribute information to support decision making and control in an organization. Additionally, an Information system is a tool that supports decision making, coordination and control within an organization by helping its employees analyze problems, visualize solutions, and develop new products. Digital Firm - is an organization in which a MAJORITY of significant business relationships are digitally enabled and mediated through information systems. Lean Production - The production process...
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...Nestle S.A. is one too. So is Lorenzo Zambrano of Cemex in Mexico, Massimo Bongiovanni, CEO of Coop Centrale in Italy and Toshifumi Suzuki, CEO of 7-Eleven Japan. What do these global business leaders have in common that sets them apart from the majority of top management in other organizations? They are IT Savvy BUSINESS leaders. That means they communicate an organizing vision which affords a central role to leveraging IT for value creation; they engage themselves in strategic IT decisions and insist that their top management team does as well; they construct an equal partnership between business and IT ,and they achieve superior returns for their efforts. According to research by Peter Weill and Jeanne Ross[1], firms with higher IT spending and high IT savvy can achieve 20 percent greater margins than their competitors, whereas the lowest spenders and least IT savvy firms earn 32 percent lower margins than their competitors. Naturally with this sort of performance lift, most CEO’s, in fact most business leaders across the organization, must be IT savvy – right? Unfortunately the answer is “Not yet.” As for evidence, it is visible or can be deduced in headline-grabbing events about IT project failures, rigid information systems which reduce a company’s local and/or global agility, layoffs at firms due to inefficient operations and security breaches and data losses. All of these occurrences signal deficiencies in leveraging information technology effectively. Blame...
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...The DIGITAL ECONOMY I. Introduction ( Pearlson & Saunders, 2013, Introduction; Tapscott, 2014, Ch. 1) @mtpadam Week 1 1 COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been copied and communicated to you by or on behalf of the University of Newcastle pursuant to Part VB of the Copyright Act 1968 (the Act) The material in this communication may be subject to copyright under the Act. Any further copying or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice. 1 Educational Objectives for Today • Foundations of the economy • Similarities and differences between analog and digital goods • Understand the basic concepts of the digital economy • A brief overview of the history of IT • Creative destruction and digital disruption | EBUS3050 | The Digital Economy| I. Introduction “These Google guys, they want to be billionaires and rock stars and go to conferences and all that. Let us see if they still want to run the business intwo to three years.” (Bill Gates, Microsoft, 2003) “$100 million is way to much to pay for Microsoft.” (IBM, 1982) Week 1 3 “Information technology and business are becoming inextricably interwoven. I don’t think anybody can talk meaningfully about one without the talking about the others.” (Bill Gates, Microsoft) “By 2005 or so, it will become clear that the Internet’s impact on the economy...
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...seminar participants at the Harvard Business School. All remaining errors are ours. * Abandoning Innovation in Emerging Industries Abstract Existing models of industry evolution describe a smooth pattern of emergence over time in which the number of firms in an industry increases, hits a peak, decreases as a result of a shakeout, and then stabilizes as the industry reaches maturity. Although this model has been well-accepted and the basic empirical finding holds true across a range of industries, we propose that the finding is not as robust as is generally assumed. We introduce an alternative pattern of evolution in which, during the emergent stage, an industry experiences a sharp decrease in the number of firms – a “mini shakeout” – before increasing again, reaching a final peak and undergoing a major shakeout as described in the extant literature. Using panel data across multiple product innovations introduced in the 20th century, we first show the pervasiveness of the mini shakeout phenomena. We then examine why some industries are more likely to experience a mini shakeout. Finally, using detailed quantitative and qualitative data on the emergence of handheld computers and digital cameras, we investigate why some firms abandon...
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...constant effort to understand and map business processes in both online and offline worlds. It is easy to imagine a combination of BPR and a digital service taxonomy to not only reshape the core business processes, but also ensure that the technical and connecting components neatly interface and optimize the core business needs. By examining two articles, one utilizing BPR and another a digital service taxonomy, that each have a different take on how to address, evaluate and form the interactions necessary in the emergent digital service category. This paper concludes that BPR can in most cases be used with the digital service taxonomy and should as such be highly complementary. It also concludes that the future development in digital service taxonomies will greatly expand and widen the complexity of future versions.IntroductionThere is a constant effort to understand and map business processes in both online and offline worlds. Business Process Reengineering (BPR) is an older tool to try to reshape a company’s workflow and produce something better. With the movement from physical to digital goods, many companies need to reinvent the way they think and work. A way to pave the road for changing the company could be with digital service taxonomies that have been cropping up in the recent years. It is easy to imagine a combination of BPR and a digital service taxonomy to not only reshape the core business processes, but also ensure that the technical and connecting components neatly interface...
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...When we talk about acquisitions or takeovers, we are talking about a number of different transactions. These transactions can range from one firm merging with another firm to create a new firm to managers of a firm acquiring the firm from its stockholders and creating a private firm. We begin this section by looking at the different forms taken by takeovers. 1. TAKEOVER A corporate action where an acquiring company makes a bid for an acquire. If the target company is publicly traded, the acquiring company will make an offer for the outstanding shares. There are three types of takeovers: 1.1 Friendly takeovers A "friendly takeover" is an acquisition which is approved by the management. Before a bidder makes an offer for another company, it usually first informs the company's board of directors. In an ideal world, if the board feels that accepting the offer serves the shareholders better than rejecting it, it recommends the offer be accepted by the shareholders. 1.2 Hostile takeovers A "hostile takeover" allows a suitor to take over a target company whose management is unwilling to agree to a merger or takeover. A takeover is considered "hostile" if the target company's board rejects the offer, but the bidder continues to pursue it, or the bidder makes the offer directly after having announced its firm intention to make an offer. A hostile takeover can be conducted in several ways. A tender offer can be made where the acquiring company makes a public offer at a...
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...industrial history and influences on the economic, social, and technological environment that surrounds the company. The analysis will then proceed to focus on a SWOT Analysis that will designate what Kodak’s Strengths, Weaknesses, Opportunities, and Threats in today economic market. In addition Porter’s Five Forces Analysis will be conducted to determine Kodak’s competitiveness and overall attractiveness it now holds in the market today. To bring out the full strategic potential of Kodak, it is important to understand Kodak’s value chain and recognize the resources available and their capabilities in relation to the firm’s direction. The report will then conclude with a VRIO analysis which determines the core competencies of the firm. Kodak has been a big player on the market since its founding. In order for Kodak to survive we must question Kodak and ask “Does the Kodak of today have the organization to fully utilize their available resources and obtain a competitive advantage?” Eastman Kodak Company is an American imaging, photographic equipment, and services company. The company was founded by George Eastman in Rochester, New York in 1889. Kodak has always operated around four industries. These industries include graphic communication, commercial imagining, Health, and digital as well as film imaging. Though they operated around these four industries, Kodak has always been known for their focus on camera technology including film based technology. Here is where Kodak had...
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...keep stadiums full of fans, and to keep fans at home happy as well, is to enrich the fan experience by offering more video and services based on technology. When the New York Yankees built the new Yankee Stadium, they did just that. The new Yankee Stadium, which opened on April 2, 2009, isn’t just another ballpark: It’s the stadium of the future. It is the most wired, connected, and video-enabled stadium in all of baseball. Although the new stadium is similar in design to the original Yankee Stadium, built in 1923, the interior has more space and amenities, including more intensive use of video and computer technology. Baseball fans love video. According to Ron Ricci, co-chairman of Cisco Systems’ sports and entertainment division, “It’s what fans want to see, to see more angles and do it on their terms.” Cisco Systems supplied the computer and networking technology for the new stadium. Throughout the stadium, including the Great Hall, the Yankees Museum, and in-stadium restaurants and concession areas, 1,200 flat-panel high-definition HDTV monitors display live game coverage, up-to-date sports scores, archival and highlight video, promotional messages, news, weather, and traffic updates. There is also a huge monitor in center field that is 101 feet wide and 59 feet high. At the conclusion of games, the monitors provide up-to-the moment traffic information and directions to the nearest stadium exits. The monitors are designed to surround fans visually...
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...Introduction Dell computers are the best example of carrying out direct sales business in today’s business world. The direct sales business of the firm has been made by possible by using internet and digital media. However there are many issues and concerns of the corporation which has been elaborated in detail in this report analysed from the provided case study. Some of these issues are related to analysing Dell digital strategy and finding out the methods to enhance this strategy so that organization can increase its performance. The kind of challenges and opportunities available in order to implement the digital strategy has been explained briefly in this report. This report elaborates in detail how the firm is using internet and digital technology to interact with its stake holders. The second last part of the report explains change in methods of communication in organization by digital technology. The last part of the report provides details and evaluation on the digital strategy success of the firm. Company Background Dell Computer was founded by Michael Dell in 1984, while he was a student at the University of Texas, Austin. Dell began by selling upgrades of IBM-compatible PCs and in 1985 began to sell its own brand of PCs. From the beginning, Dell operated on the direct sales model, taking orders over the phone and building PCs to the customers’ specifications. Dell entered the retail PC channel for several years in the early 1990s, but a downturn in business in 1993...
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...Merging Information Technology and Cultures at Compaq-Digital (A): Meeting Day One Objectives On June 11, 1998, stockholders of Digital Equipment Corporation approved its acquisition by Compaq Computer Corporation, creating a $37 billion (US) personal computer and computing services firm. Within an hour of the stockholder vote, the more than 100,000 employees of the new Compaq were able to access a smgle e-mail directory via a corporate network that linked its world-wide sites. The IT units of the individual firms had banded together to successfully deliver their Day One objectives: There wasn't a whole lot of time to decide who was going to make what decision. As a team we marched off to figure out how we were going to get the networks to talk together even though they weren't the same technology. We figured out how to share mail, messaging—that kind of thing. It just had to happen pretty quickly. So we had a common task that we both went after. —Fred Jones. Vice President, Information Services. Compaq Experts inside and outside the firm recognized that the Compaq-Digital merger created a firm that could rival Hewlett-Packard and even IBM. But in order to leverage the potential synergies, Compaq's management team would need to overcome the challenges posed by the two firms' very different business models and cultures. Company Backgrounds Established in 1957, Digital Equipment Corporation introduced minicomputers to corporate computing environments. As minicomputers...
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...business landscape every second of the day. For businesses and corporations “To win it – they have to be in IT”. Information Technology (IT) has revolutionized every aspect of business and it evident in the way the world works - using high-speed Internet connections for e-mail and information gathering, portable computers connected to wireless networks, smart phones & hybrid handheld devices delivering instant connectivity and computing power to an increasingly mobile and global workforce. Information technology has become the largest component of capital investment for firms in the United States and many industrialized societies. In 2005, U.S. firms alone spent nearly $1.8 trillion on IT and telecommunications equipment and software. In 2011 worldwide spending on IT by companies is proving surprisingly resilient given the circumstances, according to a new forecast by the market research firm Gartner. The firm expects overall tech spending to grow by 7.1% this year, representing an upward revision from a previous forecast of 5.6%. In dollar terms...
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...involved issues like synergy and control, which go beyond just valuing a target firm. It is important on the right sequence, including • When should you consider synergy? • Where does the method of payment enter the process. I I Can synergy be valued, and if so, how? What is the value of control? How can you estimate the value? Aswath Damodaran 2 Steps involved in an Acquisition Valuation I I I I I Step 1: Establish a motive for the acquisition Step 2: Choose a target Step 3: Value the target with the acquisition motive built in. Step 4: Decide on the mode of payment - cash or stock, and if cash, arrange for financing - debt or equity. Step 5: Choose the accounting method for the merger/acquisition purchase or pooling. Aswath Damodaran 3 Step 1: Motives behind acquisitions (1) Simplest rationale is undervaluation, i.e., that firms that are undervalued by financial markets, relative to true value, will be targeted for acquisition by those who recognize this anomaly. (2) A more controversial reason is diversification, with the intent of stabilizing earnings and reducing risk. (3) Synergy refers to the potential additional value from combining two firms, either from operational or financial sources. • • Operating Synergy can come from higher growth or lower costs Financial Synergy can come from tax savings, increased debt capacity or cash slack. (4) Poorly managed firms are taken over and restructured by the new owners, who lay claim to the additional...
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...Fundamentals of Multinational Finance, 4e (Moffett) Chapter 1 Current Multinational Challenges and the Global Economy Multiple Choice and True/ False Questions 1.1 The Global Financial Marketplace 1) Which of the following firms are NOT considered to be multinational enterprises (MNEs) even if they have operations in more than one country? A) for-profit companies B) not-for-profit organizations C) non-government organizations (NGOs) D) all of the above may be considered MNEs Answer: D Diff: 1 Topic: 1.1 The Global Financial Marketplace Skill: Recognition 2) "BRIC" is a term coined in 2001 to refer to a group of countries at about the same stage of advanced economic development. The BRIC countries are ________. A) Belgium, Romania, Italy, and Canada B) Brazil, Russia, India, and China C) Britain, Romania, Israel, and Colombia D) Brazil, Russia, Italy, and Chile Answer: B Diff: 1 Topic: 1.1 The Global Financial Marketplace Skill: Recognition 3) According to the authors, which of the following groups or securities are at the "heart" to the global capital markets? A) debt securities issued by governments B) bank loans and corporate bons C) equity securities D) derivative securities Answer: A Diff: 1 Topic: 1.1 The Global Financial Marketplace Skill: Recognition 4) ________ are the largest markets in the world. A) United States equity markets B) European debt markets C) Global currency markets D) Chinese export markets Answer:...
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...Q1. Summarize, in your own words, what “digital fabrication” is and how it is different from traditional manufacturing tools and technology. What is a digital fabrication? Digital fabrication is the process that merges designing, construction and production that come together at one level. In other word, it is the process of translating digital design into physical objects that is tangible. Digital fabrication is going to allow individuals to design and produce tangible object and that can be by using the new technology that appears in last several years, which is the three dimensional printer along with the three dimensional software programs that help them to do their work more easily by using this technology. Digital fabrication becomes more useful in business areas because using this technology can increase the production line in inventory and that will help firms to be more efficient when they are using this technology which is (3D printer). On the one hand, the digital fabrication adds value for the consumers. Thus, the consumer no longer needs to buy from stores because today, three dimensional printer can do for those consumers what they wants in short time of period, if they owns their three dimensional printer. As an example, if a consumer has an own 3D printer and want to design and print his or her own Mug. He or she goes through several steps. The first step is the designing which the consumer design his or her own mug using the 3D software program such...
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