[pic] |Syllabus Axia College/School of Business XBIS/219 Business Information Systems | |Copyright © 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course provides an overview of Business Information Systems. This includes a broad foundation for both technical and nontechnical business professionals. Special emphasis is placed on how information is used by different types of businesses across different industries. Policies Faculty and students/learners
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planning, a senior manager, a business group, an IS manager, or a steering committee identify all possible systems development projects that an organizational unit can undertake. 3. Developing Information Systems Projects Criteria’s: a. Value Chain Analysis b. Alignment with Business Strategy c. Potential Benefits d. Resource Availability and Requirements e. Risks Arguments for Proposed Customer Loyalty System: a. A Customer Loyalty System can benefit both the customers and their business
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From Processes to Promise: Ivanka Visnjic Business Models Research Lead, Cambridge Service Alliance Assistant Professor, ESADE Business School How complex service providers use business model innovation to deliver sustainable growth Andy Neely Director, Cambridge Service Alliance Founder members: Judge Business School The Cambridge Service Alliance The Cambridge Service Alliance is a unique global partnership between businesses and universities. It brings together the world’s
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a minimum you will need to include 10 additional references and three new headings. 2. Imagine that you are a consultant working for a well known supermarket chain such as Tesco, Sainsbury’s, Waitrose, etc. The CEO of the chain has asked you to write a short report of about 400-500 words analyzing the business using Porter’s Value chain model (5 primary activities and 4 secondary activities). She has asked you to identify at least one element in each activity and to describe an information indicator
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Introduction With the launch of the Sustainability Strategy in 2005, Walmart was able to generate cost savings and profits from different areas of its supply chain. Having faced challenges to convince all its stakeholders to participate in this strategy, there is long way from setting a firm foundation for their strategy supply chain wide and to reach a consensus with its stakeholders on the need to focus on sustainability. However, with 2006 coming to an end, Ruben and Elm are pressured to evaluate
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Resources and Capabilities Resources and Capabilities as Sources of Profit l The Resources of the Firm Tangible Resources Intangible Resources Human Resources Analysis to Work: A Practical Guide Step 1 Identify the Key Resources and Capabilities 123 CSAC05 1/13/07 9:21 Page 124 124 PART II THE TOOLS OF STRATEGY ANALYSIS Step 2 Appraising Resources and Capabilities Step 3 Developing Strategy Implications l Developing Resources and Capabilities The Relationship between Resources
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Technology – Measuring Information Technology’s Success • SECTION 1.2 – BUSINESS STRATEGY – Identifying Competitive Advantages – The Five Forces Model – Evaluating Business Segments – The Three Generic Strategies – Creating a Business Focus – Value Chain Analysis – Targeting Business Processes SECTION 1.1 INFORMATION SYSTEMS IN BUSINESS McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved 1-4 LEARNING OUTCOMES 1. Describe the functional areas of a business and why they must
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From Followers to Market Leaders: Asian Electronics Firms in the Global Economy Henry Wai-chung Yeung Department of Geography, National University of Singapore, 1 Arts Link, Singapore 117570 (Tel: 65-6516 6810; Fax: 65-6777 3091; Email: HenryYeung@nus.edu.sg; Homepage: http://courses.nus.edu.sg/course/geoywc/henry.htm) Forthcoming in Asia Pacific Viewpoint, Vol.48(1), pp.1-30, 2007. Acknowledgement An earlier version of this paper was presented as the Asia Pacific Viewpoint Lecture at the International
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|Enterprise IT (EIT) |IT that integrates multiple functions by |Enterprise Resource Planning (ERP) systems | | |imposing new work structure |Supply chain management (SCM) systems | | | |Customer Relationship Management (CRM) systems | | |
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resources are the firm specific assets to creating a cost or differentiation advantage whereas capabilities refer to the firm’s ability to bring a product with a lower cost and more unique than the competitors. These can be illustrated by the value chain analysis that
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