Information System by Dr. Eric C.C. Tsang (曾祥財 曾祥財) 曾祥財 FIT, MUST 1 Chapter 4 Ethical and Social Issues in Information Systems 2 Management Information Systems Chapter 4 Ethical and Social Issues in Information Systems LEARNING OBJECTIVES • Identify the ethical, social, and political issues that are raised by information systems. • Identify the principles for conduct that can be used to guide ethical decisions. • Evaluate the impact of contemporary information systems and the Internet
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financial analysis project CONTENTS INTRODUCTION4 VISION STATEMENT5 MISSION and OBJECTIVES5 COMPANY SUMMARY6 OWNERSHIP6 ORGANIZATIONAL STRUCTURE7 HISTORY OF WAL-MART8 INDUSTRY ANALYSIS9 MARKETING ANALYSIS10 MARKET SEGMENT11 MARKET SHARE13 DOMESTIC COMPETITORS14 INTERNATIONAL COMPETITORS15 CURRENT PRODUCTS16 PRODUCTS16 BCG MATRIX17 STRATEGY AND IMPLEMENTATION SUMMARY19 COMPETITIVE EDGE20 MARKETING AND SALES STRATEGY21 COST STRATEGY21 CAPITAL STRUCTURE STRATEGY21 FINANCIAL
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.....................................................................................................6 ORGANIZATIONAL STRUCTURE..........................................................................................................7 HISTORY OF WAL-MART..........................................................................................................................8 INDUSTRY ANALYSIS.........................................................................................................
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Approach to Strategy Running Case Featuring Wal-Mart Wal-Mart’s Competitive Advantage (Chapter 1) ● Working Conditions at Wal-Mart (Chapter 2) ● Wal-Mart’s Bargaining Power over Suppliers (Chapter 3) ● Human Resource Strategy and Productivity at Wal-Mart (Chapter 4) ● How Wal-Mart Became a Cost Leader (Chapter 5) ● Wal-Mart’s Global Expansion (Chapter 6) ● WalMart Internally Ventures a New Kind of Retail Store (Chapter 8) ● Sam Walton’s Approach to Implementing Wal-Mart’s Strategy (Chapter 9) Strategy
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Approach to Strategy Running Case Featuring Wal-Mart Wal-Mart’s Competitive Advantage (Chapter 1) ● Working Conditions at Wal-Mart (Chapter 2) ● Wal-Mart’s Bargaining Power over Suppliers (Chapter 3) ● Human Resource Strategy and Productivity at Wal-Mart (Chapter 4) ● How Wal-Mart Became a Cost Leader (Chapter 5) ● Wal-Mart’s Global Expansion (Chapter 6) ● WalMart Internally Ventures a New Kind of Retail Store (Chapter 8) ● Sam Walton’s Approach to Implementing Wal-Mart’s Strategy (Chapter 9) Strategy
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image: © Bryan F. Peterson/CORBIS Lower left image: © Stockbyte/Getty Images Lower right image: © David Oliver/Getty Images Additional photo credits are listed on page 516. Copyright © 2008 by Houghton Mifflin Company. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system without the prior written permission of Houghton Mifflin Company unless
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s i n E - B u s i n e s s : E-Government and M-Commerce ■ ■ ■ ■ opening case study Amazon.com—Not Your Average Bookstore Jeffrey Bezos, CEO and founder of Amazon.com, is running what some people refer to as the “world’s biggest bookstore.” The story of Bezos’s virtual bookstore teaches many lessons about online business. Out of nowhere, this digital bookstore turned an industry upside down. What happened here was more than just creating a Web site. Bezos conceived and implemented
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s i n E - B u s i n e s s : E-Government and M-Commerce ■ ■ ■ ■ opening case study Amazon.com—Not Your Average Bookstore Jeffrey Bezos, CEO and founder of Amazon.com, is running what some people refer to as the “world’s biggest bookstore.” The story of Bezos’s virtual bookstore teaches many lessons about online business. Out of nowhere, this digital bookstore turned an industry upside down. What happened here was more than just creating a Web site. Bezos conceived and implemented
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hold on to it. Most don’t. Slowly, imperceptibly, the tailwind turns around and the momentum disappears, without anyone quite realizing what has happened. The company is still growing, but not as strongly as before, not as efficiently. Everyone’s maxing out, but it seems like there’s molasses in the works. Sound familiar? Sooner or later, it hits you in the face. Imagine you are meeting up with a senior analyst whose opinion counts with some of your company’s biggest investors. You think you’re on
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Flattener #9. In-forming Flattener #10. The Steroids Three: The Triple Convergence / 173 Four: The Great Sorting Out / 201 America and the Flat World Five: America and Free Trade / 225 Six: The Untouchables / 237 Seven: The Quiet Crisis / 250 Eight: This Is Not a Test / 276 Developing Countries and the Flat World Nine: The Virgin of Guadalupe / 309 Companies and the Flat World Geopolitics and the Flat World Eleven: The Unflat World / 371 Twelve: The Dell Theory of Conflict Prevention / 414 Conclusion:
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