1/71 session 3 winning competitive advantages with it

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Session 3

Winning Competitive Advantages with IT

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1. Case Study: UPS

2. The key applications in business

3. Strategic Information systems

4. Summary of how IT can be used to implement Competitive Advantages

5. Discussion: IT is no longer important

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Case: UPS( 联合包裹服务 )

• In late 2000, best known for reliable,efficient package delivery.– Delivery 13.6 million packages a day set by 1.8 million s

hippers （发货人） to 7 million consignees( 收货人） .– In 1999, its revenue is $27 billions

• IT/IS in recent decade:– 1990: .UPS Net– 1993: DIAD(Delivery Information Acquisition Device)– mid of 1990: API +tracking system– By late 2000: 6 OnLine Tools– Late of 2000: e-commerce, e-logistics+……

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Case Study: UPS

• What are the input, processing, and output of UPS’s package tracking system?

• What technologies are used? How are these technologies related to UPS’s business strategy? What would happen if these technologies were not available?

• What change in UPS management and organization when they use the package tracking systems?

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Case Study: UPS

• Input:– Package information, customer signature, pickup,

delivery and timecard data, data location(while on route), and billing and customer clearance document.

• Processing:– Mainly,the data is transmitted to a central computer and

stored for retrieval.

• Output:– Mostly the same data as the input----pickup and delivery

time, location while on route, who signed for the package.

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Case Study: UPS• Technologies used include handheld computers with devi

ces to automatically capture shipping information, barcode scanners( 条码扫描器） , telecommunications for transmitting data, cellular phone network, and computer.

• The strategy is still the original one:”best service and lowest rate”( 最好的服务，最低的价格） . Technology allows UPS and its customers to always know where a package is.

• If the technology were not available, then UPS would, as it has through most of its history, attempt to provide that information to its customers, but at a high price. Note the pressure to reduce process time and cycle time

Session 3: Winning Competitive Advantages with IT

1. Case Study: UPS




5. Discussion: IT is no longer important?

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TYPES OF INFORMATION SYSTEMS

DATA WORKERSDATA WORKERS

KIND OF SYSTEM GROUPS SERVEDKIND OF SYSTEM GROUPS SERVED

STRATEGIC LEVEL SENIOR STRATEGIC LEVEL SENIOR MANAGERSMANAGERS

MANAGEMENT LEVEL MIDDLE MANAGEMENT LEVEL MIDDLE MANAGERSMANAGERS

OPERATIONAL OPERATIONAL

OPERATIONAL LEVEL OPERATIONAL LEVEL MANAGERS MANAGERS

KNOWLEDGE LEVEL KNOWLEDGE &KNOWLEDGE LEVEL KNOWLEDGE &

SALES & MANUFACTURING FINANCE ACCOUNTING HUMANSALES & MANUFACTURING FINANCE ACCOUNTING HUMAN RESOURCESRESOURCESMARKETINGMARKETING

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MAJOR TYPES OF SYSTEMS

• TRANSACTION PROCESSING SYSTEMS (TPS －事务处理 )

• MANAGEMENT INFORMATION SYSTEMS (MIS- 管理信息系统 )

• DECISION SUPPORT SYSTEMS (DSS- 决策支持系统 )

• KNOWLEDGE WORK SYSTEMS (KWS- 知识工作系统 )

• OFFICE AUTOMATION SYSTEMS (OAS- 办公自动化系统 )

• EXECUTIVE SUPPORT SYSTEMS (ESS- 经理支持系统 )

*

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TYPICAL TPS( 事务处理） APPLICATIONSSales & Marketing Systems

MAJOR FUNCTIONS OF SYSTEMS:

• Sales management, market research, promotion, pricing, new products

MAJOR APPLICATION SYSTEMS:

• Sales order info system, market research system, pricing system

*

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TYPICAL TPS APPLICATIONSManufacturing & Production Systems

MAJOR FUNCTIONS OF SYSTEMS:• Scheduling, purchasing, shipping,

receiving, engineering, operationsMAJOR APPLICATION SYSTEMS:• Materials resource planning systems,

purchase order control systems, engineering systems, quality control systems

*

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TYPICAL TPS APPLICATIONSFinance & Accounting Systems

MAJOR FUNCTIONS OF SYSTEMS:• Budgeting, general ledger, billing, cost

accountingMAJOR APPLICATION SYSTEMS:• General ledger, accounts receivable,

accounts payable, budgeting, funds management systems

*

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TYPICAL TPS APPLICATIONSHuman Resources Systems

MAJOR FUNCTIONS OF SYSTEMS:• Personnel records, benefits, compensation,

labor relations, trainingMAJOR APPLICATION SYSTEMS:• Payroll, employee records, benefit systems,

career path systems, personnel training systems

*

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TYPICAL TPS APPLICATIONSOther Types (e.g., University)

MAJOR FUNCTIONS OF SYSTEMS:• Admissions, grade records, course records,

alumniMAJOR APPLICATION SYSTEMS:• Registration system, student transcript

system, curriculum class control system, alumni benefactor system

*

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KNOWLEDGE LEVEL• INPUTS: DESIGN SPECS• PROCESSING: MODELLING• OUTPUTS: DESIGNS, GRAPHICS• USERS: TECHNICAL STAFF

EXAMPLE: ENGINEERING WORK STATION( CAD )

KNOWLEDGE WORK SYSTEMS (KWS- 知识工作系统 )

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OFFICE AUTOMATION SYSTEMS (OAS- 办公自动化系统 )

• TOWARD A “PAPERLESS” OFFICE

• REDESIGN OF WORK FLOW

• INTEGRATED SOFTWARE

• ERGONOMIC DESIGN

• BRIGHT, CHEERFUL WORK SPACE

EXAMPLE: PRESENTATION GRAPHICS

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MANAGEMENT LEVEL• INPUTS: HIGH VOLUME DATA• PROCESSING: SIMPLE MODELS• OUTPUTS: SUMMARY REPORTS• USERS: MIDDLE MANAGERS

EXAMPLE: ANNUAL BUDGETING( 年度预算等）

MANAGEMENT INFORMATION SYSTEMS (MIS- 管理信息系统 )

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• STRUCTURED & SEMI-STRUCTURED DECISIONS

• REPORT CONTROL ORIENTED

• PAST & PRESENT DATA

• INTERNAL ORIENTATION

• LENGTHY DESIGN PROCESS

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MANAGEMENT INFORMATION SYSTEMS (MIS)

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MISMIS

MIS FILESMIS FILES

SALES DATA

UNIT PRODUCT COST

PRODUCT CHANGE DATA

EXPENSE DATA

MISREPORTS

MANAGERSMANAGERS

TPS

Order Processing

System

Materials Resource

Planning System

General Ledger

System

ORDER FILE

PRODUCTION MASTER FILE

ACCOUNTING FILES

TPS( 事务处理系统） DATA FOR MIS( 管理信息系统） APPLICATIONS

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MANAGEMENT LEVEL

• INPUTS: LOW VOLUME DATA

• PROCESSING: INTERACTIVE

• OUTPUTS: DECISION ANALYSIS

• USERS: PROFESSIONALS, STAFF

EXAMPLE: CONTRACT COST ANALYSIS

DECISION SUPPORT SYSTEMS (DSS-决策支持系统 )

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• FLEXIBLE, ADAPTABLE, QUICK

• USER CONTROLS INPUTS/OUTPUTS

• NO PROFESSIONAL PROGRAMMING

• SUPPORTS DECISION PROCESS

• SOPHISTICATED MODELING TOOLS

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DECISION SUPPORT SYSTEMS (DSS)

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STRATEGIC LEVEL

• INPUTS: AGGREGATE DATA

• PROCESSING: INTERACTIVE

• OUTPUTS: PROJECTIONS

• USERS: SENIOR MANAGERS

EXAMPLE: 5 YEAR OPERATING PLAN

EXECUTIVE SUPPORT SYSTEMS (ESS- 经理支持系统 )

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• TOP LEVEL MANAGEMENT

• DESIGNED TO THE INDIVIDUAL

• TIES CEO TO ALL LEVELS

• VERY EXPENSIVE TO KEEP UP

• EXTENSIVE SUPPORT STAFF

*

EXECUTIVE SUPPORT SYSTEMS (ESS)

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INTERRELATIONSHIPS AMONG SYSTEMS

ESS

TPSKWS

OAS

DSSMIS

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SYSTEMS FROM A FUNCTIONAL PERSPECTIVE

• SALES & MARKETING SYSTEMS

• MANUFACTURING & PRODUCTION SYSTEMS

• FINANCE & ACCOUNTING SYSTEMS

• HUMAN RESOURCES SYSTEMS

*

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SALES & MARKETING INFORMATION SYSTEM

SYSTEM DESCRIPTION ORGANIZATIONAL LEVEL

ORDER PROCESSING ENTER, PROCESS, TRACK ORDERS OPERATIONAL

MARKET ANALYSIS IDENTIFY CUSTOMERS & MARKETS KNOWLEDGE

PRICING ANALYSIS DETERMINE PRICES MANAGEMENT

SALES TRENDS PREPARE 5-YEAR FORECASTS STRATEGIC

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MANUFACTURING INFORMATION SYSTEM


MACHINE CONTROL CONTROL ACTIONS OF EQUIPMENT OPERATIONAL

COMPUTER-AIDED-DESIGN DESIGN NEW PRODUCTS KNOWLEDGE

PRODUCTION PLANNING DECIDE NUMBER, SCHEDULE OF PRODUCTS MANAGEMENT

FACILITIES LOCATION DECIDE WHERE TO LOCATE FACILITIES STRATEGIC

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FINANCE & ACCOUNTING INFORMATION SYSTEM


ACCOUNTS RECEIVABLE TRACK MONEY OWED TO FIRM OPERATIONAL

PORTFOLIO ANALYSIS DESIGN FIRM'S INVESTMENTS KNOWLEDGE

BUDGETING PREPARE SHORT TERM BUDGETS MANAGEMENT

PROFIT PLANNING PLAN LONG-TERM PROFITS STRATEGIC

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HUMAN RESOURCES INFORMATION SYSTEM


TRAINING & DEVELOPMENT TRACK TRAINING, SKILLS, APPRAISALS OPERATIONAL

CAREER PATHING DESIGN EMPLOYEE CAREER PATHS KNOWLEDGE

COMPENSATION ANALYSIS MONITOR WAGES, SALARIES, BENEFITS MANAGEMENT

HUMAN RESOURCES PLANNING PLAN LONG-TERM LABOR FORCE NEEDS STRATEGIC

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SHIPPINGSHIPPING INVENTORYINVENTORY

PLANNING & PLANNING & FORECASTINGFORECASTING

ORDER ORDER PROCESSINGPROCESSING

PRODUCTIONPRODUCTION

PROCUREMENTPROCUREMENT

ACCOUNTINGACCOUNTING

SUPPLIERSSUPPLIERSCUSTOMERSCUSTOMERS

LOGISTICS LOGISTICS SERVICESSERVICES

DISTRIBUTORSDISTRIBUTORS

INTRANETINTRANETINTRANET

SUPPLY-CHAIN MANAGEMENT 供应链管理）

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HOW INFORMATION SYSTEMS FACILITATES SUPPLY CHAIN

MANAGEMENT• Decide when, what to produce,store, move…

– Rapidly communicate orders…

– Track order status…

– Check Inventory Availability, monitor levels…

– Track shipments…

– Plan production based on actual demand…

– Rapidly communicate product design changes…

– Provide product specifications…

– Share information about defect rate, returns...

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TRADITIONALVIEW OF SYSTEMS

• WITHIN THE BUSINESS: There are functions, each having its uses of information systems( 企业内部采用职能信息系统）

• OUTSIDE THE ORGANIZATION’S BOUNDARIES: There are customers and vendors

FUNCTIONS TEND TO WORK IN ISOLATION( 传统上的系统是相互孤立的 )

*

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Marketing

Accounting

Finance

Manufacturing

Human Resources

ENTERPRISE SYSTEM( 企业系统）

Business ProcessesBusiness Processes

Enterprise-wideEnterprise-wide Business ProcessesBusiness Processes

Vendors Customers

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INDUSTRIAL NETWORKS( 行业网络）

LINK FIRMS INTO INDUSTRY-WIDE SYSTEM （构成行业级的系统）

• HORIZONTAL: Link firms in same industry, including competitors

• VERTICAL: Link firm with suppliers in same industry

*


1. Case Study: UPS





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SABRE Evolved

• 1960s, Began as inventory-management tool----technical change.

• By mid-1970s, as control centre----- flight resource planning, AA management change

• Installed SABRE terminal in travel agencies. As travel-industry distribution mechanism---- transform the marketing and distribution of airline services.

• Today, as electronic travel supermarket ----SABRE Travel Information Network.

从 Sabre 公司的网站可以看到， Sabre 公司目前拥有三大块核心业务：一是知名在线旅行服务网站 Travelocity(www.travelocity.com) ；二是为旅游分销代理商、旅游产品供应商以及相关政府机构提供服务的大型分销系统网络 (Sabre Travel Network) ， GDS 业务就是其中重要的业务核心之一；三是致力于为航空公司、机场以及相关政府机构提供运营优化、降低成本方面的解决方案和服务的 Sabre Airline Solutions

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• 1950s: TECHNICAL CHANGES– Data Processing (DP) era

• 60s-70s: MANAGERIAL CONTROL– Management Information Systems (MIS) era

• 80s-90s: INSTITUTIONAL CORE ACTIVITIES– Strategic Information Systems (SIS) era

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GROWING IMPORTANCE

Information as Strategic Resource

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Evolve Role of Information SystemsTime period Concept of

informationTypical Infor. systems

Purpose Role of Infor. Systems

1950-1960s Bureaucratic Requirement

Electronic Accounting Machine

Speed accounting & paperwork

Speed up , efficiency

1960s-1970s General mgt support

MIS Speed general report requirement

Speed up, cost, efficiency

1970s-1980s Customized mgt support

DSS-EIS Improve mgt, customized dec. making

effectiveness

1985-2000s Strategic resource, competitive advantage, business foundation

Strategic information systems

Promote survival, prosperity of organization

Sustainable strategic advantage

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Strategic Role of Information Systems

• Strategic Information Systems( 战略信息系统 ):– Can change goals, operations, products, service

s, environment TO gain competitive advantage


1. Case Study: UPS





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BUSINESS LEVELS STRATEGY AND INFORMATION TECHNOLOGY

STRATEGIESSTRATEGIES MODELSMODELS IT TECHNOLOGIESIT TECHNOLOGIES

INDUSTRY COOPERATION vs COMPETITION

COMPETITIVE FORCES MODEL

ELECTRONIC TRANSACTIONS

LICENSING NETWORK ECONOMIES

COMMUNICATIONS NETWORKS

STANDARDSINTERORGANIZATIONAL SYSTEMSINFORMATION PARTNERSHIPS

FIRM SYNERGY CORE COMPETENCY KNOWLEDGE SYSTEMSCORE COMPETENCIES ORGANIZATIONAL SYSTEMS

BUSINESSLOW COST VALUE CHAIN ANALYSIS DATAMININGDIFFERENTIATION IT-BASED PRODUCTS / SERVICESSCOPE INTERORGANIZATIONAL SYSTEMS

SUPPLY CHAIN MANAGEMENTEFFICIENT CUSTOMER RESPONSE

业务级战略

企业集团级战略行业级战略

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BUSINESS LEVELS( 业务级） STRATEGY AND INFORMATION TECHNOLOGY

• VALUE CHAIN ANALYSIS( 价值链模型） : Highlights Activities that add Margin of Value to Product or Service

• DATAMINING: Analysis of Data to Find Patterns & Rules to Guide Decision Making

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Value Chain Model 波特（ Porter的价值链模型 )

Administration and Management

Human Resource

TechnologyProcurement

支持价值活动

InboundLogistic

Operations OutboundLogistic

Sales andMarketing

Service 基本价值活动

MaterialsHandlingDelivery

ManufacturingParts assembly

Order processingShipping

AdvertisingPromotion

Service Repair

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How Technology Support Value Activities

Value Activity Use of Technology

Inbound logistics Just-in-Time Inventory

Operations Process Control Systems

Outbound logistics On-lines to the order-entry systems of suppliers

Marketing and Sales Laptops for direct Sales

After-sale service Electronic dispatch of technical support

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How Technology Support Secondary Activities

Secondary Activity Use of Technology

Management Communication

Electronic mail

Human resource Online access to personnel files with a skill database

Technology Computer-aided design and manufacturing

Procurement Online access to suppliers’ Inventory files

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Firm-level( 企业集团级） Strategy and Information Technology

(1)Optimum Operations• Synergies( 协同 ): When outputs of some unit

es can be used as inputs to other unites, then unique nonmarket relationships can lower costs and generate profits.

• How Can IT be used strategically here?----To tie together the operations of disparate business units so that they can act as a whole.

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订单

发运

应收款总帐

物料单

计划

制造

库存管理

应付款

采购

成本

MRPMCUSM

MOMM

INVM

GLSM

PURM

APSM

PRCM

ARSM

SHPM

MRPII(Manufacturing Resource Planning)

BILM

价格手册

定制产品

材料分析批号跟踪

管理报告

合格供应商

车间管理

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• Core Competencies: An activity at which a firm is a world-class leader, may include being the world’s best fiber-optic manufacturer, the best miniature parts designer, the best package delivery service, or the best thin film manufacturer. ----rely on knowledge.

• How can IT be used to advance or create core competencies? Knowledge Management Systems encourage the sharing of knowledge across business.

(2) Enhancing Core Competencies( 核心能力）

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(1) 信息伙伴航空公司与银行之间的信息合作

Industry-level( 行业级） Strategy and Information Technology

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• In a network, the marginal cost of adding another participant are about zero,whereas the marginal gain is much larger. The larger the number of subscribers in a telephone system, or the Internet,the greater the value to all participants.

• Change the market, eg.ATMs, Point-of-Sale system.

(2) 网络经济

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Competition Force Model( 竞争力模型）

THE FIRM TRADITIONAL COMPETITION

NEW MARKET ENTRANTS

SUPPLIERS CUSTOMERS

SUBSTITUTE PRODUCTS & SERVICES

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Methods to Gain Competitive Advantage

• Barriers to entry keep out potential competitors and substitutes

• Ties to suppliers can cut costs, improve quality,and lock out competitors

• Control over distribution provides stronger markets and keeps out competitors

• Building ties to customers builds loyalty, improves products and increases margins

• Creating switching costs keeps customers loyal

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Summary of how information technology can be used to implement competitive strategies

Approach 1: Lower costs

1. Use IT TO substantially reduce the cost of business processes

2. Use IT to lower the costs of customers or suppliers.

4.15

THE FIRM

TRADITIONAL COMPETITION

NEW MARKET ENTRANTS

SUPPLIERS CUSTOMERS

SUBSTITUTE PRODUCTS & SERVICES

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通讯支持 (COMMUNICATIONS SUPPORT)

配销中心

供应商

供应商支付

WAL-MAT 总部

财务 (FINANCING)

卫星通讯

零售商店

POS 数据(Point-of-sale data)

组织学习 (Organizational Learni

ng)

视讯联接（ VIDEO LINK ）

POS 数据(Point-of-sale data)

WAL-MAT 供应链Partne

r

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Wall-Mart 沃尔 - 马特• 是近 20 年来美国发展最快的零售商。 70

年代公司年销售额只有 4000 万美元。 1995 年销售额已达 936 亿美元，列美国最大企业排名第四位， 2000 年市值 2567亿美元，列世界第 7 位， 2002 年世界 500 强名列第一。至尽，公司已拥有 2133商店、 469 家山姆会员商店和 248 家购物广场，遍布美国、墨西哥、加拿大、巴西、阿根廷、南非、印尼、中国等地。

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Wall-Mart 沃尔 - 马特：成功之道：在于理念和手段

• 理念：创始人沃尔顿先生倡导的尽量降低经营成本，实行低价销售。– 宗旨：帮顾客节省每一分钱。– 口号：天天平价，始终如一。– 1995 年经营成本占销售额的 15.8% （世界上大多数零

售商的经营成本在 40% 以上）• 手段：拥有世界上最大的私有卫星系统，与 380

0 家供货商实现计算机联网。总部的计算机系统与 16 个发货中心以及 1000 多家商店连接，做到即时销售，大大压缩产品时间成本，减少库存风险，加速资金周转。

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Approach 2: Differentiate

1. Develop new IT features to differentiate products and services

2. Use IT features to focus products and services at selected market niches.

Approach 3: Innovate

1. Create new products and service that include IT components

2. Make radical changes to business processes with IT

3. Develop unique new markets or market niches with the help of IT

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应用案例——戴尔计算机公司：直销与个性化服务的典范

• 向企业销售 :5,000 家美国公司服务的“首页”计划。当戴尔公司赢得一家有 400 百人以上的企业客户时，它就为那家客户建立首页。首页只不过是一套比较小的网页，常常同客户的内联网联接 ( 销售和租赁），让获准的雇员在线配置个人计算机、付款、跟踪交付的情况——每天约有 500 万元的戴尔个人计算机以这种方式定货。首页让客户能即刻得到技术支持（再也不用在电话里等待！），与销售人员联系。

• 向个人销售：网上订购、网上跟踪、网上支付

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Approach 4: Promote Growth

1. Use IT to manage regional and global business expansion

2. Use IT to diversify and integrated into other products and service

Approach 5: Develop Alliance

1. Use IT to create virtual organizations of business partners (information partner)

2. Develop interorganizational information systems that create strategic business relationships with customers, suppliers, subcontractors, and others

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• 如 Amazon 的网站上，购书客户在填写订单的最后，选择几种运输方式。 Amazon通过网络直接将运输业务转移给不同的运输的公司，同时为客户返回一个运输号。客户能够在任何时间登录到指定的运输公司网站，根据运输号，查询自己的书的运输状态。最终取得低成本的优势。

• 客户在 Cisco 公司的网上下订单以后， Cisco 同时在后台连接到 Fedex 公司的信息系统，把运输的指令发给 Fedex ， Fedex则根据这些指令及时将客户的订购产品送货上门。 Cisco 公司在 Fedex那里获得每个运输物品的编号，将其返回给客户。客户可以随时登录到 Cisco 的网站，在查询订单信息的同时，能看到自己订购的物品的当前运输状态。而这些运输状态信息则是 Fedex通过网络直接及时地更新 Cisco网站的数据库来实现的。

案例

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Approach 6: Improve Quality and Efficiency

1. Use IT of to dramatically improve the quality of products and service

2. Use IT to make continuous improvements to the efficiency of business process

3. Use IT to substantially shorten the time needed to develop, produce, and deliver products and service

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Approach 7: Build an IT Platform

1. Leverage investment in IS people, hardware, software, and networks from operational uses into strategy applications.

2. Build a strategic information base of internal and external data collected and analyzed by IT

Approach 8: Other Strategy

1. Use interorganizational information systems to create switching costs that lock in customers and suppliers

2. Use investment in IT to build barriers to entry against industry outsiders

3. Use IT components to make substitution of competing products unattractive

Session 3-4: Winning Competitive Advantages with IT

1. Case Study: UPS





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一场具有伟大意义的争吵： IT不再重要了吗？

• Nicholas G． Carr:– 由于信息技术的能力和普及性已经到达成熟阶段，它的战略重要性降低了。公司处理信息技术投资和管理的方式必须彻底变革。”卡尔认为，与铁路、电力和其他基础设施‘ infrastructure’ 一样，信息技术已经变得如此普及，对公司来说它不可或缺，但它已不能提供战略性竞争优势 ?

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一场具有伟大意义的争吵： IT不再重要了吗？

• Nicholas G． Carr:– “使得一个资源是战略性的——也就是它是可持续竞争优势的基础——不是普遍存在，而是稀缺性。只有拥有竞争对手不能拥有的东西，或做他们不能做的事，你才能相对于他们拥有竞争优势。但是，对所有企业来说，现在 IT 的核心功能（数据存储、处理和传输）都可以应用，也买得起。信息技术的能力和普及性已经开始将它从潜在的战略资源转变为制造的商品性因素。它成为所有企业经营必须支付的成本，但不能给任何人带来差异化。”

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IT不再重要了吗？• 对 IT的价值和前景的争论• IT 依然重要

– 与信息技术应用伴随而来的业务流程改进、业务创新、管理技巧并未商品化

– 创新可能在意想不到的地方出现单个公司：

如何利用信息技术改进业务流程、创新业务仍然存在很大的创新空间

改变产品和服务的成分它创造了过去不存在的可能性和选择机会技术从来不是稀缺资源，稀缺的是能够用这些技术创造价

值的管理能力。

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Can IT provide sustainable competitive advantage(可持续的竞争

优势） ?• Argument: IT can no longer be considered a

source of sustainable competitive advantage?• Argument: What is the source of sustainable

competitive advantage?

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• Two key roles for IT– IT should serve as a platform for building an effective

organization. In this role, IT is a source of knowledge and information, a platform for communicating and sharing information; it is a necessary component of the infrastructure required to creative a flexible, adaptive org. that embodies both tight control and flexibility.

– IT can serve as a powerful tool for creating value-added, strategic application. IT application must be able to be created and deployed quickly and must be capable of adapting to changes in strategy and its execution. Firms must create a robust, stable It infrastructure that serve as a platform for developing and implementing new value-added application quickly and less cost.

Can IT provide sustainable competitive advantage?

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总结管理者的机遇：

– 通过 IS/IT 企业可在业务级、企业集团级、业行及获取竞争优势。

管理者的挑战：– 竞争优势的持续性比较难保持 .

– 如何使企业的变革与技术的发展同步 .

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讨论题

P 77

1.

2.

P80

4.

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讨论题• “Carr （尼古拉斯 ·卡尔， Nicholas G.

Carr ）） has written that whatever advantages firms build using IT can be easily copied by competitors” ，你对这一观点的看法是什么？

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