Laudon Emis12e Inppt 03

Chapter 3
Achieving Competitive
Advantage with
Information Systems
3.1 Copyright © 2017 Pearson Education Ltd.

Essentials of Management Information Systems
Chapter 3 Achieving Competitive Advantage with Information Systems
STUDENT LEARNING OBJECTIVES
• How do Porter's competitive forces model, the

value chain model, synergies, core
competencies, and network-based strategies help
companies use information systems for
competitive advantage?
• How do information systems help business
globally?

STUDENT LEARNING OBJECTIVES
• How do information systems help businesses

compete using quality and design?
• What is the role of business process

management (BPM) in enhancing
competitiveness?

VIDEO CASES AND LEARNING TRACKS
Learning Tracks
1.Challenges of Information Systems for Competitive Advantage
2.Primer on Business Process Design and Documentation
3.Primer on Business Process Management
Video Cases
Case 1: National Basketball Association: Competing on Global
Delivery with Akamai OS Streaming
Case 2: IT and Geo-Mapping Help a Small Business Succeed
Case 3: Materials Handling Equipment Corp: Enterprise Systems Drive
Corporate Strategy for a Small Business
Instructional Video 1: SAP BusinessOne ERP: From Orders to Final
Delivery and Payment

Should T.J. Maxx Sell Online?
• Problem
 Traditional e-commerce formula has not been as
effective due to unpredictable inventory, large
network of suppliers, but ignoring e-commerce
loses market share to competitors.
• Solutions
 Acquisition of off-price Internet retailer Sierra
Trading Post to gain expertise
 Newly launched site preserves feel of stores
 Better potential profit margins

• Information systems like those used in T.J.

Maxx’s new site help businesses compete.
• Illustrates digital technology's role in gaining
and maintaining a competitive advantage.
• Illustrates how difficult it is to sustain
competitive advantage, especially in an
arena of quickly changing technologies.


Using Information Systems to Achieve Competitive Advantage
Porter's Competitive Forces Model

• Five competitive forces shape fate of firm
1. Traditional competitors
• Competitors in market space continuously devise new
products, new efficiencies, switching costs.
2. New market entrants
• Some industries have low barriers to entry:
• E.g., food industry versus microchip industry
• Newer companies may have advantages:
• Newer equipment, younger workforce, and so on.


3. Substitute products and services
• Substitutes customers can purchase if your prices too high.
• E.g., Internet music service versus CDs.
4. Customers
• Can customers easily switch to competitor's products?
• Can customers force firm and competitors to compete on
price alone (transparent marketplace).
5. Suppliers
• The more suppliers a firm has, the greater control it can
exercise over suppliers.

In Porter's
competitive forces
model, the strategic
position of the firm
and its strategies are
determined not only
by competition with
its traditional direct
competitors but also
by four forces in the
industry's
environment: new
market entrants,
substitute products,
customers, and
suppliers.
Figure 3.1
Information System Strategies for Dealing with

Competitive Forces
• Basic strategy: Align IT with business objectives
 75% of businesses fail to align their IT with their business
objectives, leading to lower profitability.
 To align IT:
• Identify business goals and strategies.
• Break strategic goals into concrete activities and processes.
• Identify metrics for measuring progress.
• Determine how IT can help achieve business goals.
• Measure actual performance.


Competitive Forces
• Low-cost leadership
 Use information systems to achieve the lowest operational
costs and the lowest prices.
 E.g. Walmart
• Inventory replenishment system sends orders to suppliers

when purchase recorded at cash register.
• Minimizes inventory at warehouses, operating costs.
• Efficient customer response system.


Competitive Forces
• Product differentiation
 Use information systems to enable new products and
services, or greatly change the customer convenience in
using your existing products and services.
 E.g., Google's continuous innovations, Apple's iPhone.
 Use information systems to customize, personalize products
to fit specifications of individual consumers.
• E.g., Nike's iD program for customized sneakers

Interactive Session: Technology

Automakers Become Software Companies
• Read the Interactive Session and then discuss the

following questions:
– How is software adding value to automakers’ products?
– How are the automakers benefiting from software-enhanced
cars? How are customers benefiting?
– What value chain activities are involved in enhancing cars with
software?
– How much of a competitive advantage is software providing for
automakers?


Competitive Forces
• Focus on market niche
 Use information systems to enable specific market focus,
and serve narrow target market better than competitors.
• Analyzes customer buying habits, preferences
• Advertising pitches to smaller and smaller target
markets
 E.g., Hilton Hotel's OnQ System
• Analyzes data collected on guests to determine
preferences and guest's profitability


Competitive Forces
• Strengthen customer and supplier intimacy.
 Strong linkages to customers and suppliers increase
switching costs and loyalty
 Toyota: uses IS to facilitate direct access from suppliers to
production schedules
• Permits suppliers to decide how and when to ship supplies to
plants, allowing more lead time in producing goods.
 Amazon: keeps track of user preferences for purchases,
and recommends titles purchased by others


Competitive Forces
• Some companies pursue several
strategies at same time.
– Walmart, Apple, Amazon
• Successfully using IS to achieve
competitive advantage requires precise
coordination of technology, organizations,
and people.

The Internet's Impact on Competitive Advantage
• Enables new products and services

• Encourages substitute products
• Lowers barrier to entry
• Changes balance of power of customers and
suppliers
• Transforms some industries
• Creates new opportunities for creating new
markets, building brands, and large customer
bases
The Business Value Chain Model
• Highlights specific activities in a business where

competitive strategies can best be applied and
where information systems are likely to have a
strategic impact.
• Primary activities
• Support activities
• Benchmarking
• Best practices

The Value Chain Model

This figure provides
examples of systems
for both primary and
support activities of a
firm and of its value
partners that would add
a margin of value to a
firm's products or
services.
Figure 3.2
Figure 3-2
Extending the Value Chain: The Value Web
• A firm's value chain is linked to the value chains of

its suppliers, distributors, and customers.
• Value web
• Collection of independent firms that use
information technology to coordinate their value
chains to produce a product collectively.
• Value webs are flexible and adapt to changes in
supply and demand.

The Value Web
The value web is a

networked system that
can synchronize the
value chains of
business partners
within an industry to
respond rapidly to
changes in supply and
demand.
Figure 3.3
Synergies, Core Competencies, and

Network-Based Strategies
• Synergies:
• When output of some units can be used as inputs to
other units
• When two firms can pool markets and expertise (e.g.,
recent bank mergers)
• Lower costs and generate profits
• Enabled by information systems that ties together

disparate units so they act as whole


• Core competency:
• Activities for which firm is world-class leader.
• E.g., world's best miniature parts designer, best package
delivery service.
• Relies on knowledge that is gained over many years of
experience as well as knowledge research.
• Any information system that encourages the sharing of
knowledge across business units enhances competency.
• E.g., Procter & Gamble uses intranet to help people working on
similar problems share ideas and expertise.


• Network-based strategies:
• Network economics:
• Marginal costs of adding another participant are near
zero, whereas marginal gain is much larger
• E.g., larger number of participants in Internet, greater
value to all participants
• Virtual company:
• Uses networks to link people, resources, and ally with
other companies to create and distribute products
without traditional organizational boundaries or physical
locations
Disruptive Technologies: Riding the Wave

• Disruptive technologies:
• Technologies with disruptive impact on industries and
businesses, rendering existing products, services and
business models obsolete:
• Personal computers
• World Wide Web
• Internet music services
• First movers versus fast followers
• First movers of disruptive technologies may fail to see
potential, allowing second movers to reap rewards (fast
followers)
How do information systems help businesses compete globally?
The Internet and Globalization

• Prior to the Internet, competing globally was only
an option for huge firms able to afford factories,
warehouses, and distribution centers abroad.
• The Internet drastically reduces costs of operating
globally.
• Globalization benefits:
• Scale economies and resource cost reduction
• Higher utilization rates, fixed capital costs, and lower cost
per unit of production
• Speeding time to market

Apple iPhone's Global Supply Chain
Figure 3.4
Apple designs the iPhone in the United States, and relies on suppliers in the United
States, Germany, Italy, France, and South Korea for other parts. Final assembly occurs
in China
Global Business and System Strategies

• Domestic exporters
• Heavy centralization of corporate activities in home country
• Multinationals
• Concentrates financial management at central home base while
decentralizing production, sales, and marketing to other
countries
• Franchisers
• Product created, designed, financed, and initially produced in
home country but rely on foreign units for further production,
marketing, and human resources
• Transnationals
• Regional (not national) headquarters and perhaps world
headquarters; optimizing resources as needed
Global System Configuration

• Centralized systems:
• All development and operation at domestic home base
• Duplicated systems:
• Development at home base but operations managed by
autonomous units in foreign locations
• Decentralized systems:
• Each foreign unit designs own solutions and systems
• Networked systems:
• Development and operations occur in integrated and
coordinated fashion across all units

Global Business Organization Systems Configurations
The large Xs show the dominant patterns, and the small Xs show the emerging patterns. For
instance, domestic exporters rely predominantly on centralized systems, but there is
continual pressure and some development of decentralized systems in local marketing
regions.
Figure 3.5
How do information systems help businesses compete using quality and design?
What Is Quality?
• Producer perspective:
• Conformance to specifications and absence of variation from
specs
• Customer perspective:
• Physical quality (reliability), quality of service, psychological
quality
• Total quality management (TQM):
• Quality control is end in itself
• All people, functions responsible for quality
• Six sigma:
• Measure of quality: 3.4 defects/million opportunities
How do information systems help businesses compete using quality and design?
How Information Systems Improve Quality

• Reduce cycle time and simplify production
process.
• Benchmark
• Use customer demands to improve products and
services.
• Improve design quality and precision.
• Computer-aided design (CAD) systems
• Improve production precision and tighten
production tolerances.

How Firms Compete on Business Processes: BPM
• Technology alone is often not enough to make

companies more efficient, competitive, or quality
oriented
• Organizational changes are often necessary, from
minor changes in work habits to redesigning entire
business processes
• BPM: Business process management
– Aims to continuously improve processes
– Uses variety of tools and methodologies to:
• Understand existing processes
• Design and optimize new processes

• Steps in BPM
1. Identify processes for change
2. Analyze existing processes
3. Design new process
4. Implement new process
5. Continuous measurement

Figure 3.6
Figure 3.7
Competing on Business Processes
Interactive Session: Organizations

Identifying Market Niches in the Age of Big Data
• Describe the kinds of data being analyzed by the companies in this
case.
• How is this fine-grained data analysis improving operations and
decision making in the companies described in this case? What
business strategies are being supported?
• Are there any disadvantages to mining customer data? Explain
your answer.
• How do you feel about airlines mining your inflight data? Is this
any different from companies mining your credit card purchases
or Web surfing?
Competing on Business Processes
Business Process Reengineering
• A radical form of fast change
• Not continuous improvement, but elimination of

old processes, replacement with new processes, in
a brief time period
• Can produce dramatic gains in productivity
• Can produce more organizational resistance to

change

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Chapter 3

3.1 Copyright © 2017 Pearson Education Ltd.

STUDENT LEARNING OBJECTIVES

• How do Porter's competitive forces model, the

3.2 Copyright © 2017 Pearson Education Ltd.

STUDENT LEARNING OBJECTIVES

• How do information systems help businesses

• What is the role of business process

3.3 Copyright © 2017 Pearson Education Ltd.

VIDEO CASES AND LEARNING TRACKS

3.4 Copyright © 2017 Pearson Education Ltd.

Should T.J. Maxx Sell Online?

3.5 Copyright © 2017 Pearson Education Ltd.

Should T.J. Maxx Sell Online?

• Information systems like those used in T.J.

3.6 Copyright © 2017 Pearson Education Ltd.

Should T.J. Maxx Sell Online?

3.7 Copyright © 2017 Pearson Education Ltd.

Using Information Systems to Achieve Competitive Advantage

Porter's Competitive Forces Model

3.8 Copyright © 2017 Pearson Education Ltd.

Using Information Systems to Achieve Competitive Advantage

Porter's Competitive Forces Model

Using Information Systems to Achieve Competitive Advantage

Porter's Competitive Forces Model

Using Information Systems to Achieve Competitive Advantage

Information System Strategies for Dealing with

3.11 Copyright © 2017 Pearson Education Ltd.

Using Information Systems to Achieve Competitive Advantage

Information System Strategies for Dealing with

• Inventory replenishment system sends orders to suppliers

• Minimizes inventory at warehouses, operating costs.

• Efficient customer response system.

3.12 Copyright © 2017 Pearson Education Ltd.

Using Information Systems to Achieve Competitive Advantage

Information System Strategies for Dealing with

3.13 Copyright © 2017 Pearson Education Ltd.

Using Information Systems to Achieve Competitive Advantage

Interactive Session: Technology

• Read the Interactive Session and then discuss the

3.14 Copyright © 2017 Pearson Education Ltd.

Using Information Systems to Achieve Competitive Advantage

Information System Strategies for Dealing with

3.15 Copyright © 2017 Pearson Education Ltd.

Using Information Systems to Achieve Competitive Advantage

Information System Strategies for Dealing with

3.16 Copyright © 2017 Pearson Education Ltd.

Using Information Systems to Achieve Competitive Advantage

Information System Strategies for Dealing with

3.17 Copyright © 2017 Pearson Education Ltd.

Using Information Systems to Achieve Competitive Advantage

The Internet's Impact on Competitive Advantage

• Enables new products and services

Using Information Systems to Achieve Competitive Advantage

The Business Value Chain Model

• Highlights specific activities in a business where

3.19 Copyright © 2017 Pearson Education Ltd.

Using Information Systems to Achieve Competitive Advantage