IT Strategy & Planning

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‎Supports Otrateqiz‏ — نوصاصحاوج ‎[١‏ نوج سوه ‏(اسنسم) سم ‎© Cost ‏تال‎ IP euubles cowpunier to reduce ort. ‎© ‏لب بلج‎ supphers wd custiowers: IP coo be wed io lock ic supplers wed pustiowers or to build ict switche posts. ‎© Dew products: © Pir ‏ها مها موی‎ westved ia VD to Deede ve products thot ane io dewoued io the warheiphoce. ‎© Oowpetiive tnichqewe: IT provides cowpritive (busters) iteliqeuce by ovlertiog cod ccalyzieg Porno obout products, woke, cowpetiors, ond euvirgaetd choager . ‎ ‎ ‎ 

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Or Orvelop 1 0 )8 ‏دأو راكب‎ First Competitive For What Drives them? What are they Doing and What Can they ? What are their ‏مه‎ & weaknesses? ls Competition Intense? 

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Or @uclpze the (utr (Buariers Second Competitive Force If nothing slows entry of competitors, competition will become intense. Incumbent Reaction? What Actions are required to build market share? Production Process? 

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Or uaz the Gubstitute (Products Third Competitive Force Products or services from another industry enter the market. Customers becoming acclimated to using substitutes. Is the substitute market growing? 

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Or Ounlpze the Supply Ckaic Fourth & Fifth Competitive Forces The Suppliers The Buyers Who controls the transaction? Each element adds value - question: who captures it? 

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(Beueriz Oteote ies Ocvvetopicgy 0 Gustacted Cowwpetiive Pducotace Qcradyatey the Porces thot ‏ری موه نصا‎ position vil ‏اكوك‎ we wed ‏برست ه ره و‎ uieved of establshtegy a sustaiced vowpetiive odveotaye. Do estubls suck o postive, a poepoapy ‏یه‎ to develpp o stroteqy oP perPorcviey activites dPPReredly tho ‏.سلاجم ددمت د‎ © Oost leadership sirateey: Produce products and/or services ot the lowest ovet io the iodusiry. © OPPereutatica strateqy? OPRer dPReredt products, services, or product Pectures. © Dicks sircieyy: ‏موه‎ « carnuw-soope seqrent (cicke warket) coed be the best ia quoliy, speed, or ost ia thot warket. 

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Description The degice to which a resource can help a firm improve efficiency or effectiveness, ‘The degree to which a resource is nonheterageneously distributed across firms in, aan industry. ‘The degtee to which a firm can make use of a resource that exceeds the value of the resource. ‘The degtee to which a resource can be readily emulated. ‘The degiee to which a resource is easy to tramsport. ‘The degree to which another resource can he used in lieu of the original resource to achieve value. jyhout incurring an expense Resource Attributes Value Rarity Appropri: Imitability Mobility Substitutability 

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Relationship to Resource Attributes Not necessarily rare or valuable, but difficult to appropiate and imitate. Low mobility bat a fair degree of substitutability. Highly mobile, bat less imitable or substitutable. Not necessarily rare but highly valuable. Somewhat more rare than the technology and IT skill resources. Also of higher value, High mobility given the short tenure of 006 ‏عاطماسطناوطنكوملة‎ مه ی EE po 1S Resource/Capability Description Technology 1esources Includes infrastruciure, proprietary technology, hardware, and software, IT skills Includes technical knowledge, development knowledge. and ‘operational skills. Managerial IT resources Includes vendor and ‘outsources relationship skills market responsiveness, 1S-business partnerships. IS planning and management skills. 

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Chapter 13 IT Strategy & Planning Information Technology For Management 6th Edition Turban, Leidner, McLean, Wetherbe Lecture Slides by L. Beaubien, Providence College John Wiley & Sons, Inc. Chapter 13 1 Learning Objectives  Explain how IT can contribute to strategic objectives and competitive advantage.  Assess potential impacts of IT using several frameworks  Explain the value and challenges of aligning business and IT strategies.  Describe the importance of IT planning and methodologies to facilitate it.  Discuss factors to be considered to optimize that allocation of an organization’s IT resources.  Identify and describe how to build strong relationships between information systems department and business units. Chapter 13 2 Strategic Information System Chapter 13 3 Information Technology – Supports Strategic Management Innovative applications: Create innovative applications that provide direct strategic advantage to organizations. Competitive weapons: Information systems themselves are recognized as a competitive weapon Changes in processes: IT supports changes in business processes that translate to strategic advantage Links with business partners: IT links a company with its business partners effectively and efficiently. Chapter 13 4 Information Technology – Supports Strategic Management (Continued)  Cost reductions: IT enables companies to reduce costs.  Relationships with suppliers and customers: IT can be used to lock in suppliers and customers or to build in switching costs.  New products: A firm can leverage its investment in IT to create new products that are in demand in the marketplace.  Competitive intelligence: IT provides competitive (business) intelligence by collecting and analyzing information about products, markets, competitors, and environmental changes . Chapter 13 5 Porter’s Competitive Forces Model Chapter 13 6 We Develop a Competitor Analysis First Competitive Force What Drives them? What are they Doing and What Can they do? What are their strengths & weaknesses? Is Competition Intense? Chapter 13 7 We Analyze the Entry Barriers Second Competitive Force If nothing slows entry of competitors, competition will become intense. Incumbent Reaction? What Actions are required to build market share? Production Process? Chapter 13 8 We Analyze the Substitute Products Third Competitive Force Products or services from another industry enter the market. Customers becoming acclimated to using substitutes. Is the substitute market growing? Chapter 13 9 We Analyze the Supply Chain Fourth & Fifth Competitive Forces The Suppliers The Buyers Who controls the transaction? Each element adds value – question: who captures it? Chapter 13 10 Generic Strategies Developing a Sustained Competitive Advantage Analyzing the forces that influence a company’s competitive position will assist management in crafting a strategy aimed at establishing a sustained competitive advantage. To establish such a position, a company needs to develop a strategy of performing activities differently than a competitor.  Cost leadership strategy: Produce products and/or services at the lowest cost in the industry.  Differentiation strategy: Offer different products, services, or product features.  Niche strategy: Select a narrow-scope segment (niche market) and be the best in quality, speed, or cost in that market. Chapter 13 11 Generic Strategies Developing a Sustained Competitive Advantage (Continued)  Growth strategy: Increase market share, acquire more customers, or sell more products.  Alliance strategy: Work with business partners in partnerships, alliances, joint ventures, or virtual companies.  Innovation strategy: Introduce new products and services, put new features in existing products and services, or develop new ways to produce them.  Operational effectiveness strategy: Improve the manner in which internal business processes are executed so that a firm performs similar activities better than rivals. Chapter 13 12 Generic Strategies Developing a Sustained Competitive Advantage (Continued) Customer-orientation strategy: Concentrate on making customers happy Time strategy: Treat time as a resource, then manage it and use it to the firm’s advantage. Entry-barriers strategy: Create barriers to entry. Lock in customers or suppliers strategy: Encourage customers or suppliers to stay with you rather than going to competitors. Increase switching costs strategy: Discourage customers or suppliers from going to competitors for economic reasons. Chapter 13 13 The Value Chain According to the value chain model (Porter, 1985), the activities conducted in any organization can be divided into two parts: primary activities and support activities.  Primary activities are those activities in which materials are purchased, processed into products, and delivered to customers. Each adds value to the product or service hence the value chain.  Inbound logistics (inputs)  Operations (manufacturing and testing)  Outbound logistics (storage and distribution)  Marketing and sales  Service Chapter 13 14 The Value Chain (Continued)  Unlike the primary activities, which directly add value to the product or service, the support activities are operations that support the creation of value (primary activities)  The firm’s infrastructure (accounting, finance, management)  Human resources management  Technology development (R&D)  Procurement The initial purpose of the value chain model was to analyze the internal operations of a corporation in order to increase its efficiency, effectiveness, and competitiveness. We can extend that company analysis by systematically evaluating a company’s key processes and core competencies to eliminate any activities that do not add value to the product. Chapter 13 15 The Value Chain (Continued) Chapter 13 16 The Value System A firm’s value chain is part of a larger stream of activities, which Porter calls a value system. A value system includes the suppliers that provide the inputs necessary to the firm and their value chains. This also is the basis for the supply chain management concept. Many of these alliances and business partnerships are based on Internet connectivity are called interorganizational information systems (IOSs)  These Internet-based EDI systems offer strategic benefits  Faster business cycle (PO to Receiving)  Automation of business procedures (Automated Replenishment)  Reduced operational costs  Greater advantage in a fierce competitive environment Chapter 13 17 Sustaining a Strategic Information System (SIS) Strategic information systems are designed to establish a profitable and sustainable position against the competitive forces in an industry. Due to advances in systems development it has become increasingly difficult to sustain an advantage for an extended period. Experience also indicates that information systems, by themselves, can rarely provide a sustainable competitive advantage. Therefore, the major problem that companies now face is how to sustain their competitive advantage.  These Internet-based EDI systems offer strategic benefits.  One popular approach is to use inward systems that are not visible to competitors. These proprietary systems allow the company to perform the activities on their value chain differently than their competitors. Chapter 13 18 Strategic Resources And Capabilities Chapter 13 19 Strategic Resources And Capabilities (Continued) Chapter 13 20 IT Planning – Critical Chapter 13 21 IT Planning — A Critical Issue for Organizations (Continued) Chapter 13 22 Strategic Information Technology Planning - Stage 1 The first stage of the IT planning model identifies the applications portfolio through which an organization will conduct its business. This stage can also be expanded to include the process of searching for strategic information systems (SIS) that enable a firm to develop a competitive advantage. This involves assessing the current business environment and the future objectives and strategies.    IT Alignment with Organizational Plans: The primary task of IT planning is to identify information systems applications that fit the objectives and priorities established by the organization. Analyze the external environment (industry, supply chain, competition) and the internal environment (competencies, value chain, organizational structure) then relate them to technology (alignment). Alignment is a complex management activity whose complexity increases in accordance with the complexity of organization. Chapter 13 23 Strategic Information Technology Planning – Methodologies Several methodologies exist to facilitate IT planning.  The business systems planning (BSP) model, developed by IBM, deals with two main building blocks which become the basis of an information architecture.    Business processes Data classes Stages Of IT Growth Model, indicates that organizations go through six stages of IT growth       Initiation. When computers are initially introduced. Expansion (Contagion). Centralized growth takes place as users demand more applications. Control. In response to management concern about cost versus benefits, systems projects are expected to show a return. Integration. Expenditures on integrating (via telecommunications and databases) existing systems Data administration. Information requirements rather than processing drive the applications portfolio. Maturity. The planning and development of IT are closely coordinated with business development Chapter 13 24 Strategic Information Technology Planning – Methodologies (Continued)  Critical success factors (CSFs) are those few things that must go right in order to ensure the organization's survival and success. Critical success factors vary by industry categories—manufacturing, service, or government—and by specific industries within these categories. Sample questions asked in the CSF approach are:  What objectives are central to your organization?  What are the critical factors that are essential to meeting these objectives?  What decisions or actions are key to these critical factors?  What variables underlie these decisions, and how are they measured?  What information systems can supply these measures?  Scenario planning is a methodology in which planners first create several scenarios, then a team compile possible future events that may influence the outcome of each scenario. Chapter 13 25 Strategic Information Technology Planning – Methodologies (Continued) Critical success factors (CSFs) Chapter 13 26 Global Competition Many companies are operating in a global environment. Doing business in this environment is becoming more challenging as the political environment improves and as telecommunications and the Internet open the door to a large number of buyers, sellers, and competitors worldwide. This increased competition is forcing companies to look for better ways to compete globally.  Global dimensions along which management can globalize  Product  Markets & Placement  Promotion  Where value is added to the product  Competitive strategy  Use of non-home-country personnel - labor  Multidomestic Strategy: Zero standardization along the global dimensions. Global Strategy: Complete standardization along the seven global dimensions. Chapter 13 27 IT Planning — Web-based Systems Chapter 13 28 Managerial Issues Sustaining competitive advantage. Importance. Organizing for planning. Fitting the IT architecture to the organization. IT architecture planning. IT policy. Ethical and legal issues. IT strategy. Chapter 13 29 Chapter 13 Copyright © 2008 John Wiley & Sons, Inc. All rights reserved. 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