IT对战略和竞争的影响.ppt

* * * * p. 24 of Pearlson’s text * 1. Inward systems: efficient, effective -- THAT ARE NOT visible to competitors. GM, AA 2. Comprehensive, innovative and expensive system: difficult to duplicate -- making global connections * Improve some traditional IS such as ordering management systems will improve internal productivity, but just for some period of time only -- Reduce the total cost, speed processing time, quality (provide more flexibility to customers) The benefits continued as long as the company continued to INNOVATE. Five years later, even in attempt to control internal costs and customer satisfaction (services), profits and market share rapidly DECLINED. (examples, airline, aerospace company., grocery chain stores) WHY? - Strategic Advantages using IT ... The changing nature of IT within organizations and industries -- With the dramatic improvements in the price/performance of IT over the three decades, when coupled with the increased penetration of IT within the firm and the learning that accompanies experimentation and use, have allowed computer systems (IS) to move our of the back office and to create significant competitive advantage. IS/IT becomes a powerhouse of a strategic center. 表3-1: 竞争五力的影响 Dr. Chen, The Trends of the Information Systems Technology TM -* D’Aveni’s 扰乱理论及7-S’s 扰乱的愿景 通过理解下列各项确定并创造暂时优势的机会： 利益相关着的满意度 战略前瞻 目标是确定为现有客户更好地服务的新的方式和为现在是其他公司的客户的新客户的服务方式。 扰乱市场 扰乱的能力 通过开发以下的灵活的能力保持势头： 速度 惊异 可以在所有建立暂时优势的行动中应用 扰乱的战术 抓住获得优势的主动，通过： 改变规则 发出信号 同时和渐进的战略攻击 与形成，定型，或影响竞争对手的反应 方向或特点的行动一起。 D’Aveni’s 7-S’s 利益相关者的超级满意度 Superior stakeholder satisfaction 战略前瞻 Strategic soothsaying 速度的定位 Positioning for speed 惊异的定位 Positioning for surprise 改变竞争规则 Shifting the rules of competition 发出战略意向的信号 Signaling strategic intent 同时和渐进的战略 攻击 Simultaneous and sequential strategic thrusts 方法 定义 理解如何通过策略地增加价值以使客户满意度最大化 探寻可以预测或创造新的机会的新知识 使组织作好尽快作出反应的准备 使组织作好在对市场作出反应的方式上令竞争对手惊异的准备 寻找改变行业的为客户服务的新方式 将一个公司的行动意向进行沟通，以便使竞争对手作出反应 采取一系列设计好用来令竞争对手惊谔和糊涂的步骤以破