ADA Compliant Lecture PowerPoint

ADA Compliant Lecture PowerPoint

Management Information Systems: Managing the Digital Firm Sixteenth Edition Global Edition Chapter 3 Information Systems, Organizations, and Strategy Copyright 2020 Pearson Education, Ltd. All Rights Reserved Porters Competitive Forces Model (1 of 3)

Why do some firms become leaders in their industry? Michael Porters competitive forces model Provides general view of firm, its competitors, and environment Five competitive forces shape fate of firm: Traditional competitors New market entrants Substitute products and services Customers Suppliers Copyright 2020 Pearson Education, Ltd. All Rights Reserved

Porters Competitive Forces Model (2 of 3) Traditional competitors All firms share market space with competitors who are continuously devising new products, services, efficiencies, and switching costs New market entrants Some industries have high barriers to entry, for example, computer chip business New companies have new equipment, younger workers, but little brand recognition

Copyright 2020 Pearson Education, Ltd. All Rights Reserved Porters Competitive Forces Model (3 of 3) Substitute products and services Substitutes customers might use if your prices become too high, for example, i Tunes substitutes for C D s Customers Can customers easily switch to competitor's products? Can they force businesses to compete on price alone in transparent marketplace? Suppliers

Market power of suppliers when firm cannot raise prices as fast as suppliers Copyright 2020 Pearson Education, Ltd. All Rights Reserved Figure 3.8 Porters Competitive Forces Model Copyright 2020 Pearson Education, Ltd. All Rights Reserved Information System Strategies for Dealing with Competitive Forces (1 of 3)

Four generic strategies for dealing with competitive forces, enabled by using I T: Low-cost leadership Product differentiation Focus on market niche Strengthen customer and supplier intimacy Copyright 2020 Pearson Education, Ltd. All Rights Reserved Information System Strategies for Dealing with Competitive Forces (2 of 3)

Low-cost leadership Produce products and services at a lower price than competitors Example: Walmarts efficient customer response system Product differentiation Enable new products or services, greatly change customer convenience and experience Example: Google, Nike, Apple Mass customization Copyright 2020 Pearson Education, Ltd. All Rights Reserved

Information System Strategies for Dealing with Competitive Forces (3 of 3) Focus on market niche Use information systems to enable a focused strategy on a single market niche; specialize Example: Hilton Hotels O n Q system Strengthen customer and supplier intimacy Use information systems to develop strong ties and loyalty with customers and suppliers Increase switching costs Examples: Chrysler, Amazon, Starbucks

Copyright 2020 Pearson Education, Ltd. All Rights Reserved The Business Value Chain Model Firm as series of activities that add value to products or services Highlights activities where competitive strategies can best be applied Primary activities vs. support activities At each stage, determine how information systems can improve operational efficiency and improve customer and supplier intimacy Utilize benchmarking, industry best practices

Copyright 2020 Pearson Education, Ltd. All Rights Reserved Figure 3.9 The Value Chain Model Copyright 2020 Pearson Education, Ltd. All Rights Reserved Extending the Value Chain: The Value Web Firms value chain is linked to value chains of suppliers, distributors, customers Industry value chain

Value web Collection of independent firms using highly synchronized I T to coordinate value chains to produce product or service collectively More customer driven, less linear operation than traditional value chain Copyright 2020 Pearson Education, Ltd. All Rights Reserved Figure 3.10 The Value Web Copyright 2020 Pearson Education, Ltd. All Rights Reserved

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