Competing with Information Technology 2 Competing with Information Technology © 2002 McGraw-Hill Companies

Chapter Objectives Mengidentifikasi beberapa strategi kompetitif dasar dan menjelaskan bagaimana mereka dapat menggunakan teknologi informasi untuk menghadapi kekuatan kompetitif yang dihadapi oleh pebisnis Mengidentifikasi beberapa penggunaan strategis teknologi informasi untuk E-bisnis dan perdagangan, serta memberikan contoh bagaimana mereka memberikan keunggulan kompetitif untuk organisasinya. Memberikan contoh bagaimana rekayasa ulang proses bisnis yang sering melibatkan penggunaan strategis teknologi. © 2002 McGraw-Hill Companies

Chapter Objectives Mengidentifikasi nilai bisnis dengan menggunakan teknologi e-business untuk total quality management, dan untuk menjadi pesaing yang gesit, atau untuk membentuk sebuah perusahaan virtual. Menjelaskan bagaimana sistem manajemen pengetahuan dapat membantu bisnis dalam mendapatkan keuntungan strategis. © 2002 McGraw-Hill Companies

The Competitive Environment Ancaman Baru dari peserta baru Rivalitas dari pesaing lama Daya Tawar dari konsumen Daya Tawar Supplier Ancaman dari pi pengganti A firm can survive in the long run if it successfully develops strategies to confront five generic competitive forces that operate in the firm's relevant environment. As illustrated on the slide these forces include: Threat of New Entrants. Many threats to long run survival come from companies that do not yet exist or have a presence in a given industry or market. The threat of new entrants forces top management to monitor the trends, especially in technology, that might give rise to new competitors. Teaching Tip: This is especially true as the effects of globalization increase the likelihood that previously "domestic only" competition will encounter new international competitors. Bargaining Power of Suppliers. Suppliers with access to key or limited resources, or who dominate their industries, may exert undue influence on the firm. Many firms seek to reduce their dependence on a single firm to limit the suppliers' bargaining power. Rivalry Among Existing Firms. In mature industries, existing competitors are not much of the threat: typically each firm has found its "niche". However, changes in management, ownership, or "the rules of the game" can give rise to serious threats to long term survival from existing firms. Teaching Tip: For example, the airline industry faces serious threats from airlines operating in bankruptcy, who do not pay on the debts while slashing fares against those healthy airlines who do pay on debt. Bargaining Power of Customers. Customers can grow large and powerful as a result of their market share. For example, Wal-Mart is the largest customer for consumer package goods and often dictates terms to the makers of those goods -- even a giant like Procter & Gamble. Threat of Substitutes. To the extent that customers can use different products to fulfill the same need, the threat of substitutes exists. © 2002 McGraw-Hill Companies

Fundamental Competitive Strategies - Cont. Differentiation Strategies Innovation Strategies Growth Strategies Alliance Strategies Cost Leadership Strategies Competitive Advantage is created or maintained with the company succeeds in performing some activity of value to customers significantly better than does its competition. According to Porter, competitive advantage can be developed by following one or more of these strategies: Cost Strategies. Becoming a low-cost producer in the industry allows the company to lower prices to customers. Competitors with higher costs cannot afford to compete with the low-cost leader on price. Differentiation Strategies. Some companies create competitive advantage by distinguishing their products on one or more features important to their customers. Unique features or benefits may justify price differences and/or stimulate demand. Innovation Strategies. Unique products or services or changes in business processes can cause fundamental changes in the way an industry does business. Teaching Tip: For example, applying TQM, originally developed for manufacturing, to the service industry helped Ritz Carlton when the Malcolm Balridge Award for excellence. Growth Strategies. Significantly expanding production capacity, entering new global markets, diversifying into new areas, or integrating related products or services can all be a springboard to strong company growth. Teaching Tip: For example, Intel has increased its capacity (and lowered its costs) just as competitors were close to matching its previous technology in integrated chip manufacturing and design. Alliance Strategies. Establishing new business linkages and alliances with customers, suppliers, former competitors, consultants, and others can create competitive advantage © 2002 McGraw-Hill Companies

Strategi biaya (Cost Leadrship). Menjadi produsen berbiaya rendah di industri memungkinkan perusahaan untuk menurunkan harga untuk pelanggan. Pesaing dengan biaya yang lebih tinggi tidak mampu untuk bersaing dengan pemimpin murah pada harga © 2002 McGraw-Hill Companies

Strategi Inovasi. Produk atau jasa atau perubahan proses bisnis yang unik dapat menyebabkan perubahan mendasar dalam cara industri melakukan bisnis. © 2002 McGraw-Hill Companies

Strategi pertumbuhan. Secara signifikan memperluas kapasitas produksi, memasuki pasar global baru, diversifikasi ke daerah baru, atau mengintegrasikan produk atau jasa terkait semua bisa menjadi batu loncatan untuk pertumbuhan perusahaan yang kuat. © 2002 McGraw-Hill Companies

Strategi Aliansi. Membangun hubungan bisnis baru dan aliansi dengan pelanggan, pemasok, mantan pesaing, konsultan, dan lain-lain dapat menciptakan keunggulan kompetitif © 2002 McGraw-Hill Companies

Strategic Uses of Information Technology Meningkatkan Proses Bisnis Mendorong Inovasi Mengunci Pelanggan dan Pemasok Gunakan TI untuk mengurangi biaya dalam melakukan bisnis Gunakan IT u.meningkatkan kualitas Gunakan IT u. menghubungkan dng pelanggan dan pemasok Gunakan IT untuk menciptakan produk atau jasa baru mempertinggi efisiensi Ciptakan peluang membuat bisnis baru Menjaga hubungan customer yang berharga Strategy IT Role Outcome Teaching note: Once the instructor has covered the basic competitive strategy concepts found in Figure 2.2, in the text, they should then further develop the discussion by looking at other competitive strategies that firms use in addition to the five basic strategies of cost leadership, differentiation, innovation, growth, and alliance. The material is found on pages 44 to 45 of the text. The information in this slide comes from Figure 2.5 found in the textbook which outlines other strategic uses of information technology. Develop interenterprise information systems whose convenience and efficiency create switching costs that lock in customers or suppliers. Make major investments in advanced IT applications that build barriers to entry against industry competitors or outsiders. Include IT components in products and services to make substitution of competing products or services more difficulty. Leverage investment in IS people, hardware, software, databases, and networks from operational uses into strategic applications. © 2002 McGraw-Hill Companies

Strategic Uses of Information Technology Menaikan Hambatan Untuk masuk Membangun IT Strategis Strategik Berbasis informasi Meningkatkan jumlah investasi atau maksimalkan TI untuk bersaing Gunakan IT untuk memberikan informasi untuk mendukung strategi bersaing perusahaan Pengaruh Investasi IS dalam operasional untuk keuntunngan strategis Increase Market Share Create New Business Opportunities Enhance Organizational Collaboration Strategy IT Role Outcome Teaching note: Once the instructor has covered the basic competitive strategy concepts found in Figure 2.2, in the text, they should then further develop the discussion by looking at other competitive strategies that firms use in addition to the five basic strategies of cost leadership, differentiation, innovation, growth, and alliance. The material is found on pages 44 to 45 of the text. The information in this slide comes from Figure 2.5 found in the textbook which outlines other strategic uses of information technology. Develop interenterprise information systems whose convenience and efficiency create switching costs that lock in customers or suppliers. Make major investments in advanced IT applications that build barriers to entry against industry competitors or outsiders. Include IT components in products and services to make substitution of competing products or services more difficulty. Leverage investment in IS people, hardware, software, databases, and networks from operational uses into strategic applications. © 2002 McGraw-Hill Companies

The Value Chain Administrative Coordination & Support Services Human Resource Management Technology Development Procurement of Resources Inbound Logistics Operations Outbound Marketing and Sales Customer Service Competitive Advantage The Value Chain Concept developed by Michael Porter views a firm as a series of basic activities (the "chain") that add value to its products and services that support a profit margin for the firm. In the value chain concept, some business activities are primary activities and others support activities. For each activity, the role of strategic information systems (SIS) can contribute significantly to that activity's contribution to the value chain: Support Activities. Support activities create the internal infrastructure that provides direction to and support for the specialized work of primary activities: Management and Administrative Services. The key role of SIS here is in automated office systems. Human Resources Management. SIS role: Employee Skills Database. Technology Development. SIS role: Computer-Aided Design. Procurement of Resources. SIS role: EDI with suppliers. Primary Activities. These activities directly contribute to the transformation process of the organization. Inbound Logistics. SIS role: Automated Warehousing, JIT. Operations. SIS role: Computer-Aided Manufacturing. Outbound Logistics. SIS role: Online Data Entry. Marketing and Sales. SIS role: Market Analysis. Service. SIS role: Diagnostic Expert System. © 2002 McGraw-Hill Companies

The Value Chain Rantai Nilai Konsep yang dikembangkan oleh Michael Porter memandang sebuah perusahaan sebagai rangkaian kegiatan dasar ("rantai") yang menambah nilai produk dan layanan yang mendukung keuntungan bagi perusahaan. Dalam konsep rantai nilai, beberapa kegiatan bisnis adalah kegiatan utama dan lain-lain mendukung kegiatan. Untuk setiap kegiatan, peran sistem informasi strategis (SIS) dapat memberikan kontribusi signifikan terhadap kontribusi bahwa aktivitas terhadap rantai nilai: The Value Chain Concept developed by Michael Porter views a firm as a series of basic activities (the "chain") that add value to its products and services that support a profit margin for the firm. In the value chain concept, some business activities are primary activities and others support activities. For each activity, the role of strategic information systems (SIS) can contribute significantly to that activity's contribution to the value chain: Support Activities. Support activities create the internal infrastructure that provides direction to and support for the specialized work of primary activities: Management and Administrative Services. The key role of SIS here is in automated office systems. Human Resources Management. SIS role: Employee Skills Database. Technology Development. SIS role: Computer-Aided Design. Procurement of Resources. SIS role: EDI with suppliers. Primary Activities. These activities directly contribute to the transformation process of the organization. Inbound Logistics. SIS role: Automated Warehousing, JIT. Operations. SIS role: Computer-Aided Manufacturing. Outbound Logistics. SIS role: Online Data Entry. Marketing and Sales. SIS role: Market Analysis. Service. SIS role: Diagnostic Expert System. © 2002 McGraw-Hill Companies

The Value Chain Dukungan Kegiatan. Mendukung kegiatan menciptakan infrastruktur internal yang memberikan arahan dan dukungan untuk pekerjaan khusus kegiatan utama: Manajemen dan Jasa Administrasi. Peran kunci dari SIS di sini adalah dalam sistem kantor otomatis. Sumber Daya Manusia Manajemen. Peran SIS: Inspirasi Keahlian Database. Pengembangan Teknologi. Peran SIS: Computer-Aided Design. Pengadaan Sumber Daya. Peran SIS: EDI dengan pemasok. The Value Chain Concept developed by Michael Porter views a firm as a series of basic activities (the "chain") that add value to its products and services that support a profit margin for the firm. In the value chain concept, some business activities are primary activities and others support activities. For each activity, the role of strategic information systems (SIS) can contribute significantly to that activity's contribution to the value chain: Support Activities. Support activities create the internal infrastructure that provides direction to and support for the specialized work of primary activities: Management and Administrative Services. The key role of SIS here is in automated office systems. Human Resources Management. SIS role: Employee Skills Database. Technology Development. SIS role: Computer-Aided Design. Procurement of Resources. SIS role: EDI with suppliers. Primary Activities. These activities directly contribute to the transformation process of the organization. Inbound Logistics. SIS role: Automated Warehousing, JIT. Operations. SIS role: Computer-Aided Manufacturing. Outbound Logistics. SIS role: Online Data Entry. Marketing and Sales. SIS role: Market Analysis. Service. SIS role: Diagnostic Expert System. © 2002 McGraw-Hill Companies

The Value Chain Kegiatan Utama. Kegiatan ini langsung berkontribusi terhadap proses transformasi organisasi. Inbound Logistics. Peran SIS: Automated Pergudangan, JIT. Operasi. Peran SIS: Computer-Aided Manufacturing. Outbound Logistics. Peran SIS: Data Entry Online. Pemasaran dan Penjualan. Peran SIS: Analisis Pasar. Layanan. Peran SIS: Diagnostik Sistem Pakar. The Value Chain Concept developed by Michael Porter views a firm as a series of basic activities (the "chain") that add value to its products and services that support a profit margin for the firm. In the value chain concept, some business activities are primary activities and others support activities. For each activity, the role of strategic information systems (SIS) can contribute significantly to that activity's contribution to the value chain: Support Activities. Support activities create the internal infrastructure that provides direction to and support for the specialized work of primary activities: Management and Administrative Services. The key role of SIS here is in automated office systems. Human Resources Management. SIS role: Employee Skills Database. Technology Development. SIS role: Computer-Aided Design. Procurement of Resources. SIS role: EDI with suppliers. Primary Activities. These activities directly contribute to the transformation process of the organization. Inbound Logistics. SIS role: Automated Warehousing, JIT. Operations. SIS role: Computer-Aided Manufacturing. Outbound Logistics. SIS role: Online Data Entry. Marketing and Sales. SIS role: Market Analysis. Service. SIS role: Diagnostic Expert System. © 2002 McGraw-Hill Companies

The Internet Value Chain Marketing and Product Research Sales and Distribution Support and Customer Feedback Data for market research, establishes consumer responses Access to customer com-ments online Immediate re-sponse to customer problems Low cost distribution Reaches new customers Multiplies contact points Increase Market Share Lower Cost Margins Enhanced Customers Satisfaction Internet Capability Benefits to Company Opportunity for Advantage Value chains can be used to strategically position a company’s Internet-based applications to gain competitive advantage. 1. This value chain model outlines several ways that a company’s Internet connections with its customers could provide business benefits and opportunities for competitive advantage. Example: Company-managed Internet newsgroups, chat rooms, and e-commerce websites are powerful tools for market research and product development, direct sales, and customer feedback and support. 2. Company Internet connections with its suppliers could be used for competitive advantage. Example: Online auctions and exchanges at suppliers’ e-commerce websites and online shipping, scheduling, and status information at an e-commerce portal that gives employees immediate access to up-to-date information from a variety of vendors. This can substantially lower costs, reduce lead times, and improve the quality of products and services. Conclusion: Value chain concept can help you decide where and how to apply the strategic capabilities of information technology. Value chain shows various types of information technologies that might be applied to specific business processes to help a firm gain competitive advantages in the marketplace. © 2002 McGraw-Hill Companies

The Internet Value Chain Rantai nilai dapat digunakan untuk posisi strategis aplikasi berbasis internet perusahaan untuk mendapatkan keuntungan kompetitif. Value chains can be used to strategically position a company’s Internet-based applications to gain competitive advantage. 1. This value chain model outlines several ways that a company’s Internet connections with its customers could provide business benefits and opportunities for competitive advantage. Example: Company-managed Internet newsgroups, chat rooms, and e-commerce websites are powerful tools for market research and product development, direct sales, and customer feedback and support. 2. Company Internet connections with its suppliers could be used for competitive advantage. Example: Online auctions and exchanges at suppliers’ e-commerce websites and online shipping, scheduling, and status information at an e-commerce portal that gives employees immediate access to up-to-date information from a variety of vendors. This can substantially lower costs, reduce lead times, and improve the quality of products and services. Conclusion: Value chain concept can help you decide where and how to apply the strategic capabilities of information technology. Value chain shows various types of information technologies that might be applied to specific business processes to help a firm gain competitive advantages in the marketplace. © 2002 McGraw-Hill Companies

The Internet Value Chain Model rantai nilai ini menguraikan beberapa cara bahwa koneksi internet perusahaan dengan pelanggan dapat memberikan manfaat dan peluang bisnis untuk keunggulan kompetitif. Contoh: newsgroup Perusahaan yang dikelola internet, chat room, dan situs-situs e-commerce adalah alat yang kuat untuk riset pasar dan pengembangan produk, penjualan langsung, dan umpan balik pelanggan dan dukungan. Value chains can be used to strategically position a company’s Internet-based applications to gain competitive advantage. 1. This value chain model outlines several ways that a company’s Internet connections with its customers could provide business benefits and opportunities for competitive advantage. Example: Company-managed Internet newsgroups, chat rooms, and e-commerce websites are powerful tools for market research and product development, direct sales, and customer feedback and support. 2. Company Internet connections with its suppliers could be used for competitive advantage. Example: Online auctions and exchanges at suppliers’ e-commerce websites and online shipping, scheduling, and status information at an e-commerce portal that gives employees immediate access to up-to-date information from a variety of vendors. This can substantially lower costs, reduce lead times, and improve the quality of products and services. Conclusion: Value chain concept can help you decide where and how to apply the strategic capabilities of information technology. Value chain shows various types of information technologies that might be applied to specific business processes to help a firm gain competitive advantages in the marketplace. © 2002 McGraw-Hill Companies

The Internet Value Chain Koneksi internet perusahaan dengan pemasok dapat digunakan untuk keunggulan kompetitif. Contoh: lelang online dan pertukaran di pemasok website e-commerce dan pengiriman online, penjadwalan, dan informasi status di sebuah portal e-commerce yang memberikan karyawan akses langsung ke informasi up-to-date dari berbagai vendor. Hal ini dapat mengurangi biaya yang jauh lebih rendah, mengurangi lead time, dan meningkatkan kualitas produk dan layanan. Value chains can be used to strategically position a company’s Internet-based applications to gain competitive advantage. 1. This value chain model outlines several ways that a company’s Internet connections with its customers could provide business benefits and opportunities for competitive advantage. Example: Company-managed Internet newsgroups, chat rooms, and e-commerce websites are powerful tools for market research and product development, direct sales, and customer feedback and support. 2. Company Internet connections with its suppliers could be used for competitive advantage. Example: Online auctions and exchanges at suppliers’ e-commerce websites and online shipping, scheduling, and status information at an e-commerce portal that gives employees immediate access to up-to-date information from a variety of vendors. This can substantially lower costs, reduce lead times, and improve the quality of products and services. Conclusion: Value chain concept can help you decide where and how to apply the strategic capabilities of information technology. Value chain shows various types of information technologies that might be applied to specific business processes to help a firm gain competitive advantages in the marketplace. © 2002 McGraw-Hill Companies

The Internet Value Chain kesimpulan: Konsep value chain dapat membantu Anda memutuskan di mana dan bagaimana menerapkan kemampuan strategis teknologi informasi. Rantai nilai menunjukkan berbagai jenis teknologi informasi yang mungkin diterapkan untuk proses bisnis yang spesifik untuk membantu keuntungan keunggulan kompetitif perusahaan di pasar. Value chains can be used to strategically position a company’s Internet-based applications to gain competitive advantage. 1. This value chain model outlines several ways that a company’s Internet connections with its customers could provide business benefits and opportunities for competitive advantage. Example: Company-managed Internet newsgroups, chat rooms, and e-commerce websites are powerful tools for market research and product development, direct sales, and customer feedback and support. 2. Company Internet connections with its suppliers could be used for competitive advantage. Example: Online auctions and exchanges at suppliers’ e-commerce websites and online shipping, scheduling, and status information at an e-commerce portal that gives employees immediate access to up-to-date information from a variety of vendors. This can substantially lower costs, reduce lead times, and improve the quality of products and services. Conclusion: Value chain concept can help you decide where and how to apply the strategic capabilities of information technology. Value chain shows various types of information technologies that might be applied to specific business processes to help a firm gain competitive advantages in the marketplace. © 2002 McGraw-Hill Companies

Strategic Positioning of Internet Technologies Global Market Penetration E-Commerce Website Value-added IT Services Product and Services Transformation E-Business; Extensive Intranets and Extranets Cost and Efficiency Improvements E-Mail, Chat Systems Performance Improvements in Business Effectiveness Strategy Solution Low High Customer Competition Connectivity E-Business Processes Connectivity Internal Drivers External Drivers For Internet technologies to be used strategically applications must be correctly positioned. The strategic positioning matrix shown can be used to help a company optimize the strategic impact of Internet Technologies. The matrix recognizes two major drivers: Internal Drivers. The amount of connectivity, collaboration and use of IT within a firm. External Drivers. The amount of connectivity, collaboration and use of IT by customers, suppliers, business partners, and competitors. Cost and Efficiency Improvements. When there is a low amount of connectivity, collaboration and use of IT within the company and by customers and competitors, a firm should focus on improving efficiency and lowering costs by using Internet technologies to enhance communications between the company and its customers and suppliers. Performance Improvement in Business Effectiveness. When there is a high amount of internal connectivity, but external connectivity by customers and competitors is still low, a firm should focus on using Internet technologies like intranets and extranets to make major improvements in business effectiveness. Global Market Penetration. When there is a high degree of connectivity by customers and competitors and low internal connectivity, a firm should focus on developing Internet-based applications to optimize interactions with customers and build market share. Product and Service Transformation. When a company and its customers, suppliers, and competitors are extensively networked, Internet technologies should be used to develop and deploy products and services that strategically reposition it in the marketplace. Teaching Tips This slide corresponds to Figure 2.8 on p. 48 and relates to material on pp. 48-49. © 2002 McGraw-Hill Companies

Strategic Positioning of Internet Technologies Untuk teknologi internet yang menggunakan aplikasi strategis harus diposisikan dengan benar. Matriks posisi strategis yang ditunjukkan dapat digunakan untuk membantu perusahaan mengoptimalkan dampak strategis dari Internet Technologies. Matriks mengakui dua kendali utama: For Internet technologies to be used strategically applications must be correctly positioned. The strategic positioning matrix shown can be used to help a company optimize the strategic impact of Internet Technologies. The matrix recognizes two major drivers: Internal Drivers. The amount of connectivity, collaboration and use of IT within a firm. External Drivers. The amount of connectivity, collaboration and use of IT by customers, suppliers, business partners, and competitors. Cost and Efficiency Improvements. When there is a low amount of connectivity, collaboration and use of IT within the company and by customers and competitors, a firm should focus on improving efficiency and lowering costs by using Internet technologies to enhance communications between the company and its customers and suppliers. Performance Improvement in Business Effectiveness. When there is a high amount of internal connectivity, but external connectivity by customers and competitors is still low, a firm should focus on using Internet technologies like intranets and extranets to make major improvements in business effectiveness. Global Market Penetration. When there is a high degree of connectivity by customers and competitors and low internal connectivity, a firm should focus on developing Internet-based applications to optimize interactions with customers and build market share. Product and Service Transformation. When a company and its customers, suppliers, and competitors are extensively networked, Internet technologies should be used to develop and deploy products and services that strategically reposition it in the marketplace. Teaching Tips This slide corresponds to Figure 2.8 on p. 48 and relates to material on pp. 48-49. © 2002 McGraw-Hill Companies

Strategic Positioning of Internet Technologies Drivers internal. Jumlah konektivitas, kolaborasi dan penggunaan TI dalam perusahaan. Drivers eksternal. Jumlah konektivitas, kolaborasi dan penggunaan IT oleh pelanggan, pemasok, mitra bisnis, dan pesaing. For Internet technologies to be used strategically applications must be correctly positioned. The strategic positioning matrix shown can be used to help a company optimize the strategic impact of Internet Technologies. The matrix recognizes two major drivers: Internal Drivers. The amount of connectivity, collaboration and use of IT within a firm. External Drivers. The amount of connectivity, collaboration and use of IT by customers, suppliers, business partners, and competitors. Cost and Efficiency Improvements. When there is a low amount of connectivity, collaboration and use of IT within the company and by customers and competitors, a firm should focus on improving efficiency and lowering costs by using Internet technologies to enhance communications between the company and its customers and suppliers. Performance Improvement in Business Effectiveness. When there is a high amount of internal connectivity, but external connectivity by customers and competitors is still low, a firm should focus on using Internet technologies like intranets and extranets to make major improvements in business effectiveness. Global Market Penetration. When there is a high degree of connectivity by customers and competitors and low internal connectivity, a firm should focus on developing Internet-based applications to optimize interactions with customers and build market share. Product and Service Transformation. When a company and its customers, suppliers, and competitors are extensively networked, Internet technologies should be used to develop and deploy products and services that strategically reposition it in the marketplace. Teaching Tips This slide corresponds to Figure 2.8 on p. 48 and relates to material on pp. 48-49. © 2002 McGraw-Hill Companies

Strategic Positioning of Internet Technologies Biaya dan Efisiensi Perbaikan. Ketika ada konektivitas yang rendah, kolaborasi dan penggunaan TI dalam perusahaan dan dengan pelanggan dan pesaing, perusahaan harus fokus pada peningkatan efisiensi dan menurunkan biaya dengan menggunakan teknologi internet untuk meningkatkan komunikasi antara perusahaan dan pelanggan dan pemasok. For Internet technologies to be used strategically applications must be correctly positioned. The strategic positioning matrix shown can be used to help a company optimize the strategic impact of Internet Technologies. The matrix recognizes two major drivers: Internal Drivers. The amount of connectivity, collaboration and use of IT within a firm. External Drivers. The amount of connectivity, collaboration and use of IT by customers, suppliers, business partners, and competitors. Cost and Efficiency Improvements. When there is a low amount of connectivity, collaboration and use of IT within the company and by customers and competitors, a firm should focus on improving efficiency and lowering costs by using Internet technologies to enhance communications between the company and its customers and suppliers. Performance Improvement in Business Effectiveness. When there is a high amount of internal connectivity, but external connectivity by customers and competitors is still low, a firm should focus on using Internet technologies like intranets and extranets to make major improvements in business effectiveness. Global Market Penetration. When there is a high degree of connectivity by customers and competitors and low internal connectivity, a firm should focus on developing Internet-based applications to optimize interactions with customers and build market share. Product and Service Transformation. When a company and its customers, suppliers, and competitors are extensively networked, Internet technologies should be used to develop and deploy products and services that strategically reposition it in the marketplace. Teaching Tips This slide corresponds to Figure 2.8 on p. 48 and relates to material on pp. 48-49. © 2002 McGraw-Hill Companies

Strategic Positioning of Internet Technologies Peningkatan Kinerja di Efektivitas Bisnis Ketika ada jumlah konektivitas internal yang tinggi, tetapi konektivitas eksternal dengan pelanggan dan pesaing masih rendah, suatu perusahaan harus fokus pada menggunakan teknologi internet seperti intranet dan extranet untuk melakukan perbaikan besar dalam efektivitas bisnis. For Internet technologies to be used strategically applications must be correctly positioned. The strategic positioning matrix shown can be used to help a company optimize the strategic impact of Internet Technologies. The matrix recognizes two major drivers: Internal Drivers. The amount of connectivity, collaboration and use of IT within a firm. External Drivers. The amount of connectivity, collaboration and use of IT by customers, suppliers, business partners, and competitors. Cost and Efficiency Improvements. When there is a low amount of connectivity, collaboration and use of IT within the company and by customers and competitors, a firm should focus on improving efficiency and lowering costs by using Internet technologies to enhance communications between the company and its customers and suppliers. Performance Improvement in Business Effectiveness. When there is a high amount of internal connectivity, but external connectivity by customers and competitors is still low, a firm should focus on using Internet technologies like intranets and extranets to make major improvements in business effectiveness. Global Market Penetration. When there is a high degree of connectivity by customers and competitors and low internal connectivity, a firm should focus on developing Internet-based applications to optimize interactions with customers and build market share. Product and Service Transformation. When a company and its customers, suppliers, and competitors are extensively networked, Internet technologies should be used to develop and deploy products and services that strategically reposition it in the marketplace. Teaching Tips This slide corresponds to Figure 2.8 on p. 48 and relates to material on pp. 48-49. © 2002 McGraw-Hill Companies

Strategic Positioning of Internet Technologies Penetrasi Pasar Global. Ketika ada tingkat konektivitas yang tinggi dengan pelanggan dan pesaing dan konektivitas internal yang rendah, suatu perusahaan harus fokus pada pengembangan aplikasi berbasis Internet untuk mengoptimalkan interaksi dengan pelanggan dan membangun pangsa pasar. Produk dan Layanan Transformasi. Ketika sebuah perusahaan dan pelanggan, pemasok, dan pesaing yang luas jaringan, teknologi Internet harus digunakan untuk mengembangkan dan menyebarkan produk dan jasa yang strategis reposisi itu di pasar. For Internet technologies to be used strategically applications must be correctly positioned. The strategic positioning matrix shown can be used to help a company optimize the strategic impact of Internet Technologies. The matrix recognizes two major drivers: Internal Drivers. The amount of connectivity, collaboration and use of IT within a firm. External Drivers. The amount of connectivity, collaboration and use of IT by customers, suppliers, business partners, and competitors. Cost and Efficiency Improvements. When there is a low amount of connectivity, collaboration and use of IT within the company and by customers and competitors, a firm should focus on improving efficiency and lowering costs by using Internet technologies to enhance communications between the company and its customers and suppliers. Performance Improvement in Business Effectiveness. When there is a high amount of internal connectivity, but external connectivity by customers and competitors is still low, a firm should focus on using Internet technologies like intranets and extranets to make major improvements in business effectiveness. Global Market Penetration. When there is a high degree of connectivity by customers and competitors and low internal connectivity, a firm should focus on developing Internet-based applications to optimize interactions with customers and build market share. Product and Service Transformation. When a company and its customers, suppliers, and competitors are extensively networked, Internet technologies should be used to develop and deploy products and services that strategically reposition it in the marketplace. Teaching Tips This slide corresponds to Figure 2.8 on p. 48 and relates to material on pp. 48-49. © 2002 McGraw-Hill Companies

Strategic Positioning of Internet Technologies Produk dan Layanan Transformasi. Ketika sebuah perusahaan dan pelanggan, pemasok, dan pesaing yang luas jaringan, teknologi Internet harus digunakan untuk mengembangkan dan menyebarkan produk dan jasa yang strategis di pasar untuk melakukan reposisi For Internet technologies to be used strategically applications must be correctly positioned. The strategic positioning matrix shown can be used to help a company optimize the strategic impact of Internet Technologies. The matrix recognizes two major drivers: Internal Drivers. The amount of connectivity, collaboration and use of IT within a firm. External Drivers. The amount of connectivity, collaboration and use of IT by customers, suppliers, business partners, and competitors. Cost and Efficiency Improvements. When there is a low amount of connectivity, collaboration and use of IT within the company and by customers and competitors, a firm should focus on improving efficiency and lowering costs by using Internet technologies to enhance communications between the company and its customers and suppliers. Performance Improvement in Business Effectiveness. When there is a high amount of internal connectivity, but external connectivity by customers and competitors is still low, a firm should focus on using Internet technologies like intranets and extranets to make major improvements in business effectiveness. Global Market Penetration. When there is a high degree of connectivity by customers and competitors and low internal connectivity, a firm should focus on developing Internet-based applications to optimize interactions with customers and build market share. Product and Service Transformation. When a company and its customers, suppliers, and competitors are extensively networked, Internet technologies should be used to develop and deploy products and services that strategically reposition it in the marketplace. Teaching Tips This slide corresponds to Figure 2.8 on p. 48 and relates to material on pp. 48-49. © 2002 McGraw-Hill Companies

Customer-Focused e-Business biarkan pelanggan memesan via distribusi mitra Transaction Database Linkan Karyawan dan distribusi memeriksa riwayat pesanan dan status pengiriman Biarkan pelanggan melakukan order mandiri Customer membangun masyarakat pelanggan, karyawan, dan mitra Berikan semua karyawan tampilan lengkap pelanggan There are other key strategies enabled by IT that can be used to enable a business to become successful and to maintain their success. These will be discussed on the next slides. A key strategy for becoming a successful e-business is to maximize customer value. This strategic focus on customer value recognizes that quality rather than price becomes the primary determinant in a customer’s perception of value. A Customer-Focused e-business, then, is one that uses Internet technologies to keep customer loyal by anticipating their future needs, responding to concerns, and providing top quality customer service. As the slide indicates, such technologies like intranets, the Internet, and extranet websites create new channels for interactive communications within a company, with customers, and with suppliers, business partners, and others in the external business environment. Thereby, encouraging cross-functional collaboration with customers in product development, marketing, delivery, service and technical support. A successful Customer-Focused e-business attempts to ‘own’ the customer's total business experience through such approaches as: Letting the customer place orders directly, and through distribution partners Building a customer database that captures customers' preferences and profitability, and allowing all employees access to a complete view of each customer. Teaching Tip: Encourage your students to describe the characteristics of a profitable customer. What makes a particular customer valuable to a specific business? Letting customers check order, history and delivery status Nurturing an online community of customers, employees, and business partners. Teaching Tips This slide corresponds to Figure 2.10 on p. 52 and relates to the material on pp. 52-54. © 2002 McGraw-Hill Companies

Business Reengineering and Quality Management Business Quality Improvement Business Reengineering Definition Target Potential Payback Risk What Changes? Primary Enablers Bertahap Meningkatkan Proses yang Ada Radikal Redesigning Sistem Bisnis Any Process Strategic Business Processes 10%-50% Improvements Perbaikan Total Low High Same Jobs - More Efficient Big Job Cuts; New Jobs; Major Job Redesign IT and Work Simplification IT and Organizational Redesign One of the most important competitive strategies today is business process reengineering (BPR) most often simply called reengineering. Reengineering is more than automating business processes to make modest improvements in the efficiency of business operations. Reengineering is a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, speed, and service. BPR combines a strategy of promoting business innovation with a strategy of making major improvements to business processes so that a company can become a much stronger and more successful competitor in the marketplace. However, while many companies have reported impressive gains, many others have failed to achieve the major improvements they sought through reengineering projects. Business quality improvement is a less dramatic approach to enhancing business success. One important strategic thrust in this area is called Total Quality Management (TQM). TQM emphasizes quality improvement that focuses on the customer requirements and expectations of products and services. This may involve many features and attributes, such as performance, reliability, durability, responsiveness etc. TQM uses a variety of tools and methods to provide: More appealing, less-variable quality of products or services Quicker less-variable turnaround from design to production and distribution Greater flexibility in adjusting to customer buying habits and preferences Lower costs through rework reductions, and non-value-adding waste elimination. Teaching Tips This slide corresponds to Figure 2.11 on p. 54 and relates to the material on pp. 54-57. © 2002 McGraw-Hill Companies

Business Reengineering and Quality Management Salah satu strategi kompetitif yang paling penting saat ini adalah rekayasa ulang proses bisnis (BPR) yang paling sering hanya disebut rekayasa ulang. Reengineering lebih dari mengotomatisasi proses bisnis untuk melakukan perbaikan sederhana dalam efisiensi operasi bisnis. Reengineering adalah pemikiran ulang fundamental dan disain ulang radikal suatu proses bisnis untuk mencapai perbaikan dramatis dalam biaya, kualitas, kecepatan, dan layanan. BPR menggabungkan strategi untuk mempromosikan inovasi bisnis dengan strategi membuat perbaikan besar untuk proses bisnis sehingga perusahaan dapat menjadi pesaing yang jauh lebih kuat dan lebih sukses di pasar. One of the most important competitive strategies today is business process reengineering (BPR) most often simply called reengineering. Reengineering is more than automating business processes to make modest improvements in the efficiency of business operations. Reengineering is a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, speed, and service. BPR combines a strategy of promoting business innovation with a strategy of making major improvements to business processes so that a company can become a much stronger and more successful competitor in the marketplace. However, while many companies have reported impressive gains, many others have failed to achieve the major improvements they sought through reengineering projects. Business quality improvement is a less dramatic approach to enhancing business success. One important strategic thrust in this area is called Total Quality Management (TQM). TQM emphasizes quality improvement that focuses on the customer requirements and expectations of products and services. This may involve many features and attributes, such as performance, reliability, durability, responsiveness etc. TQM uses a variety of tools and methods to provide: More appealing, less-variable quality of products or services Quicker less-variable turnaround from design to production and distribution Greater flexibility in adjusting to customer buying habits and preferences Lower costs through rework reductions, and non-value-adding waste elimination. Teaching Tips This slide corresponds to Figure 2.11 on p. 54 and relates to the material on pp. 54-57. © 2002 McGraw-Hill Companies

Business Reengineering and Quality Management Namun, sementara banyak perusahaan telah melaporkan keuntungan yang mengesankan, banyak orang lain telah gagal untuk mencapai perbaikan besar mereka berusaha melalui proyek-proyek rekayasa ulang. Peningkatan kualitas bisnis adalah pendekatan yang kurang dramatis untuk meningkatkan kesuksesan bisnis. Satu dorongan strategis yang penting di daerah ini disebut Total Quality Management (TQM). TQM menekankan peningkatan kualitas yang berfokus pada kebutuhan pelanggan dan harapan produk dan jasa. Ini mungkin melibatkan banyak fitur dan atribut, seperti kinerja, keandalan, daya tahan, daya tanggap dll One of the most important competitive strategies today is business process reengineering (BPR) most often simply called reengineering. Reengineering is more than automating business processes to make modest improvements in the efficiency of business operations. Reengineering is a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, speed, and service. BPR combines a strategy of promoting business innovation with a strategy of making major improvements to business processes so that a company can become a much stronger and more successful competitor in the marketplace. However, while many companies have reported impressive gains, many others have failed to achieve the major improvements they sought through reengineering projects. Business quality improvement is a less dramatic approach to enhancing business success. One important strategic thrust in this area is called Total Quality Management (TQM). TQM emphasizes quality improvement that focuses on the customer requirements and expectations of products and services. This may involve many features and attributes, such as performance, reliability, durability, responsiveness etc. TQM uses a variety of tools and methods to provide: More appealing, less-variable quality of products or services Quicker less-variable turnaround from design to production and distribution Greater flexibility in adjusting to customer buying habits and preferences Lower costs through rework reductions, and non-value-adding waste elimination. Teaching Tips This slide corresponds to Figure 2.11 on p. 54 and relates to the material on pp. 54-57. © 2002 McGraw-Hill Companies

The Customer- Focused Agile Competitor Leverage the Impact of People and IS Resources Now Accessibility Delivery Time time to market Customer’s Anticipation of future needs Customization Conformance Cost of Transaction Value-added Services Give Customers Solutions to Problems Cooperate with Business Partners and Competitors Perfect Free Organize to Master Change Agility in competitive performance is the ability of a business to prosper in rapidly changing, continually fragmenting global markets for high-quality, high-performance, customer-configured products and services. Agile companies depend heavily on information technology to support and manage business processes. The four fundamental strategies of agile competition are: Enrich Customers. Agile companies enrich customers with solutions to their problems. Long term value-added products and services succeed when they solve problems based on customer needs. As conditions change, the agile competitor establishes a relationship based on the ability and willingness to change to meet new customer problem situations. Cooperate. Agile companies cooperate to enhance competitiveness. This means internal cooperation and, where necessary, cooperation with competitors in order to bring products and services to market more quickly. Organize. Agile companies organize to master change and uncertainty. This is a key component of agile competition because it seeks development of the anticipation and rapid response to changing conditions, not an attempt to stifle change itself. Leverage People and Information. Agile companies leverage the impact of people and information by nurturing an entrepreneurial spirit and providing incentives to employees to exercise responsibility, adaptability, and innovation. The Free.Perfect.Now model developed by AVNET Marshall embodies these principles into a succinct model for serving its customers in the most agile and responsive way. Free Dimension. Emphasizes that most customers want the lower cost for value received, but are willing to pay more for a value-added service. Perfect Dimension. Emphasizes that products and services should not only be defect free, but should be enhanced by customization, added features and should further anticipate future customer needs. Now Dimension. Emphasizes that customers want 24x7 accessibility to products and services, short delivery times, and consideration of the time-to-market for their own products. Teaching Tips This slide corresponds to Figure 2.15 on p.58 and relates to the material on pp. 57-60. © 2002 McGraw-Hill Companies

The Customer- Focused Agile Competitor Free Dimensi. Menekankan bahwa sebagian besar konsumen ingin biaya yang lebih rendah untuk nilai yang diterima, tetapi bersedia untuk membayar lebih untuk layanan nilai tambah. Perfect Dimensi. Menekankan bahwa produk dan layanan tidak hanya harus bebas cacat, tetapi harus ditingkatkan dengan kustomisasi, menambahkan fitur dan harus lebih mengantisipasi kebutuhan pelanggan di masa depan. Now Dimensi. Menekankan bahwa pelanggan ingin 24x7 akses ke produk dan jasa, waktu pengiriman yang singkat, dan pertimbangan dari waktu ke pasar-untuk produk mereka sendiri. Agility in competitive performance is the ability of a business to prosper in rapidly changing, continually fragmenting global markets for high-quality, high-performance, customer-configured products and services. Agile companies depend heavily on information technology to support and manage business processes. The four fundamental strategies of agile competition are: Enrich Customers. Agile companies enrich customers with solutions to their problems. Long term value-added products and services succeed when they solve problems based on customer needs. As conditions change, the agile competitor establishes a relationship based on the ability and willingness to change to meet new customer problem situations. Cooperate. Agile companies cooperate to enhance competitiveness. This means internal cooperation and, where necessary, cooperation with competitors in order to bring products and services to market more quickly. Organize. Agile companies organize to master change and uncertainty. This is a key component of agile competition because it seeks development of the anticipation and rapid response to changing conditions, not an attempt to stifle change itself. Leverage People and Information. Agile companies leverage the impact of people and information by nurturing an entrepreneurial spirit and providing incentives to employees to exercise responsibility, adaptability, and innovation. The Free.Perfect.Now model developed by AVNET Marshall embodies these principles into a succinct model for serving its customers in the most agile and responsive way. Free Dimension. Emphasizes that most customers want the lower cost for value received, but are willing to pay more for a value-added service. Perfect Dimension. Emphasizes that products and services should not only be defect free, but should be enhanced by customization, added features and should further anticipate future customer needs. Now Dimension. Emphasizes that customers want 24x7 accessibility to products and services, short delivery times, and consideration of the time-to-market for their own products. Teaching Tips This slide corresponds to Figure 2.15 on p.58 and relates to the material on pp. 57-60. © 2002 McGraw-Hill Companies

The Customer- Focused Agile Competitor Kecerdasan/ketangkasan dalam kinerja kompetitif adalah kemampuan sebuah bisnis untuk berkembang dalam berubah dengan cepat, terus memecah-belah pasar global untuk kualitas tinggi, kinerja tinggi, produk dan jasa pelanggan-dikonfigurasi. Kecerdasan perusahaan sangat bergantung pada teknologi informasi untuk mendukung dan mengelola proses bisnis. Empat strategi dasar persaingan tangkas adalah: Agility in competitive performance is the ability of a business to prosper in rapidly changing, continually fragmenting global markets for high-quality, high-performance, customer-configured products and services. Agile companies depend heavily on information technology to support and manage business processes. The four fundamental strategies of agile competition are: Enrich Customers. Agile companies enrich customers with solutions to their problems. Long term value-added products and services succeed when they solve problems based on customer needs. As conditions change, the agile competitor establishes a relationship based on the ability and willingness to change to meet new customer problem situations. Cooperate. Agile companies cooperate to enhance competitiveness. This means internal cooperation and, where necessary, cooperation with competitors in order to bring products and services to market more quickly. Organize. Agile companies organize to master change and uncertainty. This is a key component of agile competition because it seeks development of the anticipation and rapid response to changing conditions, not an attempt to stifle change itself. Leverage People and Information. Agile companies leverage the impact of people and information by nurturing an entrepreneurial spirit and providing incentives to employees to exercise responsibility, adaptability, and innovation. The Free.Perfect.Now model developed by AVNET Marshall embodies these principles into a succinct model for serving its customers in the most agile and responsive way. Free Dimension. Emphasizes that most customers want the lower cost for value received, but are willing to pay more for a value-added service. Perfect Dimension. Emphasizes that products and services should not only be defect free, but should be enhanced by customization, added features and should further anticipate future customer needs. Now Dimension. Emphasizes that customers want 24x7 accessibility to products and services, short delivery times, and consideration of the time-to-market for their own products. Teaching Tips This slide corresponds to Figure 2.15 on p.58 and relates to the material on pp. 57-60. © 2002 McGraw-Hill Companies

The Customer- Focused Agile Competitor Perkaya Pelanggan. Perusahaan yang cerdas memperkaya pelanggan dengan solusi untuk masalah mereka. Nilai tambah produk dan layanan jangka panjang berhasil ketika mereka memecahkan masalah berdasarkan pada kebutuhan pelanggan. Seperti kondisi perubahan, pesaing tangkas menetapkan hubungan yang didasarkan pada kemampuan dan kemauan untuk mengubah untuk memenuhi situasi masalah pelanggan baru. Agility in competitive performance is the ability of a business to prosper in rapidly changing, continually fragmenting global markets for high-quality, high-performance, customer-configured products and services. Agile companies depend heavily on information technology to support and manage business processes. The four fundamental strategies of agile competition are: Enrich Customers. Agile companies enrich customers with solutions to their problems. Long term value-added products and services succeed when they solve problems based on customer needs. As conditions change, the agile competitor establishes a relationship based on the ability and willingness to change to meet new customer problem situations. Cooperate. Agile companies cooperate to enhance competitiveness. This means internal cooperation and, where necessary, cooperation with competitors in order to bring products and services to market more quickly. Organize. Agile companies organize to master change and uncertainty. This is a key component of agile competition because it seeks development of the anticipation and rapid response to changing conditions, not an attempt to stifle change itself. Leverage People and Information. Agile companies leverage the impact of people and information by nurturing an entrepreneurial spirit and providing incentives to employees to exercise responsibility, adaptability, and innovation. The Free.Perfect.Now model developed by AVNET Marshall embodies these principles into a succinct model for serving its customers in the most agile and responsive way. Free Dimension. Emphasizes that most customers want the lower cost for value received, but are willing to pay more for a value-added service. Perfect Dimension. Emphasizes that products and services should not only be defect free, but should be enhanced by customization, added features and should further anticipate future customer needs. Now Dimension. Emphasizes that customers want 24x7 accessibility to products and services, short delivery times, and consideration of the time-to-market for their own products. Teaching Tips This slide corresponds to Figure 2.15 on p.58 and relates to the material on pp. 57-60. © 2002 McGraw-Hill Companies

The Customer- Focused Agile Competitor Bekerja sama. Kecerdasan perusahaan akan bekerja sama untuk meningkatkan daya saing. Ini berarti kerjasama internal dan, bila perlu, bekerja sama dengan pesaing untuk membawa produk dan layanan ke pasar lebih cepat. Agility in competitive performance is the ability of a business to prosper in rapidly changing, continually fragmenting global markets for high-quality, high-performance, customer-configured products and services. Agile companies depend heavily on information technology to support and manage business processes. The four fundamental strategies of agile competition are: Enrich Customers. Agile companies enrich customers with solutions to their problems. Long term value-added products and services succeed when they solve problems based on customer needs. As conditions change, the agile competitor establishes a relationship based on the ability and willingness to change to meet new customer problem situations. Cooperate. Agile companies cooperate to enhance competitiveness. This means internal cooperation and, where necessary, cooperation with competitors in order to bring products and services to market more quickly. Organize. Agile companies organize to master change and uncertainty. This is a key component of agile competition because it seeks development of the anticipation and rapid response to changing conditions, not an attempt to stifle change itself. Leverage People and Information. Agile companies leverage the impact of people and information by nurturing an entrepreneurial spirit and providing incentives to employees to exercise responsibility, adaptability, and innovation. The Free.Perfect.Now model developed by AVNET Marshall embodies these principles into a succinct model for serving its customers in the most agile and responsive way. Free Dimension. Emphasizes that most customers want the lower cost for value received, but are willing to pay more for a value-added service. Perfect Dimension. Emphasizes that products and services should not only be defect free, but should be enhanced by customization, added features and should further anticipate future customer needs. Now Dimension. Emphasizes that customers want 24x7 accessibility to products and services, short delivery times, and consideration of the time-to-market for their own products. Teaching Tips This slide corresponds to Figure 2.15 on p.58 and relates to the material on pp. 57-60. © 2002 McGraw-Hill Companies

The Customer- Focused Agile Competitor Mengatur. Perusahaan yang cerdas mengatur perubahan utama dan ketidakpastian. Ini adalah komponen kunci dari kompetisi tangkas karena berusaha pengembangan antisipasi dan respon cepat terhadap perubahan kondisi, bukan suatu upaya untuk menahan perubahan itu sendiri. Agility in competitive performance is the ability of a business to prosper in rapidly changing, continually fragmenting global markets for high-quality, high-performance, customer-configured products and services. Agile companies depend heavily on information technology to support and manage business processes. The four fundamental strategies of agile competition are: Enrich Customers. Agile companies enrich customers with solutions to their problems. Long term value-added products and services succeed when they solve problems based on customer needs. As conditions change, the agile competitor establishes a relationship based on the ability and willingness to change to meet new customer problem situations. Cooperate. Agile companies cooperate to enhance competitiveness. This means internal cooperation and, where necessary, cooperation with competitors in order to bring products and services to market more quickly. Organize. Agile companies organize to master change and uncertainty. This is a key component of agile competition because it seeks development of the anticipation and rapid response to changing conditions, not an attempt to stifle change itself. Leverage People and Information. Agile companies leverage the impact of people and information by nurturing an entrepreneurial spirit and providing incentives to employees to exercise responsibility, adaptability, and innovation. The Free.Perfect.Now model developed by AVNET Marshall embodies these principles into a succinct model for serving its customers in the most agile and responsive way. Free Dimension. Emphasizes that most customers want the lower cost for value received, but are willing to pay more for a value-added service. Perfect Dimension. Emphasizes that products and services should not only be defect free, but should be enhanced by customization, added features and should further anticipate future customer needs. Now Dimension. Emphasizes that customers want 24x7 accessibility to products and services, short delivery times, and consideration of the time-to-market for their own products. Teaching Tips This slide corresponds to Figure 2.15 on p.58 and relates to the material on pp. 57-60. © 2002 McGraw-Hill Companies

The Customer- Focused Agile Competitor Mempengaruhi orang dan Informasi. Perusahaan cerdas akan memanfaatkan dampak dari orang dan informasi dengan memupuk semangat kewirausahaan dan memberikan insentif kepada karyawan untuk melaksanakan tanggung jawab, kemampuan adaptasi, dan inovasi. Agility in competitive performance is the ability of a business to prosper in rapidly changing, continually fragmenting global markets for high-quality, high-performance, customer-configured products and services. Agile companies depend heavily on information technology to support and manage business processes. The four fundamental strategies of agile competition are: Enrich Customers. Agile companies enrich customers with solutions to their problems. Long term value-added products and services succeed when they solve problems based on customer needs. As conditions change, the agile competitor establishes a relationship based on the ability and willingness to change to meet new customer problem situations. Cooperate. Agile companies cooperate to enhance competitiveness. This means internal cooperation and, where necessary, cooperation with competitors in order to bring products and services to market more quickly. Organize. Agile companies organize to master change and uncertainty. This is a key component of agile competition because it seeks development of the anticipation and rapid response to changing conditions, not an attempt to stifle change itself. Leverage People and Information. Agile companies leverage the impact of people and information by nurturing an entrepreneurial spirit and providing incentives to employees to exercise responsibility, adaptability, and innovation. The Free.Perfect.Now model developed by AVNET Marshall embodies these principles into a succinct model for serving its customers in the most agile and responsive way. Free Dimension. Emphasizes that most customers want the lower cost for value received, but are willing to pay more for a value-added service. Perfect Dimension. Emphasizes that products and services should not only be defect free, but should be enhanced by customization, added features and should further anticipate future customer needs. Now Dimension. Emphasizes that customers want 24x7 accessibility to products and services, short delivery times, and consideration of the time-to-market for their own products. Teaching Tips This slide corresponds to Figure 2.15 on p.58 and relates to the material on pp. 57-60. © 2002 McGraw-Hill Companies

Virtual Corporations Borderless Technology Excellence Trust-Based Adaptability Opportunism Six Characteristics of Virtual Companies A Virtual Company (also called a virtual corporation or virtual organization) is an organization that uses information technology to link people, assets, and ideas. People and corporations are forming virtual companies in order to take advantage of strategic opportunities that require time, people competencies and information technologies resources that may not exist within a single company. By making strategic alliances with other companies and quickly forming a virtual company of all-star partners, the virtual company is best able to assemble the components needed to provide a world-class solution for customers and capture the opportunity. To succeed the virtual company must possess six characteristics: Adaptability: Able to adapt to a diverse, fast-changing business environment. Virtual companies must further reduce concept-to-cash time through sharing. Opportunism: Created, operated, and dissolved to exploit business opportunities when they appear. They must gain access to new markets and share market or customer loyalty, while increasing facilities and market coverage. Excellence: Possess all-star, world-class excellence in the core competencies that are needed. These competencies must be seamlessly linked through the use of Internet technologies. Technology: Provide world-class information technology and other required technologies in all customer solutions. They must migrate from selling products to selling solutions. Borderless: Easily and transparently synthesize the competencies and resources of business partners into integrated customer solutions. Trust-Based: Members are trustworthy and display mutual trust in their business relationships. They must be willing to share infrastructures and risks. Teaching Tips This slide relates to the material on pp. 58 - 60. © 2002 McGraw-Hill Companies

Virtual Corporations Sebuah Perusahaan Virtual (juga disebut korporasi virtual atau organisasi virtual) adalah sebuah organisasi yang menggunakan teknologi informasi untuk menghubungkan orang, aset, dan ide-ide. Orang-orang dan perusahaan yang membentuk perusahaan virtual untuk mengambil keuntungan dari peluang strategis yang membutuhkan waktu, orang kompetensi dan sumber daya teknologi informasi yang mungkin tidak ada dalam satu perusahaan. Dengan membuat aliansi strategis dengan perusahaan lain dan dengan cepat membentuk perusahaan virtual all-star mitra, perusahaan maya yang terbaik adalah mampu merakit komponen yang dibutuhkan untuk memberikan solusi kelas dunia bagi pelanggan dan menangkap kesempatan. Untuk sukses perusahaan virtual harus memiliki enam karakteristik: A Virtual Company (also called a virtual corporation or virtual organization) is an organization that uses information technology to link people, assets, and ideas. People and corporations are forming virtual companies in order to take advantage of strategic opportunities that require time, people competencies and information technologies resources that may not exist within a single company. By making strategic alliances with other companies and quickly forming a virtual company of all-star partners, the virtual company is best able to assemble the components needed to provide a world-class solution for customers and capture the opportunity. To succeed the virtual company must possess six characteristics: Adaptability: Able to adapt to a diverse, fast-changing business environment. Virtual companies must further reduce concept-to-cash time through sharing. Opportunism: Created, operated, and dissolved to exploit business opportunities when they appear. They must gain access to new markets and share market or customer loyalty, while increasing facilities and market coverage. Excellence: Possess all-star, world-class excellence in the core competencies that are needed. These competencies must be seamlessly linked through the use of Internet technologies. Technology: Provide world-class information technology and other required technologies in all customer solutions. They must migrate from selling products to selling solutions. Borderless: Easily and transparently synthesize the competencies and resources of business partners into integrated customer solutions. Trust-Based: Members are trustworthy and display mutual trust in their business relationships. They must be willing to share infrastructures and risks. Teaching Tips This slide relates to the material on pp. 58 - 60. © 2002 McGraw-Hill Companies

Virtual Corporations Adaptasi : Mampu beradaptasi dengan beragam , cepat - perubahan lingkungan bisnis . Perusahaan Virtual lanjut harus mengurangi konsep -to - cash waktu melalui berbagi . Kesempatan : Dibuat , dioperasikan , untuk mengeksploitasi peluang bisnis ketika mereka muncul . Mereka harus mendapatkan akses ke pasar baru dan pangsa pasar atau loyalitas pelanggan , sementara fasilitas dan cakupan pasar meningkat. Keunggulan : Memiliki semua bintang , keunggulan kelas dunia dalam kompetensi inti yang diperlukan . Kompetensi ini harus mulus dihubungkan melalui penggunaan teknologi internet . A Virtual Company (also called a virtual corporation or virtual organization) is an organization that uses information technology to link people, assets, and ideas. People and corporations are forming virtual companies in order to take advantage of strategic opportunities that require time, people competencies and information technologies resources that may not exist within a single company. By making strategic alliances with other companies and quickly forming a virtual company of all-star partners, the virtual company is best able to assemble the components needed to provide a world-class solution for customers and capture the opportunity. To succeed the virtual company must possess six characteristics: Adaptability: Able to adapt to a diverse, fast-changing business environment. Virtual companies must further reduce concept-to-cash time through sharing. Opportunism: Created, operated, and dissolved to exploit business opportunities when they appear. They must gain access to new markets and share market or customer loyalty, while increasing facilities and market coverage. Excellence: Possess all-star, world-class excellence in the core competencies that are needed. These competencies must be seamlessly linked through the use of Internet technologies. Technology: Provide world-class information technology and other required technologies in all customer solutions. They must migrate from selling products to selling solutions. Borderless: Easily and transparently synthesize the competencies and resources of business partners into integrated customer solutions. Trust-Based: Members are trustworthy and display mutual trust in their business relationships. They must be willing to share infrastructures and risks. Teaching Tips This slide relates to the material on pp. 58 - 60. © 2002 McGraw-Hill Companies

Virtual Corporations Teknologi : Menyediakan teknologi informasi kelas dunia dan teknologi lain yang diperlukan dalam semua solusi pelanggan . Mereka harus bermigrasi dari menjual produk ke menjual solusi . Tanpa Batas : Mudah dan transparan mensintesis kompetensi dan sumber daya dari mitra bisnis menjadi solusi pelanggan yang terintegrasi . Berlandaskan kepercayaan : Anggota dapat dipercaya dan menampilkan saling percaya dalam hubungan bisnis mereka Mereka harus rela berbagi infrastruktur dan resiko . A Virtual Company (also called a virtual corporation or virtual organization) is an organization that uses information technology to link people, assets, and ideas. People and corporations are forming virtual companies in order to take advantage of strategic opportunities that require time, people competencies and information technologies resources that may not exist within a single company. By making strategic alliances with other companies and quickly forming a virtual company of all-star partners, the virtual company is best able to assemble the components needed to provide a world-class solution for customers and capture the opportunity. To succeed the virtual company must possess six characteristics: Adaptability: Able to adapt to a diverse, fast-changing business environment. Virtual companies must further reduce concept-to-cash time through sharing. Opportunism: Created, operated, and dissolved to exploit business opportunities when they appear. They must gain access to new markets and share market or customer loyalty, while increasing facilities and market coverage. Excellence: Possess all-star, world-class excellence in the core competencies that are needed. These competencies must be seamlessly linked through the use of Internet technologies. Technology: Provide world-class information technology and other required technologies in all customer solutions. They must migrate from selling products to selling solutions. Borderless: Easily and transparently synthesize the competencies and resources of business partners into integrated customer solutions. Trust-Based: Members are trustworthy and display mutual trust in their business relationships. They must be willing to share infrastructures and risks. Teaching Tips This slide relates to the material on pp. 58 - 60. © 2002 McGraw-Hill Companies

Knowledge Management Systems Solution Knowledge Development Engineers Technical Support Staff Product Managers Other Vendors Customers The Internet Intranet Knowledge Management has become one of the major strategic uses of information technology. Knowledge Management Systems (KMS) are systems that are used to manage organizational learning and business know-how. The goal of knowledge management systems is to help knowledge workers create, organize, and make available important business knowledge, whenever, and wherever its needed. Such knowledge may include explicit knowledge like reference works, formulas, and processes, or tacit knowledge like “best practices”, and fixes. Internet and intranet technologies, along with such other technologies like GroupWare, data mining, and online discussion groups are used by KMS to collect, edit, evaluate and disseminate knowledge within the organization. Knowledge management systems are sometimes called adaptive learning systems, because they create cycles of organizational learning called adaptive learning loops, which allow the knowledge company to continually build and integrate knowledge into business processes, products, and services. Thereby, helping the company to become a more innovative, agile provider of goods and services. Teaching Tips This slide relates to the material on pp. 60-61. © 2002 McGraw-Hill Companies

Knowledge Management Systems Manajemen Pengetahuan telah menjadi salah satu penggunaan strategis utama teknologi informasi . Sistem Manajemen Pengetahuan ( KMS ) adalah sistem yang digunakan untuk mengelola pembelajaran organisasi dan bisnis know-how . Tujuan dari sistem manajemen pengetahuan adalah untuk membantu pekerja pengetahuan membuat, mengatur , dan menyediakan pengetahuan bisnis yang penting , kapanpun , dan dimanapun yang dibutuhkan .   Pengetahuan tersebut dapat mencakup pengetahuan eksplisit seperti karya referensi , formula , dan proses , atau pengetahuan tacit seperti " praktik terbaik " , dan perbaikan . Internet dan intranet teknologi , bersama dengan seperti teknologi lainnya seperti GroupWare , data mining , dan kelompok diskusi online yang digunakan oleh KMS untuk mengumpulkan , mengedit , mengevaluasi dan menyebarkan pengetahuan dalam organisasi . Knowledge Management has become one of the major strategic uses of information technology. Knowledge Management Systems (KMS) are systems that are used to manage organizational learning and business know-how. The goal of knowledge management systems is to help knowledge workers create, organize, and make available important business knowledge, whenever, and wherever its needed. Such knowledge may include explicit knowledge like reference works, formulas, and processes, or tacit knowledge like “best practices”, and fixes. Internet and intranet technologies, along with such other technologies like GroupWare, data mining, and online discussion groups are used by KMS to collect, edit, evaluate and disseminate knowledge within the organization. Knowledge management systems are sometimes called adaptive learning systems, because they create cycles of organizational learning called adaptive learning loops, which allow the knowledge company to continually build and integrate knowledge into business processes, products, and services. Thereby, helping the company to become a more innovative, agile provider of goods and services. Teaching Tips This slide relates to the material on pp. 60-61. © 2002 McGraw-Hill Companies

Knowledge Management Systems Sistem manajemen pengetahuan kadang-kadang disebut sistem pembelajaran adaptif , karena mereka menciptakan siklus pembelajaran organisasi yang disebut loop learning adaptif , yang memungkinkan perusahaan pengetahuan untuk terus membangun dan mengintegrasikan pengetahuan ke dalam proses bisnis , produk , dan jasa . Dengan demikian , membantu perusahaan untuk menjadi lebih inovatif , penyedia tangkas barang dan jasa . Knowledge Management has become one of the major strategic uses of information technology. Knowledge Management Systems (KMS) are systems that are used to manage organizational learning and business know-how. The goal of knowledge management systems is to help knowledge workers create, organize, and make available important business knowledge, whenever, and wherever its needed. Such knowledge may include explicit knowledge like reference works, formulas, and processes, or tacit knowledge like “best practices”, and fixes. Internet and intranet technologies, along with such other technologies like GroupWare, data mining, and online discussion groups are used by KMS to collect, edit, evaluate and disseminate knowledge within the organization. Knowledge management systems are sometimes called adaptive learning systems, because they create cycles of organizational learning called adaptive learning loops, which allow the knowledge company to continually build and integrate knowledge into business processes, products, and services. Thereby, helping the company to become a more innovative, agile provider of goods and services. Teaching Tips This slide relates to the material on pp. 60-61. © 2002 McGraw-Hill Companies

Chapter Summary Sistem informasi dapat memainkan beberapa peran strategis dalam bisnis. Internet, intranet, extranet, dan teknologi berbasis internet lainnya dapat digunakan secara strategis untuk e-bisnis dan e-commerce yang memberikan keunggulan kompetitif. Sebuah penggunaan strategis dari teknologi internet adalah untuk membangun sebuah e-bisnis yang mengembangkan nilai bisnis dengan memberi nilai pelanggan fokus strategis. © 2002 McGraw-Hill Companies

Chapter Summary (cont) TI adalah bahan utama dalam operasi bisnis rekayasa ulang, dengan memungkinkan perubahan radikal proses bisnis yang secara dramatis meningkatkan efisiensi dan efektivitas mereka. TI dapat secara strategis digunakan untuk meningkatkan kualitas kinerja bisnis. Sebuah bisnis dapat menggunakan IT untuk membantu menjadi sebuah perusahaan yang tangkas, yang dapat merespon dengan cepat perubahan dalam lingkungannya. © 2002 McGraw-Hill Companies

Chapter Summary (cont) Membentuk perusahaan virtual telah menjadi strategi bersaing yang penting dalam pasar global yang dinamis saat ini. Abadi keunggulan kompetitif saat ini hanya bisa datang dari penggunaan inovatif dan manajemen pengetahuan organisasi dengan pengetahuan membuat perusahaan dan organisasi belajar. © 2002 McGraw-Hill Companies