Strategic Advantage and IT Strategic Information System (SIS) Elements of strategic management

Elements of Strategic Management Innovation Role of IT Competitive intelligence ; adalah praktik bisnis yang etis dan sesuai dengan norma hukum, pokus pada lingkungan external bisnis, adanya keterlibatan pengumpulan informasi (memanfaatkan intelegent)

Competitive Intelligence Internet, adalah salah satu media yg digunakan untuk riset,pengumpulan informasi Competitive strategy and sustainable advantage ( Keunggulan kompetitive) Bagaimana untuk bertahan terhadap persaingan Anda selama jangka waktu yang panjang

keunggulan kompetitif yang berkelanjutan adalah titik pusat dari strategi perusahaan. Hal ini memungkinkan pemeliharaan dan peningkatan posisi kompetitif perusahaan Anda yang di pasar. Keuntungan yang memungkinkan bisnis untuk bertahan terhadap kompetisi selama jangka waktu yang panjang.

Porter’s Competitive Forces Model Threat of new competitors (ancaman pesaing baru) Bargaining power of suppliers (posis tawar pemasok) Bargaining power of customers Threat of substitute products or services (ancaman produk baru/sejenis) Rivalry among existing firms (persaingan perusahaan yg ada/sejenis)

Porter’s Competitive Forces Strategies Cost leadership (mengacu pada biaya terendah/efisiensi, biaya rendah tapi menghasilkan produk yg sangat standar dng menggunakan teknologi tinggi) Differentiation(pembuatan produk berbeda dari produk sejenis lainnya) Focus Strategic positioning Customer service

Use of Porter’s Model List players (business) Analyze business drivers Devise a strategy (menyusun strategi) Investigate supportive information technologies (dukungan TI)

Porter’s Value Chain Analysis Model Primary activities Support activities

Porter’s Value Chain Analysis Model - Primary Activities Inbound logistics (mengelola informasi aliran barang) Operations Outbound logistics (mengelola aliran barang dari sistem persediaan/informasi) Marketing / sales Service

Porter’s Value Chain Analysis Model - Support Activities Firm infrastructure (infrastucktur perusahaan) Human resource management (sumber daya manajement) Technology department Procurement(pengadaan)

Strategic Information Systems Frameworks Porter and Millar’s framework(Kerangka strategi sistem informasi dari porter), Wiseman and MacMillan framework(Memahami perubahan menggunakan dan peran TI dalam bisnis) Bakos and Treacy framework (kerangka mengintegrasikan TI) Customer resource life cycle framework

Porter and Millar Framework Industry structure has changed Rules of competition have changed Organizations have outperformed competition using IT

Porter and Millar Five-Step Process Access information intensity (intensitas mengakses system informasi) Determine the role of IT in the industry structure (Penentuan TI dalam struktur industri) Identify and rank the ways in which IT can create competitive advantage (investigasi peranan IT yg dapat membuat ke unggulan) Investigate how IT might spawn new businesses(Meneliti bagaimana TI bisa menelurkan bisnis baru) Develop a plan for taking advantage of IT (Perencanaan IT agar dapat menghasilkan keuntungan)

Wiseman and MacMillan Framework Based on Porter’s strategies Innovation Growth Alliance Time

Bakos and Treacy Framework Bargaining power and comparative efficiency Search related costs Unique product features Switching costs Internal efficiency Interorganizational efficiency

Customer Resource Life Cycle Framework Ives and Learmouth, 1984 Customer relationship key to strategic advantage? Thirteen fundamental stages of the customer relationship

Framework for Global Competition Apply IT through global business drivers Quality Risk reduction Suppliers

Strategic Information Systems Applications Cost leadership Differentiation Growth Alliances Innovation Improve internal efficiency Customer-oriented approaches

Strategic Information Systems Applications Florida Power and Light - computerized TQM Geisinger - intranet J.C. Penny - custom made suits MacGregor - EDI Otis: IT used to block competitors

Strategic Information Systems Applications Port of Singapore: intelligent systems Volvo: global network Baxter International: IT for the customer Merril Lynch: cash management accounts system American Airlines: reservation system

Strategic Information Systems Applications Odense Shipyard: CAD Dun and Bradstreet: credit evaluation National Car Rental: car pickup

Sustaining A Strategic Advantage Inward systems: efficient, effective Comprehensive, innovative and expensive system: difficult to duplicate

Managerial Issues Implementing strategic information systems can be risky Strategic information systems require planning Sustaining competitive advantage is challenging Ethical issues

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