www.downloadslide.net www.downloadslide.net Full-Circle Learning MyLab™: Learning Full Circle for Marketing, Management, Business Communication, and Intro to Business BEFORE CLASS DSMs, pre-lecture homework, eText AFTER CLASS Writing Space,Video Cases, Quizzes/ Tests MyLab Decision Sims,Videos, and Learning Catalytics DURING CLASS www.downloadslide.net MyMISLab : Improves Student Engagement Before, During, and After Class ™ BREAKTHROUGH To better results Prep and Engagement OUGH KTHR BREA • NEW! VIDEO LIBRARY – Robust video library with over 100 new book-specific videos that include easy-to-assign assessments, the ability for instructors to add YouTube or other sources, the ability for students to upload video submissions, and the ability for polling and teamwork • Decision-making simulations – NEW and improved feedback for students Place your students in the role of a key decision-maker! Simulations branch based on the decisions students make, providing a variation of scenario paths Upon completion students receive a grade, as well as a detailed report of the choices and the associated consequences of those decisions • Video exercises – UPDATED with new exercises Engaging videos that bring business concepts to life and explore business topics related to the theory students are learning in class Quizzes then assess students’ comprehension of the concepts covered in each video • Learning Catalytics – A “bring your own device” student engagement, assessment, and classroom intelligence system helps instructors analyze students’ critical-thinking skills during lecture • Dynamic Study Modules (DSMs) – UPDATED with additional questions Through adaptive learning, students get personalized guidance where and when they need it most, creating greater engagement, improving knowledge retention, and supporting subject-matter mastery Also available on mobile devices Decision Making Critical Thinking • Writing Space – UPDATED with new commenting tabs, new prompts, and a new tool for students called Pearson Writer A single location to develop and assess concept mastery and critical thinking, the Writing Space offers automatic graded, assisted graded, and create your own writing assignments, allowing you to exchange personalized feedback with students quickly and easily Writing Space can also check students’ work for improper citation or plagiarism by comparing it against the world’s most accurate text comparison database available from Turnitin • Additional Features – Included with the MyLab are a powerful homework and test manager, robust gradebook tracking, Reporting Dashboard, comprehensive online course content, and easily scalable and shareable content http://www.pearsonmylabandmastering.com www.downloadslide.net Dear Student, College is a fun time in your life You’ve experienced the freedom of living on your own, made new friends, and enjoyed once-in-a-lifetime experiences However, at this point in your college career you’ve begun to realize that a life transition is on your horizon You will graduate and you will need to find a career, not just another job Now is the time to start thinking about that career and how you prepare for it Most students say they want a successful career But defining successful is different for each Most students want an exciting, stable, well-paying job You owe it to yourself to think about what that job is and how you’re going to get it Which jobs pay the salary you want? Are some jobs more stable than others? What type of work you want to for the next 40 years? This MIS course is important for answering those questions Over time, technology creates new jobs examples today are mobile application developers, social media analysts, information security specialists, business intelligence analysts, and data architects, to consider just a few jobs that didn’t exist 20, even 10, years ago Similarly, the best jobs 20 years from now probably don’t currently exist The trick to turning information systems to your advantage is getting ahead of their effect During your career, you will find many opportunities for the innovative application of information systems in business and government, but only if you know how to look for them Once found, those opportunities become your opportunities when you—as a skilled, creative, nonroutine problem solver—apply emerging technology to facilitate your organization’s strategy This is true whether your job is in marketing, operations, sales, accounting, finance, entrepreneurship, or another discipline Using technology in innovative ways enabled superstars like Steve Jobs, Bill Gates, Larry Ellison, Mark Zuckerberg, Larry Page, Sergey Brin, and Jeff Bezos to earn billions and revolutionize commerce You may not be such a superstar, but you can exceed beyond your expectations by applying the knowledge you learn in this class Congratulations on deciding to study business Use this course to help you obtain and then thrive in an interesting and rewarding career Learn more than just the MIS terminology; understand the ways information systems are transforming business and the many, many ways you can participate in that transformation In this endeavor, we wish you, a future business professional, the very best success! David Kroenke & Randy Boyle www.downloadslide.net The Guides Each chapter includes two unique guides that focus on current issues in information systems In each chapter, one of the guides focuses on an ethical issue in business The other guide focuses on the application of the chapter’s contents to some other dimension of business The content of each guide is designed to stimulate thought, discussion, and active participation in order to help you develop your problem-solving skills and become a better business professional Chapter Chapter Chapter 10 Ethics: Ethics and Professional Responsibility, p 20 Ethics: Querying Inequality?, p 140 Ethics: Hacking Smart Things, p 304 Guide: Theft by SQL Injection, p 142 Guide: EMV to the Rescue, p 306 Guide: Five-Component Careers, p 22 Chapter Chapter 11 Chapter Ethics: Cloudy Profit?, p 170 Ethics: I Know What’s Better, Really, p 46 Guide: From Anthem to Anathema, p 172 Ethics: Privacy Versus Productivity: The BYOD Dilemma, p 330 Guide: Egocentric Versus Empathetic Thinking, p 48 Chapter Chapter Guide: Is Outsourcing Fool’s Gold?, p 332 Ethics: Dialing for Dollars, p 198 Chapter 12 Guide: One-Stop Shopping, p 200 Ethics: Estimation Ethics, p 358 Guide: The Final, Final Word, p 360 Ethics: Yikes! Bikes, p 74 Chapter Guide: Your Personal Competitive Advantage, p 76 Ethics: Synthetic Friends, p 234 Chapter Extension 11 Guide: Digital Is Forever, p 236 Chapter Chapter Guide: Developing Your Personal Brand, p 540 Ethics: Free Apps for Data, p 110 Ethics: Unseen Cyberazzi, p 266 Chapter Extension 12 Guide: Keeping Up to Speed, p 112 Guide: Semantic Security, p 268 Guide: Data Mining in the Real World, p 556 www.downloadslide.net Learning aids for students We have structured this book so you can maximize the benefit from the time you spend reading it As shown in the table below, each chapter includes a series of learning aids to help you succeed in this course Resource Description Benefit Example Question-Driven Chapter Learning Objectives These queries, and the subsequent chapter sections written around them, focus your attention and make your reading more efficient Identify the main point of the section When you can answer each question, you’ve learned the main point of the section Chapter 6, Q6-1: Why Is the Cloud the Future for Most Organizations? Guides Each chapter includes two guides that focus on current issues relating to information systems One addresses ethics, and the other addresses other business topics Stimulate thought and discussion Help develop your problem-solving skills Help you learn to respond to ethical dilemmas in business Chapter Ethics Guide: Querying Inequality? So What? Each chapter of this text includes a feature called So What? This feature presents a current issue in IS that is relevant to the chapter content and asks you to consider why that issue matters to you as a future business professional Understand how the material in the chapter applies to everyday situations Chapter So What?: Augmented Collaboration How Does the Knowledge in This Chapter Help You? (near the end of each chapter) This section revisits the opening scenario and discusses what the chapter taught you about it Summarizes the “takeaway” points from the chapter as they apply to the company or person in the story and to you Chapter 11 How Does the Knowledge in This Chapter Help You? Active Review Each chapter concludes with a summary-and-review section, organized around the chapter’s study questions Offers a review of important points in the chapter If you can answer the questions posed, you understand the material Chapter Active Review Key Terms and Concepts Highlight the major terms and concepts with their appropriate page references Provide a summary of key terms for review before exams Chapter Key Terms and Concepts iv Chapter Extension 12 Guide: Data Mining in the Real World www.downloadslide.net Resource Description Benefit Example Using Your Knowledge These exercises ask you to take your new knowledge one step further by applying it to a practice problem Tests your critical-thinking skills and keeps reminding you that you are learning material that applies to the real world Chapter Using Your Knowledge Collaboration Exercise A team exercise that focuses on the chapter’s topic Use Google Drive, Windows OneDrive, Microsoft SharePoint, or some other tool to collaborate on team answers Collaboration Exercise 3, which explores the use of information systems at a high-value bike rental service Case Study A case study closes each chapter You will reflect on real organizations’ use of the technology or systems presented in the chapter and recommend solutions to business problems Requires you to apply newly acquired knowledge to real situations Case Study 6: FinQloud Forever Well, at Least for the Required Interval Application Exercises (at the end of the book) These exercises ask you to solve business situations using spreadsheet (Excel) or database (Access) applications and other Office applications Help develop your computer skills 6-2, which builds on your knowledge from Chapter by asking you to import spreadsheet data into Access and produce cost reports SharePoint Hosting Pearson will host Microsoft SharePoint site collections for your university Students need access to MyMISLab and a browser to participate Enables students to collaborate using the world’s most popular collaboration software v www.downloadslide.net This page intentionally left blank www.downloadslide.net Experiencing MIS Seventh Edition David M Kroenke Randall J Boyle Boston Cape Town Delhi Columbus Dubai London Indianapolis Madrid Mexico City São Paulo Sydney New York San Francisco Amsterdam Milan Munich Paris Montréal Toronto Hong Kong Seoul Singapore Taipei Tokyo www.downloadslide.net Vice President, Business Publishing: Donna Battista Editor-in-Chief: Stephanie Wall Acquisitions Editor: Nicole Sam Development Editor: Laura Town Program Management Team Lead: Ashley Santora Program Manager: Denise Weiss Editorial Assistant: Olivia Vignone Vice President, Product Marketing: Maggie Moylan Director of Marketing, Digital Services and Products: Jeanette Koskinas Executive Field Marketing Manager: Adam Goldstein Field Marketing Manager: Lenny Ann Raper Product Marketing Assistant: Jessica Quazza Project Management Team Lead: Jeff Holcomb Project Manager: Karalyn Holland Operations Specialist: Carol Melville Creative Director: Blair Brown Senior Art Director: Janet Slowik Interior and Cover Designer: Karen Quigley Interior Illustrations: Simon Alicea Cover Images: tiero/Fotolia, VIGE.CO/Shutterstock, Mr Aesthetics/Shutterstock Vice President, Director of Digital Strategy & Assessment: Paul Gentile Manager of Learning Applications: Paul Deluca Digital Editor: Brian Surette Director, Digital Studio: Sacha Laustsen Digital Studio Manager: Diane Lombardo Digital Studio Project Manager: Robin Lazrus Digital Studio Project Manager: Alana Coles Digital Studio Project Manager: Monique Lawrence Digital Studio Project Manager: Regina DaSilva Full-Service Project Management and Composition: Integra Software Services Pvt, Ltd Printer/Binder: Courier/Kendallville Cover Printer: Phoenix Color/Hagerstown Text Font: 9.5/13 Photina MT Pro Microsoft and/or its respective suppliers make no representations about the suitability of the information contained in the documents and related graphics published as part of the services for any purpose All such documents and related graphics are provided “as is” without warranty of any kind Microsoft and/or its respective suppliers hereby disclaim all warranties and conditions with regard to this information, including all warranties and conditions of merchantability, whether express, implied or statutory, fitness for a particular purpose, title and non-infringement In no event shall Microsoft and/or its respective suppliers be liable for any special, indirect or consequential damages or any damages whatsoever resulting from loss of use, data or profits, whether in an action of contract, negligence or other tortious action, arising out of or in connection with the use or performance of information available from the services The documents and related graphics contained herein could include technical inaccuracies or typographical errors Changes are periodically added to the information herein Microsoft and/or its respective suppliers may make improvements and/or changes in the product(s) and/or the program(s) described herein at any time Partial screen shots may be viewed in full within the software version specified Microsoft® and Windows® are registered trademarks of the Microsoft Corporation in the U.S.A and other countries This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation Copyright © 2017, 2016, 2015 by Pearson Education, Inc or its affiliates All Rights Reserved Manufactured in the United States of America This publication is protected by copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise For information regarding permissions, request forms, and the appropriate contacts within the Pearson Education Global Rights and Permissions department, please visit www.pearsoned.com/permissions/ Acknowledgments of third-party content appear on the appropriate page within the text PEARSON, ALWAYS LEARNING, and MYMISLAB™ are exclusive trademarks owned by Pearson Education, Inc or its affiliates in the U.S and/or other countries Unless otherwise indicated herein, any third-party trademarks that may appear in this work are the property of their respective owners, and any references to third-party trademarks, logos, or other trade dress are for demonstrative or descriptive purposes only Such references are not intended to imply any sponsorship, endorsement, authorization, or promotion of Pearson’s products by the owners of such marks, or any relationship between the owner and Pearson Education, Inc or its affiliates, authors, licensees, or distributors Library of Congress Cataloging-in-Publication Data Kroenke, David M Experiencing MIS.—Seventh edition pages cm Includes bibliographical references and index ISBN 978-0-13-431906-3—ISBN 0-13-431906-0 Management information systems Business—Data processing I Title T58.6.K767 2015 658.4’038011—dc23 2015030049 10 ISBN 10: 0-13-431906-0 ISBN 13: 978-0-13-431906-3 www.downloadslide.net 52 chaPTer BuSineSS ProCeSSeS, information SyStemS, and information Figure 2-9 Existing Order Process Customer RFQ Submit Order Standard Respond to Quotation Operations Manager SalesPerson Quotation Submit Quotation Inventory DB Customer accept the quotation? Revised Quotation Item Counts No Prepare a product quotation with Requested Terms Revised Quantity Quotation Sales VP Prepare Quotation with Standard Terms Quotation Response Process Order Response Credit Manager Check for Available Inventory Yes Order Data Submit Order to Operations Manager for review Item Allocations Sufficient Inventory? Yes No Prepare a revised quantity quotation Rejection Reject Order Allocate Inventory Request Credit Approval Approval Approve Order Check Customer Credit Credit Request Credit Response Approved Order Credit Approved? Yes No Add Credit Exception to Special Terms Special Terms? Rejected Order No Accept Order Process Yes Request Special Terms Terms Accepted? Yes Special Terms Request Evaluate Special Terms Request Special Terms Response No Reject Order comment pertains to credit If special terms are not approved, the allocated credit needs to be returned to the customer somehow Other problems occur because you are most likely processing many orders at the same time Suppose two orders include one Kohler Supreme kitchen sink, but you have just one in inventory You want to sell the sink to the first customer, but that means you must allocate that sink to it Otherwise, both orders will be processed for the same sink But suppose that the special terms of the order to which you’ve allocated the sink are disapproved You would like to reassign the sink to the second order if it is still around to be processed How can you accomplish that? This scenario ignores another possibility Suppose you have two order requests for the same sink; one is from a retail customer who wants it for her mountain home, and the second is from Big Sky Construction, a customer that buys 500 sinks a year from you To which customer you want to allocate that single sink? And how you know how to that? Working with your team, answer the following questions: 2-4 In Figure 2-9, explain why inventory must be allocated 2-5 Using Figure 2-9, explain why credit must be allocated to customers What is the business consequence www.downloadslide.net chaPTer BuSineSS ProCeSSeS, information SyStemS, and information 53 if these allocations are not adjusted when special terms are not approved? 2-9 Evaluate each of the three sequences that you selected in question 2-9 Identify which sequence you think is best 2-6 Recommend a process for adjusting credit for orders for which credit or special terms are not approved Indicate which role makes the adjustment and how they receive the data for doing so 2-10 State the criteria that you used for making your selections in questions 2-8 and 2-9 2-7 Change the process in Figure 2-9 so that allocated inventory is returned when credit or special terms are not approved Indicate which role makes the adjustment and how they obtain the data for doing so 2-8 There are six different sequences for the three approval tasks in Figure 2-9 Name each and select what your team considers to be the most promising three 2-11 So far, we haven’t considered the impact of this process on the salesperson What information salespeople need to maintain good relationships with their customers? 2-12 Optional extension Download the Visio diagram version of Figure 2-9 from this book’s: Web site, www pearsonhighered.com/kroenke Modify the diagram to illustrate the sequence of tasks you chose as best in your answer to question 2-9 case sTuDy Eating Our Own Dog Food Dogfooding is the process of using a product or idea that you develop or promote The term arose in the 1980s in the software industry when someone observed that the company wasn’t using the product it developed Or “they weren’t eating their own dog food.” Wikipedia attributes the term to Brian Valentine, test manager for Microsoft LAN Manager in 1988, but I recall using the term before that date Whatever its origin, if, of their own accord, employees choose to dogfood their own product or idea, many believe that product or idea is likely to succeed You may be asking, “So what?” Well, this text was developed by a collaborative team, using Office 365 Professional and many of the techniques described in this chapter We dogfooded the ideas and products in this chapter Figure 2-10 shows a diagram of the process that transforms a draft chapter in Word, PowerPoint, and PNG image format into PDF pages You will learn more about process diagrams like this in Chapter 12 For now, just realize that each column represents the activities taken by a role, which in this case is a particular person The process starts with the thin-lined circle in the top left and ends with the thick-lined circle near the bottom right The dashed lines represent the flow of data from one activity to another As shown in Figure 2-10, the authors work closely with the developmental editor, who ensures that the text is complete and complies with the market requirements, as specified by the acquisitions editor We need not delve into this process in detail here; just observe that many different versions of chapter text and chapter art are created as people playing the various roles edit and approve and adjust edits Face-to-face meetings are impossible because the people fulfilling the roles in Figure 2-10 live in different geographic locations In the past, the developmental process was conducted using the phone, email, and a file server As you can imagine, considerable confusion can ensue with the hundreds of documents, art exhibits, and multiple reviewed copies of each Furthermore, task requests delivered via email are easily lost Dropped tasks and incorrect versions of documents and art are not common, but they occur When we decided to begin publishing a new edition every year, we knew we needed to find some way of increasing our productivity Consequently, our development team decided to eat its own dog food and use Office 365 Professional During this process, the author, the developmental editor Laura Town, and the production editors met frequently using Google Hangouts (we couldn’t use Skype for Business because Pearson would not allow its employees to install it) Figure 2-11 shows a typical hangout Notice that the three actors in this process are sharing a common whiteboard Each can write or draw on that whiteboard At the end of the meeting, the whiteboards were saved and placed on the team’s SharePoint site to be used as minutes of the meeting Figure 2-12 shows the team’s top-level SharePoint site The Quick Launch (left-side vertical menu) has links to important content on the site The center portion has tasks that have a value other than “Completed” for Status The team set up alerts so that when new tasks were created in the Tasks list, SharePoint would send an email to the person who had been assigned that task As shown in Figure 2-13, emails were also sent to a task’s creator when that task status was changed by others www.downloadslide.net 54 chaPTer BuSineSS ProCeSSeS, information SyStemS, and information All documents and figures were stored and managed in SharePoint libraries Figure 2-14 shows the contents of the Draft Documents Chapter library at the time this chapter was written By storing documents in SharePoint, the team took advantage of library version tracking Figure 2-15 shows a portion of the version history of one of the documents in this library When it is completed, Laura will need to review the final chapter version, so a task should be created asking her to so That new task will spawn an email to her like the email in Figure 2-13 I will create that task just as soon as I finish this sentence! That’s dogfooding! QuesTions 2-13 In your own words, define dogfooding Do you think dogfooding is likely to predict product success? Why or why not? When would dogfooding not predict product success? 2-14 Explain how this team uses the shared whiteboard to generate minutes What are the advantages of this technique? 2-15 Explain how this team uses alerts Summarize the advantages to this team of using alerts 2-16 Explain why this team does not use Skype for Business 2-17 Summarize the advantages to this team of using SharePoint 2-18 Explain how you think Office 365 Professional contributes to the efficiency of the development team How might it contribute to the quality of this text? 2-19 Which aspects of Office 365 Professional described here could have value to you when accomplishing student team projects? Explain why they add value compared to what you are currently doing Figure 2-10 Chapter Development Process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www.downloadslide.net chaPTer Figure 2-11 Google Hangout Group Conversation Source: Google Corporation Figure 2-12 SharePoint Development Site Source: Microsoft Corporation BuSineSS ProCeSSeS, information SyStemS, and information 55 www.downloadslide.net 56 chaPTer BuSineSS ProCeSSeS, information SyStemS, and information Figure 2-13 Example Email from SharePoint Source: Microsoft Corporation Figure 2-14 First Draft Document Library Contents Source: Microsoft Corporation www.downloadslide.net chaPTer BuSineSS ProCeSSeS, information SyStemS, and information Figure 2-15 Chapter Version History Source: Microsoft Corporation MyMISLab™ Go to the Assignments section of your MyLab to complete these writing exercises 2-20 Consider the four definitions of information presented in this chapter The prob- lem with the first definition, “knowledge derived from data,” is that it merely substitutes one word we don’t know the meaning of (information) for a second word we don’t know the meaning of (knowledge) The problem with the second definition, “data presented in a meaningful context,” is that it is too subjective Whose context? What makes a context meaningful? The third definition, “data processed by summing, ordering, averaging, etc.,” is too mechanical It tells us what to do, but it doesn’t tell us what information is The fourth definition, “a difference that makes a difference,” is vague and unhelpful Also, none of these definitions helps us to quantify the amount of information we receive What is the information content of the statement that every human being has a navel? Zero—you already know that However, the statement that someone has just deposited $50,000 into your checking account is chock-full of information So, good information has an element of surprise Considering these points, answer the following questions: a What is information made of? b If you have more information, you weigh more? Why or why not? c If you give a copy of your transcript to a prospective employer, is that information? If you show that same transcript to your dog, is it still information? Where is the information? d Give your own best definition of information e Explain how you think it is possible that we have an industry called the information technology industry, but we have great difficulty defining the word information 2-21 Suppose you work at a large regional health care provider The CIO of the company has asked you to gather data about the organization’s operations More specifically, the CIO wants to more carefully track supplies and equipment at hospitals and clinics within the organization The problem is, few of the health care workers are interested in giving you that information They don’t 57 www.downloadslide.net 58 chaPTer BuSineSS ProCeSSeS, information SyStemS, and information want management interfering with their patient care They worry that management will start reducing their supplies if they think they have too many of certain items Then, when they need these items the most, they’ll run short of essential supplies! a Describe why it’s important in this case to gather accurate information b Describe why it’s important in this case to gather timely information c Describe why it’s important in this case to gather relevant information d Describe why it’s important in this case to gather information worth its cost enDnoTes These symbols are included with Microsoft’s Visio 2013 Professional edition If your university is a member of Microsoft DreamSpark, you can obtain a license-free copy of Visio and use it to make your own BPMN diagrams Actually, the word data is plural; to be correct, we should use the singular form datum and say, “The fact that Jeff Parks earns $30.00 per hour is a datum.” The word datum, however, sounds pedantic and fussy, and we will avoid it in this text Jessi Hempel, “Project HoloLens: Our Exclusive Hands-On with Microsoft’s Holographic Goggles.” Wired.com, January 21, 2015, accessed on April 5, 2015, www.wired.com/2015/01/microsoft-handson Matt Rosoff, “I Just Tried Microsoft’s Remarkable Holographic Headset—Here’s What It’s Like,” BusinessInsider.com, January 21, 2015, accessed April 5, 2015, www.businessinsider.com/microsofthololens-hands-on-2015-1 www.downloadslide.net chapter Organizational Strategy, Information Systems, and Competitive Advantage “Hey Cam, let’s get some lunch I need to hear more about the new LiDAR imaging we’re going to start offering,” says a well-dressed Alexis as she pops into the development lab where Cam is closely watching an employee testing a large quadcopter “Yeah, sure, I could use the break.” “What’s that? Are you testing a new quad?” “Um, well… yes Mateo wanted to see if we could 3D-print our own drones We’re testing a new prototype we just finished building It might be a lot cheaper than buying them But I’ve never built a drone before.” “Wow So, we’ve decided to get into the drone-making business?” Cam motions to Alexis to move out into the hall so they can talk privately “Honestly, I hope not But we’ll see how this turns out We’re still trying to figure out if it will save us enough money to make it worth our while.” “Well, better you than me They’ve got the right woman for the job!” Alexis smiles and tries to keep the conversation light “Yeah, well, this project is the least of my worries.” Cam rolls her eyes and looks sincerely frustrated “What you mean?” “Who are we?” “What you mean?” Alexis is a little taken aback “Well, as a company, who are we? We’ve always been known as a company that provides security monitoring and we’ve got some big contracts I get that But… there’s a lot of money we could be making in agricultural survey, industrial inspection, real estate videos, and wedding videos I think we’re really missing out.” “Have you talked with Mateo about this?” “Yes, he agreed that these are all good ideas, but he wants to stay focused on big security contracts He’s even talking about contracting with law enforcement agencies, search and rescue, and the federal government.” “And what’s the downside?” Alexis asks “It sounds like if I could close a few big sales we’d be sittin’ pretty From the sales side I’d be doing less work for more money.” www.downloadslide.net Study QueStionS Q3-1 How Does organizational strategy Determine information systems structure? Q3-2 Q3-3 Q3-4 wHat five forces Determine inDustry structure? wHat is competitive strategy? How Does competitive strategy Determine value cHain structure? Q3-5 How Do value cHains Determine Business processes anD information systems? Q3-6 How Do information systems proviDe competitive aDvantages? knowledge in this chapter help you? Source: cheskyw/123RF How does the “We can’t be everything to everybody.” “Yeah, but that’s a big ‘if.’ What if we can’t sign them? What if the funding dries up? What if the public doesn’t like the idea of the U.S federal government using drones to video its citizens?” “I don’t know If the money’s as good as Mateo thinks it is, it might be worth a shot.” “Yes, but we could be spending our time and money developing accounts that we already know are profitable and will be for a long time People are always getting married It just seems like a no-brainer to think of Falcon Security as more than just a ‘security’ company There’s so much money on the table.” Cam is clearly frustrated and shakes her head “Cam, I completely agree The side projects we’ve done have been profitable There’s no arguing that.” “Well?” “Well, it comes down to focus We can’t be everything to everybody Providing longterm security monitoring for a chemical company is very different from doing a weekend wedding photo shoot.” “But what about all the money we could be making right now? If we don’t earn it, somebody else will.” Alexis starts to smile and says, “Hey, let’s grab Joni on the way out to lunch She’s the one who really needs to hear this You two can talk strategy while I get some of those tasty fish tacos!” www.downloadslide.net 61 cHapter organizational Strategy, information SyStemS, and Competitive advantage Q3-1 How Does organizational strategy Determine information systems structure? According to the definition of MIS, information systems exist to help organizations achieve their strategies As you will learn in your business strategy class, an organization’s goals and objectives are determined by its competitive strategy Thus, ultimately, competitive strategy determines the structure, features, and functions of every information system Figure 3-1 summarizes this situation In short, organizations examine the structure of their industry and determine a competitive strategy That strategy determines value chains, which, in turn, determine business processes The structure of business processes determines the design of supporting information systems Michael Porter, one of the key researchers and thinkers in competitive analysis, developed three different models that help us understand the elements of Figure 3-1 We begin with his five forces model Q3-2 wHat five forces Determine inDustry structure? Organizational strategy begins with an assessment of the fundamental characteristics and structure of an industry One model used to assess an industry structure is Porter’s five forces model,1 summarized in Figure 3-2 According to this model, five competitive forces determine industry profitability: bargaining power of customers, threat of substitutions, bargaining power of suppliers, threat of new entrants, and rivalry among existing firms The intensity of each of the five forces determines the characteristics of the industry, how profitable it is, and how sustainable that profitability will be To understand this model, consider the strong and weak examples for each of the forces in Figure 3-3 A good check on your understanding is to see if you can think of different forces of each category in Figure 3-3 Also, take a particular industry—say, auto repair—and consider how these five forces determine the competitive landscape of that industry figure 3-1 Organizational Strategy Determines Information Systems Industry Structure Competitive Strategy Value Chains Margin = Value – Cost • Bargaining power of customers • Threat of substitutions • Bargaining power of suppliers • Threat of new entrants • Rivalry Lowest cost across the industry Lowest cost within an industry segment Better product/service across the industry Better product/service within an industry segment Acquire Bicycle Parts Margin = Value – Cost Margin = Value – Cost Produce Bicycle Ship Bicycles Margin = Value – Cost Market & Sell Bicycles Margin = Value – Cost Business Processes Vendor Total Margin, Primary Activities Buyer Product Marketing Product Data Materials (Web site, etc.) Service Customers Total Margin Manage Supplier Relationships (Procurement) Investigate New Designs (Technology) Hire & Support Employees (Human Resources) Margin = Value – Cost Margin = Value – Cost Margin = Value – Cost Event Sales Operations Select Vendor Product Five-Component Framework Vendor and Product data Hardware Purchase Auction Item(s) Purchases Negotiated Item Descriptions, Total Margin, Support Activities Sell Products Negotiation Negotiation Negotiate Prices Prices, and Max Quantity and Maximum Quantities Setup and Run Auction Total Items to Purchase Order Goods from Vendor Vendor Order Primary Activity Support Activity Customer Vendor and Product data Manage Company Resources (Firm Infrastructure) Margin = Value – Cost Information Systems Receive Ordered Items Vendor Order Repository Ship Goods Vendor Shipment(s) Customer Order Vendor Revised Vendor Order Order Receive Goods Customer Shipment Customer Order Repository Customer Order Ship Orders To Customers Software Data Procedures People www.downloadslide.net 62 cHapter organizational Strategy, information SyStemS, and Competitive advantage figure 3-2 Porter’s Five Forces Model of Industry Structure • Bargaining power of customers • Threat of substitutions • Bargaining power of suppliers • Threat of new entrants • Rivalry Source: Based on Michael E Porter, Competitive Advantage: Creating and Sustaining Superior Performance (The Free Press, a Division of Simon & Schuster Adult Publishing Group) In the opening vignette of this chapter, Cam is concerned that focusing only on physical security may place Falcon Security at a competitive disadvantage She thinks the company could expand into agricultural survey, industrial inspection, real estate videos, and wedding videos She’s also worried about being financially dependent on a few large industrial accounts Figure 3-4 shows an analysis of the competitive landscape Falcon Security faces The large industrial accounts that Falcon Security serves could demand more services or lower prices because they account for a large percentage of Falcon Security’s revenue The threat of substitutions, like customers choosing to install wireless digital Web cameras, is somewhat strong But these substitutions may not be viable options for some of the industrial clients due to the lack of internal technical expertise or physical distance limitations A new entrant, like Amazon starting to offer surveillance service using its delivery drones, could be a substantial threat But Falcon Security could respond to this by offering additional services, like real-time 3D mapping Or it could enter new markets like agricultural survey and industrial inspection The other forces are not as worrisome to Falcon Security The bargaining power of drone suppliers is weak because there are lots of drone manufacturers to choose from And the company always has the option of 3D printing its own drones The threat from rivals isn’t strong because Falcon Security has developed a self-charging drone platform and an integrated video processing system that wouldn’t be easy for rivals to replicate Like Falcon Security, organizations examine these five forces and determine how they intend to respond to them That examination leads to competitive strategy figure 3-3 Examples of Five Forces Force Example of Strong Force Example of Weak Force Bargaining power of customer Toyota’s purchase of auto paint (because Toyota is a huge customer that will purchase paint in large volume) Your power over the procedures and policies of your university Threat of substitutions Frequent traveler’s choice of auto rental Patients using the only drug effective for their type of cancer Bargaining power of suppliers New car dealers (because they control what the “true price”of a vehicle is and the customer cannot reliably verify the accuracy of that price) Grain farmers in a surplus year (an oversupply makes the product less valuable and less profitable) Threat of new entrants Corner latte stand (because it is an easy business to replicate) Professional football team (because the number of teams is tightly controlled by the NFL) Rivalry Used car dealers (because there are many to choose from) Google or Bing (expensive to develop and market a search engine) www.downloadslide.net cHapter organizational Strategy, information SyStemS, and Competitive advantage figure 3-4 Five Forces at Falcon Security Q3-3 63 Force Falcon Security Example Force Strength Falcon Security’s Response Bargaining power of customers A large account wants more services at a lower price Strong Lower prices or diversify into other markets Threat of substitutions Replace drones with wireless IP Web cameras Medium Offer differentiating services, like LiDAR, that cameras can’t provide Bargaining power of suppliers We’re increasing the cost of the drones we sell Weak We'll make our own drones Threat of new entrants Amazon begins offering package delivery and surveillance via drones Medium Offer differentiating services and enter other markets Rivalry A new drone company expands its operations into the state Weak Offer additional features like direct streaming video to the customer wHat is competitive strategy? An organization responds to the structure of its industry by choosing a competitive strategy As shown in Figure 3-5, Porter defined four fundamental competitive strategies.2 An organization can be the cost leader and provide products at the lowest prices, or it can focus on adding value to its products or services to differentiate them from those of the competition Further, the organization can employ the cost or differentiation strategy across an industry, or it can focus its strategy on a particular industry segment In this text, we define competitive strategy to be one of the four alternatives shown in Figure 3-5 Consider the car rental industry, for example According to the first column of Figure 3-5, a car rental company can strive to provide the lowest-cost car rentals across the industry, or it can seek to provide the lowest-cost car rentals to a “focused” industry segment—say, U.S domestic business travelers As shown in the second column, a car rental company can seek to differentiate its products from the competition It can so in various ways—for example, by providing a wide range of high-quality cars, by providing the best reservation system, by having the cleanest cars or the fastest check-in, or by some other means The company can strive to provide product differentiation across the industry or within particular segments of the industry, such as U.S domestic business travelers According to Porter, to be effective the organization’s goals, objectives, culture, and activities must be consistent with the organization’s strategy To those in the MIS field, this means that all information systems in the organization must facilitate the organization’s competitive strategy Cost figure 3-5 Porter’s Four Competitive Strategies Source: Based on “How Competitive Forces Shape Strategy” by Michael Porter, Harvard Business Review, July–August 1997 Industry-wide Focus Differentiation Lowest cost across the industry Better product/service across the industry Lowest cost within an industry segment Better product/service within an industry segment www.downloadslide.net 64 cHapter organizational Strategy, information SyStemS, and Competitive advantage Q3-4 How Does competitive strategy Determine value cHain structure? Organizations analyze the structure of their industry, and, using that analysis, they formulate a competitive strategy They then need to organize and structure the organization to implement that strategy If, for example, the competitive strategy is to be a cost leader, then business activities need to be developed to provide essential functions at the lowest possible cost A business that selects a differentiation strategy would not necessarily structure itself around least-cost activities Instead, such a business might choose to develop more costly systems, but it would so only if those systems provided benefits to their differentiation strategy that outweighed their costs Joni at Falcon Security knows that buying the best commercial drones is expensive, and she judges the costs worthwhile She may find that 3D printing Falcon’s own custom drones to be worthwhile, too Porter defined value as the amount of money that a customer is willing to pay for a resource, product, or service The difference between the value that an activity generates and the cost of the activity is called the margin A business with a differentiation strategy will add cost to an activity only as long as the activity has a positive margin A value chain is a network of value-creating activities That generic chain consists of five primary activities and four support activities Primary activities are business functions that relate directly to the production of the organization’s products or services Support activities are business functions that assist and facilitate the primary activities primary activities in tHe value cHain To understand the essence of the value chain, consider one of Falcon Security’s suppliers, a medium-sized drone manufacturer (see Figure 3-6) First, the manufacturer acquires raw materials using the inbound logistics activity This activity concerns the receiving and handling of raw materials and other inputs The accumulation of those materials adds value in the sense figure 3-6 Drone Manufacturer’s Value Chain Margin = Value – Cost Acquire Drone Parts Margin = Value – Cost Margin = Value – Cost Produce Drone Ship Drones Margin = Value – Cost Market & Sell Drones Margin = Value – Cost Total Margin, Primary Activities Service Customers Total Margin Manage Supplier Relationships (Procurement) Investigate New Designs (Technology) Hire & Support Employees (Human Resources) Margin = Value – Cost Margin = Value – Cost Margin = Value – Cost Manage Company Resources (Firm Infrastructure) Margin = Value – Cost Total Margin, Support Activities Primary Activity Support Activity www.downloadslide.net cHapter organizational Strategy, information SyStemS, and Competitive advantage figure 3-7 Task Descriptions for Primary Activities of the Value Chain Primary Activity 65 Description Inbound Logistics Receiving, storing, and disseminating inputs to the product Operations/Manufacturing Transforming inputs into the final product Outbound Logistics Collecting, storing, and physically distributing the product to buyers Sales and Marketing Inducing buyers to purchase the product and providing a means for them to so Customer Service Assisting customer’s use of the product and thus maintaining and enhancing the product’s value that even a pile of unassembled parts is worth something to some customer A collection of the parts needed to build a drone is worth more than an empty space on a shelf The value is not only the parts themselves, but also the time required to contact vendors for those parts, to maintain business relationships with those vendors, to order the parts, to receive the shipment, and so forth In the operations activity, the drone maker transforms raw materials into a finished drone, a process that adds more value Next, the company uses the outbound logistics activity to deliver the finished drone to a customer Of course, there is no customer to send the drone to without the marketing and sales value activity Finally, the service activity provides customer support to the drone users Each stage of this generic chain accumulates costs and adds value to the product The net result is the total margin of the chain, which is the difference between the total value added and the total costs incurred Figure 3-7 summarizes the primary activities of the value chain support activities in tHe value cHain The support activities in the generic value chain facilitate the primary activities and contribute only indirectly to the production, sale, and service of the product They include procurement, which consists of the processes of finding vendors, setting up contractual arrangements, and negotiating prices (This differs from inbound logistics, which is concerned with ordering and receiving in accordance with agreements set up by procurement.) Porter defined technology broadly It includes research and development, but it also includes other activities within the firm for developing new techniques, methods, and procedures He defined human resources as recruiting, compensation, evaluation, and training of full-time and part-time employees Finally, firm infrastructure includes general management, finance, accounting, legal, and government affairs Supporting functions add value, albeit indirectly, and they also have costs Hence, as shown in Figure 3-6, supporting activities contribute to a margin In the case of supporting activities, it would be difficult to calculate the margin because the specific value added of, say, the manufacturer’s lobbyists in Washington, DC, is difficult to know But there is a value added, there are costs, and there is a margin—even if it is only in concept value cHain linkages Porter’s model of business activities includes linkages, which are interactions across value activities For example, manufacturing systems use linkages to reduce inventory costs Such a system www.downloadslide.net 66 cHapter organizational Strategy, information SyStemS, and Competitive advantage uses sales forecasts to plan production; it then uses the production plan to determine raw material needs and then uses the material needs to schedule purchases The end result is just-in-time inventory, which reduces inventory sizes and costs Value chain analysis has a direct application to manufacturing businesses like the drone manufacturer However, value chains also exist in service-oriented companies The difference is that most of the value in a service company is generated by the operations, marketing and sales, and service activities Inbound and outbound logistics are not typically as important Q3-5 See the Ethics Guide on pages 74–75 to learn how a change in strategy can greatly affect a company’s culture Q3-6 How Do value cHains Determine Business processes anD information systems? As you learned in the last chapter, a business process is a network of activities, resources, facilities, and information that accomplish a business function Now we can be more specific and say that business processes implement value chains or portions of value chains Thus, each value chain is supported by one or more business processes For example, Figure 3-8 shows a business process for renting bicycles The top part of this figure shows how a company having a competitive strategy of providing low-cost rentals to college students might implement this portion of its operations value chain The bottom part shows how a company with a competitive strategy of providing high-quality rentals to business executives at a conference resort might implement this portion of that same value chain Note that the value chain activities are the same for both companies Both greet the customer, determine the customer’s needs, rent a bike, and return the bike However, each company implements these activities in ways that are consistent with its competitive strategy The low-cost vendor has created bare-bones, minimal processes to support its value chain The high-service vendor has created more elaborate business processes (supported by information systems) that are necessary to differentiate its service from that of other vendors As Porter says, however, these processes and systems must create sufficient value so that they will more than cover their costs If not, the margin of those systems will be negative If a value chain’s margin is negative, the company must make some change Either the value must be increased or the costs of the value chain need to be reduced To investigate this principle further, consider Collaboration Exercise at the end of this chapter Before we continue, review Figure 3-1 again The material in these first three chapters is presented from the right to the left in this figure We began with the components of an information system in Chapter We then considered business processes in Chapter In this chapter, we have considered value chains, competitive strategy, and industry structure How Do information systems proviDe competitive aDvantages? In your business strategy class, you will study the Porter models in greater detail than we have discussed here When you so, you will learn numerous ways that organizations respond to the five competitive forces For our purposes, we can distill those ways into the list of principles shown in Figure 3-9 Keep in mind that we must apply these principles within the context of the organization’s competitive strategy Some of these competitive techniques are created via products and services, and some are created via the development of business processes Consider each ... processing I Title T58.6.K7 67 2 015 658.4’038 011 —dc23 2 015 030049 10 ISBN 10 : 0 -13 -4 319 06-0 ISBN 13 : 978 -0 -13 -4 319 06-3 www.downloadslide.net To C J., Carter, and Charlotte —David Kroenke To Courtney,... $10 9 ,74 0 9% 47, 10 0 Human Resources Managers $ 99 ,72 0 13 % 13 ,600 Sales Managers $10 5,260 8% 29,800 Computer Network Architects $ 91, 000 15 % 20,900 Computer Systems Analysts $ 79 ,680 25% 1 27, 700... 79 ,680 25% 1 27, 700 Database Administrators $11 8 ,70 0 15 % 17 , 900 Information Security Analysts $ 87, 17 0 37% 27, 400 Network and Systems Admin $ 72 ,560 12 % 42,900 Software Developers $ 93,350 22%