Chapter 2. Competing with Information Technology. Does IT provide organizations with a competitive advantage?. Long-term competitive strategies. Lock in customers/suppliers/partners And lock out competitors Deter them from switching to competitors Build in switching costs
Competing with Information Technology
with a competitive advantage?
What is Competitive Advantage?
What is the problem with competitive advantage?
What is Competitive Necessity?
What is the relationship between Competitive Advantage and Competitive Necessity?
Recognizing that Quality, not Price, has become the primary factor in a customer’s perception of value
Internet technologies can make customers the focal point of e-business applications
Value Chain – the series/chain/network of activities that add value to products/services
Primary Processes – directly related to manufacture of products or delivery of services
Support Processes – business activities that that support daily operations of the firm and indirectly contribute to products/services
Business Process Reengineering (BPR)
High Potential Payback, but High Risk of Failure
The Role of Information Technology – IT plays a major role in BPR
What is the traditional answer?
Why might reality be more complicated?
Why does VISA custom build in-house?
Why does VISA busy of-the-shelf?
4 Basic Strategies:
Customer Perception of Goods and Services
Partnering with Customers, Suppliers, and Even Competitors
Organize to Thrive on Change and Uncertainty
Leverage Impact of Personnel and Their Knowledge
Types of Agility
Virtual Company – Uses the Internet, intranets and extranets to create virtual workgroups and support alliances with business partners
Virtual Company Strategies
Share infrastructure and risk with alliance partners
Link complimentary core competencies
Reduce concept-to-cash time through sharing
Increase facilities and market coverage
Gain access to new markets and share market or customer loyalty
Migrate from selling products to selling solutions
Explicit Knowledge – written down or stored on computers
Tacit Knowledge – “how-to” knowledge residing in the workers; very important but little incentive to share this information so it is never written down
Knowledge Management – 3 levels:
Information Creation, Sharing, and Management
Making personal knowledge available is the central activity of a knowledge-creating company
This takes place continuously at all levels of the organization
Knowledge management has become a major strategic use of information technology
Goal of Knowledge Management – to create, organize, and disseminate important business knowledge whenever and wherever it is needed in the organization
Knowledge Management systems:
Facilitate organizational learning and knowledge creation
Provide rapid feedback top knowledge workers
Encourage employee behavioral change
Significantly improve business performance