《信息技术与竞争优势 英文版》

CHAPTER 1Business and Information Systems Management Challenges1

It Is Not Getting Any Easier to Run a Successful Business2

Business Success Factors2

Business Leadership3

Ability to Fit the Pieces into the Increasingly Bigger Business Picture3

Organizational Responsiveness and Resilience4

Solving Customer Problems Through a Combined Organizational Effort4

A Strong Company Culture4

Ability and Willingness to Innovate, Change and Take Risks4

Accomplishing These Factors While Maintaining a Balance5

Communication Across the Entire Organization5

Three Necessary Perspectives5

Simultaneous Revolutions in the Business Environment6

A Business Driver Model7

Market8

Technology8

Regulation8

Employees and Work9

Innovative Use of Information Systems Requires a Systematic Approach9

What is the Point（Objective）of lnformation Systems？11

Examples of Successful Use of Information Systems to Compete12

Boeing12

Wal-Mart Stores13

Bissett Nursery Corporation14

Federal Express15

Charles Schwab15

USAA16

L.L. Bean16

Progressive Corporation17

A Quick Information Systems Assessment17

The Best Industries at Using Information Systems to Compete18

Conclusion19

Recommended Reading19

EXerciSes20

SECTION ITHE FIRST OF THREE PERSPECTIVES:THE BUSINESS ENVIRONMENT23

CHAPTER 2Business Competitive Environment24

Defining Competitiveness and a Competitive Model25

A Competitive Model27

Who is Going to Make it Happen？27

How Does a Company Gain a Competitive Advantage？27

The Competitive Advantage of Nations28

The Nation and Local Processes29

Disagreement on the Role of the Nation31

The Company Agenda31

The Role of Government32

Conclusion32

Recommended Reading33

Exercises34

CHAPTER 3The Porter Competitive Model for Industry Structure Analysis36

The Porter Competitive Model37

An Analysis of Wal-Mart Using the Porter Competitive Model39

Intraindustry Rivalry39

Bargaining Power of Buyers41

Bargaining Power of Suppliers41

Threat of New Entrants41

Threat of Substitute Products or Services42

Industry Structure and the Company Position42

Computer Industry Analysis42

The Strategic Business Unit and Competitive Strategies45

Differentiation Strategy45

Low-Cost Strategy46

Supporting Strategies46

The Value Chain and Competitive Advantage47

Using the Value Chain to Summarize Potential for information Technology50

Conclusion51

Recommended Reading52

Exercises53

CHAPTER 4Airline Industry Analysis55

The Airline Industry and American Airlines56

American＇s Plans to Increase Profits57

Causes of Poor Airline Profits58

Major Lessons of the Consistently Profitable Carriers60

Singapore.Airlines60

British Airways64

Southwest Airlines65

Airline Industry Analysis Using the Porter Competitive Model67

Intraindustry Rivalry67

Buyers（Customers）70

Suppliers71

New Entrants72

Substitute Products or Services72

Importance of information Technology73

Benefits of information Systems to American Airlines73

Airline Reservation Systems：A Changing Competitive Resource？75

The Airline Industry：Deregulated but Still Very Regulated76

Conclusion77

Recommended Reading78

Exercises79

CHAPTER 5Information Systems Can Redefine Competitive Boundaries81

Networks Cross Company Boundaries to Reap Benefits82

Efficiency from Interorganizational Systems82

Effectiveness from Interorganizational Systems83

Competitive Advantage Through Better Customer Service with Interorganizational Systems83

Competitive Advantage Through Strategic Alliances and Interorganizational Systems84

Company Examples of interorganizational Systems85

Payment Process Industry86

Alliances Provide Growth Opportunities87

Globalization88

Global，International or Interdependent？89

Electronic Data Interchange （EDI）89

Successful EDI Systems Are Logical Extensions of Existing Systems90

EDI Implementation Obstacles91

EDI Value-Added Network （VAN）Services93

EDI at Mervyn＇s94

E-Mai1-Enabled Applications95

The Internet96

Conclusion96

Recommended Reading96

Exercises98

SECTION IITHE SECOND PERSPECTIVE：THE COMPANY ENVIRONMENT99

CHAPTER 6Business Vision101

What is a Vision？102

A Leader with a Vision at USAA103

Customer Service is the Vision Driver105

Employees Make a Vision Happen105

Vision 2000：Evolution to a FinancIal Services Organization106

USAA Uses Prototyping to Build New Information Systems108

The Role and Contribution of Information Systems111

Summary of USAA＇s Success112

Whirlpool Corporation：The World＇s Largest Manufacturer and Marketer of Major Home Appliances113

A Global Vision115

Why Did Whirlpool Pursue a Global Strategy？115

Implementation of the Global Strategy116

The Role of Information Systems in Global Business Strategies118

Challenges to Realizing the Global Vision120

The Global Large-Appliance Industry in 2005？121

Why a Vision？121

The Vision Process123

A Logical Action Plan123

Conclusion124

Recommended Reading124

Exercises126

CHAPTER 7Implementing a Vision：Strategy，Tactics and Business Plan127

Progressive Corporation＇s Strategies Fit its Name128

Information Systems Support of the Business Strategies130

Summary of Progressive Corporation132

Components and Issues Relating to a New Business Strategy132

Strategic Management Process134

Strategy-to-Tactics Implementation136

The Issue of Control138

The Business Plan139

Information Technology-Based Strategies139

Significant Structural Change to the Marketplace140

Significant Structural Change to Operations140

Redefining Traditional Products and Processes for the Marketplace141

Redefining Traditional Operational Processes141

An Information-Oriented Infrastructure is Key to a Responsive Competitive Strategy142

Data Management142

User Applications143

Voice Management143

Network Management143

Planning Process143

Financial Strategy and Organization143

Moving from Plan to Action144

Conclusion144

Recommended Reading144

Exercises146

SECTION IIITHE THIRD PERSPECTIVE：THE USE OF INFORMATION SYSTEMS147

CHAPTER 8Evaluating Business Strategies and the Use of Information Systems：The Strategic Option Generator149

Strategic Option Generator150

Strategic Targets151

Thrust152

Mode：Offensive or Defensive？153

Direction153

Execution154

Analyzing Federal Express Using the Strategic Option Generator154

Analyzing UPS Using the Strategic Option Generator156

Conclusion157

Recommended Reading158

Exercises158

CHAPTER 9The Roles，Roles and Relationships Concept159

Using Information Systems to Compete Dictates an Essential Partnership160

Roles，Roles and Relationships161

The Role of the Senior Executive161

The Role of Other Senior Management （Managers of Major Business Functions）162

The Role of the is Executive and the is Organization162

The Role of Users of Information Systems162

Relationships163

Technology Transfer Through Organizational Learning164

Phases of Information Systems Management166

Direction166

Conceptual Approach166

Specific Approach167

Making Things Happen：Capitalizing on Information Systems Opportunity167

Threat to the Business（Crisis Management）168

Personal Power168

Improvement of Business Practices168

Summary of the Three Options169

A Road Map to Business Success169

Leadership Phases169

The is Organization as a Business Within a Business170

Does the is Organization Fit Within the Business Model？171

Advantages of a Business-Within-a-Business Orientation172

Outsourcing Information Systems173

Company Examples of Outsourcing174

Conclusion175

Recommended Reading175

Exercises176

CHAPTER 10The Redefine／Define Concept and Change Management177

The Redefine／Define Concept178

Redefine／Define the Business179

USA Today：The First National，General-Interest Newspaper180

American Airlines is in Two Primary Businesses181

American President Companies181

Redefine／Define Products or Services182

A Change in Business Strategy at Charles Schwab182

A Change in Products and Services at Banc One183

Redefine／Define Business Processes184

Boeing Redefines its Design Process for the 777185

L．L．Bean. From a Mail Order to an 800-Number Order Process186

The Product and Service Delivery Process187

Change Management：A Major Management Challenge189

IS Change Management at Hewlett-Packard191

A Little Creativity Can Go a Long Way192

Learning from the NUMMI Approach192

A Vehicle for Change：Automating and Informating193

Conclusion193

Recommended Reading194

Exercises195

CHAPTER 11Telecommunications as the Delivery Vehicle197

The Increasingly important Role of Telecommunications198

The Mission of Telecommunications Within an Organization199

The Four Modes of Telecommunications199

Building Telecommunications Networks200

A Profile of Telecommunications User Requirements200

Additional Considerations in Building a Telecommunications Network201

Data Management Continues to Be a Challenge204

Basic Data Management Functions204

Business Criteria for Telecommunications206

Linking Users with Information from Applications on Networks207

A Telecommunications Road Map208

Multi-Vendor and Multi-Product Connectivity208

Information Systems Architecture209

Distributed Systems, Cooperative Processing and Client-Server210

Open Systems and Standards212

Distributed Data Management216

Internet-The Information Superhighway217

What is the Internet?218

Key Players in the Internet World218

How the Internat Got Its Start219

Current Uses of the Internet220

The Future of the Internet220

Integrated Voice-Data Applications222

Groupware-A Major New Era for Computing223

Groupware at UB Networks224

Conclusion225

Internet Glossary225

Recommended Reading225

Exercises229

CHAPTER 12Using Information Systems to Compete:A Success Factor Profile231

The Success Factor Profile232

The Success Factors232

Why So Many Factors?237

Company Success Factor Profiles237

Federal Express Success Factor Profile237

British Airways Success Factor Profile239

Conclusion240

Recommended Reading240

Exercises241

SECTION IVMAJOR INFORMATION SYSTEMS MANAGEMENT ISSUES241

CHAPTER 13Information Systems Organization and Personnel Considerations244

Business Strategy and Organization Drive the Information Systems Organization245

How Effective Are Current Business Organizational Structures?246

A Successful Information Systems Organization249

The Evolution of the Information Systems Organization251

Information Systems Manager Skill Profile252

Difficulty of the Information Systems Manager Job252

To Whom Should the Information Systems Manager Report?253

If the Information Systems Executive Reported to You253

Successful Information Systems Are a Product of Good Working Relationships254

Information Systems Steering Committee255

Functional Interface Managers255

Functional End-User Coordinator256

Service Level Agreements256

User Training and Education256

Application and Technical Consultation257

Joint R(D Projects)257

The Working and Personal Posture of the IS Manager257

Information Systems Personnel Considerations257

The Chief Information Officer259

Information Specialist259

The Importance of Education and Training260

The Future information Systems Organization260

An Information Systems Executive and a CIO261

Client Interface262

General and Administrative262

Information Systems Utility262

Telecommunications263

Conclusion263

Recommended Reading263

Exercises264

CHAPTER 14Information Systems Value and Financial Strategy265

Needed：Better Answers Regarding the Value of Information Systems266

What Is the Basis for Determining Information Systems Value?267

What Is the Average for Information Systems Spending in an Industry?268

High IS Costs Get Senior Management＇s Attention269

Three Factors in Determining Value269

The Evolution of Information Systems Justification270

Stage I：In the Beginning There Are Budgets270

Stage II：With GroWth Comes the Need for a Business Case270

Stage III： Departments Should Pay for the Is Support They Receive271

Stage IV：Time for a Management Process274

Is There a Best Way to Manage Large IS Expenditures?278

An Alternative: A Cost Accounting System279

Managing Information Systems as Two Concurrent Businesses279

Conclusion280

Recommended Reading280

Exercises282

CHAPTER 15 Integrating Information Systems into the Business Plan283

It All Starts with Business Planning284

Business Drivers Influence Planning284

The Two Major Challenges of Planning286

Strategic Planning287

The True Beneficiaries of Good Business and Is Planning288

What to Plan to Link Information Systems to Business Strategies289

Barriers to Aligning Information Systems with Business Strategies290

Business and Information Systems Planning Framework293

Developing New Strategies and Supporting Them with Information Systems295

Strategic Planning Questions295

Some Planning Guidelines298

Planning Methodologies298

Why Does Business and Information Systems Planning Fail?300

Conclusion301

Recommended Reading302

Exercises303

CHAPTER 16Total Quality Management and the Role of Information Systems305

A Case Analysis：Leadership Through Quality at Xerox306

Leadership Through Quality307

The Original TQM Implementation Plan308

The Role of Information Systems Within Xerox309

An Analysis of Xerox＇s TQM Program311

Why TQM? The Problems and the Challenges313

Fundamentals of Total Quality Management313

TQM and Reengineering315

To Measure Is to Know： The Role of Information Systems316

Challenges in Implementing a TQM Program318

Some Words from“Mr．Quality” W． Edwards Deming319

Conclusion320

Recommended Reading322

Exercises323

CHAPTER 17Final Considerations324

Organizational Responses to Business Drivers and the Significance of Information Systems325

Business Success and the Role of Information Systems326

Unsuccessful Competitive Information Systems328

Questions to Ask when Contemplating the Use of Information Systems to Gain a Competitive Advantage329

Some Advice Regarding Information Systems Implementation332

Manufacturing System Guidelines332

Conclusion332

Exercises334

Appendix：An Example of an Analysis Paper335

Index363