信息技术与竞争优势 英文版PDF电子书下载

CHAPTER 1 Business and Information Systems Management Challenges 1

It Is Not Getting Any Easier to Run a Successful Business 2

Business Success Factors 2

Business Leadership 3

Ability to Fit the Pieces into the Increasingly Bigger Business Picture 3

Organizational Responsiveness and Resilience 4

Solving Customer Problems Through a Combined Organizational Effort 4

A Strong Company Culture 4

Ability and Willingness to Innovate, Change and Take Risks 4

Accomplishing These Factors While Maintaining a Balance 5

Communication Across the Entire Organization 5

Three Necessary Perspectives 5

Simultaneous Revolutions in the Business Environment 6

A Business Driver Model 7

Market 8

Technology 8

Regulation 8

Employees and Work 9

Innovative Use of Information Systems Requires a Systematic Approach 9

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

Examples of Successful Use of Information Systems to Compete 12

Boeing 12

Wal-Mart Stores 13

Bissett Nursery Corporation 14

Federal Express 15

Charles Schwab 15

USAA 16

L.L. Bean 16

Progressive Corporation 17

A Quick Information Systems Assessment 17

The Best Industries at Using Information Systems to Compete 18

Conclusion 19

Recommended Reading 19

EXerciSes 20

SECTION I THE FIRST OF THREE PERSPECTIVES:THE BUSINESS ENVIRONMENT 23

CHAPTER 2 Business Competitive Environment 24

Defining Competitiveness and a Competitive Model 25

A Competitive Model 27

Who is Going to Make it Happen？ 27

How Does a Company Gain a Competitive Advantage？ 27

The Competitive Advantage of Nations 28

The Nation and Local Processes 29

Disagreement on the Role of the Nation 31

The Company Agenda 31

The Role of Government 32

Conclusion 32

Recommended Reading 33

Exercises 34

CHAPTER 3 The Porter Competitive Model for Industry Structure Analysis 36

The Porter Competitive Model 37

An Analysis of Wal-Mart Using the Porter Competitive Model 39

Intraindustry Rivalry 39

Bargaining Power of Buyers 41

Bargaining Power of Suppliers 41

Threat of New Entrants 41

Threat of Substitute Products or Services 42

Industry Structure and the Company Position 42

Computer Industry Analysis 42

The Strategic Business Unit and Competitive Strategies 45

Differentiation Strategy 45

Low-Cost Strategy 46

Supporting Strategies 46

The Value Chain and Competitive Advantage 47

Using the Value Chain to Summarize Potential for information Technology 50

Conclusion 51

Recommended Reading 52

Exercises 53

CHAPTER 4 Airline Industry Analysis 55

The Airline Industry and American Airlines 56

American＇s Plans to Increase Profits 57

Causes of Poor Airline Profits 58

Major Lessons of the Consistently Profitable Carriers 60

Singapore.Airlines 60

British Airways 64

Southwest Airlines 65

Airline Industry Analysis Using the Porter Competitive Model 67

Intraindustry Rivalry 67

Buyers（Customers） 70

Suppliers 71

New Entrants 72

Substitute Products or Services 72

Importance of information Technology 73

Benefits of information Systems to American Airlines 73

Airline Reservation Systems：A Changing Competitive Resource？ 75

The Airline Industry：Deregulated but Still Very Regulated 76

Conclusion 77

Recommended Reading 78

Exercises 79

CHAPTER 5 Information Systems Can Redefine Competitive Boundaries 81

Networks Cross Company Boundaries to Reap Benefits 82

Efficiency from Interorganizational Systems 82

Effectiveness from Interorganizational Systems 83

Competitive Advantage Through Better Customer Service with Interorganizational Systems 83

Competitive Advantage Through Strategic Alliances and Interorganizational Systems 84

Company Examples of interorganizational Systems 85

Payment Process Industry 86

Alliances Provide Growth Opportunities 87

Globalization 88

Global，International or Interdependent？ 89

Electronic Data Interchange （EDI） 89

Successful EDI Systems Are Logical Extensions of Existing Systems 90

EDI Implementation Obstacles 91

EDI Value-Added Network （VAN）Services 93

EDI at Mervyn＇s 94

E-Mai1-Enabled Applications 95

The Internet 96

Conclusion 96

Recommended Reading 96

Exercises 98

SECTION II THE SECOND PERSPECTIVE：THE COMPANY ENVIRONMENT 99

CHAPTER 6 Business Vision 101

What is a Vision？ 102

A Leader with a Vision at USAA 103

Customer Service is the Vision Driver 105

Employees Make a Vision Happen 105

Vision 2000：Evolution to a FinancIal Services Organization 106

USAA Uses Prototyping to Build New Information Systems 108

The Role and Contribution of Information Systems 111

Summary of USAA＇s Success 112

Whirlpool Corporation：The World＇s Largest Manufacturer and Marketer of Major Home Appliances 113

A Global Vision 115

Why Did Whirlpool Pursue a Global Strategy？ 115

Implementation of the Global Strategy 116

The Role of Information Systems in Global Business Strategies 118

Challenges to Realizing the Global Vision 120

The Global Large-Appliance Industry in 2005？ 121

Why a Vision？ 121

The Vision Process 123

A Logical Action Plan 123

Conclusion 124

Recommended Reading 124

Exercises 126

CHAPTER 7 Implementing a Vision：Strategy，Tactics and Business Plan 127

Progressive Corporation＇s Strategies Fit its Name 128

Information Systems Support of the Business Strategies 130

Summary of Progressive Corporation 132

Components and Issues Relating to a New Business Strategy 132

Strategic Management Process 134

Strategy-to-Tactics Implementation 136

The Issue of Control 138

The Business Plan 139

Information Technology-Based Strategies 139

Significant Structural Change to the Marketplace 140

Significant Structural Change to Operations 140

Redefining Traditional Products and Processes for the Marketplace 141

Redefining Traditional Operational Processes 141

An Information-Oriented Infrastructure is Key to a Responsive Competitive Strategy 142

Data Management 142

User Applications 143

Voice Management 143

Network Management 143

Planning Process 143

Financial Strategy and Organization 143

Moving from Plan to Action 144

Conclusion 144

Recommended Reading 144

Exercises 146

SECTION III THE THIRD PERSPECTIVE：THE USE OF INFORMATION SYSTEMS 147

CHAPTER 8 Evaluating Business Strategies and the Use of Information Systems：The Strategic Option Generator 149

Strategic Option Generator 150

Strategic Targets 151

Thrust 152

Mode：Offensive or Defensive？ 153

Direction 153

Execution 154

Analyzing Federal Express Using the Strategic Option Generator 154

Analyzing UPS Using the Strategic Option Generator 156

Conclusion 157

Recommended Reading 158

Exercises 158

CHAPTER 9 The Roles，Roles and Relationships Concept 159

Using Information Systems to Compete Dictates an Essential Partnership 160

Roles，Roles and Relationships 161

The Role of the Senior Executive 161

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

The Role of the is Executive and the is Organization 162

The Role of Users of Information Systems 162

Relationships 163

Technology Transfer Through Organizational Learning 164

Phases of Information Systems Management 166

Direction 166

Conceptual Approach 166

Specific Approach 167

Making Things Happen：Capitalizing on Information Systems Opportunity 167

Threat to the Business（Crisis Management） 168

Personal Power 168

Improvement of Business Practices 168

Summary of the Three Options 169

A Road Map to Business Success 169

Leadership Phases 169

The is Organization as a Business Within a Business 170

Does the is Organization Fit Within the Business Model？ 171

Advantages of a Business-Within-a-Business Orientation 172

Outsourcing Information Systems 173

Company Examples of Outsourcing 174

Conclusion 175

Recommended Reading 175

Exercises 176

CHAPTER 10 The Redefine／Define Concept and Change Management 177

The Redefine／Define Concept 178

Redefine／Define the Business 179

USA Today：The First National，General-Interest Newspaper 180

American Airlines is in Two Primary Businesses 181

American President Companies 181

Redefine／Define Products or Services 182

A Change in Business Strategy at Charles Schwab 182

A Change in Products and Services at Banc One 183

Redefine／Define Business Processes 184

Boeing Redefines its Design Process for the 777 185

L．L．Bean. From a Mail Order to an 800-Number Order Process 186

The Product and Service Delivery Process 187

Change Management：A Major Management Challenge 189

IS Change Management at Hewlett-Packard 191

A Little Creativity Can Go a Long Way 192

Learning from the NUMMI Approach 192

A Vehicle for Change：Automating and Informating 193

Conclusion 193

Recommended Reading 194

Exercises 195

CHAPTER 11 Telecommunications as the Delivery Vehicle 197

The Increasingly important Role of Telecommunications 198

The Mission of Telecommunications Within an Organization 199

The Four Modes of Telecommunications 199

Building Telecommunications Networks 200

A Profile of Telecommunications User Requirements 200

Additional Considerations in Building a Telecommunications Network 201

Data Management Continues to Be a Challenge 204

Basic Data Management Functions 204

Business Criteria for Telecommunications 206

Linking Users with Information from Applications on Networks 207

A Telecommunications Road Map 208

Multi-Vendor and Multi-Product Connectivity 208

Information Systems Architecture 209

Distributed Systems, Cooperative Processing and Client-Server 210

Open Systems and Standards 212

Distributed Data Management 216

Internet-The Information Superhighway 217

What is the Internet? 218

Key Players in the Internet World 218

How the Internat Got Its Start 219

Current Uses of the Internet 220

The Future of the Internet 220

Integrated Voice-Data Applications 222

Groupware-A Major New Era for Computing 223

Groupware at UB Networks 224

Conclusion 225

Internet Glossary 225

Recommended Reading 225

Exercises 229

CHAPTER 12 Using Information Systems to Compete:A Success Factor Profile 231

The Success Factor Profile 232

The Success Factors 232

Why So Many Factors? 237

Company Success Factor Profiles 237

Federal Express Success Factor Profile 237

British Airways Success Factor Profile 239

Conclusion 240

Recommended Reading 240

Exercises 241

SECTION IV MAJOR INFORMATION SYSTEMS MANAGEMENT ISSUES 241

CHAPTER 13 Information Systems Organization and Personnel Considerations 244

Business Strategy and Organization Drive the Information Systems Organization 245

How Effective Are Current Business Organizational Structures? 246

A Successful Information Systems Organization 249

The Evolution of the Information Systems Organization 251

Information Systems Manager Skill Profile 252

Difficulty of the Information Systems Manager Job 252

To Whom Should the Information Systems Manager Report? 253

If the Information Systems Executive Reported to You 253

Successful Information Systems Are a Product of Good Working Relationships 254

Information Systems Steering Committee 255

Functional Interface Managers 255

Functional End-User Coordinator 256

Service Level Agreements 256

User Training and Education 256

Application and Technical Consultation 257

Joint R(D Projects) 257

The Working and Personal Posture of the IS Manager 257

Information Systems Personnel Considerations 257

The Chief Information Officer 259

Information Specialist 259

The Importance of Education and Training 260

The Future information Systems Organization 260

An Information Systems Executive and a CIO 261

Client Interface 262

General and Administrative 262

Information Systems Utility 262

Telecommunications 263

Conclusion 263

Recommended Reading 263

Exercises 264

CHAPTER 14 Information Systems Value and Financial Strategy 265

Needed：Better Answers Regarding the Value of Information Systems 266

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 Attention 269

Three Factors in Determining Value 269

The Evolution of Information Systems Justification 270

Stage I：In the Beginning There Are Budgets 270

Stage II：With GroWth Comes the Need for a Business Case 270

Stage III： Departments Should Pay for the Is Support They Receive 271

Stage IV：Time for a Management Process 274

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

An Alternative: A Cost Accounting System 279

Managing Information Systems as Two Concurrent Businesses 279

Conclusion 280

Recommended Reading 280

Exercises 282

CHAPTER 15 Integrating Information Systems into the Business Plan 283

It All Starts with Business Planning 284

Business Drivers Influence Planning 284

The Two Major Challenges of Planning 286

Strategic Planning 287

The True Beneficiaries of Good Business and Is Planning 288

What to Plan to Link Information Systems to Business Strategies 289

Barriers to Aligning Information Systems with Business Strategies 290

Business and Information Systems Planning Framework 293

Developing New Strategies and Supporting Them with Information Systems 295

Strategic Planning Questions 295

Some Planning Guidelines 298

Planning Methodologies 298

Why Does Business and Information Systems Planning Fail? 300

Conclusion 301

Recommended Reading 302

Exercises 303

CHAPTER 16 Total Quality Management and the Role of Information Systems 305

A Case Analysis：Leadership Through Quality at Xerox 306

Leadership Through Quality 307

The Original TQM Implementation Plan 308

The Role of Information Systems Within Xerox 309

An Analysis of Xerox＇s TQM Program 311

Why TQM? The Problems and the Challenges 313

Fundamentals of Total Quality Management 313

TQM and Reengineering 315

To Measure Is to Know： The Role of Information Systems 316

Challenges in Implementing a TQM Program 318

Some Words from“Mr．Quality” W． Edwards Deming 319

Conclusion 320

Recommended Reading 322

Exercises 323

CHAPTER 17 Final Considerations 324

Organizational Responses to Business Drivers and the Significance of Information Systems 325

Business Success and the Role of Information Systems 326

Unsuccessful Competitive Information Systems 328

Questions to Ask when Contemplating the Use of Information Systems to Gain a Competitive Advantage 329

Some Advice Regarding Information Systems Implementation 332

Manufacturing System Guidelines 332

Conclusion 332

Exercises 334

Appendix：An Example of an Analysis Paper 335

Index 363