View
219
Download
2
Tags:
Embed Size (px)
Citation preview
1
MP3 / MM740Strategy & Information Systems
Module 2: Strategy Concepts & Frameworks
Fall 2001
© Copyright 1997-2001, John M. Gallaugher, Ph.D
2
Lecture Topics• Porter’s 5 Forces / ICA• Porter’s Value Chain Model• Resource-based Theory
– IS as resource & enabler
• Why Successful Firms Fail– disruptive technologies– options theory & technology experimentation
• Network Externalities• Strategic Alignment
3
How Do We Know If An Asset Yields Sustainable Advantages?
• Rareness– Is the asset in limited supply or difficult to acquire?
• Value– Does the asset yield value to the firm/customers?
• Imperfectly Imitable– Is the asset impossible to imitate?
• Non-Substitutable– Is the asset without comparable substitutes?
4
SWOT Analysis
OrganizationalAnalysis
EnvironmentalAnalysis
Strengths
Weaknesses
Opportunities
Threats
5
ICA: Industry & Competitive Analysis
(Porter’s Five Forces)
Industry Competitors
Potential New Entrants
Substitute products or services
Power of Suppliers
Power of Buyers
6
Competitor related threats– Growth industry w/above average profits– Fragmented industry - no clear leader / national brand– Low startup costs– Lack of scale economies– Low differentiation– Weak brands / low customer loyalty– Low customer switching costs– Available distribution networks– Technology & Regulatory shifts– Similar products/services/industries exist
7
Addressing Competitive Threats– Economies of Scale– Product Differentiation– Proprietary technology, learning curve/know-how,
geography– Contrived Deterrence
• over-capacity, pre-announcements
– Government Regulation of Entry– Switching Costs– Create / secure distribution channels– Preemptive Cannibalization– Alliances (with complementary firms & competitors)
8
Supplier related threats
• Small number of suppliers
• Suppliers sell highly differentiated products
• Suppliers not threatened by substitutes
• Firm is not an important customer for suppliers
• Suppliers threaten forward integration
• Information asymmetries
9
Addressing the supply-side
• Foster relationships with more suppliers• Acquire & leverage information• Lower product complexity - turn supplier
products into commodities– be less dependent on a given supplier
• Integrate backwards• Tightly integrate suppliers into your operations
– make suppliers more dependent on your firm
10
Commoditizing Products
Commodities DifferentiatedGoods
PRODUCT COMPLEXITY
LOW HIGH
Information Systems
ExamplesComputer Aided Design (CAD)Computer Aided Engineering (CAE)Computer Aided Manufacturing (CAM)Integrated Robotics
11
Buyer related threats
• Small number of buyers
• Buyers purchase commodity products
• Products sold to buyers consume a high portion of the product’s final cost
• Buyers are not earning significant economic profits
• Buyers threaten backward integration
• Information asymmetries
12
Addressing the buy side
• Seek or create new buyers / new markets• Reduce buyer costs / assist buyer in
expanding markets• Differentiate products• Acquire & leverage information• Tightly integrate with buyers• Integrate forwards
13
Differentiating Products
Commodities DifferentiatedGoods
LEVEL OF CUSTOMIZATION
LOW HIGH
ExamplesCustomer-driven Ordering SystemsJust In Time (JIT) Manufacturing Systems
Information Systems
14
Value Chain
Inbound Operations Outbound Marketing Servicelogistics logistics & Sales
Infrastructure: general mgmt, planning, finance, ISHRM: recruiting, hiring, training, and developmentTech. Development: R&DProcurement
15
Inbound Logistics
• Expediting raw materials to production
• Where IT can help– automated warehousing– just-in-time (JIT) inventory (tightening
supplier links)– ex: Wal-Mart; Firms using supply chain
software such as i2
16
Operations
• Transforming inputs into finished products
• Where IT can help– flexible manufacturing systems– robotics– ex: wearable computers - complex
assembly; wireless tablets - CareGroup Healthcare
17
Outbound Logistics
• Storing and distributing finished products
• Where IT can help– automated order processing– electronic bills of lading (tighter buyer links)– ex: Logistics.com; supply-chain software
18
Marketing & Sales
• Promotion and sale of products
• Where IT can help– customer identification– standardizing the sales process– ex: Amazon.com & preference databases;
Weyerhauser & configuration systems; Spiegel’s use of neural networks
19
Service
• Post-sale services to maintain and enhance products
• Where IT can help– need detection and remote servicing– automated dispatch of repair technicians– automated information distribution– ex: expert systems for repair & service;
embedded self-diagnostic systems
20
Firm Infrastructure
• Support of the entire value-chain. Includes general management, legal services, finance, IS, and public relations
• Where IT can help– decision support systems– management information systems
21
Human Resource Management
• Recruiting, hiring, and training development
• Where IT can help– automated training– automated personnel scheduling
22
Technology Development
• Improving products and processes
• Where IT can help– Computer Aided Design (CAD)– Computer Aided Engineering (CAE)– Computer Aided Manufacturing (CAM)– Computer-based modeling (supercomputers)– ex. Drug modeling by pharmaceutical
companies
23
Procurement
• Purchasing inputs supplies
• Where IT can help– online procurement systems– inventory locator systems– ex: web-based office supply & travel
procurement systems
24
IS as a Resource
• Competitive advantage is sometimes achieved through multiple resources
• IS can be an enabler– enabling latent advantages in an
organization that are not effectively utilized
• IS can create new resources– reshaping market dynamics– over time (e.g. databases)
25
IS as an Enabler
• IS resource yields competitive advantage– (ex. Alcoa)
Competitive Advantage
Scale, World-leading mfg. & sales
Integrated IS across plants / offices
26
Creating / Enhancing Resources• Created when resources combine for additional benefit.
– e.g. embedded technology
Competitive Advantage
Service Network
Monitoring IS
R & D
Exceptional Service
Superior Products
27
Time-Based Resources
• Resources may yield additional advantages/ opportunities over time
Competitive Advantage Customer DatabaseGrowth Over Time
28
HyperCompetition
Profits from a competitive advantage
launch
exploitation
counter-attack
Profits from a competitive advantage
29
Pro
du
ct
Pe
rfo
rma
nc
e
Time
Performance demanded at the high
end of the market
Performance demanded at the low
end of the market
Progre
ss due to
susta
ining tech
nologies
Disruptive technological
innovation Progre
ss due to
susta
ining tech
nologies
Existing profit, staffing, and customer pressures stall innovation
Traditional market & financial analysis cause blindness
Why Do Leaders Fail?
30
Creating the Killer-App• Blindness & Pressures
– existing customers & market pressure– financial performance measures
• Identify Technologies– external conversations (VCs, academics, technologists)– internal conversations (engineering, mktg, planning)
• Managing an Option Portfolio of Innovations– separate organizations– hedge financial risk, market focus, incentive
31
Network Externalities(a.k.a. Network Effects, Metcalfe’s Law)
• A product or service becomes more valuable as its installed base expands• Why do consumers care about installed base?
– Exchange opportunities– Stability– Extrinsic, complementary benefits
More Exchange Opportunities
More Members
32
Why are Markets for Network Goods Different?
• Market competition occurs very early and is particularly fierce
• Markets are ‘tippy’ and subject to bandwagons
• Markets exhibit monopolistic tendencies
• The ‘best’ technology or highest quality product doesn’t always win
33
Success Factors for Large Scale IS• Business Case
– benchmark, cost justify (e.g. unplug mainframes)
• Leadership– from the highest levels (e.g. success at Owens Corning, failure at
Westinghouse)
• Staffing– largely from business, not IT (users know the process)
– ‘compensation handcuffs’ (e.g. end of deployment bonuses, performance review tied to usage)
– experienced consultants - check refs., clients
• Manage complexity– justify changes & use methodologies