信息战略和经济52页.PPT

ISMT510,1,IntroductiontoInformationStrategyandEconomics,ISMT510,2,Agenda,Introduction-Whatyouwilllearn-Coursestructure-Teachingstyle-Gradingpolicy-PointersforsuccessStrategy-Valuechain-Competitiveadvantage-Portersfiveforcesmodel,ClassparticipationAssignmentsFinalExam,ISMT510,3,Teaser,Weareseeingagrowingtendencyforcompaniestosellproductsinbundlestocustomers.e.g.MicrosoftOfficewhichisabundleofWord,Powerpointetcwhichusedtobeprimarilysoldseparatelyinthepast.Whatfactorsmakebundlingmoreattractive?,ISMT510,4,Teasers,Aleadingmanufacturerofprintersspentadditionalmoneytoslowdownitsprinters.Intelspentextraeffort(andmoney)oneachchiptodisablecertainprocessorstoslowitdown.Wasntfastersupposedtobebetter?Thenwhyarethesecompaniesdegradingtheirproducts?,ISMT510,5,Moreteasers,Onp2pnetworkslikeKazaa,emptyandbigfileshavingattractivenameslike“Lordoftherings”arefrequentlyavailable.ThereweresomerumorsthatitwastheRIAAwhichwasinvolvedinpostingthesefiles.WhatistherationaleforpeopletomakethisallegationagainstRIAA.?,ISMT510,6,Whatyouwilllearn,Thiscoursewillhelpyou:UnderstandtherelationshipsbetweenEconomics,Strategy,andCompetitiveAdvantageExploredifferentwaysthatInformationTechnology(IT)andElectronicCommerce(EC)canbeusedtocreateCompetitiveAdvantageDescribetheeconomicprinciplesthatmayenablefirmstocreateprofitablee-businessstrategiesEvaluateoptionsforleveragingtechnologytocreatesustainablee-businessstrategies,ISMT510,7,Coursestructure,Lecture1Introduction,ISstrategy,Lecture2Pricing,Versioning,Lecture3Networkeffect,Lock-in,Lecture4ContextualMarketing,Privacy,Lecture5Innovations,Standards,Lecture6IntermediariesB2B,Lecture7Auctions,piracy,FinalExamInClass,ISMT510,8,TeachingStyle,Lecture,Articles,Textbook,CaseStudy,Fundamentals,Application,Preparationmaterial,ISMT510,9,The3Ps(yourrole),Preparation-Articles,textbookchapter,caseParticipation-ContributiontodiscussioninclassPerformance-Assignmentsandfinalexam,ISMT510,10,Grading,DistributionofgradeforclasswillapproximatelyfollowschoolguidelinesA:35-40%,B:45-60%,C:5-10%,F-ifrequired,ISMT510,11,Classparticipation,Dos(examples)-Bringingworkrelatedrelevantexperience-Analysisofanarticle/casebeingdiscussed-Citinganecdotalevidenceoftheconceptbeingdiscussed-SWOTanalysisDonts(examples)-Restatefactsstraightfromthecase/article-Beingdiscourteoustootherstudentswhentheyaremakingapoint,ISMT510,12,Classparticipation,Points:0-4QualityofpointmadenotnumberoftimesspokenRecordedrightafterclass(onlineaccess)Sixsessions(Lectures2-7).Topfivescoreswillbeconsidered(54=20),ISMT510,13,Assignments,IndividualTwo17.5pointseach(17.52=35)BasedoncasestudiesTimelycompletion,ISMT510,14,Finalexam,Willcover:-Lecture-Textbookchaptersassigned-ArticlesandcasesassignedInclassexamFormat:TBD,ISMT510,15,Pointersforsuccess,Beprepared-Readandanalyzecasesandotherreadingassignmentsbeforeclass-Finishassignmentsontime-BepunctualParticipateinclassdiscussionProvideFeedback,ISMT510,16,Feedback,Importanttostructurefuturelectures.Didthelecturesatisfyteachingobjectives?RatethelectureintermsofclarityCommenthttp:/teaching.ust.hk/ismt510,ISMT510,17,Agenda,Introduction-Whatyouwilllearn-Coursestructure-Teachingstyle-Gradingpolicy-PointersforsuccessStrategy-Strategicpositioning-Sustainableadvantage-Portersfiveforcesmodel-Valueconfiguration,ISMT510,18,Learningobjectives,DistinguishbetweenstrategyandoperationaleffectivenessIdentifythesixprinciplesofstrategicpositioningIdentifythestrategicmistakesmadebydotcomsExplainhowafirmsperformanceisdeterminedandidentifythedifferenttypesofbusinessmodelsAnalyzeanindustrystructureusingPortersfiveforcesmodelExplainhowasustainableadv.canbeachievedIdentifythedifferenttypesofvalueconfigurations,ISMT510,19,Detailedplan,StrategyDeterminantsofperformanceSustainableadvantage-howtoachieveitPortersfiveforcesmodelValueConfiguration,-Strategicvs.operationaleffectiveness-Keyissuesinstrategicpositioning-Mistakesmadebydot-coms,-Valuechain-Valueshop-Valuenetwork,-Businessmodelsandtypes-ImpactofInternet,ISMT510,20,WhatisStrategy?,Strategyisacomprehensivemasterplanstatinghowthecorporationwillachieveitsmissionandobjectives.Strategyisthecreationofauniqueandvaluableposition,involvingadifferentsetofactivities(Porter).Strategiescanexistatmultiplelevels-Corporate,Businessunit,Functionalarea,ISMT510,21,WhatisStrategicManagement,Strategicmanagementisthesetofmanagerialdecisionsandactionsthatdeterminethelong-runperformanceofacorporation.Itincludes:EnvironmentalscanningStrategyformulation(i.e.,long-rangeplanning)StrategyimplementationEvaluationandcontrolSource:EssentialsofStrategicManagement,J.D.HungerCompetitiveAdvantage,1985;CompetitiveAdvantageofNations,1992WhatcontributionsisPorterbestknownfor?FiveforcesmodelWhatmakesanindustry“attractive”tocompetein?2x2matrixofcorestrategiesWhatarepossiblestrategiesforachievingadvantage?Thevaluechain:Howcanweanalyzethecoreactivitiesthatfirmsperform?,ISMT510,41,Portersfiveforcesmodel,UsedtoanalyzeindustryormarketPotentialprofitabilityorattractivenessOptionstoaffectcompetitivepositionAppliedtoparticularcompanies,marketsegments,industriesorregionsBasedonmicroeconomicprinciples-supplyanddemand,substitutes,ISMT510,42,Porters“FiveForcesModel”(asappliedtodiscountretailindustry),ISMT510,43,StrategicImplicationsofFiveForcesAnalysis,Agivenindustryisunattractivewhen:RivalryisstrongBarrierstoentryarelowCompetitionfromsubstitutesisstrongSuppliersandcustomershavestrongbargainingpower(relativetoyou),ISMT510,44,MoreStrategicImplicationsofFiveForcesAnalysis,Agivenindustryisidealwhen:RivalryismoderateBarrierstoentryarehighGoodsubstitutesdontexistSuppliersandcustomersareinaweakbargainingposition(relativetoyou)Dotheseindustriesexist?,ISMT510,45,Whatstrategiesleadtocompetitiveadvantage?,ISMT510,46,HowtoApplyPorterforMakingStrategy,Focuson“attractive”industriestocompeteinTargetindustrieswithattractive“structuralproperties”andexitfromindustrieswithpoorstructuralpropertiesListalltheplayersinanindustryIdentifyandanalyzebuyersandsuppliersSelectoneofthefourstrategiesEnsurethatactivitiesareconsistentwitheachotherIdentifyusesofITtosupportyourstrategyOutsourcenon-criticalactivitiestootherproviders,ISMT510,47,P,AnalyzeindustrystructureofPusingPortersfiveforcesmodel.Makeyourrecommendationregardingtheprofitabilityofentryinthisindustry.,ISMT510,48,ValueConfiguration,Fromasocialsense,whydofirmsexist?-theycreatevalueValuesconfigurationisthemethodbywhichthefirmcreatesvalueThreetypes:-Valuechain(e.g.manufacturingseriesofactivities)-Valueshop(e.g.hospital-aspecificsetofactivities)-ValueNetwork(ermediary),ISMT510,49,Po