管理信息系统英文版案例

Chapter1RunningCaseSolutionDescription

Whatarethecompanygoalsandculture?

DirtBikesappearstohaveaverydemocratic,employee-friendlyculture,emphasizingongoinglearning,quality,attentiontodetail,andemployeecontributions.

2WhatproductsandservicesdoesDirtBikesUSAprovide?Howmanytypesofproductsandservicesareavailabletocustomers?HowdoesDirtBikessellitsproducts?

DirtBikesspecializesinoff-roadandmotocrossmotorcyclesthatemphasizeracingperformance,styling,andbestqualitypartssourcedfromallovertheworld.Itisasmallcompanyproducingonly4models.DirtBikessellsthroughanetworkofauthorizeddealers.ItssalesdepartmentisresponsibleforworkingwiththesedistributorsandfindingwaystopromoteDirtBikes.

3.Howmanyemployeesaremanagers,productionworkers,orknowledgeorinformationworkers?Aretherelevelsofmanagement?

Thecompanyisverysmallandnotveryhierarchical.Mostoftheemployeesareinproduction.Manyofitsdepartmentshavelessthan10people.Productionisprobablytheonlydepartmentthatwarrantsmorethan1manager.OnemightexpecttoseeseparatemanagersforService,Shipping&Receiving,Parts,andDesignandEngineeringandperhapsseveraladditionalmanagersforManufacturing.

WhatkindsofinformationsystemsandtechnologieswouldbethemostimportantforacompanysuchasDirtBikes?

Onewouldexpecttoseeinformationsystemssupportingmanufacturingandproductionandsalesandmarketingbeingthemostimportantforthiscompany.Suchsystemswouldhelpthecompanymonitorworkontheassemblyline,obtainpartsfromsuppliers,monitorordersfromdistributors,andprovidepartsandservicinginformation.AcompanyWebsitetopublicizetheuniquefeaturesofthisbrandanditsconnectiontomotorcycleracingeventswouldalsobeveryvaluable.

Chapter2RunningCaseSolutionDescription

Thespreadsheetsolutionfileforthiscaseusesalinecharttoshowthe5-yeartrendinDirtBikes’totalsalesandastackedcolumnchartof5-yearsalestrendstoshowhowmuchinternationalanddomesticsalescontributetothetotal.Onecanseefromthesegraphsthatsalesdippedslightlyduring2005butthatoverall,saleshavebeengrowing.Theportionofoverallsalesrepresentedbyinternationalsaleshasnotchangedsignificantly,suggestingthattheremaybeopportunitiesforDirtBikestogrowitsinternationalsales.Theincomestatementdatashowacontinuingriseinoperatingexpensesandcostofgoodssoldandcombinedwithdeclinesingrossandnetmargins.DirtBikesneedssomewaytobringdownitscosts,andnewinformationsystemsmighthelp.ThebalancesheetshowsthatDirtBikeshassufficientassetssothatitcouldaffordtoinvestinnewproductdevelopmentandnewinformationsystems.

Chapter3RunningCaseSolution

Softwarerequirements: Webbrowsersoftware

Wordprocessingsoftware

Electronicpresentationsoftware(optional)

WhatactivitiesatDirtBikescreatethemostvalue?

Themostvaluableactivitiesincludeinboundactivities(primarilysupplychainmanagementbutalsoincludinglocatingappropriate,highqualitypartsanywhereintheworld)),manufacturing(whichismostlyassemblingthepropermaterialsthatcomefromelsewhere,butalsoincludethetestingofeachproductasitcomesofftheassemblyline),marketing(includingsomeadvertising,itsracingcommitmentandaccompanyingpublicity,coverageinappropriatejournals,andanattractiveandhelpfulWebsite),sales(bothorderingsystemsandsystemssupportforitsdealers),andservice(again,supportforitsdealers,plusavailabilityofpartsandserviceinformationforownerswhoaretoofarawayfromdealers).

HowdoesDirtBikesprovidevaluetoitscustomers?

ThevalueDirtBikes’customersreceivecomesfromthequalityofthebikes,theiroff-roadandracingperformance,effectiveandvaluableusergroups,andavailableservicingwhenneeded.

WhatothercompaniesareDirtBikes’majorcompetitors?HowdotheirproductscompareinpricetothoseofDirtBikes?Whataresomeoftheproductfeaturestheyemphasize?

DirtBikesmodelsandpricesare:TheEnduro250retailsfor$3250,theEnduro550retailsfor$7600,theMoto300retailsfor$4295andtheMoto450retailsfor$8995.

ATKUSAhasbeensuccessfulinitsracingandismakinganameforitself.Itemphasizesitsracinghistoryandtheownerorganizationsitsupports.Italsoemphasizesitsspecialtybikes,suchasthosebuildforpolice.Ithasareputationforinnovationandisverycompetitiveinracing..Itstwo-strokeEnduropriceis$4,995to$5,695whileitsfour-strokemodelispricedat$3,295.Othermodelsarepricedover$8,000.ItwouldbeadirectcompetitortoDirtBikes.

ThemajorforeigncompetitorsareJapanese:Honda,Kawasaki.Suzuki,andYamaha.HondaisamajorJapaneseproducerofvarioustypesofmotorcycles,includingmotocrossandoff-roaddirtbikes.Thepricingofitsmotocrossandoff-roadmotorcyclesbikesrangefromabout$1,200(foroff-roadbikesforchildren)to$6500.Itisamajorcompetitoronpriceandnumberofmodelsoffered,althoughDirtBikesproductsarebeingmarketedandsoldasAmerican.ThequestionishowwellHondacompeteswithDirtBikesonperformanceandstyling.

KawasakiisanothermajorJapanesecompetitor,andthiscompanyproducesoff-roadandmotocrossbikes.Itsmotocrossminibikesbeginatapriceaslowas$2,300(foryoungbeginners)toabout$5,000.Itsoff-roadbikesrangeinpricefrom$1100foryouth-sizebikestoaround$5500.KawaskiisamajorcompetitortoDirtBikesonpriceandnumberofmodelsoffered.ItwouldbecomeanevenmoreseriouscompetitorifDirtBikesdoesnotcontinuetoemphasizeitsAmericanbrandname,styling,andquality.

Yamahaoff-roadbikesrangeinpricefrom$1200to$6500foroff-roadbikesand$2900to$6400formotocross.Suzukimotocrossbikesrangeinpricefrom$2300to$6000anditsdualsport/dirtmodelpricesrangefrom$1700to$5000.BothcompanieswouldbeseriouscompetitorstoDirtBikesonprice.

HusqvarnaisaEuropeandirtbikemanufacturerbuthasnotmadeamajorimpactontheAmericanmarket.ItwouldnotbeastrongcompetitorforthosewhowanttopurchaseanAmericanproduct.

Whatarethecompetitiveforcesthatcanaffecttheindustry?

Theindustrycouldbeaffectedbychangingeconomicconditionsanddemographics,whichcoulddepressthemarketfordirtbikesandputmoreemphasisoncompetingonthebasisofcost.YoungpopulationsinJapan,USA,andEuropewhomakeupmostofthecustomersfordirtbikesaredeclining(althoughmanybaby-boomersandretireesareflockingtoHarleyDavidsonandotherbrandsforhighwaycruising.)Themarketfordirtbikesworldwideisnotverybigandtherearealreadymanycompetitors,soDirtBikesisnotlikelytoseecompetitionfromnewentrantsintothemarket.TheabilitytousetheInternettosearchworldwideforsupplierscouldhelpDirtBikeskeepitssuppliercostsinline.

WhatcompetitivestrategyshouldDirtBikespursue?

Studentswilldifferintheiranswerstothisquestion.Likeallmotorcyclemanufacturers,DirtBikeswilltrytokeepitscostsdown,butitclearlyisnotalow-costproducer.Itis,howeveracompanythatemphasizestheuniquenessandqualityofitsproduct.Throughbettermarketing,contactwithcustomersanduseofWebanddemographicdata,itcouldalsodomorewithafocuseddifferentiationstrategy.

6.(Optional)Useelectronicpresentationsoftwaretosummarizeyourfindingsformanagement.

Chapter4RunningCaseSolution

Softwarerequirements: Spreadsheetsoftware

Webbrowsersoftware

Electronicpresentationsoftware(optional)

Researchonpricingofdesktopproductivitysoftwaresuitesshowsanenormousdifference

betweenthepriceofSunStarOfficeandMicrosoftOffice2003Professional.Ifonewere

onlyconcernedaboutprice,StarOfficewouldbetheobviouschoice.However,studentsshould

beawarethatthereareotherfactorstoconsiderbesidesprice,suchasvendorsupport,easeofuse,

ortheextenttowhichthefirmneedscompatibilitywithotherMicrosoftproducts.Studentsshouldconsider

spendingmoretimeresearchingdifferencesinfunctionalitybetweenthetwoproducts.

StudentsmightwanttoconsultproductdescriptionsandsoftwarereviewsthatareavailableontheWeb

tohelpthemwiththeirevaluation..

Chapter5RunningCaseSolutionDescription

ThesolutionfilerepresentsoneofmanyalternativedatabasedesignsthatwouldsatisfyDirtBikes’requirements.Thedesignshownhereconsistsof4tables:Customer,Distributor,Purchase,andModel.DirtBikes’oldcustomerdatabasewasmodifiedbybreakingitdownintothesetablesandaddingnewfieldstothesetables.DataonbothDirtBikecustomerpurchasescapturedfromdistributorsandcustomerpurchasesofnonDirtBikemodelsarestoredinthePurchasetable.TheCustomertablenolongercontainspurchasedatabutitdoescontaindataone-mailaddresses,customerdateofbirth,yearsofeducation,additionalsportofinterest,andwhethertheyattenddirtbikeracingevents.Astheycreatenewtables,studentswillhavetopopulatetheirnewtableswithdataforthenewfieldstheyhavecreated.ThisparticulardesigntracksrepeatDirtBikescustomersthroughreportsofcustomerpurchasesshowingwhichcustomershavepurchasedmorethan1DirtBike.Weaddeddataonnon-DirtBikespurchasesinordertoproducethereportonPurchasesshownhere.ReportsforthissolutionweredevelopedusingAccessqueryandreportwizards.

Chapter6RunningCaseSolution

1.HowcouldthevariousInternettoolshelpemployeesatDirtBikes?Createamatrixshowingwhattypesofemployeesandbusinessfunctionswouldbenefitfromusingeachtypeoftoolandwhy.

TheInternetisfareasierandlessexpensivetouseformuchoftelecommunicationsthanmoretraditionaltechnologies.Inaddition,thecostofinstallationandtrainingforusingtheNetisverylow.CostforusingtheNetislowenoughthatmanysmallercompaniesthatcouldnotaffordtelecommunicationsearlierarenowusingit,whichmeanstheyareabletorelatetoothercompanieswithmoderntechnology.StudentsmustalsorecognizethatDBisstillarelativelysmallcompany.InternettoolscanreducecostsbutstudentsshouldnotexpectDBtomakethelarge-sizedgainslargercompaniescanachieve.Nonetheless,theInternetanditsmanytoolsshouldbeofhelptoDBnowandevenmoreasitgrows.

ASAMPLEMATRIX:

Tool

Department

Benefit

E-mail

Sales

Communicateandsharedocumentswithcustomersanddealers

Accounting

Exchangingorders,invoices,andothernecessarydocuments

Usenet

Customerrelations

Abulletinboardforcustomerstoexchangeinformationandideas

Design

DiscussscientificissueswithnonDBscientists,designers,producers.

Chatting

Sales

Salespersonsonroaddiscussproblemswithhomestaff

Management

ConsultwithmanagementofDB’ssuppliers

Web

Production

Facingproductionproblems,researchingtheexperiencesofothers

Finance

Followingthemarkets,interestratesandowninvestments

Telnet

Sales

Usinghomecomputer,makepresentationstopotentialcustomers

Suppychain

SuppliersobtainingDBproductionstatustohelpplandeliveries

FTP

Design

Sharinglargedesignfileswithdistantcolleagues

Supplies

MakinglargeDBdesigndocumentsavailabletosuppliers

LISTSERV

Publicrelations

Discussingplanningforracesanddealingwithraceproblems

Production

Subscribingtoongoingdiscussionsofengineproblems

WirelessdevicessuchasInternet-enabledcellphonesorWi-FienabledPCscanbeusefulwhenemployeesneedtobeawayfromtheirhomebaseandyetneedingtousetheNet.Instantmessagingcanbeanexcellenttoolforcommunicatingwithotheremployeesandwithcustomers,suppliersandalltheothernon-employeesthecompanywillhavetodealwith.StudentsmayfindotherusesforInternettoolsandservicesnotcoveredhere.

2.HowcouldDirtBikesbenefitfromintranetsforitssalesandmarketing,humanresources,andmanufacturingandproductiondepartments?Selectoneofthesedepartmentsanddescribethekindofinformationthatcouldbeprovidedbyanintranetforthatdepartment.Howcouldthisintranetincreaseefficiencyandproductivityforthatdepartment?

Again,thereareamultitudeofresponsesstudentscangive.Studentsmustrealizethatintranetsareinternal,andtheyinexpensivelyallowconnectivityforallcomputers,averyvaluablefacilityforsharinginformationwithinthecompany.Anintranetcan,forexample,beusedtomakeeasily(andwidely,whereappropriate)availablesalesreportsandreportsonattendanceatraces,andevenracingvideos.Humanresourcescaninstantlyupdateemployeehandbooksandbenefitsinformation,notonlymakingthisrapidlyavailablebutalsosavingonprintinganddistributioncosts.Financeandaccountingcanintegrateitsinformationonlineformanagementandtohelpsalesandproductionmonitorrevenuesandcosts.Themarketingandsalesstaffcansharetheirreports,leads,andinsightswithdesignaboutchangingideasonmotorcycledesign.Thesupplychainstaffcanmonitorproduction’sstatuswhileaccountingcanobtainallnecessaryinformationonthepurchaseofsupplies.

Oneareawhereproductivitycanbeincreasedandcostsreducedthroughtheuseofanintranetbyproduction.Theproductionunitcanmonitorpossibledesignchangesandevenofferinputonwaystomaketheproposedchangesthatwillbeeasierandcheapertomanufacture.Moreover,thewholedesignprocesscanbesignificantlyspeededupwhenproposalsandchangestothedesignareinstantlyshared.Managementcanalsousethedesignandproductioninformationontheintranettomonitorthewholeprocess.Whileallofthisisusefulforlargecompaniesandsmall,itcanmakethewholecompanymoreefficientandeffective.

Anotherexampleisformarketingtobesuccessful,marketersneedtobothunderstandwhatissuccessfulinstimulatingsalesandtocommunicatetosalestheinformationtheyneed(two-waycommunication).Wementionedhumanresourcesinansweringthequestionsabove.Manufacturingneedsclosecontactwithdesigners,thosemanagingtheirsupplychain,andevenaccounting.Salesmustalsocommunicateinformationthatmanufacturingneedssothatitcanplanforandexecuteitsproduction.Evenfinanceandaccountingneedssomeinformationfromthesevariousdepartments,andstudentsshouldidentifythespecificinformationneededbythedepartmenttheyselect,whereitcomesfrom,andhowcommunicatingitonatimelybasiscanincreaseproductivityandefficiency.Forjustoneexample,thetimelyarrivalofneededsuppliescanlowerinventorycostswhilehelpingproductiontokeepoperatingwithoutdelays.Thisobviouslyrequiresnotonlyconstantcommunicationswithsuppliers—extranetscanbehelpfulhere—butalsocommunicationsbetweentheproductiondepartmentandthosewithinDBresponsibleforthesupplychain.

Chapter7RunningCaseSolution

1.WhatarethemostlikelythreatstothecontinuedoperationofDirtBikes’systems?

Thesinglemostlikelythreatisforpoweroutages,whichcaneasilyoccurbecauseofrainandsnowstorms,particularlyinregionsliketheRockyMountainsarea.Outagescanbeveryharmfulbecausetheycandisrupttheoperationofcomputersandtelecommunicationssystems.Long-lastingoutagescouldaffectDirtBikes’supplychainandsalesandmarketingwork.Computervirusesshouldberareifthecompanyprotectsagainstthem.Vandalismshouldberareifthecompanytakesappropriateprotectivesteps.Asayoungcompanywithemployeeturnover,DirtBikesmighthavesystemproblemscausedbyemployeeerrors.

2.WhatwouldyouidentifyasDirtBikes’mostcriticalsystems?Whatistheimpactonthecompanyifthesesystemscan’toperate?Howlongcouldthecompanysurviveifthesesystemsweredown?Whichsystemsshouldarethemostimportanttobackupandrestoreintheeventofadisaster?

Themostcriticalsystemsaretheproductionandsupplychainsystems.Thesearethemostimportantbecausethecompanycannotcontinuetooperatewithoutthesesystems.Thecompanyprobablycansurviveforoneortwoweeksifthesesystemsaredown,butitwouldsuffergreatlyifitsinventorygetstoolow.Salessystemsareveryimportant,butsalescanprobablycontinuefordaysifsalessystemsdisruptionsdooccurbecauseactualsalesareconductedbylocaldealers.Financialandhumanresourcessystems,whileveryimportant,arenotascriticalintheshortrun,althoughwithnobackups,thetotallossofthesesystemscouldbeveryexpensiveandcouldcauseproduction,salesanddeliverydelaysiftheyarelostforalongperiodoftime.Thereforethesesystemsmustbebackedupalthoughtheyareoflowerpriorityforrestorationthanproductionandsupplychainsystems.

3.UsetheWebtolocatetwodisasterrecoveryservicesthatcouldbeusedbyasmallbusinesssuchasDirtBikes.Comparethemintermsoftheservicestheyoffer.WhichshouldDirtBikesuse?ExactlyhowcouldtheseserviceshelpDirtBikesrecoverfromadisaster?

Studentanswerswillvary.Someofthecriteriastudentsshouldusearewhetherdataarecontinuouslybackeduporbackeduponlyperiodically,whetherdataarebackedupontapeoronline,costoftheservice,whetheradditionalhardwareisprovidedordataaresynchronizedovercommunicationslines,andtheamountoftimeitwouldtakeasubscribingcompanytorecoveriftheservicewasused.StudentsshoulddeterminewhetheracompanylikeDirtBikesneedsimmediaterecoverycapabilitygiventhecostofsuchservices.SomedisasterrecoveryvendorstoexploreareVeriCenter,Sungard,andIBM.

4.(Optional)Ifpossibleuseelectronicpresentationsoftwaretosummarizeyourfindingsformanagement.

Chapter8RunningCaseSolution

1.UsetheInternettolocatealternativesuppliersformotorcyclefueltanks.Identify2or3suppliers.Findouttheamountoftimeandcosttoshipafueltank(weighingabout5pounds)viaground(surfacedelivery)fromeachsuppliertoDirtBikesinCarbondale,Colorado.Whichsupplierismostlikelytotaketheshortestamountoftimeandleastcosttoshipthefueltanks?

a.CycleStuffUSA:SellsIMSProductsfueltanksformanymotorcyclebrandsandmodels,andtheycomeineightcolors.Thepriceis$189.99perunit,includingsalestaxandshipping(withinthelower48states).Thecompanyclaimstheyaredesignedandtestedbythebestdriversandhavebeenprovenfordurabilityandreliability.Theyclaimshipmentwithintwodaysfromtheirwarehouseclosesttothedestination.Undernocircumstances,theysay,willittake30daystoarrive.Thiscompanysellsitemsforautomobilesalso,andtheyclaimtosellonlyhighqualityproducts.

b.ATVMotorcycleParts:ATVsellsallkindsofpartsformotorcycles.Theirfueltanksrangeinpricefrom$89.50to$169.50.ShippingforonetanktoCarbondale,Colorado(zipcode81623)was$10.92.ShippingisbyUPSgroundandistheirlowestpricedmethod.Deliverytimeisnotlisted,butthattypeofdeliveryisusuallythreeorfourdays.Thegastanksareplasticsothattheywillnotrustagain,althoughtanksfromothercompaniesarealuminumorotherhigh-techmaterials.

c.HarrisEuropeanModelAccessories(EMA):Thiscompanyoffersanumberofaluminumfueltanks,buttheyareveryexpensive,rangingfrom$790to$1,680.Moreover,thecompanydoesnotallowanyonetoplaceanorderovertheInternet.Instead,anindividualmustorderbytelephoneorfax.Therefore,onecannotgetshippinginformationovertheNet.

d.ErospaceTechInc.:Thiscompanyclaimsthatfiberglasstankshavegeneratedthousandsofbadreports,andtheirtanksareofhightechnologymaterials.Theyareguaranteedforalifetimeandclaimstheywillnotleak.Thecompanyalsoclaimstheyaresignificantlylighterthanothertanks.Theyarenotpaintedsothatthepurchasercanpaintittoanycolorheorshewishes.However,theWebsiteonlyoffersatelephonenumberandaddress,sothestudentwillbeunabletolearnmoreaboutpriceorshippingwithoutatelephonecall.

e.MotorcycleG:Thisisclearlythebestsiteforfindinginformationonfueltanksbecauseitofferslinkstoothersitesformotorcycle-relatedproducts.Inthecaseoffueltanks,ithaslinksto27sitesincludingsitesalreadydiscussedabove.Oncehavingfoundthissite,studentscanexploreanumberofsitesrelativelyquicklytoanswertheassignmentquestions.

DirtBikesmanagementwouldliketoknowifthereisanysupplychainmanagementsoftwareforasmallbusinessthatwouldbeappropriateforDirtBikes.UsetheWebtolocatetwosupplychainmanagementsoftwareprovidersforcompaniessuchasDirtBikes.BrieflydescribethecapabilitiesofthetwopiecesofsoftwareandindicatehowtheycouldhelpDirtBikes.WhichsupplychainmanagementsoftwareproductwouldbemoreappropriateforDirtBikes?Why?

Studentsmaycomeupwiththeirownanswersbutherearetwocompaniestoexplore:

a.CompiereERPandCRM:Compieresaysitprovidesacomprehensivesolutionforsmall-mediumenterprises(SME)intheglobalmarketplacecoveringallareasfromcustomermanagement,supplychainandaccounting.Ifthecompany’srevenueisbetween$2Mand$200Manditwantstomigratetoa"brickandclick"businesswithfunctionalityofthefirsttierERPsystems,Compiereistherightproduct.Theproductisopensourceandsoactuallyfree,andtheusersareevengiventhecode,soitcanbeveryuseful.Whilethosewhosupportthesystemdoofferfreesupport,usersdoneedtechnicalprofessionalstohandleit.Inthissense,thesystemresemblestheLinuxoperatingsystem.ItusesanOracledatabase,andthatdoesrequiresomepayment.Thesiteoffersalistingofsomeofthecompaniesusingit.ThesoftwareisavailableinEnglishbutisalsobeingtranslatedin16languages,mostlyEuropeanbutalsoThai,VietnameseandtwotypesofChinese.Itiscertainlysomethingworthconsideringforasmallcompanybecauseofitsprice,itswideuse,andtheabilityoftheusertomodifyitiftheywish(althoughthisalwayspresentsupgradeproblems,makingitbetternottomodifythecodeifpossible).Itscurrentareasfunctionalareasincludenotonlysupplychainmanagement,butalsoCRM,QuotetoCash(creatingaquoteforaprospectorcustomer,ordermanagement,invoicing,andcashreceipt),RequisitiontoPay(creatingrequisitions,purchaseorder,invoicereceipt,andpaymentprocessing),PerformanceAnalysis,andevensoftwareforcreatingandrunningaWebstore.

EnterpriseLogix,LLC:Claimsitwasformedtoprovidemanageableandpracticalsolutionsforsmallandmidsizemanufacturersimplementingamodernenterpriseapplication.Withtheadventofopen,standardizedITplatforms,smallercompaniescanaffordtosuccessfullydeploythekindofefficienttoolsthatuntilnowwereonlyusedinmuchlargercompanies.Theysaytheyprovideabridgebetweenwhereyouaretoday,andwhereyouwanttobetomorrow.Theysaythattheyaretryingtosimplifyprocessesthatsmallandmid-sizedcompaniesdorepeatedly.Theirsupplychainmanagementcoverssuchareasaspurchasing,shippingandreceiving,customerordermanagement,andmaterialmanagement.TheWebsiteshowssomeofthekeydocumentsitssystemincludesforthesefunctions.

WhichoneoftheseshouldDirtBikesuse?Differentsoftwarecompaniesdefinethesupplychainmanagementfunctiondifferently,andtheirsoftwarewillsupportthefunctionasdefined.Compieregivesthepotentialusertheabilitytodownloadthesystem,andthatenablesthecompanytoevaluateitmorethoroughly.Itisalsoveryinexpensivetoobtainalthoughitdoesrequiresupportabilitieswithinthecompany.EnterpriseLogixismoredifficulttoobtainalistofcurrentusers,andthecostisnotreadilyavailableon-line.ThechoiceiscertainlyuptoDirtBikes,andthestudentsmightchooseeitherofthetwocompaniesthestudentidentifies,withitsownreasons.Theonevalueisthatmanysoftwarecompaniesareaddressingsupplychainissues,howevertheydefinethefunction,sothattheconsultantcancertainlyfindsoftwarethatwillfulfilltheconsultant’srequirements.

Chapter9RunningCaseSolution

1.HowcouldDirtBikesbenefitfrome-commerce?ShoulditsellmotorcyclesorpartsovertheWeb?ShouldituseitsWebsiteprimarilytoadvertiseitsproductsandservices?ShoulditusetheWebforcustomerservice?

TodayusingtheWebcanbenefitmostcompaniesofanysize,andDBisnoexception.However,e-commerceisnotsoclearforDB.StudentsmaywantDBtosellitsbikesovertheNet,butthatdoesnotseemfeasiblebecausemostpotentialcustomerswillwanttoquestionsalespeopleandtestridethebikes.Moreover,sSeellingovertheWebwouldundoubtedlycreatechannelconflictbecauseDirtBikesreliessoheavilyondealersforitssales.However,becauseDBisarelativelysmallcompanywithalimitednumberofdealers,somestudentsmayseeithelpfulifDBweretosellpartsovertheNetsothatownersnotlivingnearadealercanhandlerepairsandupgradeslocally.InthatcaseitwouldalsomakeavailablemaintenanceinformationanddirectionsovertheWeb,aswellasdetailsonsuchspecificsasdetailedengine.

StudentsshouldrealizedthattThecompanymightalsobenefitfrompotentialorcurrentcustomersgatheringinformationonitsmotorcyclesandparts,includingphotographsandbriefmotionclips,obtaininganswerstotheirquestions,andevencommunicatingwithotherownersthroughaforumorbulletinboardsite.DBshouldmaintainavoluntarymailinglistwhereitcanspreadnewsandnewproductinformationusefultoownersandpotentialownersalike.Thesitecouldalsoofferinformationondealers,ontechnicalinformation,includinggivingvisitorsandcustomerstheabilitytoaskgeneralandtechnicalquestions.Thesiteshouldalsooffercorporateinformation,includingitshistory.StudentsmayevensuggestDB-sponsoredbikingtours,andWebconnectionstorelatedmerchandise.However,becauseDBisarelativelysmallcompanywithalimitednumberofdealers,somestudentsmayseeithelpfultoDBifitsellspartsovertheNe