STRATEGIC USE OF INFORMATION
RESOURCES
MEMBER OF GROUP:
1. DELLA ANNIZA A
14312319
2. SITTI UTAMI LALISU
14312378
3. ADHALINA WAHYU D.H 14312474
4. FIRMAN FADLI
STRATEGIC USE OF INFORMATION RESOURCES
14312573
TOPIC OUTLINES
1.
EVOLUTION OF INFORMATION RESOURCES
2.
INFORMATION RESOURCES AS STRATEGIC TOOLS
3.
INFORMATION RESOURCES CAN BE USED STRATEGICALLY
STRATEGIC USE OF INFORMATION RESOURCES
EVOLUTION OF INFORMATION
RESOURCE
Organization have used IS over past decades.
Road map for a general manager have some function to use in thinking
strategically about current use information resources within the firm.
IS strategy was driven by organizational needs.
Manager was support to collecting and distributing information to
redesign business processes.
Enterprises found that social IT platforms and capabilities drove a new
evolution of applications, processes, and strategic opportunities.
STRATEGIC USE OF INFORMATION RESOURCES
INFORMATION RESOURCES AS STRATEGIC
TOOLS
Definition
Information Resources
The available data, technology, people, and processes within an
to perform business process and tasks.
organization to use by manager
IT Asset
Anything tangible or intangible that can be used by a firm in its processes for creating,producing,
and offering its products.
IT Capability
Developed over time for the firm create, produce, offer its product then make firm as possible to use
IT assets effectively.
Network Effects
Value of network node to a person or organizationin the network increases when other join the
network.
STRATEGIC USE OF INFORMATION RESOURCES
STRATEGIC USE OF INFORMATION RESOURCES
THREE VIEWS OF MANAGER TO ALIGN
INFORMATION STRATEGY AND BUSINESS
STRATEGY
1.INFLUENCE COMPETITIVE FORCES
2.ALTER VALUE CHAIN
The value chain model addresses the activities that create, deliver, and
support a company’s product or service.
 VALUE CHAIN OF THE FIRM
3.
RESOURCE-BASED VIEW (RBV)
Is a model that sees resources as key to superior firm performance. If a
resource exhibits VRIO attributes, the resource enables the firm to gain
and sustain competitive advantage.
VRIO is the tool used to analyze firm’s internal resources and
capabilities to find out if they can be a source of sustained competitive
advantage.
STRATEGIC USE OF INFORMATION RESOURCES
POTENTIAL THREAT OF NEW ENTRANTS
Analyzes how likely it is for a new entrsnt or entrants to enter the competitive environment a
company operates within.
BARGAINING POWER OF BUYERS
When they are strong enough to be able to put collective preessure on the companies
producing a product or a service.
BARGAINING POWER OF SUPPLIERS
All industries need raw materials as inputs to their process. This includes labor for some, and
parts and components for others. This is an essential function that requires strong buyer and
seller relationships. If there are fewer suppliers or if they have certain strengths and
knowledge, then they may wield significant power over the industry.
THREAT OF SUBSTITUTE PRODUCTS
A substitute product is one that may offer the same or similar benefits to a company as a
product from another industry. The threat of a substitute is the level of risk that a company
faces from replacement by its substitutes.
INDUSTRY COMPETITORS
For most industries the intensity of competitive rivalry is the major determinant of
the competitiveness of the industry.
STRATEGIC USE OF INFORMATION RESOURCES
BACK
STRATEGIC USE OF INFORMATION RESOURCES
BACK
STRATEGIC USE OF INFORMATION RESOURCES
STRATEGIC USE OF INFORMATION RESOURCES
CONCLUSION
1.
Information resources include data, technology, people, and processes within
organization.
2.
IT infrastructure and information repositories are IT assets. Three major cateegories
of IT Capabilities are technical skills, IT management skills, and relationship skills.
3.
Using IS for strategic advantage requires an awareness of the many relationships
that affect both competitive business and information strategies.
4.
The five competitive forces model implies that more than just the local competitors
influence the reality of the business situation.
5.
The value chain highlights how information systems add value the primary and
support activities of a firm’s internal operations, as well as to the activities of its
customers, and other components of its supply chain.
6.
The RBV helps a firm understand the value created by their strategy.
STRATEGIC USE OF INFORMATION RESOURCES
ZARA COMPANY PROFILE
HISTORY OF ZARA
VISION & MISSION OF ZARA
VALUE OF ZARA
STRATEGIC USE OF INFORMATION RESOURCES
HISTORY
The company is the flagship brand for Europe’s fastest-growing apparel retailer,
Industria de Diseño Textil commonly known as Inditex.
Zara, the cheap-chic subsidiary of the Spanish fashion giant, runs about 1,485
stores in major cities globally, as well as over 200 Zara Kids shops in some 75
countries.
The company boasts about 50 shops each in the US and Mexico. The chain
vends women’s, men’s, and children’s apparel and also proffers plus-size and
maternity lines to clothe its larger customers.
Zara Home, which vends home fashions, has about 270 stores in 25 countries.
Zara, launched in 1975, is Inditex’s principal chain and accounts for over 60%
of its parent company’s sales.
STRATEGIC USE OF INFORMATION RESOURCES
Vision and Mission
The Vision :
To make consumers who wear clothing manufactured Zara
feel satisfied and comfortable to wear, so Zara alone will not
stop innovating in its products so as to generate new
experiences when wearing Zara products . Zara promised to
always provide new designs derived from quality materials
that are affordable.
The mission:
Participating in providing sustainable development to the
community and the community itself in the field of fashion
and lifestyle.
STRATEGIC USE OF INFORMATION RESOURCES