BUSI 240 Introduction to Information Systems Tuesday & Thursday 8:05am – 9:30am Wyant Lecture Hall Please initial the roster on the back table. The course syllabus is available at: http://home.apu.edu/~jbirch/BUSI240 Or http://online.apu.edu Current Events – What’s going on? Apple, With or Without Steve Jobs The maker of iPads, iPhones, and Mac computers will prosper even if CEO Steve Jobs doesn't return. Keeping the company's revolutionary edge will be harder 2-2 Current Events – What’s going on? Meet Apple's New Boss, The Most Powerful Gay Man in Silicon Valley It looks increasingly like Steve Jobs' reign at Apple is over. If the CEO doesn't return from his third, indefinite medical leave, COO Tim Cook will succeed him, marking a new era not only for Apple but for gay progress. Cook made his mark early on by fixing Apple's notorious manufacturing inefficiencies: 2-3 Current Events – What’s going on? Verizon Looks Beyond Mobile to 4G With the U.S. mobile market well-saturated, Verizon is campaigning to get 4G into products, including video cameras and other consumer electronics, not usually associated with digital high-speed networks http://www.businessweek.com/magazine/content/10_39/b4196041876907.htm 2-4 Current Events – What’s going on? Verizon Looks Beyond Mobile to 4G (cont’d) Verizon's ultrafast fourth-generation network uses a technology standard called Long Term Evolution, or LTE. Tim Horan, a telecom analyst at Oppenheimer, estimates Verizon is spending about $3 billion to upgrade its network to 4G service, which will launch later this year. While current third-generation networks allow for average download rates of up to 1.7 megabits per second, 4G customers can expect to see average download speeds of about 10 Mbps—fast enough to download a song in about four seconds. That's faster than many home broadband connections and zippy enough to stream live television to mobile devices. 2-5 Current Events – What’s Going On? Verizon Looks Beyond Mobile to 4G (cont’d) Verizon is now replacing its Innovation Center with a bigger, 20,000-square-foot facility. The new center will house mockups of hospital rooms, kitchens, and garages to showcase LTE-ready products in realistic environments. The company hopes the Innovation Center and a $1.3 billion venture capital fund it is using to invest in some smaller companies will yield a large, growing customer base for its 4G service. 2-6 Current Events – What’s going on? 4 Generations of Cellular Standards http://cellphones.org/4-generations-of-cellular-standards/ 2-7 Current Events – What’s going on? Squeezing More Green Out of Brown UPS managers are efficiency freaks. The company, for example, tells drivers to avoid left turns because they take longer than rights. Starting a few years ago it began rigging trucks with sensors that give readings on everything from vehicle location to brake pad wear. UPS says the system has reduced fuel use by 25 gallons per truck over the course of a year and allowed it to replace parts before they break. Nearly half its 55,000-vehicle U.S. fleet will be outfitted with telematics by yearend, yielding millions of dollars in savings. ——Mary Jane Credeur 2-8 Current Events – What’s going on? Special Delivery: Where the Truck Sensors Are 1. Headlights: Checks if bulbs are working. 2. Engine: Provides readings on oil levels and fuel use and monitors how hard the engine is working. 3. Brakes: Measures how often and hard the breaks are applied. 4. Seat belt: Checks if it’s buckled. 5. Transmission: Measures fluid levels and gear changes.6. Data reader: Collects over 200 streams of information,uploaded daily to UPS computers. 2-9 Cost-Saving Tips Drivers are told to carry the ignition key on the pinkie finger of their nondominant hand so they don’t lose time rummaging through their pockets. 1. 2. 3. 4. 5. 6. Assignment #1 2-10 Spreadsheet is found in the Doc Sharing area of http://online.apu.edu Download the Assignment_1.doc file to your computer Instructions for completing the assignment are in the document You will prepare a Microsoft Excel budget spreadsheet based on the instructions. Due February 3, 2011 – before 8:05am Please submit assignments in Excel 2003 format (if you have Office 2007, please “Save As”, and select 2003). All Assignments should be submitted electronically to “Dropbox” found at http://online.apu.edu before 8:05am February 3rd Assignment #1 Assignments received after 8:05am will receive a 10% deduction. A 10% deduction will be levied for each day the assignment is late. However, points are points. If you miss the deadline, turn in the assignment anyway. Assignments can be reviewed up to 24 hours before the assignment is due (before February 2nd 8:00am). Please email me and I will review and return with recommendations. 2-11 Quiz #1 Covers Chapters 1 & 2 from text book 20 questions, one (1) point per question Quizzes are NOT group projects. They should be taken individually. Quiz will be taken online from http://online.apu.edu Available: January 25, 2010 –at 9:30 am. Due: January 27, 2010 – Tuesday – at 8:00 am. 2-12 Chapter 2b Competing with Information Technology How can a business use IT to compete? Competitive strategies and forces McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. Customer-focused business What is the business value in being customerfocused? Keep customers loyal Anticipate their future needs Respond to customer concerns Provide top-quality customer service Focus on customer value Quality value 2-14 not price has become primary determinant of How can we provide customer value? Track individual preferences Keep up with market trends Supply products, services and information anytime, anywhere Provide customer services tailored to individual needs Use Customer Relationship Management (CRM) systems to focus on customer 2-15 Building customer value using the Internet 2-16 Value Chain View the firm as a chain of basic activities that add value to its products and services Activities are either Primary processes directly related to manufacturing or delivering products Support processes help support the day-to-day running of the firm and indirectly contribute to products or services Use the value chain to highlight where competitive strategies can best be applied to add the most value 2-17 Using IS in the value chain 2-18 Business Process Reengineering Called BPR or Reengineering Fundamental rethinking and radical redesign Of business processes To achieve improvements in cost, quality, speed and service Potential payback high Risk of failure is also high 2-19 How BPR differs from business improvement 2-20 A cross-functional process 2-21 Reengineering order management 2-22 Agility Agility is the ability of a company to prosper In a rapidly changing, continually fragmenting Global market for high-quality, high-performance, customer-configured products and services An agile company can make a profit with Broad product ranges Short model lifetimes Mass customization 2-23 Individual products in large volumes Four strategies for agility An agile company: Provides products as solutions to their customers’ individual problems Cooperates with customers, suppliers and competitors to bring products to market as quickly and cost-effectively as possible Organizes so that it thrives on change and uncertainty Leverages the impact of its people and the knowledge they possess 2-24 How IT helps a company be agile 2-25 Virtual Company A virtual company uses IT to link People, Organizations, Assets, And ideas Creates to interenterprise information systems link customers, suppliers, subcontractors and competitors 2-26 A virtual company 2-27 Strategies of virtual companies 2-28 Knowledge Creation Knowledge-creating organization Consistently creates company or learning new business knowledge Disseminates it throughout the company And builds in the new knowledge into its products and services 2-29 Two kinds of knowledge Explicit knowledge Data, documents and things written down or stored on computers Tacit knowledge The “how-to” knowledge which reside in workers’ minds A knowledge-creating company makes such tacit knowledge available to others 2-30 Knowledge issues What is the problem with organizational knowledge being tacit? Why are incentives to share this knowledge needed? 2-31 Knowledge management techniques Source: Adapted from Marc Rosenberg, e-Learning: Strategies for Delivering Knowledge in the Digital Age (New York: McGraw-Hill, 2001), p.70. 2-32 Knowledge management systems (KMS) KMS manage organizational learning and business know-how Goal: Help knowledge workers to create, organize, and make available knowledge Whenever and wherever it’s needed in an organization 2-33