C
I
T

T
1.
2.
3.
Mengidentifikasi strategi kompetitif dasar dan menjelaskan bagaimana bisnis dapatmenggunakan IT untuk menghadapi kekuatan kompetitif yang dihadapinya.
Mengidentifikasi menggunakan beberapa strategi
TI dan memberikan contoh bagaimana mereka memberikan keunggulan kompetitif untuk bisnis.
Memberikan contoh bagaimana rekayasa ulang proses bisnis sering melibatkan penggunaan strategi TI.
2

T
(
’
)
4.
5.
Mengidentifikasi nilai bisnis menggunakan teknologi internet untuk menjadi pesaing tangkas atau membentuk perusahaan virtual.
Menjelaskan bagaimana pengetahuan sistem manajemen dapat membantu sebuah bisnis mendapatkan keuntungan strategis.
3

C ASE 1: F ED E X C ORPORATION : I NVESTASI TI
UNTUK K EUNGGULAN K OMPETITIF





FedEx dan perusahaan lain banyak yang tahu bahwa manajemen yang tepat dan penggunaan teknologi informasi dapat memberikan keunggulan kompetitif.
TI mereka telah menghubungkan 39 hub di seluruh dunia dengan 677 pesawat terbang, lebih dari
90.000 kendaraan, dan lebih dari 200.000 karyawan mengirimkan 6 juta paket per hari di 220 negara.
FedEx menghabiskan lebih dari $1 milyar pada TI setiap tahun.
FedEx lebih memfokuskan pada pendapatan, teknologi kepuasan pelanggan daripada teknologi operasional.
FedEx cenderung sebagai innovator daripada pengikut pada aplikasi TI.
4

P
:
1.
2.
Bagaimana strategi investasi TI dan fokus
FedEx dan pesaing utamanya UPS berdeda?
Perusahaan mana yang mempunyai strategi yang lebih baik? Mengapa?
Apakah strategi TI FedEx’s “move, communicate, and shoot” bagus untuk kompetisi persaingan dengan UPS? Mengapa? Apakah hal tersebut merupakan contoh yang bagus dari strategi kompetisi untuk tipe perusahaan yang lain?
5

P
:
3.
Carter CIO FedEx mengataan bahwa perusahaannya saat ini sedang dalam business of engineering time. Apakah hal tersebut gambaran yang business yang bagus untuk
FedEx? Mengapa? Seberapa penting TI untuk pengertian bisnis dari FedEx? Gunakan contoh kasus untuk menggambarkan jawaban Anda.
6

R
W
I
A
1.

Gunakan Internet untuk membandingkan status FedEx, UPS, dan
DHL dalam hal pendapatan, profitabilitas, paket dikirimkan, dan ukuran lain kesuksesan bisnis. Siapa yang memenangkan pertempuran kompetitif? Mengapa?
Simak apa yang pe-bisnis komentator dan analis keuangan melaporkan di Web untuk membantuAnda menjawab.
7

R
W
G
A
2.


Gunakan Internet untuk menemukan lebih lanjut tentang bagaimana FedEx terlibat dalam pertempuran perang melawan teror, berdasarkan apa yang dilaporkan dalam kasus ini.
Misalnya, FedEx telah membuat beberapa pengungkapan kontroversial dari informasi pelanggan untuk badan-badan intelijen.
Diskusikan tanggung jawab perusahaan FedEx untuk membantu dalam perang melawan teror sekaligus melindungi privasi pelanggan, serta masalah lain yang ditemukan dalampenelitian Anda.
8

S
IT

Teknologi tidak lagi ketinggalan jaman dalam pembentukan strategi bisnis, tetapi sebegai pemicu dan pengendali.


IT dapat merubah cara bersaing dalam bisnis.
Strategi system information adalah


Any kind of information system
That uses IT to help an organization

Gain a competitive advantage

Reduce a competitive disadvantage

Or meet other strategic enterprise objectives
9

C
F
S
10

C
F

Jika bisnis yang ingin berhasil harus mengembangkan strategi untuk melawan kekuatan-kekuatan :





Persaingan dari pesaing dalam industri
Ancaman pendatang baru ke dalam industri dan pasarnya
Ancaman yang ditimbulkan oleh produk pengganti yang mungkin merebut pangsa pasar
Kekuatan customer
Kekuatan suppliers
11

F
C
S


Cost Leadership



Become low-cost producers
Help suppliers or customers reduce costs
Increase cost to competitors

Example, Priceline uses online seller bidding so buyer sets the price
Differentiation Strategy



Develop ways to differentiate a firm’s products from its competitors
Can focus on particular segment or niche of market
Example, Moen uses online customer design
12

C
S
( CONT .)


Innovation Strategy

Find new ways of doing business

Unique products or services


Or unique markets
Radical changes to business processes to alter the fundamental structure of an industry

Example, Amazon uses online full-service customer systems
Growth Strategy




Expand company’s capacity to produce
Expand into global markets
Diversify into new products or services
Example, Wal-Mart uses merchandise ordering by global satellite tracking
13

C
( CONT .)

Alliance Strategy

Establish linkages and alliances with

Customers, suppliers, competitors, consultants and other companies


Includes mergers, acquisitions, joint ventures, virtual companies
Example, Wal-Mart uses automatic inventory replenishment by supplier
14

U


The strategies are not mutually exclusive
Organizations use one, some or all
15

U
IT
16

O


Lock in customers and suppliers



And lock out competitors
Deter them from switching to competitors
Build in switching costs

Make customers and suppliers dependent on the use of innovative IS
Barriers to entry


Discourage or delay other companies from entering market
Increase the technology or investment needed to enter
17

O
( CONT .)


Include IT components in products

Makes substituting competing products more difficult
Leverage investment in IT

Develop new products or services not possible without IT
18

C
-


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 not price has become primary determinant of value
19

H
?





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
20

B
I
21

V
C

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
22

U
IS
23

C ASE 2: GE E NERGY AND GE H EALTHCARE :
U SING IT TO C REATE S TRATEGIC C USTOMER
R ELATIONSHIPS


Networking and data storage & analysis technologies enable companies like GE to gain a competitive advantage by providing unique products and services to their customers.
This strategic investment in IT has a dramatic effect on the profitability of GE’s services.

The strategic business partnership results in a longer-term relationship than traditional methods.
24

C
S
Q
1.
2.
What are the business benefits of using information technology to build strategic customer relationships for GE Energy and GE
Healthcare? What are the business benefits for their customers?
What strategic uses of information technology discussed in this chapter and summarized in
Figures 2.3 and 2.5 do you see implemented in this case? Explain the reasons for your choices.
25

C
S
Q
3.
How could other companies benefit from the use of IT to build strategic customer relationships?
Provide or propose several examples of such uses. Explain how each benefits the business and its customers.
26

R
W
I
A
1.
2.
Use the Internet to discover if GE Energy and
GE Healthcare are expanding or strengthening their uses of IT to build strategic customer relationships. What benefits are they gaining for themselves and claiming for their customers?
Use the Internet to discover other companies whose products are networked, monitored, diagnosed, and managed at customers’ sites like the GE companies in this case. Alternatively, choose other companies you can research on the
Internet and propose several ways they could implement and benefit from similar uses of information technology.
27

R
W
G
A
3.

What business control and security concerns might a business customer have with the extent of its dependency on GE for the use and maintenance of assets that are vital to the operation of the business?
Discuss the rationale for these concerns and what measures both the business and GE could take to reduce any security threats and improve a customer’s secure control of the business assets it obtains from GE.
28

B
P
R


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
29

H
BPR
30

A
-
31

R
32

A


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

Individual products in large volumes
33

F
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
34

H
IT
35

V
C


A virtual company uses IT to link



People,
Organizations,
Assets,

And ideas
Creates interenterprise information systems
 to link customers, suppliers, subcontractors and competitors
36

A
37

S
38

K
C

Knowledge-creating company or learning organization



Consistently creates new business knowledge
Disseminates it throughout the company
And builds in the new knowledge into its products and services
39

T



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
40

K

What is the problem with organizational knowledge being tacit?

Why are incentives to share this knowledge needed?
41

K
42
Source: Adapted from Marc Rosenberg, e-Learning: Strategies for Delivering Knowledge in the Digital Age
(New York: McGraw-Hill, 2001), p.70.

K
(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
43

C ASE 3: GE, D ELL , I NTEL , GM, AND O THERS :
D EBATING THE C OMPETITIVE ADVANTAGE OF IT
Does IT matter?

No:



Nicholas Carr argues that IT is infrastructure like electricity
Too commonplace to get competitive advantage
Yes:



IT is not just networks and computers
The important part is the software and information and how IT is used
For Wal-Mart, GE, Dell, and many other companies,
IT is a huge advantage and will continue to be.
44

C
S
Q
1.
2.
3.
Do you agree with the argument made by
Nicholas Carr to support his position that IT no longer gives companies a competitive advantage?
Why or why not?
Do you agree with the argument made by the business leaders in this case in support of the competitive advantage that IT can provide to a business? Why or why not?
What are several ways that IT could provide a competitive advantage to a business? Use some of the companies mentioned in this case as examples. Visit their Web sites to gather more information to help you answer.
45

R
W
I
A
1.
Nicholas Carr’s article created a storm of debate that is still raging. Using the Internet, see if you can find Carr’s original article. Also, try to find some more opinions for and against Carr’s arguments beyond those provided in the case.
46

R
W
G
A
2.
The core of Carr’s arguments has some significant implications for businesses. Discuss your opinion of Carr’s arguments. What are some of the implications of the argument that come to mind? How might they serve to change the way we use computers to support corporate strategy?
47