Chapter 1
Management
Information Systems:
Business Driven MIS
McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
CHAPTER ONE OVERVIEW
Chapter 1
• SECTION 1.1 – BUSINESS DRIVEN MIS
 Competing in the Information Age
 The Challenge: Departmental Companies
 The Solution: Management Information Systems
• SECTION 1.2 – BUSINESS STRATEGY
 Identifying Competitive Advantages
 The Five Forces Model – Evaluating Industry Attractiveness
 The Three Generic Strategies – Choosing a Business Focus
 Value Chain Analysis – Executing Business Strategies
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Chapter 1
SECTION 1.1
BUSINESS
DRIVEN MIS
©2011 The McGraw-Hill Companies, All Rights Reserved
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SECTION 1.1: LEARNING OUTCOMES
Chapter 1
1.
Describe the information age and the differences
among data, information, business intelligence, and
knowledge
2.
Identify the different departments in a company
and why they must work together to achieve success
3.
Explain systems thinking and how management
information systems enable business communications
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COMPETING IN THE INFORMATION AGE
Chapter 1
Did you know . . .
• Avatar, the movie, took over 4 yrs to
make and cost $450 million
• Lady Gaga’s real name is Joanne
Angelina Germanotta
• It costs $2.6 million for a 30-second
advertising time slot during the Super
Bowl
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COMPETING IN THE INFORMATION AGE
Chapter 1
• Fact - The confirmation or validation of an
event or object
• Information age - The present time,
during which infinite quantities of facts
are widely available to anyone who can
use a computer
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COMPETING IN THE INFORMATION AGE
Chapter 1
• Examples of the power of business
and technology
 Amazon – Not a technology company;
primary business focus is selling books
 Netflix – Not a technology company;
primary business focus is renting videos
 Zappos – Not a technology company;
primary business focus is selling shoes
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COMPETING IN THE INFORMATION AGE
Chapter 1
• The core drivers of the information age
 Data
 Information
 Business intelligence
 Knowledge
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Data
Chapter 1
• Data - Raw facts that describe the characteristics of an
event or object
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Information
Chapter 1
• Information - Data converted into a meaningful and
useful context
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Business Intelligence
Chapter 1
• Business intelligence -
Information collected from
multiple sources such as
suppliers, customers,
competitors, partners, and
industries that analyzes
patterns, trends, and
relationships for strategic
decision making
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Knowledge
Chapter 1
• Knowledge - Skills, experience, and
expertise coupled with information and
intelligence that creates a person’s
intellectual resources
• Knowledge worker – Individual valued for
their ability to interpret and analyze
information
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THE CHALLENGE:
DEPARTMENTAL COMPANIES
Chapter 1
Common Departments Working Independently
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THE SOLUTION: MANAGEMENT
INFORMATION SYSTEMS
Chapter 1
Common Departments Working Interdependently
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THE SOLUTION: MANAGEMENT
INFORMATION SYSTEMS
Chapter 1
• Systems thinking – A way of monitoring the entire
system by viewing multiple inputs being processed or
transformed to produce outputs while continuously
gathering feedback on each part
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THE SOLUTION: MANAGEMENT
INFORMATION SYSTEMS
Chapter 1
• Management Information Systems (MIS) – A business
function, like accounting and human resources, which
moves information about people, products, and
processes across the company to facilitate decisionmaking and problem-solving
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MIS Department
Roles and Responsibilities
Chapter 1
• Chief information officer (CIO) – Oversees
all uses of IT and ensures the strategic
alignment of IT with business goals and
objectives
• Chief knowledge officer (CKO) - Responsible
for collecting, maintaining, and distributing
the organization’s knowledge
• Chief privacy officer (CPO) – Responsible
for ensuring the ethical and legal use of
information
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MIS Department
Roles and Responsibilities
Chapter 1
• Chief security officer (CSO) –
Responsible for ensuring the security of IT
systems
• Chief technology officer (CTO) –
Responsible for ensuring the throughput,
speed, accuracy, availability, and
reliability of IT
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Chapter 1
SECTION 1.2
BUSINESS
STRATEGY
©2011 The McGraw-Hill Companies, All Rights Reserved
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LEARNING OUTCOMES
Chapter 1
4.
Explain why competitive advantages are temporary
5.
Describe Porter’s Five Forces Model and explain
each of the five forces
6.
Compare Porter’s three generic strategies
7.
Demonstrate how a company can add value by
using Porter’s value chain analysis
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IDENTIFYING COMPETITIVE
ADVANTAGES
Chapter 1
• Business strategy – A leadership plan that achieves a
specific set of goals or objectives such as

Developing new products or services

Entering new markets

Increasing customer loyalty

Attracting new customers

Increasing sales
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IDENTIFYING COMPETITIVE
ADVANTAGES
Chapter 1
• Competitive advantage – A product or service that an
organization’s customers place a greater value on than
similar offerings from a competitor
• First-mover advantage – Occurs when an organization
can significantly affect its market share by being first to
market with a competitive advantage
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IDENTIFYING COMPETITIVE
ADVANTAGES
Chapter 1
• Competitive intelligence –The process of gathering
information about the competitive environment to
improve the company’s ability to succeed
• Competitive intelligence tools



Porter’s Five Forces Model
Porter’s Three Generic Strategies
Porter’s Value Chain Analysis
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THE FIVE FORCES MODEL –
EVALUATING INDUSTRY ATTRACTIVENESS
Chapter 1
Porter’s Five
Forces Model
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Buyer Power
Chapter 1
• Buyer power – The ability of buyers to
affect the price of an item
 Switching cost – Manipulating costs that
make customers reluctant to switch to
another product
 Loyalty program – Rewards customers
based on the amount of business they do
with a particular organization
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Supplier Power
Chapter 1
• Supplier power – The suppliers’ ability to influence
the prices they charge for supplies
 Supply chain – Consists of all parties involved in the
procurement of a product or raw material
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Threat of Substitute
Products or Services
Chapter 1
 Threat of substitute products or
services – High when there are many
alternatives to a product or service
and low when there are few
alternatives
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Threat of New Entrants
Chapter 1
• Threat of new entrants – High when it is easy for
new competitors to enter a market and low when
there are significant entry barriers
 Entry barrier – A feature of a product or service that
customers have come to expect and entering
competitors must offer the same for survival
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Rivalry among
Existing Competitors
Chapter 1
• Rivalry among existing competitors –
High when competition is fierce in a
market and low when competitors are
more complacent
 Product differentiation – Occurs when a
company develops unique differences in its
products or services with the intent to
influence demand
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Analyzing the Airline Industry
Chapter 1
• Perform a Porter’s Five Forces analysis of each of the
following for a company entering the commercial airline
industry
 Buyer power
 Supplier power
 Threat of substitute products/services
 Threat of new entrants
 Rivalry among competitors
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THE THREE GENERIC STRATEGIES
CHOOSING A BUSINESS FOCUS
Chapter 1
Porter’s Three Generic Strategies
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THE THREE GENERIC STRATEGIES
CHOOSING A BUSINESS FOCUS
Chapter 1
Porter’s Three Generic Strategies
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VALUE CHAIN ANALYSIS – EXECUTING
BUSINESS STRATEGIES
Chapter 1
• Business process – A standardized set
of activities that accomplish a specific
task, such as a specific process
• Value chain analysis – Views a firm as
a series of business processes that each
add value to the product or service
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VALUE CHAIN ANALYSIS – EXECUTING
BUSINESS STRATEGIES
Chapter 1
• Primary value activities
 Inbound logistics - Acquires raw materials and resources, and
distributes to manufacturing as required
 Operations - Transforms raw materials or inputs into goods and
services
 Outbound logistics - Distributes goods and services to customers
 Marketing and sales - Promotes, prices, and sells products to
customers
 Service - Provides customer support after the sale of goods and
services
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VALUE CHAIN ANALYSIS – EXECUTING
BUSINESS STRATEGIES
Chapter 1
• Support value activities
 Firm infrastructure – Includes the company format or
departmental structures, environment, and systems
 Human resource management – Provides employee training,
hiring, and compensation
 Technology development – Applies MIS to processes to add
value
 Procurement – Purchases inputs such as raw materials,
resources, equipment, and supplies
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VALUE CHAIN ANALYSIS – EXECUTING
BUSINESS STRATEGIES
Chapter 1
Porter’s Value Chain
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VALUE CHAIN ANALYSIS – EXECUTING
BUSINESS STRATEGIES
Chapter 1
Value Chain and Porter’s Five Forces Model
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