2 - Value Chain & Porter's 5 Forces

Management Information Systems
BCO-216
Fall 2014
(Information Systems and Value Creation)
Raymond Gao, MBA

Agenda
• (1st half)
– Digital Company & Business Processes
– Value Chain
– Types of Information Systems
• (2nd half)
– Organization and Strategy
– Porter’s 5 Forces Model (Competition Analysis)

Companies and Their Business Processes*
• Usually, Companies have a set of Standardized Business Processes to support their Operations.
• Value Chain is a set (chain) of Business Processes (Routine Activities) for a company’s Value Creation Activities.
From a business perspective, information systems are part of a series of value-adding activities for acquiring,
transforming, and distributing information that managers can use to improve decision making, enhance
organizational performance, and, ultimately, increase firm profitability.

Perspectives about Value Chain
• Business information value chain
– Raw data acquired and transformed through stages that add value to that information
– Value of information system determined in part by extent to which it leads to better decisions, greater
efficiency, and higher profits
• Business perspective:
– Calls attention to organizational and managerial nature of information systems

Business Processes and Information Systems*
• Business processes:
– Flows of material, information, knowledge
– Sets of activities, steps
– May be tied to functional area or be cross-functional
• Businesses: Can be seen as collection of business processes
• Business processes may be assets (correct) or liabilities (incorrect).

Business Processes and Information Systems
• Examples of functional business processes
– Manufacturing and production
• Assembling the product
– Sales and marketing
• Identifying customers
– Finance and accounting
• Creating financial statements
– Human resources
• Hiring employees

Fulfilling a customer order involves a complex set of steps that requires the close coordination of the sales,
accounting, and manufacturing functions.
FIGURE 2-1
The Order Fulfillment Process

Business Processes and Information Systems
• Information technology enhances business processes by:
– Increasing efficiency of existing processes
• Automating steps that were manual
– Enabling entirely new processes
• Change flow of information
• Replace sequential steps with parallel steps
• Eliminate delays in decision making
• Support new business models

1. Types of Information Systems
• Transaction processing systems (TPS)
– Serve operational managers and staff
– Perform and record daily routine transactions necessary to conduct business
• Examples: sales order entry, payroll, shipping
– Allow managers to monitor status of operations and relations with external environment
– Serve predefined, structured goals and decision making

A TPS for payroll processing
captures employee payment
transaction data (such as a time
card). System outputs include
online and hard-copy reports
for management and employee
paychecks.
FIGURE 2-2
A Payroll TPS

• Business intelligence
– Data and software tools for organizing and analyzing data
– Used to help managers and users make improved decisions
• Business intelligence systems (BI)
– Management information systems (MIS) - 2.1
– Decision support systems (DSS) - 2.2
– Executive support systems (ESS) - 2.3

2.1 Types of Information Systems
• Management information systems (MIS)
– Serve middle management
– Provide reports on firm’s current performance, based on data from TPS
– Provide answers to routine questions with predefined procedure for answering them
– Typically have little analytic capability

In the system illustrated by this diagram, three TPS supply summarized transaction data to the MIS reporting
system at the end of the time period. Managers gain access to the organizational data through the MIS, which
provides them with the appropriate reports.
FIGURE 2-3
How MIS Obtain Their Data from the Organization’s TPS

Sample MIS Report
This report, showing summarized annual FIGURE 2-4 sales data, was produced by the MIS in Figure 2-3.

• Decision support systems (DSS)
– Serve middle management
– Support non-routine decision making
• Example: What is the impact on production schedule if December sales doubled?
– May use external information as well TPS / MIS data
– Model driven DSS
• Voyage-estimating systems (Logistic Companies, remember UPS, FedEx, DHL, Maersk, ...)
– Data driven DSS
• Intrawest’s marketing analysis systems

This DSS operates on a powerful PC. It is used daily by managers who must develop bids on shipping
contracts.
FIGURE 2-5
Voyage-Estimating Decision Support System

• Executive support systems (ESS)
– Support senior management
– Address non-routine decisions
• Requiring judgment, evaluation, and insight
– Incorporate data about external events (e.g. new tax laws or competitors) as well as summarized
information from internal MIS and DSS
– Example: Digital dashboard with real-time view of firm’s financial performance: working capital, accounts
receivable, accounts payable, cash flow, and inventory

• Enterprise applications (EAs)
– Systems for linking the enterprise
– Span functional areas
– Execute business processes across firm
– Include all levels of management
– Major Enterprise application categories:*
• Enterprise systems (ERP & Custom Applications) - 3.1
• Supply chain management systems (SCM) - 3.2
• Customer relationship management systems (CRM) - 3.3
• Knowledge management systems (KMS) - 3.4

Enterprise applications
automate processes that span
multiple business functions and
organizational levels and may
extend outside the
oFrIgGanUiRzaEti o2n-6.
Enterprise Application Architecture

• Enterprise systems (ERP & Custom Applications)
– Collects data from different firm functions and stores data in single central data repository
– Resolves problem of fragmented data
– Enable:
• Coordination of daily activities
• Efficient response to customer orders (production, inventory)
• Help managers make decisions about daily operations and longer-term planning

• Supply chain management (SCM) systems
– Manage firm’s relationships with suppliers
– Share information about:
• Orders, production, inventory levels, delivery of products and services
– Goal:
• Right amount of products to destination with least amount of time and lowest cost

• Customer relationship management systems: (CRM)
– Provide information to coordinate all of the business processes that deal with customers
• Sales
• Marketing
• Customer service
– Helps firms identify, attract, and retain most profitable customers

• Knowledge management systems (KMS)
– Support processes for capturing and applying knowledge and expertise
• How to create, produce, deliver products and services
– Collect internal knowledge and experience within firm and make it available to employees
– Link to external sources of knowledge

• Also used to increase integration and expedite the flow of information
– Intranets:
• Internal company Web sites accessible only by employees
– Extranets:
• Company Web sites accessible externally only to vendors and suppliers
• Often used to coordinate supply chain

• E-business
– Use of digital technology and Internet to drive major business processes
• E-commerce
– Subset of e-business
– Buying and selling goods and services through Internet
• E-government:
– Using Internet technology to deliver information and services to citizens, employees, and businesses

• Collaboration:
Systems for Collaboration and Teamwork
– Short-lived or long-term
– Informal or formal (teams)
• Growing importance of collaboration:
– Changing nature of work
– Growth of professional work—“interaction jobs”
– Changing organization of the firm
– Changing scope of the firm
– Emphasis on innovation
– Changing culture of work

• Social business
– Use of social networking platforms, internal and external
– Engage employees, customers, and suppliers
– Goal is to deepen interactions and expedite information sharing
– “Conversations”
– Requires information transparency
• Driving the exchange of information without intervention from executives or others

• Business benefits of collaboration and teamwork
– Investments in collaboration technology can bring organization improvements, returning high ROI
– Benefits:
• Productivity
• Quality
• Innovation
• Customer service
• Financial performance
– Profitability, sales, sales growth

Successful collaboration
requires an appropriate
organizational structure
and culture, along with
appropriate collaboration
technology.
FIGURE 2-7
Requirements for Collaboration

This figure provides examples
of systems for both primary
and support activities of a firm
and of its value partners that
can add a margin of value to a
firm’s products or services.
FIGURE 3-9
THE VALUE CHAIN MODEL*

Using Information Systems to Achieve Competitive Advantage
• Value chain model
– Firm as series of activities that add value to products or services
– Highlights activities where competitive strategies can best be applied
• Primary activities vs. support activities
– At each stage, determine how information systems can improve operational efficiency and improve
customer and supplier intimacy
– Utilize benchmarking, industry best practices

2nd Half
Strategy and Porter’s 5 Forces Model*

THE TWO-WAY RELATIONSHIP BETWEEN ORGANIZATIONS AND INFORMATION TECHNOLOGY
This complex two-way
relationship is mediated by
many factors, not the least of
which are the decisions
made—or not made—by
managers. Other factors
mediating the relationship
include the organizational
culture, structure, politics,
business processes, and
environment.
FIGURE 3-1

Organizations and Information Systems
• What is an organization?
– Technical definition:
• Formal social structure that processes resources from environment to produce outputs
• A formal legal entity with internal rules and procedures, as well as a social structure
– Behavioral definition:
• A collection of rights, privileges, obligations, and responsibilities that is delicately balanced over a
period of time through conflict and conflict resolution

In the microeconomic definition of organizations, capital and labor (the primary production factors
provided by the environment) are transformed by the firm through the production process into
products and services (outputs to the environment). The products and services are consumed by the
environment, which supplies additional capital and labor as inputs in the feedback loop.
FIGURE 3-2
THE TECHNICAL MICROECONOMIC DEFINITION OF THE ORGANIZATION

ROUTINES, BUSINESS PROCESSES, AND FIRMS
All organizations are
composed of individual
routines and behaviors, a
collection of which make up
a business process. A
collection of business
processes make up the
business firm. New
information system
applications require that
individual routines and
business processes change
to achieve high levels of
organizational performance.
FIGURE 3-4

ENVIRONMENTS AND ORGANIZATIONS HAVE A RECIPROCAL RELATIONSHIP
Environments shape what organizations can do, but organizations can influence their environments and decide
to change environments altogether. Information technology plays a critical role in helping organizations
perceive environmental change and in helping organizations act on their environment.
FIGURE 3-5

Information systems can reduce
the number of levels in an
organization by providing
managers with information to
supervise larger numbers of
workers and by giving lower-level
employees more decision-making
authority.
FIGURE 3-6
FLATTENING ORGANIZATIONS

How Information Systems Impact Organizations and Business Firms
• Organizational resistance to change
– Information systems become bound up in organizational politics because they influence access to a key
resource—information.
– Information systems potentially change an organization’s structure, culture, politics, and work.
– Most common reason for failure of large projects is due to organizational and political resistance to
change.

Implementing information
systems has consequences for
task arrangements, structures,
and people. According to this
model, to implement change,
all four components must be
changed simultaneously.
FIGURE 3-7
ORGANIZATIONAL RESISTANCE AND THE MUTUALLY ADJUSTING
RELATIONSHIP BETWEEN TECHNOLOGY AND THE ORGANIZATION

In Porter’s competitive forces model, the strategic position of the firm and its strategies are determined not
only by competition with its traditional direct competitors but also by four other forces in the industry’s
environment: new market entrants, substitute products, customers, and suppliers.
FIGURE 3-8
PORTER’S COMPETITIVE FORCES MODEL*

• Traditional competitors (Intra-Industry)
– All firms share market space with competitors who are continuously devising new products, services,
efficiencies, and switching costs.
• New market entrants
– Some industries have high barriers to entry, for example, computer chip business.
– New companies have new equipment, younger workers, but little brand recognition.

• Substitute products and services
– Substitutes customers might use if your prices become too high, for example, iTunes substitutes for CDs
• Customers
– Can customers easily switch to competitor’s products? Can they force businesses to compete on price alone
in transparent marketplace?
• Suppliers
– Market power of suppliers when firm cannot raise prices as fast as suppliers

Porter’s 5 Force Model for
3D Printing Industry
Internal Rivalry
Intense Competition:
- Major Players (3 leading
firms)
- Specialist Players with
Expertise & Know-hows
Suppliers
Mediated Risks:
3D printing uses commodity
substances as raw material.
But, Printers are assembled
from highly specialized
components, supplied by
limited number of vendors.
New Entrants
Prominent Threats:
- 2DP Manufacturers
- Korean Tech companies
- Software Companies
- Startups (i.e. Crowd
Funding)
Customers
Significant Pressure:
Industrial 3DP Customers
have concentrated power,
because they are few and
large. Moreover, firms, like
GE, have their own 3DP R&D
centers & know-hows.
Substitutes
Muted Threat:
3DP is a new technology. It
takes a number of years to
prove, that other technologies
(i.e. Laser Origami) are valid
alternatives.

Using Information Systems to Achieve Competitive Advantage*
Four generic strategies for dealing with competitive forces, enabled by using IT:
1. Low-cost leadership
2. Product differentiation
3. Focus on market niche
4. Strengthen customer and supplier intimacy

• Low-cost leadership*
– Produce products and services at a lower price than competitors
– Example: Wal-Mart’s efficient customer response system
• Product differentiation*
– Enable new products or services, greatly change customer convenience and experience
– Example: Google, Nike, Apple
– Mass customization

• Focus on market niche*
– Use information systems to enable a focused strategy on a single market niche; specialize
– Example: Hilton Hotels’ OnQ system
• Strengthen customer and supplier intimacy*
– Use information systems to develop strong ties and loyalty with customers and suppliers
– Increase switching costs
– Example: Netflix, Amazon

The value web is a networked
system that can synchronize the
value chains of business
partners within an industry to
respond rapidly to changes in
supply and demand.
FIGURE 3-10
THE VALUE WEB

Barnes & Noble (B&N)
1. What are the 5 forces shaping the book publishing & retailing industry?
2. How is B&N positioned in this industry?
3. What is B&N doing, to change its business model?
4. Will B&N’s strategy be successful?
5. What will you do, if you are the CIO?

2 - Value Chain & Porter's 5 Forces

Barnes & Noble (BKS) Stock Performance

2 - Value Chain & Porter's 5 Forces

More Related Content

What's hot (14)

Similar to 2 - Value Chain & Porter's 5 Forces (20)

More from Raymond Gao (19)

Recently uploaded (20)

2 - Value Chain & Porter's 5 Forces