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Information Technology
A. Graham Peace
Purpose What is the role of IT/MIS in the organization? What do IT people really do? How does technology work? What is eBusiness? How is it changing business? How does it impact you? What should we be doing?
The Role of MIS
Strategic
Planning
Managerial
Control
Operational
Control
Executive Support System
Decision Support System
Transaction Processing System
Database
Offi
ce A
utom
atio
n
What Do IT People Do? The key:
Meet the information needs of the business!
Systems Analysis Database Administration Programming Network Services Security Technical Infrastructure Planning
Strategic Planning
BusinessStrategy
TechnologyStrategy
Therefore, MIS folks must understand business, andManagement must understand MIS
Economic Effects of IT
ITCapitalCost
Labor
Production function
Q =1000
Q = 1000
Q2 Q1 Cost
Size
Transaction cost
T1
T2
Size
Agency administration cost
CostA1 A2
eBusiness: Trends and Definitions
“In the short run, all change is overestimated, but in the long run, the effects of change are
always underestimated.”
(Arthur C. Clarke)
Time to Reach 50Mil People
0
5
10
15
20
25
30
35
40
Radio TV Internet
Years
Facts and FiguresOnline Purchases
0
500
1000
1500
2000
2500
3000
1998 2001 2003 (proj) 2005 (proj)
$Billion
B2B: 80%
Facts and FiguresInternet Usage in Functional Areas
0%
10%20%
30%
40%50%
60%
70%80%
90%
100%
MIS Marketing Operations Exec.Mgt.
1996
1997
Small Businesses
0
10
20
30
40
50
60
70
80
1999 2000 2001 2002
Percent of US Small Businesses Conducting eBusiness
%
Web’s Impact on Small Business
General eBay
Non-eBay
Helped business grow 58% 82% 57%
Helped profitability 51% 79% 49%
Helped reduce costs 49% 78% 45%
Rely on Web to survive 15% 31% 14%
Web has had no impact 33% 15% 24%
(AC Nielsen, 2004)
B2B Bills Paid Via InternetIn Billions
0
1
2
3
4
5
6
7
8
1999 2009 (proj)(Gartner Group, 2000)
Facts and Figures
Global online population: 800M Web pages in existence: 9 Billion European net access by 12/2004: 250M European’s Banking By Net: 50M US Consumer Spending on Online
Content in 2002: $1.3 Billion
(Global Reach, 2004)
Global Web?
US
Non-US
84.7%
15.3%
US vs Non-US Web Sites
(Cyveillance, 2000)
(An Atlas of Cyberspace, 2004)
51%
25%
23%
1%
N.America
Asia/Pacific
Europe
Latin America
E-Commerce Worldwide: $6.8 Trillion (proj.)
(Forrester, 2004)
Average US User, Feb., 2004
(AC Nielsen, 2004)
Home Work
No. of Sessions/Visits 31 66
No. of Domains Visited 55 104
PC Time 27:52:29 78:00:30
Duration of Page View 00:53 00:59
Weekly US Online PurchasesThanksgiving Week, 2002
Travel: $575M Non-Travel Goods: $912M
TOTAL: $1.5 billion
(Media Metrix, eMarketer, 2002)
(20% of purchasers have used an online coupon)
History: Old vs New Pet Supplies:
Old: Petsmart up 152% New: Pets.com liquidated
Software: Old: E.Boutique up 100% New: Egghead.com Chapter 11
Food: Old: Albertson’s up 31% New: Webvan Chapter 11
Common Failure
010
20
3040
50
60
7080
90
100
B2C Dotcoms
Success
Failure
%
Success and Failure Rates of etail and Dotcom companies
(Merril Lynch, 2000; Gartner Group, 2000)
Book Value:Market Value
0
0.5
1
1.5
2
2.5
3
3.5
4
1980 Today
Book Value
Market Value
WHY???
"Within five years time, all companies will be Internet
companies, or they won't be companies at all.”
(Grove, 1999)
Definitions Internet Intranet Extranet World Wide Web Packet-Switching
What is the Internet?
CompanyNetworkYOU
PacketSwitchingNetwork
Customer/SupplierNetwork
EDI
Intranet
Internet
Extranet
Customer/SupplierNetwork
Customer/SupplierNetwork
eBusiness Myths Everyone is Doing It! It’s Easy! It’s Cheap! It’s Lucrative! The Internet Levels the Playing Field Intermediaries Go Away
eBusiness Myths Mass Marketing is Over It’s the Domain of Computers Product Commoditization is Key It’s a Fad (the NASDAQ collapse proves it!) It’s ordering on the Web (B2C) One World, One Web
What Does a Modem Do?
0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%90.00%
100.00%
6th Graders Executives
Nine eBusiness Rules
1. Technology is now a driver of business strategy
2. Controlling information flows is more powerful than controlling product flows
3. Inability to overthrow outdated business designs leads to failure
Nine eBusiness Rules
4. New business designs must create flexibility
5. eBusiness enables organizations to listen to customers
6. Use technology to innovate and enhance the product experience
Nine eBusiness Rules
7. Reconfigurable ebusiness communities will be used to meet customer needs
8. Strong leadership is imperative!
9. Long-Term Success is a thing of the past(adapted from Kalakota and Robinson, 1999)
eBusiness Trends Increased Speed of Service Self-Service Integrated Solutions Sales and Service Convergence Ease of Use
eBusiness Trends
Flexible Fulfillment Effective Outsourcing Process Visibility
eBusiness Trends
Integration, Integration, Integration!
Trend Commonalities
Efficiency Effectiveness Relationship Management Integration Opportunities for Creativity!
Traditional vs New Economy
Traditional New Economy
Organization Pyramid Network
Strategy Predict Invent
Style Structured Flexible
Management Regulators Coordinators
Products Mass Production Mass Customization
InnovationCustomer
ComplaintsMarket Opportunities
Traditional vs New Economy
Traditional New Economy
Financials Quarterly Realtime
Inventories Months Hours
Strategy Top-Down Bottom-Up
Leadership Dogmatic Inspirational
Motivation To Compete To Build
Improvements Incremental Revolutionary
Quality Affordable Best No Compromise
(Adapted from BusinessWeek, Aug.21, 2000)
Definitions B2C (Amazon) B2B (Freemarkets) C2B (Priceline) C2C (eBay, eBid, Napster) B2E (Mellon) E2E G2B, B2G, C2G
B2C vs B2B
B2C B2B
Switching Costs LowHigh, when integrated
Relationship Transactional Mission Critical
Revenue Model VolumeThe Right Customers
(A.H. Segars)
Agility & Flexibility
Flexibility Planned responsiveness to anticipated
contingencies Agility
The ability to change maneuver states, the time dependence of maneuverability
See apenny……
OODA
Observe Orient Decide Act
What Really Is eBusiness??
eBusiness vs eCommerce eCommerce:
"Buying and selling over digital media“ eBusiness:"e-Business is the complex fusion of business
processes, enterprise applications, and organizational structure necessary to create
a high-performance business model."(Kalakota and Robinson, 1999)
The Dimensions of E-Commerce
Source: Choi et al. (1997), p. 18.
eBusiness Opportunities Supply Chain Efficiency
Decreased Overhead Reduced Transaction Costs Market Efficiencies Increased Inventory Turns New Markets Increased Revenues
eBusiness Opportunities
Better Customer Experiences Community Customization Personalization Entertainment Access
eBusiness Opportunities
Efficient Markets Perfect Information Economic Efficiency Elimination of Boundaries Reduced Transaction Costs
eBusiness Is:
Supply Chain Integration
Suppliers
Customers
E R P
The Organization
Internet
ExtranetEDI EDI
Intranet
Model of Internet Consumer SatisfactionThird Party
Seal of ApprovalVendor
Reputation
Trust inWeb Shopping
Legal Support
Customer Service
Pricing Attractiveness
Web Site Store Front CustomerSatisfaction
Repeat Web Purchase(Brand Loyalty)
Security
TransactionSafety
Privacy
Authentication Integrity Non-repudiation
SystemReliability
Speed ofOperation
Ease of Use
Content,Quality
Format
ReliabilityTimeliness
Completeness
CRM Integrated Sales, Marketing and Service Consistent, Dependable and
Convenient Interactions 360 Degree Customer View
CRM Integration
Customer Content Customer Contact Info End-To-End Business Processes Interenterprise Customer Care Systems
CRM Core Competencies
Cross-Selling, Up-Selling Direct Marketing & Fulfillment Customer Service & Support Field Service Operations Retention Management
Delivering Customer Service in Cyberspace
Traditional: do the work for the customer E-commerce delivered: gives tools to the customer to do the
work for him/herself (log: tracking, troubleshooting, FAQ) with: Improved communication Automated process Speedier resolution of problems
E-service—online help for online transactions Foundation of service—responsible and effective order fulfillment Customer-centered services—order tracing, configuration,
customization, security/trust Value-added services--dynamic brokering, online auctions,
online training and education
Product Life Cycle and Customer Service
Requirements: assisting the customer to determine needs
Acquisition: helping the customer to acquire a product or service
Ownership: supporting the customer on an ongoing basis
Retirement: helping the client to dispose of a service or product
Service must be provided in all of them
CRM CRM in action—customer-focused e-commerce Make it easy for customers to do business online Business processes redesigned from customer’s point of view Design a comprehensive, evolving e-commerce architecture Foster customer loyalty by:
Personalized service Streamline business processes Own customer’s total experience
Customer Service Functions
Provide search and comparison capabilities Provide free products and services Provide specialized information and services Allow customers to order customized products and
services Enable customers to track accounts or order status
Customer Service Tools Personalized Web pages
Used to record purchases and preference Direct customized information to customers efficiently
FAQs Customers find answers quickly Not customized, no personalized feeling and no contribution to
relationship marketing Tracking tools
Customers track their orders saving time and money for all Example: FedEx’s package tracking
Other Customer Support Tools Chat rooms—discuss issues with company experts and with other
customers E-mail and automated response
Disseminate general information Send specific product information Conduct correspondence regarding any topic (mostly inquiries from
customers) Help desks and call centers
A comprehensive customer service entity E-commerce vendors take care of customer service issues
communicated through various contact channels Web channels (automated e-mail reply) Web knowledge bases (portal-like self service) Call center agents or field service personnel
Troubleshooting tools—assist customers in solving their own problems
Justifying Customer Service and CRM Programs
Two problems— Most of the benefits are intangible Substantial benefits reaped only from loyal customers, after
several years Need for metrics—standards to determine
appropriate level of customer support Response and download times Up-to-date site and availability of relevant content Others
CRM Business DriversSurvey of 509 companies
0 5 10 15 20 25 30 35
Tracking
Speed
Price Reduction
Increased Rev.
Cust. Demands
Comp. Adv.
Efficiency
(AMR Research, 2002)% Respondents
Web Pages
“Stickiness” Design Technical Aspects Local vs Global
ERP Unifies the “back-office” functions Finance, HR, Marketing, Sales,
Logistics, Manufacturing, etc., etc. Creates Information Efficiency Baan, SAP, JD Edwards, Oracle
Current State of SCM
Majority of companies do not see SCM as strategic
SCM software is usually modular <25% of users use more than one module
12% gather data from more than 5% of their customers and suppliers Collaboration is a buzzword
Security Quick response to emergencies
Disruption in supply chain Customers Suppliers Internal
eTerrorism Information is a key!
Visibility Identification of materials as they move
through the system Visibility of suppliers’ production processes Visibility through to the customer Identification of where the information is!
SC Software SCM software
Help to plan efficient supply chains Does not necessarily improve visibility
SC Event Management software Specifically designed to improve visibility Do not replace traditional SCM software e.g. Celarix, Manugistics, Optum, Saltare
Agility
Ability to restructure Supply Chain quickly Difficult with multiple systems
Especially after mergers and acquisitions Difficult with ASPs and outsourcing
eProcurement
EDI Intermediaries Markets Electronic Payment
Markets
Supplier Side Buyer Side Intermediary
Why Do Firms Use B2B Markets to Buy Indirect Materials?
Improve Process Efficiency 71% Reduce Product Costs 59% Improve Information 51% Reduce Rogue Purchasing 37% Streamline Supply Chain 16% Improve Service 14%
(Forrester Research, 2000)
The Value Chain
Disintermediation Breaking Apart
Reintermediation Putting back together
Opportunities
Communicate Collaborate Coordinate
Inter-Enterprise
Coalitions
EDI
Inter-Ent. Email
Elect.Mkts
Alliances
Communities
Channel Int.
SC Integration
eBusiness
Enterprise Integration
Corp.Email
Scheduling
KM
Communities
Order Mgt.
Purchasing
Work GroupDept.Email
Scheduling
Teams
eDiscussion
Sales Auto.
Internal Ops.
Book Value:Market Value
0
0.5
1
1.5
2
2.5
3
3.5
4
1980 Today
Book Value
Market Value
WHY???
Leadership Traits Passion
Make the dream clear Speed
Stay ahead of the curve Humility
You must be willing to explain yourself Discovery
The future path must be defined
(Citrin & Neff, 2000)
Leadership Capabilities
Lead By Example Develop Solid Business Strategies Build Great Management Teams Inspire Employees Flexibility and Proactive Management Reward Performance
(Citrin & Neff, 2000)
New Leadership Capabilities Obsessive Focus on Customers Build Cross-Functional Organizations Manage with a Business Model (not a
Strategic Plan) Promote the Business Model Foster Risk-Takers in the Company Work Extremely Hard
(Citrin & Neff, 2000)
Mastering Value
Design Your Business Model Master The Risks Manage Your Asset Portfolio Measure and Report
Moving to eBusiness
Knowledge Building Capability Evaluation eBusiness Design
The eBusiness Panorama
ChannelEnhancement
Value-ChainIntegration
IndustryTransformation
Convergence
Leverage of eBusiness
BusinessValue
(Deise et al, 2000)
Guidelines for Transformation
Create a Sense of Urgency Create a Vision Communicate the Vision Empower People to Act Form a Guiding Coalition Institutionalize New Processes
Strategy – The Vision
Where Should We Be in Five Years? What Will Be Our Business Model? How Will Our Processes Support This? What Skills and People Will We Need? How Will We Be Organized? What Will Be Our Infostructure?
(Shaw, 2000)
ChangeManagement!
Application Service Providers
Use the Web Deliver and Manage Applications Multiple Customers ERP, CRM, SCM, groupware, etc. Cost Savings: 50% (Gartner Group)
Outsourcing!
ASP Growth (projected)
0
5000
10000
15000
20000
25000
30000
2000 2004
Thousands of Users
(Cahners In-Stat)
ASPs Benefits to the ASP vendor
Companies generate revenues from sources other than connectivity and transport Lucrative Web site hosting Web design consulting Hosted applications with access charges
Benefits to the leasing companies Saves time and various expenses in the initial development stage
(i.e., labor costs) Reduces software maintenance, upgrading applications, and
training time Reduces time-too-market Enhances ability to adapt to changing market conditions
Security
0
2
4
6
8
10
12
14
16
1999 2003(est.)
Security Consulting Expenditures (in billions)
$6.2B
$14.8B
Reported Security Incidents
0
20000
40000
60000
80000
100000
120000
140000
1997 1999 2001 2003
IncidentsVulnerabilities
(CERT, 2004)
Ethical Issues
Privacy Databases Cookies
Intellectual Property Rights Copyright Infringement Software/Music Piracy
Digital Divide (Accessibility)
Privacy
Sites Tracking Visitors:
97% Sites Informing Visitors of Tracking:
62% Sites Allowing Third Party Tracking:
57%
Privacy
0
10
20
30
40
50
60
70
80
90
Yes No
Survey: Is online security a major concern?
%
(Wright, 2000)
The Digital Divide
0
5
10
15
20
25
30
35
40
45
African-Americans
Hispanics National Average
1998
2000
Percentage of US Households with Internet Access
(US Dept of Commerce, 2000)
But….
0
2
4
6
8
10
12
Hunters who attend tractor pulls and
earn less than $30,000
Surfers who earn over $136,000 and live in the
suburbs
Online Hours
per Month
Legal Issues
Taxes eSignatures (10/1) Biometrics eContract Law
UCITA International
Tariffs, Regulations, Jurisdiction
Successes
Failures
Who Knows???
The Future Wireless
PDAs XML Positioning Systems Digital Convergence (HDTV!) Digital Ink/Literature Open Source?
Wireless Users (in Millions)
0
50
100
150
200
250
300
350
Europe USA Japan Africa
Mobile Telephones
0
20
40
60
80
100
120
Tawian UK Hungary Japan USA
Mobiles
Per 100 inhabitants
(ITU, 2003)
Worldwide Wireless Web Users(in Millions)
050
100
150
200
250
300
350
400450
500
2000 2001 2002 2003 2004 2005
(The Industry Standard, 2000)
2nd Generation Wireless
CDMA Developed by Qualcomm Used by Sprint and Verizon in US Used by IDO and DDI in Japan
GSM Developed by European consortium Globally dominant (but not in US)
TDMA AT&T, BellSouth, Southwestern Bell Used in US but not globally compatible
Intermediate Technologies
CDMA Upgrading to faster interim service (64kbps)
GSM Upgrading to faster interim service (64kbps)
EDGE Built on GSM and TDMA by AT&T Meets 3G standards May not fully implemented by all TDMA operators
3G Wireless
ITU has established performance requirements W-CDMA
Europe’s GSM 3G technology cdma2000
3G technology for US 2G CDMA operators AT&T
Expects many GSM operators to adopt EDGE Could create global compatibility for TDMA/EDGE users
Short-Range Wireless Bluetooth
Cable replacement technology File sharing Shorter range (10m)
802.11 (Wi-Fi) Wireless LAN Faster Greater range (100m) Moxi
Farther Out Biometrics
Iris Scanning, Fingerprint Biotechnology 3D Virtual Reality Chat Rooms
Nanobot Reality (50 years out) Voice Synthesis Speech Recognition Robotics Translation RF
Farther Out (cont.) Artificial Intelligence
Machines will equal the capacity of the human brain in 2020
“Before the next century is over, human beings will no longer be the most intelligent entity on this planet.”
(Kurzweil, 1999)