Chapter 02

Competing with Information Technology:

Competing with Information Technology How can a business use IT to compete? Competitive strategies and forces Chapter 2

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Learning Objectives Identify basic competitive strategies and explain how a business can use IT to confront the competitive forces it faces. Identify several strategic uses of IT and give examples of how they give competitive advantages to a business. Give examples of how business process reengineering frequently involves the strategic use of IT.

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Learning Objectives Identify the business value of using Internet technologies to become an agile competitor or to form a virtual company. Explain how knowledge management systems can help a business gain strategic advantages.

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SECTION I Fundamentals of Strategic Advantage

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Strategic IT Technology is no longer an afterthought in forming business strategy, but the actual cause and driver. IT can change the way businesses compete.

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Strategic IT A strategic information system is 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

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Competitive Forces and Strategies

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Competitive Forces If a business wants to succeed must develop strategies to counter these forces: Rivalry of competitors within its industry Threat of new entrants into an industry and its markets Threat posed by substitute products which might capture market share Bargaining power of customers Bargaining power of suppliers

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5 Competitive Strategies 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

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Competitive Strategies (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

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Competitive strategies (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

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Using these strategies The strategies are not mutually exclusive Organizations use one, some or all

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Using IT for these strategies

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Other competitive strategies 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

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Other competitive strategies (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

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Customer-focused business What is the business value in being customer-focused? 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

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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

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Building customer value using the Internet

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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

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Using IS in the value chain

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SECTION II Using IT for strategic advantage

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Using IT for strategic advantage Becoming an agile company Building a knowledge Creating company Reengineering business process Creating a virtual company

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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

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How BPR differs from business improvement

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A cross-functional process

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Reengineering order management

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Becoming an Agile company 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

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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

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How IT helps a company be agile

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Virtual Company A virtual company uses IT to link People, Organizations, Assets, And ideas Creates interenterprise information systems to link customers, suppliers, subcontractors and competitors

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A virtual company

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Strategies of virtual companies

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Knowledge Creation 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

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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

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Knowledge issues What is the problem with organizational knowledge being tacit? Why are incentives to share this knowledge needed?

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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.

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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

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END OF CHAPTER 2