K201 2nd Half
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IS purpose
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exist to help organizations achieve their strategies
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Competitive Stragegy
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determines the structure, features, and functions of every information system.
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Five Forces Model
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five competitive forces determine industry profitability: bargaining power of customers, threat of substitutions, bargaining power of suppliers, threat of new entrants, and Rivalry.
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Bargaining power of customers
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SF: Toyota's purchase of auto paint WF: your power over the procedures and policies of your university
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Threat of Substitutions
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SF: Frequent traveler's choice of auto rental WF: Patients using the only type of drug effective for their type of cancer
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Bargaining power of Suppliers
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SF:Students purchasing gasoline WF: Grain farmers in a surplus year
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Threat of new entrants
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SF: Corner latte stand WF: Professional football team
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Rivalry
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SF: Used Car dealers WF: Internal Revenue Service
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Five forces to competitive strategy
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organizations examine these five forces and determine how they intend to respond to them. That examination leads to competitive strategy
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Types of competitive strategy
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Lowest cost across the industry, lowest cost within an industry segment, better product/service across the industry, better product/service within an industry segment
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IS systems and competitive Strategy
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all information systems in an organization must reflect and facilitate the organizations competitive strategy
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Value
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The amount of money that a customer is willing to pay for a resource, product or service.
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Margin
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The difference between the value that an activity generates and the cost of the activity
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Value Chain
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a network of value-creating activities. That generic chain consists of five primary activities and four support activities.
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Primary activities in Value Chain
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Processes that the business uses to add value to their product or service and accumulates cost. Consists of: inbound logistics, operations/manufacturing, outbound logistics, sales and marketing, and customer service.
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Support Activities in Value Chain
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contribute indirectly to the production, sale and service of the product. They include procurement (process of finding vendors), technology, firm infrastructure, and human resources.
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Value Chain Linkages
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interactions across value activities. used to reduce inventory costs.
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Central idea is that organizations should not automate or improve existing functional systems. Rather, they should create new, more efficient business processes that integrate the activities of all departments involved in a value chain.
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Business Process
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A network of activities that generate value by transforming inputs into outputs.
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Cost
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cost of the inputs plus the cost of the activites
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Activity
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Business function that receives inputs and produces outputs
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Repository
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A collection of something; a database is a repository of data and a raw material repository is an inventory of raw materials.
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Activities get and put data resources from and to databases
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Changing business processes is not easy to do
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High-service businesses use information systems compared to small low cost businesses
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Competitive techniques are created via products and services, and some are created via the development of business processes.
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Product Implementations
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Create a new product or service, enhance products or services, differentiate products or services
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Process Implementations
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Lock in customers and buyers, lock in suppliers, raise barriers to market entry, establish alliances, reduce costs
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Social Media
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the use of information technology to support the sharing of content among networks of users
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Social Media Information Systems
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An information system that supports the sharing of content among network of users
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Three SMIS roles
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User communities Social media sponsors social media application providers
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User communities
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People and their friends and the different relationships that establish
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Viral hook
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Used if the SM site is interested in pure publicity. It is some inducement such as a prize or reward for passing communications along through the tiers.
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Social Media Sponsors
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Companies and other organizations that choose to support a presence on one or more SM sites
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Social Media Application Providers
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Companies that operate the SM sites. Examples are Facebook, twitter, linkedIn, and google are all SM application providers
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SMIS have the same five components as all IS: Hardware, software, data, procedures, and people
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Content Data
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data and responses to data and responses to data that are contributed by users and SM sponsors
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Connection Data
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data about relationships
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Strategy determines value chains, which determine business processes, which determine information systems
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Defenders of Belief
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People that share a common belief and form their hive around that belief
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Seekers of Truth
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People that share a common desire to learn something, solve a problem, or make something happen.
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Social CRM
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a dynamic, SM-based CRM process. The relationships between organizations and customers emerge in a dynamic process as both parties create and process content
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Today, many organizations are struggling to make, the transition from controlled , structured traditional CRM processes to wide-open, adaptive, dynamic social CRM process
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primary risk of peer-to-peer support is loss of control
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Crowdsourcing
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the dynamic social media process of employing users to participate in product design or product redesign
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Enterprise 2.0
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the application of social media to facilitate the cooperative work of inside organizations
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Folksonomy
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content structure that has emerged from the processing of many user tags
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Capital
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investment of resources for future profit
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Human Capital
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investment in human knowledge and skills for future profit
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Social Capital
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investment in social relations with the expectation of returns in the marketplace
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4 ways that social capital adds value
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information influence social credentials personal reinforcement
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value of social capital
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determined by the number of relationships in a social network, by the strength of those relationships, and by the resources controlled by those related
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strength of a relationship
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the likelihood that the entity (person or other organizations) in the relationship will do something that benefits the organization
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social capital does depreciate, but such depreciation can be ameliorated by adding something of value to the interaction
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Hyper-social organization
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an organization that uses social media to transform its interaction with customers, employees, and partners into mutually satisfying relationships with them and their communities
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four pillars of hyper social organization
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consumers---->humans Market segments---->Tribes Channels----->networks Structure and control ------>Messiness
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channels transmit data, networks transmit knowledge
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SEAMS
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Sense Engage Activate Measure Story Tell
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Sense
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Important communities. What they do, where they hang out, what they care about, how your organization can relate to them
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Engage
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In relationships, talk with, not to, community members (customers, employees, partners)
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Activate
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Connect communities to your internal value chains and processes
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Measure
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success in terms of social capital
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Story Tell
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Publicize community successes, take a backseat role to the community
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key users
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employees who are trained to perform SM engagement tasks
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Active Lurker
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someone who reads, consumes, and observes activity in one social medium and then broadcasts it in some other medium
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Social Media Policy
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a statement that delineates employees' rights and responsibilities
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User Generated Content
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content on your SM site that is contributed by non employee users, is the essence of SM relationships
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Sources of UGC problems
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Junk and crackpot contributors inappropriate content unfavorable reviews mutinous movements
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Responses to SM content
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Leave it Respond to it Delete it
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A sound principle in business is to never ask a question to which you do not want the answer. We can extend that principle to social networking; never set up a site that will generate content for which you have no effective response
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structured processes
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formally defined, standardized processes that involve day to day operations: accepting a return, placing an order
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Dynamic processes
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flexible, informal and adaptive processes that normally involve strategic and less unstructured managerial decisions and activities
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Workgroup process
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exists to enable workgroups to fulfill the charter, purpose, ad goals of a particular department
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workgroup information system
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exists to support one or more processes with the work group. also called functional information systems
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Functional application
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the program component of a functional information system
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Enterprise process
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spans an organization and support activities in multiple departments
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Enterprise information systems
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support one or more enterprise processes
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Inter-enterprise processes
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span two or more independent organization
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Inter-enterprise information systems
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supports one or more inter-enterprise processes
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Process efficency
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measure of the ratio of process outputs to inputs
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process effectiveness
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measure of how well a process achieves organizational stategy
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three ways organizations can improve process quality (efficiency and/or effectiveness)
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Change the process structure Change the process resources Change both the process structure and resources (most popular)
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Ways IS can improve process quality
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performing an activity Augmenting a human who is performing an activity Controlling process flow
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Information Silo
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condition that exists when data are isolated in separated information systems
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Problems from information silos
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data duplication and inconsistency disjointed processes limited information and lack of integrated information isolated decisions lead to organizational inefficiencies increased expense
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business process reengineering
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activity of altering and designing business processes to take advantage of new information systems
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Customer Relationship Management system (CRM)
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suite of applications, a database, and a set of inherent processes for managing all the interactions with the customer, from lead generation to customer service
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Customer life cycle
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4 stages Marketing Customer Acquisition Relationship management Loss/churn
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Enterprise Resource Planning (ERP)
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a suite of applications called modules, a database, and a set of inherent processes for consolidating business operations into a single, consistent, computing platform. Main purpose is integration, allowing the left side to know what the ride side is doing
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ERP System
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information system based on ERP technology
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Enterprise application Integration (EAI)
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for companies that find ERP unnecessary. It is a suite of software applications that integrates existing systems by providing layers of software that connect applications together
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Things EAI do
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connects system "islands" via a new layer of software enables existing applications to communicate and share data provides integrated information leverages existing systems enables a gradual move to ERP
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ERP Application must integrate
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supply chain manufacturing CRM human resources accounting
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Trigger
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a computer program stored within the database that runs to keep the database consistent when certain conditions arise
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Stored Procedure
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a computer program stored in the database that is used to enforce business rules
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Industry-specific solutions
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contain program and database configuration files as well as process blueprints that apply to ERP implementations in specific industries
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challenges of implementing new enterprise information systems
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collaborative management requirement gaps transition problems employee resistance