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Chapter 15 ( Creating Collaborative Partnership )

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Chapter 15 – Creating Collaborative Partnerships TEAMS, PARTNERSHIPS AND ALLIANCES Ø    Organizations create and use teams, partnerships and alliances to; §    Undertake new initiatives §    Address both minor and major problems §    Capitalize on significant opportunities Ø    Organizations create teams, partnerships and alliances both internally with employees and externally with other organizations Ø    Collaboration system – supports the work of teams by facilitating the sharing and flow of information Information partnerships with other organizations Ø    Organizations from alliance and partnerships with other organizations based on their core competency §    Core competency – An organization’s key strength, a business function that it does better than any of its competitors §    Core competency strategy – Organization chooses to focus specifically on its core competency and forms partnerships with other organizations to handle nonstrategic bus
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Chapter 14 ( E- Business )

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Chapter 14 – E business E BUSINESS Ø    The internet is a powerful channel that presents new opportunities for organization to; §    Touch customers §    Enrich products and services with information §    Reduce costs Ø    How do ecommerce and e business differ? §    Ecommerce – the buying and selling of goods and services over the internet §    E business – the conducting of business on the internet including, not only buying and selling, but also serving customers and collaborating with business partners Industries Using E business  E BUSINESS MODELS Ø    E business model – An approach to conducting electronic business on the Internet  Business-to-Business (B2B) Ø    Electronic marketplace (E market place) – interactive business communities providing a central market where multiple buyers and sellers can engage in e business activities.  Business-to-Consumer (B2C) Ø    Common B2C e business models include; §    E
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Chapter 13 ( Creating Innovative Organization )

Chapter 13 - Creating Innovative Organization Disruptive Technology Digital Darwinism - implies that organizations that cannot adapt to the new demands placed on them for surviving in the information age are doomed to extinction.  Disruptive versus sustaining technology Disruptive technology - new ways of doing things that initially does not meet the needs of existing customers. Sustaining technology - produces an improved product customers are eager to buy, such as faster car or larger hard drive.           - It provides us with better, faster, and cheaper products in established markets. Disruptive and Sustaining Technologies Disruptive technologies typically cut into the low end of the marketplace and eventually evolve to displace high-end competitors and their reigning technologies.  The Internet- Business Disruption Evolution of the internet Internet - a global public network of computer networks that pass information from one to another using common compu
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Chapter 12 ( Integrating The Organization From The End To End-Enterprise Resource Planning )

Chapter 12 - Integrating The Organization From The End To End - Enterprise Resource Planning Enterprise Resource Planning (ERP) It serves as the organization’s backbone in providing fundamental decision making support. It enables people in different business areas to communicate.  ERP system helps an organization to obtain operational efficiencies, lower costs, improve supplier and customer relations, and increase revenues and market share. The heart of an ERP system is a central database that collects information from and feeds information into all the ERP system’s individual application components (called modules), supporting diverse business function such as accounting, manufacturing, marketing, and human resources.   ERP automates business processes such as order fulfillment- taking an order from a customer, shipping the purchase, and then billing for it.  ERP Integration Data Flow  ERP Process Flow   Bringing the Organization Together   ERP enables empl
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Chapter 11 ( Building a Customer-Centric Organization-Customer Relationship Management)

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Chapter 11 – Building a Customer-Centric Organization – Customer Relationship Management CUSTOMER RELATIONSHIP MANAGEMENT (CRM) CRM enables an organization to; Ø    Provide better customer service Ø    Make call centers more efficient Ø    Cross sell products more effectively Ø    Helps sales staff close deals faster Ø    Simplify marketing and sales processes Ø    Discover new customers Ø    Increase customer revenues RECENCY, FREQUENCY AND MONETARY VALUE An organization can find its most valuable customers by using a formula that industry insiders call FRM; Ø    How recently a customer purchased items (recency) Ø    How frequently a customer purchased items (frequency) Ø    How much a customer speeds on each purchased (monetary value) THE EVALUATION OF CRM CRM reporting technologies help organizations identify their customers across other applications. CRM analysis technologies help organizations segment their customers into categories such a
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Chapter 10 ( Extending the Organization-Supply Chain Management)

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Chapter 10 – Extending the Organization – Supply Chain Management BASICS OF SUPPLY CHAIN SCM   – the management of information flows between and among stages in a supply chain to maximize total supply chain effectiveness and profitability The supply chain has three main links. 1.         Materials flows from suppliers and their upstream suppliers at all levels 2.         Transformation of materials into semi-finished products, or the organization’s own production processes 3.         Distribution of products to customers and their downstream customers at all levels INFORMATION TECHNOLOGY’S ROLE IN THE SUPPLY CHAIN  Information technology’s primary role in SCM is creating the integrations or tight process and information linkages between functions within a firm such as marketing, sales, finance, manufacturing, and distribution – and between firms, which allow the smooth, synchronized flow of both information and product between customers, suppliers and
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