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1、信息系統(tǒng)的概念與作用龍軍生北大光華管理學(xué)院信息系統(tǒng)的概念商業(yè)的角度n信息系統(tǒng)是一個(gè)以信息技術(shù)為基礎(chǔ)的企業(yè)和管理的解決方案(solution)w重點(diǎn)是企業(yè)的解決方案w信息技術(shù)只是個(gè)工具而已n企業(yè)不買技術(shù)，只買解決問題的方案n信息系統(tǒng)是企業(yè)的一部分w業(yè)務(wù)流程的一部分n對(duì)有的公司來說，是一大部分企業(yè)組織的要素與信息系統(tǒng)的作用業(yè)務(wù)流程n手續(xù)，規(guī)則人與人事關(guān)系n說服力，拉關(guān)系組織結(jié)構(gòu)n組織圖，部門關(guān)系，管理制度文化n行為規(guī)范，理念，認(rèn)知度信息化的重點(diǎn)nEnable 流程創(chuàng)新w減化流程w新業(yè)務(wù)流程n制度化（固化）n自動(dòng)化（盡量）決策支持與知識(shí)管理n支持企業(yè)的學(xué)習(xí)能力組織的功能與信息系統(tǒng)銷售與市場(chǎng)營(yíng)銷銷售與

2、市場(chǎng)營(yíng)銷制造制造財(cái)務(wù)財(cái)務(wù)人力資源人力資源等等等等銷售銷售規(guī)劃規(guī)劃執(zhí)行執(zhí)行顧客顧客服務(wù)服務(wù)采購(gòu)采購(gòu)財(cái)務(wù)系統(tǒng)財(cái)務(wù)系統(tǒng)供應(yīng)鏈管理系統(tǒng)供應(yīng)鏈管理系統(tǒng)產(chǎn)品產(chǎn)品管理管理設(shè)計(jì)設(shè)計(jì)ERPCRMDDSOA知識(shí)管理知識(shí)管理信息一體化下的制造企業(yè)銷售銷售設(shè)計(jì)設(shè)計(jì)計(jì)劃計(jì)劃物流物流/供應(yīng)鏈管理供應(yīng)鏈管理顧客服務(wù)顧客服務(wù)執(zhí)行執(zhí)行采購(gòu)采購(gòu)庫存控制庫存控制市場(chǎng)預(yù)測(cè)市場(chǎng)預(yù)測(cè)倉(cāng)儲(chǔ)管理倉(cāng)儲(chǔ)管理運(yùn)輸管理運(yùn)輸管理產(chǎn)品產(chǎn)品供應(yīng)鏈管理供應(yīng)鏈管理信息一體化下的服務(wù)企業(yè)顧客顧客銷售系統(tǒng)銷售系統(tǒng)交易工具交易工具交易管理交易管理 市場(chǎng)聯(lián)結(jié)市場(chǎng)聯(lián)結(jié)風(fēng)險(xiǎn)管理風(fēng)險(xiǎn)管理結(jié)算結(jié)算交易單交易單市場(chǎng)市場(chǎng)日?qǐng)?bào)表日?qǐng)?bào)表執(zhí)行報(bào)告執(zhí)行報(bào)告互聯(lián)網(wǎng)時(shí)代的趨勢(shì)顧客需求的趨勢(shì)

3、服務(wù)速度自己服務(wù)，更加個(gè)性化更多產(chǎn)品和類型整體性產(chǎn)品業(yè)務(wù)流程的趨勢(shì)服務(wù)和銷售一體化顧客服務(wù)一致性，可靠靈活的制造，方便的送達(dá)流程的透明度高組織結(jié)構(gòu)的趨勢(shì)外包，扁平化品牌為中心的，OEM虛擬組織，延伸了的組織管理信息系統(tǒng)的作用業(yè)務(wù)流程創(chuàng)新的Enablern本質(zhì)上改變企業(yè)的競(jìng)爭(zhēng)力w成本優(yōu)勢(shì)w價(jià)值優(yōu)勢(shì)表面上的結(jié)果w管理過程化w組織扁平化w職能綜合化三個(gè)管理理論的學(xué)派技術(shù)-理性為主的n重在完成任務(wù)的精度n將任務(wù)組織成工作，工作成為生產(chǎn)體系行為為主的n強(qiáng)調(diào)企業(yè)如何適應(yīng)內(nèi)部和外部環(huán)境的變化認(rèn)知為主的n強(qiáng)調(diào)如何應(yīng)用專技和知識(shí)去解決問題，追求企業(yè)的學(xué)習(xí)能力技術(shù)-理性學(xué)派的特點(diǎn)組織象一個(gè)機(jī)器（金字塔）n龐大，官

4、僚n重?cái)?shù)據(jù)收集，分析，監(jiān)控功能n規(guī)劃n組織n協(xié)調(diào)n決策n控制技術(shù)-理性學(xué)派與信息技術(shù)管理重點(diǎn)管理重點(diǎn)傳統(tǒng)的管理活動(dòng)傳統(tǒng)的管理活動(dòng)現(xiàn)帶的管理活動(dòng)現(xiàn)帶的管理活動(dòng)信息系統(tǒng)的貢獻(xiàn)信息系統(tǒng)的貢獻(xiàn)分析工作分析工作時(shí)間和工序分析時(shí)間和工序分析流程分析流程分析-工程工程Enable 流程創(chuàng)新流程創(chuàng)新- 整合信息系統(tǒng)整合信息系統(tǒng)組織管理組織管理管理組織金字塔管理組織金字塔收集分析信息收集分析信息-工作流工作流- 改改PULL 為為PUSH行為學(xué)派的特點(diǎn)人是企業(yè)的一部分，不只是工具組織的效率取決于組織的適應(yīng)力管理活動(dòng)特點(diǎn)n快速大量的工作n繁多而分散的信息n關(guān)系網(wǎng)n以語言為主要交流手段n控制議程行為學(xué)派管理與信息技

5、術(shù)管理重點(diǎn)管理重點(diǎn)傳統(tǒng)的管理活動(dòng)傳統(tǒng)的管理活動(dòng)現(xiàn)代的管理活動(dòng)現(xiàn)代的管理活動(dòng)信息系統(tǒng)的貢獻(xiàn)信息系統(tǒng)的貢獻(xiàn)計(jì)劃計(jì)劃從上至下的中央從上至下的中央計(jì)劃計(jì)劃分布式計(jì)劃分布式計(jì)劃計(jì)劃協(xié)調(diào)計(jì)劃協(xié)調(diào)組織組織上級(jí)決定分工上級(jí)決定分工權(quán)力下放權(quán)力下放網(wǎng)絡(luò)，遠(yuǎn)距離工作網(wǎng)絡(luò)，遠(yuǎn)距離工作領(lǐng)導(dǎo)領(lǐng)導(dǎo) 激發(fā)激發(fā)/威嚇員工威嚇員工支持員工挑頭支持員工挑頭網(wǎng)絡(luò)網(wǎng)絡(luò)控制控制精確的微觀控制精確的微觀控制下放下放分布式控制分布式控制創(chuàng)新創(chuàng)新中央的專門化的中央的專門化的部門負(fù)責(zé)部門負(fù)責(zé)顧客，員工都可顧客，員工都可以創(chuàng)新以創(chuàng)新會(huì)議軟件，群件，會(huì)議軟件，群件，GDSS環(huán)境環(huán)境敵對(duì)性強(qiáng)，邊界敵對(duì)性強(qiáng)，邊界分明分明戰(zhàn)略聯(lián)盟戰(zhàn)略聯(lián)盟電子商務(wù)，系統(tǒng)

6、協(xié)作電子商務(wù)，系統(tǒng)協(xié)作認(rèn)知學(xué)派的特點(diǎn)組織是一個(gè)學(xué)習(xí)體企業(yè)的效率取決于組織根據(jù)現(xiàn)有的知識(shí)和環(huán)境，通過學(xué)習(xí)，作出正確的決定。管理活動(dòng)的特點(diǎn)n知識(shí)管理n解決問題為中心的n信息加工認(rèn)知學(xué)派管理與信息技術(shù)管理重點(diǎn)管理重點(diǎn)傳統(tǒng)的管理活動(dòng)傳統(tǒng)的管理活動(dòng)現(xiàn)代的管理活動(dòng)現(xiàn)代的管理活動(dòng)信息系統(tǒng)的貢獻(xiàn)信息系統(tǒng)的貢獻(xiàn)Sense-making個(gè)體管理者的學(xué)個(gè)體管理者的學(xué)習(xí)過程習(xí)過程群體學(xué)習(xí)過程群體學(xué)習(xí)過程減少個(gè)人的褊見減少個(gè)人的褊見組織學(xué)習(xí)組織學(xué)習(xí)知識(shí)固化在業(yè)務(wù)知識(shí)固化在業(yè)務(wù)流程中流程中組織收集和保存組織收集和保存組織知識(shí)組織知識(shí)數(shù)據(jù)庫數(shù)據(jù)庫+網(wǎng)站網(wǎng)站知識(shí)庫知識(shí)庫 財(cái)務(wù)與資產(chǎn)為中財(cái)務(wù)與資產(chǎn)為中心的心的核心能力有關(guān)的核心

7、能力有關(guān)的知識(shí)知識(shí)員工的知識(shí)員工的知識(shí)專門的軟件專門的軟件管理的風(fēng)格對(duì)信息系統(tǒng)的影響管理方式管理方式管理重點(diǎn)管理重點(diǎn)對(duì)信息系統(tǒng)的影響對(duì)信息系統(tǒng)的影響技術(shù)技術(shù)-理性為主的理性為主的- 強(qiáng)調(diào)計(jì)劃，組織，控強(qiáng)調(diào)計(jì)劃，組織，控制，分工，精度制，分工，精度自動(dòng)化，收集數(shù)據(jù)，自動(dòng)化，收集數(shù)據(jù)，集成集成行為為主的行為為主的- 組織對(duì)環(huán)境的反應(yīng)速組織對(duì)環(huán)境的反應(yīng)速度和適應(yīng)度和適應(yīng)用戶接收度，系統(tǒng)互用戶接收度，系統(tǒng)互合性合性認(rèn)識(shí)為主的認(rèn)識(shí)為主的- 學(xué)習(xí)能力，知識(shí)管理學(xué)習(xí)能力，知識(shí)管理能力能力知識(shí)管理，保持個(gè)人知識(shí)管理，保持個(gè)人的知識(shí)和技能的知識(shí)和技能管理者的角色人事角色n領(lǐng)導(dǎo)者n共識(shí)生成者組織角色n司令員：命令

8、，監(jiān)視，控制n協(xié)調(diào)者信息角色n收集數(shù)據(jù)，整理信息，發(fā)散信息n組織的代言人決策角色n采取行動(dòng)方案n解決沖突n分配資源管理角色與信息系統(tǒng)人事角色n領(lǐng)導(dǎo)者n共識(shí)生成者組織角色n司令員：命令，監(jiān)視，控制n協(xié)調(diào)者信息角色n收集數(shù)據(jù)，整理信息，發(fā)散信息n組織的代言人決策角色n采取行動(dòng)方案n解決沖突n分配資源電子通訊系統(tǒng)ERP，OAOADSS系統(tǒng)決策的水平戰(zhàn)略決策n決定組織的長(zhǎng)期目標(biāo)，資源和政策管理決策n追求運(yùn)作和資源的利用率的有效性知識(shí)決策n產(chǎn)生，評(píng)估，推廣新的想法運(yùn)營(yíng)決策n日常經(jīng)營(yíng)決策信息化的重點(diǎn)業(yè)務(wù)流程創(chuàng)新與自動(dòng)化n目前最有投資的地方n回報(bào)是每天的目標(biāo)n顧客服務(wù)nSTREAMLINEn反應(yīng)速度n新的方

9、式做生意大變化時(shí)代下的管理挑戰(zhàn)大變化的時(shí)代n什么都在變,而且是突變n變的速度在加快含義n管理也要跟著變w無定勢(shì)w生存下來的是適應(yīng)者, 不是最強(qiáng)者w重過程n不追求完美w但要及時(shí)n做事的尺度縮小w18個(gè)月以外的計(jì)劃基本上不切實(shí)際w反應(yīng)速度是非常要緊的n創(chuàng)新大變化時(shí)代下的信息系統(tǒng)反應(yīng)速度快一體化n企業(yè)內(nèi)部n企業(yè)之間更新快n每幾年重來一次便利性小結(jié)信息系統(tǒng)在企業(yè)里的應(yīng)用是廣泛的n目前, 自動(dòng)化與制度化業(yè)務(wù)流程是最具回報(bào)的w自動(dòng)化是對(duì)創(chuàng)新后的業(yè)務(wù)流程而言的信息系統(tǒng)應(yīng)該是n企業(yè)問題的解決方案(貓論)n靈活易改變n幫助整合分離的業(yè)務(wù)流程n提供無與比擬的顧客便利性案例: UPS可靠、高效的著名包裹服務(wù)商n每天

10、13.6百萬件包裹n每天1.8百萬顧客和7百萬收件人.n1999年總銷售額$270億美元UPS的IT歷史:n1990: .UPS Netn1993: DIAD(Delivery Information Acquisition Device)n1995: API +tracking systemnlate 2000: 6 OnLine Toolsn2001: e-commerce, e-logistics+案例: UPSWhat are the input, processing, and output of UPSs package tracking system? What technolo

11、gies are used? How are these technologies related to UPSs business strategy? What would happen if these technologies were not available?案例: UPSInput:nPackage information, customer signature, pickup, delivery and timecard data, data location(while on route), and billing and customer clearance documen

12、t.Processing:nMainly,the data is transmitted to a central computer and stored for retrieval.Output:nMostly the same data as the input-pickup and delivery time, location while on route, who signed for the package.案例: UPSTechnologies used include handheld computers with devices to automatically captur

13、e shipping information, barcode scanners, telecommunications for transmitting data, cellular phone network, and computer.The strategy is still the original one:”best service and lowest rate”. Technology allows UPS and its customers to always know where a package is.If the technology were not availab

14、le, then UPS would, as it has through most of its history, attempt to provide that information to its customers, but at a high price. Note the pressure to reduce process time and cycle time問題 1.What are the major components of the IT infrastructure required to do business in the 1990s?2.What are the

15、 key enabling technologies for building the IT infrastructure? 3.How have these technologies evolved over the past 30 years? 4.What is the difference between IT infrastructure and IT applications?5.How can a manager ensure that he or she is capturing the value from investments in information technol

16、ogy? IT 能提供可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)嗎？論點(diǎn)nIT 不能是競(jìng)爭(zhēng)優(yōu)勢(shì)的持續(xù)源泉n那么什么是呢？結(jié)論n可持續(xù)競(jìng)爭(zhēng)力不取決于某一個(gè)技術(shù)或策略n可持續(xù)競(jìng)爭(zhēng)力來源于下列能力w制定決策w迅速有效地執(zhí)行這個(gè)決策w比任何競(jìng)爭(zhēng)對(duì)手都要低很多的成本w一句話：敏捷的組織、學(xué)習(xí)的組織對(duì)IT的意義nIT是實(shí)施企業(yè)戰(zhàn)略的工具n組織必須具有設(shè)計(jì)、構(gòu)造、應(yīng)用所需的企業(yè)應(yīng)用軟件IT的兩個(gè)主要作用nIT 是一個(gè)建筑有效組織的平臺(tái). wIn this role, IT is a source of knowledge and information, a platform for communicating and sharing

17、 information; it is a necessary component of the infrastructure required to creative a flexible, adaptive org. that embodies both tight control and flexibility.nIT是一個(gè)開發(fā)增值的戰(zhàn)略應(yīng)用軟件的強(qiáng)有力的工具wIT application must be able to be created and deployed quickly and must be capable of adapting to changes in strate

18、gy and its execution. Firms must create a robust, stable It infrastructure that serve as a platform for developing and implementing new value-added application quickly and less cost.IT能提供可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)嗎？案例：SABRE的演化1960s, Began as inventory-management tool-technical change.By mid-1970s, as control centre- f

19、light resource planning, AA management change Installed SABRE terminal in travel agencies. As travel-industry distribution mechanism- transform the marketing and distribution of airline services.Today, as electronic travel supermarket -SABRE Travel Information Network.p.122Organization design challe

20、nge The IT design challenge parallels the organization design challengeThe organization challengeWhat activities we should keep inside?IT and External Industry ParticipantTransactionContractPartnershipBasis of InteractionDiscrete exchange of goals, services and payments(simple buyer/Seller exchange)

21、Prior agreement governs exchange(e.g. Service contract, lease, purchase agreement)Shared goals and processes for achieving them (eg. Collaborative product development)Duration of interactionImmediateUsually short term, defined by contractUsually long term; defined by relationshipLevel of business in

22、tergrationLowLowModerateHighCoordination and controlSupply and demand (market)Terms of contract define procedures, monitoring, and reportingInterorganizational structure, processes, and systems, mutual adjustmentInformation flowPrimarily on way; limited in scope and amount; low level of customizatio

23、nOne or two-way; scope and amount are usually defined in the contractTwo way(interactive);extensive exchange ot rich, detailed inf.;dynamically changing; customizableWhat is the difference between IT Infrastructure and IT Application?Session 2: Winning Competitive Advantages with IT1.Case Study: UPS

24、, Sina, Internet trading2.Discussion: Reconceptualising IT 3. The key applications in business4.Strategic Information systems5. Summary of how IT can be used to implement Competitive Advantages1950s: TECHNICAL CHANGES60s-70s: MANAGERIAL CONTROL80s-90s: INSTITUTIONAL CORE ACTIVITIESGROWING IMPORTANCE

25、Information as Strategic Resource CHANGING CONCEPTS OF INFORMATION SYSTEMSTIME PERIODCONCEPTION OF INFORMATIONINFORMATION SYSTEMPURPOSE1950-1960BUREAUCRATIC REQUIREMENTELECTRONICSPEED ACCOUNTING & ACCOUNTING MACHINEPAPER PROCESSING1960s-1970sGENERAL PURPOSE SUPPORTMISSPEED GENERAL REPORTING REQUIREM

26、ENTS1970s-1980sCUSTOMIZED MANAGEMENT SUPPORTDSS - ESSIMPROVE, CUSTOMIZE DECISION MAKING1985-2000STRATEGIC RESOURCESTRATEGIC SYSTEMPROMOTE SURVIVAL ANDCOMPETITIVE ADVANTAGEPROSPERITY OF ORGANIZATIONBUSINESS FOUNDATIONSTRATEGIC ROLE OF INFORMATION SYSTEMSSTRATEGIC INFO SYSTEM:CAN CHANGE GOALS, OPERATI

27、ONSPRODUCTS, SERVICESENVIRONMENTTO GAIN COMPETITIVE ADVANTAGECompetitive Advantages with IT1.Case Study: UPS, Sina, Internet trading2.Discussion: Reconceptualising IT 3.The key applications in business4.Strategic Information systems5.Summary of how IT can be used to implement Competitive AdvantagesP

28、orters Five Forces ModelTHE FIRMTRADITIONAL COMPETITIONNEW MARKET ENTRANTSSUPPLIERSCUSTOMERSSUBSTITUTE PRODUCTS & SERVICESMethod to Gain Competitive AdvantageBarriers to entry keep out potential competitors and substitutesTies to suppliers can cut costs, improve quality,and lock out competitorsContr

29、ol over distribution provides stronger markets and keeps out competitorsBuilding ties to customers builds loyalty, improves products and increases marginsCreating switching costs keeps customers loyalBUSINESS LEVELS STRATEGY AND INFORMATION TECHNOLOGYINDUSTRY COOPERATION vs COMPETITIONCOMPETITIVE FO

30、RCES MODELELECTRONIC TRANSACTIONSLICENSINGNETWORK ECONOMIESCOMMUNICATIONS NETWORKSSTANDARDSINTERORGANIZATIONAL SYSTEMSINFORMATION PARTNERSHIPSFIRMSYNERGYCORE COMPETENCYKNOWLEDGE SYSTEMSCORE COMPETENCIESORGANIZATIONAL SYSTEMSBUSINESS LOW COSTVALUE CHAIN ANALYSISDATAMININGDIFFERENTIATIONIT-BASED PRODU

31、CTS / SERVICESSCOPEINTERORGANIZATIONAL SYSTEMSSUPPLY CHAIN MANAGEMENTEFFICIENT CUSTOMER RESPONSEBUSINESS LEVELS STRATEGY AND INFORMATION TECHNOLOGYVALUE CHAIN ANALYSISnHighlights Activities that add Margin of Value to Product or ServiceDATAMININGnAnalysis of Data to Find Patterns & Rules to Guide De

32、cision MakingValue Chain ModelAdministration and Management Human ResourceTechnologyProcurementSupportActivitiesInboundLogisticOperationsOutboundLogisticSales andMarketingServicePrimary ActivitiesMaterialsHandlingDeliveryManufacturingParts assemblyOrder processingShippingAdvertisingPromotionService

33、RepairHow Technology Support Value Activities？Value ActivityUse of TechnologyInbound logisticsJust-in-Time InventoryOperations Process Control SystemsOutbound logisticsOn-lines to the order-entry systems of suppliersMarketing and SalesLaptops for direct SalesAfter-sale serviceElectronic dispatch of

34、technical supportHow Technology Support Secondary Activities？Secondary ActivityUse of TechnologyManagement CommunicationElectronic mailHuman resourceOnline access to personnel files with a skill databaseTechnologyComputer-aided design and manufacturingProcurementOnline access to suppliers Inventory

35、filesFirm-level Strategy and Information Technology(1) Optimum OperationsSynergies: When outputs of some units can be used as inputs to other unites, then unique non-market relationships can lower costs and generate profits.How Can IT be used strategically here?To tie together the operations of disp

36、arate business units so that they can act as a whole.訂單發(fā)運(yùn)應(yīng)收款總帳物料單計(jì)劃制造庫存管理應(yīng)付款采購(gòu)成本MRPMCUSMMOMMINVMGLSMPURMAPSMPRCMARSMSHPMMRPII(Manufacturing Resource Planning)BILM價(jià)格手冊(cè)定制產(chǎn)品材料分析批號(hào)跟蹤管理報(bào)告合格供應(yīng)商車間管理Core CompetenciesnAn activity at which a firm is a world-class leader, may include being the worlds best fibe

37、r-optic manufacturer, the best miniature parts designer, the best package delivery service, or the best thin film manufacturer. -rely on knowledge.How can IT be used to advance or create core competencies? nKnowledge Management Systems encourage the sharing of knowledge across business.(2) Enhancing

38、 Core CompetenciesBy altering the product development cycle or by increasing the speed of distribution.By development new business by use of new IT, e.g. Videoconferencing vs. hotel business.Industry-level Strategy and Information Technology(1) Change the nature of products and servicesIn a network,

39、 the marginal cost of adding another participant are about zero,whereas the marginal gain is much larger. The larger the number of subscribers in a telephone system, or the Internet,the greater the value to all participants.Change the market, eg.ATMs, Point-of-Sale system.(2) Network EconomicsCompet

40、ition Force ModelTHE FIRMTRADITIONAL COMPETITIONNEW MARKET ENTRANTSSUPPLIERSCUSTOMERSSUBSTITUTE PRODUCTS & SERVICESSummary of how information technology can be used to implement competitive strategiesApproach 1: Lower costs1. Use IT TO substantially reduce the cost of business processes2. Use IT to

41、lower the costs of customers or suppliers.4.15THE FIRMTRADITIONAL COMPETITIONNEW MARKET ENTRANTSSUPPLIERSCUSTOMERSSUBSTITUTE PRODUCTS & SERVICES通訊支持通訊支持(COMMUNICATIONS SUPPORT)配銷中心配銷中心供應(yīng)商供應(yīng)商供應(yīng)商支付供應(yīng)商支付WAL-MAT總部總部財(cái)務(wù)財(cái)務(wù)(FINANCING)衛(wèi)星通訊衛(wèi)星通訊零售商店零售商店P(guān)OS數(shù)據(jù)數(shù)據(jù)(Point-of-sale data)組織學(xué)習(xí)組織學(xué)習(xí) (Organizational Learni

42、ng)視訊聯(lián)接視訊聯(lián)接（VIDEO LINK）POS數(shù)據(jù)數(shù)據(jù)(Point-of-sale data)WAL-MAT供應(yīng)鏈供應(yīng)鏈PartnerWall-Mart沃爾-馬特是近20年來美國(guó)發(fā)展最快的零售商。70年代公司年銷售額只有4000萬美元。1995年銷售額已達(dá)936億美元，列美國(guó)最大企業(yè)排名第四位。2000年市值2567億美元，列世界第7位。至盡，公司已擁有2133商店、469家山姆會(huì)員商店和248家購(gòu)物廣場(chǎng)，遍布美國(guó)、墨西哥、加拿大、巴西、阿根廷、南非、印尼、中國(guó)等地。Wall-Mart沃爾-馬特：成功之道：在于理念和手段理念：創(chuàng)始人沃爾頓先生倡導(dǎo)的盡量降低經(jīng)營(yíng)成本，實(shí)行低價(jià)銷售。n宗旨：

43、幫顧客節(jié)省每一分錢。n口號(hào)：天天平價(jià)，始終如一。n1995年經(jīng)營(yíng)成本占銷售額的15.8%（世界上大多數(shù)零售商的經(jīng)營(yíng)成本在40%以上）手段：擁有世界上最大的私有衛(wèi)星系統(tǒng)，與3800家供貨商實(shí)現(xiàn)計(jì)算機(jī)聯(lián)網(wǎng)?？偛康挠?jì)算機(jī)系統(tǒng)與16個(gè)發(fā)貨中心以及1000多家商店連接，做到即時(shí)銷售，大大壓縮產(chǎn)品時(shí)間成本，減少庫存風(fēng)險(xiǎn)，加速資金周轉(zhuǎn)。Approach 2: Differentiate1. Develop new IT features to differentiate products and services2. Use IT features to focus products and service

44、s at selected market niches.Approach 3: Innovate1. Create new products and service that include IT components2. Make radical changes to business processes with IT3. Develop unique new markets or market niches with the help of IT應(yīng)用案例戴爾計(jì)算機(jī)公司戴爾計(jì)算機(jī)公司 ：直銷與個(gè)性化服務(wù)的典范向企業(yè)銷售:5,000家美國(guó)公司服務(wù)的“首頁”計(jì)劃。當(dāng)戴爾公司贏得一家有400百人

45、以上的企業(yè)客戶時(shí)，它就為那家客戶建立首頁。首頁只不過是一套比較小的網(wǎng)頁，常常同客戶的內(nèi)聯(lián)網(wǎng)聯(lián)接(銷售和租賃），讓獲準(zhǔn)的雇員在線配置個(gè)人計(jì)算機(jī)、付款、跟蹤交付的情況每天約有500萬元的戴爾個(gè)人計(jì)算機(jī)以這種方式定貨。首頁讓客戶能即刻得到技術(shù)支持（再也不用在電話里等待?。?，與銷售人員聯(lián)系。 向個(gè)人銷售：網(wǎng)上訂購(gòu)、網(wǎng)上跟蹤、網(wǎng)上支付Approach 4: Promote Growth1. Use IT to manage regional and global business expansion2. Use IT to diversify and integrated into other prod

46、ucts and serviceApproach 5: Develop Alliance1. Use IT to create virtual organizations of business partners (information partner)2. Develop interorganizational information systems that create strategic business relationships with customers, suppliers, subcontractors, and others如Amazon的網(wǎng)站上，購(gòu)書客戶在填寫訂單的最

47、后，選擇幾種運(yùn)輸方式。 Amazon通過網(wǎng)絡(luò)直接將運(yùn)輸業(yè)務(wù)轉(zhuǎn)移給不同的運(yùn)輸?shù)墓?，同時(shí)為客戶返回一個(gè)運(yùn)輸號(hào)。客戶能夠在任何時(shí)間登錄到指定的運(yùn)輸公司網(wǎng)站，根據(jù)運(yùn)輸號(hào)，查詢自己的書的運(yùn)輸狀態(tài)。最終取得低成本的優(yōu)勢(shì)?？蛻粼贑isco公司的網(wǎng)上下訂單以后， Cisco同時(shí)在后臺(tái)連接到Fedex公司的信息系統(tǒng)，把運(yùn)輸?shù)闹噶畎l(fā)給Fedex， Fedex則根據(jù)這些指令及時(shí)將客戶的訂購(gòu)產(chǎn)品送貨上門。 Cisco公司在Fedex那里獲得每個(gè)運(yùn)輸物品的編號(hào)，將其返回給客戶?？蛻艨梢噪S時(shí)登錄到Cisco的網(wǎng)站，在查詢訂單信息的同時(shí)，能看到自己訂購(gòu)的物品的當(dāng)前運(yùn)輸狀態(tài)。而這些運(yùn)輸狀態(tài)信息則是Fedex通過網(wǎng)絡(luò)直接及時(shí)

48、地更新Cisco網(wǎng)站的數(shù)據(jù)庫來實(shí)現(xiàn)的。案例Approach 6: Improve Quality and Efficiency1. Use IT of to dramatically improve the quality of products and service2. Use IT to make continuous improvements to the efficiency of business process 3. Use IT to substantially shorten the time needed to develop, produce, and deliver p

49、roducts and serviceApproach 7: Build an IT Platform1. Leverage investment in IT people, hardware, software, and networks from operational uses into strategy applications.2. Build a strategic information base of internal and external data collected and analyzed by ITApproach 8: Other Strategy1. Use inter-organizational information systems to create switching costs that lock in customers and suppliers2. Use investment in IT to build barriers to entry against industry outsiders 3. Use IT components to make substitution of competing products unattractive