Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. In Chapter 7, What Is the Right Format for the Information? (6 pages), the author looks at the fifth aspect of the model, which involves data presentation. He discusses the importance of knowing how the information consumer will receive and view the data, because different devices require different representation methods. Information that is easy to read on a large computer monitor may not be very usable on a smart phone, for example. The author also warns of overwhelming the user with too much information upfront and introduces the concept of a "dashboard" to summarize information at a high level while allowing the user to drill down to more data-heavy layers.
Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. Chapter 8, Security (10 pages), explores the potential for cybercrime and how a company can protect against it. The author cites current research that shows how companies are not taking sufficient action to ensure data security. He describes the three most common causes of data exposure: negligence by a well-meaning insider, a targeted hack from an external source, and a data breech from a malicious insider. He provides seven practical steps that companies can take to prevent and mitigate the damage resulting from these data losses. Most important, says the author, is a change in mindset that provides for user access while employing newly emerging tools in the company's security platform.
Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. In Chapter 9, Putting It All Together (10 pages), the author offers insight into how to approach the implementation of a new system given the fast pace of change in technology, market uncertainty, and customer expectations. The critical factor is for managers to design an information system that supports the overall business strategy rather than finding a new technology and making it fit into the current system. To start the design of an effective system, Savoie provides a set of five questions for managers to answer about their business. He then demonstrates how to create a model of the business, its processes, and the flow of information to highlight the issues a company should address. He also explains how to evaluate the success of a new information system by looking at key performance indicators in four areas: cost-benefit, productivity, morale, and profitability.
Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability is a 10-chapter book published by the Business Expert Press in 2012 and written by Michael J. Savoie, the Director of the Center for Information Technology and Management in the Naveen Jindal School of Management at the University of Texas, Dallas. To optimize the use of computer systems for management purposes, the author advises managers to first understand their own business processes and information flows - then the company can apply the author's model, the "five rights of data," to build an effective system: the right data, in the right place, at the right time, reaching the right person, in the right format. By creating a strong system aligned with a company's specific information flow, managers can use information systems to support competitive strategy. The author illustrates this process through real-world examples and provides practical tools for corporate leaders. Chapter 10, Conclusion (6 pages), reviews the author's recommendations for designing an information systems that supports a company's competitive advantage. The author advises managers to focus on the business process at hand and view the technology as a tool for improvement. He poses three questions for managers to turn computer-based data into human-based wisdom by moving up the "information ladder." Finally, he provides a five-step "business process ladder" that outlines practical steps for managers to identify when and where changes in a company's information system would be beneficial.
Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. In Chapter 1, What Is a Business Model? (25 pages), the author explains that a strong business model has both qualitative and quantitative elements. The qualitative base of the model comprises the value proposition, dynamic capabilities and competencies, and financial viability. The quantitative elements of a model's profit formula are revenue sources, cost structure, and profitability. The author offers steps to consider when creating or revising a business model. There are three discussion activities based on Netflix, Wal-Mart, and eBay. There is also an exercise on analyzing a business model matrix from a qualitative and a quantitative perspective.
Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. Chapter 2, Business Model and Financial Management (21 pages), explains the factors of financial viability. The author posits that effective management requires an understanding of underlying assumptions of a business's strategic plan and the metrics that drive its operational plan. She outlines financial analysis through cost drivers, revenue drivers, and profit drivers, and explores three central areas in financial decision making: capital budgeting, capital structure, and the use of capital. There are three discussion guides based on Google, Best Buy, and Tumblr, and an exercise on financial metrics based on the business model of Best Buy.
Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. In Chapter 3, Business Model and Strategic Direction (20 pages), the author explains the key elements of a business strategy, including a vision, mission, strategies, and performance objectives. She explores the importance of competitor and industry analysis in setting a strategy. The author explains that a company has two options for a competitive strategy -- compete on cost or on differentiation -- and looks at each. The chapter discussion activities include real-world examples from Yahoo!, Nike, and Nokia. There is an exercise on Strategic Direction Analysis Exercise based on Toys "R" Us. The chapter also includes a mini-essay, Guidance for the Manager: Key Points on Strategic Direction.
Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. Chapter 4, Business Model and Competitive Advantage, (14 pages), examines how successfully managing resources, capabilities, and competencies leads to a sustainable competitive advantage. The author explains what a core competency is and how choosing the right strategy impacts the relationships between competency and competitive advantage. She looks at the role of strategic alliances and presents Michael Porter's Value Chain in relation to the business model. The chapter includes three discussion guides based on Microsoft, Avon, and Samsung, and an exercise on analyzing competency at Google.
Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. In Chapter 5, Business Model and Strategy (22 pages), the author defines strategy as the action plan to bring the business model to life. She outlines three levels of strategy: corporate, competitive, and operational, and the interrelation between them. Corporate strategies focus on resource allocation, and as such, are the key to supporting a sustainable business model. Competitive strategies mainly focus on revenue streams and cost structure. Operational strategy looks at functions within a company. The chapter includes three discussion guides for Yum Brands, Kellogg, and Amazon, and an exercise on strategy analysis for The Dollar Shave Club.
Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. Chapter 6, Business Model and Innovation (14 pages), explores the nature of innovation and its importance in a sustainable business model. The author explains the types of innovation and characteristics that drive innovation. Her model outlines the innovation process through five components: product (new ideas), process (cost structure), experiments (trials), strategies (innovation capabilities), and teams (employees). There are three discussion guides for innovation, based on RIM, Zynga, and Hewlett-Packard, and an exercise on innovation analysis at Groupon.
Business Models and Strategic Management: A New Integration is a seven-chapter book published by the Business Expert Press in 2012 and written by Francine Newth, associate professor of strategy at the School of Business at Providence College. The author says that an effective strategy derives from a fundamental understanding of how a company operates, which is defined by its business model. She explains the elements of a business model and how to integrate it with strategic decision making, providing what the she calls a more "real-world" guide to effective management. She provides practical insight for managers and conceptual models grounded in research and current business examples. Each chapter includes discussion guides and a practical exercise based on real-world companies. Chapter 7, Business Model Agenda (16 pages), integrates the author's six models for strategy and business models into an overall collaborative "agenda" to drive a company's growth, performance, and value. This agenda is a tool to unite a company around a business model. The author reviews each Chapter with a practical list of priorities for managers. She presents a framework based on Michael Porter's value chain to illustrate how a business model-centric organization creates value. There is a discussion guide on Facebook and a list of key points for managers.
As an original design manufacturer (ODM) of television sets and leading supplier to Vizio, a market leader in the U.S. for LCD flat panel TVs, AmTran Technology Ltd. uses what founder Alpha Wu describes as a "WE" model in which western companies perform sales, marketing, and product definition work, while eastern companies in Asia like his perform the engineering and manufacturing work. Confronted with commoditization pressure, Wu is presented with the opportunity to license a major TV brand. Is this consistent with his model? The case explores the changes that have taken place in the consumer television receiver market and the challenges faced by leaders of the analog market like Sony. It is intended for use with the technical note, "Competency-destroying Technology Transitions: Why the Transition to Digital is Particularly Challenging," HBS No. 613-024.
The case presents the sequence of events that occurred when a global leader in automated information management technology had to compete fiercely to retain one of its key customers. It presents the environment for B2B sales and the challenges facing the company in a fiercely competitive scenario. The case describes in detail the politics and personalities involved and the importance of relationships and optimism in making sales. It is intended to stimulate readers to explore situation restoration strategies for an existing technology provider that faces the emergence of a capable competitor. Discussion of such strategies involves ethical considerations and highlights the thin divide between ethics and diplomacy in selling efforts.
A problem set to review the concepts of continuous review inventory systems. These problems can be assigned for additional practice in calculating order quantities, inventories, and relevant costs. This can be used with the notes "Managing Inventories: Determining Order Quantity" (UVA-OM-1395) and "Managing Inventories: The Reorder Point System" (UVA-OM-1394).
How do you convince American parents living in the Midwest to hire tutors from India? How do you convince them to hire a tutor that they and their children will never meet in person? Can you build a personal connection between students and tutors when they are separated by thousands of miles and come from vastly different cultures? These are questions that faced Krishnan Ganesh as he began thinking about remote tutoring. A year later he founded TutorVista, an internet-based remote tutoring services company. So far, the remote tutoring firm seems to have the right answers to all of the questions above.
The case presents the sequence of events that occurred when a global leader in automated information management technology had to compete fiercely to retain one of its key customers. It presents the environment for B2B sales and the challenges facing the company in a fiercely competitive scenario. The case describes in detail the politics and personalities involved and the importance of relationships and optimism in making sales. It is intended to stimulate readers to explore situation restoration strategies for an existing technology provider that faces the emergence of a capable competitor. Discussion of such strategies involves ethical considerations and highlights the thin divide between ethics and diplomacy in selling efforts.
This case describes in rich detail the change challenge the director of pharmacy services at London Health Sciences Centre (LHSC) faces in September 2011. She is responsible for implementing project HUGO, an acronym for Health Care UnderGoing Optimization. HUGO is a computerized system that requires a switch from paper and pencil to fully electronic patient records. This project is the most complex and comprehensive one that London area hospitals have ever undergone: the project includes a total of 11 healthcare organizations in London and surrounding region, with expected project costs in excess of $25 million. Implementing HUGO has the potential to save lives in the hospital, where critical errors are often linked to manual processes that involve multiple steps and people. Despite the strong reasons for implementing this project, the director expects significant resistance from nurses, doctors and staff who are used to their way of operating. It is clear that this change challenge involves not just the adoption of new technology but a significant cultural change.