商业信息技术2

信息系统的概念与作用龙军生北大光华管理学院信息系统的概念商业的角度n信息系统是一个以信息技术为基础的企业和管理的解决方案(solution)w重点是企业的解决方案w信息技术只是个工具而已n企业不买技术，只买解决问题的方案n信息系统是企业的一部分w业务流程的一部分n对有的公司来说，是一大部分企业组织的要素与信息系统的作用业务流程n手续，规则人与人事关系n说服力，拉关系组织结构n组织图，部门关系，管理制度文化n行为规范，理念，认知度信息化的重点nEnable 流程创新w减化流程w新业务流程n制度化（固化）n自动化（尽量）决策支持与知识管理n支持企业的学习能力组织的功能与信息系统销售与市场营销销售与市场营销制造制造财务财务人力资源人力资源等等等等销售销售规划规划执行执行顾客顾客服务服务采购采购财务系统财务系统供应链管理系统供应链管理系统产品产品管理管理设计设计ERPCRMDDSOA知识管理知识管理信息一体化下的制造企业销售销售设计设计计划计划物流物流/供应链管理供应链管理顾客服务顾客服务执行执行采购采购库存控制库存控制市场预测市场预测仓储管理仓储管理运输管理运输管理产品产品供应链管理供应链管理信息一体化下的服务企业顾客顾客销售系统销售系统交易工具交易工具交易管理交易管理 市场联结市场联结风险管理风险管理结算结算交易单交易单市场市场日报表日报表执行报告执行报告互联网时代的趋势顾客需求的趋势服务速度自己服务，更加个性化更多产品和类型整体性产品业务流程的趋势服务和销售一体化顾客服务一致性，可靠灵活的制造，方便的送达流程的透明度高组织结构的趋势外包，扁平化品牌为中心的，OEM虚拟组织，延伸了的组织管理信息系统的作用业务流程创新的Enablern本质上改变企业的竞争力w成本优势w价值优势表面上的结果w管理过程化w组织扁平化w职能综合化三个管理理论的学派技术-理性为主的n重在完成任务的精度n将任务组织成工作，工作成为生产体系行为为主的n强调企业如何适应内部和外部环境的变化认知为主的n强调如何应用专技和知识去解决问题，追求企业的学习能力技术-理性学派的特点组织象一个机器（金字塔）n庞大，官僚n重数据收集，分析，监控功能n规划n组织n协调n决策n控制技术-理性学派与信息技术管理重点管理重点传统的管理活动传统的管理活动现带的管理活动现带的管理活动信息系统的贡献信息系统的贡献分析工作分析工作时间和工序分析时间和工序分析流程分析流程分析-工程工程Enable 流程创新流程创新- 整合信息系统整合信息系统组织管理组织管理管理组织金字塔管理组织金字塔收集分析信息收集分析信息-工作流工作流- 改改PULL 为为PUSH行为学派的特点人是企业的一部分，不只是工具组织的效率取决于组织的适应力管理活动特点n快速大量的工作n繁多而分散的信息n关系网n以语言为主要交流手段n控制议程行为学派管理与信息技术管理重点管理重点传统的管理活动传统的管理活动现代的管理活动现代的管理活动信息系统的贡献信息系统的贡献计划计划从上至下的中央从上至下的中央计划计划分布式计划分布式计划计划协调计划协调组织组织上级决定分工上级决定分工权力下放权力下放网络，远距离工作网络，远距离工作领导领导 激发激发/威吓员工威吓员工支持员工挑头支持员工挑头网络网络控制控制精确的微观控制精确的微观控制下放下放分布式控制分布式控制创新创新中央的专门化的中央的专门化的部门负责部门负责顾客，员工都可顾客，员工都可以创新以创新会议软件，群件，会议软件，群件，GDSS环境环境敌对性强，边界敌对性强，边界分明分明战略联盟战略联盟电子商务，系统协作电子商务，系统协作认知学派的特点组织是一个学习体企业的效率取决于组织根据现有的知识和环境，通过学习，作出正确的决定。管理活动的特点n知识管理n解决问题为中心的n信息加工认知学派管理与信息技术管理重点管理重点传统的管理活动传统的管理活动现代的管理活动现代的管理活动信息系统的贡献信息系统的贡献Sense-making个体管理者的学个体管理者的学习过程习过程群体学习过程群体学习过程减少个人的褊见减少个人的褊见组织学习组织学习知识固化在业务知识固化在业务流程中流程中组织收集和保存组织收集和保存组织知识组织知识数据库数据库+网站网站知识库知识库 财务与资产为中财务与资产为中心的心的核心能力有关的核心能力有关的知识知识员工的知识员工的知识专门的软件专门的软件管理的风格对信息系统的影响管理方式管理方式管理重点管理重点对信息系统的影响对信息系统的影响技术技术-理性为主的理性为主的- 强调计划，组织，控强调计划，组织，控制，分工，精度制，分工，精度自动化，收集数据，自动化，收集数据，集成集成行为为主的行为为主的- 组织对环境的反应速组织对环境的反应速度和适应度和适应用户接收度，系统互用户接收度，系统互合性合性认识为主的认识为主的- 学习能力，知识管理学习能力，知识管理能力能力知识管理，保持个人知识管理，保持个人的知识和技能的知识和技能管理者的角色人事角色n领导者n共识生成者组织角色n司令员：命令，监视，控制n协调者信息角色n收集数据，整理信息，发散信息n组织的代言人决策角色n采取行动方案n解决冲突n分配资源管理角色与信息系统人事角色n领导者n共识生成者组织角色n司令员：命令，监视，控制n协调者信息角色n收集数据，整理信息，发散信息n组织的代言人决策角色n采取行动方案n解决冲突n分配资源电子通讯系统ERP，OAOADSS系统决策的水平战略决策n决定组织的长期目标，资源和政策管理决策n追求运作和资源的利用率的有效性知识决策n产生，评估，推广新的想法运营决策n日常经营决策信息化的重点业务流程创新与自动化n目前最有投资的地方n回报是每天的目标n顾客服务nSTREAMLINEn反应速度n新的方式做生意大变化时代下的管理挑战大变化的时代n什么都在变,而且是突变n变的速度在加快含义n管理也要跟着变w无定势w生存下来的是适应者, 不是最强者w重过程n不追求完美w但要及时n做事的尺度缩小w18个月以外的计划基本上不切实际w反应速度是非常要紧的n创新大变化时代下的信息系统反应速度快一体化n企业内部n企业之间更新快n每几年重来一次便利性小结信息系统在企业里的应用是广泛的n目前, 自动化与制度化业务流程是最具回报的w自动化是对创新后的业务流程而言的信息系统应该是n企业问题的解决方案(猫论)n灵活易改变n帮助整合分离的业务流程n提供无与比拟的顾客便利性案例: UPS可靠、高效的著名包裹服务商n每天13.6百万件包裹n每天1.8百万顾客和7百万收件人.n1999年总销售额$270亿美元UPS的IT历史: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 technologies 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 document.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 capture 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 available, 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问题 1.What are the major components of the IT infrastructure required to do business in the 1990s?2.What are the 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 technology? IT 能提供可持续竞争优势吗？论点nIT 不能是竞争优势的持续源泉n那么什么是呢？结论n可持续竞争力不取决于某一个技术或策略n可持续竞争力来源于下列能力w制定决策w迅速有效地执行这个决策w比任何竞争对手都要低很多的成本w一句话：敏捷的组织、学习的组织对IT的意义nIT是实施企业战略的工具n组织必须具有设计、构造、应用所需的企业应用软件IT的两个主要作用nIT 是一个建筑有效组织的平台. wIn this role, IT is a source of knowledge and information, a platform for communicating and sharing information; it is a necessary component of the infrastructure required to creative a flexible, adaptive org. that embodies both tight control and flexibility.nIT是一个开发增值的战略应用软件的强有力的工具wIT application must be able to be created and deployed quickly and must be capable of adapting to changes in strategy 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能提供可持续竞争优势吗？案例：SABRE的演化1960s, Began as inventory-management tool-technical change.By mid-1970s, as control centre- flight 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 challenge 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)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 intergrationLowLowModerateHighCoordination 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 customizationOne 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, 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 IMPORTANCEInformation as Strategic Resource CHANGING CONCEPTS OF INFORMATION SYSTEMSTIME PERIODCONCEPTION OF INFORMATIONINFORMATION SYSTEMPURPOSE1950-1960BUREAUCRATIC REQUIREMENTELECTRONICSPEED ACCOUNTING & ACCOUNTING MACHINEPAPER PROCESSING1960s-1970sGENERAL PURPOSE SUPPORTMISSPEED GENERAL REPORTING REQUIREMENTS1970s-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, OPERATIONSPRODUCTS, 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 AdvantagesPorters 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 competitorsControl 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 FORCES MODELELECTRONIC TRANSACTIONSLICENSINGNETWORK ECONOMIESCOMMUNICATIONS NETWORKSSTANDARDSINTERORGANIZATIONAL SYSTEMSINFORMATION PARTNERSHIPSFIRMSYNERGYCORE COMPETENCYKNOWLEDGE SYSTEMSCORE COMPETENCIESORGANIZATIONAL SYSTEMSBUSINESS LOW COSTVALUE CHAIN ANALYSISDATAMININGDIFFERENTIATIONIT-BASED PRODUCTS / 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 Decision MakingValue Chain ModelAdministration and Management Human ResourceTechnologyProcurementSupportActivitiesInboundLogisticOperationsOutboundLogisticSales andMarketingServicePrimary ActivitiesMaterialsHandlingDeliveryManufacturingParts assemblyOrder processingShippingAdvertisingPromotionService 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 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 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 disparate business units so that they can act as a whole.订单发运应收款总帐物料单计划制造库存管理应付款采购成本MRPMCUSMMOMMINVMGLSMPURMAPSMPRCMARSMSHPMMRPII(Manufacturing Resource Planning)BILM价格手册定制产品材料分析批号跟踪管理报告合格供应商车间管理Core CompetenciesnAn activity at which a firm is a world-class leader, may include being the worlds best fiber-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 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, 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 EconomicsCompetition 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 lower the costs of customers or suppliers.4.15THE FIRMTRADITIONAL COMPETITIONNEW MARKET ENTRANTSSUPPLIERSCUSTOMERSSUBSTITUTE PRODUCTS & SERVICES通讯支持通讯支持(COMMUNICATIONS SUPPORT)配销中心配销中心供应商供应商供应商支付供应商支付WAL-MAT总部总部财务财务(FINANCING)卫星通讯卫星通讯零售商店零售商店POS数据数据(Point-of-sale data)组织学习组织学习 (Organizational Learning)视讯联接视讯联接（VIDEO LINK）POS数据数据(Point-of-sale data)WAL-MAT供应链供应链PartnerWall-Mart沃尔-马特是近20年来美国发展最快的零售商。70年代公司年销售额只有4000万美元。1995年销售额已达936亿美元，列美国最大企业排名第四位。2000年市值2567亿美元，列世界第7位。至尽，公司已拥有2133商店、469家山姆会员商店和248家购物广场，遍布美国、墨西哥、加拿大、巴西、阿根廷、南非、印尼、中国等地。Wall-Mart沃尔-马特：成功之道：在于理念和手段理念：创始人沃尔顿先生倡导的尽量降低经营成本，实行低价销售。n宗旨：帮顾客节省每一分钱。n口号：天天平价，始终如一。n1995年经营成本占销售额的15.8%（世界上大多数零售商的经营成本在40%以上）手段：拥有世界上最大的私有卫星系统，与3800家供货商实现计算机联网。总部的计算机系统与16个发货中心以及1000多家商店连接，做到即时销售，大大压缩产品时间成本，减少库存风险，加速资金周转。Approach 2: Differentiate1. Develop new IT features to differentiate products and services2. Use IT features to focus products and services 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应用案例戴尔计算机公司戴尔计算机公司 ：直销与个性化服务的典范向企业销售:5,000家美国公司服务的“首页”计划。当戴尔公司赢得一家有400百人以上的企业客户时，它就为那家客户建立首页。首页只不过是一套比较小的网页，常常同客户的内联网联接(销售和租赁），让获准的雇员在线配置个人计算机、付款、跟踪交付的情况每天约有500万元的戴尔个人计算机以这种方式定货。首页让客户能即刻得到技术支持（再也不用在电话里等待！），与销售人员联系。 向个人销售：网上订购、网上跟踪、网上支付Approach 4: Promote Growth1. Use IT to manage regional and global business expansion2. Use IT to diversify and integrated into other products 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的网站上，购书客户在填写订单的最后，选择几种运输方式。 Amazon通过网络直接将运输业务转移给不同的运输的公司，同时为客户返回一个运输号。客户能够在任何时间登录到指定的运输公司网站，根据运输号，查询自己的书的运输状态。最终取得低成本的优势。客户在Cisco公司的网上下订单以后， Cisco同时在后台连接到Fedex公司的信息系统，把运输的指令发给Fedex， Fedex则根据这些指令及时将客户的订购产品送货上门。 Cisco公司在Fedex那里获得每个运输物品的编号，将其返回给客户。客户可以随时登录到Cisco的网站，在查询订单信息的同时，能看到自己订购的物品的当前运输状态。而这些运输状态信息则是Fedex通过网络直接及时地更新Cisco网站的数据库来实现的。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 products 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