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What is Happening?Governor Grey DavisFirst ISM Club MeetingAnalysis Term Paper AssignmentsThe Plan!?Key FactorsChapter 1 SummaryThe Chapter IncludesBusiness Success FactorsThree Perspectives Necessary for Business (and Course) SuccessPowerPoint PresentationBusiness Driver ModelUse of Information Systems Requires a Systematic ApproachThe Possible Roles of Information Systems within a CompanyChapter 1 ConclusionsPossible Example QuestionsChapter 2 IntroductionSection 1: Business EnvironmentObjectives of the ChapterCompetitivenessCompetitive ModelSlide 22Diamond of National AdvantageCompetitiveness of NationsConclusionsChapter 2Position Some Important FactorsSlide 28Business EnvironmentAn Essential RoadmapUS StatusSome Important QuestionsGlobal (International) TradeForeign Direct InvestmentWhat Countries “Own”:A Complex Political EnvironmentTrade Issue AttitudesHow Trade WorksWTOMichael Porter ContributionsSlide 41Slide 42Slide 43Slide 44Slide 45Slide 46Slide 47Slide 48Slide 49Slide 50Slide 51Slide 52Slide 53Slide 54Slide 55Slide 56Slide 57Slide 58Slide 59Slide 60Slide 61Slide 62Slide 63Slide 64Slide 65Slide 66Slide 67Slide 68Slide 69Factor Conditions: US Semiconductor IndustryBrazilian Chicken IndustrySlide 72Related and Supporting IndustriesSlide 74Slide 75Country ExamplesSlide 77Slide 78Slide 79Slide 80Slide 81Slide 82Slide 83Slide 84Slide 85Slide 86Slide 87Slide 88Slide 89Slide 90Slide 91Slide 92Slide 93Slide 94Slide 95Slide 96Study PostscriptForget the North Pole!IronicMinimal Inflation in the US?Imports from ChinaU.S. Merchandise Trade with China: 1988-2000Slide 103Slide 104Critics of US-China TradeChina Trade BarriersSlide 107Slide 108Slide 109Slide 110Slide 111Slide 112SingaporeSingapore ModelKenyaSlide 116Slide 117Eveready BatteriesSlide 119Slide 120Slide 121Slide 122Slide 123Slide 124Slide 125Slide 126Global Competitiveness RankingSlide 128Slide 1291998 RankingsFrom Third World to World ClassMajor PointsSlide 133What is Happening?What is Happening?Steve Case resigned as Chairman of AOL Time Warner.Effective in May.Initially heralded as part of the new Internet era, the deal became a failure when AOL’s business badly stumbled.Cultural clashes between the two companies.Stock value has wiped out nearly $200 billion in two years.A victory for Capital Group—largest institutional investor.Case owns 11 million shares of AOL Time WarnerGovernor Grey DavisGovernor Grey DavisHas proposed a $8.3 billion tax increase.Has also proposed $21 billion in spending cuts.The top tax bracket of 11% kicks in if you make a whopping $________.The $36 billion funding gap was caused by a failure to curtail spending when the economy weakened and was further exacerbated by relying on a series of one-time funding shifts and other gimmicks to make the current year spending plan appear balanced on paper.First ISM Club MeetingFirst ISM Club MeetingTuesday, January 21 at 4:30 to 5:30.Analysis Term Paper Analysis Term Paper AssignmentsAssignmentsOn the course web page.The Plan!?The Plan!?Start researching material immediately.•Read syllabus regarding the assignment.•Look at the Boeing paper in the textbook plus the Wal-Mart paper on the course web page.•Use links on web page for your company.Key FactorsKey Factors1. Industry definition.2. “Big Picture” data regarding the industry.3. Business and IT leaders.4. Porter Competitive Model analysis.5. Business Strategy Model.6. Identifying strengths and weaknesses of the company.7. Figuring out who runs the business on a day-to-day basis and the relationship with the person running the IS organization.8. Concluding what the company changed through the use of Information Systems.Chapter 1 Summary Chapter 1 Summary By Jamil DaoukBy Jamil DaoukBusiness and Information Systems Management ChallengesThe Chapter IncludesThe Chapter IncludesFactors to a become a successful businessFactors to a become a successful businessThree necessary perspectivesThree necessary perspectivesSimultaneous revolutions within the Simultaneous revolutions within the business environmentbusiness environmentA business driver modelA business driver modelThree possible roles of Information SystemsThree possible roles of Information SystemsBusiness Success FactorsBusiness Success FactorsBusiness LeadershipBusiness LeadershipAbility to Fit the Pieces into the Increasingly Bigger Ability to Fit the Pieces into the Increasingly Bigger Business PictureBusiness PictureOrganization Responsiveness and ResilienceOrganization Responsiveness and ResilienceSolving Customer Problems Through a Combined Solving Customer Problems Through a Combined Organizational EffortOrganizational EffortA Strong Company CultureA Strong Company CultureAbility and Willingness to Innovate, Change, and Take RisksAbility and Willingness to Innovate, Change, and Take RisksAccomplishing These Factors While Maintaining a BalanceAccomplishing These Factors While Maintaining a BalanceCommunication Across the Entire OrganizationCommunication Across the Entire OrganizationThree Perspectives Necessary for Three Perspectives Necessary for Business (and Course) SuccessBusiness (and Course) Success• Business Environment• Enterprise Environment• I/T Environment Business SuccessFigure 1-1SIMULTANEOUS REVOLUTIONSSIMULTANEOUS REVOLUTIONS NEW RULES OF COMPETITION INDUSTRYSTRUCTURE CHANGES THEBUSINESS NEW COMPETITORSNEW POLITICAL AGENDAS NEW TECHNOLOGIESNEW EMPLOYEESAND NEW VALUES NEW REGULATORY ENVIRONMENT EVER INCREASINGCUSTOMER EXPECTATIONSFigure 1-2Business Driver ModelBusiness Driver ModelRegulationMarket TechnologyEmployees/WorkOrganizationBusiness ProcessesSolutions to Business RequirementsUse of Information Systems Use of Information Systems Requires a Systematic ApproachRequires a Systematic ApproachVisionStrategyTacticsBusiness Plan• Competitive Options• Roles, Roles and Relationships• Redefine and/or Define• Telecommunications as the Delivery Vehicle• Success Factor ProfileThe Possible Roles of Information The Possible Roles of Information Systems within a CompanySystems within a CompanyEfficiencyEfficiencyEffectivenessEffectivenessCompetitive AdvantageCompetitive AdvantageChapter 1 ConclusionsChapter 1 ConclusionsValue to customer defines the purpose and Value to customer defines the purpose and success of a business.success of a business.The customer defines the business.The customer defines
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