BUS 188 CasesSECTION 1.1OPENING CASE QUESTIONS Apple - Merging Technology, Business and EntertainmentSlide 4CLOSING CASE ONE Say “Charge It” with Your Cell PhoneSlide 6CLOSING CASE TWO Innovative Business ManagersSlide 8CLOSING CASE THREE The World is Flat – Thomas FriedmanCHAPTER 2OPENING CASE QUESTIONS Revving Up Sales at Harley-DavidsonSlide 12CLOSING CASE ONE Consolidating Touchpoints for SaabSlide 14CLOSING CASE TWO Made-to-Order BusinessesSlide 16CLOSING CASE THREE Delta Airlines Plays Catch-UpSlide 18Slide 19OPENING CASE QUESTIONS AmazonSlide 21CLOSING CASE ONE eBay – The Ultimate E-BusinessSlide 23CLOSING CASE TWO Direct GroceriesSlide 25CLOSING CASE THREE How Do You Value Friendster?Slide 27OPENING CASE QUESTIONS Sarbanes-OxleySlide 29Slide 30CLOSING CASE ONE Banks Banking on SecuritySlide 32CLOSING CASE TWO Hacker HuntersSlide 34CLOSING CASE THREE Thinking Like the EnemySlide 36CHAPTER 5OPENING CASE QUESTIONS Electronic Breaking PointsSlide 39CLOSING CASE ONE Chicago TribuneSlide 41CLOSING CASE TWO UPS in the Computer Repair BusinessCLOSING CASE THREE Fear the PenguinCLOSING CASE THREE Fear the PenguinChapter 6OPENING CASE QUESTIONS GoogleSlide 47Slide 48CLOSING CASE ONE Fishing for QualitySlide 50CLOSING CASE TWO Mining the Data WarehouseSlide 52CLOSING CASE THREE Harrah’sSlide 54CHAPTER 7OPENING CASE QUESTIONS The Digital HospitalSlide 57CLOSING CASE ONE Tracking StudentsSlide 59CLOSING CASE TWO UPS versus FedExSlide 61CLOSING CASE THREE PradaSlide 63CHAPTER 8OPENING CASE QUESTIONS Dell’s Famous Supply ChainSlide 66CLOSING CASE ONE BudNetCLOSING CASE TWO Listerine’s JourneySlide 69CLOSING CASE THREE Levi’sSlide 71CHAPTER 9OPENING CASE QUESTIONS Customer First AwardsSlide 74Slide 75Slide 76CLOSING CASE ONE Fighting Cancer with InformationSlide 78CLOSING CASE TWO Calling All CanadiansSlide 80CLOSING CASE THREE The Ritz-CarltonSlide 82CHAPTER 10OPENING CASE QUESTIONS Campus ERPSlide 85Slide 86CLOSING CASE ONE DreamWorksSlide 88CLOSING CASE TWO Highway SafetySlide 90CLOSING CASE THREE Saving Costs at CostcoCHAPTER 11OPENING CASE QUESTIONS HP’s Software ProblemsSlide 94CLOSING CASE ONE Denver International AirportCLOSING CASE TWO Reducing AmbiguityCLOSING CASE THREE Gearing Up at REISlide 98CHAPTER 12OPENING CASE QUESTIONS Change at ToyotaSlide 101Slide 102Slide 103CLOSING CASE ONE Toronto TransitCLOSING CASE TWO Circuit CityCLOSING CASE THREE Outsourcing BrewBUS 188 CasesFall 2007Mike SplaneSECTION 1.1INFORMATION SYSTEMS IN BUSINESSOPENING CASE QUESTIONSApple - Merging Technology, Business and Entertainment1. What might have happened to Apple if its top executives had not supported investment in iPods?2. Formulate a strategy for how Apple can use efficiency IT metrics to improve its business3. Formulate a strategy for how Apple can use effectiveness IT metrics to improve its business4. Why would it be unethical for Apple to sell its iTunes customer information to other businesses?5. Evaluate the effects on Apple’s business if it failed to secure its customer’s information and it was accidentally posted to an anonymous Web siteOPENING CASE QUESTIONSApple - Merging Technology, Business and Entertainment6. Did Apple gain a competitive advantage from its decision to invest in an online music business?7. How can Apple use environmental scanning to gain business intelligence? 8. Using Porter’s Five Force Model, analyze Apple’s buyer power and supplier power9. Which of the three generic strategies is Apple following?10. Which of Porter’s Five Forces did Apple address through its introduction of the iPod?CLOSING CASE ONESay “Charge It” with Your Cell Phone1. Do you view this technology as a potential threat to traditional telephone companies? If so, what counterstrategies could traditional telephone companies adopt to prepare for this technology?2. Using Porter’s Five Forces describe the barriers to entry for this new technologyCLOSING CASE ONESay “Charge It” with Your Cell Phone3. Which of Porter’s three generic strategies is this new technology following?4. Describe the value chain of using cell phones as a payment method5. What types of regulatory issues might occur due to this type of technology?CLOSING CASE TWOInnovative Business Managers1. Choose one of the companies listed above and explain how it could use a CIO, CTO, and CPO to improve business2. Why is it important for all of DreamWorks’ functional business areas to work together? Provide an example of what might happen if the DreamWorks marketing department failed to work with its sales department3. Why is information technology important to an organization like the Boston Red Sox? Every organization needs information to remainCLOSING CASE TWOInnovative Business Managers4. Which of Porter’s Five Forces is most important to Home Depot’s business?5. Which of the three generic strategies is PepsiCo following?6. Explain the value chain and how a company like GE can use it to improve operationsCLOSING CASE THREEThe World is Flat – Thomas Friedman1. Do you agree or disagree with Friedman’s assessment that the world is flat? Be sure to justify your answer2. What are the potential impacts of a flat world for a student performing a job search? 3. What can students do to prepare themselves for competing in a flat world?4. Identify a current flattener not mentioned on Friedman’s listCHAPTER 2STRATEGIC DECISION MAKINGOpening Case Revving Up Sales at Harley-DavidsonOPENING CASE QUESTIONSRevving Up Sales at Harley-Davidson1. How does Talon help Harley-Davidson employees improve their decision-making capabilities?2. Identify a few key metrics a Harley-Davidson marketing executive might want to monitor on a digital dashboard3. How can Harley-Davidson benefit from using decision support systems in its businessOPENING CASE QUESTIONSRevving Up Sales at Harley-Davidson4. Evaluate the HOG CRM strategy and recommend an additional benefit Harley-Davidson could provide to its HOG members to increase customer satisfaction5. Describe how Harley-Davidson’s SCM system, Manugistics, could improve its business operations6. Provide an illustration of Harley-Davidson’s SCM system including all upstream and downstream participantsCLOSING CASE ONEConsolidating Touchpoints for Saab1. How has implementing a CRM system enabled Saab to gain a competitive advantage?2. Estimate the potential impact to Saab’s business if it had not implemented a CRM system3. What additional benefits could Saab