信息战略和经济（英文版）

ISMT5101IntroductiontoInformationStrategyandEconomicsISMT5102AgendaIntroduction-Whatyouwilllearn-Coursestructure-Teachingstyle-Gradingpolicy-PointersforsuccessStrategy-Valuechain-Competitiveadvantage-Porter’sfiveforcesmodel-Classparticipation-Assignments-FinalExamISMT5103Teaser…Weareseeingagrowingtendencyforcompaniestosellproductsinbundlestocustomers.e.g.MicrosoftOfficewhichisabundleofWord,Powerpointetcwhichusedtobeprimarilysoldseparatelyinthepast.Whatfactorsmakebundlingmoreattractive?ISMT5104Teasers…Aleadingmanufacturerofprintersspentadditionalmoneytoslowdownitsprinters.Intelspentextraeffort(andmoney)oneachchiptodisablecertainprocessorstoslowitdown.Wasn’tfastersupposedtobebetter?Thenwhyarethesecompaniesdegradingtheirproducts?ISMT5105Moreteasers…Onp2pnetworkslikeKazaa,emptyandbigfileshavingattractivenameslike“Lordoftherings”arefrequentlyavailable.ThereweresomerumorsthatitwastheRIAAwhichwasinvolvedinpostingthesefiles.WhatistherationaleforpeopletomakethisallegationagainstRIAA.?ISMT5106WhatyouwilllearnThiscoursewillhelpyou:–UnderstandtherelationshipsbetweenEconomics,Strategy,andCompetitiveAdvantage–ExploredifferentwaysthatInformationTechnology(IT)andElectronicCommerce(EC)canbeusedtocreateCompetitiveAdvantage–Describetheeconomicprinciplesthatmayenablefirmstocreateprofitablee-businessstrategies–Evaluateoptionsforleveragingtechnologytocreatesustainablee-businessstrategiesISMT5107CoursestructureLecture1Introduction,ISstrategyLecture2Pricing,VersioningLecture3Networkeffect,Lock-inLecture4ContextualMarketing,PrivacyLecture5Innovations,StandardsLecture6IntermediariesB2BLecture7Auctions,piracyFinalExamInClassISMT5108TeachingStyleLectureArticles,TextbookCaseStudyFundamentalsApplicationPreparationmaterialISMT5109The3P’s(yourrole)Preparation-Articles,textbookchapter,caseParticipation-ContributiontodiscussioninclassPerformance-AssignmentsandfinalexamISMT51010GradingClassParticipation(Lectures2-7)20%Assignments(2)35%FinalExam45%DistributionofgradeforclasswillapproximatelyfollowschoolguidelinesA:35-40%,B:45-60%,C:5-10%,F-ifrequiredISMT51011ClassparticipationDo’s(examples)-Bringingworkrelatedrelevantexperience-Analysisofanarticle/casebeingdiscussed-Citinganecdotalevidenceoftheconceptbeingdiscussed-SWOTanalysisDont’s(examples)-Restatefactsstraightfromthecase/article-BeingdiscourteoustootherstudentswhentheyaremakingapointISMT51012ClassparticipationPoints:0-4QualityofpointmadenotnumberoftimesspokenRecordedrightafterclass(onlineaccess)Sixsessions(Lectures2-7).Topfivescoreswillbeconsidered(54=20)ISMT51013AssignmentsIndividualTwo17.5pointseach(17.52=35)BasedoncasestudiesTimelycompletionISMT51014FinalexamWillcover:-Lecture-Textbookchaptersassigned-ArticlesandcasesassignedInclassexamFormat:TBDISMT51015PointersforsuccessBeprepared-Readandanalyzecasesandotherreadingassignmentsbeforeclass-Finishassignmentsontime-BepunctualParticipateinclassdiscussionProvideFeedbackISMT51016FeedbackImportanttostructurefuturelectures.Didthelecturesatisfyteachingobjectives?RatethelectureintermsofclarityComment~ismt510ISMT51017AgendaIntroduction-Whatyouwilllearn-Coursestructure-Teachingstyle-Gradingpolicy-PointersforsuccessStrategy-Strategicpositioning-Sustainableadvantage-Porter’sfiveforcesmodel-ValueconfigurationISMT51018LearningobjectivesDistinguishbetweenstrategyandoperationaleffectivenessIdentifythesixprinciplesofstrategicpositioningIdentifythestrategicmistakesmadebydotcomsExplainhowafirm’sperformanceisdeterminedandidentifythedifferenttypesofbusinessmodelsAnalyzeanindustrystructureusingPorter’sfiveforcesmodelExplainhowasustainableadv.canbeachievedIdentifythedifferenttypesofvalueconfigurationsISMT51019DetailedplanStrategyDeterminantsofperformanceSustainableadvantage-howtoachieveitPortersfiveforcesmodelValueConfiguration-Strategicvs.operationaleffectiveness-Keyissuesinstrategicpositioning-Mistakesmadebydot-coms-Valuechain-Valueshop-Valuenetwork-Businessmodelsandtypes-ImpactofInternetISMT51020WhatisStrategy?Strategyisacomprehensivemasterplanstatinghowthecorporationwillachieveitsmissionandobjectives.Strategyisthecreationofauniqueandvaluableposition,involvingadifferentsetofactivities(Porter).Strategiescanexistatmultiplelevels-Corporate,Businessunit,FunctionalareaISMT51021WhatisStrategicManagementStrategicmanagementisthesetofmanagerialdecisionsandactionsthatdeterminethelong-runperformanceofacorporation.Itincludes:–Environmentalscanning–Strategyformulation(i.e.,long-rangeplanning)–Strategyimplementation–EvaluationandcontrolSource:EssentialsofStrategicManagement,J.D.Hunger&T.L.Wheelen(2001)ISMT51022Strategyvs.operationaleffectivenessEachfirmisininvolvedinseveralactivitiese.g.manufacturing,marketing,sellingOEisaboutperformingeachactivitybetterthanrivals-Japaneseautomakersin80’sStrategy:Performdifferentactivitiesorsimilaractivitiesdifferently-Southwestvs.otherairlinesISMT51023OperationaleffectivenessRelativeCostQualityProductionfrontierHighLowHighLowABISMT51024StrategicpositioningV