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23 Cards in this Set
- Front
- Back
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Value Chain Model
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highlights where competitive strategies can best be applied and where information systems will most likely have strategic impact; classifies company activities as either primary or support
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primary activities
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most directly related to production and distribution
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support activities
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consists of organizational infrastructure (i.e., administration, management, HR, technology, procurement, accounting, finance, etc.
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benchmarking
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comparing the efficiency and effectiveness of business processes against strict standards and then measuring performance against those standards
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bests practices
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identified as the most successful solutions or problem-solving methods for consistently and effectively achieving a business objective
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Value Web
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a collection of independent firms that use information technology to coordinate value chains to produce a product or service for a market collectively
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Core competency
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an activity at which a firm excels as a world-class leader
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Network economies
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marginal costs of adding another participant are almost zero; marginal gain is much larger (i.e, more participants = greater value to all participants)
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Virtual organization
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uses networks to link people, assets, and ideas; works with other companies to create and distribute products/services without traditional limits (i.e., organizational boundaries, physical locations)
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Domestic exporter
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heavy centralization of corporate activities in home country
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Multinational
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concentrates financial management and control in a central home base, but decentralizes production, sales, and marketing to suit local market conditions
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Franchiser
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creates, designs, and finances product in home country; relies heavily on foreign operations for further production, marketing, and human resources
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Transnational
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stateless, globally managed firm; no single national headquarters; many regional/global headquarters; managed from a global perspective without regard to national borders
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Six Sigma
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a measure of quality used to identify problems early on and eliminate them
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BPM
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an approach that aims to continuously improve business processes
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Business process reengineering
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radical rethinking and redesign of business processes
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competitive forces model (Michael Porter)
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provides a general view of the firm, its competitors, and the firm’s environment
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efficient customer response system
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directly links consumer behavior to distribution and production and supply chains
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mass customization
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ability to offer individually tailored products/services using the same production resources as mass production
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switching costs
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the cost of switching from one product/service to a competitor
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disruptive technology
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substitute products that perform as well or better than anything currently produced
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cycle time
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total elapsed time from the beginning of a process to its end
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computer-aided design (CAD) system
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automates the creation and revision of designs, using computers and sophisticated graphics software
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