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18 Cards in this Set
- Front
- Back
Chief Information Officer (CIO)
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-responsible for:
-overseeing all uses of information technology -ensuring strategic alignment of IT with business goals and objectives |
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Chief Technology Officer (CTO)
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-responsible for:
-ensuring the throughput, speed, accuracy, availability, and reliability of an organizations information technology. |
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Chief Security Officer (CSO)
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-responsible for:
-ensuring the security of IT systems and developing strategies and IT safeguards against attacks from hackers and viruses |
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Chief Privacy Officer (CPO)
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-responsible for:
-ensuring the ethical and legal use of information within and organization |
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Chief Knowledge Officer (CKO)
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-responsible for:
-collecting, maintaining and distributing the organizations knowledge |
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Efficiency IT Metrics
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-measures the performance of the IT system itself such as throughput, speed and availability
-"Do things right" -Peter Drucker |
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Effectiveness IT Metrics
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-measures the impact IT has on a business processes and activities including customer satisfaction, conversion rates, and sell-through increases
-"Do the right things" -Peter Drucker |
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Benchmarking
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-process of continuously measuring system results, comparing those results to optimal system performance, and identifying steps and procedures to improve system performance
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Porter's Five Forces Model
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1.Buyer Power
2. Supplier Power 3. Threat of Substitutes 4. Threat of New Entrants 5. Rivalry Among Existing Competitors |
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Buyer Power
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-when buyers have many choices from whom to buy from, buyer power is high
-to reduces buyer power (create competitive advantage), and organization must make it more attractive for customers to buy from them instead of the competition -ex. loyalty programs |
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Supplier Power
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-when buyers have few choices of whom to buy from, supplier power is high
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Threat of Substitute Products or Services
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-when there are many alternatives to a products or services, threat is high
-ex. strategy: switching costs- make the customer reluctant to switch to another product (doesn't have to be monetary) |
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Threat of New Entrants
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-when it is easy for new competitors to enter a market, threat is high.
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Rivalry Amount Existing Competitors
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-when competition is fierce in a market, rivalry is high
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Porter's Three Generic Strategies
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1. Broad Cost Leadership
2. Broad Differentiation 3. Focus Strategy |
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Broad Cost Leadership
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-reach large market segments but at a low cost.
-ex. Hyundai offers low-cost cars, in each particular model type |
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Differentiation
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-reach a large market but at a higher price because of differentiation
-ex. Audi's differentiation is safety. |
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Focused Strategy
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-can be at a high or low price but only targets a specific market segment
-ex. Hummer only has one type of vehicle |