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12 Cards in this Set
- Front
- Back
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Productivity Paradox |
Increased investment in information technology combined with small changes in worker productivity |
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Business Technology Management (BTM)
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Learning outcomes designed by the CCICT that include utilizing productivity and innovation from technology and business skills
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Three ways to create business value |
Productivity
Structure of Competition
Benefits to Customers |
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Efficiency |
"Doing things right" business processes can be accomplished either more quickly or with fewer resources and facilities |
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Effectiveness |
"Doing the right things" business processes that can be accomplished with either new or improved goods and services |
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Value Chain
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Network of (Primary/ Support) activities that improve the effectiveness (or value) of a good or service
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Porter's Five Forces Model |
1) Bargaining power of customers 2) Bargaining power of suppliers 3) Threat of substitution 4) Threat of new entrants 5) Rivalry |
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Porter's Competitive Strategy |
1) Industry wide or Focus
-Paired with-
2) Cost or Differentiation |
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Sustaining Technologies |
Changes in technology that maintain the rate of improvement in customer value (vulcanization of rubber for comfort) |
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Disruptive Technology |
Introduce a new package of attributions to the accepted mainstream products (MP3 to the CD) |
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Roger's Diffusion of Innovation
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Theory of the process by which an innovation is communicated through certain channels over time
1) Knowledge 2) Persuasion 3) Decision 4) Implementation 5) Confirmation |
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Competitive Advantage Model
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Product Implementations
- Create - Enhance - Differentiate System Implementations - Lock in customers and buyers - Lock in suppliers - Raise barriers to market entry - Establish alliances - Reduce costs |
