Soundbuzz Case Study Solutions

Presentation on theme: "Case Study for Information Management 資訊管理個案"— Presentation transcript:

1 Case Study for Information Management 資訊管理個案
Information Systems, Organization, and Strategy: Soundbuzz (Chap. 3)1011CSIM4C04TLMXB4C Mon 8, 9, 10 (15:10-18:00) B602Min-Yuh Day戴敏育Assistant Professor專任助理教授Dept. of Information Management, Tamkang University淡江大學 資訊管理學系tku.edu.tw/myday/

2 課程大綱 (Syllabus)週次 日期 內容(Subject/Topics) 1 101/09/10 Introduction to Case Study for Information Management 2 101/09/17 Information Systems in Global Business: 1. UPS, 2. The National Bank of Kuwait (Chap. 1) 3 101/09/24 Global E-Business and Collaboration: NTUC Income (Chap. 2) 4 101/10/01 Information Systems, Organization, and Strategy: Soundbuzz (Chap. 3) 5 101/10/08 IT Infrastructure and Emerging Technologies: Salesforce.com (Chap. 5) 6 101/10/15 Foundations of Business Intelligence: Lego (Chap. 6)

3 課程大綱 (Syllabus)週次 日期 內容(Subject/Topics) 7 101/10/22 Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft (Chap. 7) 8 101/10/29 Securing Information System: 1. Facebook, 2.European Network and Information Security Agency (ENISA) (Chap. 8) 9 101/11/05 Midterm Report (期中報告) /11/12 期中考試週 /11/19 Enterprise Application: Border States Industries Inc. (BSE) (Chap. 9) /11/26 E-commerce: 1.Facebook, 2. Amazon vs. Walmart (Chap. 10)

4 課程大綱 (Syllabus)週次 日期 內容(Subject/Topics) /12/03 Knowledge Management: Tata Consulting Services (Chap. 11) /12/10 Enhancing Decision Making: CompStat (Chap. 12) /12/17 Building Information Systems: Electronic Medical Records (Chap. 13) /12/24 Managing Projects: JetBlue and WestJet (Chap. 14) /12/31 Final Report (期末報告) /01/07 期末考試週

5 Chap. 3 Information Systems, Organization, and Strategy: Soundbuzz

6 Case Study: Soundbuzz (Chap
Case Study: Soundbuzz (Chap. 3) Soundbuzz’s Music Strategy for Asia-Pacific1. Analyze Soundbuzz and its business strategy using the competitive forces models. What strategies did it develop for dealing with competitive forces? 2. What are the critical elements for an online music service? Using the value chain model, analyze Soundbuzz’s business processes. 3. Why did Motorola acquire Soundbuzz? What synergies will be created through this partnership? 4. Explore the Soundbuzz web site (www.soundbuzz.com). Briefly describe its products, technology platform, payment methods and revenue model. 5. Do you think Soundbuzz is successful? What are the things it can do to improve its business model? What can it learn from iTunes?Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

7 THE TWO-WAY RELATIONSHIP BETWEEN ORGANIZATIONS AND INFORMATION TECHNOLOGY
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

8 Definition of Organization
What is an organization?Technical definition:Stable, formal social structure that takes resources from environment and processes them to produce outputsA formal legal entity with internal rules and procedures, as well as a social structureBehavioral definition:A collection of rights, privileges, obligations, and responsibilities that is delicately balanced over a period of time through conflict and conflict resolutionSource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

9 THE TECHNICAL MICROECONOMIC DEFINITION OF THE ORGANIZATION
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

10 THE BEHAVIORAL VIEW OF ORGANIZATIONS
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

11 ROUTINES, BUSINESS PROCESSES, AND FIRMS
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

12 ENVIRONMENTS AND ORGANIZATIONS HAVE A RECIPROCAL RELATIONSHIP
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

13 5 Basic Kinds of Organizational Structure
Entrepreneurial:Small start-up businessMachine bureaucracy:Midsize manufacturing firmDivisionalized bureaucracy:Fortune 500 firmsProfessional bureaucracy:Law firms, school systems, hospitalsAdhocracy:Consulting firmsSource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

14 THE TRANSACTION COST THEORY OF THE IMPACT OF INFORMATION TECHNOLOGY ON THE ORGANIZATION
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

15 THE AGENCY THEORY OF THE IMPACT OF INFORMATION TECHNOLOGY ON THE ORGANIZATION
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

16 FLATTENING ORGANIZATIONS
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

17 ORGANIZATIONAL RESISTANCE AND THE MUTUALLY ADJUSTING RELATIONSHIP BETWEEN TECHNOLOGY AND THE ORGANIZATIONSource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

18 PORTER’S COMPETITIVE FORCES MODEL
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

19 Information System Strategies for Dealing with Competitive Forces
Low-cost leadershipProduct differentiationFocus on market nicheStrengthen customer and supplier intimacySource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

20 Information System Strategies for Dealing with Competitive Forces
Low-cost leadershipProduce products and services at a lower price than competitors while enhancing quality and level of serviceExamples: Wal-MartSource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

21 Information System Strategies for Dealing with Competitive Forces
Product differentiationEnable new products or services, greatly change customer convenience and experienceExamples: Google, Nike, AppleSource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

22 Information System Strategies for Dealing with Competitive Forces
Focus on market nicheUse information systems to enable a focused strategy on a single market niche; specializeExample: Hilton HotelsSource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

23 Information System Strategies for Dealing with Competitive Forces
Strengthen customer and supplier intimacyUse information systems to develop strong ties and loyalty with customers and suppliers; increase switching costsExample: Netflix, AmazonSource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

24 The Internet’s impact on competitive advantage
Transformation, destruction, threat to some industriesE.g. travel agency, printed encyclopedia, newspaperCompetitive forces still at work, but rivalry more intenseUniversal standards allow new rivals, entrants to marketNew opportunities for building brands and loyal customer basesSource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

25 THE VALUE CHAIN MODELSource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

26 THE VALUE WEBSource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

27 AN ECOSYSTEM STRATEGIC MODEL
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

28 Using Information Systems for Competitive Advantage: Management Issues
Sustaining competitive advantageBecause competitors can retaliate and copy strategic systems, competitive advantage is not always sustainable; systems may become tools for survivalPerforming strategic systems analysisWhat is structure of industry?What are value chains for this firm?Managing strategic transitionsAdopting strategic systems requires changes in business goals, relationships with customers and suppliers, and business processesSource: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

29 Case Study: Salesforce. com (Chap. 5) Salesforce
Case Study: Salesforce.com (Chap. 5) Salesforce.Com: Cloud Services Go Mainstream1. How does Salesforce.com use cloud computing? 2. What are some of the challenges facing Salesforce as it continues its growth? How well will it be able to meet those challenges? 3. What kinds of businesses could benefit from switching to Salesforce and why? 4. What factors would you take into account in deciding whether to use Salesforce.com for your business? 5. Could a company run its entire business using Salesforce.com, Force.com and App Exchange? Explain your answer.Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

30 資訊管理個案 (Case Study for Information Management)
1. 請同學於資訊管理個案討論前 應詳細研讀個案,並思考個案研究問題。 2. 請同學於上課前複習相關資訊管理相關 理論,以作為個案分析及擬定管理對策的依據。 3. 請同學於上課前 先繳交個案研究問題書面報告。

31 ReferencesKenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.周宣光 譯 (2011), 資訊管理系統-管理數位化公司, 第12版,東華書局

Поверь мне, постараюсь изо всех сил. ГЛАВА 52 Клуб Колдун располагался на окраине города, в конце автобусного маршрута 27. Похожий скорее на крепость, чем на танцевальное заведение, он со всех сторон был окружен высокими оштукатуренными стенами с вделанными в них битыми пивными бутылками - своего рода примитивной системой безопасности, не дающей возможности проникнуть в клуб незаконно, не оставив на стене изрядной части собственного тела.

Еще в автобусе Беккер смирился с мыслью, что его миссия провалилась.

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