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Home Archive for July 2015

 
 
 
CHAPTER 6 : VALUING ORGANIZATIONAL INFORMATION
                           Organizational Information

Information is everywhere in an organization. when addressing a significant business issue, employees must be able to obtain and analyze all the relevant information so they can make the best decision possible. Organizational Information comes at different levels and in different formats and granularities. Information granularity refers to the extent of detail within the information (fine and detailed or coarse and abstract). Employees must be able to correlate the different levels, formats, and granularities of information when making decisions.

ORGANIZATIONAL INFORMATION

  •   information granularity refers to extent of detail within information ( fine and detailed or coarse and abstract)








 

 

The Value of Transactional and Analytical Information



  •  Transactional information encompasses all of the information contained within a single business process or unit of work , and its primary purpose is to support the performing of daily operational tasks
  •  Analytical information encompasses all organizational information, and its primary purpose is to support the performing of managerial analysis tasks

THE VALUE OF TIMELY INFORMATION 


  •  REAL- TIME INFORMATION means immediate , up-to-date information.
  •  REAL- TIME SYSTEMS provide real-time information in response to query request.

THE VALUE OF QUALITY INFORMATION


Business decisions are only as good as the quality of the information used to make the decisions.
The five characteristics of high-quality include:
1) Accuracy
2) Completeness
3) Consistency
4) Uniqueness
5) Timeliness
Five common characteristics of high- quality information

                                  
 
UNDERSTANDING THE COSTS OF POOR INFORMATION
 
 
         


 
  • Using the wrong information can lead to making the wrong decision.
  • Making the wrong decision can cost time, money and even reputations.
  • Bad information can cause serious business ramifications such as :
1) Inability to accurately track customers , which directly affects strategies initiatives such as CRM and SCM
2)difficulty identifying the organization's most valuable customers.
3)Inability to identify selling opportunities and wasted revenue from marketing to none existing customers and non deliverable mail
4) Difficulty tracking revenue because of inaccurate voices
5) Inability to build strong relationship with customers- which increases buyer power



UNDERSTANDING THE BENEFITS OF GOOD INFORMATION
 
 
 
 
 
 
 
 
 
Okay , see you for the next chapter ! XOXO >,<
       




Chapter 4 : Measuring the Success of Strategic                            Initiatives






             In this chapter, i learn a lot of thing. My lecturer is a great when she give the lecture about this topic. Now, i can see how the organization or company operates by apply the particular in this chapter. First of all, in this topic i had learn about IT metrics. What is IT metrics?Okay, IT is stand for Information Technology and metrics are details measures that feed to bussines drivers. In other words, IT metrics are used to measure the performance the company. For example, TESCO are introduce customers to their members card. For customers, that members card allowed them to get discounts on their buying but it must based on term and condition. But for the TESCO themselves,the members card are used to analysis about what are their customers purchased everyday, seek the items that most of customers purchased or in other words, TESCO use the members card to do research about the customers  demand daily and the customers behaviour. With the members card and such that information, TESCO can plan and measure the new strategy to develop their   bussines.






MEASURING INFORMATION TECHNOLOGY’S SUCCESS
  • -          Key performance indicator – measures that are tied to business drivers
  • -          Metrics are detailed measures that feed KPIs
  • -          Performance metrics fall into the nebulous area of business intelligence that is neither technology, nor business centered, but requires input from both IT and business professionals

EFFICIENCY AND EFFECTIVENESS
  • -          Efficiency IT metric – measures the performance of the IT system itself including throughput, speed, and availability
  • -          Effectiveness IT metric – measures the impact IT has on business processes and activities including customer satisfaction, conversion rates, and sell-through increases

BENCHMARKING – BASELINE METRICS
  • -          Regardless of what is measured, how it is measured, and whether it is for the sake of efficiency or effectiveness, there must be benchmarks –baseline values the system seeks to attain
  • -          Benchmarking – a process of continuously measuring system results, comparing those results to optimal system performance (benchmark values), and identifying steps and producers to improve system performance


-          Comparing efficiency IT and effectiveness IT metrics for the government initiatives 

THE INTERRELATIONSHIPS OF EFFICIENCY AND EFFECTIVESS IT METRICS


-          Common types of efficiency IT metrics


Efficiency IT Metrics
Throughput
The amount of information that can travel through a system at any point.
Transaction speed
The amount of time a system takes to perform a transaction.
System availability
The number of hours at system is available for users.
Information accuracy
The extent to which a system generates the correct results when executing the same transaction numerous times.
Web traffic
Includes a host of benchmarks such as the number of page views, the number of unique visitors, and the average time spent viewing a web page.
Response time
The time it takes to respond to user interactions such as a mouse click.



-          Effectiveness IT metrics focus on an organization’s goals, strategies, and objectives and include…


Effectiveness IT Metrics
Usability
The ease with which people perform transactions and/or find information. A popular usability metric on the Internet is degrees of freedom, which measures the number of clicks required to find desired information.
Customers satisfaction
Measured by such benchmarks as satisfaction surveys, percentage of existing customers retained, and increases in revenue dollars per customer.
Conversion rates
The number of customers an organization “touches” for the first time and persuades to purchase its products or services. This is a popular metric for evaluating the effectiveness of banner, pop-up, and pop-under ads on the Internet.
Financial
Such as return on investment (the earning power of an organization’s assets), cost-benefit analysis (the comparison of projected revenues and costs including development, maintenance, fixed and variable), and break-even analysis (the point at which content revenues equal ongoing costs).


-          Security is an issue for any organization offering products or services over the Internet.
-          It is inefficient for an organization to implement Internet security, since it slows down processing.
·         However, to be effective it must implement Internet security.
·         Secure Internet connections must offer encryption and Secure Sockets Layers (SSL denoted by the lock symbol in the lower right corner of browser)



-          Interrelationships between efficiency and effectiveness. 




METRICS FOR STRATEGIC INITIATIVES

-          Metrics for measuring and managing strategic initiatives include;
·         Website metrics.
·         Supply chain management (SCM) metrics
·         Customer relationship management (CRM) metrics
·         Business process reengineering (BPR) metrics
·         Enterprise resource planning (ERP) metrics 






WEBSITE METRICS



SUPPLY CHAIN MANAGEMENT METRICS 


CUSTOMER RELATIONSHIP MANAGEMENT METRICS
BPR and ERP Metrics

-          The balanced scorecard enables organizations to measure and manage strategic initiatives. 










CHAPTER 3: STRATEGIC INITIATIVES FOR IMPLEMENTING COMPETITIVE ADVANTAGES




  •  Organizations can undertake high-profile strategic initiatives including
    • Supply Chain Management (SCM)
    • Customer Relationship Management (CRM)
    • Business Process Reengineering (BPR)
    • Enterprise Resource Planning (ERP)

  1. Supply Chain Management - involves the management of information flows between and among stages in a supply chain to maximize total supply chain effectiveness and profitability

  • Four basic components of supply chain management include :
    • Supply chain strategy - strategy for managing all the resources required to meet customer demand for all products and services
    • Supply chain partners - the partners chosen to deliver finished products, raw materials, and services including pricing, delivery, and payment processes along with partner relationship monitoring metrics
    • Supply chain operation - the schedule for production activities including testing, packaging, and preparation for delivery. Measurements for this component include productivity and quality
    • Supply chain logistics - the product delivery processes and elements including orders, warehouses, carriers, defective product returns, and invoicing
  • Effective and efficient supply chain management systems can enable the organization to : 
    • Decrease the buyer power
    • Increase supplier power
    • Increase switching costs
    • Create entry barriers
    • Increase efficiencies while seeking a competitive advantage through cost leadership
Effective and efficient supply chain managements effect on Porter's Five Forces
   2. Customer Relationship Management - involves managing all aspects of a customer's relationship with an organization to increase customer loyalty and retention and an organization's profitability

  • CRM is not just technology, but a strategy, process, and business goal that an organization must embrace on an enterprisewide level
  • CRM can enable the organization to
    • identify types of customers
    • design individual customer marketing campaigns
    • treat each customer as an individual
    • understand customer buying behaviours
CRM overviews


 



















 



3. Business Process Reenginering - analysis and redesign of workflow within and between the enterprise

  • The purpose of BPR is to make all business processes best-in-class
  • Finding opportunity using BPR
  • Types of change an organization can achieve, along with the magnitudes of change and the potential business benefit


   4. Enterprise Resource Planning - integrates all departments and functions throughout an organization into a single IT system so that employees can make decisions by viewing enterprisewide information on all business operations
  • ERP systems collect data from across an organization and correlates the data generating an enterprisewide view


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