| balance of power | The amount of control one party can exert over another, such as the strength of a customer relative to a manufacturing company.
(See 219)
|
 |
|
|
| barriers to entry | Factors that make it difficult for a new organization to enter an industry (such as the need for a large amount of capital).
(See 218)
|
|
|
|
| basis of competition | Factor (or factors) that dominates the competition within an industry (such as price and features for personal computers).
(See 218)
|
|
|
|
| buyer's bargaining power | The relative strength in the relationship between an organization and its customers.
(See 216)
|
|
|
|
| competition | The rivalry among organizations.
(See 207)
|
|
|
|
| competitive analysis | A formal process of assessing an organization's strengths and weaknesses relative to others operating in the same industry, threats from potential entrants to the industry, and so on.
(See 208)
|
|
|
|
| competitive necessity | When an organization needs to acquire or develop certain capabilities to match those offered by a competitor (rather than to provide a competitive advantage).
(See 223)
|
|
|
|
| competitive strategy | An organization can concentrate on plans such as low-cost production or product differentiation to help compete more effectively.
(See 208)
|
|
|
|
| computer-telephony integration (CTI) | CTI, or sometimes simply "computer telephony," is the use of computers to manage telephone calls.
(See 202)
|
|
|
|
| cost of information | The costs associated with locating, acquiring, managing, and using information.
(See 205)
|
|
|
|
| developer | An information systems specialist who creates information systems.
(See 204)
|
|
|
|
| digital content | Anything that can be represented in digital format (including text, images, sound, videos).
(See 205)
|
|
|
|
| emerging technologies | New information technologies that have not yet been widely adopted.
(See 226)
|
|
|
|
| five-forces model | A competitive analysis framework involving new entrants, substitute products, rivalry among existing competitors, and bargaining power of customers and suppliers.
(See 216)
|
|
|
|
| goal | Something that the organization aspires to achieve; typically viewed as more general in scope than an objective.
(See 202)
|
|
|
|
| industry value chain | The complete set of activities that add value for a customer, starting with the procurement of raw materials by suppliers, through the value-added processing of manufacturers, through to the final disposition of the product or service by the customer.
(See 213)
|
|
|
|
| informational systems | An information system that processes raw data into a form that is useful for decision making (e.g., the production of daily sales reports).
(See 222)
|
|
|
|
| information system (I/S) | A system composed of a purpose, content (data), information technology, people, and procedures.
(See 202)
|
|
|
|
| infrastructure systems | Information systems that provide capabilities for sharing data and information processing across departments and business units of an organization (e.g., a centralized database).
(See 221)
|
|
|
|
| mass customization | A competitive strategy of customizing products for each of a large number of customers.
(See 209)
|
|
|
|
| new entrants | Companies entering a market for the first time; in setting strategy, it is important to consider not only traditional rivals but potential new entrants.
(See 216)
|
|
|
|
| objective | Precise, measurable goals (e.g., increase sales volume by 3 percent over the next 12 months).
(See 202)
|
|
|
|
| operator | A person who is responsible for ensuring that an information system is running properly.
(See 204)
|
|
|
|
| outsource | The process of providing contracts to outside vendors to operate and support the information and telecommunications systems of a firm.
(See 211)
|
|
|
|
| rivalry intensity | The amount of competition among existing firms in a given market segment.
(See 216)
|
|
|
|
| roles | Within the context of describing an information system, people perform certain activities and responsibilities that can be described in terms of roles (such as user or operator).
(See 203)
|
|
|
|
| screen-pop | Within the context of computer-telephony integration (CTI), the information (such as a customer record) that is displayed on a screen when a client calls. The telephone number is used as a primary key, and the telephone number is used to retrieve the correct record.
(See 202)
|
|
|
|
| strategic information systems | Information systems that support the strategy of a firm and give that firm a potential competitive advantage by affecting a critical activity in the value chain.
(See 222)
|
|
|
|
| substitute products | A product or service offered by a company or set of companies to the customers of another company.
(See 216)
|
|
|
|
| supplier's bargaining power | The leverage that suppliers have over a firm buying their products in terms of setting prices, delivery schedules, quantities, and types of products.
(See 216)
|
|
|
|
| switching costs | The costs associated with switching to a different supplier.
(See 218)
|
|
|
|
| SWOT (strengths weaknesses opportunities threats) analysis | A form of strategy formulation that involves examining the strengths, weaknesses, opportunities, and threats.
(See 211)
|
|
|
|
| technological obsolescence | When a new technology increases in popularity to the point that the older technology is no longer in demand.
(See 208)
|
|
|
|
| user | Employed to distinguish the person for whom a hardware or software product is designed from the developers, installers, and servicers of the product.
(See 204)
|
|
|
|
| value chain | A set of processes a firm uses to create value for its customers.
(See 212)
|
|
|
|
| value of information | The positive benefit of having access to certain information, expressed in financial terms.
(See 205)
|
2002 McGraw-Hill Higher Education