Advantages Of Strategic Information Systems

The information systems can make the company realize the reasons for the deficiency of competitive advantages in T-Mobile by using the Michael Porter’s (Laudon, 2014, pp. 124) competitive forces model to analyze the T-Mobile, its competitors and the environment.

This paper will discuss how an information system is critical to the business process of an organization and how the information has impacted the organization 's structure.

Most businesses strive to attain competitive advantage, whether they explicitly realize this or not. The concept of competitive advantage was propagated by Michael Porter, in his landmark book Competitive Strategy. He defined competitive advantage as “Competitive advantage grows out of value a firm is able to create for its buyers that exceeds the firm 's cost of creating it.” (Porter, 1985) The concept provided a new paradigm for looking at the role of competition in firm’s success or failure in the long term. The succinct definition encapsulates number of related concepts that help firms identify and analyze their competitive advantage. In normal parlance, competitive advantage is described as the advantage a firm has that helps it get ahead of competitors or gain higher market share. Whether the management explicitly realizes this fact or not, they usually are focused on identifying and developing traits that help their firm get ahead of competition and have sustained growth in the long term. Many organizations that do not have strategic separate strategic thought process, try to attain the same advantage through micro decisions like product portfolio, cost cutting, pricing decisions, location selection, etc. However, their final objective is competitive advantage. Barney (1991) explained number of internal resource that help the firm in attaining competitive advantage in the long term. In this analysis, the author defines key terms related to competitive advantage, and

Porter, Michael. 1998. “Competitive Advantage: Creating and Sustaining Superior Performance.” 26 Dec, 2011. Free Press, 1998.

Nicholas Carr, in his article “IT Doesn’t Matter” (HBR, 2003) raises a point that IT can no longer create a competitive advantage for any business. Even though Carr understands that IT cannot be ignored, he asserts that strategic importance of IT is diminishing and advises his readers to think before investing in IT. He argues that any advantage provided by IT will be available to an entire industry, and a single firm cannot rely on using those systems as a differentiator. Moreover, Carr writes that companies are running into the risk of overspending without considering alternatives or whether it will give the company a return on their investment. Readers can see this over the last few years at IVK, a fictional financial service company discussed in The Adventures of an IT

In our text this morning, we will see the obvious passion of the gospel in the life of Saul. But before we get into the text, lets’ look back at the important points from last week’s text. We said God has high expectations for His chosen instruments. Every believer is a chosen instrument of God. He expects his chosen instruments to pray, to proclaim the gospel, to expect suffering, to obey Him and to be fill with His Holy Spirit.

  Competitive advantage Strategists Vision and mission statements External opportunities and threats Internal strengths and weaknesses Long-term objectives Strategies Annual objectives Policies Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Ch 1 -18 4.

Source: Barker, Kenneth L., and John R. Kohlenberger. The Expositor's Bible Commentary: Abridged Edition. Grand Rapids, MI: Zondervan Pub. House, 1994. Print.

Kudler has created many opportunities while making change to the current way the company uses technology. Information technologies can revolutionize how organizations do business. Two aspects of such a revolution consist of: strategic information systems, and systems that support or provide for business reorganization. The first part of the chapter deals with strategic information systems, which are primarily used to seize the opportunities created by technological innovations and changing market conditions. Such systems are also used to increase competitiveness and effectiveness by solving organizational problems and by smoothing operations.

Many organizations are working with large amounts of data and important information that can be detrimental to the survival of their business, and organizations typically rely on information systems to manage and carry out their operations. Information systems can be described as an integrated set of components used for storing, collecting and processing data for providing information, digital products and knowledge (IMGI, 2006). For this paper, the strategic analysis decisions along with what we may need to watch out for pertaining URL for the IT field is discussed, along with the impact that these decisions will have on the company. Furthermore, the potential changes in IT related to innovation and organizational process is also reviewed,

2. An Academic Discussion of Competitive Advantage and how Competitive Advantage may be Achieved and Sustained

Obviously, the power of Information System in any organization or company cannot be down looked. This is basically because IT has led to a revolution and to great developments in aspects of concern to management, production, processing, payments and services in different organizations. It is however worth noting that there is a very critical problem associated with strategic advantage of this system. Copy pasting what other people have been doing in the past has been the norm for many entrepreneurs. In this context, many entrepreneurs have devoted huge chunks of capital in the utilization of common IT systems (Carr, 2003). In this case, aspects of concern to uniqueness, innovation and

An information system is a base in today’s business world. Everything is electronic. In various businesses, the survival and ability to succeed strategic business goals is challenging without extensive use of information system. Businesses improve the efficiency of their operations in order to accomplish higher profitablity. Besides that, information systems are important tools available to managers for achieving higher levels of efficiency and productiviy in business operations. For an example, Zara uses the PDA technology to gather customer feedback and input.

In 2003 when Nicholas Carr wrote the article “IT Doesn’t Matter” companies were just beginning to utilize information technology as a competitive advantage. Mr. Carr contends that technology is not a permanent advantage because in time the competition will acquire the same resources and Information Technology (IT) just becomes another commodity. For the majority of companies throughout the world IT resources have become easily accessible and affordable. If Mr. Carr’s opinion is correct then the equality of IT access has just become a cost of doing

“Competitive strategy involves positioning a business to maximize the value of the capabilities that distinguish it from its competitor’s” (Porter 1980:47). A successful business plan requires first and foremost the formation of an appropriate strategy. Through the implementation of a suitable strategy, the company is able to obtain its own industry niche and gain an understanding of its customers (Porter 1985). Whichever strategy is adopted it must be adequately integrated within the firms goals and missions to achieve a competitive advantage (Parker and Helms 1992).