Rencontre 2

1
Rencontre 2

• Strategie daffaires

2
Turban

• Chapitre 2
• Section 2.4 modeles d affaires de CE
• Direct mkt, indirect mkt
• Cybermarketing complet et partiel
• Fig 2.5 desintermediation et reintermediation
• Impact du CE sur les stratégies de distribution
  des manufacturiers
• Monopole sur Internet
• Coexistence avec concessionnaires
• Strategie mixe par region
• Personnalisation de masse
• Puissants détaillant

3
Croteau

• Stratégies
• Moyens, fins
• Souhaitée, réalisée
• Niveaux hiéarchiques
• Types renommés
• Porter
• Miles and Snow
• Venkatraman

4
Applegate

• Figure 3.1 Impact des forces compétitives
• Fournisseurs, acheteurs, nouveaux venus, produits
  substituts
• Apport des TI? Du CE?
• Figure 3.4 Chaîne de valeur
• Entreprise, étendue
• Méthode proposée
• Questions au comité directeur
• entrevues

5
PLANNING OF INFORMATION SYSTEMS FOR COMPETITIVE
EDGE

• François Bergeron
• Department of information system
• Laval University
• CORS/TIMS/ORSA Meeting
• Vancouver, B.C.

6
TWO RESEARCH QUESTIONS

• Are impact planning methodologies applicable and
  what are the results ?
• What are the differences in the results obtained
  from different methodologies ?

7
PORTERS VALUE CHAIN
8
Wisemans theory of strategic thrust
9
SAMPLE
10
PROCESS

• Porter 10 organizations
• Wiseman 10 organizations
• STEPS
• 1. ISCA Concept
• 2. Organizational strategy
• 3. ISCA Opportunities
• 4. Selection

11
COMPARISON CRITERIA

• Number of ideas worthy of implementation
• Estimated costs
• Length of time required to implement
• Decision of implementation
• Organizational level

12
Table1 Number, costs and implementation duration
of ISCAs
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TABLE 2 MANAGERIAL LEVEL OF THE ISCAs
14
TABLE 3 Primary and support activities of the
value chain addressed by the ISCAs
15
TABLE 4 STRATEGIC THRUSTS AND TARGETS ADDRESSED
BY THE ISCAs
16

• OVERALL
• Similarity between methodologies
• Outward orientation of ST
• VALUE CHAIN
• VC more applications in the operations function
  (28 vs 20)
• VC less applications in the marketing sales
  functions (18 vs 26)
• VC less opportunities in the service firms than
  manufacturing firms
• STRATEGIC THRUSTS
• ST Less opportunities for innovation
• ST More opportunities for growth
• ST More supplier-oriented opportunities