New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

CIS 2010 Chp. 2 Notes

by: Hagar Notetaker

CIS 2010 Chp. 2 Notes CIS 2010

Marketplace > Georgia State University > CIS 2010 > CIS 2010 Chp 2 Notes
Hagar Notetaker
GPA 4.0
View Full Document for 0 Karma

View Full Document


Unlock These Notes for FREE

Enter your email below and we will instantly email you these Notes for Intro Computer Based Information Systems

(Limited time offer)

Unlock Notes

Already have a StudySoup account? Login here

Unlock FREE Class Notes

Enter your email below to receive Intro Computer Based Information Systems notes

Everyone needs better class notes. Enter your email and we will send you notes for this class for free.

Unlock FREE notes

About this Document

Notes from chp. 2 Lecture date: 8/31/16
Intro Computer Based Information Systems
James Senn
Class Notes
CIS, CIS2010, Computer, information, Systems, IS




Popular in Intro Computer Based Information Systems

Popular in Department

This 4 page Class Notes was uploaded by Hagar Notetaker on Thursday September 1, 2016. The Class Notes belongs to CIS 2010 at Georgia State University taught by James Senn in Fall 2016. Since its upload, it has received 138 views.


Reviews for CIS 2010 Chp. 2 Notes


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 09/01/16
CIS 2010 Hagar Baruch 8/30/16 Chapter 2 2 ways to view enterprise 1. Operationally a. How efficiently it carries out activities i. Transactions and business processes This is business strategy 2. Strategically a. Where it chooses to compete & how effective it is as competitor Competitive Advantage & Strategic Info Systems (IS)  Competitive Strategy o Statement identifying business’s approach to compete, its goods, & plans and policies required to attain those goods  Strategic IS o IS that helps an organization achieve & maintain competitive advantage Tools  Competitive Advantage Model o Defines generic company competitive strategies available to enterprise  Value Chain o Tools to describe & analyze sequence of activities through which the organization’s inputs transformed to valuable outputs & reveal options to alter costs or distinguish firm from competitors  Competitive forces model o Tool for examining structure of an industry, including current power structure & threats that could change industry’s attractiveness  5 competitive forces Strategies for Competitive Advantage  Cost leadership o Can I reduce my costs below those of competitors?  Differentiation o I am better because I’m different  Innovation o I’m doing something new & you can’t catch up  Operational effectiveness o I can do same thing more efficiently than you  Customer-Orientation o I treat my customers better than you do CIS 2010 Hagar Baruch 8/30/16 Cost Leadership Differentiation Focus: Lowest cost Better Industry across that product/service Wide industry across industry Focus: Lowest cost Better Industry within industry product/service Segment segment within segment 2.4 Value Chain Model  Value chain o Sequence of activities through which organization’s inputs are transformed into valuable points  Primary Activities o Related to production & distribution of products & services  Support Activities o Support primary activities contributing to competitive advantage 5 Primary activities for manufacturing 1. Inbound logistics a. Inputs i. Quality control receiving, supply schedule, etc. 2. Operations Can change based off company a. Manufacturing and testing 3. Outbound logistics 4. Marketing & sales 5. After sale services CIS 2010 Hagar Baruch 8/30/16 4 principal support activities 1. Firm’s infrastructure a. Finance, accounting, management 2. Human resource management 3. Product & tech development a. R & D 4. Procurement Competitive Forces 1. Threat of entry of new competition 2. Bargaining power of suppliers 3. Bargaining power of customers/buyers 4. Threat of substitute products or services 5. Rivalry among existing firms within industry Threats of new entrants Rivalry Supplier Power Your Company Competitor Buyer Power Threats of substitute products How would you counter? 1. Switching costs a. Lock in preferred customers 2. Entry barriers a. Deter any potential competitors CIS 2010 Hagar Baruch 8/30/16 Examples: 1. Bargaining power of customers a. Strong: Toyota’s purchase of auto paint b. Weak: Your power over procedures & policies of your university 2. Threats of substitutes a. Strong: Frequent traveler’s choice of auto rental b. Weak: Patient’s using only drug affective for their disease 3. Bargaining power of supplier a. Strong: Students buying gas b. Weak: grain farmer in surplus years 4. Threat of new entrants a. Strong: Corner latte stall b. Weak: Professional football team 5. Rivalry a. Strong: used car dealer b. Weak: internal revenue service 2.5 Business-Info Tech Alignment  Tight integration of IT o Function with organization’s strategy, mission, & goals 6 characteristics of excellent business-IT alignment 1. IT viewed as engine of innovation a. Continually transforming business & often creating new revenue streams 2. Organizations view their internal and external customers & their customers service function as supremely important 3. Organizations rotate business & IT professionals across departments & job functions 4. Organizations provide overarching goals that are completely clear to each IT & business 5. Organizations ensure & IT employees understand how company makes (or loses) money 6. Organizations create a vibrant & inclusive company culture Major reasons Bus-IT alignment doesn’t occur 1. Business managers & IT managers have different objectives 2. Business & IT departments are ignorant of other group’s expertise 3. Lack of communication


Buy Material

Are you sure you want to buy this material for

0 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Steve Martinelli UC Los Angeles

"There's no way I would have passed my Organic Chemistry class this semester without the notes and study guides I got from StudySoup."

Allison Fischer University of Alabama

"I signed up to be an Elite Notetaker with 2 of my sorority sisters this semester. We just posted our notes weekly and were each making over $600 per month. I LOVE StudySoup!"

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.