Contenu connexe
Similaire à Chap005 MIS (20)
Chap005 MIS
- 1. 1
Chapter
5
Introduction
to
e-Business Systems
McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved.
- 2. 2
Learning Objectives
Give examples of how Internet and other
information technologies support business
processes within the business functions of ..
Accounting,
Finance,
Human resource management,
Marketing, and
Production and operations management.
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- 3. 3
Learning Objectives (continued)
Identify the following cross-functional system
concepts, and how they can provide significant
business value to a company:
Cross-functional enterprise systems
Enterprise application integration
Transaction processing systems
Enterprise collaboration systems
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- 4. 4
Section I
Functional Business Systems
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- 5. 5
IT in Business
“Business managers are moving from a
tradition where they could avoid, delegate, or
ignore decisions about IT to one where they
cannot create a marketing, product,
international, organization, or financial plan
that does not involve such decisions.”
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- 6. 6
Marketing Systems
Marketing Information Systems provide
information technologies that support major
components of the marketing function.
Interactive Marketing
Customer focused marketing process
Based on using Internet, intranets, &
extranets to establish two-way
communications between customers or
potential customers and the business
Customers become involved in product
development, delivery, & service issues
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- 7. 7
Marketing Systems (continued)
Targeted marketing
Five targeting components
Community
Content
Context
Demographic/psychographic
Online behavior
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- 8. 8
Marketing Systems (continued)
Sales Force Automation
The sales force is connected to marketing
websites on the Internet, extranets, & the
company intranet
Increases productivity of sales force
Speeds up the capture & analysis of sales
data
Allows management to provide improved
delivery information & better support of
the sales force.
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- 9. 9
Manufacturing Systems
Support the production/operations function
Assists firms in planning, monitoring, &
controlling inventories, purchases, & the flow
of goods and services
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- 10. 10
Manufacturing Systems (continued)
Computer-Integrated Manufacturing (CIM)
Simplify
Automate
Integrate
Supports the concepts of flexible manufacturing
systems, agile manufacturing, & total quality
management
Computer-Aided Engineering (CAE)
Computer-Aided Design (CAD)
Material Requirements Planning (MRP)
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- 11. 11
Manufacturing Systems (continued)
Computer-Aided Manufacturing (CAM)
Automate the production process
Manufacturing Execution Systems (MES)
Performance monitoring systems for factory
floor operations
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- 12. 12
Manufacturing Systems (continued)
Process Control
The use of computers to control an ongoing
physical process
Machine Control
The use of a computer to control the actions
of a machine.
Also called numerical control
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- 13. 13
Human Resource Systems
Human Resource Information Systems
Support
Planning to meet the personnel needs of
the business
Development of employees to their full
potential
Recruitment, selection, & hiring
Job placement
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- 14. 14
Human Resource Systems (continued)
Human Resource Information Systems
(continued)
Performance appraisals
Employee benefits analysis
Training and development
Health, safety, & security
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- 15. 15
Human Resource Systems (continued)
HRM and the Internet
Allows companies to process most common
HRM applications over their intranets.
Allows companies to provide around-the-
clock services to their employees.
Allows companies to disseminate valuable
information faster.
Allows employees to perform HRM tasks
online.
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- 16. 16
Human Resource Systems (continued)
Staffing
Supported
by information systems that
record and track human resources to
maximize their use
Training and Development
Help human resource managers plan and
monitor employee recruitment, training,
and development programs
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- 17. 17
Accounting Systems
Record and report business transactions and
other economic events
Online Accounting Systems
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- 18. 18
Accounting Systems (continued)
Six widely used accounting systems
Order processing
Captures & processes customer orders and
produces data needed for sales analysis and
inventory control
Inventory Control
Processes data reflecting changes in items in
inventory.
Helps provide high-quality service while
minimizing investment in inventory &
inventory carrying costs
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- 19. 19
Accounting Systems (continued)
Accounts Receivable
Keeps records of amounts owed by
customers from data generated by
customer purchases and payments
Accounts Payable
Keeps track of data concerning purchases
from, and payments to, suppliers
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- 20. 20
Accounting Systems (continued)
Payroll
Receives and maintains data from
employee time cards and other work
records
General Ledger
Consolidates data received from accounts
receivable, accounts payable, payroll, &
other accounting information systems
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- 21. 21
Financial Management Systems
Supports financial managers in decisions
concerning
The financing of the business
The allocation & control of financial
resources within the business.
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- 22. 22
Financial Management Systems (continued)
Major financial management system
categories
Cash Management
Collects information on all cash receipts
and disbursements on a real-time or
periodic basis
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- 23. 23
Financial Management Systems (continued)
Investment Management
Helps the financial manager make buy,
sell, or hold decisions for each type of
security
Helps the financial manager develop the
optimum mix of securities in order to
minimize risk and maximize return
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- 24. 24
Financial Management Systems (continued)
Capital Budgeting
Involves evaluating the profitability and
financial impact of proposed capital
expenditures
Allows financial managers to analyze long-
term expenditure proposals for plant and
equipment
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- 25. 25
Financial Management System (continued)
Financial Forecasting & Planning
Evaluate the present and projected
financial performance of the company
Help determine financing needs and
analyze alternative methods of financing
Explore what-if and goal-seeking
questions
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- 26. 26
Section II
Cross-Functional Enterprise Systems
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- 27. 27
Cross-Functional Enterprise Applications
Integrated combinations of information
subsystems that share information resources
and support business processes across the
functional units
A strategic way to use IT to share information
resources & improve efficiency & effectiveness
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- 28. 28
Cross-Functional Enterprise Applications (continued)
Enterprise Application Architecture
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- 29. 29
Cross-Functional Enterprise Applications (continued)
Focused on accomplishing fundamental
business processes in concert with the
company’s customer, supplier, partner, &
employee stakeholders
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- 30. 30
Enterprise Application Integration (EAI)
Software enables users to model the business
processes involved in the interactions that
should occur between business applications.
Also provides middleware that
Performs data conversion & coordination
Provides application communication &
messaging services
Provides access to the application interfaces
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- 31. 31
Enterprise Application Integration (continued)
Business value
Integrates front-office and back-office
applications to allow for quicker, more
effective response to business events and
customer demands
Improves customer and suppler experience
with the business because of its
responsiveness.
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- 32. 32
Transaction Processing Systems
Cross-functional information systems that process
data resulting from the occurrence of business
transactions
Transactions – events that occur as part of doing
business
Sales
Purchases
Deposits
Withdrawals
Refunds
Payments
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- 33. 33
Transaction Processing Systems (continued)
Online transaction processing systems
Real-time systems that capture and
process transactions immediately
Adds value to product or service
through superior customer service
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- 34. 34
Transaction Processing Systems (continued)
Transaction Processing Cycle
Data entry
The capture of business data
Transaction processing
Two basic ways
Batch processing where transaction data are
accumulated & processed periodically
Real-time processing where data are processed
immediately after a transaction occurs
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- 35. 35
Transaction Processing Systems (continued)
Database maintenance
Corporate databases are updated to
reflect the day-to-day business
transactions
Document and report generation
A variety of documents and reports are
produced
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- 36. 36
Transaction Processing Systems (continued)
Inquiry processing
Inquiries and responses concerning the
results of transaction processing activity
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- 37. 37
Transaction Processing Systems (continued)
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- 38. 38
Enterprise Collaboration Systems
Cross-functional e-business systems that
enhance communication, coordination, &
collaboration
Communicate – share information with each
other
Coordinate – coordinate individual work
efforts & use of resources with each other.
Collaborate – work together cooperatively
on joint projects and assignments
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- 39. 39
Enterprise Collaboration Systems (continued)
Tools for Enterprise Collaboration
Electronic communication
E-mail
Voice mail
Fax
Web publishing
Bulletin boards
Paging
Internet phone systems
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- 40. 40
Enterprise Collaboration Systems (continued)
Electronic conferencing
Data & voice conferencing
Videoconferencing
Chat systems
Discussion forums
Electronic meeting systems
Synchronous. Team members can meet
at the same time and place in a “decision
room” setting
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- 41. 41
Enterprise Collaboration Systems (continued)
Collaborative work management
Calendaring & scheduling
Task & project management
Workflow systems
Knowledge management
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- 42. 42
Discussion Questions
Why is there a trend toward cross-functional
integrated enterprise systems in business?
Referring to the example on Dell Computer,
what other solutions could there be for the
problem of information system incompatibility
in business besides EAI systems?
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- 43. 43
Discussion Questions (continued)
Referring to the Charles Schwab & Co.
example, what are the most important HR
applications a company could offer to its
employees via a Web-based system?
How do you think sales force automation
affects salesperson productivity, marketing
management, and competitive advantage?
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- 44. 44
Discussion Questions (continued)
How can Internet technologies be involved in
improving a process in one of the functions of
business?
What are several e-business applications that
you might recommend to a small company to
help it survive and succeed in challenging
economic times?
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- 45. 45
Discussion Questions (continued)
Which of the 14 tools for enterprise
collaboration do you feel are essential for any
business to have today? Which do you feel are
optional?
Referring to the General Electric example,
how do enterprise collaboration systems
contribute to bottom-line profits for a
business?
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- 46. 46
Real World Case 1 – Cypress Semiconductor & FleetBoston
How does the use of Internet technologies to
support the marketing function at Cypress
Semiconductor improve business and
customer value?
What are the benefits and potential challenges
of FleetBoston’s use of IT to support their
targeted marketing programs?
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- 47. 47
Real World Case 1 (continued)
Why do IT-based targeted marketing
programs sometimes produce negative
business results?
How can negative business results be avoided?
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- 48. 48
Real World Case 1 (continued)
How can customer segmentation and targeted
marketing programs that focus on customer
profitability avoid “ignoring customers with
low current returns but high potential”?
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- 49. 49
Real World Case 2 – Johnson Controls
Why is the exchange of “tribal knowledge”
important in product design?
How do Web-based systems support such
collaborations?
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- 50. 50
Real World Case 2 (continued)
Why is it important to provide visibility
throughout a supply chain?
How is JCI attempting to provide this
visibility?
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- 51. 51
Real World Case 2 (continued)
What is the business value of JCI’s B2B
portal?
Can collaboration systems improve the quality
of the products that are designed, as well as
reducing the cost and time of the design
process?
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- 52. 52
Real World Case 3 – Union Pacific, Corporate Express, & Best
Buy
How could an enterprise application
integration system help a firm to better serve
its customers?
How could enterprise application systems
improve a company’s business interactions
with its suppliers?
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- 53. 53
Real World Case 3 (continued)
What major challenges are faced by
businesses that implement EAI initiatives?
How can companies meet those challenges?
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- 54. 54
Real World Case 4 – Baxter International
What key HR applications are provided by
Baxter’s Web-based HR system?
What are some other Web-based HR
applications they might implement?
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- 55. 55
Real World Case 4 (continued)
What business value does Baxter derive from
their Web-based HR approach?
What value do their employees receive from
such HR systems?
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- 56. 56
Real World Case 4 (continued)
How could viewing employees as customers or
clients change how HR services are provided
to employees by Web-based HR systems?
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- 57. 57
Real World Case 5 – IBM Corporation
Why have many companies been reluctant to
support instant messaging in the workplace?
What are the advantages of instant messaging
over e-mail and voice mail for enterprise
collaboration?
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- 58. 58
Real World Case 5 (continued)
What do you see as the major disadvantages of
using instant messenger instead of e-mail or
voice mail?
Do you recommend that companies encourage
and support the use of IM tools for enterprise
collaboration?
McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved.