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36 Cards in this Set
- Front
- Back
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Business, organization and information |
The IS Strategy Triangle consists of |
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social business strategy |
This is the plan of how the firm will use social IT, aligned with organizational strategy and IS strategy |
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differentiation |
This business strategy involves creating a unique product or service |
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alignment |
When a company's business strategies and information strategies work together, this is known as |
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Dynamic Models |
These models assume the competitive environment firms operate in are turbulent and always changing |
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It invests in a technology and has another competitor do so, but better |
A firm has awakened a sleeping giant when |
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Rare and valuable |
The resource-based view of the firm says a resource must be ___ and ___ for a firm to attain a competitive advantage |
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Network Effects |
Many people can't leave Facebook because all of their friends are on it. The more people who join, the greater Facebook's competitive advantage |
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Porters value chain framework |
This framework looks at the value-creating and supporting activities within an organization |
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Supplier power, buyer power, threat of substitutes, industry competition and threat of new entrants |
These are Porter's forces |
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Matrix |
When and employee reports to more than one boss, this is an example of a ____ organizational structure |
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Flat |
The main organizational structures are hierarchical, networked, matrix and ____ structures |
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hierarchical |
In this organizational structure, middle managers tell employees what to do and to report to their supervisors |
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informal |
Office softball leagues, friendships, and office politics are examples of ___ networks |
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Organizational, control and cultural variables |
These are the managerial levers |
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threat of substitute products |
When a product has a number of products that are similar to it on the market place, this threat is high ___ |
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Switching costs |
It's difficult to change cell phone contracts. This is known as |
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barriers to entry |
Patents, limited distribution channels and high capital requirements are examples of high ___ that prevent new companies from entering an industry |
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Industry Competition |
This is the heart of Porters Forces |
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Cost leadership, differentiation and focus strategy |
How can a company stay in business with high threats and high rivalry ( 3 generic business strategies) |
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BP |
This company is responsible for the 2010 Deepwater oil spill |
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Threat of New Entrants |
New firms that may enter a companies market |
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Threat of New Entrants |
New firms that may enter a companies market |
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Buyer bargaining power |
The ability of buyers to use their market power to decrease a firms competitive position |
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Threat of New Entrants |
New firms that may enter a companies market |
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Buyer bargaining power |
The ability of buyers to use their market power to decrease a firms competitive position |
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Supplier bargaining power |
the ability suppliers of the inputs of a product or service to lower a firms competitive position |
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Threat of substitutions |
providers of equivalent or superior alternate products |
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Industry competitors |
current competitors for the same product |
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Alignment |
A company's current and emerging business strategy is enabled, supported and unconstrained by technology |
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Alignment |
A company's current and emerging business strategy is enabled, supported and unconstrained by technology |
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Business strategy |
A plan articulating where a business seeks to go and how it expects to get there |
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Cost leadership |
Results when the organization aims to be the lowest-cost producer in the marketplace |
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Cost leadership |
Results when the organization aims to be the lowest-cost producer in the marketplace |
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Differentiation |
The organization qualifies its product or service in a way that allows it to appear unique in the marketplace |
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Focus |
Allows an organization to limit its scope to a narrower segment of the market and tailor its offerings to that group of customers |
