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1041CSIM4B08_Case_Study_Information Management.ppt

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The document is a syllabus for a course on information management focusing on case studies involving major tech companies like Google, Apple, and Microsoft. It outlines weekly topics such as business models, mobile computing, telecommunications, and key concepts in e-commerce and customer value. The course includes various assessments, including midterm and final reports, and emphasizes understanding business strategies in the digital age.

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1 1041CSIM4B08 TLMXB4B (M1824) Tue 3,4 (10:10-12:00) B502 Thu 9 (16:10-17:00) B601 Min-Yuh Day 戴敏育 Assistant Professor 專任助理教授 Dept. of Information Management, Tamkang University 淡江大學 資訊管理學系 http://mail. tku.edu.tw/myday/ 2015-11--03 Case Study for Information Management 資訊管理個案 Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft (Chap. 7)
週次 (Week) 日期 (Date) 內容 (Subject/Topics) 1 2015/09/15, 17 Introduction to Case Study for Information Management 2 2015/09/22, 24 Information Systems in Global Business: UPS (Chap. 1) (pp.53-54) 3 2015/09/29, 10/01 Global E-Business and Collaboration: P&G (Chap. 2) (pp.84-85) 4 2015/10/06, 08 Information Systems, Organization, and Strategy: Starbucks (Chap. 3) (pp.129-130) 5 2015/10/13, 15 Ethical and Social Issues in Information Systems: Facebook (Chap. 4) (pp.188-190) 課程大綱 (Syllabus) 2
週次 (Week) 日期 (Date) 內容 (Subject/Topics) 6 2015/10/20, 22 IT Infrastructure and Emerging Technologies: Amazon and Cloud Computing (Chap. 5) (pp. 234-236) 7 2015/10/27, 29 Foundations of Business Intelligence: IBM and Big Data (Chap. 6) (pp.261-262) 8 2015/11/03, 05 Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft (Chap. 7) (pp.318-320) 9 2015/11/10, 12 Midterm Report ( 期中報告 ) 10 2015/11/17, 19 期中考試週 3 課程大綱 (Syllabus)
週次 日期 內容（ Subject/Topics ） 11 2015/11/24, 26 Enterprise Applications: Summit and SAP (Chap. 9) (pp.396-398) 12 2015/12/01, 03 E-commerce: Zagat (Chap. 10) (pp.443-445) 13 2015/12/08, 10 Enhancing Decision Making: Zynga (Chap. 12) (pp.512-514) 14 2015/12/15, 17 Building Information Systems: USAA (Chap. 13) (pp.547-548) 15 2015/12/22, 24 Managing Projects: NYCAPS and CityTime (Chap. 14) (pp.586-588) 16 2015/12/29, 31 Final Report I ( 期末報告 I) 17 2016/01/05, 07 Final Report II ( 期末報告 II) 18 2016/01/12, 14 期末考試週 4 課程大綱 (Syllabus)
Chap. 7 Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft 5
Case Study: Google, Apple, and Microsoft (Chap. 7) (pp. 318-320) Apple, Google, and Microsoft Battle for Your Internet Experience 1. Define and compare the business models and areas of strength of Apple, Google, and Microsoft. 2. Why is mobile computing so important to these three firms? Evaluate the mobile platform offerings of each firm. 3. What is the significance of applications and app stores, and closed vs. open app standards to the success or failure of mobile computing? 4. Which company and business model do you believe will prevail in this epic struggle? Explain your answer. 5. What difference would it make to a business or to an individual consumer if Apple, Google, or Microsoft dominated the Internet experience? Explain your answer. 6 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
7 Management Organization Technology Information System Business Challenges Business Solutions Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson. Overview of Fundamental MIS Concepts
Understanding Business Model • Business Model • Revenue Model • Business Strategy • Business Strategy and Information System Alignment 8
Business Model 9
Value 10
Business Model 11 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010. Key Activities Key Resources Customer Segments Key Partners Customer Relationships Channels Revenue Streams Cost Structure Value Proposition 1 2 3 6 7 4 9 5 8
Definition of Business Model A business model describes the rationale of how an organization creates, delivers, and captures value. 12 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
E-commerce Business Models 1. Portal 2. E-tailer 3. Content Provider 4. Transaction Broker 5. Market Creator 6. Service Provider 7. Community Provider 13 Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
E-commerce Revenue Models 1. Advertising 2. Sales 3. Subscription 4. Free/Freemium 5. Transaction Fee 6. Affiliate 14 Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
Types of E-commerce 1. Business-to-consumer (B2C) 2. Business-to-business (B2B) 3. Consumer-to-consumer (C2C) 4. Mobile commerce (m-commerce) 15 Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
Business Model Canvas 16 Source: http://nonlinearthinking.typepad.com/nonlinear_thinking/2008/07/the-business-model-canvas.html Key Activities Key Resources Key Partners Customer Segments Channels Value Preposition Customer Relationships Revenue Streams Cost Structure https://www.youtube.com/watch?v=QoAOzMTLP5s
Business Model Canvas 17 Source: http://nonlinearthinking.typepad.com/nonlinear_thinking/2008/07/the-business-model-canvas.html Key Activities Key Resources Key Partners Customer Segments Channels Value Preposition Customer Relationships Revenue Streams Cost Structure https://www.youtube.com/watch?v=QoAOzMTLP5s Product Customer Interface Infrastructure Management Financial Aspects
Business Model Canvas Explained 18 Source: http://www.youtube.com/watch?v=QoAOzMTLP5s
The 9 Building Blocks of Business Model 19 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010. 1 2 3 6 7 4 9 5 8
20 The 9 Building Blocks of Business Model Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
The 9 Building Blocks of Business Model 1. Customer Segments – An organization serves one or several Customer Segments. 2. Value Propositions – It seeks to solve customer problems and satisfy customer needs with value propositions. 3. Channels – Value propositions are delivered to customers through communication, distribution, and sales Channels. 4. Customer Relationships – Customer relationships are established and maintained with each Customer Segment. 21 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
5. Revenue Streams – Revenue streams result from value propositions successfully offered to customers. 6. Key Resources – Key resources are the assets required to offer and deliver the previously described elements… 7. Key Activities – …by performing a number of Key Activities. 8. Key Partnerships – Some activities are outsourced and some resources are acquired outside the enterprise. 9. Cost Structure – The business model elements result in the cost structure. 22 The 9 Building Blocks of Business Model Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
Business Model 23 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010. Key Activities Key Resources Customer Segments Key Partners Customer Relationships Channels Revenue Streams Cost Structure Value Proposition 1 2 3 6 7 4 9 5 8
Business Model Generation 24 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
Business Model Generation 25 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
26 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
27 Source: http://bmimatters.com/tag/business-model-canvas-examples/
28 Source: http://bmimatters.com/tag/business-model-canvas-examples/
29 Source: http://bmimatters.com/tag/business-model-canvas-examples/
30 Source: http://bmimatters.com/tag/business-model-canvas-examples/
31 Source: http://bmimatters.com/tag/business-model-canvas-examples/
32 Source: http://bmimatters.com/tag/business-model-canvas-examples/
33 Source: http://businessmodelcombo.wordpress.com/2011/02/04/what-would-a-sustainable-techno-cake-business-model-look-like/ 33
34 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012 Customer Value
Marketing “Meeting needs profitably” 35 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
Value the sum of the tangible and intangible benefits and costs 36 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
Value 37 Total customer benefit Customer perceived value Total customer cost Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
Customer Value Triad Quality, Service, and Price (qsp) 38 Quality Service Price Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
Value and Satisfaction • Marketing – identification, creation, communication, delivery, and monitoring of customer value. • Satisfaction – a person’s judgment of a product’s perceived performance in relationship to expectations 39 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
Building Customer Value, Satisfaction, and Loyalty 40 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
Customer Perceived Value 41 Product benefit Services benefit Personnel benefit Image benefit Total customer benefit Customer perceived value Total customer cost Monetary cost Time cost Energy cost Psychological cost Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
Satisfaction “a person’s feelings of pleasure or disappointment that result from comparing a product’s perceived performance (or outcome) to expectations” 42 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
Loyalty 43 “a deeply held commitment to rebuy or repatronize a preferred product or service in the future despite situational influences and marketing efforts having the potential to cause switching behavior.” Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
Customer Perceived Value, Customer Satisfaction, and Loyalty 44 Customer Perceived Performance Customer Expectations Customer Perceived Value Customer Satisfaction Customer Loyalty Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
CFO-COO Finance and Operations (Lagging) CEO CIO CFO 45 Source: http://www.r3now.com/what-is-the-proper-relationship-for-the-cio-ceo-and-cfo/ CIO Enterprise Technology Integration CEO Strategy and Sales (Leading)
CEO CIO CMO 46 CMO Marketing Communication CIO Enterprise Technology Integration CEO Strategy and Sales (Leading) Adapted from: http://www.r3now.com/what-is-the-proper-relationship-for-the-cio-ceo-and-cfo/
CEO CIO CMO 47 Adapted from: http://www.argowiki.com/index.php?title=The_Relationship_Between_the_CEO_and_CIO Strategy Tactics Operations Vision Mission Goals Objectives Tasks CMO CIO CEO
Nothing is so practical as a good theory 48 Source: Backer & Saren (2009), Marketing Theory: A Student Text, 2nd Edition, Sage
Components of a Simple Computer Network 49 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
Corporate Network Infrastructure 50 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
Packet-Switched Networks and Packet Communications 51 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
The Transmission Control Protocol/Internet Protocol (TCP/IP) Reference Model 52 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
Functions of the Modem 53 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
The Domain Name System 54 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
Internet Network Architecture 55 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
Client/Server Computing on the Internet 56 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
How Voice over IP Works 57 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
A Virtual Private Network Using the Internet 58 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
The Global Internet • Search engines – Started as simpler programs using keyword indexes – Google improved indexing and created page ranking system • Mobile search: 20% of all searches in 2012 • Search engine marketing – Major source of Internet advertising revenue • Search engine optimization (SEO) – Adjusting Web site and traffic to improve rankings in search engine results 59 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
• Social search – Google +1, Facebook Like • Semantic search – Anticipating what users are looking for rather than simply returning millions of links • Intelligent agent shopping bots – Use intelligent agent software for searching Internet for shopping information 60 The Global Internet Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
Top U.S. Web Search Engines 61 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
How Google Works 62 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
Web 2.0 • Second-generation services • Enabling collaboration, sharing information, and creating new services online • Features –Interactivity –Real-time user control –Social participation (sharing) –User-generated content 63 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
Web 2.0 services and tools • Blogs: chronological, informal Web sites created by individuals – RSS (Really Simple Syndication): syndicates Web content so aggregator software can pull content for use in another setting or viewing later – Blogosphere – Microblogging • Wikis: collaborative Web sites where visitors can add, delete, or modify content on the site • Social networking sites: enable users to build communities of friends and share information 64 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
Web 3.0: The “Semantic Web” • A collaborative effort led by W3C to add layer of meaning to the existing Web • Goal is to reduce human effort in searching for and processing information • Making Web more “intelligent” and intuitive • Increased communication and synchronization with computing devices, communities • “Web of things” • Increased cloud computing, mobile computing 65 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
A Bluetooth Network (PAN) 66 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
An 802.11 Wireless LAN 67 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
How RFID Works 68 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
A Wireless Sensor Network 69 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
Case Study: Summit and SAP (Chap. 9) (pp. 396-398) Summit Electric Lights Up with a New ERP System 1. Which business processes are the most important at Summit Electric Supply? Why? 2. What problems did Summit have with its old systems? What was the business impact of those problems? 3. How did Summit’s ERP system improve operational efficiency and decision making? Give several examples. 4. Describe two ways in which Summit’s customers benefit from the new ERP system. 5. Diagram Summit’s old and new process for handling chargebacks. 70 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
2015/11/10 Midterm Report ( 期中報告 ) • 請各組組長整理期中報告資料檔案， 於 2015/11/10 ( 週二 ) 上午 10:00 前， 完成 Email 寄出以下兩個壓縮檔的下載連結， 給所有組員和老師 ( 正本 to: 老師，副本 cc: 所有組員 ) 。 – 1. 整組各次簡報的 ppt ( 含整組期中報告目錄 ppt) 壓縮檔 • ( 例如： MI4B_ 資訊管理個案 _ 第 1 組 _ 期中各次簡報 .zip) 。 – 2. 整組各組員的 [(1) 個人期中報告 .ppt (2) 個人期中書面報告 .pdf] 之壓縮檔 • ( 例如： MI4B_ 資訊管理個案 _ 第 1 組 _ 組員個人期中報 告 .zip) 。 71
資訊管理個案 (Case Study for Information Management) 72 1. 請同學於資訊管理個案討論前 應詳細研讀個案，並思考個案研究問題。 2. 請同學於上課前複習相關資訊管理相關理論 ，以作為個案分析及擬定管理對策的依據。 3. 請同學於上課前 先繳交個案研究問題書面報告。
References – Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson. – Kenneth C. Laudon & Jane P. Laudon 原著， 游張松 主編，陳文生 翻譯 (2014) ， 資訊管理系統，第 13 版，滄海 73

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1041CSIM4B08_Case_Study_Information Management.ppt

  • 1. 1 1041CSIM4B08 TLMXB4B (M1824) Tue 3,4 (10:10-12:00) B502 Thu 9 (16:10-17:00) B601 Min-Yuh Day 戴敏育 Assistant Professor 專任助理教授 Dept. of Information Management, Tamkang University 淡江大學 資訊管理學系 http://mail. tku.edu.tw/myday/ 2015-11--03 Case Study for Information Management 資訊管理個案 Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft (Chap. 7)
  • 2. 週次 (Week) 日期 (Date) 內容 (Subject/Topics) 1 2015/09/15, 17 Introduction to Case Study for Information Management 2 2015/09/22, 24 Information Systems in Global Business: UPS (Chap. 1) (pp.53-54) 3 2015/09/29, 10/01 Global E-Business and Collaboration: P&G (Chap. 2) (pp.84-85) 4 2015/10/06, 08 Information Systems, Organization, and Strategy: Starbucks (Chap. 3) (pp.129-130) 5 2015/10/13, 15 Ethical and Social Issues in Information Systems: Facebook (Chap. 4) (pp.188-190) 課程大綱 (Syllabus) 2
  • 3. 週次 (Week) 日期 (Date) 內容 (Subject/Topics) 6 2015/10/20, 22 IT Infrastructure and Emerging Technologies: Amazon and Cloud Computing (Chap. 5) (pp. 234-236) 7 2015/10/27, 29 Foundations of Business Intelligence: IBM and Big Data (Chap. 6) (pp.261-262) 8 2015/11/03, 05 Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft (Chap. 7) (pp.318-320) 9 2015/11/10, 12 Midterm Report ( 期中報告 ) 10 2015/11/17, 19 期中考試週 3 課程大綱 (Syllabus)
  • 4. 週次 日期 內容（ Subject/Topics ） 11 2015/11/24, 26 Enterprise Applications: Summit and SAP (Chap. 9) (pp.396-398) 12 2015/12/01, 03 E-commerce: Zagat (Chap. 10) (pp.443-445) 13 2015/12/08, 10 Enhancing Decision Making: Zynga (Chap. 12) (pp.512-514) 14 2015/12/15, 17 Building Information Systems: USAA (Chap. 13) (pp.547-548) 15 2015/12/22, 24 Managing Projects: NYCAPS and CityTime (Chap. 14) (pp.586-588) 16 2015/12/29, 31 Final Report I ( 期末報告 I) 17 2016/01/05, 07 Final Report II ( 期末報告 II) 18 2016/01/12, 14 期末考試週 4 課程大綱 (Syllabus)
  • 5. Chap. 7 Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft 5
  • 6. Case Study: Google, Apple, and Microsoft (Chap. 7) (pp. 318-320) Apple, Google, and Microsoft Battle for Your Internet Experience 1. Define and compare the business models and areas of strength of Apple, Google, and Microsoft. 2. Why is mobile computing so important to these three firms? Evaluate the mobile platform offerings of each firm. 3. What is the significance of applications and app stores, and closed vs. open app standards to the success or failure of mobile computing? 4. Which company and business model do you believe will prevail in this epic struggle? Explain your answer. 5. What difference would it make to a business or to an individual consumer if Apple, Google, or Microsoft dominated the Internet experience? Explain your answer. 6 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 7. 7 Management Organization Technology Information System Business Challenges Business Solutions Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson. Overview of Fundamental MIS Concepts
  • 8. Understanding Business Model • Business Model • Revenue Model • Business Strategy • Business Strategy and Information System Alignment 8
  • 11. Business Model 11 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010. Key Activities Key Resources Customer Segments Key Partners Customer Relationships Channels Revenue Streams Cost Structure Value Proposition 1 2 3 6 7 4 9 5 8
  • 12. Definition of Business Model A business model describes the rationale of how an organization creates, delivers, and captures value. 12 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
  • 13. E-commerce Business Models 1. Portal 2. E-tailer 3. Content Provider 4. Transaction Broker 5. Market Creator 6. Service Provider 7. Community Provider 13 Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
  • 14. E-commerce Revenue Models 1. Advertising 2. Sales 3. Subscription 4. Free/Freemium 5. Transaction Fee 6. Affiliate 14 Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
  • 15. Types of E-commerce 1. Business-to-consumer (B2C) 2. Business-to-business (B2B) 3. Consumer-to-consumer (C2C) 4. Mobile commerce (m-commerce) 15 Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
  • 16. Business Model Canvas 16 Source: http://nonlinearthinking.typepad.com/nonlinear_thinking/2008/07/the-business-model-canvas.html Key Activities Key Resources Key Partners Customer Segments Channels Value Preposition Customer Relationships Revenue Streams Cost Structure https://www.youtube.com/watch?v=QoAOzMTLP5s
  • 17. Business Model Canvas 17 Source: http://nonlinearthinking.typepad.com/nonlinear_thinking/2008/07/the-business-model-canvas.html Key Activities Key Resources Key Partners Customer Segments Channels Value Preposition Customer Relationships Revenue Streams Cost Structure https://www.youtube.com/watch?v=QoAOzMTLP5s Product Customer Interface Infrastructure Management Financial Aspects
  • 18. Business Model Canvas Explained 18 Source: http://www.youtube.com/watch?v=QoAOzMTLP5s
  • 19. The 9 Building Blocks of Business Model 19 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010. 1 2 3 6 7 4 9 5 8
  • 20. 20 The 9 Building Blocks of Business Model Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
  • 21. The 9 Building Blocks of Business Model 1. Customer Segments – An organization serves one or several Customer Segments. 2. Value Propositions – It seeks to solve customer problems and satisfy customer needs with value propositions. 3. Channels – Value propositions are delivered to customers through communication, distribution, and sales Channels. 4. Customer Relationships – Customer relationships are established and maintained with each Customer Segment. 21 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
  • 22. 5. Revenue Streams – Revenue streams result from value propositions successfully offered to customers. 6. Key Resources – Key resources are the assets required to offer and deliver the previously described elements… 7. Key Activities – …by performing a number of Key Activities. 8. Key Partnerships – Some activities are outsourced and some resources are acquired outside the enterprise. 9. Cost Structure – The business model elements result in the cost structure. 22 The 9 Building Blocks of Business Model Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
  • 23. Business Model 23 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010. Key Activities Key Resources Customer Segments Key Partners Customer Relationships Channels Revenue Streams Cost Structure Value Proposition 1 2 3 6 7 4 9 5 8
  • 24. Business Model Generation 24 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
  • 25. Business Model Generation 25 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
  • 26. 26 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
  • 34. 34 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012 Customer Value
  • 35. Marketing “Meeting needs profitably” 35 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
  • 36. Value the sum of the tangible and intangible benefits and costs 36 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
  • 37. Value 37 Total customer benefit Customer perceived value Total customer cost Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
  • 38. Customer Value Triad Quality, Service, and Price (qsp) 38 Quality Service Price Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
  • 39. Value and Satisfaction • Marketing – identification, creation, communication, delivery, and monitoring of customer value. • Satisfaction – a person’s judgment of a product’s perceived performance in relationship to expectations 39 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
  • 40. Building Customer Value, Satisfaction, and Loyalty 40 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
  • 41. Customer Perceived Value 41 Product benefit Services benefit Personnel benefit Image benefit Total customer benefit Customer perceived value Total customer cost Monetary cost Time cost Energy cost Psychological cost Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
  • 42. Satisfaction “a person’s feelings of pleasure or disappointment that result from comparing a product’s perceived performance (or outcome) to expectations” 42 Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
  • 43. Loyalty 43 “a deeply held commitment to rebuy or repatronize a preferred product or service in the future despite situational influences and marketing efforts having the potential to cause switching behavior.” Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
  • 44. Customer Perceived Value, Customer Satisfaction, and Loyalty 44 Customer Perceived Performance Customer Expectations Customer Perceived Value Customer Satisfaction Customer Loyalty Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012
  • 45. CFO-COO Finance and Operations (Lagging) CEO CIO CFO 45 Source: http://www.r3now.com/what-is-the-proper-relationship-for-the-cio-ceo-and-cfo/ CIO Enterprise Technology Integration CEO Strategy and Sales (Leading)
  • 46. CEO CIO CMO 46 CMO Marketing Communication CIO Enterprise Technology Integration CEO Strategy and Sales (Leading) Adapted from: http://www.r3now.com/what-is-the-proper-relationship-for-the-cio-ceo-and-cfo/
  • 47. CEO CIO CMO 47 Adapted from: http://www.argowiki.com/index.php?title=The_Relationship_Between_the_CEO_and_CIO Strategy Tactics Operations Vision Mission Goals Objectives Tasks CMO CIO CEO
  • 48. Nothing is so practical as a good theory 48 Source: Backer & Saren (2009), Marketing Theory: A Student Text, 2nd Edition, Sage
  • 49. Components of a Simple Computer Network 49 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 50. Corporate Network Infrastructure 50 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 51. Packet-Switched Networks and Packet Communications 51 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 52. The Transmission Control Protocol/Internet Protocol (TCP/IP) Reference Model 52 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 53. Functions of the Modem 53 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 54. The Domain Name System 54 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 55. Internet Network Architecture 55 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 56. Client/Server Computing on the Internet 56 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 57. How Voice over IP Works 57 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 58. A Virtual Private Network Using the Internet 58 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 59. The Global Internet • Search engines – Started as simpler programs using keyword indexes – Google improved indexing and created page ranking system • Mobile search: 20% of all searches in 2012 • Search engine marketing – Major source of Internet advertising revenue • Search engine optimization (SEO) – Adjusting Web site and traffic to improve rankings in search engine results 59 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 60. • Social search – Google +1, Facebook Like • Semantic search – Anticipating what users are looking for rather than simply returning millions of links • Intelligent agent shopping bots – Use intelligent agent software for searching Internet for shopping information 60 The Global Internet Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 61. Top U.S. Web Search Engines 61 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 62. How Google Works 62 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 63. Web 2.0 • Second-generation services • Enabling collaboration, sharing information, and creating new services online • Features –Interactivity –Real-time user control –Social participation (sharing) –User-generated content 63 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 64. Web 2.0 services and tools • Blogs: chronological, informal Web sites created by individuals – RSS (Really Simple Syndication): syndicates Web content so aggregator software can pull content for use in another setting or viewing later – Blogosphere – Microblogging • Wikis: collaborative Web sites where visitors can add, delete, or modify content on the site • Social networking sites: enable users to build communities of friends and share information 64 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 65. Web 3.0: The “Semantic Web” • A collaborative effort led by W3C to add layer of meaning to the existing Web • Goal is to reduce human effort in searching for and processing information • Making Web more “intelligent” and intuitive • Increased communication and synchronization with computing devices, communities • “Web of things” • Increased cloud computing, mobile computing 65 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 66. A Bluetooth Network (PAN) 66 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 67. An 802.11 Wireless LAN 67 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 68. How RFID Works 68 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 69. A Wireless Sensor Network 69 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 70. Case Study: Summit and SAP (Chap. 9) (pp. 396-398) Summit Electric Lights Up with a New ERP System 1. Which business processes are the most important at Summit Electric Supply? Why? 2. What problems did Summit have with its old systems? What was the business impact of those problems? 3. How did Summit’s ERP system improve operational efficiency and decision making? Give several examples. 4. Describe two ways in which Summit’s customers benefit from the new ERP system. 5. Diagram Summit’s old and new process for handling chargebacks. 70 Source: Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson.
  • 71. 2015/11/10 Midterm Report ( 期中報告 ) • 請各組組長整理期中報告資料檔案， 於 2015/11/10 ( 週二 ) 上午 10:00 前， 完成 Email 寄出以下兩個壓縮檔的下載連結， 給所有組員和老師 ( 正本 to: 老師，副本 cc: 所有組員 ) 。 – 1. 整組各次簡報的 ppt ( 含整組期中報告目錄 ppt) 壓縮檔 • ( 例如： MI4B_ 資訊管理個案 _ 第 1 組 _ 期中各次簡報 .zip) 。 – 2. 整組各組員的 [(1) 個人期中報告 .ppt (2) 個人期中書面報告 .pdf] 之壓縮檔 • ( 例如： MI4B_ 資訊管理個案 _ 第 1 組 _ 組員個人期中報 告 .zip) 。 71
  • 72. 資訊管理個案 (Case Study for Information Management) 72 1. 請同學於資訊管理個案討論前 應詳細研讀個案，並思考個案研究問題。 2. 請同學於上課前複習相關資訊管理相關理論 ，以作為個案分析及擬定管理對策的依據。 3. 請同學於上課前 先繳交個案研究問題書面報告。
  • 73. References – Kenneth C. Laudon & Jane P. Laudon (2014), Management Information Systems: Managing the Digital Firm, Thirteenth Edition, Pearson. – Kenneth C. Laudon & Jane P. Laudon 原著， 游張松 主編，陳文生 翻譯 (2014) ， 資訊管理系統，第 13 版，滄海 73