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Strategic Chapter Use of
Information Resources
EVOLUTION OF
INFORMATION RESOURCES
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Information Resources
Over the past decades the use of information
resources has changed.
Organizations have moved from an efficiency
model of the 1960s to a value creation model of
the 2000s.
Companies seek to utilize those technologies that
give them competitive advantage.
Maximizing the effectiveness of the firms
business strategy requires the general manager to
identify and use information resources.
Figure 2.1 shows this change.
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1960s
1970s
1980s
1990s
2000+
Primary
Role of IT
Efficiency
Automate
existing paperbased
processes
Effectiveness
Solve problems
and create
opportunities
Strategic
Increase individual
and group
effectiveness
Strategic
Transform
industry/organizat
ion
Value creation
Create
collaborative
partnerships
Justify IT
expenditure
ROI
Increasing
productivity and
decision making
Competitive
position
Competitive
position
Adding
Value
Target of
systems
Organization
Individual
manager/
Group
Business
processes
Business
processes
ecosystem
Customer,
supplier,
ecosystem
Information
model
Application
specific
Data-driven
User-driven
Business-driven
Knowledgedriven
Dominant
technology
Mainframebased
Minicomputerbased
Microcomputer
decentralized
intelligence
Client-Server
distribution
intelligence
Internet
ubiquitous
intelligence
Figure 2.1 Eras of information usage in organizations
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INFORMATION RESOURCES
AS STRATEGIC TOOLS
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Information Resources
The term information resources is defined as the
available data, technology, people, and
processes available to perform business
processes and tasks.
Information resources can be either assets or
capabilities.
IT asset is anything, tangible or intangible, that can be
used by a firm in its processes for creating, producing
and/or offering its products (IT infrastructure is an
asset).
IT capability is something that is learned or developed
over time in order for the firm to create, produce or
offer it products.
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IT Assets
IS infrastructure:
Information repository.
It includes data, technology, people, and processes.
The infrastructure provides the foundation for the
delivery of a firms products or services.
Logically-related data that is captured, organized and
retrievable by the firm.
Web 2.0 assets now include resources used but
not owned by the firm (eBay, Facebook, etc.).
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IT Capabilities
Three major categories of IT capabilities:
Technical skills - applied to designing, developing
and implementing information systems.
IT management skills - critical for managing the IT
function and IT projects.
Relationship skills - can either be externallyfocused or spanning across departments.
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Type of Information Resource
IT Asset
Definition
Example
Anything that can be used by a firm in its processes for creating, producing and/or
offering its products (goods or services)
IS infrastructure
Information repository
IT Capability
Base foundation of the IT portfolio Hardware, software, network, data
shared through the firm3
components, proprietary technology, webbased services
Data that is logically related and
Critical information about customers that can
organized in a structured form
be used to gain strategic advantage. Much of
accessible and able for decision
this information is increasingly available on
making purposes.
the web.
Something that is learned or developed over time in order for the firm to create,
produce or offer it products in IT assets
Technical skill
Ability applied to designing,
developing and implementing
information systems
Proficiency in systems analysis and design;
programming skills
IT management skills
Ability to managing IT function
and IT projects
Being knowledgeable about business
processes and managing systems to support
them; evaluating technology options;
envisioning creative IS solutions to business
problems
Relationship skills
Ability of IS specialists to work
with parties outside the IS
department.
Spanning: having a good relationship between
IT and business managers
Externally-forced: have a good relationship
with an outsourcing vendor
Figure 2.2 Information Resources
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Advantages of Information
Resources
General managers evaluating an information
resource for competitive advantage needs to
ask:
What makes the information resource valuable?
Who appropriates the value created by the
information resource?
Is the information resource equally distributed across
firms?
Is the information resource highly mobile?
How quickly does the information resource become
obsolete?
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HOW CAN INFORMATION
RESOURCES BE USED
STRATEGICALLY?
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The Strategic Landscape
Managers confront elements that influence the
competitive environment.
Slim tolerance for error.
Managers must take multiple view of the
strategic landscape, such as:
First view - Porters five competitive forces model.
Second view - Porters value chain.
Third view focuses on the types of IS resources
needed (Resource Based View).
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Using Information Resources to
Influence Competitive Forces
Porters five forces model show the major
forces that shape the competitive environment
of the firm.
1.
2.
3.
4.
5.
Threat of New Entrants: new firms that may enter a
companys market.
Bargaining Power of Buyers: the ability of buyers to use
their market power to decrease a firms competitive position
Bargaining Power of Suppliers: the ability suppliers of the
inputs of a product or service to lower a firms competitive
position
Threat of Substitutes: providers of equivalent or superior
alternative products
Industry Competitors: current competitors for the same
product.
Figure 2.3 and 2.4 show this model in detail.
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Figure 2.3 Five competitive forces with potential
strategic use of information resources.
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Competitive Force
IT Influence on Competitive Force
Threat of New
Entrants
Zaras IT supports its tightly-knit group of designers, market specialists, production managers and
production planners. New entrants are unlikely to provide IT to support relationships that have
been built over time. Further it has a rich information repository about customers that would be
hard to replicate.
Bargaining Power of
Buyers
With its constant infusion of new products, buyers are drawn to Zara stores. Zara boasts more
than 11,000 new designs a year, whereas competitors typically offer only 2,000 4,000. Further,
because of the low inventory that the Zara stores stock, the regulars buy products they like when
they see them because they are likely to be gone the next time they visit the store. More recently
Zara has employed laser technology to measure 10,000 women volunteers so that it can add the
measurements of real customers into its information repositories. This means that the new
products will be more likely to fit Zara customers.
Bargaining Power of
Suppliers
Its computer-controlled cutting machine cuts up to 1000 layers at a time. It then sends the cut
materials to suppliers who sew the pieces together. The suppliers work is relatively simple and
many suppliers can do the sewing. Thus, the pool of suppliers is expanded and Zara has greater
flexibility choosing in the sewing companies. Further, because Zara dyes 50% of the fabric in its
plant, it is less dependent on suppliers and can respond more quickly to mid-season changes in
customer color preferences.
Threat of Substitute
Products
Industry competitors long marketed the desire of durable, classic lines. Zara forces on meeting
customer preferences for trendy, low-cost fashion. It has the highest sales per square foot of any
of its competitors. It does so with virtually no advertising and only 10% of stock is unsold. It keeps
its inventory levels very low and offers new products at an amazing pace for the industry (i.e., 15
days from idea to shelves). Zara has extremely efficient manufacturing and distribution
operations.
Zara offers extremely fashionable lines that are only expected to last for approximately 10 wears.
It offers trendy, appealing apparel at a hard-to-beat price.
Industrial
Competitors
Figure 2.4 Application of five competitive forces model for Zara .
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Porters Value Chain Model
Value chain model addresses the activities that
create, deliver, and support a companys product
or service (see Figure 2.5).
Two broad categories:
Primary activities relate directly to the value created
in a product or service.
Support activities make it possible for the primary
activities to exist and remain coordinated.
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Altering the Value Chain
The Value Chain model suggest that competition
can come from two sources:
Lowering the cost to perform an activity and
Adding value to a product or service so buyers will
be willing to pay more.
Lowering costs only achieves competitive
advantage if the firm possesses information on
the competitors costs
Adding value is a strategic advantage if a firm
possesses accurate information regarding its
customer such as: which products are valued?
Where can improvements be made?
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Figure 2.5 Value chain of the firm.
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The Value Chain System
The value chain model can be extended by
linking many value chains into a value system.
Much of the advantage of supply chain
management comes from understanding how
information is used within each value chain of
the system.
This can lead to the formation of entirely new
businesses designed to change the information
component of value-added activities. (Figure
2.6)
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Figure 2.6 The value system: interconnecting relationships between
organizations.
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CRM and the Value Chain
Customer Relationship Management (CRM) is a
natural extension of applying the value chain
model to customers.
CRM includes management activities performed
to obtain, enhance relationships with, and retain
customers.
CRM is a coordinated set of activities.
CRM can lead to better customer service, which
leads to competitive advantage for the business.
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Supply Chain Management
An approach that improves the way a company
finds raw components it needs to make a
product or service, manufactures that product or
service, and delivers it to customers.
Technology permits supply chains of customers
and suppliers to be linked.
Requires collaboration and the IT to support the
seamless connection. (lot of info sharing reqd)
Electronic marketplaces can be used to limit
information sharing.
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The Resource-Based View
The Resource-Based View (RBV) looks at
gaining competitive advantage through the use
of information resources.
Two subsets of information resources have been
identified:
Those that enable firms to attain competitive
advantage (rare and valuable resources that are not
common place).
Those that enable firms to sustain competitive
advantage (resources must be difficult to transfer or
relatively immobile).
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VALUE CREATION
VALUE SUSTAINABILITY
Value
Rarity
Imitation
Substitution
Transfer
IT Infrastructure
M
M
H
M
H
Information Repository
H
M
M
L
M
Information Asset
Information Capability
Technical Skills
IT Management Skills
Figure 2.8 - Information Resources at Zara, by Attribute
M
L
M
M
M
H
H
L
L
M
Externally-focused
H
M
L
M
L-M
Spanning
H
H
L
L
L
Relationship Skills
Note: L = low; M = medium;H = high
Adapted from Wade, M and Hulland, J. The Resource-Based View and Information Systems Research: Review,
Extnesion and Suggestions for Future Research,, MIS Quarterly, 28 (1), pp. 107-142.
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STRATEGIC ALLIANCES
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Strategic Alliances
An interorganizational relationship that affords
one or more companies in the relationship a
strategic advantage.
E.g., Delta recently formed an alliance with eTravel Inc to promote Deltas online reservation
system.
This helps reduce Deltas agency fees while
offering e-Travel new corporate leads.
Also, Supply Chain Management (SCM) is
another type of IT-facilitated strategic alliance.
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Types of Strategic Alliances
Supply Chain Management: improves the way a
company finds raw components that it needs to
make a product or service.
Technology, especially Web-based, allows the supply chain of a
companys customers and suppliers to be linked through a single
network that optimizes costs and opportunities for all companies
in the supply chain
Wal-Mart and Proctor & Gamble.
Co-opetition: a new strategy whereby companies
cooperate and compete at the same time with
companies in their value net
Covisint and General Motors, Ford, and DaimlerChrysler.
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RISKS
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Potential Risks
There are many potential risks that a firm faces when
attempting to use IT to outpace their competition.
They are:
Awakening a sleeping giant a large competitor with deeper
pockets may be nudged into implementing IS with even better
features
Demonstrating bad timing sometimes customers are not ready
to use the technology designed to gain strategic advantage
Implementing IS poorly information systems that fail because
they are poorly implemented
Failing to deliver what users what systems that dont meet the
firms target market likely to fail
Web-based alternative removes advantages consider risk of
losing any advantage obtained by an information resource that later
becomes available as a service on the web.
Running afoul of the law Using IS strategically may promote
litigation
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FOOD FOR THOUGHT:
CO-CREATING IT AND
BUSINESS STRATEGY
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Co-Creating IT and Business
Strategy
Information is increasingly a core component of
the product or service offered by the firm.
IT strategy is business strategy they cannot be
created without each other.
Some companys main product is information
(financial services).
FedEx can not function without IT even though
they are primarily a package delivering company.
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SUMMARY
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Summary
Using IS for strategic advantage requires more
than just knowing the technology.
Remember that not just the local competition is a
factor in success but the 5 competitive forces
model reminds us of other issues.
Value chain analysis show us how IS add value
to the primary activity of a business.
Know the risks associated with using IS to gain
strategic advantage.
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