Fundamentals of Strategic Advantage.
Strategic IT; is important for you to see not only the information system as a set of technologies that support business operations, working groups and companies that work together efficiently or to take effective decisions. Information technology can change the way many businesses competitive. So you have to look at a strategic information system, which is an important competitive network, making way for a renewal of the organization and as an important investment in technology that can help companies adopt a strategic and business processes that enable it to reverse or change themselves in order to survive and succeed this is in today's business environment is dynamic.
Competitive Strategy Concepts; concept Competitive Strategy will create a Strategic Information Systems, information systems that support or shape posisikompetitif and strategies of the business enterprise. So the strategic information system can be any information system (TPS, MIS, DSS, etc.) that use information technology to help organizations gain competitive advantage, reduce competitive disadvantage, or to meet other corporate strategic objectives.
Use of Information Technology Strategy
a). Cost Leadership Strategy; Being a manufacturer of products and services that are low cost in the industry. In addition, companies can find ways to help suppliers or customers reduce their costs or increase the cost of its competitors.
b). Strategy Diferensasi; Developing ways to differentiate products and services from its competitors or competitors differentiation advantage.
c). Innovation Strategy; Finding new ways to do business. This may involve the development of a variety of products and services that are unique, or enter into, market or niche market is unique.
d). Growth Strategy; Significantly expands the company's ability to produce goods and services, expand into global markets, diversify products and services or integrated, into the related products and services.
e). Strategic Alliance; Creating new business relationships and alliances with customers, suppliers, competitors, consultants and other companies. This relationship can be include mergers, acquisitions, joint ventures, forming a "virtual company" or marketing agreement, between a manufacturing or distribution business with its trading partners.
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