Management Information Systems - Abe. Books. Effy Oz. Published by. Thomson Course Technology. With a clear emphasis on the business and management elements of information technology, the new international edition of Management Information Systems by Effy Oz and Andy Jones combines global examples with the latest subject developments to provide. ISBN 1. 0: 0. 61. ISBN 1. 3: 9. 78. New. Hardcover Quantity Available: 1. Book Description Thomson Course Technology. The coverage in this edition of 'Management Information Systems' reflects the latest advances in MIS tools and trends. A wide selection of hands- on practice exercises at the end of every chapter stimulates business problem- solving skills, and a supporting website provides interactive learning opportunities. Num Pages: 7. 52 pages, Illustrations.
BIC Classification: KJQ. Category: (P) Professional & Vocational. Dimension: 2. 84 x 2. Weight in Grams: 1. Illustrations. The coverage in this edition of 'Management Information Systems' reflects the latest advances in MIS tools and trends. A wide selection of hands- on practice exercises at the end of every chapter stimulates business problem- solving skills, and a supporting website provides interactive learning opportunities. Cateogry: (P) Professional & Vocational. BIC Classification: KJQ. Dimension: 2. 84 x 2. Ebook Management Information Systems By Effy OzFind great deals for Management Information Systems: Management Information Systems by Effy Oz (2008, Hardcover). Shop with confidence on eBay! Saved $117-OKshipment, will buy books again though. With a clear emphasis on the business and management elements of information technology, Management Information Systems. Effy Oz No contact information provided yet. Bibliometrics: publication history Publication years 1990-2008 Publication count 16. AbeBooks.com: Management Information Systems (9781418835972) by Oz, Effy and a great selection of similar New, Used and Collectible Books available now at great prices. Book Description Paperback. Softcover Book, Condition: New. Management Information Systems Effy Oz Eingeschr. Effy Oz was a Professor of Management Science and Information Systems at the Pennsylvania State University, Great Valley.
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The Martin- Brower Co., uno delos grandes distribuidores de alimentos en los Estados Unidos, fue un ejemplo enla adopci. The Five Competitive Forces That Shape Strategy. Editor. It was his first HBR article, and it started a revolution in the strategy field. In subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corporations, regions, nations, and, more recently, health care and philanthropy. With prodding and assistance from Harvard Business School Professor Jan Rivkin and longtime colleague Joan Magretta, Porter here reaffirms, updates, and extends the classic work. He also addresses common misunderstandings, provides practical guidance for users of the framework, and offers a deeper view of its implications for strategy today. Often, however, managers define competition too narrowly, as if it occurred only among today. Yet competition for profits goes beyond established industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all five forces defines an industry. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated health- care delivery industry in Europe. But to understand industry competition and profitability in each of those three cases, one must analyze the industry. If the forces are benign, as they are in industries such as software, soft drinks, and toiletries, many companies are profitable. Industry structure drives competition and profitability, not whether an industry produces a product or service, is emerging or mature, high tech or low tech, regulated or unregulated. While a myriad of factors can affect industry profitability in the short run. A healthy industry structure should be as much a competitive concern to strategists as their company. Understanding industry structure is also essential to effective strategic positioning. As we will see, defending against the competitive forces and shaping them in a company. In the market for commercial aircraft, fierce rivalry between dominant producers Airbus and Boeing and the bargaining power of the airlines that place huge orders for aircraft are strong, while the threat of entry, the threat of substitutes, and the power of suppliers are more benign. In the movie theater industry, the proliferation of substitute forms of entertainment and the power of the movie producers and distributors who supply movies, the critical input, are important. The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation. The most salient force, however, is not always obvious. For example, even though rivalry is often fierce in commodity industries, it may not be the factor limiting profitability. Low returns in the photographic film industry, for instance, are the result of a superior substitute product. In such a situation, coping with the substitute product becomes the number one strategic priority. Industry structure grows out of a set of economic and technical characteristics that determine the strength of each competitive force. We will examine these drivers in the pages that follow, taking the perspective of an incumbent, or a company already present in the industry. La Ventaja Competitiva de Michael Porter. Porter, Profesor de la Harvard Business School, public The analysis can be readily extended to understand the challenges facing a potential entrant. Particularly when new entrants are diversifying from other markets, they can leverage existing capabilities and cash flows to shake up competition, as Pepsi did when it entered the bottled water industry, Microsoft did when it began to offer internet browsers, and Apple did when it entered the music distribution business. The threat of entry, therefore, puts a cap on the profit potential of an industry. When the threat is high, incumbents must hold down their prices or boost investment to deter new competitors. In specialty coffee retailing, for example, relatively low entry barriers mean that Starbucks must invest aggressively in modernizing stores and menus. The threat of entry in an industry depends on the height of entry barriers that are present and on the reaction entrants can expect from incumbents. If entry barriers are low and newcomers expect little retaliation from the entrenched competitors, the threat of entry is high and industry profitability is moderated. It is the threat of entry, not whether entry actually occurs, that holds down profitability. Barriers to entry. Entry barriers are advantages that incumbents have relative to new entrants. There are seven major sources: 1. Supply- side economies of scale. These economies arise when firms that produce at larger volumes enjoy lower costs per unit because they can spread fixed costs over more units, employ more efficient technology, or command better terms from suppliers. Supply- side scale economies deter entry by forcing the aspiring entrant either to come into the industry on a large scale, which requires dislodging entrenched competitors, or to accept a cost disadvantage. Scale economies can be found in virtually every activity in the value chain; which ones are most important varies by industry. In microprocessors, incumbents such as Intel are protected by scale economies in research, chip fabrication, and consumer marketing. For lawn care companies like Scotts Miracle- Gro, the most important scale economies are found in the supply chain and media advertising. In small- package delivery, economies of scale arise in national logistical systems and information technology. Demand- side benefits of scale. These benefits, also known as network effects, arise in industries where a buyer. Buyers may trust larger companies more for a crucial product: Recall the old adage that no one ever got fired for buying from IBM (when it was the dominant computer maker). Buyers may also value being in a . For instance, online auction participants are attracted to e. Bay because it offers the most potential trading partners. Demand- side benefits of scale discourage entry by limiting the willingness of customers to buy from a newcomer and by reducing the price the newcomer can command until it builds up a large base of customers. Industry structure drives competition and profitability, not whether an industry is emerging or mature, high tech or low tech, regulated or unregulated. Las Estrategias Competitivas Gen. La estrategia se basaba en la premisa de que la empresa estaba en condiciones de servir a un objetivo estrat Porter instituto Profesional La Araucana (Sede Osorno - Biblioteca) ESTRATEGIA COMPETITIVA GRUPO EDITORIAL PATRIA ESTRATEGIA. Customer switching costs. Switching costs are fixed costs that buyers face when they change suppliers. Such costs may arise because a buyer who switches vendors must, for example, alter product specifications, retrain employees to use a new product, or modify processes or information systems. The larger the switching costs, the harder it will be for an entrant to gain customers. Enterprise resource planning (ERP) software is an example of a product with very high switching costs. Once a company has installed SAP. The need to invest large financial resources in order to compete can deter new entrants. Capital may be necessary not only for fixed facilities but also to extend customer credit, build inventories, and fund start- up losses. The barrier is particularly great if the capital is required for unrecoverable and therefore harder- to- finance expenditures, such as up- front advertising or research and development. While major corporations have the financial resources to invade almost any industry, the huge capital requirements in certain fields limit the pool of likely entrants. Conversely, in such fields as tax preparation services or short- haul trucking, capital requirements are minimal and potential entrants plentiful. It is important not to overstate the degree to which capital requirements alone deter entry. If industry returns are attractive and are expected to remain so, and if capital markets are efficient, investors will provide entrants with the funds they need. For aspiring air carriers, for instance, financing is available to purchase expensive aircraft because of their high resale value, one reason why there have been numerous new airlines in almost every region. Incumbency advantages independent of size. No matter what their size, incumbents may have cost or quality advantages not available to potential rivals. These advantages can stem from such sources as proprietary technology, preferential access to the best raw material sources, preemption of the most favorable geographic locations, established brand identities, or cumulative experience that has allowed incumbents to learn how to produce more efficiently. Entrants try to bypass such advantages. Upstart discounters such as Target and Wal- Mart, for example, have located stores in freestanding sites rather than regional shopping centers where established department stores were well entrenched. Unequal access to distribution channels. The new entrant must, of course, secure distribution of its product or service. A new food item, for example, must displace others from the supermarket shelf via price breaks, promotions, intense selling efforts, or some other means. The more limited the wholesale or retail channels are and the more that existing competitors have tied them up, the tougher entry into an industry will be. Sometimes access to distribution is so high a barrier that new entrants must bypass distribution channels altogether or create their own. Thus, upstart low- cost airlines have avoided distribution through travel agents (who tend to favor established higher- fare carriers) and have encouraged passengers to book their own flights on the internet. Essential Background. Competitive Strategy. Feature. It. Restrictive government policy. Government policy can hinder or aid new entry directly, as well as amplify (or nullify) the other entry barriers. 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