MISM2301 Session Slides - Strategy and Technology Spring2025

Page 1: Introduction

• Topic: Management Information Systems (MIS)

• Key Focus: Strategy and Technology

• Author: Guohou Shan, Assistant Professor

Page 2: Case Study Options

• Case Study Preferences:

  • Option 1: 8 individual cases and 2 group cases

  • Option 2: 3 individual cases, 1 group case, 1 case presentation

Page 3: Updated Assessment Overview

• Components of the assessment based on points:

  • Diagnostic Quizzes: 11 quizzes (8 at 1 point, 3 at 2 points)

  • Exams: 2 exams (12 points each, plus 2 extra credit)

  • Individual Case Studies: 3 cases (4 points each)

  • Group Case Study: 1 case (5 points)

  • Case Study Presentation: 1 presentation (25 points)

  • Final Project: 1 project (10 points)

  • Participation: 1 point (10 points)

• Total Points: 100 points across various assessment categories

Page 4: Finalized Cases

• Breakdown of finalized case studies:

  • Individual Case Studies (Total: 12 pts):

    • Fidelity Investments (due 1/31)

    • Bose Corporation and Salesforce (due 2/18)

    • Liberty Mutual Critical Thinking (due 4/8)

  • Group Case Study (Total: 5 pts):

    • Rent the Runway (due 3/25)

  • In-class Group Presentations (Total: 25 pts):

    • Various case studies including Credit Suisse, Capital One, Schneider Electric, and others

Page 5: Case Study Presentation Breakdown

• Presentation scoring mechanism:

  • Average score: 9.5/10

  • Peer evaluation score: 8/10

  • Final score calculation: 25 pt * 9.5/10 * 8/10 = 19 pts

Page 6: Case Study Presentation Details

• Format for case study presentation includes:

  • Selection of cases for team presentations

  • Grading criteria outlined

  • List of case studies: Credit Suisse, Capital One, Schneider Electric, etc.

  • Team assignment structure for presentations

Page 7: Last Class Content

• Topics discussed include:

  • Disruptive Technology

  • Innovator's Dilemma

  • Generic Strategies and Value Disciplines

Page 8: Course Agenda

• Focus areas moving forward:

  • Review of Amazon case study

  • Discussion of Generic Strategies and Value Disciplines

  • Exploration of the risks of reliance on technology

  • Porter’s Value Chain Model and competitive strategies

Page 9: Amazon Case Discussion Questions

• Key discussion points:

  • Various business models/sources of revenue

  • Business needs addressed by Amazon

  • Information technology assets utilized by Amazon

Page 10: Amazon Acquisitions and Investments (2010)

• Overview of Amazon’s strategic acquisitions:

  • Summary of significant acquisitions, e.g., Zappos ($920m), Audible.com ($300m)

  • Years of activity and costs of acquisitions

Page 11: Amazon Business Areas (2011)

• Breakdown of Amazon's market share:

  • Books: 60%

  • Video: 22%

  • Music: 19%

  • Consumer Electronics: 19%

Page 12: Market Capitalization (2016)

• Comparison of market capitalization of leading companies:

  • Amazon: $355.9B

  • Other competitors including Walmart

Page 13: Market Capitalization (2020)

• Highlights of competitive market capitalization:

  • Amazon: $1.4T

  • Comparison to major competitors: Walmart and others

Page 14: Amazon: Enabling IT

• Visualization of Amazon’s use of IT resources:

  • Relation of customer orders to fulfillment strategies

Page 15: Amazon IT Infrastructure

• Overview of Amazon's supply chain and IT usage:

  • Components: Supply Chain Planning, Financial Analysis, Data Warehouse

Page 16: Digital Transformation

• Concepts related to digital transformation discussed:

  • Response to changes in value creation

  • Organizational barriers and changes

Page 17: Generic Strategies – Value Disciplines

• Value disciplines explained:

  • Customer Intimacy

  • Operational Excellence

  • Product Leadership

Page 18: Relationships of Value Disciplines

• Explore interdependencies and competitive strategies

Page 19: Tensions Between Value Disciplines

• Discussion on inherent tensions between the disciplines:

  • Critical Thinking required

Page 20: Discussion Questions

• Groups assigned discussions on tensions between value disciplines

Page 21: Danger of Relying on Technology

• Overview of fast follower problem:

  • Competitors can swiftly replicate technology

  • Risks for first movers

Page 22: Imitation-Resistant Value Chains

• Explanation of imitation-resistant value chain:

  • Competitive challenges in replicating business processes

Page 23: Michael Porter’s Value Chain Model

• Components of value chain illustrated:

  • Inbound logistics, operations, outbound logistics, etc.

Page 24: Break

• Brief interlude in course content

Page 25: Case of Dell

• Key points of Dell’s early success:

  • Direct to customer sales model

  • Challenges faced over time

Page 26: Group Discussion – Imitation-Resistant Value Chains

• Themes for creating competitive value chains discussed

Page 27: Barriers to Entry, Technology, and Timing

• Importance of strategic resource building for competitive advantage

Page 28: Case of Gmail

• Discussion and analysis undertaken on Gmail compared to competitors

Page 29: Porter's Five Forces Model

• Overview of industry dynamics and competitive forces

Page 30: Disruptive Technologies Impact

• Examination of how disruptive technologies affect competitiveness

Page 31: Case of ChatGPT vs. Stack Overflow

• Comparative analysis between ChatGPT and Stack Overflow

Page 32: Summary of Key Take-Aways

• Discussion on major themes: reliance on technology and competitive strategies

Page 33: Weekly Reflection

• Encouragement for students to reflect on learning

Page 34: Readings

• Assigned readings and session planning:

  • Textbook: Gallaugher 10.0 Chapter 6, focusing on Moore’s Law and its implications for management.