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.