IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/ Chapter 3 Valuing Information Systems Investments “The most important discoveries of the next 50 years are likely to be ones of which we cannot now even conceive.” Sir John Maddox, 1999 “The most important discoveries of the next 50 years are likely to be ones of which we cannot now even conceive.” Sir John Maddox, 1999

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Learning Objectives 1. Discuss how organizations can use information systems for automation, organizational learning, and strategic advantage. 2. Describe how to formulate and present the business case for an information system. 3. Explain why and how companies are continually looking for innovative ways to use information systems for competitive advantage. 4. Describe freeconomics and how organizations can leverage digital technologies to provide free goods and services to customers as a business strategy for gaining a competitive advantage. 3-2

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Learning Objectives 1. Discuss how organizations can use information systems for automation, organizational learning, and strategic advantage. 2. Describe how to formulate and present the business case for an information system. 3. Explain why and how companies are continually looking for innovative ways to use information systems for competitive advantage. 4. Describe freeconomics and how organizations can leverage digital technologies to provide free goods and services to customers as a business strategy for gaining a competitive advantage. 3-3

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Valuing Information Systems 3-4 Information systems can be used in three ways to add value to an organization: 1. Automating 2. Informating 3. Strategizing

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 IS for Automating: Doing Things Faster 3-5 With automation, tasks can be completed:  Faster  Cheaper  More accurately  With greater consistency

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Automating: Example 3-6 Loan processing comparison for 3 methods (from the moment the customer takes the application until the applicant is notified of decision)  Manual loan process—25 to 40 days  Technology-supported process—5 to 20 days  Fully automated process—1 hour to 15 days

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 IS for Organizational Learning: Doing Things Better 3-7 Information systems can also be used to:  Learn about processes  Improve processes  Support organizational learning

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Informating: Example 3-8 Computer-based loan system identifies peak times during the year when specific loans are processed

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 IS for Supporting Strategy: Doing Things Smarter 3-9 IS used to gain or sustain competitive advantage  Turning benefits of automating and informating into strategic advantage

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Strategizing: Five Types of Organizational Strategies 3-10 Organizational strategies define the way in which a company plans to gain/sustain competitive advantage Source: Courtesy A. A. Thompson and A. J. Strickland III, Strategic Management: Concepts and Cases, 8 th ed. (Homewood, III.: Richard D. Irwin, 1995).

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Overall Low Cost Leadership Strategy 3-11 Offer best prices in the industry or product/service category Broad focus  Wal-Mart Source: Courtesy A. A. Thompson and A. J. Strickland III, Strategic Management: Concepts and Cases, 8 th ed. (Homewood, III.: Richard D. Irwin, 1995).

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Focused Low-Cost Strategy 3-12 Offer best prices in the industry or product/service category Focus on niche  Dell Source: Courtesy A. A. Thompson and A. J. Strickland III, Strategic Management: Concepts and Cases, 8 th ed. (Homewood, III.: Richard D. Irwin, 1995).

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Broad Differentiation Strategy 3-13 Offer better products/services than competitors Broad Focus  Nordstrom Source: Courtesy A. A. Thompson and A. J. Strickland III, Strategic Management: Concepts and Cases, 8 th ed. (Homewood, III.: Richard D. Irwin, 1995).

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Focused Differentiation Strategy 3-14 Offer better products/services than competitors Focus on niche  Apple  High-quality computers  Home and educational markets Source: Courtesy A. A. Thompson and A. J. Strickland III, Strategic Management: Concepts and Cases, 8 th ed. (Homewood, III.: Richard D. Irwin, 1995).

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Best-Cost Provider Strategy 3-15 Provide products of reasonably good quality at competitive prices  Target Source: Courtesy A. A. Thompson and A. J. Strickland III, Strategic Management: Concepts and Cases, 8 th ed. (Homewood, III.: Richard D. Irwin, 1995).

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Sources of Competitive Advantage Best-made product on the market 2. Superior customer service 3. Achieving lower costs than rivals 4. Having proprietary manufacturing technology 5. Having shorter lead times in research and development projects 6. Having a well-known brand name and reputation 7. Giving customers more value for their money

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Competitive Advantage 3-17 How do you identify opportunities to use information systems for competitive advantage? Porter’s Value Chain

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Value Chain Analysis 3-18 Tool used by managers to identify opportunities for gaining competitive advantage

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 IS and Value Chain Analysis 3-19 Information systems use in adding value:  Use of Internet  Use of Extranet/Intranet

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Learning Objectives 1. Discuss how organizations can use information systems for automation, organizational learning, and strategic advantage. 2. Describe how to formulate and present the business case for an information system. 3. Explain why and how companies are continually looking for innovative ways to use information systems for competitive advantage. 4. Describe freeconomics and how organizations can leverage digital technologies to provide free goods and services to customers as a business strategy for gaining a competitive advantage. 3-20

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Making the Business Case for an IS 3-21 Identification of benefits that the proposed information system will bring to the organization  Automating benefits  Informating benefits  Strategic benefits

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Productivity Gains 3-22 Easy to identify costs with developing an IS Difficult to identify productivity gains  There are limitation to productivity gains with development of an IS Why hasn’t productivity increased at the rate of IS investments?

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 The Productivity Paradox 3-23 Information systems may be used in unintended ways  Web surfing  Junk mail  Games

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Measurement Problems 3-24 Benefits difficult to quantify  Wrong things measured  efficiency vs. effectiveness Example: ATM  Strategic necessity

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Time Lags 3-25 Benefits do not always occur at the same time IS is implemented  Some IS/IT implementation requires training  System must be integrated with existing systems

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Redistribution 3-26 IS may redistribute the pieces of the pie rather than make the pie bigger  Increases in market share come at the expense of the competitors’ market share

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Mismanagement 3-27 Bad business model cannot be overcome by good information system  IS implementation as temporary fix  Creation of unanticipated bottlenecks

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Making a Successful Business Case 3-28 Difficult to quantify benefits of IS Money doesn’t grow on trees Need to make a strong business case  Based on:  Faith  Fear  Facts

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Arguments Based on Faith 3-29 Arguments based on beliefs about:  Organizational strategy  Competitive advantage  Industry forces  Customer perceptions Example: Procter & Gamble

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Arguments Based on Fear 3-30 Arguments based on the notion that if system is not implemented:  Company loses to a competitor  Goes out of business Example: Automotive industry

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Factors in IS Investment Decisions 3-31 Often considered when presenting arguments based on fear

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Porter’s Five Forces Model 3-32 Framework used to analyze competition within an industry

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Arguments Based on Fact 3-33 Arguments based on:  Data  Quantitative analysis  Indisputable factors

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Arguments Based on Fact (cont’d) 3-34 Primary tools:  Cost-benefit analysis  Identify costs  Identify benefits  Contrast expected costs and benefits  Weighted multicriteria analysis

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Cost-Benefit Analysis 3-35 Identifying costs  Total cost of ownership (TCO)  Cost of acquisition  Cost of use  Cost of maintenance  Recurring vs. nonrecurring costs  Tangible vs. intangible costs

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Cost-Benefit Analysis (cont’d) 3-36 Identifying Benefits  Tangible benefits  5 percent increase in sales  Reduction of order entry errors  Intangible benefits  Improvement to customer service  Improvement in overall perception of a firm

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Cost-Benefit Analysis (cont’d) 3-37 Contrasts total expected tangible costs with total tangible benefits  Break-even analysis—identifies the point when tangible costs equal tangible benefits  Net-present-value analysis—identifies the present value of future cash flows

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Weighted Multicriteria Analysis 3-38 Method used for deciding between alternative IS investments or alternatives of the same system

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Presenting the Business Case 3-39 Persuade decision makers in the firm  Know the audience  Identify stakeholder groups

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Presenting the Business Case (cont’d) 3-40 Convert benefits to monetary terms

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Presenting the Business Case (cont’d) 3-41 Devise proxy variables  Used when clear-cut assessment is not possible  Measures of perceived value of change Measure what is important to management  Case becomes more meaningful  Focus on senior management’s “hot button” issues

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Assessing Value for IS Infrastructure 3-42 Present holistic view  Economic value  Architectural value  Operational value  Regulatory and compliance value View IS as asset rather than necessary expense

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Learning Objectives 1. Discuss how organizations can use information systems for automation, organizational learning, and strategic advantage. 2. Describe how to formulate and present the business case for an information system. 3. Explain why and how companies are continually looking for innovative ways to use information systems for competitive advantage. 4. Describe freeconomics and how organizations can leverage digital technologies to provide free goods and services to customers as a business strategy for gaining a competitive advantage. 3-43

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Valuing Innovations 3-44 Which new technology will make or break your business?

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Successful Innovation Is Difficult 3-45 Innovation is often fleeting  The advantages gained from innovations are often short lived I nnovation is often risky  Sometimes even superior products can lose the race  Blu-ray vs. HD DVD Innovation choices are often difficult  Foreseeing the future is not always possible  In 1994 the Internet was not given much attention

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Organizational Requirements for Innovation 3-46 Process requirements— the organization has to be willing to do whatever it takes to implement the change Resource requirements— need to have the human capital necessary for successful deployment of the system Risk tolerance requirements— organizational members must have appropriate tolerance of risk and uncertainty

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Predicting the Next New Thing 3-47 Deciding which innovations to adopt is very difficult Diffusion of Innovations  Classic view of adoption of innovations

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 The Innovator’s Dilemma 3-48 Disruptive innovations  New technologies, products, or services that eventually surpass dominant technologies  Online vs. brick-and-mortar retailing  Automobiles vs. horses  CDs vs. records  MP3 vs. CDs  Undermine effective management practices

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Disruptive Innovations s: mid- and high- performance users were bulk of the market Digital Equipment Company (DEC) tried to sell to those markets Microcomputers seen as “toys”

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Disruptive Innovations (cont’d) s: Microcomputers focusing on low- performance users’ needs Ignored by DEC

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Disruptive Innovations (cont’d) s: Growing performance of Microcomputers, meeting mid- performance users’ needs DEC lost biggest market segment

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Disruptive Innovations (cont’d) 3-52 Today, micro- computers meeting entire market’s needs DEC out of business Next disruptive innovation: 3G and 4G mobile phones?

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 The Innovator’s Solution 3-53 Christensen outlines a process—disruptive growth engine—that helps organizations respond to disruptive innovations more effectively 1. Start early 2. Executive leadership 3. Build a team of expert innovators 4. Educate the organization

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Implementing the Innovation Process 3-54 E-Business Innovation Cycle  The key to success is the extent of IS use in timely and innovative ways Based on: Wheeler (2002)

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 E-Business Innovation Cycle 3-55 Choosing Enabling/Emerging Technologies Process/ group devoted to looking for emerging IT Based on: Wheeler (2002)

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 E-Business Innovation Cycle (cont’d) 3-56 Matching Technologies to Opportunities Most promising new technology matched with current economic opportunities Based on: Wheeler (2002)

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 E-Business Innovation Cycle (cont’d) 3-57 Executing Business Innovation for Growth Stage at which the change is actually implemented Based on: Wheeler (2002)

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 E-Business Innovation Cycle (cont’d) 3-58 Assessing Value Value created for customers and internal operations assessed Based on: Wheeler (2002)

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Three Ways to Think About Investments in Disruptive Innovations 3-59 Put technology ahead of strategy  Technology is so important to success it needs to be considered first.  Strategy is developed afterwards. Put technology ahead of marketing  Rapid development of technology makes it impossible for people to know what they want. Innovation is continuous  New technologies are constantly being developed.

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Learning Objectives 1. Discuss how organizations can use information systems for automation, organizational learning, and strategic advantage. 2. Describe how to formulate and present the business case for an information system. 3. Explain why and how companies are continually looking for innovative ways to use information systems for competitive advantage. 4. Describe freeconomics and how organizations can leverage digital technologies to provide free goods and services to customers as a business strategy for gaining a competitive advantage. 3-60

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Freeconomics 3-61 Freeconomics—The leveraging of digital technologies to provide free goods and services to customers as a business strategy for gaining competitive advantage

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 How Does Freeconomics Work (for Yahoo!) 3-62 Price is set by a product/service’s marginal costs Marginal costs for digital services decrease tremendously Yahoo! Makes millions with free service (by placing ads)

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 The Freeconomic Value Proposition 3-63 Someone, somewhere is paying for a services Value proposition includes more than just buyers and sellers  Advertisers (see Google)

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Approaches for Applying Freeconomics 3-64 Advertising Freemium Cross-Subsidies Zero Marginal Cost Labor Exchange Gift Economy

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 End of Chapter Content 3-65

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Opening Case: Managing in the Digital World: TiVo 3-66 Need to stay ahead of competition:  Then:  Automatic recording  Scheduling using the Web  Pausing a show  Searching by actors or type of show  Now:  Receive RSS feeds  Watch YouTube videos on TV  Program TiVo from cell phone

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 The IT Department Often Knows 3-67 Imagine you are in the IT department of a large company, and discover that a senior executive has visited pornographic sites.  How do you deal with this? Strategies to grapple with ethical decisions  IT equipment and data use policy  Whistle-blower provision  Report violations, then let company handle it  IT professionals should develop “Code of Ethics”

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Rootkits: Sony’s Secret 3-68 Sony BMG Music Entertainment was using “rootkit” to copyright protect CDs  Rootkit was installed on users’ hard drives without their knowledge  Left computers vulnerable to malicious Rootkit was discontinued and uninstall instructions were given to affected customers  Sony paid $1.5 million in penalties 2007: Rootkit in thumbdrives  Sony argued they “didn’t” know Which side of the debate could you argue?

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Microsoft’s Bill Gates and Paul Allen 3-69 Both dropped out of college to run Microsoft in 1975 Partnership with IBM to install MS-DOS on all PCs set the stage Gates’ worth—$58 Billion Allen’s worth—$16.8 Billion

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Who Is Sharing Files? 3-70 Active consumers  Accustomed to on-demand lifestyle Informed about current events  Internet is primary source Conversations focused on tech gadgets, car accessories, home theater setups Many were Mac users Gamers Frustrated with music and entertainment industries for punishing them

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 For Sale by Owner: Your Company’s Name.com 3-71 Domainers—buy and sell domain names  2006—$9 billion business  2009—projected to be worth $23 billion Ad space renting  Domainer registers URL such as Amazon.com  Webpage with advertisements is displayed  Search engine owner pays money to the domainer for each click on an ad

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 What Were You Thinking? Brain Sensor Research for Market Research 3-72 What did you feel when you watched that Super Bowl commercial? EmSense  EEG sensor headset  Data on EEG, monitors breathing and heart rate, head motion, blink rate, and skin temperature  Algorithms translate physiological data from the sensors into information about emotions that marketers can use Game designers can tell when players are bored However: Scientists argue that EEG is not as reliable as MRI

IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/1/2016 Photo Industry 3-73 In only four years ( ) photography moved from film to digital  Canon, Konica Minolta no longer make film models  Nikon makes two film models:  One for professional photographers  One for beginners Business models changed rapidly  Digital technology was a disruptive innovation for the photo industry