PAGEPAGE20附錄一英文資料ManagementinformationsystemsFromWikipedia,thefreeencyclopedia.(Redirectedfrom\o"ManagementInformationSystems"ManagementInformationSystems)Shortformanagementinformationsystemormanagementinformationservices,andpronouncedasseparateletters,MISrefersbroadlytoacomputer-basedsystemthatprovidesmanagerswiththetoolsfororganizing,evaluatingandefficientlyrunningtheirdepartments.Inordertoprovidepast,presentandpredictioninformation,anMIScanincludesoftwarethathelpsindecisionmaking,dataresourcessuchasdatabases,thehardwareresourcesofasystem,decisionsupportsystems,peoplemanagementandprojectmanagementapplications,andanycomputerizedprocessesthatenablethedepartmenttorunefficiently.ThefunctionalsupportroleThebusinessprocessesandoperationssupportfunctionisthemostbasic.Itinvolvescollecting,recording,storing,andbasicprocessingofdata.Informationsystemssupportbusinessprocessesandoperationsby:-recordingandstoringsalesdata,purchasedata,investmentdata,payrolldataandotheraccountingrecords-processingtheseaccountingrecordsintoincomestatements,balancesheets,ledgers,managementreports,andotherformsoffinancialinformation-recordingandstoringinventorydata,workinprocessdata,equipmentrepairandmaintenancedata,supplychaindata,andotherproduction/operationsrecords-processingtheseoperationsrecordsintoproductionschedules,productioncontrollers,inventorysystems,andproductionmonitoringsystems-recordingandstoringpersonneldata,salarydata,employmenthistories,andotherhumanresourcesrecords-processingthesehumanresourcesrecordsintoemployeeexpensereports,andperformancebasedreports-recordingandstoringmarketdata,customerprofiles,customerpurchasehistories,marketingresearchdata,advertisingdata,andothermarketingrecords-processingthesemarketingrecordsintoadvertisingelasticityreports,marketingplans,andsalesactivityreports-recordingandstoringbusinessintelligencedata,competitoranalysisdata,industrydata,corporateobjectives,andotherstrategicmanagementrecords-processingthesestrategicmanagementrecordsintoindustrytrendsreports,marketsharereports,missionstatements,andportfoliomodels-useofalltheabovetoimplement,control,andmonitorplans,strategies,tactics,newproducts,newbusinessmodelsornewbusinessventuresThedecisionsupportroleThebusinessdecisionmakingsupportfunctiongoesonestepfurther.Itisanintegralpartofmakingdecisions.Itallowsuserstoask“Whatif...

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:Whatifweincreasethepriceby5%?;Whatifweincreasepriceby10%?;Whatifwedecreasepriceby5%?;Whatifweincreasepriceby10%now,thendecreaseitby5%inthreemonths?Italsoallowsuserstodealwithcontingencies

:IfInflationincreasesby5%(insteadof2%asweareassuming),thenwhatdowedo?Whatdowedoifwearefacedwithastrikeoranewcompetitivethreat?Themostbasicandmostversatilebusinessdecisionmakingtoolisthe\o"Spreadsheet"spreadsheet,butspreadsheetsarenotuserfriendly.Moresophisticatedprogramsoftenseamlesslyincorporatestatisticaldecisionmakingtoolslike\o"Sensitivityanalysis"sensitivityanalysis,\o"MonteCarlomethod"MonteCarloanalysis,\o"Riskanalysis"riskanalysis,\o"Breakevenanalysis"breakevenanalysisand\o"Bayesiananalysis"Bayesiananalysis.If,forexample,youareusingtheinformationsystemtodecideaboutanewproductintroduction,theprogramshouldincorporatetoolslike\o"Logitanalysis(inmarketing)"logitanalysis,\o"B.C.G.Analysis"B.C.G.Analysis,\o"Conjointanalysis(inmarketing)"conjointanalysis,\o"Contributionmarginanalysis"contributionmarginanalysis,\o"Multidimensionalscaling(inmarketing)"multidimensionalscaling,\o"G.E.MultiFactoralanalysis"G.E.MultiFactoralanalysis,\o"Factoranalysis"factoranalysis,\o"Clusteranalysis(inmarketing)"clusteranalysis,\o"Discriminantanalysis(inmarketing)"discriminantanalysis,\o"QualityFunctionDeployment"QualityFunctionDeployment,\o"Preferenceregression(inmarketing)"preferenceregressions,and\o"Preference-ranktranslation"preference-ranktranslations.ThestrategicsupportroleInformationsystemscansupportacompany’scompetitivepositioning.Onedistinguishesherefourlevelsofanalysis.1-Thesupportsofhelpinthepilotingofthechainofinternalvalue.Theyarethemostrecent,themostpragmaticandarewithinthereachofthemanager.Theyarethesolutionsofreductionsofcostsandmanagementoftheperformance.Oneindicatesthemunderthenameof"BusinessWorkflowAnalysis"(BWA)orof"BusinessManagementSystemsp2p".Toolsnetworks,theyassurethecontrolofthepilotingofthesetofthefunctionsofthecompany,themasteryinrealtimeofthecostsofdysfunctionscausedistancesfromaccounts,evaluationandreportingofaccountingresultsarticulatedintheevaluationandinthereportingofresultsquality.2-Allsuccessfulcompanieshaveone(ortwo)businessfunctionsthattheydobetterthanthecompetition.Thesearecalledcorecompetencies.Ifacompany’s\o"Corecompetency"corecompetencygivesitalongtermadvantageinthemarketplace,itisreferredtoasasustainablecompetitiveadvantage.Foracorecompetencytobecomea\o"Sustainablecompetitiveadvantage"sustainablecompetitiveadvantageitmustbedifficulttomimic,unique,sustainable,superiortothecompetition,andapplicabletomultiplesituations.Examplesofcompanycharacteristicsthatcouldconstituteasustainablecompetitiveadvantageinclude:superior\o"Product(business)"product\o"Quality"quality,extensive\o"Distribution(business)"distributioncontracts,accumulated\o"Brandequity"brandequityandpositivecompanyreputation,lowcostproductiontechniques,\o"Patent"patentsand\o"Copyright"copyrights,governmentprotected\o"Monopoly"monopoly,andsuperioremployeesandmanagementteam.Thelistofpotentialsustainablecompetitiveadvantagecharacteristicsisverylong.Howevertherearesomecommentatorsthatclaimthatinafastchangingcompetitiveworld,noneoftheseadvantagescanbesustainedinthelongrun.Theyclaimthattheonlytrulysustainablecompetitiveadvantageistobuildanorganizationthatissoalertandsoagilethatitwillalwaysbeabletofindanadvantage,nomatterwhatchangesoccur.3-Informationsystemsoftensupportandoccasionallyconstitutethesecompetitiveadvantages.Therapidspeedofchangehasmadeaccesstotimelyandcurrentinformationcriticalinacompetitiveenvironment.Informationsystems,likebusiness\o"Environmentalscanning"environmentalscanningsystems,supportalmostallsustainablecompetitiveadvantages.Occasionally,theinformationsystemitselfisthecompetitiveadvantage.Oneexampleis\o"Wal-Mart"Wal-Mart.Theyusedan\o"Extranet"extranettointegratetheirwhole\o"Supplychain"supplychain.ThisuseofinformationsystemsgaveSamWaltonacompetitiveadvantagefortwodecades.Anotherexampleis\o"DellComputer"DellComputer.TheyusedtheinternettomarketcustomassembledPC’s.MichaelDellisstillbenefittingfromthislowcostpromotionanddistributiontechnique.Otherexamplesare\o"EBay"eBay,\o"A"A,\o"FederalExpress"FederalExpress,and\o"BusinessWorkflowAnalysis"BusinessWorkflowAnalysis\o"Oberon-bwa"Oberon-bwa.TheperformancemonitoringroleMISisnotjuststatisticsanddataanalysis.ItisatoolneededforMBO/\o"Managementbyobjectives"Managementbyobjectives.Itmonitorsresultsandperformancesinordertosendalerts,insomecasesdayly,tomanagersateachleveloftheorganisation,onalldeviationsbetweenresultsandprestablishedobjectivesandbudgets.MISasabarriertoentryAnimportantstrategicadvantageis"barrierstoentry".Therearenumerouswaysthatacompany,thathasinvestedininformationtechnology,canleverthisinvestmenttocreate,grow,ormaintainbarrierstoentry.1)LeverageITinvestmentthatsupportstheir\o"Corecompetency"corecompetency.Successfulfirmstendtohaveoneortwocorecompetenciesthattheycandobetterthantheircompetitors.Itmaybeanythingfromnewproductdevelopmenttocustomerservice.Informationtechnologyisoftenanimportantinputintothiscorecompetency.ThisITinvestmentinacompany’scorecompetencycanbeasignificantbarriertoentry.2)LeverageITinvestmentin\o"Supplychain"supplychainnetworks.Firmsthatareapartofanintegratedsupplychainsystemhaveestablishedrelationshipsoftrustwithsuppliers.Thisusuallyensuresquickerdelivertimes,problemfreedeliveryandanassuredsupply.Itcanalsoentailpricediscountsandotherpreferentialtreatment.Theinabilityofnewentrantstogetontoasupplychain/inventorymanagementsystemcanbeamajorbarriertoentry.3)LeverageITinvestmentin\o"Distribution(business)"distributionchannelmanagement.Aswithsuppliernetworks,investmentindistributionchannelmanagementsystemscanensurequickerdeliverytimes,problemfreedelivery,andpreferentialtreatments.Theinvestmentinthistechnology,andtheexperiencegainedinlearninghowtouseit,canbeanimportantbarriertoentry.Whenthedistributionchannelmanagementsystemsisexclusive,itmaygiveyousomecontroloveraccesstotheretailersinvolved.4)LeverageITinvestmentin\o"Brandequity"brandequity.Oftenfirmshaveinvestedlargesumsofmoneyin\o"Brand"brand\o"Advertising"advertising.Thisisfacilitatedbyinvestmentinmarketinginformationsystemsand\o"Customerrelationshipmanagement"customerrelationshipmanagementsystem.Anindomitablebrandnameisaformidablebarriertoentry.5)LeverageITinvestmentin\o"Manufacturing"productionprocesses(1).Informationsystemshavebecomeanecessityinmanaginglargeproductionruns.Automatedsystemsarethemostcostefficientwayoforganizinglargescaleproductionprocesses.Thesefirmscanmoreeasilyobtain\o"Economiesofscale"economiesofscaleinpromotion,purchasing,andproduction;\o"Economiesofscope"economiesofscopeindistributionandpromotion;reducedoverheadallocationperunit;andshorterbreak-eventimes.Thisabsolutecostadvantagecanbeanimportantbarriertoentry.6)LeverageITinvestmentinproductionprocesses(2).InvestmentinITallowsacompanyflexibilityintheiroveralloutputlevel.MichaelPorterclaimsthateconomiesofscaleareabarriertoentry,asidefromtheabsolutecostadvantagestheyprovide.Thisisbecause,acompanyproducingatapointonthelong-runaveragecostcurvewhereeconomiesofscaleexisthasthepotentialtoobtaincostsavingsinthefuture,andthispotentialisabarriertoentry.7)LeveragelearningcurveadvantagesfromexperiencewithIT.AsacompanygainsexperienceusingITsystems,theybecomefamiliarwithasetofbestpracticesthataremoreorlessknowntootherfirmsintheindustry.Firmsoutsidetheindustryaregenerallynotfamiliarwiththeindustryspecificaspectsofusingthesesystems.Newentrantswillbeatadisadvantageunlesstheycanredefinetheindustriesbestpracticesandleap-frogexistingfirms.8)LeverageITinvestmentin\o"Masscustomization"masscustomizationproductionprocesses.ITcontrolledproductiontechnologycanfacilitatecollaborative,adaptive,transparent,orcosmeticcustomization.Thisflexibilitycanincreasemargins,increasecustomersatisfaction,andbeasignificantbarriertoentry.9)LeverageITinvestmentincomputeraideddesign(1).CADsystemsfacilitatethespeedydevelopmentandintroductionofnewproducts.Thiscancreateproprietaryproductdifferences.\o"Productdifferentiation"Productdifferentiationcanbeabarriertoentry.10)LeverageITinvestmentincomputeraideddesign(2).CADsystemsfacilitatethespeedydevelopmentandintroductionofnewproducts.Proprietaryproductdifferencescanbeusedtocreateincompatibilitiesbetweencompetingproducts(aseverycomputeruserknows).Theseincompatibilitiesincreaseconsumers’switchingcosts.Highcustomerswitchingcostsisaveryvaluablebarriertoentry11)LeverageITinvestmentinE-commerce.Companywebsitescanbepersonalizedtoeachcustomersinterests,expectations,andcommercialneeds.Theycanalsobeusedtocreateasenseofcommunity.Bothofthesetendtoincreasecustomerloyalty.Customerloyaltyisanimportantbarriertoentry.12)LeverageITinvestmentinstability.Technologicallysophisticatedfirmswithmultipleelectronicpointsofcontactwithcustomers,suppliers,andothersappeartobemorestable.Thismonumentalappearanceofstabilitycanbeabarriertoentry.Thisisparticularlytrueinfinancialservices.13)ThesimplefactthatITinvestmentrequiresfundsmakeitabarriertoentry.Anythingthatincreasescapitalrequirementsisabarriertoentry.中文翻譯管理信息系統(tǒng)來自Wikipedia的免費(fèi)的百科全書(摘自管理信息系統(tǒng)）MIS介紹MIS是管理信息系統(tǒng)或者管理信息服務(wù)部門的縮寫，并且單個(gè)字母獨(dú)立成義。MIS涉及很廣，它為管理人員提供一個(gè)以電腦為基礎(chǔ)的系統(tǒng)管理工具，使得他們的部門能有效組織、評(píng)價(jià)、運(yùn)營。為了提供過去、目前和預(yù)言信息，MIS包括幫助決策的軟件，象數(shù)據(jù)庫那樣的數(shù)據(jù)源，硬件資源，決策支持系統(tǒng)，人力和項(xiàng)目管理應(yīng)用，及使部門能夠有效地運(yùn)行的任何電腦化的過程。功能支持角色生意過程和經(jīng)營功能的支持角色是最基本的。它涉及收集、包含、記錄、儲(chǔ)存以及基本的數(shù)據(jù)處理。信息系統(tǒng)支持生意過程和經(jīng)營通過：記錄并且儲(chǔ)存銷售、購買、投資數(shù)據(jù)工資表和其他賬目記錄把財(cái)務(wù)記錄處理成收益表、資產(chǎn)負(fù)債表、總賬管、理報(bào)告和其他形式的金融信息。記錄和儲(chǔ)存存貨清單數(shù)據(jù)，工序數(shù)據(jù)，設(shè)備修理及保養(yǎng)數(shù)據(jù)，提供鏈?zhǔn)綌?shù)據(jù)和其他產(chǎn)品行動(dòng)記錄。為生產(chǎn)進(jìn)度表質(zhì)、管存、貨和生產(chǎn)監(jiān)控系統(tǒng)記錄和存儲(chǔ)數(shù)據(jù)。記錄和儲(chǔ)存人員數(shù)據(jù)、薪水?dāng)?shù)據(jù)就、業(yè)經(jīng)歷和其他人力資源記錄。將人力資源記錄形成費(fèi)用報(bào)告和基于執(zhí)行的報(bào)告。記錄和儲(chǔ)存市場(chǎng)數(shù)據(jù)、顧客簡(jiǎn)介顧、客購買歷史銷、售研究數(shù)據(jù)、廣告數(shù)據(jù)和其他銷售記錄。把這些銷售記錄處理成廣告彈性報(bào)告市、場(chǎng)營銷計(jì)劃和銷售報(bào)告。記錄并且儲(chǔ)存商業(yè)情報(bào)資料、競(jìng)爭(zhēng)對(duì)手?jǐn)?shù)據(jù)、工業(yè)數(shù)據(jù)共、同的目標(biāo)和其他戰(zhàn)略性管理記錄。把這些戰(zhàn)略性管理記錄綜合成趨勢(shì)報(bào)告、市場(chǎng)份額報(bào)告、任務(wù)書和投資模型。把上面這些用于執(zhí)行，控制和監(jiān)控計(jì)劃、戰(zhàn)術(shù)、戰(zhàn)略、新產(chǎn)品、新商業(yè)模型或新商業(yè)風(fēng)險(xiǎn)。決策支持角色決策支持功能比功能支持更進(jìn)一步。這是判斷取決的主要部分。它允許用戶問“如果，怎么辦…?”問題：如果我們?cè)黾觾r(jià)格5%，怎么辦？；如果我們?cè)黾觾r(jià)格10%，怎么辦？；如果我們減少價(jià)格5%，怎么辦？；如果我們現(xiàn)在增加價(jià)格10%，然后在3個(gè)月內(nèi)減少它5%呢？它也允許用戶處理意外事故：如果通貨膨脹增加5%(而不是我們假設(shè)的2%)，那么我們做什么？如果我們面臨一次罷工或一次新具有競(jìng)爭(zhēng)性的威脅，我們做什么？最基本有用的生意決策工具是電子表格，但是電子表格不容易使用。更復(fù)雜的計(jì)劃經(jīng)常無縫合并像敏感性分析、隨機(jī)抽樣分析、風(fēng)險(xiǎn)分析、盈虧分析和Bayesian分析等決策工具。如果你正使用信息系統(tǒng)判定一個(gè)新產(chǎn)品介紹，該程序應(yīng)合并像logit分析、B.C.G.分析、聯(lián)合的分析邊、際收益貢獻(xiàn)分析、多維的思維、\o"G.E.MultiFactoralanalysis"G.E.MultiFactoral分析、要素分析、群分析、判別分析、高質(zhì)量運(yùn)行選、優(yōu)回歸和優(yōu)先選擇平移這樣的決策工具。戰(zhàn)略性支持角色信息系統(tǒng)能支持公司在競(jìng)爭(zhēng)中確定自己的位置。分析的4步為支持幫助具有內(nèi)部?jī)r(jià)值鏈的領(lǐng)航職業(yè)。他們最新、最實(shí)用、并且最接近管理者。他們是費(fèi)用削減的解決辦法和性能的管理。有人把他們稱為“生意工作流程分析(BWA)”或者“生意管理體制p2p”。網(wǎng)絡(luò)工具保證各種公司的功能領(lǐng)航控制，失調(diào)的費(fèi)用以實(shí)時(shí)的方式控制從賬戶引起距離，評(píng)估和財(cái)務(wù)處理結(jié)果在評(píng)估和質(zhì)量的報(bào)告過程中已清楚地說明。所有的成功公司都有比競(jìng)爭(zhēng)者做得好的一(或兩)種生意功能。這些被叫為核心能力。如果公司的核心能力在市場(chǎng)有長(zhǎng)期優(yōu)勢(shì)，它被稱為一種可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)。一種可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)的核心能力，它一定是難以模仿、獨(dú)特、可持續(xù)、優(yōu)于競(jìng)爭(zhēng)者的、并且對(duì)多種形勢(shì)適用。能形成一種可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)的公司例子包括：優(yōu)良的產(chǎn)品質(zhì)量、廣泛的銷售合同、積聚公平的商標(biāo)和肯定的公司名聲、低成本生產(chǎn)技術(shù)專利、政府保護(hù)壟斷、優(yōu)良職工和管理隊(duì)伍。潛在的可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)非常多。但是一些評(píng)論員宣稱在這個(gè)快速發(fā)展的競(jìng)爭(zhēng)世界，這些優(yōu)勢(shì)不可能持續(xù)那么長(zhǎng)時(shí)間，他們聲稱唯一可真實(shí)持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)將建造警惕且敏捷以致于不管什么變化發(fā)生都能永遠(yuǎn)找到一個(gè)優(yōu)勢(shì)的組織。信息系統(tǒng)經(jīng)常支持并且偶爾形成競(jìng)爭(zhēng)優(yōu)勢(shì)。變化的迅速之快使在一種具有競(jìng)爭(zhēng)性的環(huán)境里評(píng)論當(dāng)今的信息環(huán)境。信息系統(tǒng),象生意環(huán)境掃描系統(tǒng)，支持幾乎所有可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)。偶爾，信息系統(tǒng)本身就是競(jìng)爭(zhēng)優(yōu)勢(shì)。例如沃爾瑪。他們使用企業(yè)內(nèi)部互聯(lián)網(wǎng)結(jié)合整個(gè)供應(yīng)鏈。這次對(duì)信息系統(tǒng)的使用給薩姆·沃爾頓一種持續(xù)二十年的競(jìng)爭(zhēng)優(yōu)勢(shì)。另一個(gè)例子是戴爾計(jì)算機(jī)。他們?cè)诰W(wǎng)絡(luò)上買賣組合PC機(jī)。邁克爾戴爾仍然受益于這種低成本提升和分配技術(shù)。其他例子是eBay、A、聯(lián)邦快遞公司，以及生意工作流程分析奧伯倫-bwa。性能監(jiān)視角色MIS不只是統(tǒng)計(jì)和數(shù)據(jù)分析。它是適合MBO/目標(biāo)管理的工具。監(jiān)控結(jié)果和執(zhí)行為了發(fā)送提醒保持警覺，有時(shí)候是管理組織每一階層的日?；顒?dòng)和在結(jié)果和預(yù)先確定的目標(biāo)預(yù)算之間的全部偏差。MIS作為一障礙登入重要的戰(zhàn)略性優(yōu)勢(shì)是“有障礙進(jìn)入”。一個(gè)投資信息技術(shù)的公司要抬高投資增長(zhǎng)或保持有障礙進(jìn)入有很多方式。支持他們核心能力對(duì)IT投資的影響。成功的公司傾向于有一兩個(gè)核心能力比競(jìng)爭(zhēng)者做得更好。它可以是從新產(chǎn)品開發(fā)到顧客服務(wù)的任何事情。信息技術(shù)經(jīng)常是核心能力的一次重要輸入。這個(gè)公司的核心能力的IT投資可能是進(jìn)入的一個(gè)重要的障礙。影響IT對(duì)供應(yīng)鏈型網(wǎng)絡(luò)的投資。公司是系統(tǒng)建立信托與供應(yīng)者關(guān)系的綜合供應(yīng)鏈的一部分。這通常保證快速免費(fèi)交貨和供給的問題。它也需要價(jià)格折扣和其他優(yōu)惠待遇。新工作者進(jìn)入到供應(yīng)鏈/庫存管理系統(tǒng)可能是一個(gè)較大的障礙。影響IT對(duì)分配渠道管理的投資。像供應(yīng)者網(wǎng)絡(luò)一樣，對(duì)分配渠道管理體制的投資能保證更短的傳輸時(shí)間，問題免費(fèi)交付和優(yōu)先的處理方法。這項(xiàng)技術(shù)的投資和學(xué)習(xí)怎樣使用它的經(jīng)驗(yàn)，可能是進(jìn)入的一個(gè)重要的障礙。當(dāng)分配渠道管理體制是專有的時(shí)，它可能是某種控制零售商的入口。影響IT對(duì)品牌公平的投資。公司經(jīng)常把一大筆錢投入品牌廣告。這促進(jìn)銷售信息系統(tǒng)和客戶關(guān)系管理體制的投資。一個(gè)不可征服的商標(biāo)名稱是進(jìn)入的一個(gè)可怕的障礙。影響IT對(duì)生產(chǎn)過程的投資(1)信息系統(tǒng)在大的生產(chǎn)運(yùn)行過程中管理成為必然的事。自動(dòng)化系統(tǒng)是多數(shù)大規(guī)模組織生產(chǎn)過程的有效方式。這些公司能更容易獲得在晉升、購買和生產(chǎn)內(nèi)的規(guī)模經(jīng)濟(jì)；在分配和提升過程中的范圍經(jīng)濟(jì)；在高層降低分配；并且時(shí)代缺乏收支相抵。這個(gè)絕對(duì)的費(fèi)用優(yōu)勢(shì)可能是進(jìn)入的一個(gè)重要的障礙。影響IT對(duì)生產(chǎn)過程的投資(2)。對(duì)IT的投資在總的生產(chǎn)水平里允許公司靈活。邁克爾·波特聲稱除了他們提供的絕對(duì)的費(fèi)用優(yōu)勢(shì)外，規(guī)模經(jīng)濟(jì)是進(jìn)入的一個(gè)障礙。這因?yàn)楣鹃L(zhǎng)期平均費(fèi)用曲線在一個(gè)點(diǎn)生產(chǎn)，規(guī)模經(jīng)濟(jì)存在的地方，有潛能獲得成本節(jié)約，并且這種潛能是進(jìn)入的一個(gè)障礙。7）有IT的經(jīng)驗(yàn)影響學(xué)習(xí)曲線優(yōu)勢(shì)。因?yàn)橐患夜臼褂肐T系統(tǒng)獲得經(jīng)驗(yàn)，他們熟悉為其他公司所知的一套最佳實(shí)踐。非工業(yè)公司一般不熟悉使用這些系統(tǒng)的工業(yè)化方面。新到者除非能重新規(guī)定工業(yè)最佳實(shí)踐并且創(chuàng)新新的，否則將處于不利條件。影響IT對(duì)群眾生產(chǎn)過程的投資。IT控制生產(chǎn)技術(shù),使合作、適合、透明或者包裝專用變得容易。這種靈活性能增加利潤(rùn)、客戶滿意度，并且是進(jìn)入的一個(gè)重要的障礙。影響IT對(duì)計(jì)算機(jī)輔助設(shè)計(jì)的投資(1)。計(jì)算機(jī)輔助設(shè)計(jì)系統(tǒng)促進(jìn)新產(chǎn)品的迅速的發(fā)展和介紹。這能建立專利產(chǎn)品差別。產(chǎn)品區(qū)別可能是進(jìn)入的一個(gè)障礙。影響IT對(duì)計(jì)算機(jī)輔助設(shè)計(jì)的投資(2)。計(jì)算機(jī)輔助設(shè)計(jì)系統(tǒng)促進(jìn)新產(chǎn)品的迅速的發(fā)展和介紹。專利產(chǎn)品差別通常用于建立在競(jìng)爭(zhēng)產(chǎn)品之間的對(duì)立面(計(jì)算機(jī)用戶都知道)。這些對(duì)立面增加消費(fèi)者轉(zhuǎn)換花費(fèi)。轉(zhuǎn)換費(fèi)用高的用戶是進(jìn)入的一個(gè)非常有價(jià)值的障礙。影響IT對(duì)電子商務(wù)的投資。公司網(wǎng)站可以使每個(gè)用戶的興趣、期望值和商業(yè)需要個(gè)性化。他們也能用來引起一個(gè)共同的感覺。這兩個(gè)傾向增加用戶可信。用戶可信是進(jìn)入的一個(gè)重要的障礙。影響IT對(duì)穩(wěn)定的投資。老技術(shù)公司使電子與用戶、供應(yīng)者和其它人看起來更穩(wěn)定的聯(lián)系。非常的穩(wěn)定外表可能是進(jìn)入的一個(gè)障礙。這在金融服務(wù)過程中真實(shí)存在。事實(shí)是簡(jiǎn)單IT投資要求資金使它有進(jìn)入障礙。任何增加資金需求的事也是進(jìn)入的一個(gè)障礙。附錄二InformationSystemsAnalysisandDesignThisclassreconstructstheclassicalcomputersciencetopicsof"systemsanalysisanddesign"--mappinginformationflowsanddatamodeling--withinaframeworkderivedfromindustrialdesign.Comparedwiththetraditionalapproach,ourfocusofattentionwillshiftfromsystemstoservices,mainframestonetworks,thedesktoptothestreet,organizationalworkplacestoinstitutionallyorganizedrelationships,cognitiontophysicalactivity,andindividualuserstocommunitiesofpractice.Theclasswillbeorganizedaroundpresentationsbyinterdisciplinaryteams,withminimallecturingandwrittenwork.Wewillattendcloselytothedesignprocess,andtheteams'ownexperienceswillbecomerawmaterialfortheirprojects.Twobooksarerequired:DavidG.Messerschmitt,NetworkedApplications:AGuidetotheNewComputingInfrastructure,MorganKaufman,1999.Thisisanoutstandingplain-languageintroductiontothestructureofmoderninformationsystems.DonaldA.Norman,TheInvisibleComputer,MITPress,1999.Thisisapolemicagainstthepersonalcomputerandinfavorofanewgenerationofdiverseandspecializedcomputingdevices.Anotherbookisrecommended:JeffreyL.WhittenandLonnieD.Bentley,SystemsAnalysisandDesignMethods,fourthedition,IrwinMcGraw-Hill,1998.Thisisathoroughintroductiontotheconventionalpracticeofsystemsanalysisanddesign.Ifyouaregoingtoworkwithpeoplewhohavetheconventionaltrainingthenitwillbeusefulreferencebook.ButasIsay,Iregardthismaterialasout-of-date.Herearesummariesofthegroupprojectsfromweektoweek:Assignmentforweek2:Team-BuildingExercise.Everyonewritesdowntheirskillsetandgetscopiesofeveryoneelse's.Classmembersthenformthemselvesintoteams.Eachteam'smembersdiscusstheirpastandfuture,andhowtheycomplementoneanother.Theydrawadiagramthatgivesclearformtotheconclusionstheyhavereached,andtheydesignapresentationaroundit.Assignmentforweek3:Seeinginformationhappen.Eachteamgetsadistinctassignment,allofwhichinvolvegoingoutintheworldandwatchinginformationhappen.Bringbackwhatyou'veobservedandshowus.Ifyouusewhatyou'velearnedinotherclassesaboutinformationseekingthenthat'sgreat.Butwereallywantyoutobeobservantandnamethings,andlearnhowtoshowwhatyou'veseeninawaythatchangeshowotherpeopleseetheworld.Assignmentforweek4:Growthofthetechnology.Eachteamagaingetsadistinctassignment,thistimeinvolvinglibraryworkonthestateofinformationtechnologytenyearsfromnow.BecauseofMoore'sLawandrelatedphenomena,wecanpredictreasonablywellthequantitativepropertiesofcomputing.Processors,forexample,willbe100timesfaster.Whataboutmassstorage,memorychips,wirelineandwirelessbandwidths,penetrationratesofthetechnologiesbothdomesticallyandglobally,andsoon?Whatimportantstandardswillbewidelydeployedbythen?Showuswhatyou'vefound.Assignmentforweek5:Layering.Buildingonlastweek,wewilldoanexerciseabouttheconceptofaplatform:aserviceuponwhichadiversityofotherservicescanbebuilt.Thehardpartisfiguringoutwhatbelongsinthegenericservice,andwhattheinterfaceshouldlooklikebetweentheplatformandtheservicesthatarebuiltonit.Thisisgoingtobeacentralconceptfordesigninthefuture.Bythistimewewillhavediscussedseveralexamplesofplatforms.Assignmentforweek6:Showusyourcollaborationpatterns.Allthewhileyou'vebeendocumentingyourteam'sworkprocess.Thismightmeankeepingnotes,takingpictures,drawingdiagrams,videotaping,savingyourwork,etc.Youhaveprobablyalsosettledintosomethingofaroutine.Showushowyouworktogether.Alongthewaywewillofferseveralideasaboutwhattolookfor.Forexample,whereistheborderlinebetween"routine"and"improvised"?Thiswillbeimportantinthecomingweeksaswemesswiththetraditionalconceptsofsystemsanalysis.Thisisthefirstweekofasix-weekiterativedesignexercise.Assignmentforweek7:Ontologyofcollaborativework.Datamodelingistheonlyideafromtraditionalsystemsanalysisthatisintellectuallyhard,sowewillspendsomeextratimeinclassworkinganexampleofit.Thenyourassignmentwillbetomodelthedatathatwillberequiredtoimplementoneormoreofyourprospectiveservices.Whereasearlierassignmentshavecalledonyoutoinventyourownrepresentationschemes,forthisassignmentwe'llhaveyouuseaconventionalnotationschemefordatamodels.Havingdoneso,sketchaninformationservicethatyoumightliketodesigntosupportcollaborativeworkactivities.Assignmentforweek8:Servicedesign.Nowitistimetospelloutthedetailsofapotentialinformationserviceforcollaborativework.Toprepareforthis,thinkaboutyourservicefromseveralangles.Whatinstitutionalrolesarepeopleplayingastheyusetheservice?Wherearetheylocated?Whatactionsdotheyneedtotake?Whogetsaccesstowhatinformation?Whocreatesthedatathatgoesinthedatabases?Whichpartsofthedatashouldbestructured,andwhatshouldthestructurebe?Whatexistingservicesdoesyourserviceexchangedatawith?Andsoon.Havingexploredallofthesequestions,drawadataflowdiagramfortheserviceyouaredesigning,decomposingthedesignintoenoughcomponentprocessesanddatabasestogetaclearideaofitsproperties.Assignmentforweek9:Informationdesign.Usingcardboard,crayons,glue,andothermaterialsfoundinkindergartenclassrooms,buildamockupofoneormoreofyourservices.Showwhatyourservicewilllooklikeinpractice,andtellushowitiscomprehensible.Wewillhavediscussedsomeexamplesofinformationdesign,includingseveralthathavenothingtodowithcomputers.WewantcomputerstobemorelikethediagramsinEdwardTufte'sbooks.WealsowantthemtobemoreliketheinformationappliancesthatNormanarguesfor.Assignmentforweek10:Servicearchitecture.Havingsketchedfirsttheinsidesandthentheoutsidesofyourservice,itwillbetimetoreturntotheinside,applyingseriousarchitecturalconceptsthistime.Howaretheprocessesanddatabasesthatcompriseyourservicedividedamongthevariousnetworkeddevicesthattheyrunon?YouwillhavebeenreadingMesserschmidtthroughoutthequarter,andthisiswhereyouwillapplyeverythinginthatbook.Assignmentforfinalsweek.Wedon'timaginethatanyonewillbearoundduringfinalsweektoseeyourwork,andsoinsteadwewillhaveeachgroupvideotapeafinalpresentationthatwecanputontheWeb.Thiswillincludeyourservicemockup,itsinformationdesignandinternalarchitecture,howitworkscognitively,howtheinformationflows,andgenerallyhowitworksasaserviceinthefullsense.MISApplicationServer:Easyback-endadminstrationAccurateinformationisthefirststeptobetterplanning,reportingandanalysis.Inmanycompanies,however,thisinformationisstoredinseveralformatsacrossmultiplelocations.MISApplicationServerbringsthisinformationtogetherinasingleanalyticplatform.

Testthousandsofscenarios

Howmuchrevenuewillournewproductgenerate?Shouldwesplitoursalescostcenterintodirectandindirectsales?WhatifIonlyinvested,10%ofmymarketingbudgetintoadvertising?

Managerstesttheseandthousandsofotherscenariosduring