© The McGraw-Hill Companies, Inc., 2010 第二章 資訊科技的競爭力 Competing with Information Technology.

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1 © The McGraw-Hill Companies, Inc., 2010 第二章 資訊科技的競爭力 Competing with Information Technology

2 © The McGraw-Hill Companies, Inc., 2010 P2 學習目標 Learning Objectives 1.Identify several basic competitive strategies and explain how they use information technologies to confront the competitive forces faced by a business. 舉出數種競爭策略，並解釋如何使用 資訊科技來面對企業遇到的競爭力。 2. Identify several strategic uses of Internet technologies and give examples of how they can help a business gain competitive advantages. 說明數個網際網路科技，並舉例說明 其如何帶給企業策略優勢。

3 © The McGraw-Hill Companies, Inc., 2010 P3 學習目標 Learning Objectives Learning Objectives 3. Give examples of how business process reengineering frequently involves the strategic use of Internet technologies. 舉例說明為何企業流程再造常與 網際網路的策略應用密不可分。 4. Identify the business value of using Internet technologies to become an agile competitor or form a virtual company. 說明使用網際網路科技成為敏捷的競爭者， 或是建立虛擬公司上的企業價值。

4 © The McGraw-Hill Companies, Inc., 2010 P4 學習目標 Learning Objectives 5. Explain how knowledge management systems can help a business gain strategic advantages. 解釋知識管理系統如何幫助企業獲取策略優勢。

5 © The McGraw-Hill Companies, Inc., 2010 P5 策略優勢的基本概念 Fundamentals of Strategic Advantage Technology is no longer an afterthought in forming business strategy, but the actual cause and driver. 對於建立企業策略，科技不再只是附屬品， 而是真正的原因與驅動者。 真實案例 1 IT Leaders: Reinventing IT as a Strategic Business Partner 資訊科技領導者：重塑資訊科技成為 一個策略性的企業合作夥伴

6 © The McGraw-Hill Companies, Inc., 2010 P6 資訊科技領導者：重塑資訊科技 成為一個策略性的企業合作夥伴 1. What are the business and political challenges that are likely to occur as a result of the transformation of IT from a support activity to a partner role? Use examples from the case to illustrate your answer. 當資訊科技從支援活動轉變成合作夥伴的角色時， 業務方面與政策上容易遇到什麼挑戰？ 請從個案舉例說明你的答案。

7 © The McGraw-Hill Companies, Inc., 2010 P7 2. What implications does this shift in the strategic outlook of IT have for traditional IT workers and for the educational institutions that train them? How does this change the emphasis on what knowledge and skills the IT person of the future should have? 資訊科技策略的轉移，對傳統的資訊科技工作者 以及相關的教育訓練機構有什麼意涵？此種改變顯 示資訊科技人員在未來需要具備何種知識與技能？

8 © The McGraw-Hill Companies, Inc., 2010 P8 3. To what extent do you agree with the idea that technology is embedded in just about everything a company does? Provide examples, other than those included in the case, of recent product introductions that could not have been possible without heavy reliance on IT. 有關資訊科技已經融入企業各部門的想法， 你同意的程度有多少？請舉例說明近期有可以不 依靠資訊科技而能生產的案例。

9 © The McGraw-Hill Companies, Inc., 2010 P9 競爭策略的概念 we emphasized that a major role of information systems applications inbusiness is to provide effective support of a company’s strategies for gaining competitive advantage. This strategic role of information systems involves using Information technology to develop products, services, and capabilities that give a company major advantages over the competitive forces it faces in the global marketplace. 資訊系統應用在企業所扮演的主要角色，是對公司策略 提供有效的支援以獲取競爭優勢。資訊系統的策略性角色 包括使用資訊科技來開發產品、服務與功能，這讓公司在 面對全球市場的競爭時能掌握主要的優勢。

10 © The McGraw-Hill Companies, Inc., 2010 P10 策略性資訊系統（ strategic information systems ） 支援企業取得競爭地位並實現其競爭策略的系統。 只要能透過資訊科技，協助組織獲得競爭優勢、降低競 爭劣勢，或達到其他的企業策略目標，就算是策略性資 訊系統。 競爭策略的概念 Competitive Strategy Concepts

11 © The McGraw-Hill Companies, Inc., 2010 P11 Competitive Forces and Strategies 2-11

12 © The McGraw-Hill Companies, Inc., 2010 P12 競爭力和策略

13 © The McGraw-Hill Companies, Inc., 2010 P13 五個基本競爭策略 Cost Leadership Strategy. Becoming a low-cost producer of products and services in the industry or finding ways to help suppliers or customers reduce their costs or increase the costs of competitors. 成本領導策略：成為產業中低成本產品與服務的製造者，或是 找出可以幫助供應商與消費者降低成本或增加競爭者成本的方法。

14 © The McGraw-Hill Companies, Inc., 2010 P14 Differentiation Strategy. Developing ways to differentiate a firm’s products and services from those of its competitors or reduce the differentiation advantages of competitors. This strategy may allow a firm to focus its products or services to give it an advantage in particular segments or niches of a market. 差異化策略：發展方法讓公司的產品與服務和競爭者間有所差異， 或是降低競爭者的差異化優勢。

15 © The McGraw-Hill Companies, Inc., 2010 P15 Innovation Strategy. Finding new ways of doing business. This strategy may involve developing unique products and services or entering unique markets or market niches. It may also involve making radical changes to the business processes for producing or distributing products and services that are so different from the way a business has been conducted that they alter the fundamental structure of an industry. 創新策略：找出企業經營的新方法，包括研發獨家產品與服務， 或是投入特定的利基市場。

16 © The McGraw-Hill Companies, Inc., 2010 P16 Growth Strategies. Significantly expanding a company’s capacity to produce goods and services, expanding into global markets, diversifying into new products and services, or integrating into related products and services. 成長策略：大幅擴張公司的產能來製造產品與服務， 進入全球市場，多角化發展新的產品與服務， 或是整合相關的產品與服務。

17 © The McGraw-Hill Companies, Inc., 2010 P17 Alliance Strategies. Establishing new business linkages and alliances with customers,suppliers, competitors, consultants, and other companies. These linkages may include mergers, acquisitions, joint ventures, forming of “virtual companies,”or other marketing, manufacturing, or distribution agreements between a business and its trading partners. 結盟策略：與顧客、供應商、競爭者、顧問及其 他公司建立新的企業連結與聯盟。

18 © The McGraw-Hill Companies, Inc., 2010 P18 Ways to Implement Basic Strategies 2-18

19 © The McGraw-Hill Companies, Inc., 2010 P19 資訊科技如何應用在五個基本競爭策略

20 © The McGraw-Hill Companies, Inc., 2010 P20 使用資訊科技來達成五個競爭策略 並獲取策略優勢的範例

21 © The McGraw-Hill Companies, Inc., 2010 P21 資訊科技的策略性應用  其他競爭策略 Other Strategic Uses of Information Technology  鎖住顧客與供應商 lock in customers and suppliers  建立轉換成本 create switching costs  提高進入障礙 raise barriers to entry  槓桿操作資訊科技投資 leverage investment in IT

22 © The McGraw-Hill Companies, Inc., 2010 P22 資訊科技用於達到競爭策略的 其他方法

23 © The McGraw-Hill Companies, Inc., 2010 P23 競爭優勢與競爭必要性 Innovation Competitive Advantage Organizational Learning Competitive Necessity

24 © The McGraw-Hill Companies, Inc., 2010 P24 建立顧客導向企業 Building a Customer- Focused Business  顧客價值 customer value  持續追蹤顧客的偏好 keep up with market trends  善用 Internet 、 intranets 、 extranets

25 © The McGraw-Hill Companies, Inc., 2010 P25 希爾頓飯店： 以顧客為導向的電子化企業系統  有著全世界最快的訂房服務系統 Hilton.com 。  常客會由最後的使用紀錄自動取得專屬的客製化服 務，會議計畫負責人也可以透過網站，進行團體訂 房並察看會議場地的資料。  希爾頓正在發展一種透過 Web 直接接觸顧客的經營 模式，主要針對經常旅行的顧客，提供單一窗口的 服務。 Hilton Hotels:e-Business with the Customer in Mind

26 © The McGraw-Hill Companies, Inc., 2010 P26 Building Customer Value via the Internet 2-26

27 © The McGraw-Hill Companies, Inc., 2010 P27 建立顧客價值的實例

28 © The McGraw-Hill Companies, Inc., 2010 P28 價值鏈與策略性資訊系統 The Value Chain and Strategic IS  支援流程 support processes  管理協調與支援服務 Administrative Coordination and Support Services  人力資源管理 Human Resources Management  科技發展 Technology Development  資源採購 Procurement of Resources

29 © The McGraw-Hill Companies, Inc., 2010 P29 價值鏈與策略性資訊系統 （續）  主要企業流程 Primary Business Processes  進貨物流 Inbound Logistics  生產製造 Operations  出貨物流 Outbound Logistic  行銷與販售 Marketing and Sales  顧客服務 Customer Service

30 © The McGraw-Hill Companies, Inc., 2010 P30 Using IS in the Value Chain 2-30

31 © The McGraw-Hill Companies, Inc., 2010 P31 價值鏈與策略資訊系統 （續）

32 © The McGraw-Hill Companies, Inc., 2010 P32 價值鏈範例 Value Chain Examples collaborative workflow intranets can increase the communications and collaboration required to improve administrative coordination and support services dramatically 以企業內部網路為基礎的協同合作流程系統， 能夠提升溝通與協同合作的效率，大幅改善 管理協調與支援服務。

33 © The McGraw-Hill Companies, Inc., 2010 P33 An employee benefits intranet can help the human Resources management function provide employees with easy, self-service access to their benefits information. Extranets enable a company and its global business partners to use the Web to design products and processes jointly. 員工福利企業內部網路則提供人力資源管理功能， 提供員工相關的福利資訊；企業外部網路讓公司 及其全球經營夥伴，透過網站共同設計產品與流程。 價值鏈範例 Value Chain Examples

34 © The McGraw-Hill Companies, Inc., 2010 P34 e-commerce Web portals can dramatically improve procurement of resources by providing online marketplaces for a firm’s suppliers. 電子商務的網路入口能藉由提供供應商線上的交易市集， 大幅增進資源採購的效率。 價值鏈範例 Value Chain Examples

35 © The McGraw-Hill Companies, Inc., 2010 P35 運用資訊科技獲取策略優勢  資訊科技的策略性運用 Strategic Uses of IT  每家公司看待與使用資訊科技的角度及方式都有所不同。 Organizations may view and use information technology in many ways. 公司可能將資訊科技進行策略性的運用 companies may choose to use information systems strategically 或是只用來支援每天的例行作業，提升日常營運的效率。 or they may be content to use IT to support efficient everyday operations.

36 © The McGraw-Hill Companies, Inc., 2010 P36 美聯銀行和其他企業案例： 光速級的證券交易 1. What competitive advantages can the companies described in the case derive from the use of faster technology and co-location of servers with the exchanges? Which would you say are sustainable, and which ones temporary or easily imitable? Justify your answer. 在這個案例中，從最快速的科技與交易主機代管的伺服器， 有什麼競爭優勢是可以介紹給企業的？哪些是你認為可以 維持的？哪些是暫時或是容易被模仿的？試著證明你的答案。

37 © The McGraw-Hill Companies, Inc., 2010 P37 2. Tony Bishop of Wachovia stated that “ Competitive advantage comes from your math, your workflow and your processes through your systems. ” Referring to what you have learned in this chapter, develop opposing viewpoints as to the role of IT, if any, in the development of competitive advantage. Use examples from the case to support your positions. 美聯銀行的畢蕭指出：「競爭優勢來自於系統運算數學的能力、 工作流程及處理方式。」參考你從本章學習到的，假設任何的 發展都有競爭優勢，請你對資訊科技的角色提出相反的發展觀點 ，請舉例說明以支持你的論點。 美聯銀行和其他企業案例： 光速級的證券交易

38 © The McGraw-Hill Companies, Inc., 2010 P38 3. What companies in industries other than securities trading could benefit from technologies that focus on reducing transaction processing times? Provide several examples. 哪些產業中的公司有別於證券交易的利益是來自於科技的 使用，其焦點是減少交易的處理時間？請舉例說明。 美聯銀行和其他企業案例： 光速級的證券交易

39 © The McGraw-Hill Companies, Inc., 2010 P39 企業流程再造  企業流程再造（ business process reengineering, BPR ），簡稱為再生工程（ reengineering ）， 是今日競爭策略中的一項重要課題。再生工程 藉由對企業流程的重新思考進行根本上的重新 設計，以達到成本、品質、速度及服務上的大 幅改善。  企業流程再造的潛在報酬很高，但失敗的風險 與對組織環境所帶來的衝擊也相對地提高。

40 © The McGraw-Hill Companies, Inc., 2010 P40 BPR Versus Business Improvement 2-40

41 © The McGraw-Hill Companies, Inc., 2010 P41 企業流程再造

42 © The McGraw-Hill Companies, Inc., 2010 P42  Many processes are reengineered with…  Enterprise resource planning software  Web-enabled electronic business and commerce systems A Cross-Functional Process 2-42

43 © The McGraw-Hill Companies, Inc., 2010 P43 訂單管理流程

44 © The McGraw-Hill Companies, Inc., 2010 P44 資訊科技再造 訂單管理流程的範例 Customer relationship management systems using corporate intranets and the Internet. Supplier-managed inventory systems using the Internet and extranets. Cross-functional ERP software for integrating manufacturing, distribution, finance,and human resource processes. Customer-accessible e-commerce Web sites for order entry, status checking, payment, and service. Customer, product, and order status databases accessed via intranets and extranets by employees and suppliers.

45 © The McGraw-Hill Companies, Inc., 2010 P45 打造敏捷公司 Becoming an Agile Company the business must ensure that customers perceive the products or services of an agile company as solutions to their individual problems. 顧客認為產品與服務是用來解決他們的問題。 an agile company cooperates with customers, suppliers, other companies 敏捷公司與顧客、供應商及其他公司彼此合作。 an agile company organizes so that it thrives on change and uncertainty. 能在變動與不確定的環境下成長茁壯。 an agile company leverages the impact of its people and the knowledge they possess. 能槓桿操作員工人力與所擁有的知識，經由培養企業。

46 © The McGraw-Hill Companies, Inc., 2010 P46 How IT Helps a Company be Agile 2-46

47 © The McGraw-Hill Companies, Inc., 2010 P47 資訊科技如何協助公司 成為敏捷競爭者

48 © The McGraw-Hill Companies, Inc., 2010 P48 A Virtual Company 2-48

49 © The McGraw-Hill Companies, Inc., 2010 P49 創造虛擬公司

50 © The McGraw-Hill Companies, Inc., 2010 P50 Share infrastructure and risk with alliance partners. 與聯盟夥伴共享基礎建設及風險。 Link complementary core competencies. 連結互補的核心能力。 Reduce concept-to-cash time through sharing. 經由分享，減少由發想到上市所需的時間。 Increase facilities and market coverage. 增加設備與市場的涵蓋率。 Gain access to new markets and share market or customer loyalty 進入新市場與共享市場或提升顧客的忠誠度。 Migrate from selling products to selling solutions. 由銷售產品轉為銷售解決方案。 虛擬公司策略 The basic business strategies of virtual companies.

51 © The McGraw-Hill Companies, Inc., 2010 P51 思科系統：虛擬製造聯盟  思科系統是全世界最大的電子通訊產品供應 商。  思科、 Jabil Circuit 公司及 Hamilton Standard 公司達成創新式虛擬製造公司的協議。  透過虛擬製造聯盟，讓它們得以在極度競爭 的電子設備產業中，擁有敏捷、接單生產的 能力。

52 © The McGraw-Hill Companies, Inc., 2010 P52 建立知識創造公司 Many companies today can only realize lasting competitive advantage if they become knowledge-creating companies or learning organizations. 對現今的許多公司來說，唯有轉型成知識創造公司或學習 型組織（ learning organization ）才能持續地擁有競爭優勢。

53 © The McGraw-Hill Companies, Inc., 2010 P53 Knowledge-creating companies exploit two kinds of knowledge. One is explicit knowledge, which is the data, documents, and things written down or stored on computers. The other kind is tacit knowledge, or the “how-tos” of knowledge, which resides in workers 知識創造公司（ knowledge-creating company ）開拓 兩種類型的知識：一種稱為外顯知識（ explicit knowledge ） ，即手寫或儲存在電腦的資料、文件與事項； 另一種則是內隱知識（ tacit knowledge ），亦即工作者 所擁有的「工作方法」知識。 建立知識創造公司

54 © The McGraw-Hill Companies, Inc., 2010 P54 Knowledge Management Techniques 2-54

55 © The McGraw-Hill Companies, Inc., 2010 P55 知識管理

56 © The McGraw-Hill Companies, Inc., 2010 P56  系統的目標就是幫助知識工作者創造、組 織及建立重要的企業知識，並在需要的時 候加以運用。  知識包括流程、程序、專利、相關工作、配 方、「最佳實例」（ best practices ）、預測及 修正等 知識管理系統 Knowledge Management Systems

57 © The McGraw-Hill Companies, Inc., 2010 P57 本章總結  資訊科技的策略性應用 Strategic Uses of Information Technology  降低成本 cut costs  差異化 differentiate  創新其產品與服務 innovate in its products and services  促進企業成長、發展策略聯盟 Promote growth, develop alliances  鎖住顧客與供應商 lock in customers and suppliers  建立轉換成本 create switching costs  提高進入障礙 raise barriers to entry  取得資訊科技資源上的投資 leverage its investment in IT resources  將效用發揮到極限

58 © The McGraw-Hill Companies, Inc., 2010 P58  建立顧客導向企業 Building a Customer-Focused Business build a company that develops its business value by making customer value its strategic focus  建立一個將顧客價值視為其策略重心與企業價值的公司。 Customer-focused companies use Internet, intranet, and extranet e-commerce Web sites and services to keep track of their customers  以顧客為中心的企業會使用 Internet 、 intranets 與 extranets 的電子商務網站與服務， 來追蹤顧客的喜好。 to supply products, services, and information anytime, anywhere; and to provide services tailored to the individual needs of the customers  在任何時間任何地點提供產品、服務與資訊，以滿足顧客的個人需求。.

59 © The McGraw-Hill Companies, Inc., 2010 P59 本章總結 （續）  企業流程再造 Reengineering Business Processes  徹底地改變企業流程。  大幅度地改善企業效率及效能。  Internet 科技在支援工作流程、任務需求， 以及組織結構設計的創新改變上，扮演著關 鍵的角色。

60 © The McGraw-Hill Companies, Inc., 2010 P60 本章總結 （續）  打造敏捷公司 Becoming an Agile Company  利用資訊科技來協助自己轉型成一個敏捷公司。  具備廣泛產品範圍。  短暫生命週期特性的快速變動市場中。  依賴網際網路科技來幫助它提供客製化解決方案。  縮短上市時間並儘可能地降低成本。

61 © The McGraw-Hill Companies, Inc., 2010 P61 本章總結 （續）  創造虛擬公司 Creating a Virtual Company  在網際網路等資訊科技提供計算與電信資源， 以支援溝通、合作及資訊流通的需求。  管理者需仰賴資訊科技來管理企業夥伴所提 供的人、知識、財務，以及實體資源所組成的 網路結構。  在快速變動的市場機會中獲取優勢。

62 © The McGraw-Hill Companies, Inc., 2010 P62 本章總結 （續）  建立知識創造公司 Building a Knowledge-Creating Company  創造學習型組織的知識創新應用與管理，才 能持續地維持競爭優勢。  支援企業知識的創造與散播。  將知識整合到新產品、服務與企業流程中。