Information Technology for Management Thonburi University Strategic Uses of Information Technology

Major drivers of the new ecnomy 1. ระบบการติดต่อสื่อสารด้วยดิจิตอล (Digitalization) และระบบการเชื่อมต่อ (Connectivity)  Wireless communication network  Internet  Intranet (LAN)  Extranet  Electronic mail 2. ระบบการเลิกใช้คนกลาง (Disintermediation) และระบบการใช้คนกลางแบบใหม่ ( Reintermediation) Information Technology for Management

การเจาะจงเฉพาะกลุ่มลูกค้า การมุ่งความสำคัญที่ลูกค้า 3. การเจาะจงเฉพาะกลุ่มลูกค้า (Customization) และ การมุ่งความสำคัญที่ลูกค้า (Customerization) ถือเกณฑ์ การตลาดแบบเฉพาะราย (One- to- one basis marketing) ระบบเศรษฐกิจแบบใหม่ให้ความสำคัญกับธุรกิจ สารสนเทศ ( Information business) โดยมีข้อได้เปรียบ ดังนี้  สามารถสร้างความแตกต่าง (Differentiate)  ตอบสนองความต้องการเฉพาะเจาะจง (Customize)  เน้นความสำคัญส่วนบุคคล (Personalize)  มีการจัดส่งรวดเร็ว (Dispatch) 4. ระบบการสร้างผลประโยชน์ร่วมกันระหว่างอุตสาหกรรม (Industrial converage)

การตลาดรูปแบบของธุรกิจอิเลกทรอนิกส์ E-commerce E-Business E-marketing E-purchasing E-book E-learning Information Technology for Management

Agenda Introduction Working inward: business-to-employee Working outward: business-to-customer Working across: business-to-business

Information Technology for Management IT Strategic Uses Introduction Business Customer Business Working Outward Working Across Working Inward

Information Technology for Management Internet Revolution The British railway revolution Canal revolution Internet revolution  Wide access to public network  Standard communication protocol  Standard user interface Introduction

Information Technology for Management The Cheap Revolution Expensive proprietary products Cheap generic products “Pantip” technologies “Tone on the top”? Introduction

Information Technology for Management Does IT Still Matter? Carr, Nicholas, “IT Doesn’t Matter”, Harvard Business Review, May 2003, pp Carr, Nicholas, “Does IT Matter? Information Technology and the Corrosion of Competitive Advantage”, Harvard Business School Press, Boston Introduction

Information Technology for Management Carr’s Paper Introduction IT is an infrastructure technology, like railroads, electricity, and the telephone. Such a technology can create a strategic advantage for an individual firm only at the beginning of its life cycle, when its technology is expensive and risky. That is the only time a firm can create something proprietary that competitors cannot easily copy. IT is an infrastructure technology, like railroads, electricity, and the telephone. Such a technology can create a strategic advantage for an individual firm only at the beginning of its life cycle, when its technology is expensive and risky. That is the only time a firm can create something proprietary that competitors cannot easily copy.

Information Technology for Management The Debates Brown, John Seely, and John Hagel III, “Letter to the Editor: Does IT Matter?”, Harvard Business Review, July 2003, pp Hof, Robert, “Is Info Tech All Washed Up?”, Business Week, May 24, 2004, p.24. Schrage, Michael, “Why IT Really Does Matter”, CIO Magazine, August 1, Introduction

Information Technology for Management Agenda Introduction Working inward: business-to-employee Working outward: business-to-customer Working across: business-to-business

Information Technology for Management Building an Intranet Working Inward: Business-to-Employee

Information Technology for Management Fostering a Sense of Belonging Intranet includes enterprise’s vision, mission, internal forms, rules, processes, reports, educations, forums, documents, … Enterprise should create a sense of belonging. Use intranet to help employees feel part of the culture is up to them. Working Inward: Business-to-Employee

Information Technology for Management Agenda Introduction Working inward: business-to-employee Working outward: business-to-customer Working across: business-to-business B2E, B2C, C2C, B2B, C2B

Information Technology for Management Business-to-Customer Jumping to a new experience curve Emergence of electronic tenders Getting closer to customers Being an online customers Working Outward: Business-to-Customer

Information Technology for Management B2C E-Business Advantages Global accessibility Reduced order processing Closer customer relationships Increased customer loyalty New products and services Direct marketing Working Outward: Business-to-Customer

Information Technology for Management Potential B2C Problems Technical – poor design of IS Logistics – physical barriers around the world Personnel – lack of expertises Legal – multiple legal systems Competitive response – ease of IS presents more competitors Transparent prices – price comparison Greater competition – boundary elimination Working Outward: Business-to-Customer

Information Technology for Management Agenda Introduction Working inward: business-to-employee Working outward: business-to-customer Working across: business-to-business

Information Technology for Management Business-to-Business Coordinating with cosuppliers  collaborate with noncompetitors (i.e. 2 food firms on the same client) Establishing close and tight relationships  loose, close, and tight integration (benefit, cost, and risk) Becoming a customer-centric value chain  supply-push to demand-pull Getting back-end systems in shape  internal system integration (i.e. DBMS, ERP) Working Across: Business-to-Business

องค์ประกอบของระบบข้อมูลการตลาด สมัยใหม่ 1. ระบบข้อมูลการตลาด (Marketing information system - MIS)  Internal company record  The order- to payment cycle  Sales reporting system  Database, Data warehouses and datamining 2. Marketing research system  The marketing research process  Defining the problem and research objectives  Developing the research plan  Collecting the information  Analyzing he information  Presenting the finding  Make the decision

Data source Information Technology for Management  Secondary Data  Primary Data Research Approachs  Observation research  Focus group research  Survey research  Behavior data  Experimental research

Research instrument Information Technology for Management  Questionnaire  Psychological tools  Qualitative measures Sampling Plan  Sampling unit  Sample size  Sampling procedure

Question & Discussion Strategic Uses of Information Technology Information Technology for Management