INSTITUTE OF TECHNOLOGY CARLOW

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INSTITUTE OF TECHNOLOGY CARLOW


SCHOOL OF BUSINESS & HUMANITIES


DEPARTMENT OF BUSINESS & COMMUNICATIONS



SUMMER EXAMINATIONS 2009




Course Code:

CW8
38

DATE:

SATURDAY,

23 MAY 2009


HH
MKTB

TIME:

09.30


11.30



DURATION:

2 HOURS






Year:

4



Course Title:

BACHELOR OF BUSINESS (HONS) IN
MARKETING



Subject:

INFORMATION SYSTEMS 2





Examiners:

Ms E Brett

Mr

D Fleming

Mr B Mc Intyre




INSTRUCTIONS TO CANDIDATES:


1.

Write your Name, Course, Course Year and Class Group on your answer book.

2.

Answer THREE (3) questions only.

3.

All questions carry equal marks.

_________________________________________________________






QUESTION 1



Information technology (IT) has been perhaps the single most important intervention in
managing knowledge


Kazuo
Ichijō, Ikujirō Nonaka (2007).


A
ssess
this quotation on
the
contribution of Information Technology

to
Knowledge
Management

in terms of
Business Practice
.











TOTAL: 20 MARKS

QUESTION 2



Personalization, loyalty, and customer value are the main
principles of

Customer
Relationship Management (

CRM
)

implementation.”

Gray, (2006).

Assess this quotation on CRM principles in terms of their application to CRM Technologie
s
in Amazon and
Dell.











TOTAL: 20 MARKS

QUESTION 3



What IBM did for PC’S
Kodak did for outsourcing
,

it authenticated the
m
arketplace
.”

CIO(
1999).


Assess Kodak
’s role in outsourcing in terms of
strengths,
weaknesses and

business p
ractice
s
.











TOTAL: 20 MARKS


QUESTION 4


"
Google’s

search engine technology and its sturdy technological infrastructure provide it
with a competitive advantage
."

Data

M
onitor

(2008)


Evaluate Google, as a
global technology
company in terms of the SWOT strategy.












TOTAL: 20 MARKS
Answ
er 1


Information technology (IT) has been perhaps the single most important intervention in managing knowledge


Kazuo Ichijō, Ikujirō Nonaka (2007).

Assess this quotation on the
contribution of Information Technology

to
Business Practice

of

Knowledge Management
.

1. Knowledge management is expensive (but so is stupidity!)
























10 x 2 marks

Marks 20 %

Software tools:DSS

Peter Drucker: Bruckman Labs KM spend(7%).

2. Effective management of knowledge requires hybrid solutions of people and technology.

GM Hughes Databases:human & computer hybrid

3. Knowledge management is highly political

Knowledge managers: lobby;opinion leaders; shape governance;utilize In
formation Technology.

4. Knowledge management requires knowledge managers.

KM responsibilities:Knowledge management technology infrastructure

Titles vary: Anderson;Ernst & Young.

5.Knowledge management benefits more from maps than models, more from markets than from hierarchies

KnowledgeScope at Teltech:30,000 technical terms.

Counter example:Encyclopaedia Britannica's Propaedia: knowledge hierarchy

7.Knowledge management me
ans improving knowledge work processes

Information Technology:transactional processes:Market research, product design and development, order configuration and prici
ng.

8.Knowledge access is only the beginning

Knowledge &
interaction;summarizing,reporting, role
-
playing and games(computer)

10. Knowledge management never ends:

HP & Product Processes Organization (PPO)
-
catalogues of documents, video and audiotapes
of meetings, best practice databases, and the Work Innovatio
n Network, a series of meetings and ongoing discussions on change
management topics; New technologies;Strategies;Environments.

10.Knowledge management requires a knowledge contract:Intellectual property & usage rights;tacit knowledge;outsourcing;
telewor
king.


Kazuo Ichijō, Ikujirō Nonaka (2007).
Knowledge Creation and Management: New Challenges for Managers
. 2nd ed. US: Oxford University
Press US. P97.

Answer 2


Personalization, loyalty, and customer value are the main principles of Customer Relationship Management ( CRM) implementatio
n.”

Gray, (2006).

Assess this quotation on CRM principles in terms of their application to CRM Technologie
s in Amazon and
Dell.

Tec
hnologies

5

Marks

Differentiation technologies; organizational learning & data mining

Interaction technologies:Web application & Wireless communication

Customization technologies:ERP & E
-
commerce

Profiling technologies: Cookies & Website
personalization

CRM Principle
s:Personalization, loyalty, and customer value

5

Marks

CRM Philosophy:Personalization

Treat customers Individually and remember customers

Create content and services reflecting customer preferences & behaviour

Increase

customer convenience or make it costly to the customer to change vendors.

Create personal relationships with customers and hence customer loyalty.

Acquire & Retain customers ie find and keep customers who generate profit(good customers)

Through Pers
onalization, acquire & retain customers and create lifetime value.

Amazon

5

Marks

Customer loyalty:15%
-
25% returning customers ( 3%
-
5%
-

other etailers)

Customer loyalty:Welcome to amazon by remembering returning customers & personalized web pages

Differentiation: assembles customer data, buying habits & personal informations & recommender system

Differentiation:Customers who bought this item also bought this

ecommerce:corner shop ecommerce ie predict customer wants before he knows himself

i
-
click:stores personal information eg address & credit card number

personalization:personalized web pages & customer preferences

Recommender system technologies: web surfing & database inforrmation on previous purchases

Recommender system:Customers

who bought this item also bought this..."

Dell

5

Marks

Ecommerce b2c:sell directly to customer;manufacture the customers order.

Ecommerce:Premier Dell.com,online purchasing support; egstandard management, price quotations, and order management

Personalization:B30&technician
-

specialised

Personalization:customer service(personalised)website contact through customer ID.

Personalization:software downloads & related information

Segmentation:education,government,small businessm,large husiness,

and home;not product lines


Marks 20 %

Paul, Gray, (2006)
Manager’s Guide to Making Decisions about Information Systems
, 1
st

Ed, John Wiley & Sons. P114.

Answer

3


What IBM did for PC’S Kodak did for outsourcing
,

it authenticated the marketplace
.


CIO

(
1999).

Assess Kodak’s role in outsourcing in terms of strengths, weaknesses and business practice
s
.

Rationale for outsourcing


Drucker: sell the mailroom; wall street journal ;core competencies(not add strategic advantage)


Outsourcing can involve hardware, software. and operations ie web hosts, asp, web services, utility outsourcing


Typical contract terms range from 3 to 5 year and even to 10 years.


New phenomena: competitive necessity rather than advantage


Risks: expe
rience of crafting deals.


Potential risks :written contract
-

roles and responsibilities ;mitigate
-

loss of control of resource or mismanaged relationship


Potential risks :loss of knowledgeable employees; loyalty shifts ;general failure of the outsour
cer to deliver.


Risks :cultural and language barriers; legal differences (between locales);communication & technical infrastructure mismatche
s; time
and distance costs;‘

systemic’ risks ( political uncertainty)


Strength: obtaining competencies
-

outside the firm, cost savings, augmentation of existing capacity.


Elizabeth’s Sparrows principles of Outsourcing

10 Marks

Kodak
-

case study


photography company
: film & camera production


IS infrastructure problem
s: legacy system problems; changing
culture


Cost saving
s: data centre


Rationale
: focus on core competencies


Service providers
: IBM, DEC, BusinessLand


Contract:
1bm:10 years; 5 data centres;


Success:
same corporate culture


DEC:
voice & data networks; 5 years


Failure:

different c
orporate cultures


BusinessLand:

disaster

6 Marks

Pilot Network Services
-

case study


Risk:
network outsourcing


Activity:
computer viruses detection; firewall management; intrusion
-
detection services
-

hacker attacks.


Clients
: blue chip clients; RAND Corporation, Los Angeles Times, the Gap, and PeopleSoft(ERP software)


Risk
: Security & receivership.



4 Marks


Marks 20%

Tom Field. (1 Oct 1999). Ten Years That Shook IT.
CIO
. 13, No. 1 (4), 74.



Answer
4


"Google’s

search engine technology and its sturdy technological infrastructure provide it with a competitive advantage."

Data

M
onitor

(2008)

E
valuate Google, as
a global technology company in terms of the SWOT strategy.

SWOT


Albert Humphrey, Stanf
ord, Fortune 500

company resear
c
h

2 Marks

Google Background


160 domains,117 languages,

automated search technology,

innovator

2 Marks

Strengths


Strong market position

1 Mark

Proprietary technology and technological infrastructure

2 Marks

AdWords and AdSense

programs

1 Mark

Weaknesses


Weak presence in the social networking domain

2 Marks

Lack of product integration

2 Marks

Opportunities


Growth in internet usage

1 Mark

Increasing worldwide

1 Mark

New products Cultural and privacy issues

2 Marks

Threats


Competition from Microsoft and Yahoo

1 Mark

Reliance on Google network members

1 Mark

Cultural and privacy issues

1 Mark

Click fraud and invalid clicks

1 Mark


Marks
20%

Data Monitor PLC. (2008).
Google Inc..

Available: www.datamonitor.com. Last accessed 2 April 2009.