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Chapter 2 Chapter 2

Learning Objectives Learning Objectives

Learning Objectives Learning Objectives

Section 1 Fundamentals of Strategic Advantage Section 1 Fundamentals of Strategic Advantage

I. Strategic IT I. Strategic IT

II. Competitive Strategy Concepts II. Competitive Strategy Concepts

II. Competitive Strategy Concepts II. Competitive Strategy Concepts

II. Competitive Strategy Concepts II. Competitive Strategy Concepts

II. Competitive Strategy Concepts II. Competitive Strategy Concepts

II. Competitive Strategy Concepts II. Competitive Strategy Concepts

II. Competitive Strategy Concepts II. Competitive Strategy Concepts

IV. Building A Customer-Focused Business – Strategic Focus on Customer Value IV. Building A Customer-Focused Business – Strategic Focus on Customer Value

IV. Building A Customer-Focused Business – Strategic Focus on Customer Value IV. Building A Customer-Focused Business – Strategic Focus on Customer Value

Universal Orlando: IT Decisions Driven by Customer Data Universal Orlando: IT Decisions Driven by Customer Data

V. The Value Chain and Strategic IS V. The Value Chain and Strategic IS

V. The Value Chain and Strategic IS V. The Value Chain and Strategic IS

Section 2 Using Information Technology for Strategic Advantage Section 2 Using Information Technology for Strategic Advantage

I. Strategic Uses of IT I. Strategic Uses of IT

II. Reengineering Business Processes II. Reengineering Business Processes

II. Reengineering Business Processes II. Reengineering Business Processes

III. Becoming An Agile Company III. Becoming An Agile Company

III. Becoming An Agile Company III. Becoming An Agile Company

III. Becoming An Agile Company III. Becoming An Agile Company

IV. Creating A Virtual Company IV. Creating A Virtual Company

IV. Creating A Virtual Company IV. Creating A Virtual Company

IV. Creating A Virtual Company IV. Creating A Virtual Company

Sysco: Transforming a Company with the Help of IT Sysco: Transforming a Company with the Help of IT

V. Building a Knowledge-Creating Company V. Building a Knowledge-Creating Company

V. Building a Knowledge-Creating Company V. Building a Knowledge-Creating Company

V. Building a Knowledge-Creating Company V. Building a Knowledge-Creating Company

VI. Knowledge Management Systems VI. Knowledge Management Systems

VI. Knowledge Management Systems VI. Knowledge Management Systems

Goodwin Proctor Makes a Strong Case for Knowledge Management Goodwin Proctor Makes a Strong Case for Knowledge Management