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Strategic Planning for Information Systems Third Edition phần 5

Hình 5.2 Lợi thế và bất lợi, kích thước của năng lực (nguồn: sau khi M. Treacy và F. Wiersma, kỷ luật của Ban Quản Trị thị trường: Chọn khách hàng của bạn, thu hẹp trọng tâm của bạn, thống trị thị trường của bạn, HarperCollins, London, năm 1995) | Aligning the IS IT Investment Strategy to the Business 241 Customer intimacy Operational excellence Figure 5.2 Advantage and disadvantage dimensions of competency source after M. Treacy and F. Wiersma The Discipline of Market Leaders Choose Your Customers Narrow Your Focus Dominate Your Market HarperCollins London 1995 strategic analysis see e.g. Figure 2.8 and the discussion on pages 95-100 . Determination of priority IS IT investments also depends on the chosen value discipline as per Treacy and Wiersma 4 for achieving advantage and the relative strength of the organization in the other disciplines i.e. Operational Excellence Customer Intimacy and Product Leadership . Figure 5.2 portrays levels of relative competence of the organization along each of the axes survival success and prosperity. The last of these implies that if the organization is beyond the success line in at least one competency and equal to competitors in the other s it should deliver above-average profits in the industry. However if any of the competencies are within the success circle any potential advantage is likely to be offset by poor performance elsewhere. For example a bank that had developed a new and excellent mortgage product for younger people as defined by independent benchmarks and had as good customer relationships as any other bank again via independent surveys could not understand why sales were so poor. The reason was the slowness and unreliability of the mortgage application process which used a much older system designed for an earlier generation of products. The process could not deliver the service promise 242 IS IT Strategic Analysis Determining the Future Potential inherent in the product and given the target customer group many customers went elsewhere to obtain an inferior product faster. This is just one example of how the competency analysis can help identify how priority IS investments are essential to avoid competitive disadvantages. Where the organization is outside