chi phí tổ chức sẽ phải chịu để xây dựng lại chức năng tính toán riêng của mình hoặc để di chuyển đến nhà cung cấp khác có thể là đáng kể. Việc sử dụng của một tổ chức bên ngoài không khuyến khích nhận thức của các chi phí tiềm năng và lợi ích của IS / IT trong tổ chức. Nếu quản lý không thể quản lý trong nhà IS / tài nguyên CNTT hiệu quả, sau đó nó có thể được lập luận rằng họ sẽ không thể để quản lý một sắp xếp để thuê ngoài. | expense the organisation would incur to rebuild its own computing function or to move to another provider could be substantial. e The use of an outside organisation does not encourage awareness of the potential costs and benefits of IS IT within the organisation. If managers cannot manage in-house IS IT resources effectively then it could be argued that they will not be able to manage an arrangement to outsource effectively either. 9 Competitive forces FAST FORWARD The competitive environment is structured by five forces barriers to entry substitute products the bargaining power of customers the bargaining power of suppliers competitive rivalry. In discussing competition Porter Competitive Strategy distinguishes between factors which characterise the nature of competition. a In one industry compared with another eg in the chemicals industry compared with the clothing retail industry some factors make one industry as a whole potentially more profitable than another ie yielding a bigger return on investment . b Factors within a particular industry lead to the competitive strategies that individual firms might select. Five competitive forces influence the state of competition in an industry which collectively determine the profit ie long-run return on capital potential of the industry as a whole. Learn them. The threat of new entrants to the industry The threat of substitute products or services The bargaining power of customers The bargaining power of suppliers The rivalry amongst current competitors in the industry The threat of new entrants and barriers to entry to keep them out A new entrant into an industry will bring extra capacity and more competition. The strength of this threat is likely to vary from industry to industry and depends on two things. The strength of the barriers to entry. Barriers to entry discourage new entrants. The likely response of existing competitors to the new entrant. 170 7 The business environment I Part B Key environmental .
