CHAPTER FIVE
CLOSING CASE STUDY ONE
WHEN YOU’RE BIG, YOU CAN BE YOUR OWN B2B E-MARKETPLACE
1. Volkswagen operates its own proprietary B2B e-marketplace in which its suppliers participate. What are the disadvantages to Volkswagen of not using a generic B2B e-marketplace with even more suppliers? What are the advantages to Volkswagen of developing and using its own proprietary B2B e-marketplace?
2. When Volkswagen needs a new part design, it uses VWsupplygroup.com to get its suppliers involved in the design process early. This creates a tremendous amount of interorganizational collaboration. What are the advantages to the suppliers and to Volkswagen in doing so?
3. How is Volkswagen’s VWgroupsupply.com B2B e-marketplace an example of a vertical e-marketplace implementation? How is it an example of a horizontal e-marketplace implementation? Why is it necessary that Volkswagen combine both of these e-marketplaces into one e-marketplace? What would be the drawbacks to creating two different e-marketplaces—one for suppliers of direct materials and one for suppliers of MRO materials?
4. To make effective purchasing decisions, Volkswagen’s purchasing agents need business intelligence. What kind of business intelligence does iPAD provide to purchasing agents for carrying out their tasks? What additional kinds of business intelligence not discussed in this case could Volkswagen’s purchasing agents take advantage of to make more effective decisions?
5. IPAD manages the workflow for purchasing agents. Describe how iPAD manages this process including information provided, steps to be executed, and the presentation of information.
CHAPTER FIVE
CLOSING CASE STUDY TWO
E-BUSINESS TREND: FAR-EAST E-COMMERCE EXPLOSION
1. According to Porter’s Five Forces Model (from Chapter 1), how would you characterize the competitive space in which Cyworld and Myspace operate according to buyer power, supplier power, threat of substitute products or services , threat of new entrants, and rivalry among existing competitors? Pick one of Porter’s Five Forces and describe what Cyworld has undertaken to shift that force in positive way in its direction.
2. In our discussion of customers and their perceptions of value, we noted that customers tend to categorize products and services as either convenience or specialty. How would you characterize the products and services on Consumer to Consumer e-commerce auction sites such as Taobao and eBay- convenience, specialty, or perhaps a combination of the two? Justify your answer.
3. What sort of payment options does eBay provide? You may have visit to eBay’s site to learn this information. If Taobao were to enter the U.S market, would it have to offer similar payments options? That is, are these payment options entry barriers? Is there room for innovation in the payments space? If so (and the answer is yes), describe it.
4. Privacy is overriding concern today on the internet. At sites like Cyworld and Myspace, some people often divulge too much information such as full name, an address, and even a phone number. From an ethical point of view, do you believe that social networking sites have an obligation to protect users from cyber stalkers? If you believe that the answer is no, justify your answer. If you believe the answer is yes, describe the steps can be undertaken to protect users.
5. One key to consumer retention is creating a “sticky” Web site. Review the virtual environments for both Cyworld and Myspace. Which do you think is more “sticky” and better retains comsumers? What is your definition of “sticky”?
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Case Study 6: 1and 2
CHAPTER SIX
CLOSING CASE STUDY ONE
GETTING ON THE RIGHT TRACK AT GENERAL MOTORS
1. In implementing the new inventory management system and converting existing users (dealership) to it, what sort of implementation method is GM using? In your opinion, why is this the most appropriate method? If you had to choose a different implementation method, what would it be and why?
2. Why do you believe that General Motors has allowed its 7,000 North American dealerships to choose different dealership management systems? What are the advantages to allowing this freedom of choice? What are the disadvantages to such an approach?
3. The new inventory management system provides a satisfactory repair experience 96 percent of the time, up from 67 percent. While that increase is both strong and good, is 96 percent really that good? Why or why not? What quantitative approach would you use to justify system enhancements to improve the 96 percent to 98 percent? To 100 percent?
4. If you refer back to Chapter 4 and decision support systems, how would you characterize the decision-making process of determining how many parts to keep on hand? Is that mainly a recurring decision or a nonrecurring decision? Is that mainly a structured decision or a nonstructured decision? For both the latter questions, justify your answers.
5. The new inventory management system reduces the overall costs of parts inventory and, at the same time, increases customer satisfaction. How is this an example of abottom-line initiative? How is this an example of top-line initiative? If necessary, refer back to Chapter 1.
CHAPTER SIX
CLOSING CASE STUDY TWO
SHOULD AN ORGANIZATION OUTSOURCE SECURITY?
1. If you were developing a new system using the traditional systems development life cycle (SDLC), at what point would you need to identify that you needed to outsource some aspect of IT security?
2. In reference to the first question, how would you continue with the in-house system development effort and, at the same time, carry on the process of the outsourcing IT security with another company?
3. Boiling Springs Savings Bank did a background check on Perimeter before hiring it. Search the Web for sources that can help an organization do background checks on IT security firms? What did you find? Did you find a couple of Websites or certification organizations that offer some guarantee of IT security firms? If so, whom do you find?
4. Turning over IT security to an outside organization is tantamount to giving another organization complete access to all your systems and information. What stipulations would you include in a service level agreement with an IT security outsourcer to ensure that it didn’t exploit the openness of your systems and steal strategic and sensitive information?
5. Do some research on the Web for companies that specialize in IT security outsourcing besides Perimeter and Symantec. Whom did you find? Do you seem to be reputable? Do they include a list of clients you can contact for references?
CLOSING CASE STUDY ONE
GETTING ON THE RIGHT TRACK AT GENERAL MOTORS
1. In implementing the new inventory management system and converting existing users (dealership) to it, what sort of implementation method is GM using? In your opinion, why is this the most appropriate method? If you had to choose a different implementation method, what would it be and why?
2. Why do you believe that General Motors has allowed its 7,000 North American dealerships to choose different dealership management systems? What are the advantages to allowing this freedom of choice? What are the disadvantages to such an approach?
3. The new inventory management system provides a satisfactory repair experience 96 percent of the time, up from 67 percent. While that increase is both strong and good, is 96 percent really that good? Why or why not? What quantitative approach would you use to justify system enhancements to improve the 96 percent to 98 percent? To 100 percent?
4. If you refer back to Chapter 4 and decision support systems, how would you characterize the decision-making process of determining how many parts to keep on hand? Is that mainly a recurring decision or a nonrecurring decision? Is that mainly a structured decision or a nonstructured decision? For both the latter questions, justify your answers.
5. The new inventory management system reduces the overall costs of parts inventory and, at the same time, increases customer satisfaction. How is this an example of abottom-line initiative? How is this an example of top-line initiative? If necessary, refer back to Chapter 1.
CHAPTER SIX
CLOSING CASE STUDY TWO
SHOULD AN ORGANIZATION OUTSOURCE SECURITY?
1. If you were developing a new system using the traditional systems development life cycle (SDLC), at what point would you need to identify that you needed to outsource some aspect of IT security?
2. In reference to the first question, how would you continue with the in-house system development effort and, at the same time, carry on the process of the outsourcing IT security with another company?
3. Boiling Springs Savings Bank did a background check on Perimeter before hiring it. Search the Web for sources that can help an organization do background checks on IT security firms? What did you find? Did you find a couple of Websites or certification organizations that offer some guarantee of IT security firms? If so, whom do you find?
4. Turning over IT security to an outside organization is tantamount to giving another organization complete access to all your systems and information. What stipulations would you include in a service level agreement with an IT security outsourcer to ensure that it didn’t exploit the openness of your systems and steal strategic and sensitive information?
5. Do some research on the Web for companies that specialize in IT security outsourcing besides Perimeter and Symantec. Whom did you find? Do you seem to be reputable? Do they include a list of clients you can contact for references?
Case Study 7 1&2
CHAPTER SEVEN
CLOSING CASE STUDY ONE
INTERNATIONAL TRUCK MAKES A HUGE BET ON A SERVICE-ORIENTED ARCHITECURE
1. With respect to its customers (dealers in this case), how is international Truck using a service-oriented architecture to meet their needs? How does using an SoA further help International Truck erect an entry barrier (from Chapter 1)?
2. With respect to information needs, what advantages and efficiencies is international Truck hoping to gain by using a service-oriented architecture? Why are these advantages and efficiencies not possible with its current legacy systems?
3. Recalling our discussion of software development methodologies in Chapter 6 that focus on component-based development (i.e., RAD, XP, and agile), how is international Truck able to integrate new software modules with existing ones?
4. What key infrastructure-centric metrics could International Truck use to justify its movement toward a service-oriented architecture? For each that you identify, provide a short description of why the metric is important.
5. How important is it for International Truck to have a good business continuity plan is place? What key IT systems and other IT resources do you believe would be at the top of the list for quick recovery? Why?
CHAPTER SEVEN
CLOSING CASE STUDY TWO
ROGER WILLIAMS MEDICAL CENTER BOOSTS ITS IT INFRASTRACTURE
1. In this chapter, we noted that many effectiveness metrics depend on the application under security, such as supply chain management and customer relationship management. What sort of effectiveness metrics would the health care industry likely use to evaluate the success of IT systems? Where possible, highlight the use of these effectiveness metrics by roger Williams.
2. In the final part of this case study, Roger Williams was making plans to create a business continuity plan for its information. Why do you think the hospital had not already developed such plan in the event of a disaster? How is HP’s new IT infrastructure going to help Roger Williams build a robust business continuity plan?
3. According to the network infrastructures we discussed in this chapter, how would you characterize Roger Williams’ new IT infrastructure? Justify your answer.
4. As a part of a business continuity plan. Many businesses identify cold sites or hot sites to which they can move carry on their business activities. What about a hospital like Roger Williams? What if it suffered a disaster such as a flood or hurricane? Where could it move to provide quality patient care?
5. What infrastructure-centric metrics can you find in this case study? Why are they so important to Roger Williams? What other infrastructure-centric metrics might be important to the hospital?
CLOSING CASE STUDY ONE
INTERNATIONAL TRUCK MAKES A HUGE BET ON A SERVICE-ORIENTED ARCHITECURE
1. With respect to its customers (dealers in this case), how is international Truck using a service-oriented architecture to meet their needs? How does using an SoA further help International Truck erect an entry barrier (from Chapter 1)?
2. With respect to information needs, what advantages and efficiencies is international Truck hoping to gain by using a service-oriented architecture? Why are these advantages and efficiencies not possible with its current legacy systems?
3. Recalling our discussion of software development methodologies in Chapter 6 that focus on component-based development (i.e., RAD, XP, and agile), how is international Truck able to integrate new software modules with existing ones?
4. What key infrastructure-centric metrics could International Truck use to justify its movement toward a service-oriented architecture? For each that you identify, provide a short description of why the metric is important.
5. How important is it for International Truck to have a good business continuity plan is place? What key IT systems and other IT resources do you believe would be at the top of the list for quick recovery? Why?
CHAPTER SEVEN
CLOSING CASE STUDY TWO
ROGER WILLIAMS MEDICAL CENTER BOOSTS ITS IT INFRASTRACTURE
1. In this chapter, we noted that many effectiveness metrics depend on the application under security, such as supply chain management and customer relationship management. What sort of effectiveness metrics would the health care industry likely use to evaluate the success of IT systems? Where possible, highlight the use of these effectiveness metrics by roger Williams.
2. In the final part of this case study, Roger Williams was making plans to create a business continuity plan for its information. Why do you think the hospital had not already developed such plan in the event of a disaster? How is HP’s new IT infrastructure going to help Roger Williams build a robust business continuity plan?
3. According to the network infrastructures we discussed in this chapter, how would you characterize Roger Williams’ new IT infrastructure? Justify your answer.
4. As a part of a business continuity plan. Many businesses identify cold sites or hot sites to which they can move carry on their business activities. What about a hospital like Roger Williams? What if it suffered a disaster such as a flood or hurricane? Where could it move to provide quality patient care?
5. What infrastructure-centric metrics can you find in this case study? Why are they so important to Roger Williams? What other infrastructure-centric metrics might be important to the hospital?
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