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Rencontre 2

Rencontre 2. Strategie d’affaires. Turban. Chapitre 2: Section 2.4: modeles d affaires de CE Direct mkt, indirect mkt Cybermarketing complet et partiel Fig 2.5 desintermediation et reintermediation Impact du CE sur les stratégies de distribution des manufacturiers Monopole sur Internet

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Rencontre 2

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  1. Rencontre 2 Strategie d’affaires

  2. Turban • Chapitre 2: • Section 2.4: modeles d affaires de CE • Direct mkt, indirect mkt • Cybermarketing complet et partiel • Fig 2.5 desintermediation et reintermediation • Impact du CE sur les stratégies de distribution des manufacturiers • Monopole sur Internet • Coexistence avec concessionnaires • Strategie mixe par region • Personnalisation de masse • Puissants détaillant

  3. Croteau • Stratégies: • Moyens, fins • Souhaitée, réalisée • Niveaux hiéarchiques • Types renommés • Porter • Miles and Snow • Venkatraman

  4. Applegate • Figure 3.1 Impact des forces compétitives • Fournisseurs, acheteurs, nouveaux venus, produits substituts • Apport des TI? Du CE? • Figure 3.4 Chaîne de valeur • Entreprise, étendue • Méthode proposée • Questions au comité directeur • entrevues

  5. PLANNING OF INFORMATION SYSTEMS FOR COMPETITIVE EDGE François Bergeron Department of information system Laval University CORS/TIMS/ORSA Meeting Vancouver, B.C.

  6. TWO RESEARCH QUESTIONS • Are impact planning methodologies applicable and what are the results ? • What are the differences in the results obtained from different methodologies ?

  7. PORTER’S VALUE CHAIN

  8. Wiseman’s theory of strategic thrust

  9. SAMPLE

  10. PROCESS • Porter 10 organizations • Wiseman 10 organizations • STEPS : 1. ISCA Concept 2. Organizational strategy 3. ISCA Opportunities 4. Selection

  11. COMPARISON CRITERIA • Number of ideas worthy of implementation • Estimated costs • Length of time required to implement • Decision of implementation • Organizational level

  12. Table1: Number, costs and implementation duration of ISCAs

  13. TABLE 2 : MANAGERIAL LEVEL OF THE ISCAs

  14. TABLE 3 : Primary and support activities of the value chain addressed by the ISCAs

  15. TABLE 4 : STRATEGIC THRUSTS AND TARGETS ADDRESSED BY THE ISCAs

  16. OVERALL : • Similarity between methodologies • Outward orientation of ST • VALUE CHAIN • VC more applications in the operations function (28 vs 20) • VC less applications in the marketing & sales functions (18 vs 26) • VC less opportunities in the service firms than manufacturing firms • STRATEGIC THRUSTS • ST Less opportunities for innovation • ST More opportunities for growth • ST More supplier-oriented opportunities

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