Term
| Bargaining power of buyers |
|
Definition
| in Porter's Five Competitive Forces Model, asks what is the ability of the organization's buyers (customers) to reduce the organization's competitive position? |
|
|
Term
| Bargaining power of suppliers |
|
Definition
| in Porter's Five Competitive Forces Model, asks what is the ability of the organization's suppliers to reduce the organization's competitive position? |
|
|
Term
| Critical Success Factors (CSF) |
|
Definition
| the few important considerations that must be achieved for the organization to survive and be successful (achieve its mission). |
|
|
Term
| Evaluate (Priority Matrix) |
|
Definition
| initiatives that need to be discussed and evaluated thoroughly by managers |
|
|
Term
|
Definition
| when competitive advantages are rapidly eroded by competitors of that organizations should focus on marker disruptions instead of trying to sustain competitive advantages |
|
|
Term
| Imperatives (Priority Matrix) |
|
Definition
| initiatives that should be relatively easy to implement and have the potential to bring high returns to the organization |
|
|
Term
| Industry Competitive Rivalry |
|
Definition
| in Porter's Five forces model, asks what is the current level of competition in the industry |
|
|
Term
| Information Systems Architecture |
|
Definition
| specifies how information systems resources should be used and how they should work together |
|
|
Term
| Information systems assessment |
|
Definition
| step of planning process where the organization identifies the current state of information systems resources in the organization |
|
|
Term
| Information systems vision |
|
Definition
| a broad statement of how the organization should use and manage its information systems for strategic purposes |
|
|
Term
|
Definition
| in SWOT analysis, asks what activities or factors could help the organization get new advantages over others in their industry |
|
|
Term
| Porter's Five Competitive Forces Model |
|
Definition
| framework to help managers analyze the organization's competitive position by looking at five major forces in the firms' competitive environment: threats of new entrants, threats of substitutes, bargaining power of buyers, bargaining power of suppliers, and industry rivalry |
|
|
Term
| Porter's Value Chain analysis |
|
Definition
| framework to help managers identify all of the activities that the organization must perform to conduct its business |
|
|
Term
|
Definition
| in D'Avenis's 7S's framework, strategy about preparing the organization to react as fast as possible |
|
|
Term
|
Definition
| in D'Avenis's 7S's framework, strategy about preparing the organization to respond to the margetplace in a manner that will surprise competitors |
|
|
Term
| Potential Threat of New Entrants |
|
Definition
| In Porter's Five Competitive Forces Model, asks how easy is it for new companies to enter the market in which the organization operates? |
|
|
Term
| Potential Threat of Substitutes |
|
Definition
| in Porter's Five Competitive Forces Model, asks what is the likelihood that other products of equal of superior value be available? |
|
|
Term
|
Definition
| framework that allows managers to evaluate potential initiatives and prioritize them along two key dimensions: the ease of implementation and the potential returns |
|
|
Term
|
Definition
| in priority matrix, initiatives that don not have much upside potential but are easy to implement |
|
|
Term
| Shifting the rules of Competition |
|
Definition
| in D'Avenis's 7S's framework, strategy about finding new ways to serve customers, transforming the industry |
|
|
Term
| Signaling Strategic Intent |
|
Definition
| in D'Avenis's 7S's framework, strategy about communicating intentions in order to stall responses by competitors |
|
|
Term
| Simultaneous and Sequential Strategic Thrusts |
|
Definition
| in D'Avenis's 7S's framework, strategy about taking steps to stun and confuse competitors in order to disrupt or block their efforts. |
|
|
Term
|
Definition
| in priority matrix, initiatives would be difficult to implement and would have limited potential returns. |
|
|
Term
| Strategic information systems |
|
Definition
| information systems specifically meant to provide organizations with competitive advantages. |
|
|
Term
| Strategic information systems initiatives |
|
Definition
| detailed (usually two- to five-year) plans for implementation of systems that may result in a new strategic direction for the organization |
|
|
Term
| Strategic planning process |
|
Definition
| structured set of steps to identify strategic information systems. |
|
|
Term
|
Definition
| in D'Avenis's 7S's framework, strategy about using new knowledge to predict or create new windows of opportunity. |
|
|
Term
|
Definition
| in SWOT analysis, asks what gives the organization advantages over others in their industry? |
|
|
Term
|
Definition
| in SWOT analysis, asks what gives the organization advantages over others in their industry? |
|
|
Term
| Superior Stakeholder Satisfaction |
|
Definition
| in D'Avenis's 7S's framework, strategy about maximizing customer satisfaction by adding value strategically. |
|
|
Term
|
Definition
| framework used for managers to identify Strengths, Weaknesses, Opportunities, and Threats for the organization. |
|
|
Term
|
Definition
| in SWOT analysis, asks what activities or factors could create disadvantages or troubles for the organization relative to others in their industry? |
|
|
Term
|
Definition
| framework that looks at activities that turn raw data into useful information instead of looking at activities that turn raw materials into a final product like in manufacturing organizations. |
|
|
Term
|
Definition
| in SWOT analysis, asks what creates disadvantages for the organization relative to others in their industry? |
|
|
