More Related Content Similar to Chuyen de 1 thao luan ve vai tro cua nha quan ly va e com-mis - 2012 - v3 (20) More from Foreign Trade University - Hanoi (12) Chuyen de 1 thao luan ve vai tro cua nha quan ly va e com-mis - 2012 - v31. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing Information Technology
& With CEO, CIO & Managers
Chuyên đề 2:
Ứng dụng Công nghệ thông tin trong
Quản lý và Kinh doanh
nvthoan@ftu.edu.vn
http://web.ftu.edu.vn/thoan
MIS 8.2011 – 6.2012 – 2013 – 10.2014
2. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
Make It Simple
Management Info Sys
• 1. Ứng dụng CNTT trong quản lý và
kinh doanh khó hay dễ.
• Một số phán đoán sai lầm lớn về CNTT
và ứng dụng CNTT
3. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
This “telephone” has too many shortcomings to be seriously considered as a means
of communication. The device is inherently of no value to us.
-Western Union internal memo, 1876
I think there is a world market for maybe five computers.
There is no reason anyone would want a computer in their home.
640K ought to be enough for anybody.
Dell has a great business model, but that dog won’t scale.
MISPREDICTIONS BY IT INDUSTRY LEADERS
-Thomas Watson, chairman of IBM, 1943
But what [is a microchip] good for?
-Engineer at the Advanced Computing Systems Division of IBM, 1968
-Ken Olson, president, chairman, and founder of Digital Equipment Corp., 1977
-Attributed to Bill Gates, chairman of Microsoft, 1981
-John Shoemaker, head of Sun’s server division, 2000
What would I do? I'd shut [Apple] down and give the money back to the shareholders.
--Michael Dell, chief executive officer and founder of Dell Computer, 1997
4. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
Đi n tho i có quá nhi u nh c đi m đ đ c nghiêm túc xem xét nh là m tệ ạ ề ượ ể ể ượ ư ộ
ph ng ti n giao ti p. Rõ ràng thi t b này không có giá tr gì v i chúng ta.ươ ệ ế ế ị ị ớ
-Western Union internal memo, 1876
Tôi nghĩ s ch có m t th tr ng th gi i v i năm chi c máy tínhẽ ỉ ộ ị ườ ế ớ ớ ế
Không có lý do gì mà m i ng i l i c n có m t chi c máy tính trong nhà c a họ ườ ạ ầ ộ ế ủ ọ
640K có l là đ dùng cho t t c m i ng i.ẽ ủ ấ ả ọ ườ
Dell có m t mô hình kinh doanh tuy t v i, nh ng “chú chó” đó không th l n đ cộ ệ ớ ư ể ớ ượ
PHÁN ĐOÁN SAI L M C A NH NG CHUYÊN GIA Đ U NGÀNHẦ Ủ Ữ Ầ
-Thomas Watson, chairman of IBM, 1943
Nh ng con chip máy tính thì có gì t t đâu?ư ố
-Engineer at the Advanced Computing Systems Division of IBM, 1968
-Ken Olson, president, chairman, and founder of Digital Equipment Corp., 1977
-Attributed to Bill Gates, chairman of Microsoft, 1981
-John Shoemaker, head of Sun’s server division, 2000
Tôi s làm gì v i Apple. Đóng c a nó r i tr l i c đông ti n à?ẽ ớ ử ồ ả ạ ổ ề
--Michael Dell, chief executive officer and founder of Dell Computer, 1997
5. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 2. Các doanh nghiệp dành bao
nhiêu % đầu tư vào IT & Ecom/MIS
6. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• IT investments are important strategic
decisions for many organizations
7. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• Đ u t và IT là các quy t đ nh chi n l c đ iầ ư ế ị ế ượ ố
v i nhi u t ch c và doanh nghi pớ ề ổ ứ ệ
8. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• Đ u t và IT là các quy t đ nh chi n l c đ iầ ư ế ị ế ượ ố
v i nhi u t ch c và doanh nghi pớ ề ổ ứ ệ
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RECENT INFORMATION TECHNOLOGY
TRENDS
• Computer Hardware: Faster, Cheaper,
Mobile
– Computers have become smaller and faster
– Hardware prices have dropped
– Trend over time is for more mobile computers
10. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 3. MIS và IT doanh nghiệp nâng cao
năng lực cạnh tranh như thế nào?
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Ph ng th c c nh tranh m iươ ứ ạ ớ
• IT có th hình thành các mô hình kinh doanh m iể ớ
• H tr 3 ph ng th c c nh tranh (Porter, 1980)ỗ ợ ươ ứ ạ
12. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 4. Bốn cấp độ ứng dụng CNTT trong
các tổ chức và doanh nghiệp?
13. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
B n chi n l c ng d ng ITố ế ượ ứ ụ
Need for New Information
Technology
Need for
Reliable
Information
Technology
(Based on Nolan and McFarlan 2005)
Defensive Offensive
14. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 5. Quản lý về CNTT và ứng dụng CNTT
trong doanh nghiệp: quản lý cái gì và
như thế nào?
15. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Qu n lý IT là qu n lý đ i t ng nàoả ả ố ượ ?
16. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Qu n lý IT là qu n lý đ i t ng nàoả ả ố ượ ?
17. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 6. Việc lãnh đạo về MIS trong doanh
nghiệp nên giao cho ai?
18. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
B nhi m ai làm CIO ?ổ ệ
• IT Leadership Roles
19. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
B nhi m ai làm CIO ?ổ ệ
• Vài trò c a ng i Lãnh đao CNTTủ ườ
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Managing IT in Organizations
• Ví trí c a CIO trong các t ch củ ổ ứ
21. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
CIO - VN
22. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
CIO - VN
Nguồn:
http://dantri.com.vn/suc-manh-so/thu-tuong-quyet-dinh-thanh-lap-uy-ban-quoc-gia-ve-ung-dung-cntt-828797.htm
15/01/2014
23. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
CIO - VN
Nguồn:
http://vietnamnet.vn/vn/cong-nghe-thong-tin-vien-thong/183048/tap-trung-phat-trien-manh-cntt-theo-4-tru-cot.html
26/06/2014
24. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
CIO - VN
Nguồn:
http://vietnamnet.vn/vn/cong-nghe-thong-tin-vien-thong/183048/tap-trung-phat-trien-manh-cntt-theo-4-tru-cot.html
26/06/2014
25. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Top 10 CIOs
Nguồn:
http://blogs.wsj.com/cio/2013/10/22/the-10-highest-paid-cios/
19/10/2014
26. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Top 100 CIOs
Nguồn:
http://www.cio.co.uk/cio100/2014/top-100/
26/06/2014
27. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Top 100 CIOs
Nguồn:
http://www.cio.co.uk/cio100/2014/top-100/
26/06/2014
28. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Top 100 CIOs
Nguồn:
http://www.cio.co.uk/cio100/2014/top-100/
26/06/2014
http://www.informationweek.com/it-leadership/the-global-
cio-50-it-leaders-changing-the-business-world/d/d-
id/1079821?
29. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
T Siêu máy tính đ n Máy chừ ế ủ
• 7. Máy tính là công cụ chính để ứng
dụng TMĐT, giá của supercomputer?
• Trung bình, một máy chủ thông thường
phục vụ được bao nhiêu giao dịch điện
tử đồng thời
30. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
CEO & CIO
• CEO và các lãnh đ o quan tâm đ n đi u gìạ ế ề
khi quy t đ nh đ u t ng d ng CNTTế ị ầ ư ứ ụ
– *** *** ****
– *** *** ****
– …
31. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 31
Các lo i máy tínhạ
32. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
M ng và Internetạ
• 8. Về cơ bản, thông tin chạy trên
mạng Internet như thế nào?
33. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 33
Mô hình truy n thông ?ề
• OSI Model
– Developed by the International Organization for
Standardization (ISO)to outline a standard set of
protocols for telecommunications
Figure 4.14
34. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 34
Mô hình truy n thông ?ề
• OSI Model - Open Systems Interconnection
– Mô hình k t n i m ng m do T ch c Tiêu chu nế ố ạ ở ổ ứ ẩ
Qu c t ISO đ a ra nh m đ t 1 chu n cho cácố ế ư ằ ạ ẩ
giao th c truy n d li u trên m ngứ ề ữ ệ ạ
Figure 4.14
35. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Hai lo i h th ng thông tin trong DNạ ệ ố
• 9. Trong doanh nghiệp có hai loại hệ
thống thông tin phổ biến là những loại
nào?
36. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 36
H th ng n i b doanh nghi pệ ố ộ ộ ệ
Intraorganizational systems
37. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 37
H th ng n i b doanh nghi pệ ố ộ ộ ệ
H th ng Thông tin trong N i b t ch cệ ố ộ ộ ổ ứ
38. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 38
APPLICATION AREAS
Intraorganizational systems (cont’d)
39. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 39
APPLICATION AREAS
Ví d v H th ng Thông tin trong n i b t ch cụ ề ệ ố ộ ộ ổ ứ
Hệ thống Phục vụ cả tổ chức
- Xử lý giao dịch
- Hoạch định nguồn lực doanh nghiệp
- Khai thác dữ liệu
- Quản trị Quan hệ khách hàng
- Tự động hóa văn phòng
- Phần mềm dùng chung
- Mạng nội bộ
- Tự động hóa nhà máy
- Quản trị chuỗi cung ứng
Hệ thống phục vụ quản lý
- Hệ thống hỗ trợ quyết định quản lý
- Khai thác dữ liệu
- Thông tin địa lý
- Quản trị tri thức
- Hệ thống chuyên gia
- Hệ thống mô phỏng
40. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 10. Hệ thống ERP gồm những module
chức năng cơ bản nào, tại sao lại khó
triển khai đến vậy?
41. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 41
ERP SYSTEMS
Today’s vendors offer modules
beyond the “back-office” modules
42. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 42
ERP SYSTEMS
Tài chính
Quản trị nhân sự
Quản trị tác nghiệp
Quản trị dịch vụ
Quản trị Dịch vụ người dùng
Phân tích
43. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 43
ERP SYSTEMS
Quản trị Quan hệ khách hàng
Quản trị nguồn lực doanh nghiệp
Quản trị Vòng đời sản phẩm
Quản trị Chuỗi cung ứng
Quản trị Quan hệ Nhà cung cấp
44. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 44
Th ph n gi i pháp ERP?ị ầ ả
• Choosing the right software is important
– From one vendor or multiple vendors (“best of breed”)
• Implementing multiple modules at once is difficult
– Requires large investment of money and people
resources
Source: Gartner Dataquest
45. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 45
Th ph n gi i pháp ERP?ị ầ ả
• L a ch n ph n m m phù h p có vai trò quan tr ngự ọ ầ ề ợ ọ
– M t hay nhi u nhà cung c p khác nhau (“t t nh t”)ộ ề ấ ố ấ
• Nhi u module khác nhau nên khó tri n khaiề ể
– Đòi h i đ u t nhi u ngu n l c tài chính và co ng iỏ ầ ư ề ồ ự ườ
Source: Gartner Dataquest
46. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 11. Hệ thống e-CRM có cần thiết
không?
47. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 47
CUSTOMER RELATIONSHIP MANAGEMENT
SYSTEMS
• A new way to compete using IT: service-based
differentiation
– Single-face-to-the-customer, no matter which channel
customer uses
CRM systems
Traditional Channels New Electronic Channels
• Call centers • E-mail
• Field reps • Web sites for consumers and
partners
• Retail dealer networks/
business partners
• Communications via wireless
devices
48. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 48
CUSTOMER RELATIONSHIP MANAGEMENT
SYSTEMS
• M t cách m i đ c nh tranh khi s d ng IT là t oộ ớ ể ạ ử ụ ạ
s khác bi t v d ch v (HK, NH, Nhà hàng…ự ệ ề ị ụ
th m chí bán gaz, đ ăn…)ậ ồ
– Đáp ng t ng khách hàng, kênh nào cũng đ cứ ừ ượ
H th ng Qu n tr Quan h Khách hàngệ ố ả ị ệ
Traditional Channels New Electronic Channels
• Call centers • E-mail
• Field reps • Web sites for consumers and
partners
• Retail dealer networks/
business partners
• Communications via wireless
devices
49. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 49
CUSTOMER RELATIONSHIP MANAGEMENT
SYSTEMS
Types of purchased CRM systems
CRM
Suites
e-CRM
ERP
Extensions
Ex. Siebel, Clarify Ex. NetPerceptions
(automated customer interactions)
Ex. mySAP, PeopleSoft/Vantive
50. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 50
CUSTOMER RELATIONSHIP MANAGEMENT
SYSTEMS
Các cách mua h th ng CRMệ ố
Gói ph nầ
m m CRMề
Online
Mua kèm
khi mua
ERP
Ex. Siebel, Clarify Ex. NetPerceptions
(automated customer interactions)
Ex. mySAP, PeopleSoft/Vantive
51. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
H th ng ph n m m qu n lýệ ố ầ ề ả
• 12. Các phần mềm có giúp gì cho các
nhà quản lý hay không?
52. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 52
T đ ng hóa văn phòngự ộ
• A set of office-related applications that might or
might not be integrated into a single system
Most Common Office Applications
• Word processing • Desktop publishing
• Electronic mail • Electronic calendaring
• Telephony • Document imaging
• Voice mail • Document preparation,
storage, and sharing
• Copying
53. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 53
T đ ng hóa văn phòngự ộ
• Gói ph n m m giúp các công vi c văn phòng,ầ ề ệ
đ n l ho c tích h p thành m t h th ngơ ẻ ặ ợ ộ ệ ố
Most Common Office Applications
• Word processing • Desktop publishing
• Electronic mail • Electronic calendaring
• Telephony • Document imaging
• Voice mail • Document preparation,
storage, and sharing
• Copying
54. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 13. Những phần mềm nào giúp tổ chức,
quản lý và điều phối công việc?
55. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 55
GROUPWARE
• Industry term that refers to software designed to
support groups by facilitating:
– Collaboration
– Communication
– Coordination
• Also called collaboration or collaborative
environment
• Products vary in the features they provide
56. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 56
GROUPWARE
• Ph n m m nhómầ ề – h tr các ho t đ ngỗ ợ ạ ộ
– Ph i k t h pố ế ợ
– Trao đ i thông tinổ
– Qu n lýả
• Môi tr ng ph i k t h p gi a các bênườ ố ế ợ ữ
• Nhi u lo i – ph thu c vào các ch c năng: s nề ạ ụ ộ ứ ả
xu t, kinh doanh, d ch v … t ng ngànhấ ị ụ ừ
57. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 57
GROUPWARE
Common Groupware Features
• Electronic mail • Meeting support systems
• Electronic bulletin boards • Workflow routing
• Computer conferencing • Electronic forms
• Electronic calendaring • Internet telephony
• Group scheduling • Sharing documents
• Desktop
videoconferencing
• Learning management
systems
• Electronic whiteboards • Instant messaging
• Shared workspace
58. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 58
Các ch c năng chính c aứ ủ
Groupware Google có h uầ h tế
Common Groupware Features
• Th đi n tư ệ ử • H p tr c tuy nọ ự ế
• B ng tin đi n tả ệ ử • Phân lu ng công vi cồ ệ
• H i ngh tr c tuy nộ ị ự ế • Công văn/Form đi n tệ ử
• Electronic calendaring • Đi n tho i IPệ ạ
• L ch coogn tácị • Chia s tài li uẻ ệ
• Desktop
videoconferencing
• Môi tr ng tr c tuy nườ ự ế
• B ng đi n tả ệ ử • Chat/ Tin nh nắ
• Không gian làm vi c chungệ
59. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 59
GROUPWARE
Groupware Products
• Microsoft Exchange • EMC Documentum eRoom
• Lotus Notes • Microsoft Office Groove
• Oracle Collaboration Suite • Microsoft SharePoint Server
• Novell GroupWise • Thruport Technologies HotOffice
• Microsoft Office Communications
Server
• IBM Workplace Collaboration
Services
• Web Crossing
60. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 60
Ph n m m Groupware – các nhà cung c pầ ề ấ
Groupware Products
• Microsoft Exchange • EMC Documentum eRoom
• Lotus Notes • Microsoft Office Groove
• Oracle Collaboration Suite • Microsoft SharePoint Server
• Novell GroupWise • Thruport Technologies HotOffice
• Microsoft Office Communications
Server
• IBM Workplace Collaboration
Services
• Web Crossing
61. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Qu n lý chu i cung ngả ỗ ứ
14. Phần mềm SCM có những chức năng
cơ bản gì?
62. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 62
SUPPLY CHAIN
MANAGEMENT (SCM) SYSTEMS
• Designed to deal with the procurement of
components needed to make a product or
service and movement and distribution of
finished products through the supply chain
• Five basic components of SCM system:
1. Plan: developing strategy for managing resources
2. Source: choosing suppliers
3. Make: manufacturing the product
4. Deliver: logistics of getting product to the customer
5. Return: procedure for handling defective products
63. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 63
Các hệ thống
Quản trị Chuỗi cung ứng
• Thi t k đ gi i quy t vi c mua s m ph c v s nế ế ể ả ế ệ ắ ụ ụ ả
xu t hay d ch v và phân ph i s n ph m trongấ ị ụ ố ả ẩ
chu i cung ngỗ ứ
• Năm b ph n chính c a SCM bao g m:ộ ậ ủ ồ
1. Plan: xây d ng chi n l c qu n lý các ngu n l cự ế ượ ả ồ ự
2. Source: l a ch n các nhà cung c pự ọ ấ
3. Make: t ch c s n xu tổ ứ ả ấ
4. Deliver: Phân ph i hàng hóa đ n khách hàngố ế
5. Return: Quy trình gi i quy t hàng tr l iả ế ả ạ
64. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
T đ ng hóa s n xu tự ộ ả ấ
• 15. Thương mại điện tử ứng dụng
trong lĩnh vực sản xuất, các nhà máy
như thế nào?
65. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 65
FACTORY AUTOMATION
• Computer-aided manufacturing (CAM) – use
of computers to control manufacturing
processes
– Series of programs to control automated
equipment on shop floor
– Includes guiding vehicles to move raw materials
and finished products
– Requires a lot of input from other systems
Factory operations
66. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 66
FACTORY AUTOMATION
• S n xu t v i s h tr c a máy tính (CAM)ả ấ ớ ự ỗ ợ ủ
– S d ng máy tính đ qu n lý vi c s n xu tử ụ ể ả ệ ả ấ
– H th ng các ch ng trình đ qu n lý t đ ngệ ố ươ ể ả ự ộ
thi t b và x ng s n xu tế ị ưở ả ấ
– Qu n lý thi t b v n chuy n nguyên li u và thànhả ế ị ậ ể ệ
ph mẩ
– Đòi h i nhi u thông tin đ u vào t các h th ngỏ ề ầ ừ ệ ố
khác (mua s m, bán hàng, kho, phân ph i…)ắ ố
T đ ng hóa Nhà máy/S n xu tự ộ ả ấ
67. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 16. CNTT có giúp các nhà quản lý ra
quyết định chính xác hơn không.
68. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 68
Qu n lý d li uả ữ ệ
• Data mining software:
– Oracle 10g Data Mining
(http://www.oracle.com/technology/products/bi/odm/index.html)
– SAS Enterprise Miner
(http://www.sas.com/technologies/analytics/datamining/miner/)
– XLMiner
(http://www.xlminer.com/)
– IBM Intelligent Miner Modeling
(http://www-306.ibm.com/software/data/iminer/)
– Angoss Software’s KnowledgeSEEKER,
KnowledgeSTUDIO, and StrategyBUILDER
(http://www.angoss.com/analytics_software/)
69. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 69
DATA MINING – Khai thác d li uữ ệ
Bán hàng thêm
Khách hàng bỏ đi
Giữ khách hàng
Marketing trực tiếp
Xác định giả mạo
70. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 70
DATA MINING – Khai thác d li uữ ệ
Marketing tương tác
Phân tích thị trường
Phân đoạn thị trường
Thanh toán
Phân tích xu hương
71. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 17. Mô hình mô phỏng, vai trò của thế giới
ảo trong kinh doanh?
Các website mạng xã hội
YouTube
FaceBook
MySpace
72. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 72
VIRTUAL REALITY
Example Uses of VR
Training U.S. Army to train tank crews
Amoco for training its drivers
Duracell for training factory workers on using new
equipment
Design Design of automobiles
Walk-throughs of air conditioning/ furnace units
Marketing Interactive 3-D images of products (used on the Web)
Virtual tours used by real estate companies or resort
hotels
73. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 73
Mô ph ngỏ
Example Uses of VR
Đào t oạ Quân đội – xe tăng, máy bay
Đào tạo lái xe
Đào tạo nhân viên lắp ráp
Thi t kế ế Thiết kế ô tô
Lắp ráp
Marketing 3D: quần áo, thiết kế nhà cửa
Tour ảo: du lịch, khách sạn
74. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 74
VIRTUAL REALITY
http://www.circlepix.com/virtualTours.htm?sel=master
75. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Qu n lý d án CNTT trong DNả ự
• 18. Quy trình triển khai dự án ứng dụng
CNTT trong doanh nghiệp và kinh
doanh gồm mấy bước cơ bản?
76. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 76
SYSTEMS DEVELOPMENT LIFE CYCLE
• Systems development life cycle (SDLC)
– Highly structured process for developing customized
applications
– Includes three phases and eight steps, although this can
vary across organizations
77. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 77
Vòng đ i phát tri n h th ngờ ể ệ ố
• Systems development life cycle (SDLC)
– Quy trình t ch c cao đ phát tri n các ng d ng cá bi tổ ứ ể ể ứ ụ ệ
hóa
– Bao g m Ba giai đo n và tám b c, có th thay đ i tùyồ ạ ướ ể ổ
theo đi u ki n c a doanh nghi pề ệ ủ ệ
78. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 78
SYSTEMS DEVELOPMENT LIFE CYCLE
• Extensive up-front time spent determining
requirements to avoid expensive changes
later
The SDLC steps
79. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 79
Vòng đ i phát tri n h th ngờ ể ệ ố
• Th i gian đ u t ngay t đ u đ tránh các chiờ ầ ư ừ ầ ể
phí phát sinh sau này (T t ngay t đ u)ố ừ ầ
Các b c c a SDLCướ ủ
Mô tả dự án
- Phân tích khả thi
- Xác định các yêu cầu
Xây dựng hệ thống
- Thiết kết hệ thống
- Lập trình và Test
- Thử nghiệm hệ thống
- Viết tài liệu và tập huấn
Triển khai hệ thống
- Lắp đặt, dữ liệu
- Tích hợp
80. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Quy trình mua s m ph n m m Dắ ầ ề Ư
• 19. Vai trò của phiên bản chạy thử khi
mua sắm các phần mềm?
81. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 81
PROTOTYPING METHODOLOGY
• Two ways in which prototyping is usually
incorporated into an SDLC process:
Prototyping within an SDLC process
1. Used in the
Definition phase
to help users
define system
requirements
82. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 82
Ph ng pháp s d ng b n demoươ ử ụ ả
• Hai cách s d ng b n demo khi s d ngử ụ ả ử ụ
ph ng pháp SDLCươ
S d ng b n demo trong SDLCử ụ ả
1. S d ng trong giaiử ụ
đo n Mô t hạ ả ệ
th ng đ giúpố ể
ng i s d ngườ ử ụ
xác đ nh đ c cácị ượ
yêu c uầ
83. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 83
PROTOTYPING METHODOLOGY
• Two ways in which prototyping is usually
incorporated into an SDLC process:
Prototyping within an SDLC process
2. Includes a pilot
implementation
of a working
prototype
84. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 84
PROTOTYPING METHODOLOGY
• Các th 2 đ s d ng phiên b n m u trongứ ể ử ụ ả ẫ
ph ng pháp SDLCươ
Prototyping within an SDLC process
2. Trong giai đo n 1ạ
s thêm m tẽ ộ
b c là Ti nướ ế
hành tri n khaiể
th nghi mử ệ
phiên b n ch yả ạ
thử
85. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Mua hay Xây d ng ph n m m Dự ầ ề Ư
• 20. Các doanh nghiệp có xu hướng
mua sắm phần mềm nay thuê viết phần
mềm?
86. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 86
THE MAKE-OR-BUY DECISION
87. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 87
Mua hay Vi t ph n m mế ầ ề
88. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 88
PURCHASING METHODOLOGY
• Steps for purchasing application packages fit into the
three SDLC phases (referred to as the modified SDLC
approach)
The purchasing steps
89. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 89
Ph ng pháp mua s m ph n m mươ ắ ầ ề
• Các b c mua s m v n có th g n vào trong quyướ ắ ẫ ể ắ
trình DSLC (modified SDLC approach)
Các b c mua s m ph n m mướ ắ ầ ề
90. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 21. Sự khác biệt cơ bản giữa phiên bản
alpha và beta?
91. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 91
Ph ng pháp mua gi i pháp CNTTươ ả
The purchasing steps
92. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 92
Ph ng pháp mua gi i pháp CNTTươ ả
Các b c mua s m ph n m mướ ắ ầ ề
93. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 22. Mua phần mềm viết sẵn tiết kiệm
được bao nhiêu % so với thuê viết
phần mềm từ đầu?
94. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 94
PURCHASING METHODOLOGY
• Develop a high-level cost estimate with
business manager and IS analyst input
Initiating the purchasing process
95. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 95
Ph ng pháp mua s m ph n m mươ ắ ầ ề
• c tính s b v chi phí cho các lãnh đ o vàƯớ ơ ộ ề ạ
qu n lý IS v hai l a ch nả ề ự ọ
So sánh vi c mua và vi t ph n m mệ ế ầ ề
96. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 23. Bốn cấp độ ứng dụng CNTT trong
doanh nghiệp?
97. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 97
B nố chi n l c ng d ng CNTTế ượ ứ ụ
• B n l a ch n đ ng d ng CNTT trong DNố ự ọ ể ứ ụ
– The Denis et al. (2004) scheme:
98. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 98
B nố chi n l c ng d ng CNTTế ượ ứ ụ
• B n l a ch n đ ng d ng CNTT trong DNố ự ọ ể ứ ụ
– The Denis et al. (2004) scheme:
99. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 24. Chất lượng hỗ trợ CNTT kém?
100. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Đ m b o ch t l ng DV CNTTả ả ấ ượ
• Service Level Agreements (SLAs) should contain:
– A simple definition of the service to be provided (e.g., help desk support)
– The name(s) and contact information of IS personnel to contact for this service
– A table listing the services to be provided and their costs (e.g., how quickly different types of
problems will be responded to, and the costs associated with providing this type of service
level)
– Escalation procedures (e.g., who to contact if the agreed upon service response is not being
provided)
– A sign-off page for the appropriate business client and the IS liaison preparing the SLA
document
101. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Đ m b o ch t l ng DV CNTTả ả ấ ượ
• Cam k t v ch t l ng d ch v nên bao g m các n i dung:ế ề ấ ượ ị ụ ồ ộ
– Mô t ng n g n v d ch v s cung c p trong t ch c (ví d bàn Help Desk)ả ắ ọ ề ị ụ ẽ ấ ổ ứ ụ
– Tên và liên h c a các cán b ph trách h tr , cung c p d ch vệ ủ ộ ụ ỗ ợ ấ ị ụ
– B ng li t kê các d ch v s cung c p và chi phí (bao lâu s x lý xong s c , chiả ệ ị ụ ẽ ấ ẽ ử ự ố
phí kèm theo các m c đ d ch v )ứ ộ ị ụ
– Quy trình c th (các c p h tr n u không đ c h tr k p th i)ụ ể ấ ỗ ợ ế ượ ỗ ợ ị ờ
– Phi u đánh giá d ch v c a khách hàngế ị ụ ủ
– Ký nh n và thông tin liên h c a phòng ISậ ệ ủ
102. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 25. Có cần quản lý hệ thống các phần
mềm doanh nghiệp đang có hay
không?
103. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT Applications
• IT Applications Portfolio
– Most companies cannot operate without software
applications – they are critical assets
– Software portfolio needs to be managed as an asset
– A company must know:
• What software it owns
• Where it is located
• What it does
• How effective it is
• What condition it is in
104. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Qu n lý các ng d ng IT trong DNả Ứ ụ
• Danh m c các ng d ng ITụ ứ ụ
– H u h t các t ch c không ho t đ ng đ c n uầ ế ổ ứ ạ ộ ượ ế
không có các ph n m m – tài s n t i quan tr ngầ ề ả ố ọ
– Danh m c ph n m m c n đ c qu n lý nh m t tàiụ ầ ề ầ ượ ả ư ộ
s n (V n đ b n quy n s là v n đ l n 2015-2020)ả ấ ề ả ề ẽ ấ ề ớ
– Doanh nghi p c n ph i n m đ c:ệ ầ ả ắ ượ
• Nó đang s h u/đã mua s m các ph n m m gì?ở ữ ắ ầ ề
• Ph n m m đó cài đ t t i đâu?ầ ề ặ ạ
• Nó có ch c năng gì?ứ
• Hi u qu c a các ph n m m?ệ ả ủ ầ ề
• Tình tr ng hi n nay c a ph n m m đó?ạ ệ ủ ầ ề
105. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Managing IT in an E-World
• 24. Tại sao quản lý CNTT phức tạp?
106. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Qu n tr ngu n nhân l c CNTTả ị ồ ự
• Vì c n 05 k năng c b nầ ỹ ơ ả
•Technical
•Project Management
•Business Domain
•Sourcing
•IT Administration
107. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Qu n tr ngu n nhân l c CNTTả ị ồ ự
• Vì c n 05 k năng c b nầ ỹ ơ ả
•Hi u bi t v công nghể ế ề ệ
•Qu n tr d ánả ị ự
•Hi u bi t v lĩnh v c kinhd oanhể ế ề ự
•Kh năng tìm ki m ngu n l cả ế ồ ự
•Qu n tr v CNTTả ị ề
108. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Năm k năng c a CIO (1/2)ỹ ủ
109. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Năm k năng c a CIO (1/2)ỹ ủ
110. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Năm k năng c a CIO (2/2)ỹ ủ
111. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Năm k năng c a CIO (2/2)ỹ ủ
112. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 112
25. Các ph ng pháp áp d ng h th ngươ ụ ệ ố
thông tin
• Transitioning strategies (cont’d)
– Phased: new system is implemented one
component at a time
– Cutover: old system is totally abandoned as soon
as the new system is implemented
K t h p gi a gi i pháp hi n t i và m iế ợ ữ ả ệ ạ ớ
113. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 113
25. Các ph ng pháp áp d ng h th ngươ ụ ệ ố
thông tin
• Các chi n l c đ a h th ng vào ho t đ ngế ượ ư ệ ố ạ ộ
– Phased: đ a h th ng m i vào t ng b cư ệ ố ớ ừ ướ
– Cutover: đ a h th ng m i vào càng nhanh càngư ệ ố ớ
t tố
K t h p gi a gi i pháp hi n t i và m iế ợ ữ ả ệ ạ ớ
114. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 114
26. Kế hoạch chiến lược về ứng
dụng CNTT trong doanh nghiệp
115. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 115
26. Kế hoạch chiến lược về ứng
dụng CNTT trong doanh nghiệp
116. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 116
K ho ch chi n l c HTTTế ạ ế ượ
Information resources plans
117. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 117
K ho ch chi n l c HTTTế ạ ế ượ
Information resources plans
118. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 118
Outputs of the Direction-Setting
Process
Information resources plans
119. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 119
The Process Of Setting Direction
• IS decisions must be
tightly aligned with the
direction of the business
• Decisions should impact
the next step in the
process, but that is not
always the case
IS and business planning
120. Chapter1
1-120
27. K n ng nào c n thi t i v i nhàỹ ă ầ ế đố ớ
Qu n lý v CNTT trong doanh nghi pả ề ệ
• Skills pivotal for success in executive IT roles
121. Chapter1
1-121
28. Ba chi n l c ng d ng CNTTế ượ ứ ụ
• Organizations typically follow one of Porter’s
three generic strategies when entering a new
market
123. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
1-123
“If we'd given customers what
they said they wanted, we'd have
built a computer they'd have
been happy with a year after we
spoke to them—not something
they'd want now…”
Steve Jobs,Steve Jobs,
Apple ComputerApple Computer
“If we'd given customers what
they said they wanted, we'd have
built a computer they'd have
been happy with a year after we
spoke to them—not something
they'd want now…”
Steve Jobs,Steve Jobs,
Apple ComputerApple Computer
30. Managing in the
Digital World
Nhu
c uầ
124. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
Apple Computers
1-124
Apple có r t nhi u s n ph m th t b i -ấ ề ả ẩ ấ ạ many
failures:
Mac TV 1993
PowerMac G4 Cube
Lisa
Newton
Perter Drucker ch ra r ng, công ty t n t i và phátỉ ằ ồ ạ
tri n đ c là nh nh ng nhân viên sáng t o vàể ượ ờ ữ ạ
không ng i th t b i (ạ ấ ạ Peters’ suggest that a
company’s survival may depend upon those
employees who fail over and over but try new
ideas.)
Sáng
t oạ
125. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
Note #1
Netscape Browser2-125
August 9, 1995
Ai nhìn ra cơ
h i này?ộ
M i cá nhânọ
có th ti pể ế
c n Internetậ
THEN
NOW
Trình duy tệ
web – C h iơ ộ
cho m iọ
ng iườ
126. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
Note #2: Uploading
2-126
Qu ng cáo trênả
các m ng xã h i –ạ ộ
C h i bình đ ngơ ộ ẳ
cho các doanh
nghi pệ
Wikipedia a
huge success
Web
2.0
127. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
Note #3: Supply Chaining
2-127
Liên k t nhàế
cung c p,ấ
nhà phân
ph i vàố
khách hàng
Wal-Mart
became an
early leader
RFID tags
used SCM
128. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
Note #4: In-Forming
2-128
Thông tin toàn
c u s n có trênầ ẵ
m ngạ
Individuals have
access to massive
amounts of
information
Thông
tin
Google
129. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
Note #5
Microsoft’s Bill Gates and Paul Allen
3-129
Both dropped out of college
to run Micro-Soft in 1975
Partnership with IBM to
install MS-DOS on all PCs set
the stage
Gates’ worth—$58 Billion
Allen’s worth—$16.8 Billion
Vai trò
c a -ủ
Key
people
130. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
31: Ba c p đ - ng d ng CNTTấ ộ ứ ụ
3-130
Ba cách nhìn nh n và ng d ng CNTT trongậ ứ ụ
các doanh nghi p: t đ ng, thông tin, chi nệ ự ộ ế
l cượ
1. Automating
2. Informating
3. Strategizing
131. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
1-IS for Automating: Doing Things Faster
3-131
T đ ng hóa giúpự ộ
các công vi c đ cệ ượ
th c hi nự ệ :
Faster
Cheaper
More accurately
With greater
consistency
Nhanh
h nơ
132. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
2-IS for Organizational Learning: Doing
Things Better
3-132
H th ng thôngệ ố
tin hi n đ i giúpệ ạ :
Learn about
processes
Improve processes
Support
organizational
learning
Ch tấ
l ngượ
cao h nơ
133. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
3-IS for Supporting Strategy: Doing Things
Smarter
3-133
IS giúp t o raạ
năng l c c nhự ạ
tranh
(competitive
advantage)
Turning benefits
of automating and
informating into
strategic
advantage
Làm t tố
h nơ
134. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
32. Strategizing: 5 chi n l c ng d ngế ượ ứ ụ
CNTT
3-134
Các bi n phápệ
đ c nh tranhể ạ
và t o ra năngạ
l c c nh tranhự ạ
Source: Courtesy A. A. Thompson and A. J. Strickland III,
Strategic Management: Concepts and Cases, 8th
ed. (Homewood,
III.: Richard D. Irwin, 1995).
135. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
1/5
Overall Low Cost Leadership Strategy
3-135
M c giá th pứ ấ
nh t trong toànấ
ngành, các nhóm,
các lo i s nạ ả
ph m tiêu dùngẩ
Broad focus
Wal-Mart
Source: Courtesy A. A. Thompson and A. J. Strickland III,
Strategic Management: Concepts and Cases, 8th
ed. (Homewood,
III.: Richard D. Irwin, 1995).
Chi phí
th pấ
h nơ
136. IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15IS Today (Valacich & Schneider) Copyright © 2010 Pearson Education, Inc. Published as Prentice Hall 10/11/15
2/5
Focused Low-Cost Strategy
3-136
M c giá th pứ ấ
nh t trong m tấ ộ
s nhóm hàngố
Focus on niche
Dell
Source: Courtesy A. A. Thompson and A. J. Strickland III,
Strategic Management: Concepts and Cases, 8th
ed. (Homewood,
III.: Richard D. Irwin, 1995).
Thị
tr ngườ
ngách
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3/5
Broad Differentiation Strategy
3-137
Nét riêng = s nả
ph m, d ch v t tẩ ị ụ ố
h n đ i th c nhơ ố ủ ạ
tranh (giá v n cao)ẫ
Broad Focus
Sony
MerceidesSource: Courtesy A. A. Thompson and A. J. Strickland III,
Strategic Management: Concepts and Cases, 8th
ed. (Homewood,
III.: Richard D. Irwin, 1995).
T oạ
đi mể
khác
bi tệ
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4/5
Focused Differentiation Strategy
3-138
Offer better
products/services
than competitors
Focus on niche
iPhone/
iPad/ Sony
Vaio
Source: Courtesy A. A. Thompson and A. J. Strickland III,
Strategic Management: Concepts and Cases, 8th
ed. (Homewood,
III.: Richard D. Irwin, 1995).
Đi mể
khác
bi tệ
h pẹ
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Best-Cost Provider Strategy
3-139
Ch t l ng đ t tấ ượ ủ ố
– Giá c ph iả ả
chăng
Target
Source: Courtesy A. A. Thompson and A. J. Strickland III,
Strategic Management: Concepts and Cases, 8th
ed. (Homewood,
III.: Richard D. Irwin, 1995).
Chi phí
th pấ
nh tấ
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Ph i k t h p gi a các đ i tácố ế ợ ữ ố
5-140
Boeing
Information shared between employees across the world
Reduced product development cycles
Ability to stay current on projects
Ability to stay current with the changing market conditions
M ngạ
n i bộ ộ
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33 - Web Site Rules: Rule 1/6
5-141
Offer something unique – đ cộ
đáo
Offer hard-to-find goods
Global audience
Reasonable prices
Giá trị
m iớ
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33 - Web Site Rules: Rule 2/6
5-142
Web site must be aesthetically
pleasing – đ pẹ
Use of color schemes, backgrounds, high quality images
Clear, concise, and consistent layout
Increases chances of return
Can separate a Web site from the competition
H pấ
d nẫ
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33 - Web Site Rules: Rule 3/6
5-143
Web site must be easy to
use and fast - nhanh
Easy navigation
Fast download speed
Average user will wait only a couple of seconds for a Web site to
download
Present brief summary information with hyperlinks
Allows users to “drill down”
Giá trị
m iớ
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33 - Web Site Rules: Rule 4/6
5-144
Web site must motivate
people to visit, stay, and
return – quan h lâu dài?ệ
Create a community
BMW Car Club of America (BMWCCA)
Users share tips on maintenance, repair, and other items, and
follow electronic links to other BMW resources.
Buy from each other
Duy trì
quan
hệ
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33 - Web Site Rules: Rule 5/6
5-145
Advertise your presence on
the Web – qu ng bá?ả
Pull marketing
A passive method of attracting to a specific site
Include the Web site address on all promotional materials
Advertise your Web site on other sites Qu ngả
cáo
&Liên
k tế
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5-146
Advertise your presence on the
Web (cont’d)
Pay-per-click
Only pay for advertising when user clicks on it
Affiliate marketing—Website owners post ads on their site
Problem: click fraud—artificially clicking on ads to create revenue
Network click fraud
Competitive click fraud
33 - Web Site Rules: Rule 5 (cont’d)/6
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33 - Web Site Rules: Rule 6/6
5-147
Learn from your Web site –
h c h i t website?ọ ỏ ừ
Who are your customers?
What are they doing?
Web analytics
Analyze behavior of visitors
Path the visitors take
Length of the visit
Number of pages viewed
Page from which they exit
Phân
tích dữ
li uệ
web
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34 - Search Engine Advertising (1/10)
5-148
Sponsored search
Pay to ensure a spot on
top of search results page
Company in control of ad
positioning
Pay-per-click
Can get costly
Google
Ads
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34- Search Engine Optimization (2/10)
5-149
Position within search
results based on
complex formula
Site owner has no
control over the
position of the ad
Optimization based
on:
Web site updates
Use of key terms
Unethical “tricks”
SEO
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34 - YouTube’s
Steve Chen and Chad Hurley (3/10)
5-150
Former PayPal
employees
Went online in 2005
30 million videos a
day
9.1 million users
Sold to Google for
$1.76 billion
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34 - Các d ch v s n có trên web? (4/10)ị ụ ẵ
6-151
Gmail: Web-based e-
mails
Google Calendar:
Collaborative calendar
Google Talk: IM client
Google Docs: Online
office suite
Google Sites:
Collaboration suite for
team information
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34 - Các m ng xã h i – Social Network/Onlineạ ộ
Community (5/10)
6-152
Social networking
Business uses
(i.e., LinkedIn)
Social uses
(i.e., Facebook.com,
MySpace.com)
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34 - Viral Marketing (6/10)
6-153
Promoting a product / service via online content that
can be shared.
Example: BMW short films by famous directors
Coined by Harvard professor Jeffery Rayport
Critical Factors of Viral Marketing (Thomas Baekdal):
Do something unexpected
Make people feel something
Make sequels
Allow sharing and easy distribution
Never restrict access to the content
Lan t aỏ
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34 - Top Web 2.0 Sites (7/10)
6-154
Several companies publish ranking of top Web 2.0 sites:
Yahoo!
Complete
Quantcast
Alexa
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35 - Online Travel (1/6)
6-155
Online travel agencies
Expedia, Travelocity, Orbitz
75 percent of surveyed travelers visit online travel sites
before booking travel
Direct customer relationships
JetBlue, InterContinental Hotels
Customers purchase services directly
Travel search engines
Kayak, SideStep, Mobissimo, Yahoo!’s FareChase
Link to suppliers’ Web sites
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35 - Opening Case—
Managing in the Digital World: Providing Business Intelligence to
eBay.com (2/6)
8-
156
Founded in 1995
84 million users
Sales of $116
billion, United
States (2007)
Problems
Shill bidding
Senders who don’t
send
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9-157
35 - Building Organizational
Partnerships Using Enterprise
Information Systems (3/6)
We have this beautiful, elegant,
high-I.Q. part of our business
that we have been working hard
on for many years.”
Jeff Bezos, FounderJeff Bezos, Founder
and CEO ofand CEO of
Amazon.comAmazon.com
We have this beautiful, elegant,
high-I.Q. part of our business
that we have been working hard
on for many years.”
Jeff Bezos, FounderJeff Bezos, Founder
and CEO ofand CEO of
Amazon.comAmazon.com
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35 - Distribution Portal (4/6)
9-158
Automation of business
processes between
supplier and multiple
customers
Before transaction
During transaction
After transaction
Trading exchanges
Equilibrium between
buyers and sellers
Vertical markets Source: http://www.dell.com
SCM
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35 - Radio Frequency Identification (RFID) 5/6
9-159
Replacement for standard bar codes
Transceiver and antenna
Diverse usage opportunities
Line-of-sight reading not necessary
RFID tags can contain more
information than bar codes
Scanning can be done from greater
distance
Passive tags—range of few feet
Active tags—range of hundreds of feet
Source: MERO AG.
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35 - Managing in the
Digital World: Amazon.com (6/6)
9-160
Personalized greeting
Memory for recent
purchases
Targeted “gold box” offers
and bargains
Fraud protection
Shipping vs. billing address
comparison
Method of shipment checks
Credit card sources checks
“One-click” shopping
35 million customers worldwide
Innovations leading to satisfaction
Fulfill
ment
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36 – Ba làn sóng l n – thay đ i th gi iớ ổ ế ớ
The Third Wave by Alvin Toffler describes three phases or
“waves of changes”
First wave
A civilization based
on agriculture and
handwork
Relatively primitive
stage
Lasted thousands
of years
11-161
3 waves
of
CHANG
E
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36 - Ba làn sóng l n – thay đ i th gi iớ ổ ế ớ
11-
162
Second wave
The Industrial
Revolution
Began at the end of the
18th
century and lasted
about 150 years
Third wave
The Information Age
Information becomes
the currency
3 waves
of
CHANG
E
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Computer Literacy
Computer literacy
Necessary skill in today’s world
May be the difference between being employed or
unemployed
Many different jobs involve the use of computers
11-163
Skills
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Digital Divide
11-
164
Major ethical challenge
New class system of power
Power comes from
knowledge
The gap in the United
States is shrinking
Rural communities, the
elderly, people with
disabilities, and minorities
lag behind national averages
Widening gap between
developed and developing
countries Threats
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One Laptop Per Child (OLPC)
11-
165
OLPC
Make Internet access
affordable for everyone
Goal is to get the price
down to $100 each for
governments and
charities to buy
Target: Children in
developing world
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2014. Q&A.
MIS is for WHO(M)?
167. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 167
2014. Q&A.
1. RFP vs FRQ
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2014. Q&A.
2. Centralized Vs Decentralized
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2014. Q&A.
3. Security Policy
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2014. Q&A.
4. Outsourcing
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2014. Q&A.
5. Deliverables
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2014. Q&A.
6. KMS
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2014. Q&A.
7. DSS
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Bài t pậ
1. Lập dự toán trang bị máy tính cho 50 cán bộ chủ chốt (loại,
cấu hình, đơn giá, …)
2. Lập dự toán trang bị 1 phòng máy tính phục vụ đào tạo nội
bộ (100 máy tính và trang thiết bị kèm theo, cấu hình máy,
các thiết bị kèm theo phục vụ đào tạo nội bộ, mạng
Internet…).
3. Lập dự toán xây dựng một trung tâm dữ liệu cho doanh
nghiệp vừa và nhỏ (1.000 cán bộ).
4. Lập dự toán trang bị các phần mềm: Kế toán, Quản trị
Nhân sự, Quản lý Khách hàng, Quản lý Tài sản…
5. Viết yêu cầu đối với vị trí Phó tổng giám đốc phụ trách
TMĐT/CNTT/HTTT cho DN.
175. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 175
Bài t pậ
6. Mười bước xây dựng website (TMĐT) cho DN.
7. Bảy yêu cầu đối với website.
8. Bốn điều kiện ứng dụng TMĐT thành công.
9. Năm kỹ năng CNTT cơ bản: WEP, Skype, Teamviewer,
Facebook, Youtube channel.
10.Năm kỹ năng CNTT trung cấp: Wiki, Google advance
Search, Dropbox, Google Drive, Google Maps.
11.Năm kỹ năng CNTT cao cấp: Quản lý website, Google Site,
Blog, Email marketing, sử dụng 1 phần mềm chuyên dụng
(kế toán, marketing…), Internet Banking.
12.Mười kỹ năng CNTT trên di động: Youtube, Dropbox,
Skype, Wiki, Flickr, Facebook, Twitter, Viber, Gmail, Maps,
Translate…
176. B n đã bi t dùng bao nhiêu ngạ ế ứ
d ng ? ( …. / 44)ụ
177. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 177
Bài t pậ
13.Tìm 3 hãng phần mềm cung cấp giải pháp SCM hàng đầu
thế giới.
14.Tìm 3 hãng phần mềm cung cấp giải pháp CRM hàng đầu
thế giới.
15.Tìm 3 hãng phần mềm cung cấp giải pháp ERP cho ngành
Hàng không, Ngân hàng…
16.Đội ngũ cán bộ chuyên trách về CNTT và Ứng dụng CNTT
trong doanh nghiệp
17.Mô tả một phần mềm hữu ích trong quản lý, kinh doanh.
18.Liệt kê các website hữu ích trong công việc, ngành, lĩnh
vực liên quan công việc.
19.Tìm 3 doanh nghiệp Việt Nam đã triển khai ERP thành
công, thời gian, chi phí, nhân lực và giải pháp?
178. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 178
Bài t pậ
20.Xây dựng Kế hoạch, Chiến lược ứng dụng
TMĐT/CNTT/HTTT trong các ngành: Ứng dụng CNTT
trong sản xuất (xe máy, xây dựng, máy/thiết bị công
nghiệp; Ứng dụng CNTT trong dịch vụ (ngân hàng, quản lý
hành chính, hàng không; Ứng dụng CNTT trong kinh
doanh (hóa chất, …) và Ứng dụng CNTT trong quản lý (tài
chính, kế toán, đào tạo..).