Fluent Essays

I need help in 4 Essa Scenario based questions. They will be independent of each other. It is an exa. My exa starts at 3 AM Est, like in 30 min from now. The exa limit is 80 min. There is no word limit of each question but like 300 words per questions is ok. I attached the lectures and my previous assignments; you can use that. No need to do outside research and no need of references.Information Systems Organization IT and the Digital Organization Learning Objectives • Discuss functional business systems • Discuss IT System Extent and Visibility • Discuss the organizational and operational impact of IT • Discuss the business value of emerging technologies 2 IT Systems in the Digital Organization • The information systems of the digital organization can be divided into the following categories: • Functional Business Systems • Enterprise Business Systems • Enterprise Communication and Collaboration Systems • Business Intelligence and Decision Support Systems • E-Commerce Systems • M-Business Systems 3 Functional Business Systems • Functional business systems are information systems that support the primary business functions of traditional businesses. • In smaller organizations, these are still often standalone systems, but increasingly, especially in larger organizations, these are being integrated into cross-enterprise business systems. 4 Functional Business System Types 5 System Extent and Visibility •System Extent • The system affects on business units across the organization. We distinguish two kinds of extents below, although in fact, extent is really a continuum. •System Visibility • The systems degree to which the operations and processes of the system can be directly experienced from outside of the organization. 6 Organizational Agility • IT has supported organizational agility and has itself been a major driver of agility. In particular, IT has affected: • Structural Agility—through distributed teams and outsourcing, largely driven by the increasing capabilities of internet-based communication and collaboration • Business Process Agility—through rapid changes in business processes, largely driven by workflow and business process management systems • Management Agility—through better decision making, largely driven by the growth of business intelligence systems, including data mining and decision support systems • Agility characterizes both internal operations as well as external relationships with customers, partners, suppliers, and others. 7 Business Value of Emerging Technologies • Now more than ever organizations need to be agile—they need to have the ability to expand easily or to introduce products, services or other offerings quickly. Organizations need to be able to expand globally and literally overnight. • The introduction of cloud computing, utility computing, microservices or distributed computing, and Software as a Service now help to facilitate organizations ability to operate anywhere, anytime, and expand technology assets simply and easily. 8 Cloud Computing • There are several key features which define cloud computing, listed below: • Agility – Cloud computing provides the ability to rapidly provision infrastructure and services. • Cost – Cloud computing can lower entry costs for organizations, and also fIT Strategy and Management Leveraging Information Technology for Competition Lecture Objectives • Basic competitive strategies and how to leverage the use of IT to confront the competition of the organization. • Using internet technologies strategically to give competitive advantages to an organization. • Identify the different competitive forces and different approaches • Use knowledge management systems to help a business gain strategic advantage. 2 Porter’s Competitive Forces Model • To survive and succeed, a business must develop and implement strategies to effectively counter the: • Rivalry of competitors within its industry • Threat of new entrants into an industry and its markets • Threat posed by substitute products which might capture market share • Bargaining power of customers • Bargaining power of suppliers 3 Competitive Forces and Strategies 4 Competitive Forces •Shape the structure of competition in its industry and drive the industry forward. • Organizations like Amazon, Microsoft and Apple, Samsung are examples of organizations that continually drive their industry forward. • Organizations like Dell, Facebook, Netflix and Amazon are examples of organizations that started with and created niche competitive advantages 5 Advantage vs. Necessity • Competitive Advantage – developing products, services, processes, or capabilities that give a company a superior business position relative to its competitors and other competitive forces • Competitive Necessity – products, services, processes, or capabilities that are necessary simply to compete and do business in an industry 6 Five Competitive Strategies • Cost Leadership • Become low-cost producers • Help suppliers or customers reduce costs • Increase cost to competitors • Example: Priceline uses online seller bidding so the buyer sets the price • Differentiation Strategy • Differentiate a firm’s products from its competitors’ • Focus on a particular segment or niche of market • Example: Moen uses online customer design 7 Competitive Strategies (continued) • Innovation Strategy • Unique products, services, or markets • Radical changes to business processes • Example: Amazon’s online, full-service customer systems • Growth Strategy • Expand company’s capacity to produce • Expand into global markets • Diversify into new products or services • Example: Wal-Mart’s merchandise ordering via global satellite tracking • Alliance Strategy • Establish linkages and alliances with customers, suppliers, competitors, consultants, and other companies • Includes mergers, acquisitions, joint ventures, virtual companies • Example: Wal-Mart uses automatic inventory replenishment by supplier 8 Using Competitive Strategies • These strategies are not mutually exclusive • Organizations use one, some, or all • A given activity could fall into one or more categories of competitive strategy • Not everything innovative servesIT Management Part 1 Information Systems Organization 2 • Discuss IT project planning and the different types of planning • Discuss Poor Planning Outcomes and how to prevent poor planning using POWS • Discuss how an organization can track a project and the issues surrounding it Learning Objectives IT Project Planning • There are 3 phases of planning: • Initial Planning determines the projects goals, stakeholders, scope, functionality, and governance • System Planning determines the architecture and components needed to implement the project • Implementation Planning determines, in detail, how the project will be implemented, how the resulting system will be deployed and maintained, and how resulting operational and organizational changes will be effected Agile Planning • Planning is made up of a fairly large number of activities. When planning is compressed, some of these activities can be skipped or treated in a cursory manner, with adverse consequences. Agile planning can be successful, but it requires: • Understanding the consequences of skipping or compressing planning activities • Determining which consequences are most serious or most likely, based on the projects goals and impacts • Deciding which planning activities need to be treated more carefully • Mitigating the risks of inadequate planning, often through additional oversight during execution 4 Poor Planning Examples • Do an inadequate job of identifying the stakeholders and determining how they should be involved.... • Do an inadequate job of developing metrics to evaluate the project.... • Do an inadequate job of determining the processes for project administration and governance.... 5 Poor Planning Outcomes • The later problems are discovered, the more complex and costly it is to recover from them and not every company has the time or resources to do so. • Recovery from complex problems often requires not only re-planning, but a willingness to acknowledge failures and remedy them. • When projects address urgent situations, failures may occur because of the constraints of the schedule and the tendency to compress planning. • Retrospectives after the project or after a certain milestone are good to have with the project team to determine what went wrong and how that can be addressed in the future. 6 Initial Planning Phase • Consists of the following tasks: • Identification of problems and opportunities the project is meant to address • Preliminary identification of the goals, scale, and scope of the project • Determining the project stakeholders—i.e., who cares about the project or might be affected it—and how they should be involved in it • Establishment of project leadership and governance 7 Project POWS 8 Competitive Organizational Problems How will this IT project help counter threats from competitive and environmental forces? How will this IT project help overcome ineffective organizIT Enterprise Systems Part 2 Information Systems Organization 2 • Discuss the different types of Enterprise Business Systems. • Discuss how enterprise business systems interact with suppliers, customers, etc. • Discuss Data warehousing, OLAP and Data mining and it’s importance Learning Objectives Enterprise Business Systems • Enterprise Business Systems support business processes that cross the boundaries of traditional business functions and integrate the flow of information across the entire business— including customers, suppliers and partners. • Integrating a number of independent applications. • Often disparate subsystems arise as a result of a decentralized IT planning process or were developed at different times to meet different needs. EBS Categories • ERP (Enterprise Resource Planning) systems, which aim to integrate data, applications and business processes across the organization. • CRM (Customer Relationship Management) systems, which support sales and marketing activities. • SCM (Supply Chain Management) systems, which integrate planning, ordering, manufacturing and delivery within an organization and across the entire supply chain. 4 Enterprise Resource Planning • ERP aims to connect together traditionally disparate functional business systems such as manufacturing, logistics, distribution, accounting, finance, and HR, in order to integrate business processes and data across the enterprise. • Eliminating data duplication and inconsistency • Replacing paper-based processes with e-based processes • Tracking, management and planning based on historic and real-time data 5 ERP System Deployment • If an ERP system is deployed carefully with buy-in from all the affected stakeholders, then business functions will be integrated across the organization, and barriers between divisions or administrative domains will be removed or lessened, thereby improving the agility of the entire organization. There must be: • Adequate involvement and training of affected employees, employees are likely to resist or fail to understand how to use the system effectively. • Adequate evaluation and testing of the new processes, the business process changes may not work at all, or may lead to substantial decreases in overall performance or effectiveness. 6 Customer Relationship Management • Customer relationships are central to a business success. To improve their ability to attract and retain customers, companies typically use customer relationship management (CRM) systems. • Components of CRM systems generally include: • Contact and Account Management • Marketing, Information and Fulfillment • Search, Comparison and Recommendations • Sales Force Automation • Order Tracking and Management • Customer Service and Support • Retention and Loyalty Programs 7 CRM Functionality • Functionality of CRM systems can be divided into four aspects, each with distinct business values: • OperE-Commerce and Security Part 2 Information Systems Organization 2 • Discuss the difference aspects of security and how security plays a role in IT • Discuss how confidentiality and privacy are extremely important to the success of IT • Discuss how federal compliance and auditing plays a role in security and is crucial to IT Learning Objectives Security within Businesses • Organizations are taking security, availability, privacy and compliance much more seriously (as can be seen from the figure below), and in many cases are reengineering and automating business processes, not only to address these issues, but to, at the same time, make their organizations more agile and resilient. • There are an increasing number of government regulations, including HIPAA, FTC, GLBA, FERPA and Sarbanes-Oxley in the US, as well as the EU Data Privacy Directive, which require use of financial and IT controls to prevent fraud and disclosure of personal information. Failure to comply can result in government fines, and in some cases, criminal lawsuits against company executives. Security Requirements • Integrity—Ensure that electronic transactions and data resources are not tampered with at any point, either accidentally or maliciously. • Availability—Ensure uninterrupted service to authorized users. • Confidentiality—Safeguard user privacy and prevent the theft of enterprise information, both stored and in transit. • Accountability—Monitor and trace attacks in progress as well as damage from successful attacks (security auditing and intrusion detection). Prevent system users from later denying completed transactions and other actions (non-repudiation). 4 Effects of Security Attacks • Theft of Data and Software—Unauthorized theft or release of software, including source and machine code, and of data, including customer and employee information, internal documentation, financial data, contract details, project and system status, and trade secrets. • Theft of Service—Unauthorized use of software, networks, and hardware (by both employees and outside attackers), including spam and excessive downloading. • Denial of Service (DoS)—Preventing a user or organization from using their software, networks, and hardware. • Tampering and Abetting—Tampering with computer data or processes as an end in itself (e.g., vote fraud, changing financial records), or to facilitate other criminal activities (e.g., redirecting deliveries, opening automated locks). • Intangible Damage—Actions such as website hacking or harassment, that can cause an individual or organization embarrassment or damage its reputation. • Tangible Damage—Destruction of data or software, or damage to network-attached hardware or caused by that hardware (at its most extreme, consider unauthorized nuclear missile launches). 5 IT Related Threats and Countermeasures • Physical System Attacks occur when unauthorized users gain access to an organizationE-Commerce and Security Part 1 Information Systems Organization 2 • Discuss the components of e-commerce systems. • Discuss, identify and evaluate web-based marketing, sales and distribution models. • Discuss the differences and synergies between physical and web-based business models Learning Objectives E-Commerce • E-commerce refers to the marketing, sales, and delivery of products and services using the web. • As a result of changes in business processes and new capabilities inherent in the technology many business models have evolved to include e-commerce aspects. Often these are just web-based variants of well-established business models, but in many cases entirely new business models have emerged • However, we are in transition to m-commerce, which is the purchasing of goods and services over a mobile device such as a mobile phone, a smartphone, a PDA, or another emerging mobile device. Sales Channels and the Web •Three kinds of interactions that customers engage in as part of the sales process: • Product Interactions—Direct manipulation and interaction with an actual product. • Information Interactions—Interactions through which customers obtain information about a product. • Purchase Interaction—The process through which customers actually purchase the product. 4 Physical Sales Interactions • Bricks and Mortar/Retail Store Model—Provide a permanent physical location where customers can come at any time (during regular business hours). • Show Model—Provide a temporary location (a show, often at a hotel), where the public is invited. Widely used to sell rugs, furs and jewelry. • Party Model—Merchants sell goods through sales representatives or independent distributors who hold parties, inviting people in some network (not necessarily the distributors) to see and try the products. This approach has been used to sell Tupperware™ and wines. • Door-to-Door Model—Companies sell their product or products through sales representatives who bring it directly to the customer. 5 Remote Sales Interactions • Sales Advertisement Model—An advertisement or infomercial describes a product or a small number of products, along with a phone number and/or address for purchasing it. • Cold Call Model—Sales representatives call potential customers who have not yet necessarily experienced the product. • Catalog/Brochure Model—Customers are sent catalogs, which describe many or all of the merchants products, or brochures which describe one product or a small number of them, sometimes with videos. • Home Shopping Network Model—Customers view TV programs which demonstrate products and interact with viewers. 6 Web Based Sales Interactions • Web sites are another mechanism for supporting remote sales interactions, but they do so by providing a permanent location-one that is virtual rather than physical-that customers can access from any place, and that generally doesnt have anyIT Enterprise Systems Part 1 Information Systems Organization 2 • Discuss data and application integration. • Discuss Service Oriented Architectures and the technologies which facilitate them. • Discuss business processes workflow and systems which facilitate that work flow Learning Objectives IT Systems Integration • IT System Integration across the enterprise faces three challenges: • Data Integration Problem—Integrate related (and sometimes overlapping) data stored in separate disconnected data repositories. • Application Integration Problem—Allow independent applications to call or send information or notifications to one another. • Business Process Integration Problem—Integrate and streamline business processes that span the enterprise, that require data from disparate sources and that need to interact with multiple applications. Data Integration • The challenges of data integration are similar to some of the challenges that need to be addressed in building data warehouses. Data in different repositories, which capture the same kind of information, may be represented differently. • There are several approaches that have different impacts on the overall architecture as well as different costs and risks. Some of the approaches are as follows: • Data Consistency still maintains the data in the existing separate repositories, but uses consistency mechanisms, such as database replication, to ensure that it remains consistent. • Data View Integration The unified view can be used by new applications. Existing applications will only have to be rewritten to use the unified view in places they make modifications to the data. • Data Migration moves some or all of the data to a single (centralized or distributed) repository. Application Integration • EAI (Enterprise Application Integration), brings together systems using event driven architectures • Moving away from point-to-point integrations towards a much more scalable architecture using services Service Oriented Architectures • Application functionality is made available through services • Services are distributed, generally across an intranet, but sometimes across an extranet, or even possibly across the public internet • The interfaces to these services are implementation-independent. SOA Continued • Location-Transparency—A client that needs a service does not have to be bound to using that service at a specific site. • Transport-Transparency—A client that needs a service does not have to be bound to using that service with a specific transport protocol stack. Different services may use different transports (e.g., one may use HTTP, one may use SMTP, etc.), which have different characteristics. Web Services • Web Services provide a distributed application infrastructure, allowing a computation at one site to use functionality provided by a service at another site by sending requests and responses encoded Information Systems Organization IT and the Digital Organization Software and Applications Learning Objectives • Discuss the different types of application software there is available • Discuss open source and software licensing • Discuss different types of technologies and their applicability to IT • Discuss information sharing systems and why they are vital • Discuss green computing 2 Types Application and System Software 3 Application Software • General Purpose • Programs that perform common information processing jobs for end users • E.g., word processing, spreadsheet • Also call productivity packages • Custom Software • Software applications developed within an organization for use by that organization 4 Application Software • Commercial Off-the-Shelf (COTS) • Many copies sold • Minimal changes beyond scheduled upgrades • Purchasers have no control over specifications, schedule, or evolution, and no access to source code or internal documentation • Product vendor retains the intellectual property rights of the software • Open-source Software • Developers collaborate on the development of an application using programming standards which allow anyone to contribute to the software • As each developer completes a project, the application code becomes available and free to anyone who wants it 5 Application Software Licensing • Purchasing the right to use specific software under the terms of the software licensing agreement • Protects the vendor’s intellectual property right • How to monitor software licenses? Online registrations? Software license servers? • How does Cloud software licensing work? Is licensing more uncontrol in the “Cloud”? • Caveats to open-source software licensing? 6 Software Licensing • All COTS and ASP software is licensed • Involves the underlying.. • Intellectual property rights • Copyright • Trademark • Trade secrets • Also involves traditional contract law, including Uniform Commercial Code (UCC) • You don’t buy software • You buy a license to use the software • Licensed to protect the vendor’s property rights 7 Communication and Collaboration • Communication and collaboration systems or services enable organizations to facilitate an individual’s ability to participate in tasks, share organizational knowledge, or interact with individuals beyond the organization, such as customers. • Due to the convergence of communication technologies, many systems or services possess a blend of characteristics such as messaging, conferencing, and communication- centric applications. 8 Communication and Collaboration System Types • Media Type—What kind of data is being communicated (e.g., discrete vs. continuous, its format, etc.)? • Participation—Are the senders and receivers users or applications, and are they individuals or groups? • Immediacy—Is the communication synchronous (where information is received at the same time as, or veIT Management Part 2 Information Systems Organization 2 • Discuss IT project outsourcing and offshoring, the differences between them, and planning a project around them • Discuss IT disaster recovery and risk mitigation • Discuss IT business continuity planning Learning Objectives 3 • Most software including middleware and applications, is more likely to be purchased or licensed. • In addition to COTS (commercial off-the-shelf) software, organizations are increasingly using open source (primarily with support contracts) and software-as-a-service. Outsourcing IT Development 4 • Configuration and Customization • Requires a significant amount of development, especially for large systems such as SAP, and/or in cases where a companys requirements dont quite match a packages capabilities. • System, Data and Business Process Integration • Made easier by the adoption of service-oriented architectures (SOAs), enterprise service buses (ESBs), and other enterprise integration tools. • User-Facing Systems • Development of e-commerce sites and portals/dashboards for employees, suppliers and partners. • Security, Availability, Privacy, and Compliance • Implementation of controls, countermeasures, and disaster recovery architectures and processes. Outsourcing IT Development Cont 5 Why Outsource? 6 • COTS contracts are certainly simpler. • With COTS theres no development structure or process, and no intermediate deliverables. • Acceptance and post-delivery terms are largely dictated by the vendor—which changes the process to one of due diligence. In any case, COTS and outsourcing are not mutually exclusive. • An issue that can be both important, and hard to judge, is whether the product will evolve to meet the buyers evolving needs. • Vendors sometimes have buyers councils or similar mechanisms, but it can be hard to really influence or even know, in advance, what future releases of a product will contain. • COTS systems also have their own set of security issues. Software products may include back doors and other security flaws, which may be difficult to identify, especially if the source code is not available. Contracts Outsourcing vs. COTS 7 • Outsourcing IT development, organizations also outsource IT services and functions using hosting companies, the following services are available: • Application Service Providers (ASPs) • Software as a Service (SaaS) vendors • Infrastructure as a Service (IaaS) • General IT outsourcing vendors such as EDS and Accenture. Outsourcing IT Service 8 • Service Level Agreements (SLAs) ensure that hosting companies, ASPs, and SaaS vendors provide service that meets their requirements. These agreements typically include: • Service Guarantees, such as pct availability, maximum downtime allowed, response time, # of simultaneous connections, etc., along with agreements how these are to be measured • Problem Response Guarantees, such aIT Strategy and Management Foundations of Information Systems in Business Lecture Objectives • Understand the concept of a system • Understand why information systems are important for us • Understand the purpose of business models and their sub- models • Understand information systems can support an organization with: • Business processes • Managerial decision making • Strategies for competitive advantage • Identify and understand challenges in ethical development and in the use of information technology 2 Information Systems 3 • Business challenges are SOLVED through information systems by BUILDING business solutions • Driven by Management, using Information Technology improving the Organization Information System Drivers 4 Information Systems and Organizations •Global organizations need to be tightly bound and knowledge sharing is imperative •Exponentially increasing productivity expectations •Knowledge has become the key asset to organizations •Continuous information accessibility 5 Information System Structure 6 • Typically, the framework of an information system is data collection (input), transforming that data into information (process) and then reporting or displaying that information in some useful format (output). • For example, Google is a global information system which collects massive amounts of data, transforms it into useable information and provides that information in many different useful formats. Functions of Information Systems 7 Business Model • A business model is a conceptual framework, describing the way in which a business makes money. It can be subdivided into four sub-models; market, operational, financial, and competitive. • How does an organization like Google make money when they constantly give things away for free? 8 Common Business Models • Manufacturer • Razor and Blades • Retail • Catalog • Consignment • Distributor • Build-to-Order – Just in Time 9 Technology focused Business Models • Cloud Computing • The notion of leasing/selling infrastructure and computing power on a on demand basis • Software As A Service • The notion of leasing/selling software on an on-demand basis 10 Global Information Systems •Use Internet technologies to empower… • Business processes • Electronic commerce • Collaboration within a company • Collaboration with customers, suppliers, and other business stakeholders •In essence, an online exchange of value 11 Global Information System Uses •Reengineering • Internal business processes •Enterprise collaboration systems • Support communications, coordination and coordination among teams and work groups •Electronic commerce • Buying, selling, marketing, and servicing of products and services over networks 12 Types of Information Systems • Operations Support Systems • Efficiently process business transactions • Control industrial processes • SuppoExpanding in new markets [Document subtitle] Table of Contents Introduction 2 Assumptions: 2 Software as a Service model: 2 1. Advantages of SAAS model: 2 2. Disadvantages of SAAS model: 2 Section 1: System transition and rollout: 2 Part A: Planning at initial level: 3 i. Feasibility Study and the scope of Project: 3 ii. Deliverables of the project: 3 iii. Stakeholders identification: 3 iv. Develop Business Case: 3 Part B: System level planning 3 Part C: Approach at implementation level: 4 i. Defining the strategy: 4 ii. Making the selection: 4 iii. Deployment: 4 iv. Management and control: 4 How the SAAS model impacts management, culture, and other operational aspects of the organization: 4 Strengths, Weaknesses, Opportunities, Threats Analysis: 4 Section 2: Globalization and balancing of resources: 5 CIOs recommendations: 5 Offshoring: 5 Section 3: Recovery of disaster: 5 Risks facing the business: 6 Section 4: Continuity in business: 6 BCP investments and plans: 6 DR versus BCP 7 Conclusion: 7 References 8 Introduction The EducateUS Corporation is a top American supplier of academic content. EducateUS solely employs Americans. EducateUS must reduce manufacturing costs, expand internationally, and increase revenues in order to build its software platform. Creating a model is an expensive endeavor. It is maintained by the on-site IT personnel. DVDs, CDs, and downloads are all common methods of distributing educational information. As a result of the high costs of running the business, clients are skeptical of the assistance they receive. The current on-premise structure is hindered by the need to maintain internal server infrastructure, software licenses, integration capabilities, and IT staff to handle any difficulties. Consider how much time and money a corporation has to spend on repairs when anything goes wrong. It takes time, money, and resources to create new settings. They may have to invest in additional gear and software in order to grow. Assumptions: The company sells nationally but is exploring expanding global. The organization must globalize to accommodate a new SaaS model, build a contingency and disaster recovery strategy, and realize it cant expand with its current infrastructure. On-premises application support was an issue for EducateUS due to IT worker shortages. Software as a Service model: SAAS gives EducateUS access to cloud-based applications. Instead of installing the program locally, they can use the web or an API. The app stores and evaluates their data. The supplier installs, manages, and upgrades software. Businesses no longer need to buy, provision, and maintain hardware or pay for software licensing, installation, and support. Enterprises no longer have to worry about installing and maintaining software on their computers and data centers. EducateUS uses TCO reduction, the major benefit driving SAAS adoption (P Huijie, 2022). 1. Advantages of SAAS model: i. EducateUS uses a vendors constructed,M-Commerse [Document subtitle] Table of Contents Introduction 1 Assumptions 1 SECTION 1: M-COMMERCE STRATEGY 1 a. Simplify User Experience 2 b. Expansion in new market 2 c. Drive Profitability 2 SECTION 2: IMPACT ON IT INFRASTRUCTURE/OPERATIONS. 3 a. Business Workflow 3 b. Culture Changes 3 c. Management Structure 3 d. Other Aspects. 4 SECTION 3: ONLINE REPUTATION 4 a. Advertising and Mobile Strategies 4 b. Management of Mobile-Review 4 c. Other Aspects. 4 d. M-commerce Disadvantages 5 Conclusion 5 References 5 Introduction OliverBrown Corporation is an Australian coffee business. The firm sells hot and cold beverages, tea, coffee, pastries, and snacks. It was founded in 2010 and uses m-commerce to expand. OliverBrown assures high-quality coffee and interacts with customers and communities to do business responsibly. The companys headquarters are in Australia, where the founders started. The companys revenues have stagnated, which is depressing. The company wants to grow sales and profits without opening new stores. OliverBrown realised that by expanding m-commerce, the company might grow sales and become a market leader in the future year. OliverBrown must know the benefits and downsides of new mobile touchpoints, as well as how other firms are using them, to stay competitive. Assumptions OliverBrown has 1100 sites. The company sells nationally but is exploring expanding global. The companys e-commerce website isnt mobile-friendly. SECTION 1: M-COMMERCE STRATEGY M-commerce is a subcategory of e-commerce. Mobile e-commerce is 1/3. It lets you hold hundreds or millions of retail businesses. Mobile users may pay bills, shop, discover stores, and read product reviews. 57\% of American customers used a mobile shopping app to research a product or service, according to a February 2019 poll. Mobile commerce allows users to pay bills, buy and trade goods and services, book trip tickets, and more via a mobile smartphone. Customers can use these gadgets to track their order or study unfamiliar businesses. 57\% of American customers used a mobile shopping app to research a product or service, according to a February 2019 poll. (contributor, n.d.) a. Simplify User Experience OliverBrown customers want readability and easy navigation in m-commerce. Local companies should be easy to find, and the design should be straightforward. New users must be able to swipe to navigate the app. Use high-quality fonts and large app buttons. Instead of giving customers more of what they currently receive from desktop browsers—constant updates on the newest trends, customer loyalty discounts that display on the screen to urge them to place instant orders—m-commerce should offer them novel and intriguing experiences. The search function should be flawless. A good mobile app must have a versatile search capability or search button so users can buy quickly without waiting in line. Users should quickly take their orders and leave the store. OliverBrown Technology Working Togather [Document subtitle] Table of Contents Section 1 - Introduction: 3 Section 2 - Competitive advantage: 3 Section 3 - Software as a Service (SaaS): 3 Section 4 - Big Data: 4 Section 5 - Mobile communication: 5 Section 6 - Communication and Collaboration Systems: 6 Section 7 - Communication using social media: 7 Section 8 - Augmented reality: 8 Section 9 - Competitive distinction: 9 Section 10 – Conclusion: 9 References 9 Table of Figures Figure 1 - SaaS vs Traditional Software 3 Figure 2 - Big Data 4 Figure 3 - Mobile Communication 5 Figure 4 - Communication and Collaboration Systems 6 Figure 5 - Communication Platforms 7 Figure 6 - Augmented Reality 8 Technology Working Together Section 1 - Introduction: As the IT director of ITUniversity.com, we strive to use the most cutting-edge technology for our educational services for the training purposes. In order to prepare our trainees for a better and faster career, it is essential to offer them the most recent and advanced technology. We have helped several young people to develop their skill set, as we are all aware, with training in advertising, tuition financing advice, hands-on training locations, online education, and placements, one can get a greater chance of employment. Section 2 - Competitive advantage: Despite the present notion that there may be large unemployment levels in our region, we still believe there is a strong demand for the service providers for which we train our customers. If not right now, we forecast that employment will rise at a record rate in the months to come. The market has consistently required our services since both our institutional workers and knowledgeable freelancers have done successfully in the past. We still need to upgrade our processes to take advantage of these improvements even if there have been considerable technical advancements in recent years if we are to continue growing and be able to meet the predicted rise in demand. We must adjust to certain basic business concerns with the six technologies that are further explored in this recommended material. i. As significant assets, our customers and workers require ongoing investment on our part. ii. Because our employees and our trainee clients work side by side, it is essential to have an excellent communication system. Engagement among customers and employees often increases sales and profit. iii. Newcomers surely find the job market to be challenging, thus they would want to take advantage of this chance to seek vocational training in order to be better prepared for work. iv. Given the cyclical nature of job possibilities in the current environment, skill development must go swiftly. A candidate who has received the appropriate instruction and preparation is likely to be given a task or position. v. Training must be flexible because many trainee customers will The Edge.com [Document subtitle] Table of Contents Section 1- Introduction: 3 Section 2 - How multiple technologies interact together: 3 Section 3 - Cloud Computing: 3 1. The competitive benefits of cloud computing: 4 2.The operational Benefits of Cloud Computing: 4 Section 4: BIG DATA 5 1. Competitive Advantages of Big Data: 6 2. The operational benefits of big data: 6 Section 5: Business process management and workflow 6 1. Competitive benefits of workflow and business process management: 7 2. Workflow and business process managements operational advantages: 8 Section 6: Customer Relationship Management (CRM) Systems 8 1. Competitive Advantages of CRM: 9 2. The operational advantages of CRM: 9 Section 7: Conclusion 10 References 10 Table of Figures Figure 1 - SaaS 3 Figure 2 - Cloud Computing 4 Figure 3 - Big data 5 Figure 4 - Workflow management 6 Figure 5 - Customer relationship Management 7 Section 1- Introduction: TheEdge.com company makes use of IoT technology to provide products for temperature control, intelligent lighting, and home security. TheEdge.coms technology enables customers to see who has entered and left their home based on user-specific criteria. They may be found online and in many different physical venues (i.e., Best Buy, Target, Walmart). In addition to its US headquarters, the company also maintains operations in Russia, China, and India. It has strong ties to other vendors in the eco-system, including as Google, Amazon, Blink, and Phillips. Through the companys online and mobile shopping channels, customers may make purchases directly from the business. The technical experts at TheEdge.com have more than five years of combined experience working with the largest retailers in the nation on the business side of connected devices. The firm is passionate about making customers lives safer, more convenient, and connected in order to provide them more peace of mind. Customers looking for services that connect their whole home or who want more security and safety TheEdge.com Company provides the services and products required to achieve those goals. Section 2 - How multiple technologies interact together: TheEdge.com business processes need a workflow process in order to be effective, have a deeper understanding of how a process is operating, assess if the organization is meeting deadlines on time, discover recurring activities, and automate them. Well look at the importance of workflow automation in the era of the Internet of Things. Massive amounts of data must be collected in order to use big data. Using the software as a service model, cloud computing provides the storage place from which the data is obtained for processing. It is a CRM system that uses the cloud and is remotely hosted and maintains user data other than where customers are. Any suitable device, such a computer, laptop, tablet, phone, or other, may access datQ2 You are head of IT for a chain of department stores called ManyGoods. ManyGoods management has decided to take head-on the competition from online vendors. They are rolling out a new business strategy they are calling BrickMatch, which is to match any online offer in their stores. This new business strategy aims to leverage the advantage of touch-and-feel goods and immediate possession by customers. Here are some characteristics of the ManyGoods chain. 1. A competitor to Target and Walmart 2. 80 stores 3. thousands of employees 4. anticipates growing 5. consoles throughout the store with Internet access 6. partnering with specialty stores, providing them space – e.g., bookstores 7. free home delivery of out-of-stock items 8. loyalty program for frequent buyers 9. national campaign advertising BrickMatch 10. in-store, limited time specials 11. preparation for loss-leader response (i.e., online vendors likely to respond by using deep pockets to sell attractive items at a loss) Where feasible and relevant, account for and emphasize these characteristics in your responses, and state any additional assumptions about ManyGoods and BrickMatch that you make. Explain whether and how ManyGoods can effectively use outsourcing or offshoring to support their new BrickMatch business strategy. Discuss both business and IT aspects but emphasize IT aspects. Q3) You are head of IT for a chain of department stores called ManyGoods. ManyGoods management has decided to take head-on the competition from online vendors. They are rolling out a new business strategy they are calling BrickMatch, which is to match any online offer in their stores. This new business strategy aims to leverage the advantage of touch-and-feel goods and immediate possession by customers. Here are some characteristics of the ManyGoods chain. 1. A competitor to Target and Walmart 2. 80 stores 3. thousands of employees 4. anticipates growing 5. consoles throughout the store with Internet access 6. partnering with specialty stores, providing them space – e.g., bookstores 7. free home delivery of out-of-stock items 8. loyalty program for frequent buyers 9. national campaign advertising BrickMatch 10. in-store, limited time specials 11. preparation for loss-leader response (i.e., online vendors likely to respond by using deep pockets to sell attractive items at a loss) Where feasible and relevant, account for and emphasize these characteristics in your responses, and state any additional assumptions about ManyGoods and BrickMatch that you make. Explain whether and how ManyGoods can effectively use enterprise resource planning to support their new BrickMatch business strategy. Discuss both business and IT aspects but emphasize IT aspects. Q4) You are a CIO for very large organization called SupportForce which sells a SaaS CRM (customer relationship management) to their consumers. Their consumers are other typically other businesses across all industries. All of the SaaS CRM offerin