MGMT 171 Information Technology Strategy · 8 Business Models 9 Business Models 10 Business Models 11 Technology Challenges 12 Influence of Social Media on Businesses 13 Value Creation

MGMT171InformationTechnology

StrategyBusinessModelsandInnovation

ErikRolland,Ph.D.1© E. Rolland, 2016

YourProfessor

Dr.ErikRollandProfessor,ManagementTheErnst&JulioGalloManagementProgram,andSchoolofEngineeringSSM206BUniversityofCaliforniaMerced,CA95340,USA

8:[email protected]© E. Rolland, 2016 2

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InternetUsers





CourseDescription&Objectives:

• Introducetheessentialconceptsofinformationtechnology,Internettechnology andtheirapplicationincommerce.Thecourseswilldiscusstherelationshipbetweeninformationtechnologyandmanagement,thestrategies forchangingandstrengtheningthecompetitiveness oftheenterprisesbyinformationtechnologyandelectronic-commerce,themanagerialfunctionsoftheinformationtechnology,methodsforsystematicdevelopmentofbusinessmodels,andrestructuring oftheenterprises.


LEARNINGOBJECTIVES(whatIwilldo)

• Introducestudentstoe-commerce,anddiscusshowchangingtechnologiesandmarketsarecreatinguncharteredterritoryforstrategicdecisionsinanorganization.

• Introducestudentstotechnologychanges,andtheconceptoftechnologydisruption.

• DemonstratehowITandIScreatebusinessvaluefortheorganization,anddiscusswherevaluecomesfrom,andhowtodocumentvalue.

• Discussthepromisesofnewtechnologiesandelectroniccommerce.

• Introducestudentstobusinessmodels.• Discussthevariouscomponentsofbusinessmodels.• Introducebusinessmodelsasastrategictool.


LEARNINGOUTCOMES(Studentswillbeableto):• Understandhowtechnologycreatesstrategicopportunitiesfororganizations

• Understandtechnologydisruption,andassociatedmodels.

• Understandvaluecreation,valuestatements,andvaluecurves.

• Understandbusinessmodels,andthevariousimportantcomponentsofthese

• Understandhowtostrategicallychangebusinessmodelsusingtechnologyinnovations.

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Objectives1. Discussadministrativecourseissues2. IllustrativeCases3. Discussthecourseschedule4. Formgroups

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Challenges&Failures?

http://www.forbes.com/sites/larrydownes/2012/01/02/why-best-buy-is-going-out-of-business-gradually/2/ 12© E. Rolland, 2016

Innovation

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ElectricityinruralKenya

Source: http://www.nytimes.com/2010/12/25/science/earth/25fossil.html?_r=1

14© E. Rolland, 2016

GoogleEarth


Source: http://latimesblogs.latimes.com/washington/2010/12/billy-the-kid-bill-richardson-pardon.html 16© E. Rolland, 2016


CourseMaterials• Required Readings:

– LectureNotes,includingreferences– Articles(journals,reports,news):seeZotero

• RecommendedReading:– Osterwalder,A.,&Pigneur,Y.(2010).BusinessModelGeneration:AHandbookforVisionaries,GameChangers,andChallengers.JohnWiley&Sons.

• WewillutilizeasharedZotero librarywhereyoucanfindthearticlesweuse:(zotero.org)– MGMT171-SP16

• OthermaterialsmaybeavailableelectronicallyviatheclasswebsiteortheLibrary

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Responsibilities• Youareexpectedtohavereadcarefullytheassignedreadingspriortocomingtoclass(andIencourageyoutodiscussitwithclassmates);mostoftheclasstimewillbedevotedtothediscussionofapplicationsandextensionsofthereadingmaterial.

• Itisexpectedthatyoureviewthelecturenotes,andbringaprintedcopytoclass.

• Youmustalsosubmitanyassignedhomeworktimelyasindicatedinthevariousassignments.

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Assignments• Youareexpectedtocompleteallassignments. Itisunlikelythatyou

willobtainapassinggradewithoutallassignmentscompleted.• Youareresponsiblefordocumentingallyourassignments. Thatis,

youneedtocollectALLofyour GRADEDassignments. Youwillneedtopresentthesetoyourprofessorincaseyouhaveagradedispute.Itisgenerallyagoodideatosave hardcopiesand/orelectroniccopiesofallyourwork.

• AllhomeworkmustbeTYPED,andfiguresorgraphsmustbedevelopedusingcomputer-basedtools(suchasExcel,PowerPoint,andothertools),andsubmittedinPDFformatifnothingelseisnotedonthehomework.

• AssignmentsareONLYdueafterhavingbeenassignedinclass.• Allassignmentsmustbeturnedinbythespecifiedtimeand

date. Nocreditwillbegivenotherwise.

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ExamsandQuizzes

• TopassthisclassyoumusttakeALLclassexams.• Nomakeupexamswillbearranged,sopleasemakesurethatyousetasidetimeforexamsasindicatedbythecourseschedule.

• Quizzeswillbegiveninclass(unannounced)orasapreparationforclass. Nocreditswillbegivenifyouarenotpresentduringthequiz,ordon’ttakethequizintheallottedtime.

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Attendance• ClassattendanceisMANDATORY.• DoNOTexpecttocollectcreditforworkperformedduringaclassifyouarenotpresent.

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GRADINGPOLICY

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• Midterm: 30%• FinalProject: 30%• Quizzes: 5%• Assignments: 25%• Participation: 10%

Notes:• Nomakeupexamswillbearranged.• Quizzesmayhavetobecompletedinpreparationforclass(announcedonline)

andduringclass(unannounced).• Eachassignmentisdueatthebeginningofclass.• Nocreditwillbegivenforlatework(noexceptions!).• Thegradesarecurved,withanaveragegradelessthanorequalto3.4.

Let’sgetacquainted!• Mybackground• Yourbackground• Yourexpectationsaka…• Whatdowantoutofthisclass

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Aboutyou…• Name• Major/interests/etc.• Somethinginterestingthatno-oneknowsaboutyou!

• Whatyouwouldliketolearnfromthiscourse?

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GroupFormation

• Assignedbyprofessor• Changesasneeded,but…• MaximumXstudentspergroup(Xwillbedisclosedinclass)

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GroupFormation

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Case• https://www.youtube.com/watch?v=-C_jPcUkVrM

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Case:GoPro• StockPrice:

– Lost90%ofitsvalue– Earningspershareof$0.03

• Pricingishighcomparedtocompetition:– Polaroid'sCube$99–Garmin

• VirtualReality?– 360degreefilm:$3,000– Competitors:$499(Kodak)

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Case:GoPro

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Whataretheissues?

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Course Overview

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TechnologyDisruption

MarketConditions

Competition

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COURSESCHEDULE

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Date Topic1 1/22/16 Introduction to the class2 1/29/16 Tech Enterprises & Market Opportunity Analysis3 Market Opportunity Analysis4 2/5/16 Internet Technologies5 Disruptive Technologies6 Promises and Failures78 Business Models9 Business Models10 Business Models11 Technology Challenges12 Influence of Social Media on Businesses13 Value Creation & Innovation14 Product Positioning Strategy15 Value Configuration16 Knowledge Management17 Case: New High-Tech Entrepreneurship18 3/18/16 Midterm Exam19 Review of midterm and other items20 Value Configuration (Strategy slides)21 Firm & Industry Structures (Strategy Slides)22 Knowledge Management23 Knowledge Management24 The Mobile and Social Revolution25 The Mobile and Social Revolution26 The Mobile and Social Revolution27 Channels, Fulfillment28 Segmentation2930 Presentations31 5/12/16 FINAL EXAM (Project Presentations)

Note: This schedule is tentative, preliminary, and subject to change----- = Topic continues through next lecture, or makeup from earlier

SomeAnlyses• http://www.fool.com/investing/general/2016/01/22/gopro-incs-3-biggest-missed-opportunities.aspx

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GroupWork#1Task#1:• Establisheffectivegroupcommunications:

– Identifycollaborationtools(examples:GoogleDocs,Skype),andcreateaccounts.– Identifygoodtimesforgroupmeetings,orsetupsharedcalendars(possibly2-3timesweekly).– Sharegroupmembers’phonenumbers,e-mail,instantmessagingandSkypenames,schedules,etc.

• Readthereadingsassignments(seeendoflecturenotes)

Task#2:• Whatarethepressingissues forGoPro?• HowcanGoPro solvetheirproblems?• Istheirbusiness modelrightforthem?Ifnot,whataretheproblems?

Whattoturnin:

• Abriefreport(PPT,max6pages)withalltheinformationrequestedinTask#2above.Bepreparedtopresentthisinclass.

Duedate:• Thebeginningofnextclass

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Summary

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1. Administrativecourseissuesandexpectations

2. Courseschedule&topics3. Groupformation

RelatedReadings1. “ThisOne-TrickPonyIsAnImmediate'Sell’”[Online]Accessed:21-Jan-2016from

http://m.nasdaq.com/article/this-one-trick-pony-is-an-immediate-sell-cm5678142. “Afailureoffocus:LessonsfromKodak.”[Online].Available:

http://thinkbusiness.nus.edu/articles/item/6-kodak.[Accessed:21-Jan-2013].3. “BarrierstoChange:TheRealReasonBehindtheKodakDownfall- Forbes,”Forbes.

[Online].Available:http://www.forbes.com/sites/johnkotter/2012/05/02/barriers-to-change-the-real-reason-behind-the-kodak-downfall/. [Accessed:21-Jan-2013].

4. “HowKodakFailed- Forbes,”Forbes.[Online].Available:http://www.forbes.com/sites/chunkamui/2012/01/18/how-kodak-failed/.[Accessed:21-Jan-2013].

5. “WhatExactlyisaBusinessModel?|TechCrunch.” [Online].Available:http://techcrunch.com/2011/01/08/business-models-and-teenage-sex/.[Accessed:21-Jan-2013].

6. “WhyBestBuyisGoingoutofBusiness...Gradually- Forbes.”[Online].Available:http://www.forbes.com/sites/larrydownes/2012/01/02/why-best-buy-is-going-out-of-business-gradually/.[Accessed:21-Jan-2013].

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Documents

MGMT 171 Information Technology Strategy · 8 Business Models 9 Business Models 10 Business Models 11 Technology Challenges 12 Influence of Social Media on Businesses 13 Value Creation