Business model exemples
- Nespresso
- Skype
Nespresso
- Value proposition : possibilité d’avoir café à la maison
- Customer segment : café à la maison, café au travail
- Channels : on peut les commander par courrier, téléphone, en ligne
- Relation client : on doit faire partie du club pour acheter
- Revenus : machines et capsules vendues
- Ressources : Usines à capsules, gérer le club, brevets
- Activités clés : livraison de capsules, marketing, fabrication capsules
- Partenaires : fabricants de machines
Skype
- VP : free VOIP & video calling, cheap phone calls
- CS : SME businesses, mass customers globally
- CH : skype.com, Logitech (partenaire)
- CR : mass customization
- RE : skype out, free, hardware sales
- KR : Software developers, software
- KA : fraud management, software development
- KP : payment providers, Logitech, telco partners
- CO : software development, complaint management
2 IS perspectives
1) Functional perspective (Silo)
Systèmes très personnalisés. Un pour la compta, un pour la vente, marketing… Chaque système a sa propre hiérarchie interne.
Middleware : ponts qui permettent de relier différents systèmes entre eux.
Chaque département passe sa portion du processus au département suivant lorsqu’il a fini.
Avantages
- Optimisation de l’expertise
Désavantages
- Information redondante (ex : adresse client dans tous les systèmes)
- Territorial, non-partage des infos
- Communication difficile
2 IS perspectives
2) Business Process Perspective
Plusieurs départements peuvent discuter sur un business process. Ex : la vente d’un produit particulier
Avantages
- Pas d’info redondante
- Bonne communication
- Flexible
- Pas territorial
- Chaque projet a un début et une fin, inputs and outputs
=> order fulfillment process
- What does an ERP do?
- How does an ERP do it?
What?
- Supports coordination and integration of all processes
- Information is shared among the different processes
How?
- Database is unified, central database
- Provides a model and IT applications for the best business practice in industries
Implementation phases of ERP
- Business Process Study
- Configuration and development
- Preparation and tests execution
- Education of the users
- Migration of the data
- Go live!
Benefits and limits of ERP
Benefits (Standardization)
- Adaptation to the business process
- Information integration
- Sharing of the same IS to facilitate communication
- Better management of Ot and costs
- R&D efforts are made by ERP vendors
- Implementation of “Best Practices”
Limits and Risks (Rigidity)
- Too often considered as a technical and not management process
- Customization limitations (pas forcément adapté 100%), on peut changer au début mais après ne bouge plus
- Need to educate the users
- Reliance on the vendor
CRM
Customer Relationship Management Systems
- What is it ?
- Typology
Systèmes permettant de gérer clientèle. Possible ERP ait module CRM. Donne opportunité à l’entreprise de voir la « durée de vie » du client et tout ce qu’il a fait.
- Existing and potential customers
- End-to-end customer care
- Unified of customer view across the company
- Consolidate customer data from multiple sources
Typology
- Operational CRM : Récolte données + agrégation. Journalier. Ex: service client
- Analytical CRM : Analyse des données. Permet de mieux comprendre le client. Performance. Ex : marketing
SCM
Supply Chain Management Systems
and how IS facilitates it
- Integration and coordination of activities involved in the supply chain
- Reduce time, effort, and inventory costs
- Help in procurment of materials, transformation of raw materials into intermediate and finished products
- Help in the distribution to customers
IS facilitates SCM by…
- Deciding when, what to produce, store, and move
- Rapidly communicate orders
- Track status of orders
- Check inventory availability
- Plan production based on actual customer demand
Ex: RFID
Puce permettant d’avoir infos sur le produit livré. Nombre, nature, où ça doit être stocké etc. Economise beaucoup de petites tâches manuelles. Permet de tracker la marchandise à travers le monde.
Gère de la fabrication à la vente. Ex : Walmart
Workflow management
Ex: Process Model (BPMN)
Demande de partir en vacances. Refusé ou validé par manager du département. Si validé, le directeur a décision finale.
Input => output
Certain nombre d’activités faisant avancer le processus.
- Activité : rectangle
- Acteurs : Employé, manager, directeur.
- Evénement : rond
- Décision : losange
Business Process Management
Exercise
Business Process Modeling
Tools for change (2)
Total Quality Management (TQM)
- Uses small incremental changes
- May face less resistance from employees
- May never gain sufficient momentum
Business Process Reengineering (BPR)
- More agressive and radical change management goals
- May create significant resistance in organization
- Can help organization achieve change
Measuring performance
What tools are there?
Measuring performance for improvement. Performance should be derived from strategy. Measure => action.
- Dashboard visuels
- KPI
- Balanced scorecard
KPI
Key Performance Indicator
They are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization.
Balanced scorecard
Definition and perspectives
(QCM 1)
Definition
- A performance measurement framework
- that adds strategic non-financial measures
- to traditional financial metrics
- to give managers a “balanced” view of organizational performance
Perspectives
- Financial : How should we appear to our shareholders ?
- Customer : How should we appear to our customers ? Satisfaction, new ones + garder anciens.
- Internal processes : What business processes must we excel at ? Include all operations within the organisation. Ex: Information Technology, manufacturing, marketing operations such as customer service, procurement and quality processes.
- Learning & growth : How will we sustain our ability to change and improve ? How it learns as it develops over time, learn from mistakes. There must be mechanisms in place to make sure that happen. Growth also includes the way in which it generates leaders for the future and equips employees with the necessary skills and satisfaction.
Balanced scorecard
- Mission
- Vision
- Strategy
- Indicator
…et exercice
- What it is now
- What we want to be
- How to achieve goals
- Quantifiable measurements & targets
