Electronic Business Systems and Electronic Commerce Systems

DASAR SISTEM

INFORMASI

Dosen Pengampu : KARTINI S.Kom.,MMSI

Electronic Business

Systems and Electronic Commerce Systems

DASAR SISTEM

INFORMASI

Pert.13 :

• _{Cross-functional Enterprise Systems,}

• _{Functional Business Systems, ethical}

and Legal Issues in E-Bussines

• _{Cross-functional Systems}

• _{Mobile computing and mobile}

commerce, and electronic Payment

Learning Objectives

1. Identify the following

cross-functional enterprise systems, and give examples of how they can

provide signifcant business value to a company:

a. Enterprise resource planning

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Learning Objectives

2. Give examples of how Internet and other information technologies

support business processes within the business functions of

accounting, fnance, human

resource management, marketing, and production and operations

management.

Case 1: Hilton Hotels Corporation

Data-Driven Hospitality

• _{OnQ the IT piece of a “customers}

really matter” strategy

• _{Goal to}

– _{Build customer loyalty} – _{More revenue per visit}

Case Study Questions

1. What are the benefts and

drawbacks of the OnQ system at Hilton?

2. What does Hilton have to do to create a competitive advantage

through OnQ? Provide some specifc examples.

Real World Internet Activity

1. The concept of customer

relationship management is rooted in the idea that more information about a customer will ultimately result in better service to the

customer. Using the Internet,

Real World Group Activity

• _{CRM raises issues of invasion of}

privacy since conclusions can be

drawn about a customer’s behavior from the data commonly collected. In small groups,

– _{Discuss these potential privacy issues.} – _{How can an organization meet the}

needs of serving its customers while

Cross-functional Systems

• _{Cross the boundaries of traditional}

business functions

• _{In order to reengineer and improve}

Customer Relationship

Management (CRM)

• _{CRM uses technology to}

– _{Create a cross-functional enterprise}

system

– _{That integrates and automates many of}

the processes in sales, marketing and customer service that interact with

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CRM applications

• _{Contract and Account Management}

– _{Helps sales, marketing and service}

professionals

– _{Capture and track data about past and}

planned contacts with customers and prospects

• _Sales

– _{Provides sales reps with software tools}

and data they need to support and manage sales activities

CRM applications

• _{Marketing and Fulfllment}

– _{Help marketing professionals accomplish}

direct marketing campaigns by tasks such as

– _{Qualifying leads for targeted marketing}

CRM applications

• _{Customer Service and Support}

– _{Provides sales reps with software tools}

and database access to customer

database shared by sales and marketing professions

– _{Helps create, assign and manage}

requests for service

– _{Call center software routes calls to}

CRM applications

• _{Retention and Loyalty Programs}

– _{Try to help a company identify, reward,}

and market to their most loyal and proftable customers

– _{Data mining tools and analytical}

software

CRM benefts

• _{Identify and target best customers}

• _{Real-time customization and}

personalization of products and services

• _{Track when a customer contacts a}

company

• _{Provide consistent customer}

Reasons for CRM failures

• _{Lack of understanding and}

preparation

• _{Rely on application to solve a}

problem without frst changing the business processes

• _{Business stakeholders not}

Enterprise Resource Planning

(ERP)

• _{Cross-functional enterprise system}

– _{with an integrated suite of software}

modules

– _{that support the basic internal business}

Business benefts of ERP

• _{Quality and efciency}

• _{Decreased costs}

• _{Decision support}

Causes of ERP failure

• _{Underestimating the complexity of}

planning, development and training

• _{Failure to involve afected employees in}

planning and development

• _{Trying to do too much too fast}

• _{Insufcient training in new work tasks}

• _{Failure to do enough data conversion}

and testing

Supply Chain Management

(SCM)

• _{A cross-functional interenterprise}

system

• _{To help support and manage the links}

between a company’s key business processes

• _{And those of its suppliers, customers}

SCM goal

• _{Fast, efcient, low-cost network of}

business relationships or supply

chain to get a company’s products from concept to market

• _{A supply chain:}

– _{Interrelationships with suppliers,}

customers, distributors, and other

Electronic Data Interchange

(EDI)

• _EDI:

– _{The electronic exchange of business}

transactions

Causes of problems in SCM

• _{Lack of proper demand-planning}

knowledge, tools and guidelines

• _{Inaccurate or overoptimistic demand}

forecasts

• _{Inaccurate production, inventory, and}

other data

• _{Lack of adequate collaboration within}

the company and between partners

Enterprise Application Integration

(EAI)

• _{EAI connects cross-functional systems}

• _{Serves as middleware to}

• _{Provide data conversion}

Enterprise Collaboration

Systems (ECS)

• _ECS

– _{Cross-functional IS that enhance}

communication, coordination and

ECS Goals

• _{Communicate: share information}

with each other

• _{Coordinate: coordinate individual}

work eforts and use of resources with each other

• _{Collaborate: work together}

Case 2: The Business Case for

EAI

• _{EAI involves using software to}

connect a variety of applications into a cohesive unit

• _{Helps enterprises align systems more}

closely with business processes

• _{Expect to spend $200,000 -}

$400,000 on an EAI project

• _{EAI is costly and complex}

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Case Study Questions

1. Why has EAI recently “become a critical part of the IT strategy at many organizations,” and a

high-ranking project of top IT executives? Use Baxter International, GE Power and Corporate Express as examples. 2. What is the major diference in the

business value of the EAI projects at Baxter International, GE Power and Corporate Express?

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Real World Internet Activity

1. Integrating applications at the

enterprise level, while desirable, is often associated with many

signifcant challenges to the

organization. Using the Internet,

– _{See if you can fnd examples of other}

companies that have found ways to

meet these challenges and successfully integrate their applications on an

enterprise level.

Real World Group Activity

2. One of the challenges associated with application integration on an enterprise level is determining

which applications to integrate and which to leave as is. In small

groups,

– _{Discuss how an organization should}

Functional Business Systems

• _{A variety of information systems}

(transaction processing,

management information systems, decision support, etc.)

• _{That support the business functions}

of

– _{Accounting, fnance, marketing,}

Interactive marketing

• Interactive marketing:

– _{A customer-focused marketing process} – _{Using the Internet, intranets, and}

extranets

– _{To establish two-transactions}

– _{Between a company and its customers or}

potential customers

• Goal:

Targeted Marketing

• _{An advertising and promotion}

Targeted Marketing Components

• _{Community – customize advertising to} appeal to people of specifc virtual

communities

• _{Content – advertising placed on a variety of} selected websites aimed at a specifc

audience

• _{Context – advertising placed on web pages} that are relevant to the content of a product or service

• _{Demographic/Psychographic – web}

Sales Force Automation

• _{Outft sales force with notebook}

computers, web browsers and sales contract management software

• _{Connect them to marketing websites}

and company intranet

• _Goal:

– _{Increase personal productivity}

– _{Speeds up capture and analysis of sales}

Manufacturing Information

Systems

• _{Support the production/operations}

function

• _{Includes all activities concerned with}

CIM Objectives

• _{Simplify production processes, product}

designs, and factory organization as a vital foundation to automation and integration • _{Automate production processes and the}

business functions that support them with computers, machines, and robots

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CIM Systems

• _{Computer-aided manufacturing}

(CAM) - automate the production process

• _{Manufacturing execution systems}

(MES) – performance monitoring

information systems for factory foor operations

• _{Process Control – control ongoing}

physical processes

Human Resource Management

(HRM)

• _{Information systems designed to}

support

– _{Planning to meet the personnel needs of}

the business

– _{Development of employees to their full}

potential

HRM and the Internet

• _{Recruiting employees using the}

corporate website and commercial recruiting services

• _{Posting messages in selected}

Internet newsgroups

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HRM and Corporate Intranets

• _{Process common HRM applications}

• _{Allow HRM department to provide}

around-the-clock services

• _{Disseminate valuable information}

faster than through previous company channels

• _{Collect information from employees}

online

• _{Allow managers and other}

Employee Self-Service (ESS)

• _{Intranet applications that allow}

employees to

– _{View benefts}

– _{Enter travel and expense reports} – _{Verify employment and salary}

information

Accounting Information Systems

• _{Record and report the fow of funds}

through an organization

• _{Produce fnancial statements}

Six essential Accounting Information

Systems

• _{Order Processing – Captures and processes} customer orders and produces data for

inventory control and accounts receivable • _{Inventory Control – Processes data}

refecting changes in inventory and

provides shipping and reorder information • _{Accounts Receivable – Records amounts}

owed by customers and produces

Six essential Accounting Information

Systems

• _{Accounts Payable – Records}

purchases from, amounts owed to, and payments to suppliers, and

produces cash management reports

• _{Payroll – Records employee work and}

compensation data and produces paychecks and other payroll

documents and reports

• _{General Ledger – Consolidates data}

Financial Management Systems

• _{Support business managers and}

professionals in decisions concerning

– _{The fnancing of a business}

– _{The allocation and control of fnancial}

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Case 3: Improving Supply-Chain

Results

• _{Supply chains are a kludge of systems}

including

– _{Internally: manufacturing, warehousing,}

inventory control, planning, shipping, and logistics

– _{Relationships with suppliers and}

partners

– _{Increasing dependence on the input of}

customers

• _{Companies are replacing this kludge with}

state-of-the-art software

Case Study Questions

1. What is the business value of SCM systems for Brunswick and

Whirlpool?

2. Does the business value of SCM

depend upon what type of business a company is in? Explain.

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Real World Internet Activity

1. Supply chain management involves more than simply automating and

networking all of the participants and stakeholders. Often the frst step is to rationalize the various steps in the

supply chain to determine their necessity. Using the Internet,

– _{See if you can fnd examples of other}

companies that have reengineered their supply chains by frst looking at the

Real World Group Activity

• When supply chain relationships are reviewed for streamlining, longtime supply chain partners may no longer be viable. Then the organization must decide between:

– preserving a longstanding relationship with a

supply chain partner and sacrifcing the benefts of a more rational process,

– or terminating a longtime relationship in favor of a more benefcial supply chain.

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