Schlumberger Smart Card Tool

How Information Gives You Competitive Advantage. The information revolution is sweeping through our economy. No company can escape its effects. Dramatic reductions in the cost of obtaining, processing, and transmitting information are changing the way we do business. Most general managers know that the revolution is under way, and few dispute its importance. As more and more of their time and investment capital is absorbed in information technology and its effects, executives have a growing awareness that the technology can no longer be the exclusive territory of EDP or IS departments. As they see their rivals use information for competitive advantage, these executives recognize the need to become directly involved in the management of the new technology. In the face of rapid change, however, they dont know how. This article aims to help general managers respond to the challenges of the information revolution. How will advances in information technology affect competition and the sources of competitive advantage What strategies should a company pursue to exploit the technology What are the implications of actions that competitors may already have takenOf the many opportunities for investment in information technology, which are the most urgent To answer these questions, managers must first understand that information technology is more than just computers. Today, information technology must be conceived of broadly to encompass the information that businesses create and use as well as a wide spectrum of increasingly convergent and linked technologies that process the information. Schlumberger Smart Card Tool' title='Schlumberger Smart Card Tool' />In addition to computers, then, data recognition equipment, communications technologies, factory automation, and other hardware and services are involved. The information revolution is affecting competition in three vital ways It changes industry structure and, in so doing, alters the rules of competition. Schlumberger Smart Card Tool' title='Schlumberger Smart Card Tool' />It creates competitive advantage by giving companies new ways to outperform their rivals. It spawns whole new businesses, often from within a companys existing operations. Bible Explorer 4.0 Download'>Bible Explorer 4.0 Download. We discuss the reasons why information technology has acquired strategic significance and how it is affecting all businesses. We then describe how the new technology changes the nature of competition and how astute companies have exploited this. Finally, we outline a procedure managers can use to assess the role of information technology in their business and to help define investment priorities to turn the technology to their competitive advantage. Schlumberger Smart Card Tool' title='Schlumberger Smart Card Tool' />The information revolution is sweeping through our economy. No company can escape its effects. Dramatic reductions in the cost of obtaining, processing, and. USBclarifyFull. f with MD5. V1. 0 Howerd Oakford www. Displays when a USB device is connected and. Fully automatic realtime SPC data collection and analysis software solutions for manufacturers and shop floor personnel. The easiest SPC to use. Download a free. Get breaking Finance news and the latest business articles from AOL. From stock market news to jobs and real estate, it can all be found here. Strategic Significance Information technology is changing the way companies operate. It is affecting the entire process by which companies create their products. Furthermore, it is reshaping the product itself the entire package of physical goods, services, and information companies provide to create value for their buyers. An important concept that highlights the role of information technology in competition is the value chain. This concept divides a companys activities into the technologically and economically distinct activities it performs to do business. We call these value activities. The value a company creates is measured by the amount that buyers are willing to pay for a product or service. A business is profitable if the value it creates exceeds the cost of performing the value activities. To gain competitive advantage over its rivals, a company must either perform these activities at a lower cost or perform them in a way that leads to differentiation and a premium price more value. JPG' alt='Schlumberger Smart Card Tool' title='Schlumberger Smart Card Tool' />A companys value activities fall into nine generic categories see Exhibit I. Primary activities are those involved in the physical creation of the product, its marketing and delivery to buyers, and its support and servicing after sale. Support activities provide the inputs and infrastructure that allow the primary activities to take place. Every activity employs purchased inputs, human resources, and a combination of technologies. Firm infrastructure, including such functions as general management, legal work, and accounting, supports the entire chain. Within each of these generic categories, a company will perform a number of discrete activities, depending on the particular business. Service, for example, frequently includes activities such as installation, repair, adjustment, upgrading, and parts inventory management. Exhibit I The value chain A companys value chain is a system of interdependent activities, which are connected by linkages. Linkages exist when the way in which one activity is performed affects the cost or effectiveness of other activities. Linkages often create trade offs in performing different activities that should be optimized. This optimization may require trade offs. For example, a more costly product design and more expensive raw materials can reduce after sale service costs. A company must resolve such trade offs, in accordance with its strategy, to achieve competitive advantage. Linkages also require activities to be coordinated. Geared Motor, Brake, Pulley, Coupling, Ball Screw, Rack, Speed Sensor. Download Template X Banner Coreldraw. A service for streaming logs into Hadoop Apache Flume is a distributed, reliable, and available service for efficiently collecting, aggregating, and moving. The Payments Summit is the premier industry event covering all things payments, including FinTech, EMV chip technology, mobile wallets, NFC, contactless, open transit. On time delivery requires that operations, outbound logistics, and service activities installation, for example should function smoothly together. Good coordination allows on time delivery without the need for costly inventory. Careful management of linkages is often a powerful source of competitive advantage because of the difficulty rivals have in perceiving them and in resolving trade offs across organizational lines. The value chain for a company in a particular industry is embedded in a larger stream of activities that we term the value system see Exhibit II. Rewards-Credit-Card.jpg' alt='Schlumberger Smart Card Tool' title='Schlumberger Smart Card Tool' />The value system includes the value chains of suppliers, who provide inputs such as raw materials, components, and purchased services to the companys value chain. The companys product often passes through its channels value chains on its way to the ultimate buyer. Finally, the product becomes a purchased input to the value chains of its buyers, who use it to perform one or more buyer activities. Exhibit II The value system Linkages not only connect value activities inside a company but also create interdependencies between its value chain and those of its suppliers and channels. A company can create competitive advantage by optimizing or coordinating these links to the outside. For example, a candy manufacturer may save processing steps by persuading its suppliers to deliver chocolate in liquid form rather than in molded bars. Just in time deliveries by the supplier may have the same effect. But the opportunities for savings through coordinating with suppliers and channels go far beyond logistics and order processing. The company, suppliers, and channels can all benefit through better recognition and exploitation of such linkages. Competitive advantage in either cost or differentiation is a function of a companys value chain. A companys cost position reflects the collective cost of performing all its value activities relative to rivals. Each value activity has cost drivers that determine the potential sources of a cost advantage. Similarly, a companys ability to differentiate itself reflects the contribution of each value activity toward fulfillment of buyer needs. Many of a companys activitiesnot just its physical product or servicecontribute to differentiation. Buyer needs, in turn, depend not only on the impact of the companys product on the buyer but also on the companys other activities for example, logistics or after sale services.