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ISBN 10: 1259405265
ISBN 13: 9781259405266
Author: Paige Baltzan
Unlike any other MIS textbook franchise, our Baltzan texts (Business Driven Technology, Business Driven Information Systems and M: Information Systems) discuss various business initiatives first and how technology supports those initiatives second. The premise for this unique approach is that business initiatives should drive technology choices. Every discussion in these texts first addresses the business needs and then addresses the technology that supports those needs.Business Driven Technology 6e offers you the flexibility to customize your course according to your needs and the needs of your students by covering only essential concepts and topics in the five core units with 20 chapters, while providing additional in-depth coverage in the 20 business and the 12 technology plug-ins. Business Driven Technology 6e provides the ultimate flexibility in tailoring content to the exact needs of your MIS or IT course!Plug-ins are fully developed modules of text that include student learning outcomes, case studies, business vignettes, and end-of-chapter material such as key terms, individual and group questions and projects, and case study exercises.We realise that instructors today require the ability to cover a blended mix of topics in their courses. While some instructors like to focus on networks and infrastructure throughout their course, others choose to focus on ethics and security. Business Driven Technology was developed to easily adapt to your needs. Each chapter and plug-in is independent so you can: Cover any or all of the chapters as they suit your purpose. Cover any or all of the business plug-ins as they suit your purpose. Cover any or all of the technology plug-ins as they suit your purpose. Cover the plug-ins in any order you wish.
Sample questions asked in the 6th edition of Loose Leaf for Business Driven Technology:
Zillow Zillow.com is an online web-based real estate site helping homeowners, buyers, sellers, renters, real estate agents, mortgage professionals, property owners, and property managers find and share information about real estate and mortgages. Zillow allows users to access, anonymously and free of charge, the kinds of tools and information previously reserved for real estate professionals. Zillow’s databases cover more than 90 million homes, which represents 95 percent of the homes in the United States. Adding to the sheer size of its databases, Zillow recalculates home valuations for each property every day, so they can provide historical graphs on home valuations over time. In some areas, Zillow is able to display 10 years of valuation history, a value-added benefit for many of its customers. This collection of data represents an operational data warehouse for anyone visiting the website. As soon as Zillow launched its website, it immediately generated a massive amount of traffic. As the company expanded its services, the founders knew the key to its success would be the site’s ability to quickly process and manage massive amounts of data, in real time. The company identified a need for accessible, scalable, reliable, secure databases that would enable it to continue to increase the capacity of its infrastructure indefinitely without sacrificing performance. Zillow’s traffic continues to grow despite the weakening real estate market. the company is experiencing annual traffic growth of 30 percent and about a third of all U.S. mortgage professionals visit the site in a given month. Data Mining and Business Intelligence Zestimate® values on Zillow use data-mining features for spotting trends across property valuations. Data mining also allows the company to see how accurate Zestimate values are over time. Zillow has also built the industry’s first search by monthly payment, allowing users to find homes that are for sale and rent based on a monthly payment they can afford. Along with the monthly payment search, users can also enter search criteria such as the number of bedrooms or bathrooms. Zillow also launched a new service aimed at changing the way Americans shop for mortgages. Borrowers can use Zillow’s new Mortgage Marketplace to get custom loan quotes from lenders without having to give their names, addresses, phone numbers, or Social Security numbers, or field unwanted telephone calls from brokers competing for their business. Borrowers reveal their identities only after contacting the lender of their choice. The company is entering a field of established mortgage sites such as LendingTree.com and Experian Group’s Lowermybills.com, which charge mortgage companies for borrower information. Zillow, which has an advertising model, says it does not plan to charge for leads. For mortgage companies, the anonymous leads come free. they can make a bid based on information provided by the borrower, such as salary, assets, credit score, and the type of loan. Lenders can browse borrower requests and see competing quotes from other brokers before making a bid. Categorize the five common characteristics of high-quality information and rank them in order of importance to Zillow.
Transforming an Organization Your college has asked you to help develop the curriculum for a new course titled “Building a 21st-Century Organization.†Use the materials in this text, the Internet, and any other resources to outline the curriculum that you would suggest the course cover. Be sure to include your reasons why the material should be covered and the order in which it should be covered.
Social Networking Not long ago, it seemed that four companies would forever dominate the web in traffic and ad dollars. Each of the Big Four—Google, Yahoo!, Microsoft’s MSN, and Time Warner’s AOL—attracts more than 100 million unique visitors a month. Collectively the group accounts for roughly 90 percent of gross ad dollars online. But now those companies are facing a threat to their dominance. Today’s massive social networking systems are rapidly becoming webs within the web—one-stop shops for a wide range of services (from content to communications to commerce) that were once the unique province of the Big Four. Facebook, Myspace, LinkedIn, and other social-networking sites have been the rage of the tech industry lately. Following investments by Microsoft, News Corp. and Goldman Sachs, the companies are valued in the billions of dollars and are considered blueprints for how to build a website. Facebook has become the web’s largest social network as measured by active users, which offers bread-and-butter portal services like email and instant messaging as well as photo posting and video sharing. In addition, Facebook has partnered with Amazon.com to produce a shopping application that lets users buy items at Amazon without leaving Facebook’s site, while using opt-in “news feeds†that broadcast activities on Amazon, such as product reviews and wish list updates, to Facebook friends. Additionally, Facebook now uses a chat feature that automatically populates itself with a user’s Facebook “friends,†that may render older instant messaging services, such as AOL’s AIM, defunct. Jumping on the wireless apps mega-trend, Facebook uses mobile alerts to deliver mobile services for traditional styled cell phones and more intelligent smartphones. Applications for popular devices, such as the iPhone or BlackBerry, deliver even richer social experiences. Video has taken off, too, with 45 million clips uploaded on Facebook including higher- resolution video formats allowing Facebook users to send video messages from the site and from mobiles devices. Launched in 2003, Myspace became one of the most visited websites in the world within a few years. With almost a billion visits per month, Myspace is considered the most popular social network (by traffic volume). The site was originally started by musicians as a tool to help users discover new music and engage with bands. Today, Myspace members leverage the service to discover people with similar tastes or experiences. Utilizing a system of adding friends to your network, the ability to customize your profile, write blog entries, play favorite MP3 tracks, join groups and enter discussions, Myspace allows users to interact in a way unparalleled before its emergence. However, the most compelling reason to join Myspace is for fun. There are many avenues toward entertainment on the social network including browsing through musician profiles and exploring areas dedicated to television shows or movies. But Myspace isn’t just for fun, as many businesses maintain Myspace profiles in order to use the social media site as a form of marketing. For musicians, actors, authors, entrepreneurs, and others that maintain a public image, a Myspace profile can be a very important connection to fans. Since it scored a $900 million, three-year deal with Google in 2006, Myspace has been profitable. And it has given News Corp. a nice turn on its $650 million acquisition in 2005. Myspace has recently formed partnerships with major record labels Sony BMG Music Entertainment, Warner Music Group, and Vivendi’s Universal Music Group to offer its 117 million members tickets, ring tones, and artist merchandise. Driving a good chunk of sales is a project launched last summer called HyperTargeting, software that mines the profiles of Myspace users to deliver ads tailored to their interests. Hundreds of advertisers are part of the program, including Toyota and Taco Bell. Another income source is the sale of mobile ring tones and ads. When it comes to enterprise collaboration and social software, LinkedIn rules the roost. LinkedIn is more effective at meeting the requirements of social computing the enterprise environment demands. With more than 30 million users representing 150 industries around the world, LinkedIn is a fast-growing professional networking site that allows members to create business contacts, search for jobs, and find potential clients. Individuals have the ability to create their own professional profile that can be viewed by others in their network, and also view the profiles of their own contacts. While Myspace and Facebook are tailored to keeping members in touch with friends and family, LinkedIn is perceived as being “more professional†for business users. Social networking sites are also growing at exponential rates and attracting users of all ages. Facebook’s fastest-growing segment is users over 25 years of age. LinkedIn, the business-oriented social networking site, claims more than 30 million active members with an average age of 41. The social networking websites are typically divided into three categories: general interest, niche sites with a specific theme, and international sites. The following are the top sites in these three categories: General Interest ? Myspace: Started in 2003, Myspace was a driving force in popularizing social networking and still maintains the largest userbase. ? Facebook: Founded by Mark Zuckerberg, Facebook was designed as a social networking site for Harvard students. After spreading from Harvard through the university ranks and down into high school, Facebook was opened to the public in 2006. ? Hi5: A fast-growing social network with a strong base in Central America, Hi5 has more than 50 million users worldwide. ? Ning: A social network for creating social networks, Ning takes the idea of groups to a whole new level. Niche Sites ? Flixster: With a tagline of “stop watching bad movies,†Flixster combines social networking with movie reviews. ? Last.fm: Billing itself as a social music site, Last.fm allows members to create their own radio station that learns what the person likes and suggests new music based on those interests. In addition to this, you can listen to the radio stations of friends and other Last.fm members. ? LinkedIn: A business-oriented social network, members invite people to be “connections†instead of “friends.†LinkedIn is a contact management system as well as a social network, and has a question-and-answer section similar to Yahoo! Answers. ? Xanga: A social blogging site that combines social networking elements with blogging. Members earn credits for participating in the site and can spend credits on various things such as buying mini-pictures to post in the comments of a friend’s blog. International Sites ? Badoo: Based in London, Badoo is one of the top social networking sites in Europe. ? Migente: A social networking site targeted at Latin America. ? Orkut: Originally created by Google to compete with Myspace and Facebook, it has mainly caught hold in Brazil. ? Studivz: A German version of Facebook with a strong audience in students. Corporate Use of Social Networking Corporations and smaller businesses haven’t embraced online business networks with nearly the same abandon as teens and college students who have flocked to social sites. Yet companies are steadily overcoming reservations and using the sites and related technology to craft potentially powerful business tools. Recruiters at Microsoft and Starbucks, for instance, troll online networks such as LinkedIn for potential job candidates. Goldman Sachs and Deloitte run their own online alumni networks for hiring back former workers (called boomerangs) and strengthening bonds with former alums. Maintaining such networks will be critical in industries like IT and health care that are likely to be plagued by worker shortages for years to come. Social networking can also be important for organizations like IBM, where some 42 percent of employees regularly work from home or client locations. IBM’s social network makes it easier to locate employee expertise within the firm, organize virtual work groups, and communicate across large distances. As another example of corporate social networks, Reuters has rolled out Reuters Space, a private online community for financial professionals. Profile pages can also contain a personal blog and news feeds (from Reuters or external services). Every profile page is accessible to the entire Reuters Space community, but members can choose which personal details are available to whom. While IBM and Reuters have developed their own social network platforms, firms are increasingly turning to third-party vendors like SelectMinds (adopted by Deloitte, Dow Chemical, and Goldman Sachs) and LiveWorld (adopted by Intuit, eBay, the NBA, and Scientific American). What are some of the business challenges facing social networking sites?
The Brain behind the Big, Bad Burger and Other Tales of Business Intelligence Jay Leno, the New York Times, and health nutrition advocacy groups have commented on the newest Hardee’s fast-food item “The Monster Thickburger,†which consists of: ? Two charbroiled 100 percent Angus beef patties, each weighing in at a third of a pound (150 grams) ? Three slices of processed cheese ? Four crispy strips of bacon ? Dollop of mayonnaise ? Toasted butter sesame seed bun The Monster Thickburger sounds like a hungry person’s dream and the dieter’s worst nightmare. Yes, this delicious sounding burger nirvana contains 1,420 calories (5945 kilojoules) and an artery-clogging 107 grams of fat. Even though the Monster Thickburger is one of the most fattening burgers on the market—not to mention that most people add a coke and fries to their order—it is selling like crazy, according to Jeff Chasney, CIO and executive vice president of strategic planning at CKE Restaurants, the company that owns and operates Hardee’s. With the national diet obsession and health-related warnings concerning obesity, most fast-food companies probably would never have even put the Monster Thickburger on the menu. CKE confidently introduced the Monster Thickburger nationwide convinced that the product would sell based on intelligence the company obtained from its business intelligence (BI) system. CKE’s BI system—known ironically inside the company as CPR (CKE Performance Reporting)—monitored the performance of burger sales in numerous test markets to determine the monster burger’s increase to sales and ensure it was not simply cannibalizing other burger sales. CKE monitored several variables including menu mixes, production costs, Thickburger sales, overall burger sales, profit increases, and Thickburger’s contribution to the stores’ bottom-line. Using its BI system CKE quickly determined that the production costs of the Thickburger were minimal compared to the increase in sales. Armed with burger intelligence CKE confidently paid $7 million in advertising and successfully released the burger nationwide. In its first quarter sales of the burger exceeded CKE’s expectations and the company knew the $7 million it paid in advertising was a smart investment. Hardee’s, Wendy’s, Ruby Tuesday, T.G.I. Friday’s and others are heavy users of BI software. Many of the big chains have been using BI for the past 10 years, according to Chris Hartmann, managing director of technology strategies at HVS International, a restaurant and hospitality consultancy. The restaurants use operational BI to determine everything from which menu items to add and remove to which locations to close. They use tactical BI for renegotiating contracts and identifying opportunities to improve inefficient processes. BI is an essential tool for operational-driven restaurants and if implemented correctly they can highlight operational efficiency and effectiveness such as: ? Carlson Restaurants Worldwide (T.G.I. Friday’s, Pick Up Stix) saved $200,000 by renegotiating contracts with food suppliers based on discrepancies between contract prices and the prices suppliers were actually charging restaurants. Carlson’s BI system, which at the time was from Cognos, had identified these discrepancies. ? Ruby Tuesday’s profits and revenue have grown by at least 20 percent each year as a result of the improvements the chain has made to its menu and operations based on insights provided by its BI infrastructure, which consists of a data warehouse, analytical tools from Cognos and Hyperion, and reporting tools from Microsoft. ? CPR helped CKE, which was on the brink of bankruptcy, increase sales at restaurants open more than a year, narrow its overall losses and even turn a profit in 2003. A home-grown proprietary system, CPR consists of a Microsoft SQL server database and uses Microsoft development tools to parse and display analytical information. ? In June 2003, Wendy’s decided to accept credit cards in its restaurants based on information it got from its BI systems. Because of that decision, Wendy’s restaurants have boosted sales. customers who use a credit card spend an average of 35 percent more per order than those who use cash, according to Wendy’s executive vice president and CIO John Deane. Other industries could learn a great deal about BI by analyzing such strategic use of BI. “Most BI implementations fall below the midpoint on the scale of success,†says Ted Friedman, an analyst with Gartner. It appears that the restaurant industry has avoided the three common barriers to BI success by cleansing voluminous amounts of irrelevant data, ensuring high-data quality, and decreasing user resistance. What are the negative impacts of CKE’s business intelligence?
Business Driven Technology 6th Table of contents:
Chapter1 : Introduction
Chapter 2: Content
Chapter 3: Conclusion
Chapter 4: Appendices
Chapter 5: Glossary
Chapter 6: References
Chapter 7: Index
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Tags: Paige Baltzan, Business Driven