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• Carr insists at great length that the quality of management doesn't matter because
IT is really an "infrastructure" technology like electricity, the steam engine and
the internal combustion engine. IT, he argues, ultimately devolves into
commoditized ubiquity, like lightbulbs and telephones. Infrastructure technologies
—as opposed to proprietary technologies—inherently preclude opportunity for
sustainable competitive advantage.
Argument against “IT Doesn’t Matter”
• It's not free and easy access to a commodity that determines its strategic economic
value to the company; it is the way that commodity is managed that determines its
impact.
Outsourcing
- What should be outsourced? It is generally agreed in the popular business press
that a core competence should not be outsourced
- we may conclude that if an activity is a core activity then it is directly part of the
firm’s mission.
Reasons for outsourcing
- Economies of scale arise when for any reason average costs decline as production
increases.
- Economies of scope, arise when the total costs of producing several related goods
or services together are lower than the sum of the costs of producing them
separately.
- Economies of specialization arise when the cost of performing only one activity
is lower than the cost of performing that activity as one of a portfolio of activities.
Outsourcing Screens
- Screen 1: A firm should consider an activity to be a keeper if the size of the
economic loss that can result from an outsourcing contract is too great to absorb
and if the loss, should it occur, would destroy the firm.
- Screen 2: A firm should consider an activity to be a keeper if the size of the
expected economic loss that can result from an outsourcing contract exceeds the
expected economic gains.
Types of Risk
• Shirking
• Poaching
• Opportunistic Renegotiation
Transactions Costs
- Costs incurred by Risks
- Costs to prevent Risks
Shirking, represents deliberate under-performance on a task that is difficult to
measure, while still claiming full payment as if the task had been fully accomplished
and had been completed in accordance with agreed upon standards of performance.
Poaching represents the theft and subsequent misuse of information or training and
expertise, given in trust for the accomplishment of a specific purpose, now used for the
gain of the recipient of the information and to the detriment of the giver.
Opportunistic Renegotiation becomes possible when either party comes to enjoy an
unanticipated increase in power. The party with power can exploit the strategic
vulnerability of the other
Contractual Mechanisms
- Walk away from outsourcing
- Vertical Integration: buy the outsourcer
- Pseudo-Vertical Integration: long term contract with outsourcer
- Own the important assets, if you are the weaker one
Pricing Information
- Information is costly to produce
- Once the first copy has been produced, most costs are sunk
- Multiple copies can be produced at roughly constant per-unit costs
- There are no natural capacity limits
- Strategies
o Differentiate your product
o Achieve a cost leadership
- Differential Pricing:
o Personalized Pricing
o Versioning
o Group Pricing
Versioning Information
- You must make clear to your users which version is appropriate for them
- Analyze your market and analyze your product
- Promotional Pricing:
o Coupons are worthwhile only if they segment the market.