Management Information System MIS 201 Assignment 1 Course

Management Information System Mis 201assignment 1course Mis 201stude

Management Information System MIS 201 Assignment -1 Course: MIS 201 Student name: Academic Year: Students number: Semester: 1st student grade: (out of 3) Section:10595 InstructorName: Signature Dr.Gokulkumari Govindasamy Level of the Mark: Mark Case Study-1 -Question Prepare an in-depth analysis of four case studies during the semester. Here are some guidelines: This is an individual assessment, which is a part from your course score. It requires effort and critical thinking Answer all the questions listed below for each case. The ‘answers’ to the questions are best formulated by reviewing the case and the reading materials up and including the current week in the course. The questions are worded to help you apply the readings to the case, so don’t limit yourself to the case’s terminology and perspective.

The best analysis will abstract the case content by applying the reading materials to draw broader lessons about the material Case Study 1 : Apple Merging Technology, Business, and Entertainment Why are data, information, business intelligence, and knowledge important to Apple? Give an example of each type in relation to the iPad. (1 Mark) Explain how Apple achieved business success through the use of information, information technology, and people. (1 Mark) Evaluate how Apple can gain business intelligence through the implementation of a customer relationship management system. (1 Mark) Due Dates Case Study Date of release Due date of submission from the students 1st End of 4th Week End of 6th Week Case Study 1: Apple Merging Technology, Business, and Entertainment This might sound hard to believe, but a bit more than a decade ago, Apple was on the brink of bankruptcy.

Apple Computer Inc., now back from near oblivion, is blazing a trail through the digital world with innovation and creativity that has been missing from the company for the past 20 years. The unique feature of Apple’s competitive advantages is that they come from customers and users, not Apple employees. That’s right; the company welcomes products created by consumers to sell to consumers, a trend new to business. Capitalizing on the iPod With millions of iPods in the hands of consumers, many people are finding ways to capitalize on the product. John Lin created a prototype of a remote control for the iPod and took his prototype to Macworld, where he found success.

A few months later, Lin’s company had Apple’s blessing and a commitment for shelf space in its retail stores. “This is how Apple supports the iPod economy,” Lin said. In the iPod-dominated market, hundreds of companies have been inspired to develop more than 500 accessories—everything from rechargers for the car to $1,500 Fendi bags. Eric Tong, vice president at Belkin, a cable and peripheral manufacturer, believes that 75 percent of all iPod owners purchase at least one accessory—selling over 30 million accessories to date. With most of the products priced between $10 and $200, that puts the iPod economy well over $300 million and perhaps as high as $6 billion.

Popular iPod accessories include:  Altec Lansing Technologies—iPod speakers and recharger dock ($150).  Belkin—TuneCast mobile FM transmitter ($40).  Etymotic Research—high-end earphones ($150).  Griffin Technology—iTrip FM transmitter ($35).  Kate Spade—Geneva faux-croc mini iPod holder ($55).  Apple—socks set in six colors: green, purple, blue, orange, pink, and gray ($29).  Apple—digital camera connector ($29). Capitalizing on the iPhone Looking at someone using an iPhone is an interesting experience because there is a good chance they are not making a phone call. They could be doing a number of things from playing a game to trading stocks, watching a TV show, or even conducting business with a mobile version of salesforce.com’s customer-management software.

In a brilliant strategic move, Apple let outsiders offer software for the iPhone and in less than six months, more than 10,000 applications had been created. In fact, more than 15,000 applications are available at its app store section of iTunes, and they have been downloaded a total of 500 million times. Now, many of the iPhone apps are available for the iPad. The iPhone and iPad app store market is getting so huge relative to other smartphone markets that some developers argue there is little point adapting applications for Google’s Android or any other iPhone competitor. According to Jeff Holden, CEO of Pelago Inc., when he created his social networking company he fully intended to follow the conventional wisdom for how to build a sizable, fast-growing software company: Get your programs on as many platforms and devices as possible.

But when he crunched the numbers he came to an interesting business conclusion: The 13 million iPhone owners had already downloaded more applications than the 1.1 billion other cell phone owners! To entrepreneurs, developing a program for the iPhone automatically provides a significantly larger market—almost 94 times larger than its competitors. “Why would I ever build for anything but the iPhone?” Holden asked. Capitalizing on the iPad Apple’s latest release, the iPad, is a lightweight, portable, tablet computer, similar to the iPhone, that allows customers to download applications, check email, and play music all at the touch of a button. Both the iPhone and the iPad can multitask, allowing customers to read a web page while downloading email in the background over wireless networks.

The arrival of the iPad brought a simultaneous expansion of the network of accessories. Because the iPad was designed with an exposed screen and without a camera, separate keyboard, memory card slots, or expansion ports, one might say it was specifically built for accessories. Many owners will modify it in some way, whether for mere decoration or hard-core protection. A few of the new accessories include:  iPad Clear Armor screen protector—$35.  iPad Antique book case cover—$40.  iPad wireless keyboard—$99.  iPad overcoat sleeve—$35.  iPad Joule luxury stand—$130. Apple has consistently outperformed its key rivals through the development of its MP3 player, the iPod, and continues to make its products smaller and less expensive, while providing complementary features such as games and applications.

For the iPhone, Apple developed a unique application called Siri, a voice-activation system that is capable of recognizing voice commands. Siri can perform all kinds of functions from dialing a contact and creating an email to location services such as “Find my Phone,” ensuring lost phones are found quickly. Apple’s latest offering is a new service called the iCloud. The iCloud has the ability to collect all of the content, including videos, photos, songs, books, etc., from customer devices such as iPods, iPads, and iPhones in one secure location in “the cloud.” Apple customers no longer have to worry about backing up their applications or data because everything is automatically uploaded and stored in the iCloud when using an Apple device.

In a fast-paced, technology-driven sector, with competitors quickly following suit, Apple is constantly pressured to develop new products and product extensions. Luckily Apple stays ahead of the pack by focusing on the following key competitive advantages:  Customer focus: Apple is driven by customer satisfaction and ensures customers are deeply involved in product development and application development.  Resources and capabilities: Apple continues to invest heavily in research and development to take advantage of new technologies, improved facilities, and cloud infrastructures.  Strategic vision: Apple has a clear alignment of its vision, mission, and business leadership and goals.  Branding: Apple is the leader in brand loyalty as it has achieved cult status with its authentic product image.  Quality focus: Apple has an outstanding commitment to quality.24

Paper For Above instruction

The case study of Apple illustrates the company’s strategic use of management information systems (MIS) to drive innovation, customer engagement, and competitive advantage. Apple’s success in merging technology, business, and entertainment demonstrates a sophisticated understanding of how data, information, business intelligence, and knowledge are critical to sustaining growth and market leadership. This analysis explores these elements in relation to Apple’s ecosystem, along with an evaluation of how information technology and customer relationship management (CRM) systems facilitate business success and intelligence.

Importance of Data, Information, Business Intelligence, and Knowledge to Apple

Data represents raw facts collected from devices, users, and market activities, while information involves processed data that provide context and meaning. Business intelligence (BI) transforms data into insights to inform strategic decisions, and knowledge is the practical application of information for business advantage.

In relation to the iPad, an example of data is user interaction logs; of information is user preferences and app usage patterns; of BI is the analysis of these patterns to identify popular applications or emerging user needs; and knowledge is Apple's ability to develop targeted products and marketing strategies based on these insights. For instance, understanding that users frequently utilize certain apps guides Apple to optimize the iPad's ecosystem, ensuring better customer experiences.

Apple’s Business Success through Information, Technology, and People

Apple’s achievement stems from integrating advanced information technologies with a customer-centric approach. The company invests heavily in research and development to create innovative products such as the iPad, iPhone, and related services like iCloud and Siri. By leveraging data analytics and user feedback, Apple continuously refines its offerings. Moreover, Apple’s strategic focus on branding, quality, and customer loyalty exemplifies how information, technology, and human capital converge to sustain its market position. For example, Siri’s voice recognition system combines sophisticated AI algorithms with user data to enhance functionality, while Apple’s dedicated personnel ensure quality and innovation.

Gaining Business Intelligence through Customer Relationship Management (CRM)

Implementing CRM systems enables Apple to collect comprehensive customer data across various touchpoints—retail stores, online stores, app store activity, and device usage. Analyzing this data provides insights into customer preferences, purchase histories, and service interactions. These insights inform targeted marketing, personalized product recommendations, and improved customer service, fostering loyalty and increasing sales. Apple can use BI from CRM to identify high-value customers, detect trends in product demand, and tailor its marketing strategies. For example, data from the CRM system can reveal that a significant segment prefers certain accessories, prompting Apple to develop and promote specific bundles or features to maximize revenue.

Overall, Apple’s strategic use of MIS exemplifies how integrating data, information, and BI is crucial for innovation, operational efficiency, and maintaining competitive advantage. Its commitment to customer satisfaction and continuous technological evolution underscores the importance of a well-implemented information system environment, aligned with corporate goals and customer needs.

References

• Laudon, K. C., & Laudon, J. P. (2020). Management Information Systems: Managing the Digital Firm (16th ed.). Pearson.
• Management Information Systems (11th ed.). McGraw-Hill Education.
• Turban, E., Pollard, C., & Wood, G. (2018). Information Technology for Management: Digital Strategies for Business and Operating Models. Wiley.
• Brynjolfsson, E., & McAfee, A. (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. W. W. Norton & Company.
• Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.
• Chen, H., Chiang, R., & Storey, V. (2012). Business Intelligence and Analytics: From Big Data to Big Impact. MIS Quarterly, 36(4), 1165-1188.
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