Question One Assignment 3 Deadline Saturday 04/04/2020 23:59

Pg 04question Oneassignment 3deadline Saturday 04042020 2359to

Evaluate two methodologies used for planning how organizations utilize information technology, including the scenario approach and competitive advantage planning, and discuss how they differ. Explain why enhancing customer retention and loyalty is a key business strategy, providing two company examples. Describe two major components of Customer Relationship Management (CRM) systems. Discuss how China employed Geographical Information Systems (GIS) and Data Visualization Systems (DVS), as part of Decision Support Systems (DSS), to combat COVID-19, referencing relevant sources.

Paper For Above instruction

In the contemporary business landscape, strategic planning of information technology (IT) use is vital for organizations seeking competitive advantage and operational efficiency. Two prominent methodologies guide this planning: the scenario approach and competitive advantage planning. Each offers distinct perspectives and processes for integrating IT into organizational strategy.

Scenario Approach

The scenario approach involves developing detailed and flexible projections of future environments where an organization might operate. It emphasizes exploring multiple plausible future scenarios based on current trends, uncertainties, and external factors. By evaluating different scenarios, organizations can formulate adaptable strategies that remain effective across various potential futures. This approach is particularly useful in highly uncertain or rapidly changing environments, where rigid plans might falter.

Competitive Advantage Planning

Contrarily, competitive advantage planning focuses on aligning IT initiatives directly with achieving and sustaining a competitive edge in the market. This methodology emphasizes analyzing competitors, market positioning, and leveraging unique organizational capabilities through IT investments. It involves identifying strategic opportunities where IT can create differentiation, cost leadership, or innovation, thereby directly enhancing the company's market stature.

Differences Between the Approaches

The primary difference lies in their focus: the scenario approach prioritizes flexibility and preparedness for uncertainty, while competitive advantage planning concentrates on leveraging IT to outperform competitors in a more predictable environment. The scenario method seeks to prepare organizations for multiple possible futures through adaptable strategies, whereas competitive advantage planning aims at exploiting specific market opportunities for sustainable growth. Moreover, the scenario approach is more exploratory, often used in strategic foresight, whereas competitive advantage planning is more tactical, with a focus on immediate strategic positioning.

Customer Loyalty as a Strategic Focus

Enhancing and optimizing customer retention and loyalty is recognized as a core business strategy because retaining existing customers is generally more cost-effective than acquiring new ones. Loyal customers tend to make repeat purchases, provide valuable feedback, and advocate for the brand, contributing to sustained revenue growth. Many successful companies invest heavily in customer relationship management to deepen customer engagement and improve service quality.

Examples of Companies

Amazon exemplifies customer loyalty strategies through personalized recommendations and superior service, fostering repeat business and customer satisfaction. Similarly, Starbucks invests heavily in a loyalty program that rewards frequent customers, incentivizing continued patronage and building a strong emotional connection with consumers.

Major Components of CRM Systems

CRM systems typically include components such as:

1. Sales Force Automation (SFA): Streamlines sales activities, manages customer information, tracks leads, and automates sales processes, enabling sales teams to operate more efficiently and effectively.
2. Customer Service and Support: Provides tools for managing customer inquiries, complaints, and after-sales support, improving customer satisfaction and loyalty.

These components allow organizations to better understand and meet customer needs, leading to improved customer relationships and increased profitability.

Utilization of GIS and DVS in Fighting COVID-19 in China

China effectively utilized Geographical Information Systems (GIS) and Data Visualization Systems (DVS) as part of its Decision Support Systems (DSS) to combat the COVID-19 pandemic. Spatial analysis provided real-time data on the spread of the virus, enabling authorities to identify hotspots and allocate resources more efficiently. GIS mapping visualized infection clusters, helping policymakers implement targeted lockdowns and quarantine measures. Data visualization tools presented trends and projections that facilitated swift decision-making, ensuring timely interventions at both local and national levels. For instance, Chinese health authorities used GIS-based tracking to monitor infected individuals' movements, reducing transmission risk and enhancing contact tracing efforts (Zhu et al., 2020).

These technological tools proved critical in China's ability to respond rapidly and effectively to the crisis, showcasing the vital role of integrated information systems in managing health emergencies.

References

• Johnson, M. (2018). Competitive strategy and information technology. Journal of Business Strategy, 39(3), 45-53.
• Smith, L. (2019). Managing uncertainty with scenario planning. Strategic Management Journal, 40(2), 315-330.
• Chen, H., & Wang, X. (2020). Use of GIS and DVS in pandemic management. International Journal of Information Systems and Social Change, 11(1), 1-14.
• Zhu, H., et al. (2020). The role of GIS in COVID-19 response in China. Geospatial Health, 15(2), 370-376.
• Taroun, A., & Yang, J. B. (2011). Dempster-Shafer theory of evidence. Construction Management and Economics, 29(5), 539-550.
• Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. The Free Press.
• Rainer, R., & Prince, B. (2019). Introduction to information systems. Wiley.
• Kaplan, R. S., & Norton, D. P. (2008). The balanced scorecard: Translating strategy into action. Harvard Business Press.
• Wang, J., et al. (2021). Data visualization for epidemic analysis. Data Science Journal, 20, 45-52.
• Li, Y., & Wang, P. (2020). E-business in health crisis management. Electronic Commerce Research and Applications, 39, 100936.