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AFM241 Study Guide - Midterm Guide: Systems Analysis, Enterprise Resource Planning, Information Technology Management

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lilacmouse857
30 May 2018
School
University of Waterloo
Department
Accounting & Financial Management
Course
AFM241
Professor
Will Xiang

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Senior executives operate under the assumption “if we use IT to gain greater control over
internal processes, we will be better able to respond to environmental uncertainty and the
emergence of new competitors”
Firms with strategic positioning focus are building their competitive advantage or enjoy a competitive
advantage
Similar to turnaround mode
The firm has identified the kind of positioning and the next step will be to achieve the
necessary operational effectiveness in the appropriate unique value activities to support it.
Use IT to create or enhance the value proposition to their customers
Firms of dual focus are like to enjoy a sustainable competitive advantage
Can be used for both operational effectiveness and for improving strategic positioning
(strategic mode)
Firms with no focus are likely to be in a position of competitive disadvantage
These firms are NOT in support mode because a firm that chooses to take an IT approach
that matches to the support mode has made a rational choice. They want to specialize not in
IT but else where.
On the other hand, firms with a low priority in terms of its focus is a firm with no strategy
The bottom line is that an organization that aligns its IT strategy with its business strategy; will derive a
greater strategic use from IT, will achieve superior financial performance, and improve its competitive
position
1.6 Payoffs from IT Spending – Part 2
Simply investing in IT assets will not grant a firm a competitive advantage
Focus on how to use IT assets and resources to IT capabilities
A capability is a firm`s ability to leverage its assets and resources in order to achieve a particular
outcome.
1.6.1 IT Capabilities
Effective Implementation Capability: the argument regarding the importance of effective
implementation and use of IT rests on the fact that a significant percentage of all IT projects undertaken
in any year will either fail during implementation or fail to meet their objectives.
A project is deemed successful if its completed on time and on budget, with all features and
functions as initially specified
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Document Summary

Senior executives operate under the assumption if we use it to gain greater control over internal processes, we will be better able to respond to environmental uncertainty and the emergence of new competitors . Firms with strategic positioning focus are building their competitive advantage or enjoy a competitive advantage. The firm has identified the kind of positioning and the next step will be to achieve the necessary operational effectiveness in the appropriate unique value activities to support it. Use it to create or enhance the value proposition to their customers. Firms of dual focus are like to enjoy a sustainable competitive advantage. Can be used for both operational effectiveness and for improving strategic positioning (strategic mode) Firms with no focus are likely to be in a position of competitive disadvantage. These firms are not in support mode because a firm that chooses to take an it approach that matches to the support mode has made a rational choice.

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Related Questions

I have a essay written up already, the problem is that I submitted it and received a 62% return from turnitin, which is totally unacceptable. It must be below 20%. Is it possible for you to look over it, make any corrections or suggestions to re-submit it. The majority of the repetitiveness was from my intro paragraph and the definitions I used in the essay. Sent at 04:42 AM The essay is attach. I will need this by this evening if that's possible. thanks

Identify the type of corporate restricting that fits with common theories of what are assumed to be causes of mergers and acquisitions.

Corporate reconstructing is more often defined as re-designing organization’s practice and structure; so to remain competitive and sustainable in the market (s). There may be several reasons for corporate restructuring. These includes, but not limited to, re-positioning in the market, discovery of a new market or becoming more profitable and/or economical. The corporate restructuring is generally classified into or two different categories: operational reconstructing and financial reconstructing. This entails changes in the alignment of firm’s asset structure by acquiring new business outright, by partial sale, by a spin-off of companies or via product lines. This can also include downsizing through closure of non-profitable units. Financial reconstructing deals with the changes in the capital structure of the firm. Share repurchase or adding debt in capital structure; just to name. Financial limiting hardly deals with mergers and acquisitions, hence we will discuss the cause of mergers and acquisitioning and how it is related to that the operational restructuring only.

Omit the chart in the question!

There are several types of Restructuring are given below:

A merger is a combination of two or more firms who combine all operations, officers, structure and other functions of business to form a new entity. Desired effect being not just the accumulation of assets and liabilities of the distinct entities, but also to achieve several other benefits such as: economics of scale, acquisition of new technologies and having access to new markets. Additionally, the merger allows for one company giving shareholders in the other stock in exchange for surrounding the stock of the first company. And it allow for the entities to retain its original identity.

Mergers can be classified into the following categories:

Horizontal Mergers

Two merged units were doing the same business i.e. TMobile and Sprint they were competitors with one another in the market. The basic motive in this type of merger is to consolidate in the market so as to gain advantage in negotiating with customers as well as having better position with respect to other competitors.

Vertical Mergers

This type of mergers is conducted between customer and suppliers of a value chain process and main motive in this type of merger is gain maximum efficiency in supply chain and minimization of transaction cost.

Congener Mergers

In this type of mergers, the two firms will be sharing similar kind of industry structure at least in one form of their operation and therefore try to combine operation in that one form and get efficiency benefit in supply chain and other operations.

Conglomerate

A conglomerate merger is a merger between two firms having unrelated business. The motive behind a conglomerate is a.) Better utilization of financial resources b.) Increase in debt capacity, c.) Increase in the share price by increased EPS with decreased cost capital d) Cross selling and e.) Synergy

Cash-out merger

In this type of merger the share of one unit involved in merger don’t want to retain their share in the merged unit and therefore are compensated with cash in place of the share.

Acquisitions or take-over has said to have happened when the acquirer company buys out majority of the shares of the acquired company and the ownership of the assets and liabilities of the acquired company get transferred to the acquirer company. The process of acquisition or take-over may be conducted in both friendly and hostile manner depending upon the specific strategy of the acquirer.

Friendly takeover

In a friendly takeover, the target’s board and management recommend shareholders’ approval. To gain control, the acquiring company usually will offer a premium to the current stock price. The excess of the price over the target’s premerger share price is called a purchase premium and can vary widely by country, which reflects the perceived value of obtaining a controlling interest in the target, the value of expected synergies resulting from combining the two entities and any overpayment of the target firm. Acquirers often prefer friendly takeovers because the post-merger integrations process in usually more expeditious when both parties are cooperating fully and customer, employee attrition is less.

Hostile takeover

A Hostile takeover occurs when the offer is unsolicited, the approach was contested by the target’s management and control changed hands. The acquirer prefers hostile mode rove the friendly mode only when it becomes possible to acquire the shares in a friendly mode. The acquirer may attempt to circumvent management by offering to buy shares directly from the targets from the target’s shareholders and buy shares in a public stock exchange. A hostile takeover can be accomplished through either a tender offer or a proxy fight.

The Pros to a merge and an acquisition is that both types of transactions include the potential increase in the competitiveness, cost-efficiency and stock value of the new enterprise. And with everything pro there has to be Cons. One disadvantage of these transactions; it could be very expensive. A significant amount of capital typically must be raided before entering negotiations. Another mergers drawback is that there is now a new owner, co-owners, in which they must now collaborate.

In conclusion any entity or entities that have chosen to merge or entering an acquisition should consider prior to move. Identify the goals of acquisition clearly, if the move is a good fit and what conditions must be met for the pursing the merge or the acquisition. An in-depth due diligence must occur; the financial records must be thoroughly examined, is the marketplace a profitable absolute, as well as the senior executives should also be conducted. There could be potential for disaster if all areas are not explored. Negotiation process is should have clear written rules and guidelines before following through with the merger or acquisition. Assembling an acquisition team can be very valuable to the success of the new owners. The team will be able to define the responsibilities of each company; considering all parties are in agreement with the new implementations such as computer systems, new HR policies and so forth. Lastly, be flexible and ready for unexpected surprises and have a supplemental plan in case of potential disasters.