ITS S11 (1) - Combined

Information Technology &
Systems
Session 11
Vimal Kumar M
C307 | [email protected] |+91-9739449474
Course structure and evaluation
• Module II – Information Systems - 50%
• Quizzes (Mostly out of class) - 2*5 = 10%
• Case Submissions [One per Group] - 1*10 = 10%
• End Term - = 30%
14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 2

• "Now, here, you see, it takes all the
running you can do to keep in the
same place… to get somewhere, you
must run twice as fast!"
— Lewis Carroll, 1871
Red Queen’s Hypothesis

What about the Corporate IT Investments?
• 50% of all capital investments of firms are in IT
• It appears to be stuck in Red Queen race
• You do some IT innovation; your archrivals replicate it the next morning
• Slip once and it becomes a vicious liability
• Slow down and you irrevocably fall behind
• Rival firms having converted corporate IT spending into a blood sport
• & hope others to first call it quits!

Does IT Matter?

Nicholas G. Carr
HBR - 2003

IT Doesn’t Matter
• Something to strategically matter, it must be:
• Valuable
• Rare
• Inimitable
• Non-substitutable
• Does IT pass this test?
• IT has become pervasive commodity like electricity or steam engine
• It fails in at least three dimensions!

IT Doesn’t Matter – A Thought Exercise
“‘IT’ Cannot be a competitive advantage because everyone has it.

Spend less and manage risks”
Replace ‘IT’ with a commodity…

Say ‘Electricity’

“‘Electricity’ Cannot be a competitive advantage because

everyone has it. Spend less and manage risks”
Or Replace ‘IT’ with a

commodity… Say ‘Post-it notes’

“‘Post-it notes’ Cannot be a competitive advantage because

everyone has it. Spend less and manage risks”

IT Doesn’t Matter – A thought Exercise
If everyone has X, X will never provide a competitive advantage
Would you agree?

Logic is incontestable…!
But premise is wrong… i.e false premise

What Corporate IT actually is?

Corporate IT
They are Commodities!

Corporate IT => IS
They are commodities! Their values come from how they are used together with people and process.

IT is just a tool!
IT is just a tool. How it is used matter!

IT is just a tool!
Firm’s Business
IT Strategy
Strategy
Synergy b/w IT Strategy and Business Strategy Matters!

Still…
• If IT is only this much, and tools being so economical/cheap, why firms
struggle to get their IT strategy right? How can IT generate unique
strategic advantage?
IT Portfolio

IT Portfolio

IT Portfolio
IT Portfolio
Apps Infrastructure Data
Digital
Operation Strategic
Plumbing
Data
Functional Functional
Management
Network Network IT Support
Enterprise Enterprise

IT Portfolio as Pizza
Infrastructure Never differentiates;
Economize - does not
must be good enough
strategically matter
Apps
Invest in more that

strategically matters
Data
Raison d'être… New

oil… Harness it!
Source: Amrit Tiwana, “IT Strategy for non-IT Managers”, MIT Press, 2017.
IT Infrastructure
• Firm-wide technology foundation
• Digital Plumbing
• Hardware
• Anything You can Kick!
• Network
• Connects hardware to internet!
• Requirements:
• Deep understanding of firmwide IT
• Must Satisfy:
• Economies of scale
• Bulletproof Reliability
• Security
• Strategic Role: Competitive Necessity! Carr’s argument focused mostly here!
IT Applications (Apps)
• Software that individuals is the organizations use for their core
activities
• Purchased or custom made
• 20% Corp IT Budget, but source of all the competitive advantage
• Must be interwoven with your business strategy!
• Two broad groups:
• Operational apps
• Strategic apps

Operational Apps
• Supports firm’s core business process and transactions
• Automate mundane, repetitive activities to improve efficiency, reduce
errors, facilitate collaboration
• Inward-facing: Inventory, warehousing, payroll, payroll
• Outward-facing: SCM, CRM, Websites, Mobile Apps
• Though they are commodities, some can be expensive (E.g.: SAP ERP)
• Competitive Necessities: Often embody industry’s “best practices”

Three varieties - McAfee 2006
• Functional IT: Spread Sheets, Statistical Packages
• Network IT: Skype, IM, Zoom, Blogs, Wikis
• Enterprise IT: ERP, SCM, CRP

• IT that assists with the execution of discrete tasks
• Enhances experimentation and precision
• Can be adopted without complements
• Impact increases when complements are in place

• IT that facilitates interactions without specifying their parameters
• Doesn’t impose complements but lets them emerge over time
• Doesn’t specify tasks or sequences
• Accepts data in many formats
• Use is optional

• IT that specifies business processes
• Imposes complements throughout the organization
• Defines tasks and sequences
• Mandates data formats
• Use is mandatory

Strategic App
• Something Valuable, creates competitive advantage that your
archrivals cannot do!
• E.g.: Consider Asian Paints
• New ways for outsiders to interact with your firm,
• Expand into new lines of business
• Exploit proprietary data in new ways to help your firm, customer or business
partners
• Big part of IT Strategy is about making your value-producing IT apps
harder to copy!

Data – The 3rd Component
• Data is the most valuable asset at the heart of the modern firm
• Everything else in a firm’s IT portfolio exists solely to serve it!
• Infra is through which it flows
• Apps are the one which scrub, organize and structure data
• Data is the lifeblood
• Generated by Transaction Processing Systems like ERP or CBS
• E.g.: remember what Asian Paints are doing!

Competitive Advantage
Apps
Hard to
Replicate!
Data

How IT is changing the
organization landscape now?

The “Trifecta” Physical → digital
Atoms → bits
Consequences
• zero reproduction & transportation costs Digitization
•New division of labor: Humans & machines
•Sci-fi business models turn real Erases geography
1
“Packet” travels in
1/8th second
•Baking in software
•Growing SW content
3 2
Ubiquity Infusion
Light speed communication: $0
Products → services
Source: IT Strategy for Non-IT Managers (2017), by Amrit Tiwana, MIT Press
Digitization Cube’s Three Dimensions
Offering
Changes how and
where produced
Digital
Check
cashing
Physical
How it’s delivered
Digitally
Physically
Digitally Physically
Removes geographic
constraints  How it’s purchased
Source: IT Strategy for Non-IT Managers (2017), by Amrit Tiwana, MIT Press
Offering
digitization
• Offering is what is sold to the

customer (product/service/entire
package)
• Digitized offerings e.g., books,
movies, songs
• Broader market!
• Changes how and where they are
produced

Purchase process digitization
• How customers purchase the product/service?
• Ecommerce websites – Omnichannel experience
• ‘Site-to-store’ or ‘in-Store pickup’ – Dmart or Croma
• Online pre-order at restaurants (e.g., Starbucks)

How to buy food at McDonald's Drive-thru in America?
11/14/2022 IIM Calcutta | ITS S11 | Vimal Kumar M 37

Delivery digitization
• How the product/service is delivered?
• Delivery digitalization example can be
Netflix, Hulu, etc.
• It can be reverse as well! Redbox
• Can we deliver physical goods
digitally?

Digitization
• Converts ‘atoms’ into ‘bit’

• Digitized activity can be completed anywhere (digital nomad) and
delivered in 1/8th of a second, for almost free!
• Raises an entire industry’s bar for operational efficiency
• Can even make a firm’s offering outright irrelevant: Timex Watches,
Sony’s CD Players, India Post, Polaroid Cameras
• Think of your own industry!

IT Infusion
• Baking s/w into product

• It can make IT an integral part of
product
• IOTs: Watches, door locks, toilets,
sneakers, refrigerators,
coffeemakers and even light bulbs
• Car has more processing power
and code than 100 laptops!
• Think of Athere bikes!

Infusion
• They provide continuous stream

of data… You need to exploit!
• Industries are becoming more
like software businesses
• IT gradually morphing products
into services – different business
models
• Ask yourself: Can we infuse s/w
int our product? To what end?

Ubiquity
• Proliferation of cheap and fast internet
connectivity anywhere and everywhere
• People, computers, smartphones and IOTs
communicate seamlessly at the speed of
light
• At almost zero cost
• Ubiquity + Computing power = anything can
be digitized!
• Powerful Combination – use it to create
business value!

The Trifecta
• Digitization allowed McDonald’s to disperse the purchase process,
ubiquitous internet connectivity made it economically feasible, and
infusion of s/w into the meal preparation process made coordination
seamless.
• McDonald’s Gains: Professionalization of blue-collar work, fewer
errors and speeding throughput at the drive-through

What is your role as a Manager?

Three key roles as Manager
• IT Selection
• “Shouldn’t we take a look at Tech-X” vs “What do we need IT to do for us?”
• Inside-out approach – Business focus
• IT Adoption
• Create complementarities that will maximize value of IT
• Ease-of-use & Usefulness
• Don’t ignore the resistance – EIT is the hardest
• IT Exploitation
• Fine-tune organizational complements
• Old habits die hard!
• EIT exploitation is easier once its adopted

EOS!

Information
Technology
& Systems
14-11-2022 ITS S12 | Vimal Kumar M | IIM Calcutta 2
What is
Cloud
Computing?
Normal IT Infrastructure
Web Services:
Search, Email etc
Servers
Client PCs

Cloud Computing Infrastructure
Web Services:
Email, Search
etc.
Servers
Client PCs
Cloud Computing
• Cloud computing is a model for enabling convenient, on-demand
network access to a shared pool of configurable computing resources
(e.g., networks, servers, storage, applications, and services) that can
be rapidly provisioned and released with minimal management effort
or service provider interaction. [NIST]
• Cloud Computing enables computing facilities and infrastructure to
be made available over internet.

But Why?

But Why?
Scalability Elasticity Measured Use Usage-Based Pricing
• Ability address needs of • Ability to expand and contract • Includes metrics and all • Can be based on usage and
increase demand depending on the demand services are measured needs of client
throughout
Managed Services Service Levels Ubiquitous Access Heterogeneity

• Building, maintain and • Duration of time an infra • Anytime-anywhere access • Can be managed easily
upgrading the system is done service to be available w/o through virtualization
by provider interruption or the speed or
response level of service
Reduced Setup Time Resource Pooling

• No need to purchase hardware • Infra is created with hundred
or do civil works to setup or thousands of CPUs and
memory device and only a slice
of it is allotted to client

Technologies Behind
Virtualization Multitenancy Web Services

Technologies: Virtualization
APP APP APP APP APP APP
BINS / BINS / BINS / BINS /
LIBS BINS / LIBS LIBS
LIBS LIBS
GUEST OS GUEST OS GUEST OS
CONTAINERIZATION LAYER
VIRTUALIZATION LAYER HOST OPERATING SYSTEM
HOST OPERATING SYSTEM
HARDWARE HARDWARE
VIRTUAL ARCHITECTURE LIGHTWEIGHT

2.0 VIRTUALIZATION
• Virtualization is technology that allows you to create multiple simulated environments or
dedicated resources from a single, physical hardware system.
• Software called a hypervisor connects directly to that hardware and allows you to split one
system into separate, distinct, and secure environments known as virtual machines (VMs).
• Virtualization 2.0 brought about more economies of scale bringing in the ability to virtualize at
the operating system level by having multiple applications of different OS (Guest OS) co-exist in
the same machine/
• Lightweight Virtualization made the architecture more light-weight not only by packaging the
kernel (OS), but also by bringing in the ability to share the common binaries / libraries.

Technologies: Multitenancy
• Virtualization + Resource-sharing =
Multitenancy
• Multitenancy allows multiple users
(tenants) to work in the same software
environment at the same time at their own
user interfaces (skins).
• SaaS (Software-as-a-Service) uses a highly
multi-tenant architecture. E.g. Google Apps

Technologies: Web Service and Microservice
USER INTERFACE USER INTERFACE USER INTERFACE
BUSINESS LAYER ENTERPRISE SERVICE BUS MS 5
DATA INTERFACE SERVICE 1 SERVICE 2 MS 1 MS 2 MS 3 MS 4
DATABASE DATABASE
DB 1 DB 2 DB 3 DB 4
MONOLITH WEB SERVICE MICROSERVICE

Web Service is a strategy to make the services of one application available to other
applications using messaging protocols (read “no user interface).
Microservice is a completely autonomous application that performs a specific service in a
larger application architecture.
Deployment Models
Private Cloud Public Cloud Hybrid Cloud Community Cloud

• Single Client • A truly shared facility • Private Cloud with public • Shared Computing infra
• Leverages Existing CapEx • Shifts CapEx to OpEx resources • Maybe setup by a group
• Can Reduce OpEx • Address problem of Cloud of companies sharing
• Offers a Pay as you go
‘bursts’ similar specifications
• Though security is key model
feature lacks core • Infra is provided in real • E.g.: Bank, Hospitals etc
• Supports Multiple Tenants
advantages of CC time from public cloud

Service Models
OnPrem Infrastructure- Platform-as-a- Software-as-a-

as-a-Service Service (PaaS) Service (SaaS)
(IaaS)

Service Models
Infrastructure Platform Software
(as a Service) (as a Service) (as a Service)
You Manage
You Manage
Applications Applications Applications

Security and Security and Security and
Integration Integration Integration
Managed by vendor
Databases Databases Databases
Managed by vendor
Vertualization Vertualization Vertualization
Managed by vendor
Server OS Server OS Server OS
Storage Storage Storage
Networking Networking Networking
Server HW Server HW Server HW

Service Models
Infrastructure Platform Software
(as a Service) (as a Service) (as a Service)
You Manage
You Manage
Applications Applications Applications

Security and Security and Security and
Integration Integration Integration
Managed by vendor
Databases Databases Databases
Managed by vendor
Vertualization Vertualization Vertualization
Managed by vendor
Server OS Server OS Server OS
Storage Storage Storage
Networking Networking Networking
Server HW Server HW Server HW

SaaS v/s PaaS v/s IaaS
SaaS PaaS IaaS
• On demand service • This service is made up of a OS, a web • Offers computing architecture and
• Platform independent server, and a database infrastructure in virtual environment
• No need to install the s/w on your • Users build, compile, and run programs • Multiple users can access four resources,
PC without worrying about underlying managed by vendors: Data Storage,
• Used by multiple users infrastructure virtualization, Servers and Networking
• Managed by vendor • You manage data and application
resources
User: End users Users: Developers Users: System Administrators
Examples: Gmail, MS office 365, Examples: Google App Engine, Microsoft’s Examples: Amazon S3 storage service,
Google Drive, CRM, ZOHO, Force.com Azure Services Platform, LAMP Rackspace cloud servers; EC2 platform
Adv: Adv: Adv:

• Universally accessible from any • Cost effective rapid development • Enhanced Scalability
platform • Easy development of web app • IaaS is flexible
• Excellent for collaboration
Disadv: Disadv: Disadvantages

• Performance based on internet • Migration issues: the risk of vendor lock- • Security issues
speed in • Network and service delays
• Browser issues
Players in the Cloud Industry
Provider Enablers Consumers Regulators
• Own and manage • Companies who • Corporate or • Government or

their own facilitate the individuals international
systems – deliver cloud client- bodies
‘cloud’ needs provider
through cloud partnership
services through
migration,
monitoring,
maintenance, etc

11/14/2022 ITS S12 | Vimal Kumar M | IIM Calcutta 19
Business value of cloud
computing

Business value of cloud computing
Operational
Financial Drivers Strategic Drivers
Driver
• Reduced total • Agility • Develop
cost of • Scalability capabilities
ownership • Centralized • Rapid product
• Opportunity management development
cost • Increased • Customer
• Productivity access intimacy

When not to move to cloud?
• Tight coupling between hardware and software
• Applications that do not scale
• The cost not justified
• IT staff may not have the relevant skills
• Security is a key concern

Applications that have volatile demand
Low business risk and commodity application
When to
move to Applications that require collaboration
clould?
Big data storage and analysis
Capital available for infrastructure is low

EOS!

Artificial Intelligence & Business Analytics
ITS Session 13
Business Analytics
Digitization of What can be learned from
Business Processes these mountains of data to
More data is improve decisions?
Generated
ITS_S13 | Vimal Kumar M | IIM Calcutta

Data Mining is about
discovering knowledge
from massive data…
Statistics influences data
Business Analytics deals with the use of mining via machine
data and mathematical, statistical, OR learning. (Zhou 2020)
techniques, and machine learning
algorithms as a means for aiding the
decision process in all the functional
areas of business.
Source: Business Analytics, The Science of Data-Driven Decision Making
2
Types of Analytics
• Standard reporting
Descriptive Analytics
• Customer segmentation, sentiments
(What happened?)

Predictive Analytics
Data • Customer churn, direct marketing
(What will happen?) • Credit scoring, fraud detection
Prescriptive Analytics
(Why did something happen?, What should I do?)
3
Applications of Analytics
• Anywhere with Big Data – biology, astronomy, sociology, geographic, image
processing etc.
• Across industry domains - Banking and Finance, Telecommunications,

Healthcare, CPG etc.

• Marketing and CRM have major applications
Direct Marketing
Customer Acquisition
Customer Retention
Cross Selling
Trend Analysis
4
Big Data?
4 Vs
• Structured (about 10% of all data)
• Semi-structured (about 10% of all data)
• Unstructured (about 80% of all data)
High-volume
High-velocity

High-variety
High-veracity
• Usually accumulated and stored in a distributed manner
5
How to do Analytics?
AI? ML? DL?

AI is the New
Electricity
“About 100 years ago, electricity transformed every
major industry. AI has advanced to the point where it
has the power to transform…every major sector in
coming years.”

- Andrew Ng, Stanford University
7
What is AI?
Some Classical Definitions
Thought process
and Reasoning

Behavior
Human Performance Ideal Performance
Source: Russell and Norvig - Artificial Intelligence: A Modern Approach 9

Simpler Approach
Intelligence → Prediction

Using Information that You Have to Generate Information
that You Don’t Have.
Source: Prediction Machine: The Simple Economics of Artificial Intelligence 10

Other common questions of AI
§ AI Vs AGI?
Weak and Narrow AI
Strong AI

§ What is Human/Machine Intelligence?
§ Collaborative Intelligence
11
Current Understanding: Putting it together

Source: Gary Marcus and Earnest Davis, Rebooting AI, 2019
12
Building Blocks of Artificial Intelligence Systems

Source: Paschen et al. (2019, p. 1412)
13
Core of AI:
Machine Learning
15
Introduction:
Machine Learning
• Machine Learning
Grew out of work in AI
New capability for computers
• Examples:

Database mining
Large datasets from growth of
automation/web.
E.g., Web click data, medical records,
biology, engineering
Applications can not be codified apriori
E.g., Autonomous driving, handwriting
recognition, Natural Language Processing
(NLP), Computer Vision.
Self-customizing programs
E.g., Amazon, Netflix product
recommendations
16
Machine Learning Definition
• Arthur Samuel (1959)
Field of study that gives computers the ability to learn without being
explicitly programmed.

17
• Traditional Programming
Data
Computer Output
Program

• Machine Learning
Data
Computer Program
Output
18
• Tom Mitchell (1998)
Machine Learning: A computer program is said to learn from experience E

with respect to some task T and some performance measure P, if its
performance on T, as measured by P, improves with experience E.

19
A computer program is said to learn from experience E with respect to Quick Exercise
some task T and some performance measure P, if its performance on T,
as measured by P, improves with experience E.
Suppose your email program

watches which emails you do or do
not mark as spam, and based on
that learns how to better filter
spam. What are P, T, and, E in this
setting?

a) Classifying emails as spam or not spam.
b) Watching you label emails as spam or not
spam.
c) The number (or fraction) of emails correctly
classified as spam/not spam.
d) None of the above—this is not a machine
learning problem.
20
Advances in Machine LearningY
• Speech Recognition
"I like pickles"
• Machine Translation डीप ल&न(ग का प,रचय

Introduction to Deep Learning ஆழமான க(ற* அறி-க.
গভীর িশ(ার ভূ িমকা

• Sentiment Classification Awesome experience.. best in class camera...
oxygen os..love
• Image Recognition Pixels Correctly classified (Y/N)
21
Why the Buzz Now?

22
Factor One: Modern Computing
§ Cloud Computing
§ Advances in hardware: more memory and faster

computation
23
Factor Two: Data is the New Oil
§ Prediction requires data
§ Machine learns from examples

24
AI Advances
• Perception New Capabilities
Image Recognition • Perception and Comprehension
Speech Recognition
Voice Recognition (Digital automation beyond standardized processes)
• Expert reasoning: Performs tasks that were generally

• Cognition associated with human expert (cataract diagnosis)
Problem Solving • Deepening Digital Analytics: Personalization and Forecasting
Reasoning
at much higher accuracy
Source: The Business of Artificial Intelligence, HBR, 2017 25

AI Advances: Perception

Source: The Business of Artificial Intelligence, HBR, 2017 26
Advances in Machine Learning
You See Your ML Algorithm Sees

27
28
29
30
31
AI Advances: Cognition
• Cognition
Problem Solving

Source: The Business of Artificial Intelligence, HBR
32
What is Possible with AI today?

33
34
35
36
Implications of AI for Organizations
37
Technology Shaping: Virtuous Cycle

Source: Competing in the Age of AI
38
Manager’s Responsibilities and
Skills: New Implications
• New Responsibilities
Process
Outcome
• Changes in Skills
Managers need to learn how to communicate with the tool: they must be able to

provide input for the tool and understand its output, data skills and algorithmic
literacy.
Managers need to learn how to make sense of the tool’s results quickly and on a large
scale to ensure close monitoring
Judgement Skills
Source: Leyer, M., & Schneider, S. (2021) https://doi.org/10.1016/j.bushor.2021.02.026 .

39
Risks and Limits of AI
• Black box Nature, Lack of Explainabilty
• Bias in Data, Discrimination

Amazon scraps secret AI recruiting
tool that showed bias against
women
News Source: Reuters.com https://www.reuters.com/article/us-amazon-com-jobs-automation-insight-idUSKCN1MK08G
40
Risks and Limits of AI
Other Issues?
• Unemployment
• Human behavior & Interaction
• Unintended consequences
• Singularity

News Source: Business Insider
https://www.businessinsider.in/elon-musk-warns-that-
creation-of-god-like-ai-could-doom-mankind-to-an-eternity-
of-robot-dictatorship/articleshow/63647102.cms 41
Thank You

42
Systems
Session 14
Internet of Things: Smart, Connected Products
Nest Thermostat (Google: $3.2B: Jan 2014)
12/2/22 ITS S14 | Vimal Kumar M | IIM Calcutta https://youtu.be/20367DapHlc 2

What business am I in?
What about the industry?

Internet of ‘Things’

Joy Global
12/2/22 ITS S14 | Vimal Kumar M | IIM Calcutta https://youtu.be/SbaBKnn9P8c 5

Smart
Connected
Products
(SCPs)
Components

What will connectivity serve?
• Information exchange between product and operating environment,
makers, users, and other products and systems.
• Enables some functions of the product to exist outside: product cloud

Why now?
• Technological innovations have converged to make smart and
connected products technically and economically feasible.
• A new IPv6 internet registration system opening trillions of new
addresses

How to Manage this SCP?
The New Technology Stack

Source: Porter and Heppelmann, 2014, HBR.
Creating value
with Data
ITS S14 | Vimal Kumar M | IIM Calcutta 12/2/22 11

What Smart, Connected Products Do?

Capabilities of Smart Connected Products
Source: 12/2/22
Porter and Heppelmann, 2014, HBR. ITS S14 | Vimal Kumar M | IIM Calcutta 13
12/2/22 ITS S14 | Vimal Kumar M | IIM Calcutta https://youtu.be/LFYyimOBomU 14

Source: 12/2/22
Amazon Silver Eco
https://youtu.be/YvT_gqs5ETk
E.g.: Wind Turbine, ATMs
Source: 12/2/22
Source: 12/2/22
https://youtu.be/tZ0bq-jIg-o
Capabilities of Smart Connected Products (SCPs)
Monitoring Control Optimization Autonomy
• Track product’s • Remote control and • Enhance product • Autonomous product

condition command of product performance operation
• External working functions • Predictive • Sefl-coordination of
environment of the • Deep customization diagnostics, service, operation with other
product and Personalization and repair products and systems
• Product’s operation (Adjust temperature, • Low maintenance and • Autonomous product
and usage (on/off) color, brightness) operations cost (low enhancement and
bills, no human error) personalization
• Self-diagnosis and
service
Complements: Responsibility:
1. In smart home, control is in single-user, whereas multiple-user 1. Product selection based on value
reside in the same house. Enabling access to multiple-user is the first proposition
complement. Home App (Apple: 2018) is enabled with this 2. Adoption and exploitation
complement.
2. Interoperability is another complement (Philips, Syska, Nest, Wipro)
How smart, connected products
are transforming competition?

Revisit of the Five forces: SCPs
+ Higher barriers to entry
Threat of New Entrants New entrant can leapfrog incumbents
Expended opportunities for

+ Shift rivalry away from price,
broaden Value Proposition + Differentiation, Segmentation,
and Switching costs
Arms race can eat-up profit Product as Service
Suppliers’ Bargaining Power Fierceness of

Competition Customers’ Bargaining Power
+
Less dependence on
mechanical components,
new suppliers
Rise of new suppliers
Higher utilization and product
Threat of Substitutes sharing, substitute for product
ownership
22
Redefining Industry Boundaries
12/2/22
Source: Porter and Heppelmann, 2014, HBR. ITS S14 | Vimal Kumar M | IIM Calcutta 23
Amazon Go
12/2/22 ITS S14 | Vimal Kumar M | IIM Calcutta https://youtu.be/zS9U3Gc832Y 24

Implications for organizations producing SCPs
1. New Processes
a. Remote services
b. Preventive services
2. New Functions
a. Security
b. Warranty compliance
c. Data management
3. Organizational restructuring
a. Chief Data Officer
b. Decision rights

26
Smart connected Objects: Implications for strategy
1. Which set of smart, connected product capabilities and features should

the company pursue?
• Too many features != Value
2. How much functionality should be embedded in the product, and how
much in the cloud?
• Response time, Automation, Network Availability, Security, Location of use, UI and
Frequency of upgrades
3. Should the company pursue an open or closed system?
4. Should the company develop the full set of smart, connected product
capabilities and infrastructure internally or outsource to vendors and
partners?
5. What data must the company capture, secure and analyze to maximize
the value of its offering?
12/2/22
Smart connected Objects: Implications for strategy
6. How does the company manage ownership and access rights to its
product data?
7. Should the company fully or partially disintermediate distribution
channels or service networks?
8. Should the company change its business model?
9. Should the company enter new business by monetizing its product
data through selling it to outside parties?
10. Should the company expand its scope?
12/2/22
Mistakes to Avoid
• Adding functionality that customers don’t want to pay for
• Underestimating security and privacy risks
• Failing to anticipate new competitive threats
• Waiting too long to get started
• Overestimating internal capabilities

Thank You
Systems
Session 15
Coda Coffee and bext360
Supply Chain
Case

Coda Coffee
Group 7,13

Coda Coffee
https://youtu.be/-mxyh39UjjI
What do these guys really care
about?
A desire to source and supply the best possible coffee?

What are the
objective of Fair-
Trade & Farm2Cup
Certification?
Group 7

Did these certifications help in
achieving the objectives?
Group 1

Key Limitations
• Neither Guarantees quality nor

ethics
• Low transparency and
ensuring quality
• Traceability
• Solutions?

Blockchain

Blockchain
• Decentralized, Distributed, Immutable Ledger
• Considered as new revolutionary technology
• Started with the launch of Bitcoin, an alternative currency
• No need of trust among users
• Bitcoin is a digital currency transacted via the Internet in a
decentralized trustless system using a public ledger called Blockchain

Centralized Systems v/s Blockchain Application

What is Blockchain?
https://demoblockchain.org/

How Blockchain Works?
https://www.pwc.com/us/en/industri
es/financial-services/fintech/bitcoin-
blockchain-cryptocurrency.html

Immutability of
Blockchains
• Blocks are referenced by their hash and
each block explicitly specifies which block
(hash) it is building on.
• A hash function is a type of mathematical
function which turns data into a
fingerprint of that data called a hash.
https://demoblockchain.org/hash
Blockchain as Foundational Technology
CBDC? Ethereum
Hyperledger, Ripple

Blockchain Continuum
Source: Murray, M. (2019). Tutorial: A Descriptive

Introduction to the Blockchain. Communications of the
Association for Information Systems, 45

Principles of Blockchain
• Distributed Database
• Each party on a blockchain has access to the entire database and its complete history.
• Peer-to-Peer Transmission
• Communication occurs directly between peers instead of through a central node
(intermediary).
• Transparency with Pseudonymity
• Transaction are visible to everyone and users can choose to remain anonymous.
• Irreversibility of Records
• Various computational algorithms and approaches are deployed to ensure that the recording
on the database is permanent.
• Computational Logic
• Users can set up algorithms and rules that automatically trigger transactions between nodes.

Bext360
Group7

How Blockchain can Revolutionize Coffee?
https://youtu.be/sP14yyQaz3s
What is the role AI and Machine
Vision in bext360?
Group 4

What is Blockchain based
Bext360 solution?
Group 10

How can Coda Coffee sell the value
of their partnership with Bext360 to
their wholesale and retail customers?
Group 13

Delivering Value
• In 2015, Nielsen polled 30,000 consumers in 60 countries.
• Across the board, consumers were willing to pay extra for sustainability.
• 66% were willing to pay more for sustainable goods.
• 73% of millennials were willing to pay extra for sustainability
• Cupping score?

Key Strengths and Limitations of Bext360?
• Strengths
• Creates an immutable set of records
• Provide permission of data viewing and data entry for license owners
• Underprivileged suppliers receive immediate payments
• Customers can trust that supply chain is ethical
• Limitations
• Marker technology is still needed to prove that the product sourced is the
product received.
• The value proposition for consumers is not always clear.

What Blockchain can’t do?
• The usefulness of Blockchain to many business contexts still depends
on trusted intermediaries to effectively bridge the last mile between a
digital record and a physical individual, business, device, or event.
• Blockchain provides no help in verifying the right identifier is given to
physical entity.
• As the ecosystem around blockchain develops, new business
opportunities will emerge around intermediaries that keep digital
records in sync with their offline counterparts.

EOS!

Information Systems &
Technology
Session 16 & 17
E-Business / E-Commerce
• Online business processes, typically involving transactions, through
websites/apps on the internet
• Business processes may include buying and selling of goods/services
through website (eCommerce), managing supply chains, recruiting
employees, etc.
02/12/22 ITS_S16_S17 | Vimal Kumar M | IIM Calcutta 2

E-Commerce Business Strategies

Alibaba
• Alibaba.com – B2B
• Taobao.com – C2C
• Alipay – Payment
• Tmall.com – B2C
• Aliexpress.com – international B2B

Different Types of eCommerece
Oracle, SAP, MJunction
Amazon.com Govt. Business Management

Kiabza.com?
C G
Inter Department
IncomeEfiling
Ola, Uber, OLX

Benefits of E-commerce in developing
markets
• Reduced transaction costs
• Costs of information and search – internet as an efficient channel
• Costs of processing transaction – automated
• Costs of inventory management and logistics
• Disintermediation
• New forms – reintermediation
• Transparency in pricing
• E-markets – publishing of information
• Reduced price differentials and dynamic pricing
• Economies of scale and network effects

E-Commerce Models in India
Sell only owned inventory Sell owned inventory Sell owned inventory No owned inventory No owned inventory
No 3rd party products Sell 3rd party products Sell 3rd party products Sell only 3rd party products Sell only 3rd party products
No used Goods No used Goods Used Goods are allowed No used Goods Used Goods are allowed
Prices are Fixed Prices are Fixed Prices are Fixed Prices are Fixed Price is discovered
Control Fulfillment & Control Fulfillment & Control Fulfillment & Control Fulfillment & No Control on Logistics or
Returns Returns Returns Returns Fulfillment
Pure Inventory Led Model Hybrid Model Hybrid Model+ Managed Marketplace Pure Marketplace

Is e-commerce same as e-business?
• In e-commerce, ICT is used in inter-business or inter-organizational
transactions and in business-to-consumer transactions
• In e-business, on the other hand, ICT is used to enhance one’s
business
• Three primary processes are enhanced in e-business:
• Production processes
• Customer focused processes
• Internal management processes

Unique features of e-commerce
• Ubiquity
• Internet availability anytime and everywhere: work, home, mobile devices
• Business significance:
• Creates marketspace: Marketplace extended beyond traditional temporal,
geographical boundaries
• Shopping can take place anywhere - customer convenience is enhanced,
shopping costs are reduced

• Social Media Technology
• User Content generation and social networking
• New Internet social and business models enable user content creation and
distribution, and support social networks

• Richness
• Video, audio, text messages are possible
• Video, audio, text integrated into single marketing message and experience

• Interactivity
• Technology works through interaction with user
• Consumers engaged in dialog that adjusts to individual; consumer is co-
participant in delivering goods to market

AI & ML

• Information Density
• Technology reduces information costs and raises quality
• Information processing, storage, and communication cost drops dramatically.
• Information becomes plentiful, cheap, and more accurate
• Increased accuracy and timeliness
• Increases price transparency

• Personalization/customization
• Technology allows personalized messages to be delivered to individuals as
well as groups
• Permits customization—changing delivered product or service based on
user’s preferences or prior behavior
• Personalization of marketing messages and customization of products and
services are based on individual characteristics

eCommerce Revenue Models
Revenue Model Example Revenue Source
Advertising Yahoo.com, Google search Fee from advertisers in exchange
for advertisements
Subscription WSJ.com, Netflix, Bharatmatrimony Fees from subscribers in exchange
for access to content or services
Transaction fees Ebay.com; BMS; Nobroker Fees for enabling or executing a
transaction
Sales Amazon.com; Flipkart.com Sale of goods, information or
services
Affiliate Meesho Fees for business referrals

17
Digital Goods
Digital Goods
• Goods that can be delivered over network
• E.g. Music tracks, video, e-books, software
• Cost for producing first unit is nearly total cost of product; Cost for
producing additional units very low
• Impact of Internet on market for digital goods is revolutionary
• Video rental services
• Music recording companies
• Newspapers and magazines

How the Internet Changes the Markets for
Digital Goods?
Digital Goods Traditional Goods
Marginal Cost/unit Zero > Zero, High
Cost of Production High Variable cost
Copying cost Almost Zero > Zero, High
Distribution & Delivery Cost Low High
Inventory Cost Low High
Marketing Cost Variable Variable

Digital Innovation

21
What did these

businesses do better?
• New way of doing business
• Growth at a rapid rate-> captures
customers fast
• Disrupts/destroys existing markets
Sustainable Innovation
• Incremental improvements on the existing product
• Enhanced value for existing customer segment
E.g.: Query Keyboard for Nokia Phone,

IoT to track parcels by Amazon,
Fifth blade in Gillett

What is
disruptive
innovation?
Intel Vs AMD

Intel Vs AMD

Disruptive Innovation
https://youtu.be/Cu6J6taqOSg

Disruptive Innovation
https://youtu.be/qDrMAzCHFUU

Note for Managers
• Disruptive innovations originate in low-end of new market footholds
• Xerox and Personal photocopying
• Disruptive innovations don’t catch on with mainstream customers
until quality catches up to their standards
• Disruption is a process – Netflix
• Disrupters often build business models that are very different from
those of incumbents – Apple iPhone, Kindle
• Not all disruptive innovations succeed
• The mantra “disrupt or be disrupted” can be misguiding

EOS!

Information
Systems &
Technology
Cybersecurity: The iPremier Company
Session 19
2
What is happening?
@iPremier
Group 3
12/10/22
DoS and DDoS?
12/10/22 ITS_S19 | Vimal Kumar M | IIM Calcutta 3

Other
• Malware
• Trojan horse, Infection Malware
(Viruses, Worms), Spyware,
Randsomeware
Types of • Man in the Middle

• Phishing
Attacks
• SQL Injection
• Password Attacks
12/10/22
4
What is it like to be
awakened by Bob
Turley is in the case?
What are his impressions and experiences
in the first few minutes after the
telephone rights?

Perceptions and Tendencies in
Crisis Situations
• Emotional responses, including confusion, denial, fear, panic

• Wishful thinking
• Groupthink
• Political maneuvering, diving for cover, duking responsibility
• Leaping to hypotheses or conclusion about what is happening
• Perceptual bias in favor of evidence that confirms currently held hypotheses

Principles & Recommendations (Group 3)
What advice might you

give for dealing with crisis
situation like this one?

Managing the Crisis –
Key Principles
• Know your priorities
• See all the data and make data driven decisions
• Make decisions at appropriate times (not too
early)
• Take actions that produce more information; if
possible, conduct experiments
• Avoid wishful thinking, groupthink, panic, etc.
• Consult others

Why don’t companies always do that in crises?
These looks so
obvious!
What are Bob Turley’s & iPremier’s priorities?
What is at
stake?
• Lost revenues during down time
Stakes • Lost customer trust or loyalty

• High-limit credit card customers
• Market value loss

• Getting the business back-up and running
Priorities • Protecting customer assets and

information
• Figuring out what exactly is happening
and has happened

How did iPremier perform
during the crisis?
What might you have done differently during
the crisis?

How might they have been better prepared?
What they could

have done?

Managing before the Crisis
• Keeping up to date their crisis management procedures (who to call, in what order,
etc.)
• Rehearsing crisis incidents before they happened
• Upgrading equipment so that logging option could be turned on without degrading
performance unacceptably
• Making modernization of infrastructure more of a priority
• Maintaining a culture of crisis expectation
• Better technology, for defense, monitoring, etc

With its customer & the public: The PR
What information about

these events should
iPremier share?

Think about…
• The importance of forensics to figure out what really happened
• Whether or not, as Turley wants to believe, an attack rules out an intrusion (it doesn’t)
• Whether those inclined to disclose more are in fact being irresponsible with respect to
iPremier shareholders by over acting

Case B

Why is Ripley recommending this kind of drastic action?
Should iPremier implement

Ripley’s suggestion to
shutdown the company and
rebuild the production
platform?

How about Firewall!
What is an
Intrusion?
What should Turley say to Wall Street?
Are there any new

thoughts on what should
be disclosed publicly?

Case C

12/10/22
Now What?

Do we do a rebuild?
How do we handle the situation with MarketTop?
What do we say publicly?
23
What killed this company? Is anyone at fault?
What is your
reassessment of
iPremier’s leadership?

EOS!

IN F O R M ATIO N
TECHNO LO G Y
& S Y S TEM S
SESSION 20 – RECAP & SOME MORE
COURSE OBJECTIVE AND
KEY-TAKEAWAYS FROM THE COURSE
The primary goal of the course is for the students to be able to appreciate the critical role of
information systems in modern businesses that have embraced digital transformation at various
levels. The following issues will be discussed:
• information systems in businesses and their digital strategy
• innovative applications of transformative technologies like IoT, blockchain, and artificial
intelligence, in businesses
• digital models of businesses like e-business and digital platforms
• being prepared for adversities of the digital world with know-how on cybersecurity and ethical
issues related to information systems

COURSE OBJECTIVE AND
KEY-TAKEAWAYS FROM THE COURSE
The primary goal of the course is for the students to be able to appreciate the critical role of
information systems in modern businesses that have embraced digital transformation at various
levels. The following issues will be discussed:
• information systems in businesses and their digital strategy
• innovative applications of transformative technologies like IoT, blockchain, and artificial
intelligence, in businesses
• digital models of businesses like e-business and digital platforms
• being prepared for adversities of the digital world with know-how on cybersecurity and ethical
issues related to information systems
Did we meet our objectives?

TECHNOLOGY
AND SOCIET Y
WHERE ARE WE HEADING?

NOSEDIVE

NOSEDIVE

• What is Lacie Pound is obessed NOSEDIVE
with?
– Rating? Apartment? Or Something
else?
• Conversation between Rayn and
C:\IS it all real? Or
Lacie Just imagination?_
• Airport
• The Truck Driver
• Prison – “F*** You!”

• Remember you rating Uber Driver and
Driver Rating you! NOSEDIVE
• Remember Facebook likes and when you

feel unhappy when someone don’t like
your photo!
• Social Currency
– How do you decide someone’s social
status? Or Popularity?
– Why does it look superficial, yet people
are obsessed with ratings?
– Is our social media creating a new social
class?

WHAT IS THE
TRUTH?
FAC E B O O K F E E D S , G O O G L E S E A R C H
• Guy Debord – 1968 LA SOCIÉTÉ DU
S P E C TA C L E
– “The Spectacle is not a series of
images, but a social relationship
between people that is mediated by
images”

• Facebook fake newsfeeds!
– Did you know, Facebook decides the
order of the newsfeeds displayed on
your feed?
• Rumours on Twitter!
• Google’s discriminatory search
results
– Search results on Google are not
always unbiased… They are
regulated!

Governing Algorithms
• How does algorithmic filtering
work? How do they decide what we
need?
• What are its predominant logics
today?
• Is the popularity index open to
corruption?

CHANGING BUSINESS ECONOMY

• What is Instagram interested in?
• Is Airbnb or Uber really a sharing
platform?
• What is YouTube, Twitter, or
Facebook want from you?

ATTENTION
ECONOMY
AT T E N T I O N E C O N O M Y

W H AT A R E Y O U
D O IN G ?
IN CLASSROOM?

D I G I TA L
• How many times do you check your D I S T R AC T I O N
mobile-phone?
• How many apps on your phone have
real-time notifications?
• How much time do you spend on
your phone daily?
• How many electronic devices do you
have?

Image source: The Economist
HOW PHONES ARE TAKING OVER YOUR CLASSROOM
• 21% of class time using a digital device for an unrelated activity like email or social
media
• Reasons for use
– Relieve boredom (63%),
– Entertained (47%)
– Stay connected for study-related work (46%)
• Consequences
– Not pay attention (89%),
– Miss instruction (80%)
– Bothered peers and faculty (38%)
• FOMO, FOBO and Nomophobia… Anxiety!
• Baby Boomers 67%, Gen Xers 70% and Net Gen 81%
Source: https://www.forbes.com/sites/maxinejoselow/2015/06/25/digital-distraction-how-phones-are-taking-over-the-classroom/#4fe4c08d6f7c
CA N Y O U D O
S O M ET HIN G
ABO UT IT?
IN GENERAL

CAN TECHNOLOGY DO
SOMETHING ABOUT IT?
• Conquer digital distraction with Digital Tools: Fight Fire with
Fire
– Automate your e-mails
– Automate your news
– Keep notifications off
– Automate your sharing
Source: “Conquering Digital Distraction” Harvard Business Review, 2015

CAN YOU DO
SOMETHING ABOUT IT?
• Conquer digital distraction with tech free time: Take a

Break
– Wean yourself from your digital devices
– Take a break every 90 minutes
– Organize tasks
– Clean up
Source: “Conquering Digital Distraction” Harvard Business Review, 2015

THINK ABOUT IT!
THANK YOU
TA K E G O O D C A R E O F Y O U R S E L F !
MILAAP
Crowdfunding for all
Do people want to donate?
What are barriers to donations?
3
Some barriers…
• Lack of trust
• Fear of Taxmen
• Lethargy
• Difficulty to search for the worthy beneficiary
Etc.
4
Is Milaap addressing these barriers?
5
Is Milaap a platform?
6
Pipeline vs Platform
7
Ecosystem of
Milaap
• Motto: Crowdfunding for all
• Small sums from many
donors
• Why DIY and Supported
campaigns?
• Abilities needed:
1. Awareness
2. Literacy
3. Storytelling
4. Knowledge about &
Access to network
8
How does Milaap makes money?
9
Platform’s Network
Model
• Network effects
• Cross Side
• Ola, AirBnb (+ve)
• Facebook Ads (-ve)
• Same side
• Online Gaming
• People like me in Pub
10
Network effect on
Milaap
• Same-side
• Higher number of successful campaigns
attracts more campaigns
• Cross-side
• More donors attract more campaigns and vice
versa
• Thus, Milaap should focus on:
1. To increase the success rate of campaigns
(to improve same side n/w effect)
2. To increase the trust in the network (to
improve cross-side n/w effect)
11
Platform’s Pricing
Strategies
• Pipeline business models - Depends on
Demand side price sensitivity
• High price sensitivity -> Low margin
• Low price sensitivity -> premium products
• But what about on Platforms like Google
search? Or Credit Cards? Who is paying?
• Money side
• Discount side
12
Pricing Strategy on Milaap
WHO IS THE MONEY SIDE? WHO IS THE DISCOUNT SIDE?
13
Why implement the two pricing
models?
How will it assist the Milaap in fulfilling its objectives?
14
Remember, Milaap should focus on:
1. To increase the success rate of campaigns (to improve same side n/w effect)
2. To increase the trust in the network (to improve cross-side n/w effect)
15
Different Models
• Do it yourself (DIY)
• Supported Campaigns (SC)
Which model is better for the platform?

16
Revenue over the years
Milaap's Annual Success Rates Revenue = Avg. Revenue per campaign
Product 2017 2018 2019 2017 2018 2019

Do it Yourself ₹ 17,338.98 ₹ 27,488.79 ₹ 19,279.04
Do it Yourself 14.5% 14.2% 14.6%
Supported Campaigns 41.9% 40.7% 40.2% SCs ₹ 1,39,003.97 ₹ 2,20,922.64 ₹ 2,74,265.72
Total Revenue
2017 2018 2019
Do it Yourself ₹ 2,86,44,000.00 ₹ 6,37,74,000.00 ₹ 6,55,68,000.00
Supported Campaigns ₹ 3,50,29,000.00 ₹ 7,71,02,000.00 ₹ 13,52,13,000.00
Total Revenue ₹ 6,36,73,000.00 ₹ 14,08,76,000.00 ₹ 20,07,81,000.00

17
Reasons for promoting SCs
1. Higher Margin
2. More genuine campaigns – Zero fraud risk… increases trust
3. Higher chances of success as Milaap uses its own network for promoting
• How should we promote?
• Will I be able to achieve my goal of ‘Crowdfunding for all’?
18
Costs for 2019
Cost/ Total Collection for 2019 SC DIY Calculation

Customer Care Support (Cost of manager) 500.00 500.00 Direct from Exhibit 1D
Relationship Manager 3500.00 0.00 Total Cost for RM from Exhibit 1D/ Total
number of SCs
Network Access, Social Media ads and 75000.00 0.00 Total Cost for NW & SM from Exhibit 1D /
Premium Services Total number of SCs
Technology Cost (per campaign, irrespective 1000.00 1000.00 Technology cost / Total number of
of success or failure) campaign (2,45,00,000 / 24,547 =~
1,000Rs.)
Story and Photography Assistance 30000.00 0.00 Direct from Exhibit 1D
Onboarding Cost 5000.00 500.00 Direct from Exhibit 1D
Field Visits and Customer Verifications 10000.00 0.00 Direct from Exhibit 1D
Total 125000.00 2000.00
19
Net Margin
Net Margin = (Avg. Revenue - Avg. Cost) / Avg. Cost
• DIY = (19,279 – 2000)/2000 = 8.64
• SC = (274,265 – 1,25,000)/1,25,000 = 1.19
Who is the ‘Cash Cow’?
20
Platform’s Pricing
Strategies
• Now, on Milaap…
• Who is the money side?
• Who is the discount (subsidy) side?
21
If DIY is better, why does the firm have
SCs?
22
Why do you think Milaap made changes
in its commission structure during
Covid?
23
What is the financial impact of the
decision to forgo commission during
Covid?
24
What should the firm do after Covid is
over?
25
Challenges with Philanthropic approach:
• Donors might wonder if they should donate to the platform since they were already
donating to the patient.
• The crucial role played by Milaap as the intermediary is not immediately apparent, so the
donor might not realize the need for donating to the platform.
• Even if the donor does decide to donate, the final amount donated might be considerably
lower than the previous commission rate of a flat 5%.
26
Thank you!
27

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Information Technology &

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 2

Red Queen’s Hypothesis

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 4

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14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 7

“‘IT’ Cannot be a competitive advantage because everyone has it.

Replace ‘IT’ with a commodity…

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 8

“‘Electricity’ Cannot be a competitive advantage because

Or Replace ‘IT’ with a

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 9

“‘Post-it notes’ Cannot be a competitive advantage because

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 10

If everyone has X, X will never provide a competitive advantage

Would you agree?

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 11

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 12

They are Commodities!

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 13

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IT is just a tool. How it is used matter!

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 15

Synergy b/w IT Strategy and Business Strategy Matters!

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 16

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 17

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 18

Apps Infrastructure Data

Network Network IT Support

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 19

Invest in more that

Raison d'être… New

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14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 24

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14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 30

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• Offering is what is sold to the

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 35

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11/14/2022 IIM Calcutta | ITS S11 | Vimal Kumar M 37

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• Converts ‘atoms’ into ‘bit’

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• Baking s/w into product

14-11-2022 IIM Calcutta | ITS S11 | Vimal Kumar M 40

• They provide continuous stream

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