Corporate Information Management

A.K. Swain

IIM Kozhikode
Automation vs. Digitalization
 Automation vs. Digitalization
Automation Digitalization
Automate human physical effort. Augment (or displace) human cognition.

Digitize physical assets (such as Accessorize the physical, and manipulate the
paper or telephones). digital assets to enhance decision making and
alter actions using real-time context data and
metadata.
Automate the prescribed Orchestrate interactions in real time, using
workflow (doing-by- design). values, policies and goals/outcomes to guide
behavior (design-by-doing).
Standardize work activities for Use situational adaptation to maximize the
efficiency (bottom line). customer's experience of value - the "business
moment" (top line).
Manage single transactions and Manage aggregated events (a situation, a case,
simple events. an instance).
Persist data for transactional Persist event and context data for situational
integrity. integrity.
 Case: Buy Experience, Not things
Retail is one of the most competitive and stingiest industries in America boasting some of the most
dissatisfied workers across the board. Walmart Stores employees began a week-long strike in
Miami, Boston, and the San Francisco Bay Area to publicly display their immense dissatisfaction
with the multinational corporation. Employees at Amazon.com fulfillment center in Leipzig,
Germany went on strike demanding higher wages and better benefits. Just search retail strikes and
you will find numerous examples of dissatisfied employees doing what they can to improve their
situations. However, there is one company that will not appear on the list – Costco Wholesale!
Costco Wholesale, the second-largest retailer in the U.S. behind Walmart, is an anomaly in a world
where retailers are closing their doors due to the inability to compete with online prices. Retail
stores such as Aeropostale, Sears, and Macy’s are all feeling the pressure of the online
marketplaces of today’s digital world. Costco requires a $55-a-year membership fee for access to
its massive warehouses supplied floor to ceiling with generous portions of everything from olive
oil to paper towels. While many businesses are losing customers to the Internet Costco’s sales have
grown 40 percent and its stock price has doubled.
Treating employees exceptionally well is the secret to Costco’s success. Costco employees make
an average of $20 an hour, not including overtime and eighty-eight percent of Costco employees
have company-sponsored health insurance. Costco treats its employees well in the belief
that a happier work environment will result in a more profitable company. It is obvious
Costco is thriving in one of the toughest retail markets in history.
 Case: Buy Experience, Not things
The style of Costco is minimalist with no-frills industrial shelving stocking the 4,000
different products. Products are marked up 14 percent or less over cost. Items like
diapers, suitcases, and tissues, which it sells under its in-house Kirkland Signature
brand, get a maximum 15 percent bump. After accounting for expenses such as
real estate costs and wages, Costco barely ekes out a profit on many of its products.
Eighty percent of its gross profit comes from membership fees; customers renew their
memberships at a rate of close to 90 percent.
“They are buying and selling more olive oil, more cranberry juice, more throw rugs than
just about anybody,” says David Schick, an analyst at Stifel Nicolaus. And that allows
Costco to get bulk discounts from its suppliers, often setting the industry’s lowest price.
Even Amazon can’t beat Costco’s prices, which means that “showrooming,” or browsing
in stores but buying online for the better price, isn’t much of a concern for Costco.
The company’s obsession with selling brand-name merchandise at cut-rate prices
occasionally gets it into trouble. Tiffany filed a multi-million-dollar trademark infringement
suit against Costco alleging it improperly labeled merchandise as “Tiffany engagement
rings.” Costco calls it “an honest mistake” and re-branded the label “Tiffany-style.” The
suit is pending.
 Case: Buy Experience, Not things
Buying Happiness
When you work hard every single day you want to spend your hard-earned funds on
what science says will make you happy. The Commerce Department released data
showing that American consumers are spending their disposable income on eating out,
upgrading cars, renovating houses, sports, health, and beauty. Data shows restaurant
spending has increased 10 percent over the last year, and automotive sales have
increased seven percent. Analysts say a wider shift is occurring in the mind of the
American consumer, spurred by the popularity of a growing body of scientific studies
that appear to show that experiences, not objects, bring the most happiness. The
Internet is bursting with the “Buy Experiences, Not Things” type of stories that give
retailing executives nightmares. Millennials - the 20- and 30-something consumers
whom marketers covet are actively pursuing this new happiness mentality.
A 20-year study conducted by Dr. Thomas Gilovich, a psychology professor at Cornell
University, reached a powerful and straightforward conclusion: don’t spend your money
on things. The trouble with things is that the happiness they provide fades quickly. New
possessions quickly become old and what once seemed novel and exciting quickly
becomes the norm. The bar is constantly rising and new purchases lead to new
expectations. As soon as we get used to a new possession, we look for an even better
one. And of course we are always comparing ourselves to the neighbors. By nature, we
are always comparing our possessions and as soon as we buy a new car a friend buys
a better one—and there’s always someone with a better one.
 Case: Buy Experience, Not things
Buying Happiness
Gilovich is not the only person believing experiences make us happier than
possessions. Dr. Elizabeth Dunn at the University of British Columbia attributes the
temporary happiness achieved by buying things to what she calls “puddles of pleasure.”
In other words, that kind of happiness evaporates quickly and leaves us wanting more.
Things may last longer than experiences, but the memories that linger are what matter
most!
 Case:
Questions: Buy Experience, Not things
1. Imagine you are working for Costco as a manager in its Chicago store.
Your boss does not understand the difference between data, information,
business intelligence, and knowledge. Using examples of products and
services available at Costco, provide examples of each to help your boss
understand these important concepts.
2. Explain why it is important for Costco’s corporate accounting, marketing,
and operations management business units to access and analyze
information about your store’s sales. What could happen if your store
sales were not shared with the different business units at Costco’s
headquarters?
3. Explain systems thinking and how MIS solves the issue with information
silos throughout Costco’s entire worldwide organization.
4. Imagine you are working for Costco as a manager in its Chicago store.
Using Porter’s Five Forces Model, analyze buyer power and supplier
power for Costco.
5. Which of the three generic strategies is Costco following?
6. Only members of Costco can purchase products at Costco. Which of
Porter’s Five Forces did Costco address through the introduction of its
members-only program?
 Case: Buy Experience, Not things

1. Imagine you are working for Costco as a manager in its

Chicago store. Your boss does not understand the
difference between data, information, business
intelligence, and knowledge. Using examples of
products and services available at Costco, provide
examples of each to help your boss understand these
important concepts.

IIM Kozhikode 9
 Case: Buy Experience, Not things

Question 2. Explain why it is important for Costco’s corporate

accounting, marketing, and operations management business
units to access and analyze information about your store’s sales.
What could happen if your store sales were not shared with the
different business units at Costco’s headquarters?
Question 3. Explain systems thinking and how MIS solves the
issue with information silos throughout Costco’s entire worldwide
organization.
 Case: Buy Experience, Not things

Question 4. Imagine you are working for Costco as a manager in

its Chicago store. Using Porter’s Five Forces Model, analyze
buyer power and supplier power for Costco.
 Case: Buy Experience, Not things

Question 4. Imagine you are working for Costco as a manager in

its Chicago store. Using Porter’s Five Forces Model, analyze
buyer power and supplier power for Costco.
Question 5. Which of the three generic strategies is Costco
following?
 Case: Buy Experience, Not things

Question 6. Only members of Costco can purchase products at

Costco. Which of Porter’s Five Forces did Costco address through
the introduction of its members-only program?
 Chapter 2:
Opening Case: Robots Took My Job
 Opening Case: Robots Took My Job
1. Define the three primary types of decision-making systems
and how robots in the workplace could affect each.
2. Describe the difference between transactional and analytical
information, and determine how robots could affect each for a
grocery store such as Safeway.
3. Illustrate the business process model used by a robot to
perform an analysis on a patient with a cold.
4. Explain business process reengineering and how robots
might dramatically change the current sales process.
5. Formulate different metrics that a personal trainer robot for a
fitness club could provide a customer.
6. Argue for or against the following statement: Robots are
better than humans in all business capacities.

IIM Kozhikode 15
Case: Business is Booming for
Wearable Technologies
 Case: Business is Booming for
Wearable Technologies
Questions:
1. Define the three primary types of decision-making systems and how
robots in the workplace could affect each.
2. Describe the difference between transactional and analytical
information, and determine how wearable technology could affect
each for a grocery store.
3. Illustrate the business process model used by a customer service
repair technician using wearable technology glasses to fix a broken
computer.
4. Explain business process reengineering and how wearable
technology might dramatically change the current sales process.
5. Formulate different metrics that a wearable technology for fitness
could provide a customer.
6. Argue for or against the following statement: Wearable devices
invade consumer privacy.
 Opening Case: Hello Fresh, Hello
Delicious
Questions:
1. Do you consider HelloFresh a form of disruptive or
sustaining technology?
2. Is HelloFresh an example of Web 1.0 or Web 2.0?
3. Describe the ebusiness model HelloFresh has
implemented
4. Describe the revenue model HelloFresh has
implemented?
5. What is HelloFresh’s competitive advantage?
6. What are the security and trust issues surrounding
HelloFresh?
 Case: Slack – Be Less Busy
Questions:
1. Do you consider Slack a form of disruptive or sustaining
technology? Why or Why Not?
2. What types of security and ethical dilemmas are facing Slack?
3. Describe the ebusiness model for Slack.
4. Describe the revenue model for Slack.
5. Categorize Slack as an example of Web 1.0 or Web 2.0.
6. Explain the four characteristics of Business 2.0 and how each
applies to Slack.
7. How could Slack use social networking analysis to help
organizations function more efficiently?
The END

IIM Kozhikode