Context
1.1) Aims and Scope
This report aims to discuss the strategic practices of Vodafone. Basically, this study will illustrate the understanding of how the competitive environment and internal capabilities of Vodafone have combined to influence their IS strategies and development. This paper is also capable of demonstrating how the use of technology has related at least in part to the development of competitive advantage. Moreover, this paper will also provide a clear focus on specific strategic IT/IS issues e.g. competition, changes in customer preferences, increased use of technology in processes to increase competitiveness, technological innovations, threat of new entrants to market, outsourcing of activities to improve cost efficiencies, etc. Apparently, this will also provide significant discussion pertaining to the external IT/IS environment impacts on the internal workings of Vodafone.
1.2) Introduction
IS implementation to Vodafone is very vital since most of their products are most likely about technology and communication. However, before we start on analysis, let us consider the types of evaluation method that we can possibly use in Vodafone. Accordingly, a system is known as a set of elements which are connected or interrelated with each other. In analyzing the element of a system, such as Information System, the modes of enquiry are used. Basically, modes of Enquiry is divided into three categories, the simple (inductive-consensual and analytic deductive), complex (dialectic and multiple realities) and innovative (unbounded systems thinking). These modes enable us to break a certain system down into smaller sub-system and focus on how each of these sub-systems became an important factor for achieving the goal of the system. Base on a real world scenario each modes of enquiry system will be analyzed in terms of their strengths and weaknesses. As mentioned, modes of enquiry includes inductive consensual, analytic deductive, dialectic, multiple realities and unbounded systems thinking.
1.3) A critique of different modes of enquiry
1.3.1) Inductive-Consensual
Inductive-Consensual mode of enquiry is an approach that enables us to have an outcome based on a limited set of observations. With these formulated observations, only one conclusion must be considered. In this method, there are three kinds of analysis that may be used: analogous, historical or multiple independently sourced. Herein, the decision maker must first formulate a problem, after which, a set of observations or plausible solutions can be provided.
1.3.2) Analytic-Deductive
Analytic-Deductive is one a mode of enquiry which views the world as formula. This enquiry often highlights logical consistency. This method believed that everything leads only to one answer, i.e. the truth. The main attribute of this method is its ability to break down the issues into different part through reductionism, which is helpful in identifying a plausible solution. This enquiry attempts to analyse the issue base on the categories part, to be able to get some insightful details and solution parts by parts.
1.3.3) Multiple Realities
Multiple Realities is another mode of enquiry used in decision-making process. This mode of enquiry is somewhat similar to inductive consensual and analytic-deductive inquiry system. However, in this mode of enquiry, the information or data used are more complex and needs more strategic ways to arrived at a certain solution. In addition, the multiple realties approach does not only adhere to the determination of a specific solution or outcome. This is because, multiple realities, focuses on representing problems in a broader and wider perspectives. In this manner, the management or the decision maker, will become more involved to the decision-making process and may have more factors to choose from.
1.3.4) Dialectic
As mentioned above, another mode of enquiry used in decision-making process is the dialectic approach. This enquiry system is used not for setting data, observations or issues but is used to give emphasis on the differences traditional and typical assumptions. In addition, this system may also provide different perspective for a common data which can be useful for having a smooth and progressive decision making process. For example, in terms of using the internet in banking industries, with the use of dialectic approach, the decision-maker may use some conflict factors in order to have a new truth for the issue. By determining two contradicting, polarized standpoints and about internet banking (Tan, Yen & Fang, 2002) the management can efficiently select the best options. In addition, this can help the management to anticipate plausible outcome or impact caused by the application of this information system to business.
1.4 Conclusions
As seen in the previous discussion, there are modes of enquiry that we can use in order to evaluate the current stance of Vodafone in consideration to IS implementation. In the fast-paced world of business, managers and entrepreneurs alike often lose sight of their ultimate objectives because they are preoccupied with more immediate concerns of the business venture. This has, in one way or the other, fatally caused their failure to anticipate future scenarios, proving damaging to the enterprise. Therefore, the sacred duty of those in authority to think of strategies that the business will undertake remains vital to the organization’s achievement of their previously set objectives. Formulating sound business strategies may not be the only key to success, but without it, there is a greater chance that the business will fail. Strategy is used by businesses to describe a variety of planning activities with a generally agreed upon purpose of directing the organization to a successful course of action over an extended time frame.
However, before one proceeds to the hustle and bustle of the actual strategy formulation and later incorporating it in the overall strategic plan, there is an initial need to clarify the two basic concepts involved in the process, namely strategy and strategic planning. It is easy to dismiss the concepts as one and the same, but Professor stated otherwise. With this regard, strategic practices essential to Vodafone should be carefully analyzed.
External Environment
2.1) Introduction
Vodafone is one of the top companies if mobile phones and communications technology is being discussed. The company offers top products and services with regards to the said category thus, it is very vital for them to evaluate the external environment and stance of the company. The external environment of Vodafone plays an important role in thier IT strategic decision-making. External environment has impact on the IT strategies of Vodafone since they are parts of the system called macro-environment. Unlike the microenvironment (internal environment), macro-environment includes factors that are uncontrollable by the company such as the political trends, demographics, economics or business conditions, social and technological trends. Since Vodafone moves in a macro-environment, its strategic planning must involve the use of quality sources of reference to determine the interconnectedness and impact of the factors mentioned in the IT strategies of the company.
2.2) External Factors
2.2.1) Political Factors
With regards to the political factors of Vodafone, observers will see a continuing progression in the ruinous steps which have forced the industry into a socio-politico-economic corner. Whether this is related to flat demand or to the industry’s creation of an ever-wider range of vehicles that many buyers seem to care little about, there is a problem. The industry is likewise linked closely to the policies of governments, the earnings of communication business. Little wonder then that so many emerging countries are keen to develop a communication sector or that there is such a political pressure to protect it in the developed countries. The world’s communication industry is currently dominated by little more than a handful of firms, each wielding colossal financial, emotional and political power. The industry’s approach to dealing with political institutions has not always been brilliant. It tends to be good on technical issues, although it has not always fully presented the longer-term options, in order to make the choices and their implications clear.
2.2.2) Economic Factors
For much of the developed world, and increasingly fro the developing world, the communication industry is a pillar industry, a flag of economic progress. Without an communication industry, it is impossible to develop an efficient telephone business, a network industry or a computer business – other central foundations of economic progress. The communication industry in which Vodafone is attached has been a core industry, a unique economic phenomenon, which has dominated the twentieth century. However, the industry now suffers from a series of structural schisms and has become riddled with contradictions and economic discontinuities. For the capital markets and the finance sector, it has lost a lot of its significance, as a result of ever declining profits and stagnant sales.
The proliferation of products means that it has become hopelessly wasteful of economic resources. While all these and more sound like a very gloomy assessment of such a vast economic phenomenon, the industry is not in the end despondent. A different future is possible for the industry, a highly desirable one.
2.2.3) Social Factors
The world’s communication industry let say Vodafone, affects the society as a whole. It employs millions of people directly, tens of millions indirectly. Its products have transformed society, bringing undreamed-of levels of mobility, changing the ways people live and work. The social value of the additional mobility that this industry brings involves the value of the people being able to commute over longer distances easily, among many others. For most of its existence the communication and technology industry has been a model of social discipline and control and it is not just that the communication and technology sector offers a ‘pillar’ of something else. There are, on the other hand, particular social issues to address in many developing countries, often those that are the result of an undertone of religious faith. The automotive industry has the role to play in helping develop the mobility of such countries and it can be achieved at an acceptable social cost of the country is prepared to learn the necessary lessons from those who have travelled this route before it, and to make the necessary investments.
2.2.4) Technological Factors
The Vodafone works on a scale so awesome and has an influence so vast that it is often difficult to see. The level and diversity of technologies that it must deploy are increasing, which imposes both new investment burdens and new uncertainties and risks. Roughly a million mobile phones and other communication technology are built around the world each week – they are easily the most complex products of their kind to be mass-produced in such volumes. The company uses manufacturing technology that is the cutting edge of science. But still, the potential for developing coordination skills, intellectual capabilities and emotional sensitivities through electronic technologies remain far from fully exploited.
2.2.5) Global
With regards to the global performance of the company, Vodafone is quite expressive as compared to other communication and technology businesses. Other than the mobile phones and communication technologies themselves, the business is intricately tied to the manufacture of a wide range of components and the extraction of precious raw materials. The effect to the communication companies like Vodafone are that they needed to establish R&D centres to take advantage of research infrastructure and human capital, so that they can develop communication products locally to satisfy the requirements of the global environmental and safety regulations more effectively.
2.3) SWOT Analysis
2.4) Conclusion
Task 3 (Approximately 1400 words)
3.1) Introduction
3.2) Risk Analysis
3.3) IS Strategy/Planning – Porter’s Framework
3.3.1) Value Chain Analysis (please include the figure)
3.3.2) Porter’s forces (the analysis should be drawn from the”effect /probability/action grids”(to be included in the appendices))
3.4 Conclusion
Task 4 (Approximately 900 words)
4.1) Introduction
4.2) Soft Systems Methodology (SSM)
4.3) Stages of SSM
4.4)Study for the case
4.4a)Illustration of Stage 1 and Stage 2 as a whole in SSM(include the figure of Rich Pictures)
4.4b)Stage 3: Naming Of Relevant Systems.
4.4b1)Root Definition
4.4b2)CATWOE analysis
4.4c)Stage 4: Conceptual Models( include the figure of conceptual model) 4.4d)Stage 5: Comparing Conceptual Models with Reality 4.4e)Stage 6 and 7: Implementing ‘Feasible and Desirable’ Changes —Pls reference for the SSM_reference.rar to finish this part, thks—-
4.5) ICDT Model
4.6) SSM/ICDT Approach
4.7) Conclusion
Task 5 (Approximately 300 words)
5.1) Summary
Appendices
References
Bibliography (Any thoughts, ideas or quotations which don’t belong to you must be fully attributed to their sources using the appropriate in-text citation and bibliography using the Harvard Referencing System. Authors work that is used in the paper and not referenced is plagiarism.)
Credit:ivythesis.typepad.com
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