What is the difference between the CIO and CDO of an organization?
The difference between the CIO and CDO is that the CIO is responsible for the information systems through which data is stored and processed, while the CDO is responsible for the data, regardless of the information system. is responsible for collecting, maintaining, and distributing the organization’s knowledge.
Who is responsible for ensuring the ethical and legal use of information within a company?
Chief Privacy officer- Responsible for ensuring the ethical and legal use of information within an organization. Usually lawyers by training, so can understand the legal issues.
Who is responsible for ensuring the speed accuracy availability?
Chief Technology Officer
Which of the following represent executive levels you might see created over the next decade?
Terms in this set (20) (T/F)According to Fast Company magazine, a few executive levels you might see created over the next decade include chief intellectual property officer, chief automation officer, and chief user experience officer.
Who will create the optimal relationship between user and technology?
*Chief user experience officer will create the optimal relationship between user and technology.
What are perfect MIS candidates called?
Like purple squirrels, Unicorns are those mystical candidates whose resumes shine with perfect qualifications.
What was the first national appointment made by President Obama quizlet?
What first-ever national appointment was made by President Barack Obama? Chief Security Officer (CSO). Jeremy Bridges is an executive for Green Web Designs, where his primary role is to ensure the security of business systems and develop strategies to protect the company from online viruses and hackers.
Which of the following are the broad functions of a CIO?
Broad Function of a CIO: Building and maintaining strong executive relationships. Is responsible for ensuring the ethical and legal use of information. Is responsible for collecting, maintaining, and distributing the organization’s knowledge.
Which of the following is not a typical way that a company would duplicate a competitive advantage?
Blech
| Question | Answer |
|---|---|
| Which of the following is not a typical way that a company would duplicate a competitive advantage | Carrying large product inventories |
| A business strategy achieves a specific set of goals which include | Attracting new customers, developing new products or services |
Which four elements are included in systems thinking?
Which four elements are included in systems thinking? Input, Process, Output, and Feedback.
Which of the following represents the information formats in an organization?
Which of the following represent the information formats in an organization? document, presentation, and database.
Which of the following describes how a company can reduce the threat of substitute products or services?
Which of the following describes how a company can reduce the threat of substitute products or services? Offer additional value through wider product distribution. If you were thinking about a washing machine as a system, which of the following represents the outputs?
What are substitute threats examples?
Butter and margarine, beer and wine, coffee and tea are all classic examples of substitute products. They are a threat to profitability because they put a cap on the prices that you are able to charge for your products and services.
What is threat of substitute products and services?
The threat of substitutes is the availability of other products that a customer could purchase from outside an industry. The competitive structure of an industry is threatened when there are substitute products available that offer a reasonably close benefits match at a competitive price.
What is intensity of rivalry?
The intensity of rivalry among competitors in an industry refers to the extent to which firms within an industry put pressure on one another and limit each other’s profit potential. As a result, this reduces profit potential for all firms within the industry.
What are the that influence the intensity of rivalry?
Many factors influence the intensity of rivalry among firms in an industry. In general the number and size of the rival firms, demand growth of industry product or service, amount of fixed costs and exit barriers are the forces behind the intensity of rivalry in an industry.
What factors cause high price rivalry?
Understanding Porter’s Five Forces
- Competitive rivalry. This force examines how intense the competition is in the marketplace.
- The bargaining power of suppliers.
- The bargaining power of customers.
- The threat of new entrants.
- The threat of substitute products or services.
What factors determine the intensity of rivalry?
Porter’s competitive intensity determines the level of rivalry existing in a particular industry. This competition can be influenced by several factors, including the concentration of the industry, cost of switching, fixed costs, and the rate of industrial growth.
What is Porter’s 5 Forces Analysis example?
Five Forces Analysis Live Example The Five Forces are the Threat of new market players, the threat of substitute products, power of customers, power of suppliers, industry rivalry which determines the competitive intensity and attractiveness of a market.
What are the factors that affect competition?
From a microeconomics perspective, competition can be influenced by five basic factors: product features, the number of sellers, barriers to entry, information availability, and location.
What is a good indicator of competitive rivalry?
A good indicator of competitive rivalry is concentration ratio of an industry.
What is Porter’s 5 forces competitive rivalry?
Industry rivalry and competition: Porter’s five forces. Industry rivalry—or rivalry among existing firms—is one of Porter’s five forces used to determine the intensity of competition in an industry. Other factors in this competitive analysis are: Barriers to entry. Bargaining power of buyers.
What is not one of Michael Porter’s five competitive forces?
The bargaining power of unions is not included in Porter’s five competitive forces.
What is the threat of new entrants?
The Threat of New Entrants Explained When new competitors enter into an industry offering the same products or services, a company’s competitive position will be at risk. Therefore, the threat of new entrants refers to the ability of new companies to enter into an industry.
How do you deal with threat of new entrants?
Highly differentiated products or well-known brand names are both barriers to entry that can lower the threat of new entrants. Significant upfront capital investments required to start a business can lower the threat of new entrants. Whereas, high consumer switching costs are a barrier to entry.
What are Michael Porter’s Five Forces?
Porter’s Five Forces is a framework for analyzing a company’s competitive environment. The number and power of a company’s competitive rivals, potential new market entrants, suppliers, customers, and substitute products influence a company’s profitability.
How do you analyze Porter’s five forces?
To define strategy, analyze your firm in conjunction with each of Porter’s Five Forces.
- Threats of new entry. Consider how easily others could enter your market and threaten your company’s position.
- Threat of substitution.
- Bargaining power of suppliers.
- Bargaining power of buyers.
- Competitive rivalries.
Which of Porter’s five forces is the strongest?
Key Takeaways. Competition from within the financial industry is probably the strongest of Porter’s Five Forces when analyzing JPMorgan Chase.
What is the importance of Porter’s five forces?
Porter’s Five Forces Analysis is an important tool for understanding the forces that shape competition within an industry. It is also useful for helping you to adjust your strategy to suit your competitive environment, and to improve your potential profit.
What is the purpose of Porter’s five forces analysis?
Five forces analysis helps organisations to understand the factors affecting profitability in a specific industry, and can help to inform decisions relating to: whether to enter a specific industry; whether to increase capacity in a specific industry; and developing competitive strategies.