信息系統(tǒng)的概念與作用課件

信息系統(tǒng)的概念與作用信息系統(tǒng)的概念商業(yè)的角度信息系統(tǒng)是一個(gè)以信息技術(shù)為基礎(chǔ)的企業(yè)和管理的解決方案(solution)重點(diǎn)是企業(yè)的解決方案信息技術(shù)只是個(gè)工具而已企業(yè)不買(mǎi)技術(shù)，只買(mǎi)解決問(wèn)題的方案信息系統(tǒng)是企業(yè)的一部分業(yè)務(wù)流程的一部分對(duì)有的公司來(lái)說(shuō)，是一大部分企業(yè)組織的要素與信息系統(tǒng)的作用業(yè)務(wù)流程手續(xù)，規(guī)則人與人事關(guān)系說(shuō)服力，拉關(guān)系組織結(jié)構(gòu)組織圖，部門(mén)關(guān)系，管理制度文化行為規(guī)范，理念，認(rèn)知度信息化的重點(diǎn)Enable流程創(chuàng)新減化流程新業(yè)務(wù)流程制度化（固化）自動(dòng)化（盡量）決策支持與知識(shí)管理支持企業(yè)的學(xué)習(xí)能力組織的功能與信息系統(tǒng)銷(xiāo)售與市場(chǎng)營(yíng)銷(xiāo)制造財(cái)務(wù)人力資源等等銷(xiāo)售規(guī)劃執(zhí)行顧客服務(wù)采購(gòu)財(cái)務(wù)系統(tǒng)供應(yīng)鏈管理系統(tǒng)產(chǎn)品管理設(shè)計(jì)ERPCRMDDSOA知識(shí)管理信息一體化下的制造企業(yè)銷(xiāo)售設(shè)計(jì)計(jì)劃物流/供應(yīng)鏈管理顧客服務(wù)執(zhí)行采購(gòu)庫(kù)存控制市場(chǎng)預(yù)測(cè)倉(cāng)儲(chǔ)管理運(yùn)輸管理產(chǎn)品供應(yīng)鏈管理信息一體化下的服務(wù)企業(yè)顧客銷(xiāo)售系統(tǒng)交易工具交易管理市場(chǎng)聯(lián)結(jié)風(fēng)險(xiǎn)管理結(jié)算交易單市場(chǎng)日?qǐng)?bào)表執(zhí)行報(bào)告互聯(lián)網(wǎng)時(shí)代的趨勢(shì)顧客需求的趨勢(shì)服務(wù)速度自己服務(wù)，更加個(gè)性化更多產(chǎn)品和類(lèi)型整體性產(chǎn)品業(yè)務(wù)流程的趨勢(shì)服務(wù)和銷(xiāo)售一體化顧客服務(wù)一致性，可靠靈活的制造，方便的送達(dá)流程的透明度高組織結(jié)構(gòu)的趨勢(shì)外包，扁平化品牌為中心的，OEM虛擬組織，延伸了的組織管理信息系統(tǒng)的作用業(yè)務(wù)流程創(chuàng)新的Enabler本質(zhì)上改變企業(yè)的競(jìng)爭(zhēng)力成本優(yōu)勢(shì)價(jià)值優(yōu)勢(shì)表面上的結(jié)果管理過(guò)程化組織扁平化職能綜合化三個(gè)管理理論的學(xué)派技術(shù)-理性為主的重在完成任務(wù)的精度將任務(wù)組織成工作，工作成為生產(chǎn)體系行為為主的強(qiáng)調(diào)企業(yè)如何適應(yīng)內(nèi)部和外部環(huán)境的變化認(rèn)知為主的強(qiáng)調(diào)如何應(yīng)用專(zhuān)技和知識(shí)去解決問(wèn)題，追求企業(yè)的學(xué)習(xí)能力技術(shù)-理性學(xué)派的特點(diǎn)組織象一個(gè)機(jī)器（金字塔）龐大，官僚重?cái)?shù)據(jù)收集，分析，監(jiān)控功能規(guī)劃組織協(xié)調(diào)決策控制技術(shù)-理性學(xué)派與信息技術(shù)管理重點(diǎn)傳統(tǒng)的管理活動(dòng)現(xiàn)帶的管理活動(dòng)信息系統(tǒng)的貢獻(xiàn)分析工作時(shí)間和工序分析流程分析-工程Enable流程創(chuàng)新-整合信息系統(tǒng)組織管理管理組織金字塔收集分析信息工作流改PULL為PUSH行為學(xué)派的特點(diǎn)人是企業(yè)的一部分，不只是工具組織的效率取決于組織的適應(yīng)力管理活動(dòng)特點(diǎn)快速大量的工作繁多而分散的信息關(guān)系網(wǎng)以語(yǔ)言為主要交流手段控制議程行為學(xué)派管理與信息技術(shù)管理重點(diǎn)傳統(tǒng)的管理活動(dòng)現(xiàn)代的管理活動(dòng)信息系統(tǒng)的貢獻(xiàn)計(jì)劃從上至下的中央計(jì)劃分布式計(jì)劃計(jì)劃協(xié)調(diào)組織上級(jí)決定分工權(quán)力下放網(wǎng)絡(luò)，遠(yuǎn)距離工作領(lǐng)導(dǎo)激發(fā)/威嚇員工支持員工挑頭網(wǎng)絡(luò)控制精確的微觀控制下放分布式控制創(chuàng)新中央的專(zhuān)門(mén)化的部門(mén)負(fù)責(zé)顧客，員工都可以創(chuàng)新會(huì)議軟件，群件，GDSS環(huán)境敵對(duì)性強(qiáng)，邊界分明戰(zhàn)略聯(lián)盟電子商務(wù)，系統(tǒng)協(xié)作認(rèn)知學(xué)派的特點(diǎn)組織是一個(gè)學(xué)習(xí)體企業(yè)的效率取決于組織根據(jù)現(xiàn)有的知識(shí)和環(huán)境，通過(guò)學(xué)習(xí)，作出正確的決定。管理活動(dòng)的特點(diǎn)知識(shí)管理解決問(wèn)題為中心的信息加工認(rèn)知學(xué)派管理與信息技術(shù)管理重點(diǎn)傳統(tǒng)的管理活動(dòng)現(xiàn)代的管理活動(dòng)信息系統(tǒng)的貢獻(xiàn)Sense-making個(gè)體管理者的學(xué)習(xí)過(guò)程群體學(xué)習(xí)過(guò)程減少個(gè)人的褊見(jiàn)組織學(xué)習(xí)知識(shí)固化在業(yè)務(wù)流程中組織收集和保存組織知識(shí)數(shù)據(jù)庫(kù)+網(wǎng)站知識(shí)庫(kù)財(cái)務(wù)與資產(chǎn)為中心的核心能力有關(guān)的知識(shí)員工的知識(shí)專(zhuān)門(mén)的軟件管理的風(fēng)格對(duì)信息系統(tǒng)的影響管理方式管理重點(diǎn)對(duì)信息系統(tǒng)的影響技術(shù)-理性為主的-強(qiáng)調(diào)計(jì)劃，組織，控制，分工，精度自動(dòng)化，收集數(shù)據(jù)，集成行為為主的-組織對(duì)環(huán)境的反應(yīng)速度和適應(yīng)用戶(hù)接收度，系統(tǒng)互合性認(rèn)識(shí)為主的-學(xué)習(xí)能力，知識(shí)管理能力知識(shí)管理，保持個(gè)人的知識(shí)和技能管理者的角色人事角色領(lǐng)導(dǎo)者共識(shí)生成者組織角色司令員：命令，監(jiān)視，控制協(xié)調(diào)者信息角色收集數(shù)據(jù)，整理信息，發(fā)散信息組織的代言人決策角色采取行動(dòng)方案解決沖突分配資源管理角色與信息系統(tǒng)人事角色領(lǐng)導(dǎo)者共識(shí)生成者組織角色司令員：命令，監(jiān)視，控制協(xié)調(diào)者信息角色收集數(shù)據(jù)，整理信息，發(fā)散信息組織的代言人決策角色采取行動(dòng)方案解決沖突分配資源電子通訊系統(tǒng)ERP，OAOADSS系統(tǒng)決策的水平戰(zhàn)略決策決定組織的長(zhǎng)期目標(biāo)，資源和政策管理決策追求運(yùn)作和資源的利用率的有效性知識(shí)決策產(chǎn)生，評(píng)估，推廣新的想法運(yùn)營(yíng)決策日常經(jīng)營(yíng)決策信息化的重點(diǎn)業(yè)務(wù)流程創(chuàng)新與自動(dòng)化目前最有投資的地方回報(bào)是每天的目標(biāo)顧客服務(wù)STREAMLINE反應(yīng)速度新的方式做生意大變化時(shí)代下的管理挑戰(zhàn)大變化的時(shí)代什么都在變,而且是突變變的速度在加快含義管理也要跟著變無(wú)定勢(shì)生存下來(lái)的是適應(yīng)者,不是最強(qiáng)者重過(guò)程不追求完美但要及時(shí)做事的尺度縮小18個(gè)月以外的計(jì)劃基本上不切實(shí)際反應(yīng)速度是非常要緊的創(chuàng)新大變化時(shí)代下的信息系統(tǒng)反應(yīng)速度快一體化企業(yè)內(nèi)部企業(yè)之間更新快每幾年重來(lái)一次便利性小結(jié)信息系統(tǒng)在企業(yè)里的應(yīng)用是廣泛的目前,自動(dòng)化與制度化業(yè)務(wù)流程是最具回報(bào)的自動(dòng)化是對(duì)創(chuàng)新后的業(yè)務(wù)流程而言的信息系統(tǒng)應(yīng)該是企業(yè)問(wèn)題的解決方案(貓論)靈活易改變幫助整合分離的業(yè)務(wù)流程提供無(wú)與比擬的顧客便利性案例:UPS可靠、高效的著名包裹服務(wù)商每天13.6百萬(wàn)件包裹每天1.8百萬(wàn)顧客和7百萬(wàn)收件人.1999年總銷(xiāo)售額$270億美元UPS的IT歷史:1990:.UPSNet1993:DIAD(DeliveryInformationAcquisitionDevice)1995:API+trackingsystemlate2000:6OnLineTools2001:e-commerce,e-logistics+…案例:UPSWhataretheinput,processing,andoutputofUPS’spackagetrackingsystem?Whattechnologiesareused?HowarethesetechnologiesrelatedtoUPS’sbusinessstrategy?Whatwouldhappenifthesetechnologieswerenotavailable?案例:UPSInput:Packageinformation,customersignature,pickup,deliveryandtimecarddata,datalocation(whileonroute),andbillingandcustomerclearancedocument.Processing:Mainly,thedataistransmittedtoacentralcomputerandstoredforretrieval.Output:Mostlythesamedataastheinput----pickupanddeliverytime,locationwhileonroute,whosignedforthepackage.案例:UPSTechnologiesusedincludehandheldcomputerswithdevicestoautomaticallycaptureshippinginformation,barcodescanners,telecommunicationsfortransmittingdata,cellularphonenetwork,andcomputer.Thestrategyisstilltheoriginalone:”bestserviceandlowestrate”.TechnologyallowsUPSanditscustomerstoalwaysknowwhereapackageis.Ifthetechnologywerenotavailable,thenUPSwould,asithasthroughmostofitshistory,attempttoprovidethatinformationtoitscustomers,butatahighprice.Notethepressuretoreduceprocesstimeandcycle

time問(wèn)題WhatarethemajorcomponentsoftheITinfrastructurerequiredtodobusinessinthe1990s?WhatarethekeyenablingtechnologiesforbuildingtheITinfrastructure?Howhavethesetechnologiesevolvedoverthepast30years?WhatisthedifferencebetweenITinfrastructureandITapplications?Howcanamanagerensurethatheorsheiscapturingthevaluefrominvestmentsininformationtechnology?

IT能提供可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)嗎？論點(diǎn)IT不能是競(jìng)爭(zhēng)優(yōu)勢(shì)的持續(xù)源泉那么什么是呢？結(jié)論可持續(xù)競(jìng)爭(zhēng)力不取決于某一個(gè)技術(shù)或策略可持續(xù)競(jìng)爭(zhēng)力來(lái)源于下列能力制定決策迅速有效地執(zhí)行這個(gè)決策比任何競(jìng)爭(zhēng)對(duì)手都要低很多的成本一句話(huà)：敏捷的組織、學(xué)習(xí)的組織對(duì)IT的意義IT是實(shí)施企業(yè)戰(zhàn)略的工具組織必須具有設(shè)計(jì)、構(gòu)造、應(yīng)用所需的企業(yè)應(yīng)用軟件IT的兩個(gè)主要作用IT是一個(gè)建筑有效組織的平臺(tái).

Inthisrole,ITisasourceofknowledgeandinformation,aplatformforcommunicatingandsharinginformation;itisanecessarycomponentoftheinfrastructurerequiredtocreativeaflexible,adaptiveorg.thatembodiesbothtightcontrolandflexibility.IT是一個(gè)開(kāi)發(fā)增值的戰(zhàn)略應(yīng)用軟件的強(qiáng)有力的工具ITapplicationmustbeabletobecreatedanddeployedquicklyandmustbecapableofadaptingtochangesinstrategyanditsexecution.Firmsmustcreatearobust,stableItinfrastructurethatserveasaplatformfordevelopingandimplementingnewvalue-addedapplicationquicklyandlesscost.IT能提供可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)嗎？案例：SABRE的演化1960s,Beganasinventory-managementtool----technicalchange.Bymid-1970s,ascontrolcentre-----flightresourceplanning,AAmanagementchangeInstalledSABREterminalintravelagencies.Astravel-industrydistributionmechanism----transformthemarketinganddistributionofairlineservices.Today,aselectronictravelsupermarket----SABRETravelInformationNetwork.p.122OrganizationdesignchallengeTheITdesignchallengeparallelstheorganizationdesignchallengeTheorganizationchallengeWhatactivitiesweshouldkeepinside?ITandExternalIndustryParticipantTransactionContractPartnershipBasisofInteractionDiscreteexchangeofgoals,servicesandpayments(simplebuyer/Sellerexchange)Prioragreementgovernsexchange(e.g.Servicecontract,lease,purchaseagreement)Sharedgoalsandprocessesforachievingthem(eg.Collaborativeproductdevelopment)DurationofinteractionImmediateUsuallyshortterm,definedbycontractUsuallylongterm;definedbyrelationshipLevelofbusinessintergrationLowLowModerateHighCoordinationandcontrolSupplyanddemand(market)Termsofcontractdefineprocedures,monitoring,andreportingInterorganizationalstructure,processes,andsystems,mutualadjustmentInformationflowPrimarilyonway;limitedinscopeandamount;lowlevelofcustomizationOneortwo-way;scopeandamountareusuallydefinedinthecontractTwoway(interactive);extensiveexchangeotrich,detailedinf.;dynamicallychanging;customizableWhatisthedifferencebetweenITInfrastructureandITApplication?Session2:WinningCompetitiveAdvantageswithITCaseStudy:UPS,Sina,InternettradingDiscussion:ReconceptualisingITThekeyapplicationsinbusinessStrategicInformationsystems5.SummaryofhowITcanbeusedtoimplementCompetitiveAdvantagesSample1950s:TECHNICALCHANGES60s-70s:MANAGERIALCONTROL80s-90s:INSTITUTIONALCOREACTIVITIESGROWINGIMPORTANCEInformationasStrategicResource

CHANGINGCONCEPTSOFINFORMATIONSYSTEMSTIMEPERIODCONCEPTIONOFINFORMATIONINFORMATIONSYSTEMPURPOSE1950-1960BUREAUCRATICREQUIREMENTELECTRONICSPEEDACCOUNTING&ACCOUNTINGMACHINEPAPERPROCESSING1960s-1970sGENERALPURPOSESUPPORTMISSPEEDGENERAL

REPORTING

REQUIREMENTS1970s-1980sCUSTOMIZEDMANAGEMENTSUPPORTDSS-ESSIMPROVE,CUSTOMIZE

DECISIONMAKING1985-2000STRATEGICRESOURCESTRATEGICSYSTEMPROMOTESURVIVAL

ANDCOMPETITIVEADVANTAGEPROSPERITYOFORGANIZATIONBUSINESSFOUNDATIONSTRATEGICROLEOFINFORMATIONSYSTEMSSTRATEGICINFOSYSTEM:CANCHANGEGOALS,OPERATIONSPRODUCTS,SERVICESENVIRONMENTTOGAINCOMPETITIVEADVANTAGECompetitiveAdvantageswithITCaseStudy:UPS,Sina,InternettradingDiscussion:ReconceptualisingITThekeyapplicationsinbusinessStrategicInformationsystemsSummaryofhowITcanbeusedtoimplementCompetitiveAdvantagesSamplePorter’sFiveForcesModelTHEFIRMTRADITIONALCOMPETITIONNEWMARKETENTRANTSSUPPLIERSCUSTOMERSSUBSTITUTEPRODUCTS&SERVICESMethodtoGainCompetitiveAdvantageBarrierstoentrykeepoutpotentialcompetitorsandsubstitutesTiestosupplierscancutcosts,improvequality,andlockoutcompetitorsControloverdistributionprovidesstrongermarketsandkeepsoutcompetitorsBuildingtiestocustomersbuildsloyalty,improvesproductsandincreasesmarginsCreatingswitchingcostskeepscustomersloyalBUSINESSLEVELSSTRATEGYANDINFORMATIONTECHNOLOGYSTRATEGIESMODELSITTECHNOLOGIESINDUSTRYCOOPERATIONvs

COMPETITIONCOMPETITIVEFORCESMODELELECTRONICTRANSACTIONSLICENSINGNETWORKECONOMIESCOMMUNICATIONSNETWORKSSTANDARDSINTERORGANIZATIONALSYSTEMSINFORMATIONPARTNERSHIPSFIRMSYNERGYCORECOMPETENCYKNOWLEDGESYSTEMSCORECOMPETENCIESORGANIZATIONALSYSTEMSBUSINESSLOWCOSTVALUECHAINANALYSISDATAMININGDIFFERENTIATIONIT-BASEDPRODUCTS/SERVICESSCOPEINTERORGANIZATIONALSYSTEMSSUPPLYCHAINMANAGEMENTEFFICIENTCUSTOMERRESPONSEBUSINESSLEVELSSTRATEGYANDINFORMATIONTECHNOLOGYVALUECHAINANALYSISHighlightsActivitiesthataddMarginofValuetoProductorServiceDATAMININGAnalysisofDatatoFindPatterns&RulestoGuideDecisionMakingValueChainModelAdministrationandManagement

HumanResourceTechnologyProcurementSupportActivitiesInboundLogisticOperationsOutboundLogisticSalesandMarketingServicePrimaryActivitiesMaterialsHandlingDeliveryManufacturingPartsassemblyOrderprocessingShippingAdvertisingPromotionServiceRepairHowTechnologySupportValueActivities？ValueActivityUseofTechnologyInboundlogisticsJust-in-TimeInventoryOperationsProcessControlSystemsOutboundlogisticsOn-linestotheorder-entrysystemsofsuppliersMarketingandSalesLaptopsfordirectSalesAfter-saleserviceElectronicdispatchoftechnicalsupportHowTechnologySupportSecondaryActivities？SecondaryActivityUseofTechnologyManagementCommunicationElectronicmailHumanresourceOnlineaccesstopersonnelfileswithaskilldatabaseTechnologyComputer-aideddesignandmanufacturingProcurementOnlineaccesstosuppliers’InventoryfilesFirm-levelStrategyandInformationTechnology

(1)OptimumOperationsSynergies:

Whenoutputsofsomeunitscanbeusedasinputstootherunites,thenuniquenon-marketrelationshipscanlowercostsandgenerateprofits.HowCanITbeusedstrategicallyhere?Totietogethertheoperationsofdisparatebusinessunitssothattheycanactasawhole.訂單發(fā)運(yùn)應(yīng)收款總帳物料單計(jì)劃制造庫(kù)存管理應(yīng)付款采購(gòu)成本MRPMCUSMMOMMINVMGLSMPURMAPSMPRCMARSMSHPMMRPII(ManufacturingResourcePlanning)BILM價(jià)格手冊(cè)定制產(chǎn)品材料分析批號(hào)跟蹤管理報(bào)告合格供應(yīng)商車(chē)間管理CoreCompetenciesAnactivityatwhichafirmisaworld-classleader,mayincludebeingtheworld’sbestfiber-opticmanufacturer,thebestminiaturepartsdesigner,thebestpackagedeliveryservice,orthebestthinfilmmanufacturer.----relyonknowledge.HowcanITbeusedtoadvanceorcreatecorecompetencies?

KnowledgeManagementSystemsencouragethesharingofknowledgeacrossbusiness.(2)EnhancingCoreCompetenciesByalteringtheproductdevelopmentcycleorbyincreasingthespeedofdistribution.BydevelopmentnewbusinessbyuseofnewIT,e.g.Videoconferencingvs.hotelbusiness.Industry-levelStrategyandInformationTechnology

(1)ChangethenatureofproductsandservicesInanetwork,themarginalcostofaddinganotherparticipantareaboutzero,whereasthemarginalgainismuchlarger.Thelargerthenumberofsubscribersinatelephonesystem,ortheInternet,thegreaterthevaluetoallparticipants.Changethemarket,eg.ATMs,Point-of-Salesystem.(2)NetworkEconomicsCompetitionForceModelTHEFIRMTRADITIONALCOMPETITIONNEWMARKETENTRANTSSUPPLIERSCUSTOMERSSUBSTITUTEPRODUCTS&SERVICESSummaryofhowinformationtechnologycanbeusedtoimplementcompetitivestrategiesApproach1:LowercostsUseITTOsubstantiallyreducethecostofbusinessprocessesUseITtolowerthecostsofcustomersorsuppliers.4.15THEFIRMTRADITIONALCOMPETITIONNEWMARKETENTRANTSSUPPLIERSCUSTOMERSSUBSTITUTEPRODUCTS&SERVICES通訊支持(COMMUNICATIONSSUPPORT)配銷(xiāo)中心供應(yīng)商供應(yīng)商支付WAL-MAT總部財(cái)務(wù)(FINANCING)衛(wèi)星通訊零售商店P(guān)OS數(shù)據(jù)(Point-of-saledata)組織學(xué)習(xí)(OrganizationalLearning)視訊聯(lián)接（VIDEOLINK）POS數(shù)據(jù)(Point-of-saledata)WAL-MAT供應(yīng)鏈PartnerWall-Mart沃爾-馬特是近20年來(lái)美國(guó)發(fā)展最快的零售商。70年代公司年銷(xiāo)售額只有4000萬(wàn)美元。1995年銷(xiāo)售額已達(dá)936億美元，列美國(guó)最大企業(yè)排名第四位。2000年市值2567億美元，列世界第7位。至盡，公司已擁有2133商店、469家山姆會(huì)員商店和248家購(gòu)物廣場(chǎng)，遍布美國(guó)、墨西哥、加拿大、巴西、阿根廷、南非、印尼、中國(guó)等地。Wall-Mart沃爾-馬特：成功之道：在于理念和手段理念：創(chuàng)始人沃爾頓先生倡導(dǎo)的盡量降低經(jīng)營(yíng)成本，實(shí)行低價(jià)銷(xiāo)售。宗旨：幫顧客節(jié)省每一分錢(qián)?？谔?hào)：天天平價(jià)，始終如一。1995年經(jīng)營(yíng)成本占銷(xiāo)售額的15.8%（世界上大多數(shù)零售商的經(jīng)營(yíng)成本在40%以上）手段：擁有世界上最大的私有衛(wèi)星系統(tǒng)，與3800家供貨商實(shí)現(xiàn)計(jì)算機(jī)聯(lián)網(wǎng)。總部的計(jì)算機(jī)系統(tǒng)與16個(gè)發(fā)貨中心以及1000多家商店連接，做到即時(shí)銷(xiāo)售，大大壓縮產(chǎn)品時(shí)間成本，減少庫(kù)存風(fēng)險(xiǎn)，加速資金周轉(zhuǎn)。Approach2:DifferentiateDevelopnewITfeaturestodifferentiateproductsandservicesUseITfeaturestofocusproductsandservicesatselectedmarketniches.Approach3:InnovateCreatenewproductsandservicethatincludeITcomponentsMakeradicalchangestobusinessprocesseswithITDevelopuniquenewmarketsormarketnicheswiththehelpofIT應(yīng)用案例——戴爾計(jì)算機(jī)公司：直銷(xiāo)與個(gè)性化服務(wù)的典范向企業(yè)銷(xiāo)售:5,000家美國(guó)公司服務(wù)的“首頁(yè)”計(jì)劃。當(dāng)戴爾公司贏得一家有400百人以上的企業(yè)客戶(hù)時(shí)，它就為那家客戶(hù)建立首頁(yè)。首頁(yè)只不過(guò)是一套比較小的網(wǎng)頁(yè)，常常同客戶(hù)的內(nèi)聯(lián)網(wǎng)聯(lián)接(銷(xiāo)售和租賃），讓獲準(zhǔn)的雇員在線(xiàn)配置個(gè)人計(jì)算機(jī)、付款、跟蹤交付的情況——每天約有500萬(wàn)元的戴爾個(gè)人計(jì)算機(jī)以這種方式定貨。首頁(yè)讓客戶(hù)能即刻得到技術(shù)支持（再也不用在電話(huà)里等待?。c銷(xiāo)售人員聯(lián)系。向個(gè)人銷(xiāo)售：網(wǎng)上訂購(gòu)、網(wǎng)上跟蹤、網(wǎng)上支付Approach4:PromoteGrowthUseITtomanageregionalandglobalbusinessexpansionUseITtodiversifyand