MBA作业-针对组织目标的商业智能解决方案。本文是一篇留学生MBA作业代写参考范文，主要是讨论信息系统正成为帮助组织管理、开发和交流信息和知识等无形资产的重要框架。因此，它可以被视为当前知识经济领域的一个必要框架。在本文中，我还将解释商业智能在为组织提供规划和实现其战略管理目标的方法方面的作用。信息系统正成为帮助组织管理、开发和交流信息和知识等无形资产的重要框架。因此，它可以被视为当前知识经济领域的一个必要框架。在MBA作业中，作者还将解释商业智能在为组织提供规划和实现其战略管理目标的方法方面的作用。
Information System is becoming an important framework that can assist organizations to manage, develop and communicate their intangible assets such as information and knowledge. Therefore it can be considered as a necessary framework in the current knowledge-based economy arena. In this paper, I will also explain the role of Business Intelligence in providing organizations with a way to plan and obtain their strategic managements objectives.
Than others. There’s almost always a prominent firm. In the automotive industry, Toyota is considered an exceptional performer. In pure online retailing, Amazon.com is the leader. In off-line retailing Wal-Mart, the largest retailer on earth, is the also leader. In online music, Apple’s iTunes is considered the superior with more than 75 percent of the downloaded music markets, and in the related industry of digital music players, the iPod is the best. In Web searching, Google is considered the leader.
Firms that “do better” than others are said to have a competitive advantage over the others: They either have access to specific resources that others do not, or they are able to use generally available resources more efficiently-usually because of superior knowledge and information assets. In any event, they do better in terms of revenue growth, profitability growth, or productivity growth (efficiency), all of which eventually in the long run translate into higher stock market valuations than their competitors. But
据说，比其他公司“做得更好”的公司比其他公司具有竞争优势：他们要么能够获得其他公司没有的特定资源，要么能够更有效地使用通常可用的资源，这通常是因为他们拥有卓越的知识和信息资产。无论如何，他们在收入增长、盈利能力增长或生产率增长（效率）方面做得更好，所有这些最终都会转化为比竞争对手更高的股市估值。但是
Why do some firms do better than the others and how do they obtain competitive advantage?为什么一些公司做得比其他公司好，他们如何获得竞争优势？
How can we analyze a business and recognize its strategic advantages?我们如何分析业务并识别其战略优势？
How can we build a strategic advantage for our own business?我们如何为自己的业务建立战略优势？
How do information systems cause to strategic advantages?信息系统如何带来战略优势？
One answer to questions above is Michael Porter’s competitive forces model.以上问题的一个答案是迈克尔·波特的竞争力模型。
Arguably, the most famously used model for understanding competitive advantage is Michael Porter’s competitive forces model.This model provides a common view of the firm, its competitors, and the firm’s environments.
可以说，理解竞争优势最著名的模型是迈克尔·波特的竞争力模型。该模型提供了公司、竞争对手和公司环境的共同视图。
Porter’s model is all about the firm’s common business environment. In this model, five competitive forces form the fate of the firm.
可以说，理解竞争优势最著名的模型是迈克尔·波特的竞争力模型（见图1）。该模型提供了公司、竞争对手和公司环境的共同视图。
Customers 客户
A profitable company depends in large criterion on its ability to attract and hold customers (while denying them to competitors), and charge more expensive prices.
一家盈利的公司在很大程度上取决于其吸引和留住客户（同时拒绝向竞争对手提供客户）的能力，以及收取更高价格的能力。
The power of customers becomes larger if they can easily switch to a competitor’s products and services, or if they can force a business and its competitors to compete on price alone in a clear marketplace where there is slightly product differentiation, and all prices are known immediately (such as on the Internet). For example, in the used college textbook market on the Internet,
如果客户能够轻松地切换到竞争对手的产品和服务，或者如果他们能够迫使企业及其竞争对手在产品略有差异且所有价格都能立即获知（例如在互联网上）的清晰市场中仅以价格进行竞争，那么客户的力量就会变得更大。例如，在互联网上的二手大学教科书市场，
students (customers) can find various suppliers of just about any current college textbook. In this case, online customers have high power over used-book firms.
学生（客户）可以找到几乎所有现行大学教科书的各种供应商。在这种情况下，在线客户对二手书公司拥有很高的权力。
Suppliers 学生（客户）可以找到几乎所有现行大学教科书的各种供应商。在这种情况下，在线客户对二手书公司拥有很高的权力。
The market power of suppliers can have a important impact on firm profits, particularly, when the firm cannot increase prices as fast as can suppliers. The more different suppliers a firm has, the greater control it can practice over suppliers in terms of price, quality, and delivery timetables. For example, manufacturers of laptop PCs almost always have various competing suppliers of key components, such as keyboards, hard drives, and monitors.
供应商的市场力量会对公司利润产生重要影响，尤其是当公司无法像供应商那样快速提价时。一家公司拥有的供应商越多，其在价格、质量和交货时间表方面对供应商的控制就越大。例如，笔记本电脑制造商几乎总是有各种关键部件的竞争供应商，如键盘、硬盘驱动器和显示器。
Competitors 竞争对手
All firms share market space with other competitors who are continuously making new, more efficient ways to produce by introducing new products and services, and attempting to attract customers by developing their brands and compelling switching costs on their customers.
所有公司都与其他竞争对手共享市场空间，这些竞争对手通过引入新产品和服务，不断创造新的、更高效的生产方式，并试图通过发展自己的品牌和吸引客户的转换成本来吸引客户。
New Market Entrants 新市场进入者
In a free economy with moveable labor and financial resources, new companies are always entering the marketplace. In some industries, there are very low barriers to entry, whereas in other industries, entry is very troublesome. For instance, it is easy to start a pizza business or just about any small retailing business, but it is much more costly and difficult to enter the computer chip business, which has very high capital costs and requires a considerable amount of expertise and knowledge that is hard to achieve. New companies have several possible advantages: They are not locked into former plants and equipment, they often employ younger workers who are less expensive and maybe more innovative, they are not burdened by old, worn-out brand names, and they are “more hungry” (highly motivated) than traditional occupants of an industry. These benefits are also their weakness: They depend on external financing for new plants and equipment, which can be costly; they have a less experienced manpower; and they have little brand identification.
在一个拥有流动劳动力和金融资源的自由经济中，新公司总是进入市场。在某些行业，进入壁垒非常低，而在其他行业，进入壁垒非常麻烦。例如，开办一家披萨店或任何小型零售店都很容易，但进入计算机芯片业务，其资本成本非常高，需要大量的专业知识和知识，难以实现。新公司有几个可能的优势：它们不会被锁定在以前的工厂和设备中，它们通常雇佣更年轻的工人，他们的成本更低，可能更具创新性，他们不会被陈旧的品牌所累，他们比一个行业。这些好处也是它们的弱点：它们依赖外部资金来建造新的工厂和设备，这可能会很昂贵；他们的人力资源缺乏经验；而且他们几乎没有品牌识别。
Substitute Products and Services 替代产品和服务
In just about every industry, there are substitutes that the customers might use if our prices become excessively high. New technologies make new substitutes all the time. Even oil has substitutes: Ethanol can substitute for gasoline in automobiles; plant oil for diesel fuel in trucks; and wind, solar, coal, and hydro power for industrial electricity production. Likewise, Internet telephone service can substitute for customary telephone service, and fiber-optic telephone lines to the house can substitute for cable TV lines. And, of course, an Internet music service that permits us to download music tracks to an iPod is a substitute for CDbased Music shops. The more substitute products and services in industry, the less we can control pricing and the lower our net profits.
几乎在每个行业，如果我们的价格过高，客户可能会使用一些替代品。新技术一直在制造新的替代品。甚至石油也有替代品：乙醇可以代替汽车中的汽油；卡车柴油用植物油；以及用于工业电力生产的风能、太阳能、煤炭和水力发电。同样，互联网电话服务可以替代传统的电话服务，通往房屋的光纤电话线可以替代有线电视线。当然，允许我们将音乐下载到iPod的互联网音乐服务可以替代基于CD的音乐商店。行业中的替代产品和服务越多，我们对定价的控制就越少，我们的净利润就越低。
Information System Strategies for Facing up to Competitive Forces 面向竞争的信息系统战略
How can firms use information systems to neutralize some of the forces outlined in Porter’s competitive forces model? Four general strategies are outlined in Table-1 企业如何利用信息系统来中和波特竞争力模型中概述的一些力量？表1概述了四种一般策略
Low-Cost Leadership 低成本领导力
Use information systems to obtain the lowest operational costs and the lowest prices. Firms such as Wal-Mart have utilized IT to make an efficient customer response system that directly links customer behavior back to production, distribution and supply chains.
使用信息系统获得最低的运营成本和最低的价格。沃尔玛（Wal-Mart）等公司利用信息技术建立了一个高效的客户响应系统，将客户行为与生产、分销和供应链直接联系起来。
Product Differentiation 产品差异化
Use information systems to allow new products and services, or greatly change the customer convenience in using our existent products and services. Through mass customization, organizations are capable of to offer individually tailored products or services by using mass production resources.
使用信息系统允许新产品和服务，或极大地改变客户使用我们现有产品和服务的便利性。通过大规模定制，组织能够利用大规模生产资源提供个性化定制的产品或服务。
Focus on Market Niche 专注于市场利基
Use information systems to enable a particular market focus, and serve this narrow target market better than competitors. Information systems support this strategy by producing and analyzing data for extremely well tuned sales and marketing techniques. Information systems enable companies to analyze buyer buying patterns, tastes, and preferences closely so that they efficiently establish advertising and marketing campaigns to smaller and smaller target markets.
使用信息系统实现特定的市场焦点，并比竞争对手更好地服务于这一狭窄的目标市场。信息系统通过生成和分析数据，以获得高度优化的销售和营销技术，从而支持这一战略。信息系统使公司能够密切分析买家的购买模式、品味和偏好，从而有效地为越来越小的目标市场建立广告和营销活动。
Strengthen Customer and Supplier Intimacy 加强客户和供应商的亲密关系
Use information systems to make tight linkages with suppliers and develop intimacy with customers. Amazon and Chrysler Corporation are both excellent instances that are quoted in the text of how these firms used information systems to fortify their customer and supplier relationships. Strong linkages to customers and suppliers raise switching costs (expense a customer or company incurs in lost time and expenditure of resources when changing from one supplier to a competing supplier).
使用信息系统与供应商建立紧密联系，并与客户建立亲密关系。亚马逊（Amazon）和克莱斯勒（Chrysler Corporation）都是这些公司如何利用信息系统加强其客户和供应商关系的极好例子。与客户和供应商的紧密联系会增加转换成本（客户或公司在从一个供应商转变为竞争供应商时所损失的时间和资源支出）。
The Business Value Chain Model 商业价值链模型
Although the Porter model is very useful for identifying competitive forces and suggesting general strategies, it is not very specific about what accurately to do, and it does not provide a methodology to follow for obtaining competitive advantages. If our aim is to achieve operational excellence, where do we start? Here’s where the business value chain model is really helpful.
虽然波特模型对于确定竞争力和提出总体战略非常有用，但它对于准确地做什么并不十分具体，也没有提供获得竞争优势的方法。如果我们的目标是实现卓越运营，我们从哪里开始？这就是商业价值链模型真正有用的地方。
The value chain model highlights specific activities in the business where competitive strategies can best be applied (Porter, 1985) and where information systems are most likely to have a strategic effect. This model recognizes specific, critical-leverage points where a firm can use information technology most effectively to improve its competitive position. The value chain model shows the firm as a series or chain of basic activities that add a margin of value to a firm’s goods or services. These activities can be classified as either primary activities or support activities .
价值链模型强调了企业中最能应用竞争战略的具体活动（Porter，1985），以及信息系统最有可能产生战略影响的活动。该模型确定了企业可以最有效地利用信息技术来提高其竞争地位的特定关键杠杆点。价值链模型将企业视为一系列或一系列基本活动，为企业的商品或服务增加价值边际。这些活动可以分为主要活动或支持活动。
Now, “How can we use information systems to enhance operational efficiency, and improve supplier and customer intimacy?” This will encourage us to critically examine how we
现在，“我们如何使用信息系统来提高运营效率，提高供应商和客户的亲密度？”这将鼓励我们批判性地审视
perform value-adding activities at each phase and how the business processes might be enhanced. We can also begin to ask how information systems can be used to improve the relationship suppliers with customers who locate outside the firm value chain but belong to the firm’s extended value chain where they are absolutely crucial to our success. Here, supply chain management (SCM) systems that arrange the flow of resources into our firm in proper order, and customer relationship management (CRM) systems that coordinate our sales and support employees with customers are two of the most common system applications that derive from a business value chain analysis. Using the business value chain model will also bring about us to consider benchmarking our business operation versus our competitors or others in related industries, and recognizing industry best practices. Benchmarking involves comparing the effectiveness of business processes against severe standards and then measuring performance versus those standards. Industry best practices are usually recognized by consulting companies, government agencies, industry associations and research organizations as the most successful solutions for consistently and effectively achieving a business goal. Once we have analyzed the several stages in the value chain at our business, we can come up with proper applications of information systems. Then, once we have a list of proper applications, we can decide which to build first. By making enhancements in our own business value chain that our competitors might miss, we can obtain competitive advantage by attaining lowering costs, operational excellence, enhancing profit margins, and forging a closer relationship with suppliers and customers. If our competitors are making similar enhancements, then we will not be at a competitive disadvantage-the worst of all cases
在每个阶段执行增值活动，以及如何增强业务流程。我们还可以开始问，如何利用信息系统改善供应商与位于公司价值链之外但属于公司扩展价值链的客户之间的关系，这些客户对我们的成功至关重要。在这里，供应链管理（SCM）系统以适当的顺序安排资源流向我们的公司，以及客户关系管理（CRM）系统以协调我们的销售和支持员工与客户之间的关系，这两个系统是源自业务价值链分析的最常见的系统应用程序。使用业务价值链模型还将促使我们考虑将我们的业务运营与我们的竞争对手或相关行业的其他人进行比较，并认识到行业最佳实践。基准管理涉及将业务流程的有效性与严格的标准进行比较，然后根据这些标准衡量性能。行业最佳实践通常被咨询公司、政府机构、行业协会和研究组织视为持续有效实现业务目标的最成功解决方案。一旦我们分析了企业价值链中的几个阶段，我们就可以提出信息系统的适当应用。然后，一旦我们有了一个合适的应用程序列表，我们就可以决定首先构建哪个应用程序。通过增强我们自己的业务价值链，我们可以通过降低成本、卓越运营、提高利润率以及与供应商和客户建立更密切的关系来获得竞争优势，而竞争对手可能会错过这一点。如果我们的竞争对手正在进行类似的改进，那么我们就不会处于竞争劣势——最糟糕的情况是
Synergies and Core Competencies 协同效应和核心竞争力
A large firm is typically a collection of businesses. Often, the firm is managed financially as a collection of strategic business units, and the returns to the corporation are directly tied to the performance of all the strategic business units. Information systems can enhance the overall performance of these business units by promoting core competencies and synergies.
大公司通常是企业的集合。通常，公司的财务管理是作为战略业务部门的集合，公司的回报与所有战略业务部门的绩效直接相关。信息系统可以通过提升核心竞争力和协同效应来提高这些业务部门的整体绩效。
Synergies 协同效应
The aim of synergies is that when the output of some units can be used as inputs to other units, or two organizations pool markets and expertise, these relationships reduce costs and make profits. Recent bank and financial firm mergers, such as the mergers of JPMorgan Chase and Bank One Corporation, FleetBoston Financial Corporation and Bank of America, and Deutsche Bank and Bankers Trust, occurred exactly for this intention,
协同效应
One use of information technology in these synergy situations is to fasten together the operations of dissimilar business units so that they can work as a whole. For instance, merging with Bank One provided JPMorgan Chase with a enormous network of retail branches in the Southwest and Midwest. Information systems assist the merged banks lower retailing costs and increase cross marketing of financial goods.
在这些协同情况下，信息技术的一个用途是将不同业务部门的运营联系在一起，以便它们可以作为一个整体工作。例如，与第一银行的合并为摩根大通在西南部和中西部提供了庞大的零售分行网络。信息系统帮助合并后的银行降低零售成本，增加金融产品的交叉营销。
Enhancing Core Competencies 增强核心竞争力
Another way to use information systems for competitive advantages is to think about ways that systems can improve core competencies. The argument is that the performance of all business units will rise insofar as these business units improve, or make, a central core of competencies.
利用信息系统获得竞争优势的另一种方法是思考系统可以提高核心竞争力的方法。其论点是，只要这些业务部门改善或成为核心竞争力，所有业务部门的绩效都会提高。
Core competencies may include being the, the best packaged delivery service, world’s best miniature parts designer or the best thin-film manufacturer. In general, a core competency leans on knowledge that is gained over many years of experience and a first-class research organization or simply key people who pursue the literature and stay side by side of new external knowledge.
核心竞争力可能包括成为、最好的包装交付服务、世界上最好的微型零件设计师或最好的薄膜制造商。一般来说，核心能力依赖于多年经验积累的知识和一流的研究机构，或者仅仅是追求文学和与新的外部知识并肩作战的关键人物。
Any information system that supports the sharing of knowledge across business units enhances competency. Such systems might encourage or improve existing competencies and help employees become conscious, of new external knowledge; such systems might also facilitate a business leverage existing competencies to related markets.
任何支持跨业务部门共享知识的信息系统都可以增强能力。此类系统可能鼓励或改善现有能力，并帮助员工意识到新的外部知识；此类系统还可能有助于企业利用现有能力进入相关市场。
The Impact of Business Intelligence on Competitive Advantage 商业智能对竞争优势的影响
Business Intelligence is becoming crucial for many organizations, particularly those have extremely large amount of data. Decision makers depend on detailed and exact information when they have to make decisions. Business Intelligence can provide decision makers with such precise information, and with the suitable tools for data analysis.
商业智能对于许多组织来说正变得至关重要，尤其是那些拥有大量数据的组织。当决策者必须做出决策时，他们依赖于详细而准确的信息。商业智能可以为决策者提供如此精确的信息，并提供适当的数据分析工具。
Business Intelligence is an umbrella term that combines tools, architectures, applications, data bases, practices, and methodologies [20, 6]. Gartner Group (1996) (the first company used Business Intelligence in marker in the mid-1990) defined Business Intelligence as “information and applications available broadly to employees, consultants, customers, suppliers, and the public. The key to thriving in a competitive marketplace is staying ahead of the competition. Making sound business decisions based on accurate and current information takes more than intuition. Data analysis, reporting, and query tools can help business users dig in the mine of data to extract and/or synthesize valuable information from it – today these tools collectively fall into category called Business Intelligence” [9]. Many organizations who built successful Business Intelligence solutions, such as Continental Airlines, have seen investment in Business Intelligence create increases in revenue and cost saving corresponding to 1000% return on investment (ROI) [22].
商业智能是一个总括术语，它结合了工具、体系结构、应用程序、数据库、实践和方法。Gartner Group（1990年中期第一家在marker中使用商业智能的公司）将商业智能定义为“信息和应用程序广泛提供给员工、顾问、客户、供应商和公众。在竞争激烈的市场中取得成功的关键是在竞争中保持领先地位。基于准确和最新的信息做出正确的业务决策需要的不仅仅是直觉。数据分析、报告和查询工具可以帮助业务用户挖掘数据的矿藏，以将从it中采取行动和/或综合有价值的信息——如今，这些工具统称为“商业智能”。许多构建了成功的商业智能解决方案的组织，如大陆航空公司，已经看到对商业智能的投资可以增加收入并节省成本，相应的投资回报率（ROI）为1000%。
A critical question that was raised by many researchers [16, 18] as to what were the main reason pushing companies to seek for business intelligence solutions, and what distinguishes Business Intelligence from Decision Support System (DSS) systems?
许多研究人员提出了一个关键问题，即促使公司寻求商业智能解决方案的主要原因是什么，以及商业智能与决策支持系统（DSS）的区别是什么？
Actually, over the last decades, organizations built a lot of Operational Information Systems (OIS), resulting in an enormous amount of dissimilar data that are located in different geographic locations, on different storage platforms, with not the same forms. This situation impedes organization from building a general, correlated, integrated, and instantaneous access to information at its global level. DSS developed during the 1970s, with the objective of providing organization’s decision makers with the demanded data to sustain decision-making process. In the 1980s, Executive Information System (EIS) developed to supply executive officers with the information needed to support strategic decision-making process. Business Intelligence developed during the 1990s as data-driven DSS, sharing some of the tools and objectives of DSS and EIS systems. Business Intelligence architectures comprise: business analytics, data warehousing, business performance management, and data mining. Most of Business Intelligence solutions are facing up to structured data [1]. However, many application domains need the use of unstructured data or at lowest semi-structured data e.g. customer e-mails, web pages, sales reports, competitor information research paper repositories, and so on [4, 21]. Any Business Intelligence solution can be divided into the following three layers [1]: data layer, which is accountable for storing structured and unstructured data for decision support objectives. Structured data is usually collected in Data Warehouses (DW), Operational Data Stores (ODS), and Data Marts (DM). Unstructured data are managed by using Content and Document Management Systems. Data are extracted from operational data sources, e.g. SCM, CRM, and ERP or from exterior data sources, e.g. market research data. Data are taken out from data sources that are transformed and loaded into DW by ETL (Extract, Transfer, and Load) tools. Logic layer prepares functionality to examine data and provide knowledge. This obtains OLAP, data mining. And finally access layer, realized by some type of software portals (Business Intelligence portal).
实际上，在过去的几十年中，各组织构建了大量的操作信息系统（OIS），导致大量不同的数据位于不同的地理位置、不同的存储平台上，形式也不尽相同。这种情况阻碍了组织在全球范围内构建一个通用、相关、集成和即时的信息访问。决策支持系统开发于20世纪70年代，旨在为组织决策者提供所需的数据，以支持决策过程。20世纪80年代，开发了执行信息系统（EIS），为执行官提供支持战略决策过程所需的信息。20世纪90年代，商业智能作为数据驱动的DSS发展起来，共享DSS和EIS系统的一些工具和目标。商业智能体系结构包括：业务分析、数据仓库、业务绩效管理和数据挖掘。大多数商业智能解决方案都面临结构化数据。然而，许多应用领域需要使用非结构化数据或最低限度的半结构化数据，例如客户电子邮件、网页、销售报告、竞争对手信息研究论文存储库等。任何商业智能解决方案都可以分为以下三层：数据层，负责存储结构化和非结构化数据以实现决策支持目标。结构化数据通常收集在数据仓库（DW）、操作数据存储（ODS）和数据集市（DM）中。非结构化数据使用内容和文档管理系统进行管理。数据从运营数据源（如SCM、CRM和ERP）或外部数据源（如市场研究数据）中提取。数据是从数据源中提取出来的，这些数据源通过ETL（提取、传输和加载）工具转换并加载到DW中。逻辑层准备检查数据和提供知识的功能。这就得到了OLAP，数据挖掘。最后是访问层，由某种类型的软件门户（商业智能门户）实现。
My main focus in this paper is to explain the function of Business Intelligence solution that facilitates organizations in formulating, implementing, and obtaining their strategies. Many researchers [5, 17, 10, 12] were emphasizing the IT alignment in general, with businesses, without clearly describing what are the technologies, and tools that can assist organizations in achieving their strategy.
本文中我的主要重点是解释商业智能解决方案的功能，它有助于组织制定、实施和获取其战略。许多研究人员都在强调IT与业务的总体一致性，但没有明确描述哪些技术和工具可以帮助组织实现其战略。
The next section will describe the role of Business Intelligence is taking as an IT-enabler to obtain organization’s strategy; such role will be emphasized by using strategic alignment model proposed by Henderson and Venkatraman (1993), explaining how this alignment can assist organizations in becoming flexible organizations, concluding how could Business Intelligence solution prepare organizations with sustainable competitive advantages.
下一节将描述商业智能作为获取组织战略的IT推动者所扮演的角色；通过使用Henderson和Venkatraman提出的战略联盟模型来强调这种作用，解释这种联盟如何帮助组织成为灵活的组织，并得出商业智能解决方案如何为组织提供可持续竞争优势的结论。
Business Intelligence as an IT-Enabler to Achieve Organization’s Strategy 商业智能作为实现组织战略的IT推动者
Nowadays, Information System in general, and Business Intelligence as a strategic framework, is becoming increasingly significant in strategic management, supporting business strategies. IT-enabled strategic management addresses the IT role in strategy formulation and implementation processes [19]. Drucker, the pioneer of management by objectives, was one of the first who recognized the surprising changes IT presented to management. Strategic management theories were widely geared towards gaining competitive advantages. Porter (1979) proposed a number of very influential strategic analysis models, such as the five-force model of competition, the value chain and generic competitive strategies that I mentioned above. Porter (1979) said “The essence of strategy formulation is coping with competition” [14]. Many researchers have indicated the importance of IT alignment with business strategy in order to enhance corporate strategy [5, 17].
如今，信息系统作为一种战略框架，在战略管理、支持业务战略方面正变得越来越重要。IT支持的战略管理解决了IT在战略制定和实施过程中的作用。德鲁克是目标管理的先驱，他是最早认识到目标管理给管理带来的惊人变化的人之一。战略管理理论被广泛用于获取竞争优势。波特提出了许多非常有影响力的战略分析模型，如我上面提到的五力竞争模型、价值链和一般竞争战略。波特说，“战略制定的本质是应对竞争”。许多研究人员已经指出，为了加强企业战略，IT与业务战略保持一致非常重要。
Strategic Alignment Model was developed by Henderson and Venkatraman (1993) was one of the first models that explained in a clear way the interrelationships between business strategies and IT strategies [10]. This model is based on two principal concepts :
战略一致性模型由Henderson开发，Venkatraman是最早明确解释业务战略和IT战略之间相互关系的模型之一。该模型基于两个主要概念：
strategic fit that identifies the necessity to position the firm in an external marketplace where growth can take place, and functional integration which addresses how to best structure internal systems to carry out the business strategy of the firm [12].
战略契合，确定公司在外部市场中定位的必要性，在外部市场中可以实现增长，功能整合，解决如何最佳构建内部系统以执行公司的业务战略。
IT alignment is not only formulating IT strategy to fit business strategy. It has to consider exterior forces and the environment uncertainty. Such alignment facilitates organizations becoming flexible organizations. Due to accelerations in the rates of innovation and technological changes, markets develop rapidly, products’ life cycles get shorter and innovation becomes the principle source of competitive advantage. And so, organizations look for flexibility to meet market demands. Drnevich and other; (2006) illustrated that flexibility-based perspectives evolved from Schumpeter’s concept of creative destruction [8].
IT整合不仅仅是制定IT战略以适应业务战略。它必须考虑外力和环境的不确定性。这种协调有助于组织成为灵活的组织。由于创新和技术变革速度的加快，市场发展迅速，产品生命周期缩短，创新成为竞争优势的主要来源。因此，组织寻求灵活性以满足市场需求。Drnevich说明了基于灵活性的观点是从彼特的创造性破坏概念演变而来的。
Operationalization of these perspectives in strategic management is done by way of dynamic capabilities and real options views. Dynamic capabilities view refers to the firm’s abilities to maintain and fit its internal resources to environment changes to maintain sustainability of competitive advantages. It applies to the capability of obtaining new ways of competitive advantage. It causes to be concerned with continuous search, innovation and adaptation of firm resources and capabilities to reveal and tape new sources of competitive advantages. Real options outlook is effective in dealing with issues of uncertainty. It allows the firm to postpone investment decisions until uncertainties are resolved. New IT organizational adoption expedites the transition into flexible organizations. Business Intelligence is one of these new IT frameworks that can assist such transition. Business Intelligence technologies become a source of competitive advantages and differentiation [13, 11]. Tang and Walters (2006) hint that competitive advantage became a hot strategic management topic [19]. They also view that making new knowledge in a continued way is the single way to achieve competitive advantage.
这些观点在战略管理中的可操作性是通过动态能力和实物期权观点来实现的。动态能力观是指企业保持内部资源并使其适应环境变化的能力，以保持竞争优势的可持续性。它适用于获得新的竞争优势方式的能力。它促使人们关注企业资源和能力的持续搜索、创新和调整，以揭示和记录竞争优势的新来源。实物期权前景在处理不确定性问题时是有效的。它允许公司推迟投资决策，直到不确定性得到解决。新的IT组织采用加快了向灵活组织的过渡。商业智能是这些新的IT框架之一，可以帮助这种过渡。商业智能技术成为竞争优势和差异化的来源。Tang和Walters暗示竞争优势成为战略管理的热门话题。他们还认为，持续不断地创造新知识是获得竞争优势的唯一途径。
There are many reasons for organization to adopt business intelligence systems in order that achieve organization’s strategy:
组织采用商业智能系统以实现组织战略的原因有很多：
Business Intelligence is considered as an expansion to corporate strategy activities. Herring (1988) considered that “Strategy can be no better than the information from which it is derived” [11].商业智能被认为是对公司战略活动的扩展。Herring认为“战略不可能比从中获得的信息更好”。
Data analytics can be used efficiently to create future business strategy.数据分析可以有效地用于创建未来的业务战略。
Data analytics and data mining could disclose hidden reasons for some deficiencies as well as possible high-yielding new investments.
Corporations require to be sure that they are receiving the right information related to their long-term strategy.数据分析和数据挖掘可以揭示某些缺陷的隐藏原因以及可能的高收益新投资。
Herring (1988) considered that business intelligence can facilitate organizations in [11]:
Herring认为，商业智能可以促进的组织：
Supporting the strategic decision making process of the firm.支持公司的战略决策过程。
Supporting SWOT analysis 支持SWOT分析
Supporting strategic planning and processes.支持战略规划和流程。
All the mentioned advantage should provide organizations with sustainable competitive advantages.上述所有优势都应为组织提供可持续的竞争优势。
Conclusion 结论
In this paper, I explained the use of one aspect of Information System (Business Intelligence) in formulating, implementing, and achieving organization’s strategy. I also demonstrated how Business Intelligence solution could provide organizations with sustainable competitive advantages.
This survey can be extended by integrating knowledge management (KM) with Business Intelligence (IB) solutions, as it can assist deriving more value (knowledge) from the explosion of textual information(tacit to implicit), which can add more inputs for strategic decision makers. Another important factor is the take advantage of agile methodologies in order to manage the high-change high-speed current environment. Such complicated and dynamic environments highly affect organization’s strategies.
MBA作业中，作者解释了信息系统的一个方面（商业智能）在制定、实施和实现组织战略中的作用。作者还演示了商业智能解决方案如何为组织提供可持续的竞争优势。这项调查可以通过将知识管理（KM）与商业智能（IB）解决方案相结合来扩展，因为它可以帮助从MBA作业信息的爆炸中获得更多的价值（知识）（隐性到隐性），从而为战略决策者增加更多的投入。另一个重要的因素是利用敏捷方法来管理高速变化的当前环境。如此复杂和动态的环境极大地影响了组织的战略。本站提供各国MBA作业写作指导服务，如有需要可咨询本平台。