【正文】 will need to be acquired 5. A description of the anization’s supply chain, including suppliers and other business partners 6. A description of the revenues expected (revenue model), anticipated costs, sources of financing, and estimated profitability ( financial viability) 54 Business Performance Management and Measurement ? Performance is measured by how well those goals and objectives are met. Despite how simple this sounds, measuring business (or anizational) performance is extremely challenging. ? How do you manage performance? Assume that a pany’s goals are increased sales and improved customer loyalty. Sales revenue is a rather easytocalculate quantitative metric. In contrast, customer loyalty is a qualitative metric and probably has a longer time dimension. You can immediately know how much customers have purchased on a particular day, but not how many customers you’ve lost that day. 55 ? In order to manage performance, two fundamental requirements are: （ 1） Being able to measure. You cannot manage what you cannot measure. Stated in reverse, if you cannot measure a process, you cannot manage or control it. To be reliable, ―measuring‖ needs to be factbased and/or datadriven. Otherwise, managers are making decisions based on conditions of uncertainty. The more accurate and timely the data, the better the ability to measure. 56 （ 2） Knowing that your indicator is measuring the right thing . Measuring performance requires: – Identifying the most meaningful measures of performance – Being able to measure them correctly – Selecting the set of measures that provides a holistic indicator of total business performance – Identifying who should receive the reports and in what timeframe 57 ? Performance Measurement Process. ? Measuring performance is a multistep cyclical process. The major steps in business performance management are: – Step 1. Decide on desired performance levels. Namely: What does the pany want to achieve? Such targets are decided upon and expressed as goals and objectives, based on the anization’s mission. Also, specific metrics should be set for desirable and measurable performance topics so that the pany can evaluate its success. – Step 2. Determine how to attain the performance levels. The issue is: How to get there? This is determined by the corporate strategies and specific short, medium,and longterm plans. 58 – Step 3. Periodically assess where the anization stands with respect to its goals, objectives, and measures. The issue here is to find : How are we doing? This is acplished by monitoring performance and paring it to the values set in Step 1. – Step 4. Adjust performance and/or goals. If performance is too low—that is, there is a negative gap between where we want to be and where we are—corrective actions need to be taken: How do we close the gap? 59 ? Business Environmental Pressures. – The business environment consists of a variety of factors—societal, legal, political, technological, and economic. ? Impact of Business Environment Factors. – The business environment factors can impact the performance of individuals, departments, and entire anizations. Some factors create constraints, while others cost a great deal of money or divert efforts away from the business. New laws and regulations almost always involve the implementation of new ISs for pliance, especially during the first years after they go into effect. 60 61 62 Strategic Planning and Competitive Models ? In general, strategic analysis is the scanning and review of the political, social, economic, and technical environment of the anization. ? The purpose of this analysis of the environment, petition, and capacity is to learn about the strengths, weaknesses, opportunities, and threats (SWOT) of the expansion plan being considered. SWOT analysis, as it is called, involves the evaluation of strengths and weaknesses, which are internal factors, and opportunities and threats, which are external factors. 63 Examples are: ? Strengths: reliable processes。 – 為信息的使用者提供不同粒度的信息有助于他們能更好地把握事物運(yùn)動(dòng)的狀態(tài)和方式。在企業(yè)內(nèi)部，要充分利用信息的共享性，在信息有效的時(shí)間內(nèi)，在內(nèi)部快速擴(kuò)散，對(duì)外部則應(yīng)該抑制信息擴(kuò)散的負(fù)效應(yīng)。 29 （ 8） 可擴(kuò)散性 – 信息的可擴(kuò)散具有兩種效應(yīng)： ? 正效應(yīng)是利于知識(shí)的擴(kuò)散，節(jié)省人力、資金等資源的消耗； ? 負(fù)效應(yīng)造成信息的貶值，不利于信息的保密。 28 （ 7） 共享性 – 信息不同于與其他物質(zhì)資源，它具有共享性，不具有獨(dú)占性，在同一時(shí)間可以為多人所掌握。 – 信息如同一種產(chǎn)品，具有其生命周期。 27 （ 6） 有效性 – 信息的增值性只表現(xiàn)在一定的時(shí)間內(nèi)。 – 信息的加工時(shí)間是指獲取某信息由數(shù)據(jù)加工所需要的加工時(shí)間。信息的滯后時(shí)間包括信息的間隔時(shí)間和加工時(shí)間。 （ 4） 不對(duì)稱性 – 由于各種原因的限制（如專業(yè)知識(shí)、市場(chǎng)需求、制作技術(shù)等），在市場(chǎng)中交易的雙方所掌握的信息是極不相等的，買賣雙方掌握信息的程度各有不同，這就形成了信息的不對(duì)稱。 25 （ 3）抽象性 – 必須區(qū)分信息的載體與內(nèi)容，信息有可能在不同的載體之間轉(zhuǎn)化與傳遞。同樣一種信息，選擇的表現(xiàn)形式不同，信息產(chǎn)生的價(jià)值也會(huì)不同。 ?? 信息的表現(xiàn)形式有多種，例如表格、圖形、文字等，而圖形又分多種?？梢詮臅r(shí)間、內(nèi)容和形式三個(gè)維度，確定人們對(duì)信息的需求，從而來(lái)確定信息的價(jià)值。 (2) 增值性。 one of the critical decisions that each of us has to make each day is what information to ignore. The higher you rise into management, the more information you will be given, and, because there is only so much time, the more information you will need to ignore. So, information should be sufficient, but just barely. 23 ? Worth Its Cost – Information is not free. There are costs for developing an information system, costs of operating and maintaining that system, and costs of your time and salary for reading and processing the information the system produces. For information to be worth its cost, an appropriate relationship must exist between the cost of information and its value. – Information systems should be subject to the same financial analyses to which other assets are subjected. 24 ? 信息的基本特征 (1)真實(shí)性。 managers must be able to rely on the results of their information systems. The IS function can develop a bad reputation in the anization if a system is known to produce inaccurate information. In such a case, the information syste