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THE TECHNOGIGGS!

Question 1

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Bose Setoto

Why did christian thommenssen took the job?

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Why T hommessen took the job at Glamox

` Thommessen had a reputation to uphold/maintain

` He understood that a decisive action was needed in the

company·s logistics and information systems

` He was a shareholder

` The position was inviting and he was also ready toundertake the challenge

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Which part of Glamox would the next target

for change

` The mobile salesman and Single point of Contact

System

SPOC/mobile sales m an

clientclient

System

System

SPOC client

Current situation proposed

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continued

` Using the System after the turnaround

` Setting new objectives for each division

` Business-driven innovation, not technology driven

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Tao Agang

CORPORATE AND IS STRATEGIES FOR GLAMOX

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Change in strategies

` Before christian thommesen

Businessstrategy

IS strategy

Alignmentprocess

Corporatestartegy

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Strategies after thommessen!

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WHY DID THE GLAMOX STRATEGIES CHANGE?

The strategies at Glamox changed because:Glamox· corporate management was aware of the problems facing the company of which some

included major restructuring of Glamox as a result of general feeling among employees in the

organization was one of growing frustration and lack of motivation, extremely poor order

delivery precision, and an overall low cost efficiency.

` Poor management

` lost the market share` Profitability fell

` Drive and need for customer satisfaction

` To reclaim the industry leadership

` Glamox wanted to capitalize on the e-value chain

`

Define a new industry standard for delivery precision (at 98%)` reduce delivery time dramatically

` to reduce annual costs

` To make Glamox e-business ́ ready

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HOW GLAMOX MANAGED TO ACHIEVE THEIR

OBJECTIVES

` Glamox decided to radically change the pricing strategy` The organization was radically changed, centralizing sales and operations into

two function

` the new CEO approved a project studying the flow of materials, informationand money in the organization, called the VIP project

` major restructuring of Glamox

` Thommenssen quickly initiated a number of strategic initiatives. Corporatefinance, logistics and information technology was centralized

` deployment of an enterprise resource planning system (ERP) for all of thecompany·s sales, production and logistics activities so the previous 25 differentIT systems in the 19 separate subsidiaries were replaced by one ERP

` Turning Glamox into an ¶e-lighting company·` Use of Electronic Data Interchange

` In finalizing the market strategy, Glamox selected 9 market segments in whichto focus investments

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Pearl Malambane

Mcfarlan strategic grid

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Daniel Mhandu

Porter·s five Competitive forces

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Boikobo Tlhobogang GROUP CIO

The Key Issues

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What key issues must be considered in the IS/IT strategy

for SnS above for the firms to be competitive?

Explain to justify your answer by providing the ISstrategy triangle in each case