Course Syllabus

Course Information：

Year-Semester	Course Number	Course Name	Phase	Credits	Hours	Required/Elective	Instructor	Class	Student NO.	Withdraw	Note
Fall Semester Year 2025	349839	Information Technology and Competitive	1	3.0	3	★	Ching-Jui Keng	GBM	52	0	823

Course Plan：

Instructor	Ching-Jui Keng　Office Hours
Email	cjkeng@ntut.edu.tw
Last Updated	2025-05-23 10:41:43
Course Objective	資訊管理是整合使用者和組織系統，用以提供一個組織之操作支援，管理分析，和決策功能。我們以學習資訊工作者的角色，幫助經理滿足組織目標， 以及了解資訊科技，使經理工作更容易順暢。學習主題：透過資訊系統獲取策略優勢、透過資訊系統應用，支持經理和執行、發展資訊科技應用、獲得競爭優勢。
Course Schedule	個案討論： 本課以個案討論為主，講課或文選討論為輔。上課前必須準備好當天要討論之個案與文選。學生須準備篇個案，須於上課前繳交一頁個案問題與答案之書面資料。 上課規則如下： 1.相關教材補充說明 2.休息時間與小組討論 3.80分鐘個案討論(請準時入座) 週次 日期 課程主題 課程內容(case) 1 課程介紹與個案分組 2 第一部份：理論探討 系統觀念、管理資訊系統（MIS）的基本概念。資訊系統的發展與企業的資訊需求。 3 資訊系統的分類與應用 組織中之資訊系統管理 VCD case C計畫 大同公司供應鏈電子化融資 4. 資訊系統的分類與應用 5 Ch2 IT and Organization CASE1:Otisline(影印) Q1.電梯產業競爭分析 Q2.導入OTISLINE前之顧客服務流程為何 Q3.導入之後流程 Q4.otisline 對otis公司的影響與角色 6.知識管理介紹 7. Ch3 Extending Enterprise CASE2:Li & Fung (影印) Q1.li and fung 是否應該發展lifung.com 事業?會成功嗎? Q2.li and fung 虛實事業如何管理? 是否會互相吞噬? 8. CASE3:雄獅旅行社(光華個案) Q1：當面臨產業到大環境改變，雄獅旅行社調整價值核心，將營運方向開始轉向直客方面發展。若公司考慮朝直客發展有哪些優勢，還需要哪些配套？ Q2：為什麼雄獅要建立協同運籌平台，在管理通路當中扮演何種角色？ Q3：協同運籌平台未來的延伸？是否繼續推旺來卡？ 9. Business Model CASE 4: Bank of American: Mobile Banking 1. What benefits does mobile banking provide to consumers? Why haven’t many consumers adopted mobile banking yet? 2. What is BofA’s motivation to offer mobile banking to its customers? What are the associated costs and risks to the bank? 3. What lessons can the bank learn from its online banking operations? What are the costs and benefits of having customers migrate to online banking? 4. How is mobile technology likely to influence the banking industry in the future? 5. How should McDonald and Brown respond to the LOB managers’ request to include more functions in the bank’s mobile app? 10. CASE 5: IBM (課本8th ed) Q1.說明IBM在1960-1970成功的原因,以及1980--1990所面對的問題? Q2.說明Gerstner在1993年接任CEO做了哪些事?他的危機管理與公司轉型做得如何?他在為公司的成長定位時面臨了哪些挑戰? Q3.Sam Palmisano在2002年所面臨的挑戰為何?IBM可以兼顧創新與作業效率嗎?他可以同時保持大企業與小企業之優點嗎? 11. Business Model CASE6: Accor(影印) 1. Assess Accor’s current distribution strategy. What is the value of the OTA relationship to the company and should it continue to work with this channel? How should Accor manage this channel relationship? 2. What does Room Key add to the distribution strategy? Is it a good distribution partner for Accor? Why or why not? 3. Should Accor become an equity partner in Room Key? Why or why not? Should Accor become a commercial partner of Room Key? Why or why not? 4. What does Room Key need to do to be successful long term? What should Room Key’s marketing strategy look like and where should the company invest its money? How might Accor help Room Key be successful? 12. Business Model CASE7: Aamzon.com 2016 1. Q1. 你認為Amazon為何一開始選擇賣書? 2. 你認為Amazon在2000年網路泡沫化之後，為何能生存並獲利？ 3. 你認為Amazon在未來最有發展潛力的事業是什麼？ 4. 未來會有哪家公司會取代Amazon? 13. IT Infrastructure Ch5 Understanding Internetworking Infrastructure CASE8: :Ford Motor Company(課本8th ed) The Power of Virtual Integration: the interview of Dell’s Michael Dell. 1.請比較汽車與電腦供應鏈差異 2.Dell SCM 模式是否可適用於FORD 3. SCM 對FORD 的效益如何 14. Leadership Issue Ch8 Organizing and Leading the IT Function CASE9:匯豐汽車(光華個案) Q1. 匯豐汽車是否需要強制業務代表使用eMentor系統? Q2. 面對使用率不高的狀況，匯豐汽車之知識平台是否有必要推行繼續推行？有什麼要點是匯豐汽車可以在知識管理平台上進行改進？ Q3. eMentor系統是否必要在如此經濟不景氣的環境下繼續投入資金進行開發與推動？ 15. Case 10 :Apple 2015 1. Apple的競爭優勢為何? 2. Apple Watch的策略是否正確 3. 請建議如何行銷Appl
Evaluation and grading policy	16 Case 10 :Apple 2015 Apple的競爭優勢為何? Apple Watch的策略是否正確 請建議如何行銷Apple Watch Apple是否該進入VR(虛擬實境)? 17. Case 11: Tripadvisor 為何Tripadvisor會吸引消費者?為何消費者會願意寫口碑 飯店對Tripadvisor的想法如何?Tripadvisor如何取得飯店與蕭者的平衡 Tripadvisor如何將口碑轉成利潤?與Yelp有何差異? Tripadvisor未來成長的建議? 18 Case 12: Google 2014 1. Google currently enjoys approximately 70% market share of US searches, and well above 90% in many other countries. Do you expect the search business to become more concentrated (i.e., dominated by fewer firms)? Is search a winner-take-all business? 2. In renewing its deal with AOL, could Google afford to pay AOL more than 100% of the revenue generated from AOL searches? How did Microsoft’s maximum affordable bid for AOL’s search traffic compare to Google’s? 3. Currently 95%+ of Google’s revenue comes from online advertising. How important is it for Google to pursue alternative revenue streams? Which alternatives are the most promising? 4. Do you view Google’s distinctive governance structure, corporate culture, and organizational processes as strengths or potential limitations? 教學方式： 課堂教授，個案討論 個案討論( 40%)，個案作業(30%),出席率(10%),期末考(20%) 期末考：　　所有個案討論的問題為題庫
Materials	All right reserved. Do not reproduce without permission. Foreign-language textbooks:No 指定用書： Applegate, L.M., F. Warren McFarlan, and James L. McKenney, Corporate Information Strategy and Management: Text and Cases,IRWIN.8 ed. 2009(個案影印) 哈佛商學院個案CASE1:Otisline CASE2:Li &Fung CASE3:Accor CASE 4:Bank of America: Mobile Banking CASE 6 IBM CASE7: Aamzon.com2016 CASE 8:Ford Motor Company CASE10: Apple2015 Case11:Tripadvisor Case 12: google 2014 光華基金會個案:雄獅, 匯豐汽車(資料庫) CASE5:雄獅旅行社 (個案編號1-08046-11) CASE9:匯豐汽車(光華個案) 個案編號1-07030-11
The access to curricular consultation	cjkeng@ntut.edu.tw
Expanding teaching and resources
The course corresponds to the SDGs	無（None）
Does the course incorporate AI	● 鼓勵學生使用生成式AI工具（Encourage students to use generative AI tools）
Note	使用WebEx 會議號碼 580078239