MIS ASSIGNMENT- 3

CASE: READY SET GO- HYUNDAI

INDIA

SUBMITTED TO:

SUBMITTED BY:

PROF. ASHOK WAHI

PRIYA SINGH-14609147
VAIBHAV KUMAR YADAV- 14609099

1) SUMMARY

2) SWOT ANALYSIS
A SWOT analysis (alternatively SWOT matrix) is a structured planning
method used to evaluate the strengths, weaknesses, opportunities and threats
involved in a project or in a business venture. A SWOT analysis can be carried
out for a product, place, industry or person. It involves specifying the objective
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of the business venture or project and identifying the internal and external
factors that are favourable and unfavourable to achieve that objective.

Provide an
organisation a
wide view of
flow of work

Expensive

Strength
Integration of
s with
business

Weakness

customers and
suppliers.
Taking
programmed
and routine
decisions
becomes
easier

Allows
streaminglining
of business
process

Costly

Training is
required

Security
poroblems.

global
market. of
automobil
es is
booming

Complex

Opportunit
ies

Threats

effeciencie
s of
informatio
n systems
are high.

privacy of
data is
endangered

modern
daday
scenarios
require
such
systems

Difference in
opinion over
ROI os
systems.

3) WAYS TO OVERCOME THE WEAKNESS AND THREATS

Thomas A. Edison said Our greatest weakness lies in giving up. The
most certain way to succeed is always to try just one more time. Ways Hyundai
could opt to overcome it weaknesses and avert threats are:
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Improving the relationship with suppliers.

Recruiting more IT skilled labour.
Developing in- house R & D* facilities.
Controlling of business processes that cross functional boundaries.
Securing sensitive information through the use of technology.
Revising the IT*** budgets.
Use of ERP.

*R & D- RESEARCH AND DEVELOPMENT

** ERP- ENTERPRISE RESOURCE PLANNING
***IT- INFORMATION TECHNOLOGY

4) APPLICATIONS PORTFOLIO MATRIX

As the role of information systems and technology (IS/IT) has expanded during the 1970s and 1980s a
number of two-by-two matrices have been proposed which help assess how to approach the
management of IS/IT in its extended role.
A number of these matrices are reviewed and analysed below with the following objectives:
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To consider the usefulness of each matrix in helping management make informed judgements
about how IS/IT should be developed in the organisation;
To identify key issues and ideas raised by each
To consider the common ground or areas of conflict amongst the various ideas expressed in
the matrices
To identify how far it is possible to produce a composite matrix which will help management
formulate IS/IT strategies and policies.

The matrices considered are a representative sample, inevitably including the most well-known, not a
comprehensive analysis. In each one the axes have, where necessary, been altered to a common
structure to aid the comparison process.

Hig
h

Factory

Strategic

Support

Turnaroun
d

Operational
Dependence

Low

Low

Strategic Impact

High

The matrix was developed for use in assessing an organisations or business units total IS/IT
application portfolio, in order to determine the importance, and therefore management approach
required, of IS/IT in the business.
Where IS/IT was not and could not be seen to become critical to the business the role was support. If
the business depended on IS/IT today but could see little benefit from further investment then a
factory role is appropriate. Strategic implies existing and future systems are critical to business
success and turnaround that future systems investment will be more important than existing
systems.
The analysis relates two aspects of IS/IT as it affects the organisation:
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a) How IS/IT is being used in the industry in which the business competes, i.e. the market forces
affecting IS/IT, and
b) How much IS/IT currently contributes to business operations.

Strategic
Turnaround

Centrally planned - IS/IT planning is fully integrated with business planning.

Leading Edge - technology will produce advantages if exploited effectively, or
Free Market - users can best determine their own needs.

Factory
Support

Monopoly - a central utility or service is the best way of satisfying business needs.
Scarce Resource - choices of IS/IT investment should be made on financial grounds.

Current Portfolio Matrix

Capacity
Planning
System

Productio
n
Planning
System

support
systems

Machine
Planning
system

In the next three years the company should aim for:

Employing Business Intelligence to find the better growth opportunity.

Extend to ERP 2
Becoming the Market leader by focusing on customer and stakeholder satisfaction.
Product oriented strategies.
Hiring more IT professionals.
Holding minimum or zero inventories.