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Why did christian thommenssen took the job?






 
 

þ |hommessen had a reputation to uphold/maintain

þ He understood that a decisive action was needed in the

company·s logistics and information systems

þ He was a shareholder

þ |he position was inviting and he was also ready to

undertake the challenge

  



 

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þ Ñsing the System after the turnaround

þ Setting new objectives for each division

þ Business-driven innovation, not technology driven




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þ Before christian thommesen

Business
strategy

Alignment
process

Corporate
IS strategy startegy
 


 


WHY DID THE GLAMOX STRATEGIES CHANGE?

|he 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.
þ ºoor management
þ lost the market share
þ ºrofitability fell
þ Drive and need for customer satisfaction
þ |o reclaim the industry leadership
þ Glamox wanted to capitalize on the e-value chain
þ Define a new industry standard for delivery precision (at 98%)
þ reduce delivery time dramatically
þ to reduce annual costs
þ |o make Glamox e-business ´ready
HOW GLAMOX MANAGED TO ACHIEVE THEIR
OBJECTIVES

þ Glamox decided to radically change the pricing strategy

þ |he organization was radically changed, centralizing sales and operations into
two function
þ the new CEO approved a project studying the flow of materials, information
and money in the organization, called the VIº project
þ major restructuring of Glamox
þ |hommenssen quickly initiated a number of strategic initiatives. Corporate
finance, logistics and information technology was centralized
þ deployment of an enterprise resource planning system (ERº) for all of the
company·s sales, production and logistics activities so the previous 25 different
I| systems in the 19 separate subsidiaries were replaced by one ERº
þ |urning Glamox into an ¶e-lighting company·
þ Ñse of Electronic Data Interchange
þ In finalizing the market strategy, Glamox selected 9 market segments in which
to focus investments
º


‰cfarlan strategic grid

D
 

ºorter·s five Competitive forces

i
 ºV 

|he Key Issues

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 IS
strategy triangle in each case