BUS362e IT-Enabled Business Transformation
BUS362e IT-Enabled Business Transformation
Group-based Assignment
July 2017 Presentation
BUS362e Group-based Assignment
SINGAPORE UNIVERSITY OF SOCIAL SCIENCES (SUSS) Page 2 of 9
GROUP-BASED ASSIGNMENT
This assignment is worth 30% of the final mark for BUS362e IT-Enabled Business
Transformation.
The cut-off date for this assignment is 23 Aug 2017, 2355hrs.
This is a group-based assignment. You should form a group of 4 members from your
seminar group. Each group is required to upload a single report to Canvas via your respective
seminar group. Please elect a group leader. The responsibility of the group leader is to upload
the report on behalf of the group.
It is important for each group member to contribute substantially to the final submitted work.
All group members are equally responsible for the entire submitted assignment. If you feel
that the work distribution is inequitable to either yourself or your group mates, please
highlight this to your instructor as soon as possible. Your instructor will then investigate and
decide on any action that needs to be taken. It is not necessary for all group members to be
awarded the same mark.
BUS362e Group-based Assignment
SINGAPORE UNIVERSITY OF SOCIAL SCIENCES (SUSS) Page 3 of 9
Important Note: Grading of TMA/GBA/ECA Submissions
Marks awarded to your assignment are based on the following guidelines:
1. 80% of the marks are allocated to the content of your answers:
? The marks awarded to what your answers cover depend on the extent to which they
cover the key points that correctly and comprehensively address each question.
? The key points should be supported by evidence drawn from course materials and,
wherever relevant, from other credible sources.
2. 20% of the marks are allocated to the presentation of your answers:
Wherever applicable, the marks awarded to how your answers are presented depend
on the extent to which your answers:
? form a sound reasoning by developing those key points in a clear, logical and succinct
manner;
? provide proper and adequate in-text citations and referencing to content drawn from
course materials and other credible sources;
? strictly follow APA formatting and style guidelines1
, in particular for:
• in-text citations and end-of-report references;
• the identification of figures and tables;
? use, wherever relevant, the specialised vocabulary and terminology commonly used in
discussions about the topic(s) covered by each question;
? provide a reference or bibliography at the end of the main report;
? include the less relevant details in an Appendix;
? use sentence constructions that are grammatically and syntactically correct;
? are free from spelling mistakes; present the workings, numerical formulations and
results in a logical manner that follows the APA formatting and style guidelines;
? design and present graphs, diagrams and plots that follow the APA formatting and
style guidelines;
? are highly original;
? have proper formatting, which may:
• include a properly formatted cover page;
• respect the answer length/word count set out in the assignment guidelines, if
any is prescribed;
• present answers in paragraphs with proper spacing and page margins;
• include page numbers and appendices, if necessary.
1 You can find a short tutorial on the APA formatting and style guidelines here: https://is.gd/mgEOnC .
Additional details (pertaining to tables and figures) can be found here: https://is.gd/O4vDdT .
BUS362e Group-based Assignment
SINGAPORE UNIVERSITY OF SOCIAL SCIENCES (SUSS) Page 4 of 9
GBA Research
In conducting your analysis, you are encouraged to carry out your research using the
following online databases that can be accessed via your SUSS library account:
• ABI-Inform Complete,
• Business Source Complete,
• Factiva,
• JSTOR,
• Newslink.
In addition, your team may research the Internet, conduct field studies, and access other
public domain resources (e.g. Company Annual Report). You are required to cite all your
sources of reference with appropriate citation methods recommended by SUSS. All URLs
should be complete such that the referenced materials can be accessed directly to show
referenced information. SUSS’s guidelines against plagiarism should also be adhered to.
Guidelines on GBA Report Writing
You are reminded that the University takes a very serious view on plagiarism. You are to
submit your assignment through the Turnitin software. All high similarity index flagged by
Turnitin will be investigated. Hence, it is advisable that you allocate some time in your
submission process to address any plagiarism issue flagged out by Turnitin, if any.
The report should be written in a Microsoft Word document format with single spacing and
Times New Roman font of 12 point font size. Word count limits are provided in each sub
question. These are not to be exceeded. A maximum of FIVE (5) pages of annexure can be
added for secondary data. However, key illustration/ diagrams should be included in the main
report and you should provide explanation for these key illustration/ diagrams.
In SUSS, we believe that the ability to provide parsimonious answers is an essential skill that
all business students should acquire. You are, therefore, reminded to adhere to the specified
word count limits. As part of this requirement, you are to specify the word count of your
answer for each question. Marks will be deducted from any submission that exceeds the word
count limits as specified within each sub-question according to the following rules:
1. Exceed up to 10% of specified word counts: -1 mark
2. Exceed by >10% and <= 20%: – 2 marks
3. Exceed by >20% and <=30%: – 4 marks
4. Exceed by >30%: – full marks of sub-question
To stay within the word count limits, you are advised not to re-produce concepts from
textbook or other sources, but to focus on answering the GBA question with your own
analysis and in your own style and words. Diagrams depicting concepts (such as those that
are already in the textbook) should not be re-produced in your GBA as they do not add value
to your answers. Only diagrams (such as charts), or tables which are produced by you as part
of your analysis and answer can be included as part of your answer.
BUS362e Group-based Assignment
SINGAPORE UNIVERSITY OF SOCIAL SCIENCES (SUSS) Page 5 of 9
GBA Case
What do Qoo10, Carousell, Lazada, Zalora and Rakuten have in common? They are online
businesses that have emerged in Singapore in recent years. The Competition Commission of
Singapore’s December 2015 reports that e-commerce activities have intensified competition
in Singapore, enabling businesses, consumers and even the government to benefit from more
choices, lower prices and better services. According to a Channel News Asia’s (CNA) report
on 24 May 2016, Singapore’s e-commerce market was valued at US$1 billion in 2015, and is
expected to be worth US$5.4 billion (S$7.46 billion) by 2025.
E-Commerce can facilitate entry of new players and also expansion of existing players into
almost any retail markets. Companies are able to bypass start-up barriers such as high rental
cost, manpower shortages, and small domestic market size using e-Commerce channels. In a
February 2017 online report on internet retailing in Singapore, Euromonitor International
reports that hyper-connected Singaporeans frequently shop online. They are highly motivated
to do so for the following reasons: (a) the possibility that the products are cheaper online; (b)
convenient electronic payment methods and delivery services. As a result, customer reviews
carry significant weight in terms of driving eye-ball traffic, maximising product sales and,
most importantly, enhancing consumer confidence in product authenticity. E-retailers in
Singapore, in turn, are dependent on a strong but small network of enabling providers by way
of logistics, distribution services and ready to go self-customisable e-commerce portals.
Mode Direct is a local online retailer of technological fashion products, known as wearables,
comprising of electronic watches and personal fitness trackers, targeting young
impressionable and sporty adults. Founded by two Singapore University of Social Sciences
(SUSS) graduates, Ivan and Alex, the company sells only high-end wearables online in an
outsourced mode via Shopify (an online shopping portal provider) and relies entirely on
logistics provider for the import, storage and delivery of its products to customers. Mode
Direct also outsources its call centre operations and engages free-lancers to help direct traffic
to its portal via social media or employ consumer to consumer (C to C) portals such as
Carousell, eBay and Gumtree for its product sales. Although outsourced, data are collected on
the touch-points (nature and number of calls and messages via social media) and via webanalytics
of its portal traffic.
Only key activities such as procurement (sourcing/purchasing), marketing (promotion,
pricing), order processing, finance, HR and customer servicing are done in-house. A critical
success factor that had allowed Mode Direct to stand out from its competitors was its agility
in bringing the latest high-end wearables to the online market. Such as first to market strategy
was realised thru aggressive product sourcing from key manufacturers and distributors in US,
Europe, Japan, Korea and China, although there are not many good brands available.
Having successfully ridden the wave of online buying and wearables, Mode Direct has grown
from a 4 person outfit to a 25 staff strong company today. Its founders now feel that the
Singapore market is seen as too limiting for its growth and has started to look at overseas
expansion. As part of its overseas expansion, the company’s founders intend to setup a formal
reporting relationship whereby each staff has two or more supervisors. At least one of the
supervisors is in charge of the product while the other supervises with regards to the country
or region. They are aware that this reporting structure has its own unique information needs,
which would therefore impact the IS strategy.
BUS362e Group-based Assignment
SINGAPORE UNIVERSITY OF SOCIAL SCIENCES (SUSS) Page 6 of 9
When it comes to business processes, the philosophy of Mode Direct is to ensure crossfunctional
cooperation across all departments cooperating by contributing their expertise and
supporting one another. Hence the key activities of procurement, marketing, order
processing, finance, HR and customer servicing work well together on key business
processes.
Although the company leveraged extensively on online commerce and social media for its
business, its founders realise that it needs to leverage more from use of IS in order to beef up
its internal operations. In particular, there is a need for an enterprise system to manage the
fragmented information stored in spreadsheets and other documents distributed over various
end-user desktops and laptops. An enterprise system was urgently needed to tie in the various
activities of procurement, accounting, HR and customer servicing.
Having travelled abroad extensively, both Ivan and Alex are aware that different perceptions
and approaches to the enterprise system development across the nationalities that the business
is expanding to needs to be managed carefully. They are also aware that cultural differences
could result in differences in the use and outcomes of IT. There is also a need to overcome
resistance to the new enterprise system with strategies to induce its acceptance.
Being IT savvy and cost conscious, Ivan and Alex are averse to on premise IT infrastructure
as they feel that this approach will constrain efficient global information exchange and
increases total cost of ownership (TCO). They therefore would like to further explore a
suitable architecture in line with their global expansion strategic direction which would allow
access from anywhere, anytime, and also on a per use basis. They are also cognisant of a need
for coherent IT governance. While on one hand, there is a need to centralise IT governance to
optimise decision making at the top levels, they also concede that a decentralised IT
governance approach would provide the flexibility required to support the formal reporting
structure. Hence, a hybrid approach is sought.
Mode Direct’s founders are seeking to validate their strategic plans by reviewing them with
consultants experienced in the e-retailing industry. Put yourselves in the shoes of such
consultants and answer the following questions.
Question 1
(a) Analyse the strategic use of information resources by:
(i) Analysing Porter’s five competitive forces of the industry that Mode Direct
belongs to in Singapore. Provide a sub-conclusion on the intensity of each of
the five forces, e.g. low/medium/high (supported by case or researched
facts/data) in your answer. Give an overall conclusion on the industry’s
attractiveness.
(Word Limit: Maximum 300 words)
(6 marks)
(ii) Recommending how Mode Direct can use IS to influence two of the
competitive forces in order to gain competitive advantage.
(Word Limit: Maximum 200 words)
(4 marks)
BUS362e Group-based Assignment
SINGAPORE UNIVERSITY OF SOCIAL SCIENCES (SUSS) Page 7 of 9
(b) Analyse the application of business strategy using Porter’s Generic Strategies
framework by identifying which generic business strategy Mode Direct is pursuing.
Analysis in this case would have to include determination of both dimensions of the
framework (i.e. competitive advantage and competitive scope) and justification (with
case facts) for your answer.
(Word Limit: Maximum 250 words)
(5 marks)
(c) Analyse the application of organisational strategy and demonstrate how IS can be
used to support the various organisation designs by explaining the organisational
strategy as a managerial levers framework in terms of the three categories of
organisational design variables, i.e. Organisational variables, Control variables and
Cultural variables. To do this answer each of the three sub-questions below (providing
case facts to back up your answer), which represents each of the three organisational
design variables.
(i) Organisational Variables – Formal Reporting Relationship
Identify the formal reporting structure that Mode Direct intends to implement
and describe the type of IS that is required to support this type of formal
reporting structure.
(Word Limit: Maximum 250 words)
(5 marks)
(ii) Control Variables – Data
Describe two types of facts (data) collected, stored, and used by Mode Direct.
(Word Limit: Maximum 150 words)
(3 marks)
(iii) Cultural Variables
Describe how the difference in culture could affect Mode Direct in relation to
its use of IS as it expands overseas
(Word Limit: Maximum 100 words)
(2 marks)
Question 2
(a) Analyse the strategic use of information resources by:
(i) Analysing Mode Direct’s value chain. To do this, describe each of the five
primary activities and each of the four supporting activities in Porter’s Value
Chain with respect to Mode Direct’s business activities.
(Word Limit: Maximum 250 words)
(5 marks)
BUS362e Group-based Assignment
SINGAPORE UNIVERSITY OF SOCIAL SCIENCES (SUSS) Page 8 of 9
(ii) Suggesting how IS can be used to add value to one value chain primary
activity and one value chain support activity.
(Word Limit: Maximum 200 words)
(4 marks)
(b) Mode Direct’s company’s founders reflected on their business model and how the
nature work has changed due to the pervasiveness of IT. They are acutely aware that
when expanding overseas, geographical distance and time difference could lead to
team issues due to cultural barriers and difference in work hours. Discuss how IT
changes the nature of work by:
(i) Providing one example each of how IT has changed or will continue to change
the nature of work in the industry Mode Direct is in for the following areas:
(1) Creating new types of work
(2) New ways to do traditional work
(3) New ways to manage people
(Word Limit: Maximum 300 words)
(6 marks)
(ii) Providing one challenge facing virtual teams and one facing traditional teams
given that Mode Direct intends to set up a virtual team.
(Word Limit: Maximum 200 words)
(4 marks)
(c) There is a concern on acceptance of the new enterprise system the company intends to
implement as this would be the first time it is using such an IS. Propose a strategy
based on two of the four determinants the Technology Acceptance Model (TAM3)
that would help Mode Direct’s staff accept the enterprise system.
(Word Limit: Maximum 300 words)
(6 marks)
Question 3
(a) Explain the two types of perspectives which companies use to conduct their business.
Using case facts, identify the perspective which Mode Direct is adopting.
(Word Limit: Maximum 350 words)
(7 marks)
(b) Based on case facts, recommend and describe the most appropriate type of enterprise
system for Mode Direct as well as the processes that it is typically applied to. Justify
your answer by highlighting the appropriate case facts related to your recommended
enterprise system.
(Word Limit: Maximum 500 words)
(10 marks)
BUS362e Group-based Assignment
SINGAPORE UNIVERSITY OF SOCIAL SCIENCES (SUSS) Page 9 of 9
(c) In order to learn the relationships between strategy, architecture, and infrastructure,
identify Mode Direct’s key strategic goal (based on the business strategy) and
business requirement based on case facts. With these, specify the architectural
requirements in terms of the most suitable IT architecture configuration (i.e.
centralised, de-centralised, SOA or cloud). Explain your answer.
(Word Limit: Maximum 400 words)
(8 marks)
Question 4
(a) Mode Direct’s founders are negotiating with a bank for a long term loan for their
enterprise system. They are able to project the benefits (increased revenue, cost
savings) over time with the implementation of the enterprise system. At the same
time, they are planning to commit to a five years (long term) loan for the enterprise
system. Thus they are mindful of the interest to be paid over the next 5 years, vis-a-vis
the expected benefits. Hence the time-value of money is an important consideration.
Evaluate the IT investment by explaining the six financial valuation methods and
then selecting the most appropriate one of the six together with your justification.
(Word Limit: Maximum 500 words)
(10 marks)
(b) Using the traditional perspective of IT governance identify the IT governance
approach that is most suited for Mode Direct. Justify your answer based on case facts.
(Word Limit: Maximum 300 words)
(6 marks)
(c) As Mode Direct expands overseas, it needs to develop an effective process for making
decisions concerning IT in a given situation. Given the uncertain and sometimes
complex situation in developing cross-border enterprise systems for e-retailing the
company’s founders prefers not to have a decision making mechanism that is too
rigid. They also do not fancy an overly formal mechanism to decision making. With
their extensive network of business partners and friends, the company’s founders are
able tap on a small team of IT experts and also stakeholders in the company that can
provide guidance on decisions on IT investments.
Evaluate the three decision making mechanisms by explaining each of the three
decision making mechanisms to Mode Direct’s management. From these three
decision making mechanisms, recommend the most suitable one and provide your
justification.
(Word Limit: Maximum 450 words)
(9 marks)
—- END OF ASSIGNMENT —-