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278 PART 3 • STRATEGY IMPLEMENTATION
successful from unsuccessful firms. The process of strategic management is facilitated
immensely in firms that have an effective information system.
Information collection, retrieval, and storage can be used to create competitive
advantages in ways such as cross-selling to customers, monitoring suppliers, keeping
managers and employees informed, coordinating activities among divisions, and manag-
ing funds. Like inventory and human resources, information is now recognized as a
valuable organizational asset that can be controlled and managed. Firms that implement
strategies using the best information will reap competitive advantages in the twenty-first
century.
A good information system can allow a firm to reduce costs. For example, online
orders from salespersons to production facilities can shorten materials ordering time and
reduce inventory costs. Direct communications between suppliers, manufacturers, mar-
keters, and customers can link together elements of the value chain as though they were
one organization. Improved quality and service often result from an improved information
system.
Firms must increasingly be concerned about computer hackers and take specific
measures to secure and safeguard corporate communications, files, orders, and busi-
ness conducted over the Internet. Thousands of companies today are plagued by
computer hackers who include disgruntled employees, competitors, bored teens,
sociopaths, thieves, spies, and hired agents. Computer vulnerability is a giant, expen-
sive headache.
Dun & Bradstreet is an example company that has an excellent information system.
Every D&B customer and client in the world has a separate nine-digit number. The data-
base of information associated with each number has become so widely used that it is like
a business Social Security number. D&B reaps great competitive advantages from its
information system.
In many firms, information technology is doing away with the workplace and allow-
ing employees to work at home or anywhere, anytime. The mobile concept of work allows
employees to work the traditional 9-to-5 workday across any of the 24 time zones around
the globe. Affordable desktop videoconferencing software allows employees to “beam in”
whenever needed. Any manager or employee who travels a lot away from the office is a
good candidate for working at home rather than in an office provided by the firm.
Salespersons or consultants are good examples, but any person whose job largely involves
talking to others or handling information could easily operate at home with the proper
computer system and software.
Many people see the officeless office trend as leading to a resurgence of
family togetherness in U.S. society. Even the design of homes may change from hav-
ing large open areas to having more private small areas conducive to getting work
done. 17

Conclusion

Successful strategy implementation depends on cooperation among all functional and
divisional managers in an organization. Marketing departments are commonly charged
with implementing strategies that require significant increases in sales revenues in new
areas and with new or improved products. Finance and accounting managers must devise
effective strategy-implementation approaches at low cost and minimum risk to that firm.
R&D managers have to transfer complex technologies or develop new technologies to
successfully implement strategies. Information systems managers are being called upon
more and more to provide leadership and training for all individuals in the firm. The nature
and role of marketing, finance/accounting, R&D, and management information systems
activities, coupled with the management activities described in Chapter 7, largely deter-
mine organizational success.