MARC details
| 000 -LEADER |
|---|
| fixed length control field |
02514pab a2200205 454500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
140923b0 xxu||||| |||| 00| 0 eng d |
| 040 ## - CATALOGING SOURCE |
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| Transcribing agency |
Welingkar Institute of Management Development & Research, Mumbai |
| Original cataloging agency |
Welingkar Institute of Management Development & Research, Mumbai |
| 041 ## - LANGUAGE CODE |
|---|
| Language code of text/sound track or separate title |
ENG |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
|---|
| Classification number |
|
| Item number |
McA |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
McAfee Andrew |
| 245 ## - TITLE STATEMENT |
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| Title |
Investing in the IT That Makes a Competitive Difference |
| 250 ## - EDITION STATEMENT |
|---|
| Edition statement |
7 |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
|---|
| Place of publication, distribution, etc. |
|
| Name of publisher, distributor, etc. |
Jul-Aug 2008 |
| Date of publication, distribution, etc. |
0 |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
98-107 Pp. |
| 490 ## - SERIES STATEMENT |
|---|
| Volume/sequential designation |
86 |
| 520 ## - SUMMARY, ETC. |
|---|
| Summary, etc. |
Investments in certain technologies do confer a competitive edge--one that has to be constantly renewed, as rivals don't merely match your moves but use technology to develop more potent ones and leapfrog over you. That's the conclusion of a comprehensive analysis that Harvard Business School professor McAfee and MIT professor Brynjolfsson conducted of all publicly traded U.S. companies in all industries over the past few decades. They found a clear correlation between levels of IT spending and a new competitive dynamic: Since the mid-1990s, when the rate of spending on IT began to rise sharply, the spread between the leaders and laggards in an industry has widened. There are more winner-take-all markets. But the increased concentration has ramped up, rather than dampened, churn among the remaining players. And these dynamics are greatest in those industries that are more IT intensive. This pattern is already familiar to the makers of digital products, but it has now spread to traditional industries, the authors contend, not because more products are becoming digital but because more processes are. Enterprise software like ERP and CRM systems, coupled with cheap networks, is allowing companies to replicate their unique business processes quickly, widely, and faithfully, in the same way that a digital photo can be endlessly reproduced. In this new environment, top managers must pay careful attention to which processes to make consistent and which to vary locally. And while standardizing some ways of working, they must also encourage employees to come up with creative process improvements to outdo competitors' innovations. Competing at such high speeds isn't easy, and not everyone will be able to keep up--but the companies that do may realize vastly improved business processes as well as higher market share and increased market value. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Competition, Investment IT |
| 856 ## - ELECTRONIC LOCATION AND ACCESS |
|---|
| Uniform Resource Identifier |
<a href="http://192.168.6.13/libsuite/mm_files/Articles/AR9792.pdf">http://192.168.6.13/libsuite/mm_files/Articles/AR9792.pdf</a> |
| 906 ## - LOCAL DATA ELEMENT F, LDF (RLIN) |
|---|
| a |
28695 |
