Information System For business Approach †MyAssignmenthelp.com

Question: Discuss about the Information System For business Approach. Answer: Business Process Approach/ Model to identify the way how businesses are categorized as internal and external processes: The internal and external processes could be identified by the standards of management approach. The external processes are the events external to the companies. Companies like Coles, Woolworths, and Aldi are currently in the global market. Hence the changes in the technology and the rising inability for acquiring and processing the data need the implementation and the competing responses. The external processes comprise of various factors that are typically uncontrollable. The internal business processes, on the other hand, is the corporate environment and have particular and direct implications on the organizations. The managers and owners must identify internal strategy factors such as the weakness and strengths. This determined whether the organizations are capable to take benefits of the current scopes and avoid threats. These processes are the keys to the success of the business. The external best practices need Coles, Woolworths, and Aldi to fetch outwards for growth (Fleischmann et al. 2014). Particularly the performance could be improved through analyzing the most effective business practices of the competitors and any other successful companies. This also leads to innovative solutions boosting the performance levels and the capabilities. For the internal processes the deployment, harvesting, and identification could drastically improve the organizational performance (Berchicci 2013). Moreover, to process to seek the best practices could create high creativity and innovation for Coles, Woolworths, and Aldi. The information gained in the internal and external processes must be used for developing the tactics used to gain the strategic objectives. Irrespective of whether the aims are focused internally or externally, usage of both the initiatives increases the chance of success. The external process could leverage the scopes in the market through the marketing tactics foe reaching the new customers. The pairing of the tactics with the internally focuses process of quality improvement could enhance the efficiency of the several marketing campaigns. Thus the market share gets pushed higher. Utilizing ICTs and applications to support B2B processes for CA and SCA: The ICT has been enabling Coles, Woolworths, and Aldi in storing, analyzing and sharing huge quantity of data. Providing the ICT tools to the employees has been helping to develop the individual and the overall productivity. For example, the Business Process Analysis model could be considered. The usage of ICT on this sector has been seen in the cases where the value offered are transferred from the business process value to the knowledge process value. Leveraging this enables Woolworths, an effective B2B manufacturer and its customer organizations to optimize their marketing tasks continuously. The framework is helpful to offer the quick reaction to and the higher standards of services to the customers. Moreover, it is also helpful to generate stronger teams of the project. This enables the teams to sustain progress instead of waiting for the members to meet in any one location. Lastly, the ICT solutions help in cost reduction, the rise of revenue and to develop the profitability (Y agnik 2016). However, the focus of the IT manager should be ranging from the determination costs regarding the environmental concerns. Moreover, the business must assure the arrangements of management are facilitative for assisting with ICT and gaining the overall vision. The applications of the B2B process are the pre-packaged and pre-defined solutions. This has been improving the implanting of the B2B process with external partners for simplifying the complexity of IT (Wang, Pauleen and Zhang 2016). Thus it raises the competitive advantages and decreases the risks. It helps in simplifying the complexity to implement the solutions of the B2B process with the prepackaged and pre-built applications. Moreover, the real-life experiments in the B2B labs could prove to largely advantageous for developing the B2B innovations. Bibliography: Bacaoanu, A.I., 2014. ICT in Business. Berchicci, L., 2013. Towards an open RD system: Internal RD investment, external knowledge acquisition and innovative performance.Research Policy,42(1), pp.117-127. Brunswicker, S. and Vanhaverbeke, W., 2015. Open innovation in small and medium?sized enterprises (SMEs): External knowledge sourcing strategies and internal organizational facilitators.Journal of Small Business Management,53(4), pp.1241-1263. Fleischmann, A., Schmidt, W., Stary, C., Obermeier, S. and Brger, E., 2014.Subject-oriented business process management. Springer Publishing Company, Incorporated. Gagnon, E., 2014. Goodbye, B2B Brand Marketing: Developing Content-Based Marketing Programs for the Post-Marketing Era.International Management Review,10(2), pp.68-71. Hilty, L.M. and Aebischer, B. eds., 2015.ICT innovations for sustainability(Vol. 310). Springer International Publishing. Leontiev, A.N., 2016. Activity and consciousness.Dialectus, (4). Shambour, Q. and Lu, J., 2015. An effective recommender system by unifying user and item trust information for B2B applications.Journal of Computer and System Sciences,81(7), pp.1110-1126. Torre, E.D., Pelagatti, M. and Solari, L., 2015. Internal and external equity in compensation systems, organizational absenteeism and the role of explained inequalities.human relations,68(3), pp.409-440. Wang, W.Y., Pauleen, D.J. and Zhang, T., 2016. How social media applications affect B2B communication and improve business performance in SMEs.Industrial Marketing Management,54, pp.4-14. West, J. and Bogers, M., 2014. Leveraging external sources of innovation: a review of research on open innovation.Journal of Product Innovation Management,31(4), pp.814-831. Yagnik, J., 2016. ICT Entrepreneurs: What is needed for Smooth Execution and Expansion of Business?.Research Bulletin,41(4), pp.92-101.