Summary Complete summaries Digital Business Innovation 2018/2019
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Course
Digital Business Innovation (6314M0312Y)
Institution
Universiteit Van Amsterdam (UvA)
Book
Business Intelligence
Complete summaries of the course Digital Business Innovation (). Summaries include:
-Lecture slides
-The book Business Intelligence: A managerial Approach
-Linking the Balanced Scorecard to Strategy
-Proposal for a Method for Business Model Performance Assessment: Toward an Experimentation Tool fo...
Answer: Visual chart with elements describing a firm\'s or product\'s value proposition infrastructure, customers, and finances. It assists firms in aligning their activities by illustrating potential trade-offs.
2.
What is the balanced scorecard?
Answer: It is a way to implement the strategy by creating alignment and focus. This system allows the inclusion of financial and non-financial measurements, through four perspectives: financial, customer, internal business processes and learning and growth.
3.
Why was the balanced scorecard created?
Answer: Because of the drawbacks of using only financial data which:
-Are lagging indicators (only tell what happened)
-Are the product of allocations not related to underlying processes
-Are short term focused
-Are usually reported by organizational structures
4.
What is the difference between outcome measures and performance drivers?
Answer: -Core outcome measures. They are generic and reflect the common goals of many strategies
-Drivers of performance. They tend to be unique for a particular BU because of its unique market segments, value propositions etc.
5.
What is the process leading to business model innovation?
Answer: 1.Representation of the choices of the startup’s business model
2.Selection of performance indicators.
3.Current measurement of selected performance indicators
4.Creation of goals for the selected performance indicators
5.Estabilishment of initiatives to reach the targeted goals
Iterative process
6.Measurements of initiatives\' result
6.
What are Strategy Maps?
Answer: Delineate the process of value creation through a series of cause-effect relationships among the key organizational objectives for all 4 BSC perspectives. Each objective appearing in the map has an associated measure, target and initiative.
7.
What is a database?
Answer: Large collection of data that has to be exchanged/shared, searched, corrected etc. and that under no circumstances may get lost or corrupted in any way.
8.
What is a DBMS?
Answer: A software that manages databases.
9.
What is a \"relation\"?
Answer: A table
10.
What is a record?
Answer: A row in the table. Also called tuple
Content preview
DIGITAL BUSINESS
INNOVATION
SUMMARIES
2018/2019
,WEEK 1
BUSINESS MODEL AND
BALANCED SCORECARD
BUSINESS MODEL
The business model canvas divides a business model into nine
blocks, providing an integrated visual representation that
facilitates the discussion and the debate about the business.
BALANCED SCORECARD
,Initially designed as a performance measurement tool, it later
evolved as a way to implement the strategy by creating
alignment and focus. This system allows the inclusion of
financial and non-financial measurements, through four
perspectives: financial, customer, internal business processes
and learning and growth.
These four perspectives need to be consistent with the
corporate strategy and allow a balance between short term and
long-term objectives, desired outcomes and performance
drivers of those outcomes, between hard objective measures
and software subjective measures.
BSC is implemented because of the drawbacks of using only
financial data which:
-Are lagging indicators (only tell what happened)
-Are the product of allocations not related to underlying
processes
-Are short term focused
-Are usually reported by organizational structures
,FINANCIAL
Long-run objectives of the business unit. According to different
stages of life cycle of a BU we have different indicators:
Rapid growth (early stage): sales growth
Sustain stage: return on capital employed, operating
income, gross margin
Harvest stage (mature): cash flow
CUSTOMER
Managers identify customer and market segments in which the
BU will compete. General indicators are:
-Customer satisfaction
-Customer retention
-New customer acquisition
-Customer profitability
, -Market/account share
INTERNAL BUSINESS PROCESS
Critical internal processes in which the organization must excel,
and that enable the BU to:
-Deliver on the value propositions of customers in
targeted market segments
-Satisfy shareholder expectations of excellent financial
returns
The measures should focus on the internal processes that will
have the greatest impact on customer satisfaction and
achieving the organization’s financial objectives.
LEARNING AND GROWTH
Infra-structure that the organization must build to create long-
term growth and improvement.
Organisational learning and growth come from three sources:
-People
-Systems
-Organisational procedures
OUTCOMES AND PERFORMANCE DRIVERS
Balanced scorecards use two types of measures:
-Core outcome measures. They are generic and reflect
the common goals of many strategies
-Drivers of performance. They tend to be unique for a
particular BU because of its unique market segments,
value propositions etc.
A good BS should have an appropriate mix of the two.
,Roadmap for business model innovation
1.Representation of the choices of the startup’s business model
2.Selection of performance indicators.
The indicators must be designed to provide a means of
measuring performance of each of the choices of each blog of
the BMC.
3.Current measurement of selected performance indicators
4.Creation of goals for the selected performance indicators
5.Estabilishment of initiatives to reach the targeted goals
Iterative process
After the initiatives have been applied, new measurements
need to be performed in order to analyse the results of the
initiatives. After the assessment we need to ask questions like:
-Is there a need for new initiatives, new goals or indicators?
-Is the BM performance validating?
STRATEGY MAPS
Delineate the process of value creation through a series of
cause-effect relationships among the key organizational
objectives for all 4 BSC perspectives. Each objective appearing
in the map has an associated measure, target and initiative.
,WEEK 2
DATABASES
, DATABASES
What is a database?
Large collection of data that has to be exchanged/shared,
searched, corrected etc. and that under no circumstances may
get lost or corrupted in any way.
What is a DBMS?
A software that manages databases.
DATA
In a database data is structured in relations.
TERMINOLOGY
Relation: Table
Record: Row in the table (tuple)
Attribute: Column in the table
Relation schema: description of the table structure
Instance: Real data in the table
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