Choose one of the scenarios below (A or B) to complete the assignment.
You are the business owner of a local small engine repair shop, and you have been thinking about implementing a knowledge management system for your customer service technicians. You are thinking about this because there are times when some of your technicians know how to fix certain engine problems and others do not. Providing a central knowledge repository could help share troubleshooting and repair knowledge among your technicians.
You are the business owner of a local cleaning service, and you have been thinking about implementing a knowledge management system for your cleaning technicians, especially for those who troubleshoot and solve cleaning problems, such as removing certain carpet and water stains, addressing mold, and selecting the proper tools and products to use for other types of cleaning issues. You are thinking about this because there are times when some of your cleaning technicians know how to properly clean carpets and others do not. Providing a central knowledge repository could help share cleaning knowledge among your cleaning technicians.
After you chose your scenario (A or B), compose a paper that addresses the elements listed below.
Explain the role of knowledge management systems.
Explain what is meant by expert systems.
Explain what is meant by content management systems.
Discuss how the business in the selected scenario could benefit from an expert system and a content management system, and provide two examples for each type of system.
Discuss how the business in the selected scenario could benefit from business intelligence, and provide two examples of these benefits.
Discuss how the business in the selected scenario can use social media to not only obtain information and knowledge but to share it as well, and provide two examples of how the business might use social media information systems.
When the Fungs confirmed that Li and Fung required a web based business system, the rest of the inquiry was the means by which and fit as a fiddle it would develop, how explicitly web based business would in the long run enhance Li and Fung, and whether it would utilize the current IT branch of 60 or retain another group of “business visionaries.” Victor felt emphatically that their web based business procedure should originate from inside the organization, not re-appropriated as the intra-and extranets were, or as he expressed it, “bubble in, not rise out.” According to Victor, just if the arrangement was an interior one might he be able to be sure that “the innovation would overrun the whole Li and Fung association.” Neither did Victor care to begin a fresh out of the plastic new element separate from the parent: I’m not keen on beginning a website division, getting a high valuation with, a $13 million income, and after that turning it off. I need Li and Fung to be around for an additional 100 years, not only 5 or 15. To begin an unadulterated Internet division is as similarly preposterous as beginning a fax division, a division that solely uses faxes. To more readily get a handle on the essentials of leaving on another IT adventure, Li and Fung added two new specialized executives to its load up, one an innovation organization CEO, the other a scholarly. As indicated by William: The one thing sure about our business is that it will be always showing signs of change, so we have to introduce a system for observing outer natural changes that effect our business. We chose quite a while back that we were a data and learning based administrations organization, so anything to do with data innovation is urgent to us. We stay aware of what’s going on with board individuals who can enable us to filter the skyline. Enter Castling In 1997, Michael Hsieh (HBS ’84), leader of LF International Inc., Li and Fung’s funding arm and 15-year Li and Fung veteran, got a phone call from John Suh (HBS ’97), CEO of Castling Group, an Internet new business that, similar to the chess move enables you to shield your ruler and at the same time position your rook for assault, utilized the Internet to both guard the disconnected, old economy organizations against online organizations’ danger to their business sectors while all the while broadening their very own online nearness. The two met in San Francisco to talk about how an engaged blend of innovation and store network change could change retail. Hsieh, very much aware that Li and Fung was chipping away at its very own web based business procedure, noted: As a VC, I see various marketable strategies that state that with Li and Fung behind an online trade, we make noteworthy worth and in this way offer you 5 percent on the off chance that you go along with us. Anyway the majority of the plans don’t bode well. They offer almost no worth and the authors need either industry or innovation skill. John had the correct mix of innovation and negotiating prudence, the correct blend of right and left mind. Like the Fungs, Hsieh favored a “bubble in” approach. He contrasted re-appropriating online business execution with an outsider advisor for a $10 million charge as “putting the fox in the chicken coop.” It made a hazardous reliance on pariahs, especially if future structure changes were required and furthermore gave outcasts exclusive data, technique, and the whole plan of action. At long last, Hsieh commented: “As an investor, I generally need to consider the quality of the supervisory crew and what could turn out badly with the endeavor. Would they be able to convey? Do they know the business? Is this a believable business recommendation? Imagine a scenario in which there is a negative response?” By late 1999, all was good and well to follow up on their underlying gathering. Hsieh remarked that “both the development of Castling from B2C to B2B and Li and Fung’s needs supplemented each other pleasantly; John had a genuine gratefulness for the inventory network and a record for structure effective web based business models.” In December 1999 Hsieh joined Castling’s board and LF International put resources into Castling. They along these lines co-put resources into an underlying round of financing for lifung.com, and Castling submitted key administrative staff to lifung.com. Suh depicted Li and Fung as “the ideal key accomplice. They have an enterprising way of thinking established at the center of their framework. They have a forceful and visionary initiative group at the bleeding edge of inventory network the board. Furthermore, they’re prepared to operation>