The fifth stage: Data administration
In this stage, the organization began a comprehensive study and evaluation of the various costs and benefits of information system construction. The challenges had occurred in Cisco, the process of funding budget in a pool from different groups across the world is complex. It is hard to show the benefit of the new enterprise project to every group. Boston started to consider about the communication between the group on order to increase efficacy when starting a new project. This stage, enterprises began to select a unified database platform, data management system and information management platform, unified data management and use of various departments, the basic realization of the system integration of resources, information sharing. IT system planning and resource utilization more efficient.
Conclusion
Nolan stage model summarizes the experiences and rules of management information system development, and its basic idea has guiding significance for the construction of management information system.it can be apply in the Cisco case. Nolan's (1973) stages of growth model framework is appropriate in the Cisco development process because they are similar which Cisco development process is also following the stage that mention in Nolan's model. Cisco was experience from the first stage when it has been founded in 1984 and continue to the fifth stage in 2004.
case study英文模板例4
Red Lobster had been built on the premise of bringing affordable seafood to mainstream American. However, when Kim Lopdrup took over as President in 2004, Red Lobster was classified by consumers as low end seafood chain. The appearance of Red Lobster restaurants was out of date. Many pictures of fried food on the menu caused consumers to question the quality of the food. Despite aquaculture decreases the cost of some types of seafood, Red Lobster still had no price advantage compared with other value focused chain. To keep the highest market share among the casual dining seafood chains, Red Lobster needed to take actions.
Red Lobster had been built on the premise of bringing affordable seafood to mainstream American. However, when Kim Lopdrup took over as President in 2004, Red Lobster was classified by consumers as low end seafood chain. The appearance of Red Lobster restaurants was out of date. Many pictures of fried food on the menu caused consumers to question the quality of the food. Despite aquaculture decreases the cost of some types of seafood, Red Lobster still had no price advantage compared with other value focused chain. To keep the highest market share among the casual dining seafood chains, Red Lobster needed to take actions.
We use the four Ps of marketing here to analyze the changes.
Product: Red Lobster simplified menus and recipes, de-emphasized all fried items and introduced wood-fire grilling. They developed a new menu around “fresh” by using upgraded raw ingredients. Because freshness of the seafood ranks No.1 among the 11 seafood restaurant attributes in Exhibit 6. The changes above effectively convey the “freshness” concept to consumers.
Place: Red Lobster re-modeled interior and exterior of the restaurants along a timeline and created a comfortable seaside atmosphere, which was appropriate for multiple occasions. For channels, according to Exhibit 2, Red Lobster used sixteen distributor
