Strategic Information System Analysis: Ferrari Case Study Report

This report provides a comprehensive analysis of Ferrari's strategic information system. It begins with an introduction to the concept of strategic information systems and their role in organizations. The report then describes Ferrari, a leading luxury sports car manufacturer, and identifies the various information systems it utilizes, including Executive Information Systems (EIS), Management Information Systems (MIS), and Transaction Processing Systems (TPS). The value chain model is examined to understand how Ferrari manages costs and enhances efficiency. The report also explores how IT/IS is integrated into Ferrari's business value chain, covering supply chain management (SCM) and customer relationship management (CRM). Furthermore, it highlights how IT/IS has changed Ferrari's business operations, leading to increased competitive advantages and market share. Finally, the report identifies potential areas for enabling competitive advantages, such as Big Data, the Internet of Things (IoT), and cloud computing, concluding that information technology is extremely beneficial for Ferrari by reducing complexity. The provided references support the analysis.

Strategic Information
System: Ferrari
Name of the Student
Name of the University

Introduction
 The strategic information system is
responsible for providing major strategies
to any specific organization regarding
their categorization, storage, processing
and transferring of information.
 The strategies are well executed without
much complexity for any specific
organization.

Description of Ferrari
 Ferrari is the most popular and significant
luxury sports car manufacturer in Italy.
 It belongs to the automobile industry and
has been doing business since 1940.
 It comprises of a wide range of various
companies for designing and developing
several motor vehicles (Ferrari.com.
2020).

Identification of Various Systems in
UseThe major information systems that are being used in Ferrari are as
follows:
 Executive Information System: It is being used for strategic
decisions.
 Management Information System: It is used for tactical decisions.
 Transaction Processing System: It is used for taking operational
decisions.

Identification of the Value Chain
Model Process
 Ferrari is managing different cost benefits
with this value chain analysis for
successful reduction of costs.
 Various cost drivers are being gained to
ensure adding of values and enhancement
of efficiency (Schwalbe 2015).
 Operational efficiency is also gained in
this particular organization.

Identification of process of using
IT/IS in their Business
 Value Chain: A generic value chain is required
for multitude of activities to gain competitive
benefits (Saunders and Brynjolfsson 2016).
 Virtual Value Chain: Physical values are gained
and information dissemination is successful.
 SCM: The supply chain management is
enhanced with value chain.
 CRM: A proper relation with the customer is
being maintained.

Identification of IT/IS changing the
way to do business
 Ferrari is using IT/IS to change the method for conducting
their business to ensure subsequent competition.
 They have yielded large competitive advantages for
adding extra value to the customers.
 Organizational market share is being gained on top
priority.

Identification of Different Potential
Areas to enable Competitive
AdvantageThree potential areas for enabling competitive
advantages are as follows:
 Big Data: The large data sets are well
managed with this technology (Xiang,
Magnini and Fesenmaier 2015).
 IoT: It is the connection through several
computing devices within the regular
objects.
 Cloud Computing: Ferrari would be able to
transfer data easily.

Conclusion
Therefore, from the above discussion, a
conclusion could be drawn that
information system and information
technology is extremely beneficial for
Ferrari and it would reduce the
complexity to a high level. Three
potential areas of big data, IoT and cloud
computing are also identified for the
organization.

References
Ferrari.com. 2020. [online]. Accessed from
https://www.ferrari.com/ [Accessed on 23 March 2020].
Saunders, A. and Brynjolfsson, E., 2016. Valuing
Information Technology Related Intangible Assets. Mis
Quarterly, 40(1).
Schwalbe, K., 2015. Information technology project
management. Cengage Learning.
Xiang, Z., Magnini, V.P. and Fesenmaier, D.R., 2015.
Information technology and consumer behavior in travel
and tourism: Insights from travel planning using the
internet. Journal of Retailing and Consumer Services, 22,
pp.244-249.