ISYS5006: Tesco CRM, IT Management & MyJohnDeere Platform Analysis

This report provides a comprehensive analysis of Tesco's CRM implementation, focusing on the strategic, tactical, and operational values derived from it. It explores how Tesco leverages CRM for differentiated pricing and enhanced customer value through targeted coupons and discounts. The report also examines the alignment of CRM with organizational objectives, emphasizing customer connection, efficiency growth, and business safeguarding. Furthermore, it discusses the changing role of IT management, infrastructure investments, and the adoption of the MyJohnDeere platform by John Deere, highlighting the governance approach, internal and external difficulties, and potential interest from other parties. Finally, the report compares the Privacy Principles of Australia with the GDPR, addressing jurisdictional links, consent requirements, and the impact of GDPR on the EU-US Privacy Shield agreement.

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Information system service management
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Chapter 5
a) What can Tesco management do now that they have a CRM that they could not do prior
to the CRM implementation?
Tesco could implement differentiated pricing strategies which are based on the detailed
information in regards to the price elasticity, in the previous times the management did not
possess this level of information that is detailed.
b) How does this system enable Tesco to increase the value provided to customers?
The benefit this would have to the customers is that the coupons as well as discounts could be
targeted to their unique preferences1. Rather than getting bombarded with the sales
announcements unrelated to their interest, this kind of approach could be a welcome change to
this organization. Looking at this situation logically Tesco and their clients would benefit from
this new system.
c) What focus is used in providing value i.e. Strategic, tactical or operational? Why is the
choice of focus important?
The focus value to the tactical aspect is developed on the areas of the production, marketing,
personnel as well as finance. Due to the aspect of time horizon and the nature of the issues which
are dealt with, mishap potentially taking place during the execution of the tactical plan need to be
covered by the moderate uncertainties. On the operational the focus value is on the milestones,
which are the conditions for the success as well as explaining how or what portion of the
strategic goals would be put into the consideration particularly during the operational period.
d) Is the value sustainable over time?
1 Dennis F. Galletta, Carol S. Saunders, and Pearlson, Keri E. Managing and Using Information Systems, Binder Ready Version:
A Strategic Approach. John Wiley & Sons, 2016.

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Yes this value could be sustainable over the time. Provided these aspects are taken into
consideration and the necessary provided process are implemented.
e) In general describe the advantages provided by aligning a CRM system to an
organization’s strategic objectives.
When an organization aligns CRM to their strategic objectives there are numerous advantages
associated to this aspect these are;
Connecting with the customers
The main aspect related to the CRM system is to support the business in engaging with their
clients. As well as individuals who purchase a product or even services, customers also applies to
the partners, donors and beneficiaries2. The CRM system is able to assist the organization to
understand better their customers. Without clearly understanding on the history of the current
status to each relationship, the ability of the staff to exceed on the client expectations could be
restricted severely. It will be observed that the CRM would help the businesses to connect to
their customers through the increase in the sales. This will be identifying the most valuable
accounts and delivering on the appropriate service levels.
Grow efficiency
For the better aligning individuals and the business processes, CRM system would help
organization to attain a greater scale and growth efficiently. This would be through replacing
repetitive manual tasks with automated workflows which complete actions and send automated
emails that cuts administration and eliminates the duplication.
Safeguarding the business
2 Dennis F. Galletta, Carol S. Saunders, and Pearlson, Keri E. Managing and Using Information Systems, Binder Ready Version:
A Strategic Approach. John Wiley & Sons, 2016.

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This will ensure there is control on the access to the customers and the business information
through securing storing data in the cloud. The CRM security profiles as well as the setting
usually enforce the controls in order to ensure that the teams as well as individual users could
have appropriate permissions to access the records which are consistent to their roles. CRM
offers a greater protection as compared to storing customers’ data locally in the spreadsheets or
even legacy on the on-premise applications. Some examples of the security control are;
withholding delete permissions restrict of the account managers to only view on their own
records.
Chapter 8
Part A:
a) Discuss why there has been a change in the role of the management of IT and if the
two models can be reconciled.
There has change in the role of the management of the information technology has been caused
by numerous aspects some of these aspects are; the level of the technology drivers, which aims at
trying to understand on the infrastructure and this entails presence of individuals who have the
knowledge to handle such issues. Others aspects are on the technology integration and the
provision to the services.
It is true that the two models could be reconciled3. The top down approach to the change in the
management entails imposing on the change as the initiative comes from the top. The decisions
are usually centralized at the higher levels within the organization which excludes the lower level
workers when it comes to the change process even though they are affected directly.
Part B
a) Explain why infrastructure investments are higher and transactional and informational
investments are lower for a firm with an agility focus than a firm with a cost focus.
3 Dennis F. Galletta, Carol S. Saunders, and Pearlson, Keri E. Managing and Using Information Systems, Binder Ready Version:
A Strategic Approach. John Wiley & Sons, 2016.

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The infrastructure investments are usually higher for the organization with an agility focus than
the cost focus since there are few direct cost savings results from the infrastructure investments.
Organizations that have cost focus usually require an immediate payoff.
b) Also, how would you explain the similar values for strategic investments among the
three profiles?
The transactional as well as the informational investments are usually lower for an agility
focused organization (higher especially to the cost-focused organization) for the same reasons.
There is no absolutely reason why the strategic investment which is similar to the two types of
the firms. It might be that the infrastructure could be the major source of advantage especially to
the agility organization, thus strategic investments are spread amongst the two categories such as
the organization.
Chapter 9
Complete Case study 9-2: The “MyJohnDeere” platform.
This case, new to 6th edition of the text, usually covers the “My JohnDeere’’ ecosystem which
John Deere created in order to offer more tools as well as data to the clients.
What governance approach did John Deere appear to have adopted? Did it fit the profile of
an “old” heavy industry player?
John Deere does appear to have adopted the ecosystems governance to much of the
MyJohnDeere platform4. Through opening of the system to access by not only clients as well as
workers, but as well to the farmers, landowners, government workers, ranchers, and the banks all
these players could create their own applications for the analysis of data in the real time. The
major advantage to this kind of the new structure is its IT ability to better the needs of users in
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numerous ways they could never have been equipped especially in the past to do. Through
opening the platforms, the other players found the merits in synergies to the other players.
It does not fit the standards expectations to the old heavy players in the industry, but the
complexities to the planting, harvesting, fertilizing current needs to share and analyse the data in
the real time.
What difficulties do you think an “old” heavy industry player such as John Deere
encountered internally when proposing to develop the MyJohnDeere platform?
There has been no information in the case to highlights what exactly took place, but it is much
easy to imagine that some of the managers at the John Deere could have been much more
accustomed to proprietary method which the valued data is to be held close to the vest or up to
the sleeves.
What difficulties do you believe John Deere faced externally among the proposed users?
Based on the case, there has been little information to suggest what really happened, nonetheless,
it is much easy to imagine is that the clients did not clearly understand what was being offered
and why they needed to have changed on their operations.
How do you think John Deere might have overcome those internal and external
difficulties?
When it comes to internal, it is much likely that the scenarios should be reviewed in order to
ascertain that this kind of the data could not offer competitors with the advantage, or offer the
suppliers or perhaps the customers with the additional power. On the aspects of external, John

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Deere might have needed to offer significant marketing materials in order to show the merits and
the opportunities in which MyJohnDeere could have offered.
What other parties might have been interested in obtaining the information in John
Deere’s cloud? What might they have done with it?
It would have been likely that the competitors could have been interested in that kind of the data
to help them increase on their market share5. Moreover, the customers would also have wanted
the information in order to track the costs or productivity improvements through the current
clients in order to determine the estimate the effectiveness of this platform. Additionally, other
governments’ workers such as the tax authorities might be interested in matching the costs as
well as the profitability improvements for the reported costs as well as profits on to the tax
documents.
Chapter 13
a) Compare the Privacy Principles of Australia with the GDPR. What is the same/what
is different?
Differences
 The GDPR applies to the data processing activities of the businesses, in regards to the
size that are the data processors while privacy principles of Australia applies to most of
the Australian government agencies all the private sectors along with the NGOs.
 GDPR usually applies to the personal data whereas the privacy principle of Australia
applies on the personal information.
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 On the jurisdictional link GDPR usually applied to data processor or the controllers with
an establishment in EU whereas the privacy principle of Australia applies to the business
which was incorporated in Australia.
 On the GDPR consent is freely provided and informed whereas on privacy principles of
Australia applies a person is adequately informed before giving an consent and it has
capacity to understand as well as communicate consent.
Similarities
 Both are the most talked concepts in the IT/ cyber security circles today. They are the
premier privacy regulation currently.
 They both specify serious harm and they include serious physical, emotional and
financial reputational harm.
b) If you maintain an office in the EU, but are based in Australia are you required to
abide by the GDPR?
Yes, you are required to abide by the GDPR6. GDPR usually applies to any organization that is
operating within the EU as well as organizations which is outside the EU but they provide
services to the clients or the businesses in the EU. This means that almost every corporation in
the world needs to be ready when GDPR comes into effects, and they need to start to working to
their GDPR compliance strategy. This means that even though one has an office in the EU, but
they are based in Australia it means they are still offering services to the clients in within the
European Union that means they need to comply with the GDPR.
c) The EU and the US created a “Privacy Shield” in 2016. What impact does the GDPR
have on the EU-US Privacy Shield agreement?
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The EU-US privacy shield is the new agreement which is between the EU and the US in the
response to the now-invalidated Safe Harbor agreement of the year 2000. The privacy shield
usually allows the transfers of the personal data from the EU to US and it usually focus on the
methods of the data transfer, which include the 3rd party7. According to the GDPR the data
transfer will only occur to the countries which are deemed by the data protection authorities as
having laws which have adequate protection. Currently US has not been listed as one of those
countries. Thus, since it is not listed that’s where the privacy shield would come in. this
agreement will be able to create an adequate data protection laws which are necessary for the US
organizations to meet on the GDPR requirements.
Based on Chapter 10 – Further Research
Explain and compare the concepts of “integration” and “outsourcing”?
When it comes to outsouring it entails giving out the noncore, process intensive or even the
capital demanding operations to the organizations which specializes on offering these kinds of
services. When it comes to integration enables a business to perform additional functions when it
comes to the chain of the production. Integration helps to expand the presence of the business as
well as influence while it comes to outsourcing helps to contract some of the business operations
to the external service providers. The suitability of the integration and outsourcing usually
depends on the nature of activities on nature of activities along with the industry of the
specialization.
7 Dennis F. Galletta, Carol S. Saunders, and Pearlson, Keri E. Managing and Using Information Systems, Binder Ready Version:
A Strategic Approach. John Wiley & Sons, 2016.

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References
Pearlson, Keri E., Carol S. Saunders, and Dennis F. Galletta. Managing and Using Information
Systems, Binder Ready Version: A Strategic Approach. John Wiley & Sons, 2016.
Weill, Peter, and Marianne Broadbent. Leveraging the new infrastructure: how market leaders
capitalize on information technology. Harvard Business Press, 1998.