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Q1  What Are the Basic Types of Processes?   251
                                           “I see. OK.” James is embarrassed but has the good sense to shut up.
                                           “Well, besides the medical players, there are employers, health clubs, equipment
                                       manufacturers, and people who exercise.” Jared is counting on his fingers as he speaks.
                                           “Jared, take a look at those. I suspect employers will respond just as negatively as
                                       insurance companies, but maybe not, at least maybe not some. Find out.”
                                           “OK.”
                                           “You have to show the health clubs how PRIDE adds revenue to them, if it does.
                                       Same with the manufacturers.” Zev looks at Nicki. “So, Nicki, what have you got to say?”
                                           “Well, I think we should think about selling ads, you know, placing them on our
                                       competition sites and clicks. ”
                                           “Go on.”
                                           “Some sort of an ad revenue model based on use. But for that we need to get our
                                       numbers up. We have to get people using PRIDE in large groups. Maybe some events,
                                       social media–driven.”
                                           “I like that, but is it real? Let’s find out. Jared, you look into the health clubs and
                                       employers. Nicki, you put some meat on your ad revenue idea, and James, you figure
                                       out if PRIDE can support, say, 10,000 people spinning at the same time, in the same
                                       contest. Questions?”
                                           Everyone looks around the table; no one says a word.
                                           “OK, see you next week.”









                                       ChAPter PrevIew


                                       This chapter explores processes and their supporting information systems within levels
                                       of an organization. We will extend the business process discussion from Chapter 3 to
                                       investigate three types of processes and the scope of information systems that they
                                       use. We will also investigate the concept of process quality and explain how information
                                       systems can be used to increase it. Then we will discuss how the use of information
                                       systems at one level of organization leads to information silos, explain the problems of
                                       such silos, and then show how those problems can be solved by information systems
                                       at the next level of organization. In particular, we’ll discuss how enterprise systems such
                                       as CRM, ERP, and EAI (you’ll learn the meaning of those terms) solve problems caused
                                       by workgroup information silos. ERP systems play a particularly important role, and we’ll
                                       discuss their purpose and components and the major ERP vendors. Then we’ll survey
                                       the major challenges that occur when implementing enterprise systems. We’ll wrap up
                                       the chapter by showing how inter-enterprise IS can solve the problems of enterprise-level
                                       silos, and finally, in 2025, discuss the implications of mobility and the cloud on future
                                       enterprise and inter-enterprise IS.






                            Q1         What Are the Basic Types of Processes?



                                       As you learned in Chapter 3, a business process is a network of activities that generate value by
                                       transforming inputs into outputs. Activities are subparts of processes that receive inputs and
                                       produce outputs. Activities can be performed by humans only, by humans augmented by com-
                                       puter systems, and by computer systems only.
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