Case Study for Im Tecent and Horizon Merger
Case Study for IM Tecent and Horizon Merger
Abrar Almjally
I-school Syracuse University
Case Study for IM Tecent and Horizon Merger
This paper will discuss a merger between Tecent and Horizon from IM’s perspective and apply a recommendation for a way in which the new chief information officer (CIO) might successfully approach the chief executive officer’s (CEO’s) objectives, which are to reduce costs and increase revenues. Indeed, this paper will examine several points. First, the information system’s (IS’s) main components in both companies, before and after the merger, will be defined and analyzed. Second, it will identify the current issues that the new company, which is Tecent and Horizon after the merger, will face. Third, a list of recommendations will be provided for consideration prior to taking any kind of action. Next, the course of action will be planned and the solution will be addressed. Finally, the paper will propose an implementation methodology.
Component of the IS within Tecent and Horizon
The four components of Tecent’s and Horizon’s IS are process, strategy, technology, and people. To begin, the processes the two companies had used that before and after the merger and the issues that the current company faces will be addressed. Prior to the merger, Tecent’s main business process supported large manufacturing volumes and never provided services, such as installing or maintaining their computers’ ore servers. Instead, Tecent supported its channel partners, who dealt with the customers; to further illustrate, it does not have any kind of direct customer support for its customers. In contrast, Horizon supported direct sales and smaller numbers of personal computers (PCs) and customized mini and mainframe systems for its end-users. The issue is that, after the merger, the enterprise systems were still separate. If there was an order, the company had to place and process two orders: one for relocating hardware orders from Tecent and the
Abrar Almjally
I-school Syracuse University
Case Study for IM Tecent and Horizon Merger
This paper will discuss a merger between Tecent and Horizon from IM’s perspective and apply a recommendation for a way in which the new chief information officer (CIO) might successfully approach the chief executive officer’s (CEO’s) objectives, which are to reduce costs and increase revenues. Indeed, this paper will examine several points. First, the information system’s (IS’s) main components in both companies, before and after the merger, will be defined and analyzed. Second, it will identify the current issues that the new company, which is Tecent and Horizon after the merger, will face. Third, a list of recommendations will be provided for consideration prior to taking any kind of action. Next, the course of action will be planned and the solution will be addressed. Finally, the paper will propose an implementation methodology.
Component of the IS within Tecent and Horizon
The four components of Tecent’s and Horizon’s IS are process, strategy, technology, and people. To begin, the processes the two companies had used that before and after the merger and the issues that the current company faces will be addressed. Prior to the merger, Tecent’s main business process supported large manufacturing volumes and never provided services, such as installing or maintaining their computers’ ore servers. Instead, Tecent supported its channel partners, who dealt with the customers; to further illustrate, it does not have any kind of direct customer support for its customers. In contrast, Horizon supported direct sales and smaller numbers of personal computers (PCs) and customized mini and mainframe systems for its end-users. The issue is that, after the merger, the enterprise systems were still separate. If there was an order, the company had to place and process two orders: one for relocating hardware orders from Tecent and the
References: Amoako-Gyampah, K., & Salam, A.F. (2004). An extension of the technology acceptance model in an ERP implementation environment. Information & Management, 41, 731-745. Hoffman, T. (1999, October 11). Study: 85% of IT departments fail to meet biz needs. Computerworld Langenwalter, G.A. (2000). Enterprise resource planning and beyond—Integrating your entire organization. Boca Raton, FL: St. Lucie Press. Malone, T. (2005). Session 13 Enterprise Systems. (MIT) Retrieved from http://ocw.mit.edu/courses/sloan-school-of-management/15-561-information-technology-essentials-spring-2005/lecture-notes/lecture13.pdf Piccoli, G Soja, P., & Grazyna Paliwoda-Pekosz. (2009). What are real problems in enterprise system adoption? Industrial Management Data Systems, 109(5), 610-627. doi: http://dx.doi.org/10.1108/02635570910957614 Software Top 100