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Introduction
Nowadays, to be successful, any business model must be disruptive and viable. Any company must eliminate any weaknesses, focus on its competitive edge, and strive to have quick decision-making during crises. For instance, both Uber and Versum Materials are examples of companies with a strong competitive edge and quick decision-making. Uber and Versum Materials strive to quickly identify any weaknesses and seize opportunities, such as changing information systems or diversifying services.
Main body
The main problem of Versum Materials was finding a new information system. The organizational factor that contributed to the problem was the separation from its parent company, Air Products (Laudon & Laudon, 2019). The management factors that contributed to the problem were the time frames to find the substitution and legal and regulatory standards. Finally, technological factors involved the simplicity of the system, which would allow a quick transition. Versum Materials decided to install the new SAP ERP system, SAP S/4HANA framework, which was a good decision (Laudon & Laudon, 2019). The business could avoid having responsibility for administering the new system as well as incur a sizable upfront capital expenditure.
Still, Versum did have some difficulties in putting the new system into use, particularly while transferring the data from the previous system. The company was required to undergo three cycles of data filtering to get connection, location, and billing information that was precise enough (Laudon & Laudon, 2019). The data format for the new SAP S/4HANA system was different from that of the outdated SAP ERP system (Laudon & Laudon, 2019). However, in the end, the system changed Versums operations, and it is now in a stronger position to streamline operations, operate with a viable cost structure, and employ real-time insights to deliver correct information to those who require it as soon as possible (Beltz, 2019). The business now has a strong platform for running as a stand-alone business that focuses on specialty materials.
As for Uber, its main competitive edge revolves around its simplicity in comparison with traditional taxis. Unlike other companies, Uber does not own any taxis and does not incur any finance or maintenance fees (Laudon & Laudon, 2019). However, Ubers business model is tightly connected to information technology. Many of the choices needed to manage the business may be made without the need for people by using carefully calibrated computer algorithms (Laudon & Laudon, 2019). For instance, Uber systems analyze drivers efficiency and determine how much to charge for a journey and where cars should drive to pick up more customers. Additionally, the driver rating system for Uber is similarly computerized (Laudon & Laudon, 2019). Therefore, Uber is disruptive because it made ordering a cab easier, boosted customer safety by providing driver identities and car models, made the services cashless, and made the waiting time simpler and more expected (Bellissimo-Magrin, 2018). At this point, it can be seen that Uber is a revolutionary idea.
Although the business model of Uber involves many ethical issues, such as poor verification of drivers, and checking their backgrounds in terms of health or criminal records, the company is still viable. For instance, in addition to taxi alternatives, the CEO has established services of food delivery, shared electric scooters and motorcycles, and a freight shipping agency (Laudon & Laudon, 2019). Furthermore, Uber has made significant investments in self-driving vehicles, along with other big automakers, including Ford and Volkswagen (Laudon & Laudon, 2019). Thus, despite debts and financial instability, the disruptive model makes it viable.
Conclusion
Hence, Uber and Versum Materials work hard to recognize any flaws promptly and take advantage of possibilities to broaden their services or change information systems. Finding the new information system was Versum Materials key issue, and yet it was ultimately transformed by the new technology, making the company better equipped to simplify processes and maintain a reasonable cost structure. In terms of Uber, its simplicity in comparison to conventional taxis serves as its primary competitive advantage. The CEO has launched services in addition to taxi alternatives, which makes it more viable.
References
Bellissimo-Magrin, M. (2018). How the disruptive Uber business model is changing the way business owners think. Dynamic Business. Web.
Beltz, D. (2019). Versum Materials: Implementing SAP S/4HANA for business transformation. Accenture. Web.
Laudon, K. C., & Laudon, J. P. (2019). Essentials of management information systems. Pearson Education.
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