• Singapore Airlines' Website Failure as one of the unsuccessful case study:
• When IT Strategies related to Information System tools are not implemented successfully, it can cause damaging effects and ruin company’s image. This can be demonstrated by the case study of Singapore Airlines. The company launched its new web site with a bumpy start as a result of poor planning and inadequate implementation. It ended plaguing itself with masses of complaints from its frequent travelers.
• Singaporean Airlines is experiencing great aggravations and criticisms ensuing from the major issues with its newly launched web site. The Singapore flagship carrier rolled out to what it known as an improved web site with one fee scheme and interfaces to generate route on 19^th May. There were complaints on user-reported timeouts, credit card rejections, seating system glitches. Many customers who wanted to enroll online were not capable to after individual particulars entered into the scheme vanished and associates of its regular flyer club Krisflyer who had saved reservation and ID information also discovered all their particulars had moved out. In addition, its extensive use of Adobe Flash made the navigation very challenging for the popular Apple iphone and iPad users. One medium user commented that it was “implausible” that a best airline like Singapore Airlines could "start a web site so full of bug and depend upon their clientele like us to be their beta testers". An announcement from Singapore Carriers stated that it was presently facing technological issues on the web site, and soon will resolve the dilemma (Barwick, 2011).
• While apology is not the most fulfilling moment for Singapore Airlines, it’s CEO, MrGohChoonPhang had to issue a high profile and humble one on its new website.
• SaskPower failed to monitor overspending in Aquistore project
• The documentation obtained by the CBS iTeam news indicated that the system of SaskPower failed to monitor $22 million Aquistore project since it became more overspent. The Aquistore is a generally a carbon storage research project which is under the operation of Petroleum Technology Research Centre and funded by SaskPower, federal and well as governments and industry (CBC news, 1^st October, 2013). The internal Saskpower audit retrived through accessing information requests indicated that Aquistore had an overspent of over $5.9million in March 31. The cause of the project failure was generally connected to the issue that the PTRC Aquistore Advisory Committee was not utilized as required and this led to the SaskPower Company to lack updated information on the progress of the project whereby this included the financial obligation together with the future obligation of the project. The Aquistore project was aimed at increasing the competitive advantage through ensuring that the company produced enough products to supply to its customers and achieve a streamlined production process. The CEO of the SaskPower Company, Robert Watson admitted that the system was faced will a problem and that there was breakdown (CBC news, 1^st October, 2013). The Company plans to capture and store about one million CO2 to Cenovus Energy which will ensure that the company achieves an enhanced oil recovery thus increasing its competitive advantage.
• What Are the Lessons Learn learned
• The first lesson learned from the failure of these two systems is that information technology or Information system project require that the committee concerned with supervising the project needs to ensure a close supervision on the working or progress of the system (Information Resources Management Association, 2011, p.1578). Close monitoring of the system ensures that any errors or malfunction of the system is noted and solved early in advance. The other problem is that poor communication and lack of proper flow of information regarding to the progress of the project is a major contributor towards the failure of these IT/IS systems. The first case of the unsuccessful project is due to the fact that the team did not facilitate updates or failed to facilitate updates on the progress of the system. After successful implementation of the IT/IS systems, proper maintenance is required in order to ensure that the system continues to function as required. Prior to implementation of an IS/IT system, the committee supervising the project needs to ensure that the system is thoroughly tested and all the problems evident with the operations of the system sorted out and also determine whether all the components of the systems are working properly.
• What Are The Internal And External Factors Influencing The Success Or Failure Of Organizations Attempts At Gaining And Enhancing Competitive Advantages? Are Internal Factors More Important Than External Or The Other Way Round
• One of the greatest challenges facing organizations in their effort to gain competitive advantage is the issue of lack of proper technology to support the business in exploring its potentials (Predișcan, & Roiban, 2012, p.1052). Technology as an internal factor is a key drive towards ensuring that the organization reaches for improved performance through enhanced effectiveness and quality production. Level of knowledge or expertise in dealing with different departments or systems of the organization entail an internal factor that determines how effectively the company is in a position to reach for prompt solutions to the unexpected predicaments. If the organization has a high level of expertise, it also remains in a position to innovate towards new strategies to improve the power of the organization to compete against its rivals (Brocke & Rosemann, 2010, p.413). Despite the fact that differences exist between the external and internal factors affecting organizations, both factors remain equally influential to the success of the organization.
• Can Is/It Give Organizations Competitive Advantages? Can It Advantages Be Substained? How/Why
• Yes. IS/IT is greatly incorporated in organization to market the products and services of the company to a wide geographical region together with providing customers with information about new products and services in the market (Song, Nason & Benedetto, 2008, p.4). IS/IT provide the supports the organization towards facilitating services to the customers and ensuring improved communication between the business and its stakeholders. For instance, an e-commerce site supported by information systems ensures that the customers can purchase the products of the company without having to visit the organization physically. According to Gelinas, & Dull, (2010, p.635) information systems support knowledge base for the organization and thus help in decision making as well as problem solving. This gives the organization a competitive advantage over its competitors due to the fact that the company is in a position to facilitate quick response to its problems (Wijaya & Manongga, 2012, p.68).
• The diverse advantages facilitated by IS/IT can be sustained if the organization provides the appropriate level of support in terms of maintenance (Payne, 2008, p.53). The IS/IT systems require a skilled personnel who can monitor its operations and rectify any problem that arises as early as possible. The IS/IT also required to be updated with the best technology in order to exploit the full potential of the system towards benefiting the organization. This implies that the organization should form a strong team of expert who can maintain the systems and ensure that the required updating has been performed.
• References
• Brocke, J. V., & Rosemann, M. 2010. Handbook on business process management 2 strategic       alignment, governance, people and culture. Berlin, Springer.      http://public.eblib.com/EBLPublic/PublicView.do?ptiID=645916.
• Gelinas, U. J., & Dull, R. B. 2010. Accounting information systems. Australia, South-        Western/ Cengage Learning.
• Information Resources Management Association. 2011. Enterprise information systems:    concepts, methodologies, tools and applications. Hershey, Business Science     Reference.
• Payne, T. H. 2008. Practical guide to clinical computing systems design, operations, and    infrastructure. Amsterdam, Elsevier/Academic Press.           http://www.sciencedirect.com/science/book/9780123740021.
• Predișcan, M, & Roiban, R 2012, 'External Forces Driving Change In The Romanian Small           And Medium Sized Enterprises', Annals Of The University Of Oradea, Economic Science Series, 21, 1, pp. 1052-1058, Business Source Complete, EBSCOhost, viewed 2      October 2013.
• Song, M, Nason, R, & Di Benedetto, C 2008, 'Distinctive Marketing and Information       Technology Capabilities and Strategic Types: A Cross-National Investigation',           Journal Of International Marketing, 16, 1, pp. 4-38, Business Source Complete,     EBSCOhost, viewed 2 October 2013.
• Wijaya, A, & Manongga, D 2012, 'Information Systems Strategic Planning To Increase     Competitive Advantage Of Higher Education Using Be Vissta Planning Methodology         (CASE STUDY: SWCU SALATIGA)', International Journal Of Organizational        Innovation, 5, 2, pp. 68-82, Business Source Complete, EBSCOhost, viewed 2         October 2013.

CBC news, (1^st October, 2013). SaskPower failed to monitor overspending in Aquistore   project. Available at http://www.cbc.ca/news/canada/saskatchewan/saskpower-failed-     to-monitor-overspending-in-aquistore-project-1.1874571