管理信息系统案例分析—Zara

1、管理信息系统案例分析Zara1. To make a decision on whether or not upgrading ZARAs POS systems, we should fully consider the merits and demerits of the plan from all aspects. A. We agree that the company should upgrade its POS system, but it also need to consider a matter of timing. Although the present POS syst

2、em running stably, efficiently, and has a low operating cost, it doesnt keep pace with the trend from the technological perspective. Also, its function is simple and has no support from the Microsoft. Whats more, the system is facing a risk that its software will be incompatible with the new hardwar

3、e. However, if ZARA upgrades the POS system, they will spend time testing and adapting the new one. In the long term, ZARA needs to upgrade the POS terminals. At present, the company should maintain relationship with the hardware provider and prepare to adopt a new system. And remember to make a spe

4、cific plan for the upgrade. B. We think the company should build in-store networks. There are two major reasons. Firstly, to build in-store networks can save manpower resource. The modem-equipped terminal can be very useful for employees to count the stock. It is in line with the companys philosophy

5、 of “fastand the cost leadership strategy. Secondly, when building the in-store networks, the POS terminals could accommodate even more sophisticated capabilities. Generally speaking, building in-store networks can save more money for the company, and improve its efficiency. C. The company should gi

6、ve employees the ability to check inventory balances for items in their own stores. The reasons are as follows: Let employees to know about inventory balances can get them better involved in the company affairs; I ts a good way to effectively motivate staff, increase staff motivation and improve emp

7、loyee performance to improve enterprise performance; It can guide employees sales strategy. D. As far as we are concerned, we think the company should give employees the ability to look up inventory balances for items in other stores. The reasons are as follows: Employees and branch will have more a

8、ccess to participate in the operation; It could promote the companys internal information exchange, and even could form an internal friendly competition; Employees can use regional sales data to show the local consumers demand and influence customers consumption. 2. ZARAs business strategy is mainly

9、 differentiation integrated with cost leaderships. In terms of differentiation, ZARAs “fast fashion philosophy is unique, which create demands and lead the trend in the garment market. They respond very quickly to the demands of target customers and focus on young fashion. In production, they design

10、 quickly, production quickly and update quickly. They are always the fastest compared with their competitors. In cost leadership aspect, ZARA conducts little advertising and vertically integrated manufacturing operation and distribution system based on information system. Inside the company, their o

11、rganization structure is simple and employees work with high participation, so that the whole company runs efficiently. All above allow ZARA to provide products with lower price. 3. In our opinion, ZARA realize the strategy through 5 main aspects: organization structure, corporate culture, productio

12、n process, marketing mode, IT. Organization Structure ZARA has a flat organization structure, which emphasizes a decentralized decision making approach; The design team are relatively independent; Store managers have more responsibilities. Corporate Culture ZARA has a “fast fashion philosophy, which

13、 mainly focus on the short lead times. And the company emphasizes the ability respond very quickly to the demands of target customers. They are sensitive to new styles, so they dont produce “classics. Production Process Retailing, manufacturing and apparel industry integrated; Low Raw material cost;

14、 Using sophisticated machine to raise the utilization ratio of raw materials; Personalized design style. Marketing Mode Paying attention on the store location; Never selling clothes over the Internet; Conducting little advertising (virtually no advertising, placing ads only twice a year to announce the opening of new stores); Small batch quantity production of single piece (in order to stimulate demand). IT At La Coruna, several information systems were used to support the opera