Week 1 - Information Systems Strategy Triangle
Business Strategy Elements Organizational Strategy Elements Information Strategy Elements
Highly vertically integrated keeps production processing in-house An integrated management based on quality enables the company to satisfy its customers Data goes to three hundred designers that produce thirty thousand items per year.
Recognized as the most innovative and devastating retailer in the world Facilities move two and a half million items per week. No item stays in house for more than 3 days. Staff spends most of their time on value-added functions such as helping customers find what they want.
Lower cycle time and reduced error. Blending math with a data driven fashion sense. Customers
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Trucks that run on biodiesel.
Impacts between the elements:
Zara uses IT in the most effective way, which allows the company to satisfy better its customers’ needs. They use software that’s its tailored to their needs rather than the conventional software that other companies use, which has to be updated periodically. Zara produces more and faster than its competition. The staff, managers, and executives keep a constant communication, which makes business more effective. All sides of the triangle are in balance.
Business Strategy Elements Organizational Strategy Elements Information Strategy Elements
Large inventory. It takes months to produce goods and ship to retail locations. Require hefty lead times. Outsource manufacturing.
Nine hundred suppliers and no factories. Large inventory Big-budget TV advertising.
Guess what customers want. Executives and designers try to come up with appealing designs. Catwalk fashion shows.
Similarities:
Zara does what most in the industry do. They have the common goal of providing good customer service. Also, they want to be on the fashion industry edge. The company uses technology at its advantage. In addition, they have stores that sell directly to the