Question

Normal No Spacing CASE STUDY: Yaosba Leans on IS to Stay Competitive More than ever before, Chinese retailers are facing local competition from foreign companies. China's highly regulated economy has insulated businesses from competition. Now that China is loosening its regulations in an effort to benefit from international trade, its own businesses must work harder to become more efficlent and effective and keep customers retailers. It sells other fine merchandise. One of its largest retail stores occupies 215,000 square feet in Beijing's famous Youi Shopping City. Yansba from suppliers-the placing and receiving of orders-was less than efficient. It was also aware of other inefficiencies in communication throughout the organization. For Yaosba to maintain its leadership role in the market, it has long experienced market leadership in China, but in recent years has felt increasing competition international companies. Yansha's management team was aware that its methods of communication with would need to cut the waste and become lean and mean in its application of information system technology Yaosba turned to IBM China Research Lab to evaluate its informatio technologies to bring it up to date. 1BM implemented a massive system upgrade across the entire enterprise: an enterprise resource planning (ERP) system. The ERP allows Yansba executives and managers to view rea performance data, such as sales across all locations, in certain regions, or in one and recommend the latest n systems particular store. Using this system, managers could, for example, determine the success of a particular marketing approach. The new ERP interfaces with a new supply chain management (SCM) system that provides d Yaosba and its suppliers. These two systems working together, the ERP system and the SCM system, allow for Yansba and its suppliers to work as one tightly knit organization. The new systems required a substantial investment of time and money for Yaosbe, but the benefits have vastly overshadowed the costs. The new systems reduced the time it takes for suppliers to ship merchandise to Yaosba (order lead time) from 2.5 days to 4.5 hours. The order acknowledgment rate has increased from 80 percent to 99 percent. Order errors have been reduced from 9 percent to 1 percent. The money saved by Yansba receiving the right merchandise at the right time has saved the company enough money to pay for its expensive new information systems within nine months of rolling them out. Achieving a return on investment (ROl) in such a short time is something any chief information officer (CIO) would be proud of. 1. China is experiencing a rapidly evolving economy. Why do you think most international businesses are looking to China as both an opportunity and a threat? 2. Yaosba has raced to catch up with the latest information systems and technologies, but remains a local Chinese business. What might Yaosba's next move be in order to increase its revenue? How might that move be most s siclly taken? 1. What benefits do local businesses such as Yansha have over foreign businesses that come to China to compete. How can those advantages be used to maintain leadership in a market? 2. What benefit do international businesses have over smaller local businesses? How can they be used to infiltrate a new market and take over leadership?

Answer 1

Here are discussing about the case study of Yamaha leans on IS to stay competitive. And discussing about the threats and opportunities and advantages to maintain the leadership in a market .

1)chinese retailers are facing local competition from foreign companies. Opportunities are China is highly regulated economy has insulated business from competition. Threats are Now that China is loosening it's regulation in an effort to benefit from international trade,its own business must work harder to become more effecient and effective and keep customers.

2)yansha turned to IBM China research lab to evaluate it's information systems and recommend the latest technologies to bring it's up to date. IBM implemented a massive system upgrade across the entire enterprise. An enterprise resource planning (ERP) system. The ERP allows Yansha executives and managers to view real time performance data, such as sales across all locations , in certain regions, or in one particular store. Using this system, managers could , for example,determine the success of particular marketing approach. The new ERP interfaces with a new supply chain management (SCM) system that provides close communication between yansha and it's suppliers. These two systems working together, the ERP system and SCM system ,allow for Yansha and it's suppliers to work as one tightly knit organisation.

1)yansha has long experienced market leadership in china , but in recent years has felt increasing competition from international companies . Yansha management team was it's aware that it's methods of communication with suppliers, the placing and receiving of orders was less than efficient. It was also aware of others inefficiencies in communication throughout the organisation. For Yansha to maintain the leadership role in the market. It would need to cut waste and become lean and mean in its application of information system technology.

2) The new system required a substantial investment of time and money for Yansha . But the benefits has vastly over shadowed the costs. The new systems reduced the time it takes for suppliers to ship merchandise to yansha ( order lead time) from 2.5 days to 4.5 hours. The order acknowledgement rate has increased from 80% to 99 percent. Order error have been reduced from 9 percent to 1 percent.