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Initial problems
Launch of fashion department store operations in 1 year
75% revenue generate on-line channel75% CAPEX to the old building reconstruction
Competitiveness bases on Digital Fashion
“ERP” implementation
This
is n
ot
tech
no
logy
. Rea
lly
?
Business Expectation from IT
Huge gap
Management system
Constraints
Main architecture questionWhy?
Retail business
ROIMaximization
Products
Channels
Consumers
Business modelModel-oriented
management
IT-architecture services
Fashion retail technology
Business model
Retail business
Monitoring & Analysis
Planning & optimization
Trade operation enabling
Information model
Cascade development of Management system
Math.model
Retail “channel” parameters
GoalKPI
Classes & Instances
Catalogues
Products
Suppliers Consumers
Processes & projects
Software system
Trade & Stock
LeadsOrders
Information technology equipment & networks
Planning & Optimization
Trade & Stock operations
Monitoring & Analysis
Main retail processes & enabling processes
Business model formalization
KPI model
Function-structure model ProccesesProduct matrix
Supply-Sale channels
Consumer segmentation
Technology program generatesFashion retail technology
Structure of technology program
Technology development & implementation
Arc
hit
ectu
re m
anag
eme
nt
Pro
gram
man
agem
en
t
Information model & catalouges
Software system
Products Channels Consumers
MDM 1C Magento SugarCRM Cognos
Product characteristic
Consumer Characteristic
Fashion-retail technology services
ROI Maximization
Fashion retail technology
Consumer pick-up
Catalogue Store “Look”
Product pick-up
Buying Sales Lead
Channel pick-up
Loses minimisation
IT-architecture services
Information management
Referenced catalogues:Products, Channels,
Consumers, Counterparties
References models:KPI-model (finance), Information
model & algorithms (technology), processes
Facts & documents warehouses
Transactional systems
Visual merchandising
Trade & Stock operationsE-commerce
& CRM
Analytical systems
Planning & budgeting
ModelingAnalytics & reporting
GUI, API to suppliers
GUI, API to consumers
Financial model
Variables
Description (for each channel)
S (t) Sales
X (t) Expenditures
U (t) Expenditures speed
C (t) Cost of goods
v (t) Cost of sales
w (t) Fixed costs
m (t) Margin
k (t) Expenditure to cost of goods ratio
γ (t) Sales to EX ratio
K (t) Efficiency ratio
E = S - UU
C
v
w
m k γK
Улучшение
Канал N
Assortment
Other dimensions
Consumer segment
Channel N
Channel
Location
Optimal turnover level calculationExpenditures – main management function
Best distribution U* for ХХХ-retailer is
Ustore = 0.62 U, Uecomm = 0.38 U
Conclusion 1:Optimal level of EX per
channel2U0 < Uoptimal < 4U0
Conclusion 2:Expenditures could be
re-distributed by optimal level
Whole business
Var Description
A Turnover assets
q Income part coming back to turnover assets
1-q Income part to dividends
ω Turnover speed
μa (ϒ-1)ω
P Initial capex
ι Income tax
μp Capital cost
Optimal expenditure management for goal ROI targeting
S -U
AP
t0 t0+Δt
q(S-U)
E
ΔP
ιE
ΔA
Channel
IT system
Operational numbers
Some conclusions
• Aligning business & IT enables by formalized business model, which connects goal KPIs with internal & external business condition parameters through functional-structure decomposition – system modeling as a core of IT & enterprise architecture
• Business model is the basis for – Development, adjustment of integrated plans & its execution monitoring;
– Integrated information system, which accumulate operational & condition parameters to adjust plans to achieve target KPIs.
Plan numbersGoal KPIs
Functional-structure business model