Caso D: O Que Aconteceu À Kmart? Book: "Management Information Systems"

1923 words - 8 pages

Pergunta 1: Avalie a Kmart usando o modelo da cadeia de valores e o modelo das forças competitivas. Qual era o modelo de negócio e a estratégia de negócio da Kmart?Resposta à pergunta 1:A cadeia de valores da Kmart tinha bastantes problemas. Os seus fornecedores persuadiam-nos a comprar os produtos que precisavam de escoar, em vez daqueles que a Kmart tinha mais sucesso nas vendas. Os merchandisers das lojas tinham que procurar à mão os recibos de compra antigos dos produtos mais vendidos de forma a encomendá-los, o que fazia difícil o acto de encomendar muito mais lento. Estando a Kmart limitada à utilização de 900 camiões por dia fez com que a dada altura tivesse que decidir sobre se iria enviar árvores de natal ou pasta de dentes. No entanto a campanha de marketing que adoptaram procurava um público-alvo que não era atingido pelas outras companhias (os leitores de jornais locais).A Kmart teve também que enfrentar ameaças como a grande competição que existia por parte de empresas dentro do mesmo ramo (Wal-Mart e Target) e a crescente exigência do consumidor em comprar pelo preço mais baixo. A força da existência de produtos substitutos era combatida com a existência de uma grande variedade de produtos.O modelo de negócio da Kmart era o da promoção de produtos, utilizando como estratégia de negócio a publicação das promoções nos jornais e a aposta numa grande diversidade de produtos.Pergunta 2: Qual era a relação entre os sistemas de informação e os processos de negócio e a estratégia de negócio da Kmart? Quão bem é que os seus sistemas suportavam a sua estratégia?Resposta à pergunta 2:Os sistemas de informação não estavam relacionados com o processo de negócio usado pela empresa. Por exemplo, havia recolha de dados importantes que não eram utilizados pois os gerentes tomavam decisões de outra forma.A empresa que desenvolveu o software vendeu-o como forma de poupar grandes quantias de dinheiro e tempo, mas não informou a Kmart das modificações profundas que esta teria de fazer ao processo de negócios.Na Kmart apostaram muito dinheiro em sistemas de informação que acabaram por não usufruir. Os sistemas de informação não ofereciam qualquer suporte à sua estratégia.Pergunta 3: Que factores de gestão, organização e tecnologia contribuíram para os problemas da Kmart?Resposta à pergunta 3:Houve vários erros de gestão na Kmart. Foi investido demasiado dinheiro em sistemas de informação de uma forma precipitada, pois essa não era a única...

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