INFORMATION SYSTEAM’S

S tra te g ic L e v e l S y s t e m s5 -y e a r

s a le s t re n dfo re c a s t in g

5 -y e a ro p e ra t in g

p lan

5 -ye arb u d g e t

fo re c a s t in g

P ro fitp la n n in g

M a n p o w e rp la n n in g

M a n a g e m e n t -L e v e l S y s t e m sS a le sm a n a g e m e n t

S a le s re g io nan a ly s is

I n v e n to ryC o n tro l

P ro d u c t io nS c h e d u lin g

A n n u a lb u d g e t in g

C o s tan a ly s is

C a p ita lI n v e s tm e n t a n a ly s is

P ric in g /p ro fitab ilityan a ly s is

R e lo c a t io nan a ly s is

C o n tra c t c o s ta n a ly s is

K n o w le d g e -L e v e l S y s t e m sE n g in e e rin gw o rk s ta t io n s

W o rdp ro c e s s in g

G ra p h ic sw o rk s ta t io n s

D o c u m e n tI m a g in g

M a n ag e r ia lw o rk s ta t io n s

E le c tro n icC a le n d a rs

O p e ra t io n a l L e v e l S ys t e m s

O rd e r T ra c k in g

O rd e r p ro c e s s in g

M a c h in e c o n tro l

P lan t s c h e d u lin g

M a te ria l m o v e m e n tc o n tro l

S e c u rit ie strad in g

C a s hm a n ag e m e n t

P ay ro ll

A c c o u n t s p a y ab le

A c c o u n t s re c e iv ab le

C o m p e n s a t io n

T ra in in g & d e v e lo p m e n t

E m p lo ye e re c o rd k e e p in g

T Y P E S O F S Y S T E M S

E S S

M I S

D S S

K W S

O A S

T P S

S a le s an dm a rk e t in g

M an u fac tu rin g F in a n c e A c c o u n t in g H u m a nR e s o u rc e s

CASE STUDIESon

Failure of K-martDue to uneffective use of

DSS

About K-Mart• Kmart (sometimes stylized as K mart or kmart) is a chain of

American discount department stores•  Headquartered inHoffman Estates, Illinois, United States. • The chain purchased Sears for $11 billion in 2005,• forming a new corporation under the name Sears Holdings

Corporation.• The company was founded in 1962 and is the third largest discount

store chain in the world, behind Walmart and Target, with stores in the United States,

UNEFFECTIVE USE OF DSS• Kmart’s big mistake in the mid-to-late 1990s was to try to compete

with Walmart on price. • Walmart had a supply chain system known as “just-in-time”

inventory, which allowed the retailer to restock shelves efficiently. • Kmart failed to implement a similar system, ESS, DSS which meant

consumers became frustrated when stores ran out of goods. • Between June 1998 and June 2000, Walmart’s stock price rose

82% as Kmart’s fell 63%. • While new management at the turn of the decade worked to improve

efficiency, the company filed for bankruptcy in 2002 and shut hundreds of stores.

Failure of Motorola Due to uneffective use of

DSS

ABOUT MOTOROLA• Motorola, Inc. was an American multinational telecommunications

company based in United States. • After having lost $4.3 billion from 2007 to 2009, the company was

divided into two independent public companies, On January 4, 2011

• Motorola Mobility • Motorola Solutions 

• Tablet computers• Mobile phones• Smartphones• Two-way radios• Networking systems• Cable television systems• Wireless broadband networks• Mobile telephone infrastructure

PRODUCTS :

UNEFFECTIVE USE OF DSS

• And by 2007 the company was selling the traditional cell phone at a discount.

• By the time the company released a new line of Razr phones in 2010, Motorola had to compete with products such as the

iPhone and BlackBerry.

• The success of the thin and stylish Razr cell phone drove Motorola’s 22% market share in mobile phones in 2006.

• However, the company failed to launch a new generation of smart phones leveraging the Razr brand.

Failure of Hewlett Packard (HP)

Due to uneffective use of DSS

ABOUT HP• The Hewlett-Packard Company (commonly referred to as HP)

was an American multinational information technology company•  headquartered in Palo Alto, California. • It developed and provided a wide variety of hardware components

as well as software and related services to consumers, small- and medium-sized businesses (SMBs) and large enterprises, including customers in the government, health and education sectors.

• The company was founded in a one-car garage in Palo Alto by William "Bill" Redington Hewlett and David "Dave" Packard

• starting with a line of electronic test equipment. HP was the world's leading PC manufacturer from 2007 to 2013, after which Lenovo remained ranked ahead of HP

Hewlett Packard's Disaster

• While it is not uncommon for small disasters or issues to occur during the rollout of a new ERP system,

• Total ERP implementation failure can occur when too many of these little issues occur all at once.

• Moving all of the company's North American divisions into a single centralized ERP system ended up costing the company $160 million dollars in backlogged orders

• Lost revenues, more than five times what the project was estimated to cost in 2004.

SUGGESTIONSDo’s :- Learn From the Past Mistakes of Others

These are just a few of the serious ERP implementation failure occurrences that have happened over the past few decades.

Businesses and organizations must look upon these examples, and use everything these companies and organizations learned through experimentation and failure to rise above and find greater success effective MIS implementation.

MIS implementations can be successful without failure, but only when the right system is implemented by the right people to do the job.

Trial Do Trial

SUGGESTIONSDon'ts : -

× Don’t avoid backup

× Don’t Directly jump to conclusion.

× Don’t neglect system update.

Presentation by: Chetan Gore Vaibhav Mali Vinayak Patil Shekhar Thorat