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interneta bibliotēka
Atlants.lv bibliotēka

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Pirkt
Identifikators:634371
Autors:
Vērtējums:
Publicēts: 01.12.1996.
Valoda: Angļu
Līmenis: Vidusskolas
Literatūras saraksts: Nav
Atsauces: Nav
Darba fragmentsAizvērt

Conclusion
This strategic group of high-end retailers has near same e-commerce strategies. Each firm has implemented a website for online purchases and is using new technologies to reduce operational costs. What differs between firms is the aggressiveness of that strategy. Neiman Marcus has issued a enormous budget to be spent on information technologies over four years. They are setting the foundation for lowering costs while maximizing efficiency. While their website does not have live help, it does offer every feature a e-customer needs to successfully shop at Neiman Marcus. Saks Inc. has done many of the same things as Neiman Marcus. Saks Inc is using new technology to track inventory throughout the company and has upgraded many of its systems. Saks Inc. website also gives customers a personal touch while still selling goods in a online setting. Nordstrom also has a website, but has not fully committed to new technologies. Yes, Nordstrom now has a system set up for point-of-sale transactions, but they are doing no data mining or organizing information to help them better suit customers tastes and preferences. Nordstrom's efforts in technology are focused at basic inventory and doing away with paper.
Neiman Marcus has the strongest e-commerce strategy followed closely by Saks Inc. Both companies are upgrading current systems to lower costs and focus on the customer. Nordstrom is a bit behind with using technology, but is catching up.

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