What Is The Most Effective Investment Benefit Of Clothing Industry Informatization?

How much is IT investment necessary?

In today's society, the rapid development of information technology has made many enterprises taste the sweetness and let many enterprises fall into trouble.

"On the IT system is to find death, not IT system is waiting for death", so that many enterprises can not advance or retreat, why IT returns in the enterprise difference is so big?

The result lies not in information technology itself but in the management of enterprises.

In view of this situation, FMC made a special investigation, the following is some analysis of the survey results, and gave suggestions on how to improve IT investment.

Some careful clothing enterprise managers will find a problem. In the clothing industry, a small part of the enterprise performance is very outstanding, but the use of IT technology is very small. Correspondingly, most of the enterprise performance is not good, but IT investment is quite a lot.

Why does this happen?

The answer is that a small number of enterprises get much more value from their inputs than costs.

In management, the return of an enterprise is the value that can be measured.

There is no doubt that a few garment enterprises try to maximize their return on information technology investment, while others do not.

In fact, FMC in a recent survey found that many excellent enterprises have taken a detour in this respect, but now it is time to change.

The problem is not that the performance of the general enterprise does not measure the return of information technology, but the vast majority of enterprises do it.

The key to the problem is that compared with high performance enterprises, the general indicators of enterprise measurement are not the key indicators, which are the concerns of high performance enterprises, and they are also ignored by them.

　　管理理念的差異

Sometimes, we feel that those companies with high performance level seem to be completely different from other enterprises.

For example, high performance enterprises attach great importance to the measurement of IT effectiveness.

But it is surprising that more than 75% of the managers of garment enterprises believe that their companies have also measured the effectiveness of IT in the survey.

When asked what the most important reason for using IT is, most of the IT managers' answers are: reducing costs, ensuring continuous business operations, developing trends based on trends, and even answering some questions about upgrading the technology and operation platform of enterprises.

In stark contrast, the view of high performance financial services companies is that they focus more on the application of information technology from the company strategy to ensure a higher level of performance in the business boom and down cycle.

A large garment enterprise has a typical view. They not only realize that enterprises need to deal with the uncertainty of the business cycle through the application of information technology, but also can influence and change their business cycle to a certain extent through information technology.

　　企業缺乏真正意義上的技術創新

Only 15% of the enterprises that have visited have made relatively large investments in technological innovation. Their investment in this area accounts for 15% of the total IT investment budget, concentrating on some professional technologies such as breaking the existing obstacles of enterprises, promoting the development of competitive advantage or creating gradual changes in the market.

However, the average investment of all enterprises on technological innovation is less than 5% of their budget.

The emphasis on technological innovation is a very important difference between the high performance enterprises that are managed by information technology and the general performance enterprises.

High performance organizations generally do better than their peers in business and customer satisfaction. They use very clear management methods to manage information and technology investment, and can reflect the return of investment from their business.

However, the investment in information and technology of these high-performance enterprises is only 15%-20% of the industrial average level, and 40% of their investment is quite flexible investment.

As a result, they can adjust their technology investments to match key value drivers.

More than 70% of IT in general performance enterprises are not flexible investments, and their income growth is also very slow. The reason why investment returns are very low is that these enterprises do not link investment with value drivers.

"If the system is not broken, don't bother with it." - that's the motto of these companies.

But once the system arrives, they feel that they need to be repaired, and the cost is enormous.

　　重要的是管理的方式而非投入的多少

The difference between a high performance enterprise and a general performance level enterprise is not how much they invest, but what they measure.

For example, some enterprises adopt balanced scorecard to measure the performance of IT from four latitudes: customer satisfaction, employee satisfaction, effectiveness of management and quality of management.

Enterprises with this management concept usually measure the performance level of enterprises from the long-term related vision of the enterprise.

They encourage employees to be responsible for the results and pursue the real goals and the vision of the IT system with their employees.

Of course, the choice of IT management among different enterprises is different.

The leaders of some garment enterprises pursue the leading edge of information and technology management through the IT system based on the driving factors of enterprise value.

When the IT system of the enterprise does not support this idea, it is difficult for the related business of the enterprise to be established.

Most of the other garment enterprises have no or almost no relationship with the IT department in measuring IT performance.

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