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The Dilemma of Dairy Farm Group between Redesigning of Business Processes and Rebuilding of Management Information Systems
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Author(s): Eugenia M. W. Ng (The Hong Kong Institute of Education, Hong Kong), Ali F. Farhoomand (University of Hong Kong, Hong Kong), Probir Banerjee (The University of Hong Kong, Hong Kong)and Juan Llorens Morillo (City University of Hong Kong, Hong Kong)
Copyright: 2002
Pages: 19
Source title:
Annals of Cases on Information Technology: Volume 4
Source Author(s)/Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-93070-840-2.ch004
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Abstract
The Dairy Farm Group of Companies (DFG), is a leading food and drugstore retailer in the Asia- Pacific Region. DFG and its associates operated supermarkets, hypermarkets, convenience stores and drugstores in nine territories and had sales of US$6.9 billion in 1997. However, the profit margin of DFG was low compared to its competitors in Hong Kong and China and other retailers in Europe and the U.S. Consequently, a new chief executive officer was hired in June that year. The new management team hired the services of two consulting firms to independently carry out a preliminary investigation of existing systems at DFG and to recommend solutions. Firm A stressed primarily the development of a management information system and use of emerging trends in technology and firm B focused on the re-engineering of crucial business processes with supporting technology. If you are the management team, which firm will be awarded the contract?
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