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Processes coming into fashion. ARIS inspires a contemporary retailer
Technology Category
- Application Infrastructure & Middleware - Data Exchange & Integration
Applicable Industries
- Retail
Applicable Functions
- Business Operation
Use Cases
- Process Control & Optimization
Services
- System Integration
The Challenge
The Ayaydın-Miroglio Group, a multinational fashion retailer, was facing challenges in sustaining high growth in new sales channels, adopting a new franchise model for international expansion, keeping up with changing customer preferences, creating operational efficiencies, and improving workforce morale & reducing turnover. The company's growth was coming at the expense of efficiency, and hidden internal costs were mounting. Critical operational processes weren’t keeping up, especially with the added complexity of an ambitious international expansion plan. The company needed an engaged and enabled workforce to serve constantly evolving customer habits, preferences, and expectations.
About The Customer
The Ayaydın-Miroglio Group is a fashion retailer that designs, produces, and distributes women’s apparel, footwear, and accessories under its three brand labels: Ipekyol, Twist, and Machka. Its founding company merged with the Italian global textile and garment group Miroglio in 2008. The group’s 2,000 employees operate more than 230 stores. Franchise operations add another 36 stores in seven countries: Saudi Arabia, Cyprus, Iraq, Azerbaijan, Bahrain, Qatar, United Arab Emirates, Kazakhstan, and Kuwait. The company has transformed itself into a multinational fashion powerhouse serving hundreds of thousands of women. Its three unique brands speak to the desires and needs of women spanning generations. Located in premier retail locations and with its unique Turkish-Italian corporate culture, the Group is all about growth. The metrics speak for themselves: 20% average growth and 20 new stores year-on-year for decades.
The Solution
Ayaydın-Miroglio engaged leading Turkish consultancy Consulta in late 2017. They were tasked to figure out how to become more operationally efficient, customer-centric, and future-ready. Consulta suggested using ARIS from Software AG to model existing processes. ARIS makes modeling and analyzing processes easy. Its reports clarify responsibility and get everyone on the same page and collaborating. One year later, Consulta had modeled the Group’s end-to-end processes, analyzed them, and prepared a roadmap. For the first time, Ayaydın-Miroglio could see all existing processes. ARIS showed that teams and individuals had their own way of doing things. Departments were working in silos and not efficiently communicating with each other. Documentation of procedures was very low, and there was a lack of organizational memory. All this was fueling HQ personnel frustration and turnover was high. With information now at their fingertips in the form of process blueprints, the project team came up with 250+ improvement suggestions.
Operational Impact
Quantitative Benefit
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