1. Analyze company forecasting methods. Do you know other ways to predict that can provide better services to the company's customers? Please analyze your suggestions.

Omnichannel Transformation-Argos and LLamasoft (2017) Case Study Argos is a 5.7bn general merchandise retailer in the UK operating 840+ stores. In 2013 they announced a 3oom five-year transformation program to become a truly multichannel retailer. Over a 4-year period Argos developed a market leading customer proposition using Llamasoft's professional services and software. They now offer an award-winning service with same-day collection and delivery with demanding order cut-off ws Go to Settings to activate times for 20,000 products throughout the UK. The journey began when Argos embarked on a strategic review of its business, focusing on customer proposition. This review was driven by research into the customers' expectations of a digitally evolving retail environment, with the goal of positioning Argos as a leading digital retailer. Research carried out identified that customers wanted several key propositional dimensions that would challenge existing and traditional supply chains at affordable costs, including A choice of fulfillment to home or point of pickup. An expectation of fast and convenient home delivery. Local convenience when collecting orders. A seamless link between e-commerce, mobile commerce, and physical stores. Consistent delivery of fulfillment promises. A wide range of products on an expedited lead time. A simple convenient way to return any product. . The review highlighted key strategic advantages in the Argos existing real estate model that could be leveraged for competitive advantage in developing an omnichannel fulfillment proposition, including Real-time, local, store stock balances. A history of putting these real-time balances in the customers' hands with supporting processes to ensuredows accuracy to 99.99 percent. Go to Settings to activate . A store model more characteristic of 840+ nationally distributed warehouses. Strategic insight into the notion that key online players were developing links with partners who have physical points of presence. However, the existing store estate varied considerably in both size and immediately available range-with inconsistent, and lengthy, lead times for the products not held in hundreds of smaller stores. Lead time for products not held suited existing replenishment operations-not that of the Argos customers' fulfilment requirements. The one-man home delivery offer left customers waiting in all day 8 am to 7 pm. A store model more characteristic of 840+ nationally distributed warehouses. Strategic insight into the notion that key online players were developing links with partners who have physical points of presence. However, the existing store estate varied considerably in both size and immediately available range-with inconsistent, and lengthy, lead times for the products not held in hundreds of smaller stores. Lead time for products not held suited existing replenishment operations-not that of the Argos customers' fulfilment requirements. The one-man home delivery offer left customers waiting in all day 8 am to 7 pm. A store model more characteristic of 840+ nationally distributed warehouses. Strategic insight into the notion that key online players were developing links with partners who have physical points of presence. However, the existing store estate varied considerably in both size and immediately available range-with inconsistent, and lengthy, lead times for the products not held in hundreds of smaller stores. Lead time for products not held suited existing replenishment operations-not that of the Argos customers' fulfilment requirements. The one-man home delivery offer left customers waiting in all day 8 am to 7 pm