An organized enterprise does not exist in a vacuum. Rather, it is dependent on its external environment and is a part of larger systems such as the industry it belongs too, the economic system and society. Thus, the enterprise receives input, transforms it, and exports the outputs to the environment.

However, this simple model needs to be expanded and developed into a model of operational management that indicates how the various inputs are transformed through the managerial functions of planning, organizing, staffing, leading and controlling. Clearly, an open system model that includes interactions between the enterprise and its external environment must describe point of sale systems.

The input from the external environment may include people, capital and managerial skills, as well as technical knowledge and skills. In addition, various groups of people will make demands on the enterprise like employees wanting higher pay, more benefits and job security. On the other hand, consumers demand safe and reliable products at reasonable prices.

It is the task of managers to transform the inputs, in an effective and efficient manner, into outputs. Of course, the transformation process can be viewed from different perspectives. Thus, one can focus on such diverse enterprise functions as finance, production, personnel and marketing.

Communication plays a pivotal role in point of sale systems. First, it integrates the managerial functions. For example, the objectives set in planning are communicated, so that an appropriate organization structure can be devised. Communication is essential in the selection, appraisal and training of managers to fill the roles in this structure.

One should never forget that the customer is the reason for virtually all businesses. It is through point of sale systems that the needs of customers are identified, enabling a firm to provide products and services at a profit.