An organized enterprise does not exist in a vacuum. Rather, it is dependent on its external environment. It is a humble part of many systems, such as its own industry, the economy, and society as a whole. Thus, the enterprise receives various inputs, changes them somehow, and releases 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 inputs 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. For example, employees wants higher pay, more benefits, and job security. On the other hand, consumers demand safe and reliable products at reasonable prices.

It is up to the managers of an enterprise to transform inputs into outputs effectively and efficiently. 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 part in Point of Sale systems. First, it integrates the managerial functions. For example, the objectives set in planning are communicated so that the 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, who is the reason for the existence of virtually all businesses, is outside a company. It is through the Point of Sale systems that the needs of customers are identified; this knowledge enables the firm to provide products and services at a profit.