...IM1042 SCHOOL OF COMPUTER SCIENCE & INFORMATION TECHNOLOGY B.SC (BUSINESS INFORMATION SYSTEM) ASSIGNMENT TITLE: APPLIED I.S MODELLING & DESIGN MODULE ASSESSMENT: GROUP ASSIGNMENT ACADEMIC TERM AND YEAR: SEMESTER A 2014/2015 LECTURER: MR. KOON KIM PEH MODULE CODE: (CN2042) GROUP MEMBER UEL ID’S 1341533 1341524 1341525 1341546 UEL ID: 1341533 1|Page IM2042 Table of Contents Dedication ..................................................................................................................................................... 4 Acknowledgements....................................................................................................................................... 5 0.0 INTRODUCTION ....................................................................................................................................... 6 0.1 Aims of the project.................................................................................................................................. 7 0.2 Objectives of the project......................................................................................................................... 7 1.0 System Request ....................................................................................................................................... 8 1.1 Business Needs ....................................................................................................................................... 9 1.2 Business Requirements...
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...the market for low price short haul flights that would suit leisure and business customers. It was based on the premise that airline flights were price elastic, if you reduce the price, more people would fly. This was certainly the case for the airline. Easyjet made the choice in pursing a differentiation strategy. While, British Airways differentiated upwards during 1990’s - offering premium services (including lounges, best customer service, in-flight meals) which commanded premium prices. Easyjet differentiated downwards - taking out unnecessary services, just providing a basic A to B airline service with a smile, and thus offered flights at lower prices. Customers valued the lower prices, and the airline market expanded in the quantity of passengers as a result of this new product offering. Easyjet was particularly successful because it had tight reign on costs and overheads. It could make savings where other airlines could not. For example: i) Easyjet maximised the utilization of assets - with faster turnaround on flights ii) it only flew its aircraft point to point, with no connecting flights - thus it did not incur the costly ticketing procedures associated with flight connections iii) it had no ticketing (paperless office) - customers used e-mail reference numbers to board flights. All these aspects helped to keep its costs to the minimum. Easyjet had effective branding. The brand was developed quickly and it soon obtained recognition for...
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...Sector Report No. 8 / 2006 ICT and e-Business in the Tourism Industry ICT adoption and e-business activity in 2006 European Commission Tourism About e-Business W@tch and this report The European Commission, Enterprise & Industry Directorate General, launched the e-Business W@tch to monitor the growing maturity of electronic business across different sectors of the economy in the enlarged European Union, EEA and Accession countries. Since January 2002, the e-Business W@tch has analysed e-business developments and impacts in manufacturing, construction, financial and service sectors. All results are available on the internet and can be accessed or ordered via the Europa server or directly at the e-Business W@tch website (http://ec.europa.eu/comm/enterprise/ict/policy/watch/index.htm, www.ebusiness-watch.org). This document is a sector study by e-Business W@tch, focusing on the tourism industry. Its objective is to describe how companies in this industry use ICT for conducting business, to assess the impact of this development for firms and for the industry as a whole, and to indicate possible implications for policy. Analysis is based on literature, interviews, case studies and a survey among decision-makers in European enterprises from the tourism industry about the ICT use of their company. Disclaimer Neither the European Commission nor any person acting on behalf of the Commission is responsible for the use which might be made of the following information...
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...passengers and 492 million tons of goods. Of the 11 million passengers who climb aboard one of 8,984 trains each day, about 550,000 have reserved accommodations. Their journeys can start in any part of India and end in any other part, with travel times as long as 48 hours and distances up to several thousand kilometers. The challenge is to provide a reservation system that can support such a huge scale of operations — regardless of whether it's measured by kilometers, passenger numbers, routing complexity, or simply the sheer scale of India. The main challenges in front of the Indian railways are: • Provide a reservation system that efficiently serves more than half a million people each day • Ensure maximum uptime so reservation/ticketing/enquiry application is available 24x7 • Create a Web site that can accommodate more than one million hits per day • Punctuality of...
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...the number of changes that Gujarat State Road Transport Corporation went through in response to two events, (1) Government of Gujarat to allowing competition (2) Paying back several years of unpaid wages to employees. These events would cripple Gujarat State Road Transport Corporation if it was not for dynamic changes. The changes that took place after these events proved to be unwelcomed by the employees resulting in a strike, again, impacting Gujarat State Road Transport Corporation. By reviewing this case and analysing change modelling literature, this paper discusses the implementation of Kotter’s eight step change model to assist in the success of managing change. In addition to Kotter’s linear model, Senge’s fifth discipline is suggested to assist build the foundations for a learning organisation. Combining a change model and a holistic learning organisation the rate of success will increase if managed and lead correctly. The success should be measurable in this case a lot of the changes are financially measured and can be recorded and monitored. Situation: Gujarat State Road Transport Corporation (GSRTC) was formed in 1960 as an off-shoot of...
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...Journal of Service Management Emerald Article: Exploring internal mechanisms forming customer servicescape experiences Jörg Pareigis, Per Echeverri, Bo Edvardsson Article information: To cite this document: Jörg Pareigis, Per Echeverri, Bo Edvardsson, (2012),"Exploring internal mechanisms forming customer servicescape experiences", Journal of Service Management, Vol. 23 Iss: 5 pp. 677 - 695 Permanent link to this document: http://dx.doi.org/10.1108/09564231211269838 Downloaded on: 29-11-2012 References: This document contains references to 67 other documents To copy this document: permissions@emeraldinsight.com Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF GLOUCESTERSHIRE For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on...
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...JetBlue Hits Turbulence Case Study Question I. What types of information systems and business functions are described in this case? The information system described in this case is the Transaction Processing System (TPS) which is used to perform and record the day-to-day business transactions including reservations, paperless ticketing and baggage handling. JetBlue attempted to standardize its IT processes by utilizing a single vendor for its technological framework for all facets of its operations from logistics to passenger online booking tools. JetBlue’s mission was customer satisfaction and retention. From the beginning, efforts were made to attract passengers. E-commerce in the form of online ticket sales was a means of attaining customer satisfaction. Question II. What is JetBlue’s business model? JetBlue’s goal was to deliver airline a luxurious customer experience while operating at low cost. JetBlue’s technological expenses were approximately one-third of its competitor’s IT costs in spite of the fact that operations were extremely reliant on automated systems. This automation helped keep headcount low and union affiliation nil. Planes operated at or near capacity as customers were attracted to JetBlue’s leather seating, personal entertainment systems and paperless ticketing – all at lower fares than their competitors, albeit with arrivals and departures to second-tier airports. How do its information systems support this business model? JetBlue’s...
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...| DEDAN KIMATHI UNIVERSITY OF TECHNOLOGYPROJECT DOCUMENTATION FOR FINAL YEAR STUDY INBachelor of Science in Computer ScienceByKiprotich Emmanuel LangatC026-1127/2011PROJECT TITLEStadium Management System Submitted in partial fulfillment of the degree in BSC in Computer Science.DeclarationI declare that the ideas described herein are my original work and have not been submitted to any Institution for an award of degree or diploma:Students ConfirmationName: Kiprotich Emmanuel Langat Date: Signature………………………..……… …………………………………………….Supervisor ConfirmationName: Mr. Gabriel Kamau Date: Signature………………………………….. ……………….……………………………. | Abstract Although many stadium management systems have been developed today, major issues which could make these stadium management systems interactive towards the public/stadium users and be able to play a leading role in ensuring that a well secure stadium is realized have not been implemented. Ensuring that there is a better and efficient means by which the stadium can be able to communicate to its users today informing them of the activities which do take place in the stadium such as the day of football matches has been a pretty challenge to most stadium managers. Yet communication among relevant parties is recognized as the only means by which absolute trust and effective service delivery can be achieved. Ways of handling insecurity...
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...Term paper on “The Airline Industry in Bangladesh : A management Colosseum” Faculty of Business Studies Bangladesh University of Professionals (BUP) The Airline Industry in Bangladesh : A management Colosseum Submitted to Major General (Retired ) Professor Alauddin M A Wadud,BP Course Instructor, Strategic Management Faculty of Business Studies Bangladesh University of Professionals (BUP) Submitted by 1. Priodarshine Auvi (EV1202026) 2. Mohammad Abdul Momin (EV1202027) 3. Kazi Kamrul Alam (EV1202029) 4. Mahbubur Rahman (Ev 1202028) 5. Maruf Hossain (Ev 1202014) LETTER OF TRANSMITAL Aug 27, 2013 Major General (Retired ) Professor Alauddin M A Wadud,BP Course Instructor Strategic Management Faculty of Business studies Bangladesh University of Professionals (BUP) Subject: Submission the term paper of “The Airline Industry in Bangladesh: A management Colosseum” Dear Sir, With due respect and humble to inform you that it is my pleasure to submit this report on“The Airline Industry in Bangladesh: A management Colosseum”. As your valuable suggestions and guidance, we have tried my best to prepare the report properly. There may be some shortcomings. We would be grateful if you consider those as excusable points and we like to thank you for your kind cooperation. Despite the limitations, we sincerely believe that you...
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...• 1. INTEGRATED CASE STUDY (PAS 3183)MALAYSIA AIRLINES (MAS) PRESENTED BY Luluk Nor Khotima Bt Nursam Ashvenee Devi Selvaraju Noor Armi Addila Bt Noor Ariff Nur Azlinda Bt A.Azaman Norliza Bt P P Mohamed • 2. AGENDA• INTRODUCTION• MANAGEMENT CONSTRAINT• COMPETITION• UNPROFITABLE ROUTES• INCREASED IN FUEL PRICE• MAINTENANCE COST• RECOMMENDATION • 3. INTRODUCTION• 1994- Privatized 32% controlling stake to Tajuddin Ramli through Naluri Berhad• 1998- Asian Financial Crisis MAS faced substantial losses• 2005- MAS reported loss RM1.3b• 1 Dec 2005- Idris Jala became CEO of MAS• 27 Feb 2006 - BTP 1 was announced • Action taken by management(Government intervention (Constrained freely changing destination, routes and pricing (4. 1. MANAGEMENT CONSTRAINT • 5. Constrained Freely ChangingDestination, Routes And Pricing • MAS suffered high losses due to poor management & fuel price increases. • MAS operations were identified as the causes of the RM1.3 billion loss are: – Escalating fuel prices – Increased maintenance and repair costs – Staff costs – Low yield per available seat kilometre • 6. Government Intervention • Transformation Programme: - Widespread Asset Unbundling (WAU) RM7bil in debt were shifted to Penerbangan Malaysia Berhad (PMB) - Government Linked Corporation (GLC) BTP is also part of the GLC which aims to make all GLCs more successful. • 7. Action Taken By The Management • Increased domestic price • Major cost reductions were made •...
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...Case study Main problem Ice storm grounded air bus. Affected 130000 passengers, caused the cancellation of 1100 flights over a six day period, and cost Jetblue an estimated 30 million dollars. The ice storm was a problem in Jetblue’s external environment and as such was out of the company’s control. Stock prices fell from 12.99 to 3.97 from feb 13 2007 to may 30 2008 Rising jet fuel prices – another factor in the firm’s external environment. New competititors – the firm’s industry environment was seeing the rise of many competitors mainly Southwest airlines. Jetblue’s reaction to problem Passenger’s bill of rights- this can be seena as a reactive strategy to correct problem that occurred during ice storm. Assembly of new senior management team Founding of jetblue Neeleman’s vision: a company that would combine the low fares of a discount airline carrier with the comforts of a small cozy den in people’s homes. Introduction of 24 channel live television via satellite for free to make air travel entertaining. Individual monitors installed in all seats. Introduction of electronic tickets and the allowing of reservation agents to work from home. Money was saved on paper tickets, on postage for mailing of tickets and rental of office space. Competitive advantage – Jetblue was able to obtain a competitive advantage by striving to be the industry’s low cost provider. Feb 11 2000, launching of first flight between buffalo and nyc. This round trip at jetblue cost $98...
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...Southwest Airlines 2002: An Industry Under Siege Harvard Business School: 9-803-133 Executive Summary Southwest Airlines in 2002 faced a serious of important management decisions after the 9/11 tragedy in order to continue the record breaking company growth that Southwest had experienced since the 1970’s. Southwest Airlines revolutionized the airline industry with what is known as the Southwest Effect: low cost fares, point-to-point service, “10 minute turnaround” and an enjoyable friendly atmosphere. After the Airline Deregulation Act of 1978, Southwest adopted a polity that irregardless of the profitability of expansion opportunities, the company wanted to commit to a manageable annual growth rate of about 10-15%. The following questions and discussion will address the historical challenges of Southwest airlines, the direction the company contemplated in 2002, and a brief look at the challenges of today. 1). What is the competitive business environment The airline industry has always been competitive. In an analysis of the most profitably investments as per our class discussion, surprisingly, airlines come in at the lowest return on each dollar invested at around 2.5%. Southwest Airlines experienced 30 consecutive years of profit a mere two years after it’s founding in 1971. Many airports began requesting Southwest service for their passengers, but throughout Southwest’s expansion, the company aimed to maintain a manageable growth rate and focus...
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...Year | 2014 | Exam Sitting | AUGUST | Subject | E-COMMERCE | Weightage | 25% | Submission Date | 31/7/2014 | Regulations A. Late Submission * A 10% deduction per day of total coursework marks (excluding weekends and public holidays). * Late submission between 5 to 10 days, results in a 50% deduction of total coursework marks. * Late submission past 10 days results in an automatic 0% for coursework and the student will be barred from the final examination. B. Deliverables Students must submit all materials supporting their coursework listed in the deliverable section. * Plagiarism is presenting somebody else’s work as your own. It includes: copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort; copying another student’s coursework; stealing coursework from another student and submitting it as your own. Suspected plagiarism will be investigated and if found to have occurred will be dealt with according to the procedures set down by the university/college. The coursework must be done individually and must be entirely your own work. Please make sure that you are aware of the rules concerning plagiarism. If you are unclear about them, please consult your program coordinator/lecturer. * The coursework should exhibit formal research skills i.e. with a table of content, proper citations, references, and appendixes. * The coursework write up must be able to demonstrate...
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...LOGISTIC AND TRANSPORTATION MANAGEMENT MKT 681 Research paper On Submitted to: Prof. Dr. Md. Habibur Rahman Dean, BBA Program School of Business & Economics United International University Submitted By: Laskar Md. Muid 112 113 004 (group leader) Samsul Arefin 112 112 058 Tulloh Nasreen 112 112 062 Munia Alam 112 111 004 Mohammad Rezwan Khalked 112 113 017 Date of Submission: April 27, 2013 United International University January 11, 2013. Prof. Dr.Md. Habibur Rahman Course Instructor School of Business, United International University, Dhaka. Dear Sir: Subject: Request to accept research paper. This is to inform you that we have prepared a research for the course Logistic and Transportation Management. We have chosen this topic for research in your guidance. We want to find out the various functions, infrastructures, problem and prospects’ of Biman Bangladesh Airlines. We have prepared the paper within your assigned short period of time therefore it was really too hard to find the core findings. This is also to consider that we take the help from internet and analyze based on their provided information. Sincerely Yours, ----------------------------------- Laskar Md. Muid (112113004) Table of Content 1. Introduction 01 2. Functions 01 3. Profiles of Infrastructure...
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...Versova -Andheri – Ghatkopar MRTS Mumbai Metropolitan Region Development Authority Sheet 1 of 9 Revision R1 MASS RAPID TRANSIT SYSTEM (MRTS) VERSOVA- ANDHERI- GHATKOPAR CORRIDOR MUMBAI –INDIA EXECUTIVE SUMMARY MUMBAI METROPOLITAN REGION DEVELOPMENT AUTHORITY BANDRA KURLA COMPLEX, BANDRA( E), MUMBAI 400 051 Fax: 2659 1246 EPBX: 2659 001-08 Email:- mmrda@giasbom01.vsnl.net.in Web : http://www.mmrdamumbai.org C:\Documents and Settings\Administrator\My Documents\Web tenders\EXECUTIVE SUMMARY.doc EXECU Versova -Andheri – Ghatkopar MRTS Mumbai Metropolitan Region Development Authority Sheet 2 of 9 Revision R1 1.0 Background Greater Mumbai, the capital of Maharashtra, the financial capital of India is the heart of commercial and trade activities of the country. The Island City of Mumbai is experiencing rapid growth in economic activity and suburbs are growing faster than the Island City in terms of population distribution and activity location. The city with its present population of over 12 million generates about 14 million trips in a day, with about 88 percent of the total trips catered by the suburban railway and the public transport bus service provided by BEST. The ever growing vehicular and passenger demands coupled with constraints on capacity augmentation of the existing network have resulted in chaotic conditions during peak hours of the day. Greater Mumbai has always had the distinction and advantage of a high modal share (88%) in favour of...
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