...: Business intelligence benefits in Airline sector Airline sectors are going through tough times with raising operating costs and decreased occupancy levels. Airlines are investing heavily into business intelligence projects to better understand their customer behavior and airline operations. Also BI systems are being used in reducing costs and increasing efficiency of its operations. Like any other sector airline sector has many functional systems which are independent to each other. They have separate systems for ticketing, airline operations, baggage handling vendor management and loyalty programs. Alaska airlines implemented BI systems with Siebel analytics to increase revenues by marketing personalized promotions to customers. In implementing BI system their first step was to integrate data from all disparate transactional systems into one enterprise data warehouse. Secondly Alaska airlines worked on integrating metadata information from all their transactional systems, so that data could be related. It used Siebel metadata layer to implement all the business rules, aggregation rules and drills rule in their data warehouse so that business users could easily find pattern using BI systems. Alaska airlines also used BI systems to analyze flight routes which are profitable and those having concerns finding customers.BI systems also helped them forecast occupancy levels and according plan their flight staff, vendors and ground staff needs . Continental airlines implemented...
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...Continental Airlines Flies High with its Real-Time Data Warehouse John Paul Barber Schreiner University MKTG 4324, Business Intelligence Dr. Mark D. Woodhull February 16, 2015 Continental Airlines is the fifth-largest carrier in the United States as well as the eleventh largest carrier company in the world. The airline company provides service to 84 domestic and 53 international locations resulting in over 2000 daily flights. This high level of demand creates a large obligation for data and information to be properly stored and organized. Continental Airlines uses business intelligence and data warehousing to help collect their information and develop a system to accelerate decisions and construct flight schedules. Continental Airlines was founded in 1934 with a single-engine aircraft located in the southwestern United States. The company was doing well until 1994; Continental was in dire financial decline. The company had already filed for bankruptcy twice and was on the fast approach to file for the third and maybe final time. The sales of tickets began to fall due to the lack of focus on consumer concerns such as on-time percentages, baggage arrival problems, and constant overbooking. When Gordon Bethune became CEO of Continental in 1994, he initiated this plan. Continental Airlines uses a system called Go Forward that consists of several interrelated, concurrent actions Bethune selected to target the need for improvement in customer needs as well as...
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...Real-time Business Intelligence: Best Practices at Continental Airlines1 Written by Hugh J. Watson (University of Georgia), Barbara H. Wixom (University of Virginia), Jeffrey A. Hoffer (University of Dayton), Ron Anderson-Lehman (Continental Airlines), and Anne Marie Reynolds(Continental Airlines) Data management for decision support has moved through three generations, with the latest being real-time data warehousing. This latest generation is significant because of its potential for affecting tactical decision making and business processes. Continental Airlines is a leader in real-time business intelligence and much can be learned from how they have implemented it. The movement to real-time is the latest development in business intelligence (BI) and data warehousing. Real-time data warehousing provides the data that is required to implement realtime BI. By moving to real-time, firms can use BI to affect current decision making and business processes. This capability is especially important for customer-facing applications, such as those found in call centers and check-in processes, and helps firms become more customer-centric. Terms such as the “real-time enterprise” and the “zero latency organization” are often used to describe firms that use real-time BI. The purpose of real-time BI is to increase revenues and decrease costs. Companies that successfully implement real-time BI can dramatically improve their profitability. For example, Continental Airlines,...
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...|BUSINESS INTELLIGENCE |Week 1 & 2 | |Diploma in IT | | |Year 3 (2013/14) Semester 6 | | | |2 hours | |Introduction to Business Intelligence | OBJECTIVES 1. Define Business Intelligence & describe the architecture 2. Describe the Business Intelligence Process 3. Explain Business Intelligence architecture and implementation issues Part 1: Review Questions 1. Define BI. Business Intelligence (BI) is the process of gathering information in the field of business. It can be described as the process of enhancing data into information and then into knowledge. Business Intelligence is carried out to gain sustainable competitive advantage, and is valuable core competence in some instances. 2. List and describe the major components of BI. 1) A data warehouse, with its source data 2) Business analytics, a collection of tools for manipulating, mining, and analyzing the data in the data warehouse; 3) Business Performance Management (BPM)...
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...| Business Intelligence | Today, Tools and Tomorrow | | Team 5 | 10/12/2010 | Final PaperBusiness XXXX | Introduction Business Intelligence Today Business Intelligence has different meanings and uses to different people. If you were to look Business Intelligence up on Wikipedia it will tell you Business Intelligence, “refers to the computer based techniques used in spotting, digging-out, and analyzing business data…” and that it “often aims to support better business decisions”. Many people only think of the data needed to understand the competition and others think of BI as the information that is confidential to their business. Today Business Intelligence is all of this and so much more. Business intelligence used successfully can be a powerful tool utilized for competitive advantage. To ensure success, companies must understand the importance of accuracy in the data they have gathered together. If the data they have pulled together is not accurate then the information that will be used to make business decisions could potentially cause poor or misdirected decisions having huge negative impacts on their organizations. During a time when the economy has taken such a down turn this can make or break an organization. One industry where business intelligence is being utilized heavily is insurance. The insurance industry in the past few years has taken a huge hit on their credibility. To ensure competitive advantage they must utilize their BI to ensure...
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...------------------------------------------------- INTRODUCTION (5 Points) Cliptomania, LLC, owned and operated by the Santo family, is an e-business that sells clip-on earrings throughout the United States, Canada, Ireland, Australia, and New Zealand (Brown, DeHayes, Hoffer, Martin, & Perkins, 2012). The Santos have discovered an underserved market niche and turned it into a viable e-business. ------------------------------------------------- ISSUES/PROBLEMS (20 Points)* The first issue encountered by the Santo family was setting up the Web store. None of the family members had the expertise, not to mention the start-up capital, to contract with an internet service provider for the computer resources, software packages, or site design. The Santos overcame this obstacle by contracting with a vendor – in this case, Yahoo! – to host the store. Yahoo! provided the computer resources and integrated software necessary, as well as a customizable template for the Santos to personalize their site. Another vendor, Paymentech, was integrated with Yahoo! to validate credit cards and process payments for Cliptomania. Marketing was another issue encountered. With the dot-com bust in the early 2000s, the cost of listing the website in search engines increased based on the number of “clicks.” The Santos soon found, however, that this increased cost resulted in increased sales and now consider it an acquisition cost. Cliptomania also ventured into search engine advertising and pay for...
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...Commerce encountered major problems in bringing up its new system. Is there a lesson here for organizations seeking to adopt new information technology? What is it? 6. What should Lassiter do now? Case Study 11-1- Vendor-Managed Inventory at NIBCO 1. What was the catalyst for NIBCO to develop a VMI program, and why was it able to respond? 2. Describe what types of transactions are involved in NIBCO's VMI program. 3. What types of benefits have been attributed to the VMI initiative-for both NIBCO and NIBCO's customers? 4. What new initiatives would you recommend that NIBCO pursue next to continue to take advantage of its current IT capabilities? Case Study 11-2- Real-Time Business Intelligence at Continental Airlines 1. Describe "active" data warehousing as it is applied at Continental...
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...of software and hardware for Continental was $30 million over a 6 year period including hardware and software. Considering the extra revenue of $500 million, let alone all the benefits which will be listed later in the paper, the cost is very low. It may have cost a few employees their job in the future since this technology is doing the work of many people. Some of the general benefits from this project were being able to better understand customer needs and their perception of services offered. Marketing processes were greatly improved after being deemed inefficient when their data was spread over various databases and managed by outside vendors. They were previously involved with two bankruptcies but returned to profitability after going with the in-house data warehouse. They were able to use the warehouse for real-time data feeds and get real-time data results which dramatically lowered their response time to various operations throughout the companys. Delay times were lowered dramatically for planes. Customer check-ins and reservations could be monitored closely so management could correct the situation quickly. Continental was also able to save $7 million in fraud and reduce costs by $41 million in the first year alone. That was more in one year than the warehouse cost over a six year period. They are a leader in business intelligence and won the Data Warehousing Institute’s Best Practices and Leadership Award in 2004. Continental also was able to save on departure...
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...should try to satisfy their customers. Satisfied customers usually return and buy more, they tell other people about their experiences, and they may well pay a premium for the privilege of doing business with a supplier they trust. Statistics are bandied around that suggest that the cost of keeping a customer is only one tenth of winning a new one. Therefore, when we win a customer, we should hang on to them. Why is it that we can think of more examples of companies failing to satisfy us rather than when we have been satisfied? There could be a number of reasons for this. When we buy a product or service, we expect it to be right. We don’t jump up and down with glee saying “isn’t it wonderful, it actually worked”. That is what we paid our money for. Add to this our world of ever exacting standards. We now have products available to us that would astound our great grandparents and yet we quickly become used to them. The bar is getting higher and higher. At the same time our lives are ever more complicated with higher stress levels. Delighting customers and achieving high customer satisfaction scores in this environment is ever more difficult. And even if your customers are completely satisfied with your product or service, significant chunks of them could leave you and start doing business with your competition. A market trader has a continuous finger on the pulse of customer satisfaction. Direct contact with customers indicates what he is doing right or where he is going wrong....
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...Cost-effective service excellence: lessons from Singapore Airlines Singapore Airlines is well known as a paragon of in-flight service. It is also a remarkably efficient and profitable airline and has been for decades. Loizos Heracleous, Jochen Wirtz and Robert Johnston explain how it combines service excellence with cost effectiveness. Singapore Airlines (SIA) has achieved the Holy Grail of strategic success: sustainable competitive advantage. It has consistently outperformed its competitors throughout its 30-year history. In addition, it has always achieved substantial returns in an industry plagued by intermittent periods of disastrous under-performance (see Table 1). Cost-effective service excellence: lessons from Singapore Airlines SIA has done this by managing to navigate skilfully between poles that most companies think of as distinct – delivering service excellence in a costeffective way. SIA’s awards list is long and distinguished. In 2002 alone it won no less than 67 international awards and honours including “best airline” and “most admired airline” in the world in Fortune’s Global Most Admired Companies survey. Spring 2004 q Volume 15 Issue 1 Business Strategy Review 33 Since Michael Porter’s influential suggestion that differentiation and cost leadership are mutually exclusive strategies and that an organisation must ultimately choose where its competitive advantage will lie, there has been fierce debate about whether a combined strategy can be achieved...
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...For the exclusive use of M. Park, 2016. CASE: HR-1A DATE: 1995 (REV’D. 04/05/06) SOUTHWEST AIRLINES (A) “The workforce is dedicated to the company. They’re Moonies basically. That’s the way they 1 operate.” —Edward J. Starkman, Airline Analyst, PaineWebber Ann Rhoades, vice president of people for Southwest Airlines, was packing her briefcase at the end of a 17-hour day. Tomorrow was an off-site meeting with the top nine executives of Southwest Airlines. The agenda for the meeting was to review Southwest’s competitive position in light of recent actions by United and Continental, both of whom had entered Southwest’s low fare market. That day’s New York Times (September 16, 1994) had an article that characterized the situation as a major showdown in airline industry: This is a battle royal that has implications for the industry, said Kevin C. Murphy, an airline stock analyst at Morgan Stanley. The battle will, after all, be as much a test of strategy as a contest between two airlines. United and other big carriers like USAir and Continental have decided that they can lower their costs by creating a so-called airline-within-an-airline that offers low fares, few flights, and frequent service. The new operations are unabashedly modeled after Southwest, the pioneer of this strategy and keeper of the healthiest balance sheet in the industry.2 The reasons for this competition were easy to understand. Over 45 percent of United’s revenues came from passengers...
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...Executive |Summary Motivation, Leadership and management and human resource management are important factors in the working of any organization. Each of them have certain theories or principles founded by various researchers and scholars. These theories have gained some criticisms over time. Under motivation there are two types of theories: content and process theories. Content theories include Maslow’s Hierarchy of Needs, Herzberg’s Motivation-Hygiene theory. Process theories include equity theory and expectancy theory. The organizational example is that of a robotics’ manufacturing firm. Leadership and management includes trait theory of leadership, leader behavior theories which focuses on the Michigan Studies and The Ohio state studies and contingency theories of leadership which includes Fiedler’s Contingency theory and the |Path – Goal theory of leadership. This is followed by the fourteen principles of management. The organizational example is that of Continental |Airlines. Lastly, there are three models mentioned under human resource management, the Harvard model, the Michigan model and the Fombrun, Tichy and Devanna model. The organizational example is that of a laundry company called Kwik & Kleen. Table of contents Introduction ………………………………………………………………..Page 1 1. Motivation ………………………………………………………....Page 1 • Maslow’s Hierachy of Needs ……………………………………...Page 1 • Herzberg’s Motivation-Hygiene...
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...------------------------------------------------- Page Contents Page No (1) What is E COMMERCE ?……………………………………………..……………………… 1 (2) What is Business-to-Consumer…………………………………………………………… 1 (3) What is Virgin Atlantic………………………………………………………………………… 1 (4) Company Background and History……………………………………………………… 2 (5) Company Strategy ……………………………………………………………………………… 3 (6) E–Commerce Strategies ….………………………………………………………………… 5 (7) Design of the web site ….…………………………………………………………………… 11 (8) Online Branding ……….……………………………………………………….………………. 14 (9) Appendix ………..………………………………………….……………………………………… 17 (10) Sources of information ………………………………………………………………………. 19 1.0 What is E COMMERCE ? As the number of Internet users has increased, so has the variety of websites. Websites nowadays include various types, such as those for trading physical products and those for online network games. E-commerce is the most pervasive and prominent type. It is the business process of selling and buying the products, goods and services by on-line communications. It can be highly beneficial in reducing business costs and in creating opportunities for new or improved customer services, customers feel convenience to order and are able to collect plenty of information to compare analogous products which...
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...Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 The Kuali Financial System: An Open-Source Project CASE STUDY III-5 NIBCO’s “Big Bang”: An SAP Implementation CASE STUDY...
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...The irrational side of change management 101 Organization Practice The irrational side of change management Most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act. Carolyn Aiken and Scott Keller In 1996, John Kotter published Leading Change. Considered by many to be the seminal work in the field of change management, Kotter’s research revealed that only 30 percent of change programs succeed. Since the book’s release, literally thousands of books and journal articles have been published on the topic, and courses dedicated to managing change are now part of many major MBA programs. Yet in 2008, a McKinsey survey of 3,199 executives around the world found, as Kotter did, that only one transformation in three succeeds. Other studies over the past ten years reveal remarkably similar results. It seems that, despite prolific output, the field of change management hasn’t led to more successful change programs. It also hasn’t helped that most academics and practitioners now agree on the building blocks for influencing employee attitudes and management behavior. McKinsey’s Emily Lawson and Colin Price provided a holistic perspective in “The psychology of change management,”1 which suggests that four basic conditions are necessary before employees will change their behavior: a) a compelling story, because employees must see the point...
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