Human Resource Planning and Virtual Human Resource Management
Just a few years ago, computer technology offered a revolutionary change in human resource management. Organizations experimented with computerized skills inventories, pay and benefits administration, and applicant tracking systems. Today, the revolution continues but is undergoing fundamental changes as computer technology and the Internet grow at unprecedented rates. Human resource management is moving away from a mainframe technology to the world of virtual reality, with the Internet at its core. Although many forces drive this change, one of the most important is the globalization of business. As organizations spread their operations and personnel worldwide, the need for a truly global, integrated human resource information system has reached critical levels. The most obvious answer-virtual human resource management on the World Wide Web.
Surveys indicate that in the past year alone, the percentage of U.S. companies using the Web for its HR system has almost doubled. As recently as 1997, approximately 27 percent of surveyed organizations reported such use. Now that number has reached 50 percent, and almost 75 percent of organizations indicate they plan to integrate their HR activities with the Web sometime during the next two years.
The most common uses of the Internet in human resource planning are in corporate communications, applicant and resume tracking, and benefits and retirement planning. In the area of recruiting, Human Inc. has created one of the most advance applicant identification and tracking systems in the world. Humana is an HMO with approximately 20,000 employees and 6 million subscribers. Their human resource recruiters can rapidly identify, contact, and track qualified applicant, Softshoe Select, provided by and linked to Hotjobs.com. This software automatically searches millions of individual Web pages looking for resumes that meet any need that Humana may have. While setup costs are relatively large (a one-time fee of $50,000 for licensing and configuration in addition to a $2,000 per month lease), organizations such as Humana find that the costs are well worth the efforts. Humana, for example, estimates that it previously spent an average of $128 in advertising to find a single qualified applicant’s resume. Today, they estimate that the cost is approximately $.06. For Humana, that translates into an annual savings of $8.3 million.
The Internet is also helping revolutionize a number of other human resource planning activities for many organizations, Citibank, for example, has a single global HRIS that maintains a detailed skills inventory, compensation database, and HR practices for 98 countries and 10,000 managerial personnel worldwide. Numerous other global employers have created employee self-service compensation and benefits systems that allow employees from around the globe to manage many of their own HR activities. For example, employees at Shell Oil Company manage their retirement plans, maintain and/or change health care coverage, and track other personally relevant information all through an automated self-service system.
Use of the Internet in these kinds of human resource planning activities is not, however, without danger. The ease of access to so much information always has the potential to create both legal and ethical abuse, both by employees and by external “hackers,” or unauthorized users of the systems. Organizations must take all necessary precautions to safeguard the privacy and integrity of these virtual human resource systems. The challenges are immense, but the organizational consequences can be invaluable.
Questions
How has the emergence of the Internet changed the way that organizations plan and mange their human resource needs?
What kinds of future human resource activities might we see developed over the next several years?
What are the legal and ethical issues surrounding the use of the Internet by Individual employees for human resource activities? Are you concerned about violations of your own privacy because of these kinds of Web applicants?
What specialized skills will the future HRIS professional need in order to effectively manage an organization’s virtual human resource function?
What kinds of future human resource activities might we see developed over the next several years
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The Walt Disney Company is heralded as the world’s largest entertainment company. It has earned this astounding reputation through tight control over the entire operation : control over the open – ended brainstorming that takes place 24 hours a day ; control over the engineers who construct the fabulous theme – park rides; control over the animators who create and design beloved characters and adventurous scenarios ; and control over the talent that brings the many concepts and characters to life. Although control pervades the company, it is not too strong a grip. Employees in each department are well aware of their objectives and the parameters established to meet those objectives. But in conjunction with the pre-determined responsibilities, managers at Disney encourage independent and innovative thinking.
People at the company have adopted the phrase “Dream as a Team” as a reminder that whimsical thoughts, adventurous ideas, and all – out dreaming are at the core of the company philosophy. The over all control over each department is tempered by this concept. Disney managers strive to empower their employees by leaving room for their creative juices to flow. In fact, managers at Disney do more than encourage innovation. They demand it. Projects assigned to the staff “ imaginers” seem impossible at first glance. At Disney, doing the seemingly impossible is part of what innovation means. Teams of imaginers gather together in a brainstorming session known as the “Blue Sky” phase. Under the “Blue Sky”, an uninhibited exchange of wild, ludicrous, outrageous ideas, both “ good” and “ bad”, continues until solutions are found and the impossible is done. By demanding so much of their employees, Disney managers effectively drive their employees to be creative.
Current Disney leader Michael Eisner has established the “Dream as a Team” concept. Eisner realized that managers at Disney needed to let their employees brainstorm and create with support. As Disney president Frank Weds says, “If a good idea is there, you know it, you feel it, you do it, no matter where it comes from.”
Questions :
What environmental factors influenced management style at Disney?
What kind(s) of organizational structure seem to be consistent with “Dream as a Team” ?
How and where might the informal organization be a real asset at Disney ?
What kind(s) of organizational structure seem to be consistent with “Dream as a Team”
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What kind of organizational culture did Mr. Watanabe want to establish at the factory in Valenciennes, France? Do you think he’ll try to manage the plant just like a Toyota factory in Tokyo? Why or Why not
What kind of organizational culture did Mr. Watanabe want to establish at the factory in Valenciennes, France? Do you think he’ll try to manage the plant just like a Toyota factory in Tokyo? Why or Why not.
Hiroaki Watanabe, the Japanese general manager of the first major Toyota plant in Valenciennes, France (and in continental Europe), has a lot at stake. He is in charge of a modern and efficient $570 million Toyota Motor factory designed to manufacture the Yaris, a subcompact car. The plant was designed to employ 2,000 workers. Currently, there are about 200 Japanese managers and 150 Japanese trainers on staff. The remaining employees are mostly French. Culturally speaking, there were many potential areas of conflict between the Japanese and French customs. For example, the plant holds calisthenics at 8:00 A.M. every morning to avoid starting off the day “cold” and being more prone to injuries. This is a common Japanese practice that is not frequently done in France. Also, the plant does not serve wine at lunch, a common practice in other French organizations. As is common in other Japanese firms, blue and gray windbreaker jackets are made available with the word “Toyota” on the back and the employee’s name on the front.
To help bridge these and other potential cultural gaps, the leadership of the venture needs to understand the potential cultural clashes that these issues can cause. How did Mr. Watanabe prepare himself for this high-profile assignment? Although fluent in English, he decided that he would learn French and as much about French culture as possible. After all, the vast majority of workers at the plant would be from northern France. To prepare himself, he traveled to France as a tourist and visited the Toyota plant in Canada. He conducted interviews in French, with assistance of an interpreter, in order to improve his language skills.
Are his efforts succeeding? Toyota had high hopes for this first major undertaking in continental Europe. Its goal was to increase its market share that was 3.7 percent in 2001, less than half its share in the United States in that year. In 2004, Toyota surpassed this goal by achieving a 5.3 percent market share in Europe, higher than both Mercedes and Audi. The French employees at the Toyota plant have a lot at stake when one considers that the Valenciennes area, a former coal and steel region, suffers from high unemployment with closing of many companies in heavy industry over the past 20 years. To underscore the importance of Toyota to this region, more than 30,000 people applied for the 2,000 jobs at the factory when it first opened its doors.
Questions
What potential conflicts could arise between the Japanese managers/trainers and the French employees? Explain.
What do you think of Mr. Watanabe’s approach to preparing himself for French culture? Do you think that his approach would be useful for American managers? Why or Why not?
What kind of organizational culture did Mr. Watanabe want to establish at the factory in Valenciennes, France? Do you think he’ll try to manage the plant just like a Toyota factory in Tokyo? Why or Why not?
What implications are there for the French employees of the plant if its good fortune takes a turn for the worse, and the factory consequently shuts its doors? Explain.
What kind of organizational culture did Mr. Watanabe want to establish at the factory in Valenciennes, France? Do you think he’ll try to manage the plant just like a Toyota factory in Tokyo? Why or Why not
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What kind of advance planning and strategic thinking should go into S&R’s corporate planning efforts so that the Indian consumer gets ‘value for money’
What kind of advance planning and strategic thinking should go into S&R’s corporate planning efforts so that the Indian consumer gets ‘value for money’
I knew we were right, Neil Simon thought himself as the steward brought him a glass of Cardhu single malt. The Whisky felt good after week when he was allowed to drink nothing but champagne by his hosts in India. Ah, but then they had reason to celebrate. Simon signaled to the steward that he’d like a refill – he planned to take his time over the second one – and thought about the week that had been.
Simon, the director-in-charge of international franchise operations at Smith & Robin, a $8-billion marquee garment retailer, had arrived in India exactly seven days back, with mixed feelings. He’d been at S&R Less the eight months-he had been hired when the company decided to abandon its twenty-year old strategy of expanding geographically through owned outlets as against franchised ones-but he knew the India trip was one of those things that could make or break his career.
This wasn’t his first visit to India. He’d visited it as a backpacker in his second year at collage, then as a middle-level executive of a cola company, and then again, soon after he joined S&R. It was during the last visit that he noticed the kind of brand equity the company enjoyed in India. S&R was a know name and there was huge demand for its offerings. The grey market did a thriving business in both real S&R products, smuggled into the country, and ersatz ones. So, he had gone back and made case for India.
“Let us go in now and seed the market and leverage our equity there “He’d told the board. Convincing the board hadn’t made his job any easier. Then, there were tales of poor infrastructure, horror stories about how foreign investors were treated, and wholly inappropriate real estate options. Worse, some members of the board weren’t fully convinced about the ‘franchise strategy’, S&R had moved to. “I see that we are shutting three of our profitable shops in London, “one of the board members Barbara Rutherford had shifted. Fortunately for Simon, the chairperson lucy Walters had to come to his rescue. “we decide that franchising was the best way to grow last year Barbara; this meeting isn’t about that.
Finally, a compromise had been reached. S&R would enter the country through one or two pilot outlets’. To Simon went the task of finding a suitable franchise. That had been easy. The Kathuria family that ran S&R Malaysia franchise had business interests in India, and it hadn’t taken Simon much to convince them to take on the India franchise.
The two Kathuria-owned franchise store had opened in upmarket malls, Delhi and Mumbai, the previous week and Simon had winged it down to be there at the opening. The Mumbai outlet 7,000 square feet large; the Delhi one, 3,000 square feet. And both sold a range of garments for men and women, lingeries, and toiletries-all imported , and all under the S&R brand name, in keeping with the company’s policy of only selling the best quality products sourced at the least possible cost at all its outlets.
The tariff regime in India made some prices look Ludicrous-a women’s shirt cost over Rs2, 500; men’s jeans, Rs3,200-and made S&R, which was perceived to be a high-end value-for-money brand into a premium one with aspirational trimmings. Indeed, the only other stores that stocked merchandise of compatable prices were boutiques devoted to designer wear.
S&R’S Long–term Prospects
Best-case Scenario Worst-case Scenario
· Indian customers continue treating S&R as
an aspirational brand.
· The company is able to sustain its premium pricing in India.
· S&R repeats the Delhi-and Mumbai-model in other metros.
· The scalability across centers makes S&R’s local franchise profitable.
· The novelty factors surrounding S&R’s launch wears off.
· Customers start asking questions about the super-premium positioning.
· Sales plateau in the Delhi and Mumbai stores.
· The franchise shows no interest in expanding a loss-making operation.
The India –strategy’s detractors at HQ had raised objections over the size of the Delhi outlet (“S&R isn’t associated with cramped buying spaces”) and the price-tags (“Indians aren’t dumb, you know). But Simon managed to steer clear of the flak. The fact that leading consulting firms estimated India’s organized retail business to zoom from Rs 5,500 crore in 2000, to Rs 35,000 crore in 2005, helped his cause.
Then, he had landed in India; the Kathurias had welcomed him like he was royality; he had been allowed to drink nothing but champagne (“Here’s to the stop reopening”; “ Here’s to our first sale”, “Here’s to our first individual sale over Rs 100,000”….); and things had gone like a dream.
The launches had coincided with India’s equivalent of the Christmas season-the festival of lights, they called it, Diwali. The two stores’ initial stock had been sold out in three days flat. And the fact that some of the products still carried their dollar prices-an oversight by the stores and a full 40 per cent lower than their prices in Indian rupees, thanks to the duties- hadn’t deterred shoppers. True, there appeared to be more demand for lingerie and cosmetics, but the other products had takers too.
Simon was surprised by the reaction. He knew that he would have to wait a few months to understand the real demand for S&R products in India. Only once the initial novelty had worn off, would the company have better idea of what Indian customers bought, and what they did not. He was also aware that while the mere fact S&R products were available in the country could have encouraged customers to overlook the 40 percent mark-up (thanks to import duties), they’d soon move to the ‘value’ buying behaviour Indians were famous for.
Simon had raised these issues at his last meeting with the Kathurias, but they were still celebrating the phenomenal success of their opening gambit and their only response had been to ply Simon with, what else, more champagne. Still, he had to admit, it had been a good beginning. Simon signaled the steward for another refill. What the heck.. he’d earned it.
QUESTION:
Has Smith & Robin (S&R) chosen the right entry strategy for the Indian market?
“S&R has taken a risk in entering a market that is large, but offers little flexibility in terms of price and business environment” Discuss.
What kind of advance planning and strategic thinking should go into S&R’s corporate planning efforts so that the Indian consumer gets ‘value for money’?
What kind of advance planning and strategic thinking should go into S&R’s corporate planning efforts so that the Indian consumer gets ‘value for money’
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Q 3 Read the following case and answer the questions given at the end.
Case Study:
ABL is one of the leading Producers of medical instrumentation. It manufactures equipment for use in Hospital. This large, high tech machines cost significant amount. Each machine is tailored to hospital requirements and installed in a specially prepared space. These units are manufactured in ABL’s plant in UK and shipped for installation to hospitals all around the world. ABL’s Supply chain manager has passion for integrated supply chain management.
He and his team always have multiple improvement projects underway. Their goals up are:
Bring the order to delivery cycle time down below three weeks. While improving quality and lower cost.
Involving product designer to change the design for easier manufacturing, installation and customization.
Reducing supplier base so that 20 key supplier provide about 90 percent of supplier volume.
Obtaining the same performance from the internal supplier that is expected of external.
Involving suppliers in evaluation, design and analysis process.
Using simple order transaction based on electronic media.
Enhance Customer Satisfaction.
Measures monitor and improve the same systematically.
Currently ABL is using a state of the art ERP software couple with SCM functions. It has also developed information system for their suppliers. ABL has also lined up with expressway, a leading logistic company by which the delivery times are monitored continuously. ABL believes in delivering a perfect order.
Questions:
What is ABL’s strategy for good supply chain Management?
Give any two goals set up by ABL and list their implications on ABL.
What is the software being use at ABL? Apply that software to theoretical used and explain.
What is the software being use at ABL? Apply that software to theoretical used and explain.
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Read the case carefully and answer the questions at the end of the case.
Good Shepherd Home The Good Shepherd Home is a long-term care facility with an 80-bed capacity located in San Mateo, California. Mr. Scott, the administrator is concerned bout rising food costs. He questions whether administration is efficient as it might be and realizes that food, a “raw material” for his food services, has increases in price significantly. Mr. Scott decides to investigate food services more closely.
Analyzing last month’s purchased items, Mr. Scott summarizes a random selection of items. Mr. Scott wonders what interpretation he should make about these typical items. He has looked at 100 stock items and is considering tighter controls (dozens, cases, pounds, etc.) have been ordered.
Typical Inventory Items
Number of Stock Items
Quantity Ordered (in units)
Total Cost (in $)
Average Inventory (in $)
3
50
3,500
1,200
12
150
2,500
900
20
200
1,500
600
40
400
2,000
200
25
200
500
200
Of particular interest is a problem with a perishable good. Since the home has residents in independent living units and eating at the home irregularly, bread demand is uneven. Bread is delivered daily and is used that day for table meal service only; the day-old bread is salvaged for dressing and similar dishes. Scott estimates the cost of bread to be $0.75% loaf and the cost of day-old bread to be $0.25%loaf, Scott says, “We should not be out of fresh bread at the table. Although man cannot live by bread alone, it is very important to our residents. I put a high cost on being out of bread — considerably more than the cost of a loaf, In fact, I think every time we run out of bread, it costs a dollar per loaf short in goodwill last from our residents.”
Knowing how Mr. Scott feels, the food services supervisor has a standing order for 30 loaves/day and twice that amount on Sunday. The demand for bread for the last two weeks is shown below:
Bread Demand (in loaves)
Day
Week 1
Week 2
Mon
20
19
Tue
15
27
Wed
21
20
Thu
30
32
Fri
31
27
Sat
19
16
Sun
42
39
In conversation with Mr. Scott, the supervisor says, “I recently heard about cost tradeoffs in food service inventory. I can’t really see what item cost, carrying cost.ordering cost, and stockout cost have to do with proper nutrition. I try to buy good quality foods and spend less than $5/day on food for each resident. That’s my objectives.”
Mr. Scott has heard, too, about cost tradeoffs, but he wonders what they mean and how they apply to a nursing home environment, To try to understand this better he talked to his bookkeeper. The supervisor says that she knows with certainty that demand for hamburger over a menu cycle is 200 pounds. Furthermore, the bookkeeper estimates it costs $12 to place an order and 20 percent of the hamburger cost to carry hamburger in inventory. Hamburger costs $1.55/pound. The dietitian says a menu cycle lasts two weeks and Good Shepherd currently orders hamburger every week. Mr. Scott is puzzled by all this.
Questions:
What is the problem associated in the case?
How do you solve the bread problem, which is a perishable good? Could you find out the optimum size (EOQ) of the bread that must be ordered?
We at Case Study offer all types of online academic assistance, be it homework help, coursework help, case study help, Assignment help, Project Reports, Thesis, Research paper writing help.
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Our experts understand that the time of the customers is very precious. The professors of universities and colleges are very rigorous about the submission deadlines of projects or assignments. Hence, the key objective of our case study help service is to deliver the assignments to the customers even before the promised submission deadlines.
We keep the quality measures for all papers which mean we will provide best essays. Our editing services are also excellent. Before submitting any essays, we will check whether the papers writer well or not. The high standards of academic writing will exceed your expectations. With our quality service, we have satisfied more number of people across the world and also work with different universities in Australia, UK, USA, Dubai, Oman, etc.
Q 3 Read the following case and answer the questions given at the end.
Case Study:
ABL is one of the leading Producers of medical instrumentation. It manufactures equipment for use in Hospital. This large, high tech machines cost significant amount. Each machine is tailored to hospital requirements and installed in a specially prepared space. These units are manufactured in ABL’s plant in UK and shipped for installation to hospitals all around the world. ABL’s Supply chain manager has passion for integrated supply chain management.
He and his team always have multiple improvement projects underway. Their goals up are:
Bring the order to delivery cycle time down below three weeks. While improving quality and lower cost.
Involving product designer to change the design for easier manufacturing, installation and customization.
Reducing supplier base so that 20 key supplier provide about 90 percent of supplier volume.
Obtaining the same performance from the internal supplier that is expected of external.
Involving suppliers in evaluation, design and analysis process.
Using simple order transaction based on electronic media.
Enhance Customer Satisfaction.
Measures monitor and improve the same systematically.
Currently ABL is using a state of the art ERP software couple with SCM functions. It has also developed information system for their suppliers. ABL has also lined up with expressway, a leading logistic company by which the delivery times are monitored continuously. ABL believes in delivering a perfect order.
Questions:
What is ABL’s strategy for good supply chain Management?
Give any two goals set up by ABL and list their implications on ABL.
What is the software being use at ABL? Apply that software to theoretical used and explain.
ISMS DMS CASE STUDY ANSWER SHEETS – What is perfect order in this case
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What is non – verbal communication? Why do you suppose that this commercial relies primarily on non-verbal communication between a young man and a gorgeous woman? What types of non – verbal communication are being used in this case
What is non – verbal communication? Why do you suppose that this commercial relies primarily on non-verbal communication between a young man and a gorgeous woman? What types of non – verbal communication are being used in this case
A young, gorgeous woman is standing in front of her apartment window dancing to the 1970s tune, “All Right Now” by the one – hit band free. Across the street a young man looks out of his apartment window and notices her. He moves closer to the window, taking interest. She cranks up the volume and continues dancing, looking out the window at the fellow, who smiles hopefully and waves meekly. He holds up a bottle of wine and waves it, apparently inviting her over for a drink. The lady waves back. He kisses the bottle and excitedly says, “Yesss.” Then, he gazes around his apartment and realizes that it is a mess. “No!” he exclaims in a worried tone of voice.
Frantically, he does his best to quickly clean up the place, stuffing papers under the sofa and putting old food back in the refrigerator, He slips on a black shirt, slicks back his hair, sniffs his armpit, and lets out an excited , “Yeahhh!” in eager anticipation of entertaining the young lady. He goes back to the window and sees the woman still dancing away. He points to his watch, as if to say “Come on. It is getting late.” As she just continues dancing, he looks confused. Then a look of sudden insight appears on his face, “Five,” he says to himself. He turns on his radio, and it too is playing “All Right Now.” The man goes to his window and starts dancing as he watches his lady friend continue stepping. “Five, yeah,” he says as he makes the “okay” sign with his thumb and forefinger. He waves again. Everyone in the apartment building is dancing by their window to “All Right Now.” A super appears on the screen: “Are you on the right wavelength?”
Questions:
What is non – verbal communication? Why do you suppose that this commercial relies primarily on non-verbal communication between a young man and a gorgeous woman? What types of non – verbal communication are being used in this case?
Would any of the non-verbal communications in this spot (ad) not work well in another culture?
What role does music play in this spot? Who is the target market?
What is non – verbal communication? Why do you suppose that this commercial relies primarily on non-verbal communication between a young man and a gorgeous woman? What types of non – verbal communication are being used in this case
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Star Airways offered passengers air services within the country and served a territory of 18, 000 sq. miles with an expanding population of over 70 lakh of people who are potential users of the airline services. The geographic diversity and scattered business and commercial cities have led to steady increase in the number of people who use air travel. The clientele includes business people, as well as individuals on non-business trips, holidays, and leisure trips etc. As a result, the passenger traffic had been increasing steadily since the firm started operations in 1983. In the last three years, however, the growth has not been consistent with the growth pattern showed by the company in the last fifteen years – as against a healthy growth of 13 per cent, the sales have marginally improved, registering a growth of 6 per cent.
The company’s early success was due to the pioneering concepts used by it in the airline industry, which was dominated by large private and government operators with little market orientation. The launch of the company’s services coincided with a boom in the aviation sector and reduced government dominance, which opened up the skies for private operators. Besides this, the company offered a host of innovations in the customer service functions such as smaller and newer planes, convenient schedules, free gifts, comfortable seats, exclusive terminals, express baggage-check, and airport-to hotel transit for its first and business class clients. In turn the fares charged by the company were premium in the category and almost 15 per cent higher than the industry average. The company president in the following words justified this move: ”We are selling entirely on the basis of providing quality experience to our clients. Our services, ambience, and commitment to safety and time-bound schedule, all surpass the standards of the industry.”
During the first ten years of operations the company faced no direct competition. The only problems faced by the marketing staff were (a) the price, (2) the need to convince clients that air service was more efficient than other alternatives, (c) identifying the customers, and more importantly (d) developing the image of a dependable service. The consumers, who till now were forced to put up indifferent service offered by large government operators, did not offer much resistance and were agreeable to try out new company. Once customers were convinced, retaining them was very easy. Hence the company enjoyed immense loyalty from its clients with almost 40 per cent of them being regular users. Sales were handled by the sales division as well as by some independent sales representatives.
In early 1990s the company faced direct competition for the first time with a new company coming up with smaller planes and all other advantages which were previously associated with Star Airways. The growing business had made the market very lucrative and hence in the next three years, four major competitors were also vying for the market share. The company slowly lost to these competitors and could manage to retain only 30 per cent of market share by the end of 1994. All the competitors were engaged in aggressive promotion and soon started a ‘price war’ in order to outdo one another. For the next six months, each of them offered big discounts and gifts (such as TV / audio systems) with the return ticket on different routes. The most profitable and commercia1ly viable routes were the major targets of these price related competitions. The consumer was the ultimate beneficiary and in short time, the companies started facing losses due to this price-cutting.
Star Airways had so far remained out of this ‘price-war’ and lost its market share on the competitive routes very rapidly. It was able to retain the clients on other routes, which were not a part of this intense competition. Unhappy an anxious about this state of affairs, the company vice president, marketing, developed a marketing plan with several components. The initial part of the plan consisted of a market research done on a cross-section of existing clients as well as the clients of competitors and the following observations were made :
Star Airways was considered a quality-oriented company but many felt that it was getting stodgy.
The satisfaction with crew and schedules had declined over the last 5 years amongst regular customers.
The clients felt that the airline was losing its edge over customer service because it was nonflexible.
The prices offered by competitors are less and they provide only a fraction of services offered by Star Airways. This was the main reason of clients switching over to competitors. As many as 70 per cent respondents considered the costs as the most important factor in deciding on the airline.
Some deciding factors and their relative importance to clients were found to be following this pattern.
Feature offered by airline
Importance of feature as the deciding factor
Rank of feature in decision making influence
Price
67%
1
Ambience and food
9%
3
Punctuality
14%
2
Services & convenience
7%
4
Free gifts etc.
3%
5
The second phase of the plan included a massive advertising and promotion plan. The VP marketing, Anil Saxena, felt that the company needed to advertise it’s dedication to quality and rebuild an image of being a customer-oriented airline. He began discussions with the advertising agency to launch a campaign in the near future.
After a month, the agency came out with the following recommendations:
The campaign is to be completed in four months time and the budget will be 351akh.
The company would reach 85% of target audience, once in a month by direct mail.
Four times a month a TV commercial will be aired on a business show time. The audience TRP is consistent and highest in this category of shows.
Star Airways would build the campaign theme around ‘quality and customer service initiatives’ .
The direct mail letter would be sent to a database of 85,000 clients in four months. The letter will contain information on the airline and again stress on the same theme of’ quality and customer service’.
QUESTIONS
What is likely to be the decision process in case of choosing an airline?
Would this plan suggested by the vice president help in convincing the customers to use Star Airways? Give your reasons.
What is likely to be the decision process in case of choosing an airline
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Q 3 Read the following case and answer the questions given at the end.
Case Study:
ABL is one of the leading Producers of medical instrumentation. It manufactures equipment for use in Hospital. This large, high tech machines cost significant amount. Each machine is tailored to hospital requirements and installed in a specially prepared space. These units are manufactured in ABL’s plant in UK and shipped for installation to hospitals all around the world. ABL’s Supply chain manager has passion for integrated supply chain management.
He and his team always have multiple improvement projects underway. Their goals up are:
Bring the order to delivery cycle time down below three weeks. While improving quality and lower cost.
Involving product designer to change the design for easier manufacturing, installation and customization.
Reducing supplier base so that 20 key supplier provide about 90 percent of supplier volume.
Obtaining the same performance from the internal supplier that is expected of external.
Involving suppliers in evaluation, design and analysis process.
Using simple order transaction based on electronic media.
Enhance Customer Satisfaction.
Measures monitor and improve the same systematically.
Currently ABL is using a state of the art ERP software couple with SCM functions. It has also developed information system for their suppliers. ABL has also lined up with expressway, a leading logistic company by which the delivery times are monitored continuously. ABL believes in delivering a perfect order.
Questions:
What is ABL’s strategy for good supply chain Management?
Give any two goals set up by ABL and list their implications on ABL.
What is the software being use at ABL? Apply that software to theoretical used and explain.
What is ABL’s strategy for good supply chain Management
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And for each service, each subject and each topic, we dedicate an expert writer who has knowledge in that specific field of study. Experience impeccable academic writing service like never before.
Our experts understand that the time of the customers is very precious. The professors of universities and colleges are very rigorous about the submission deadlines of projects or assignments. Hence, the key objective of our case study help service is to deliver the assignments to the customers even before the promised submission deadlines.
We keep the quality measures for all papers which mean we will provide best essays. Our editing services are also excellent. Before submitting any essays, we will check whether the papers writer well or not. The high standards of academic writing will exceed your expectations. With our quality service, we have satisfied more number of people across the world and also work with different universities in Australia, UK, USA, Dubai, Oman, etc.
