IACT406 eBusiness Plan - Opportunity Identification

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IACT406 eBusiness Plan - Opportunity Identification by

Nurhazman Abdul Aziz
Hoh Whay Loh
Justin Packham
Adrian Pua
Huda Andhyka Tanjung

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IACT406 eBusiness Plan - Opportunity Identification

  1. 1. Appendix A Diagrams
  2. 2. Upstream Internal Downstream 2 nd Tier 1 st Tiers Assembly/ Manufacturing/Packaging Distributor Retailers Customer 2 nd Tier 2 nd Tier Tours Airline WTA Partners Customers Accomm. Others Wollongong Tours & Travel Agency WTA Sales Office Figure 1. The supply chain
  3. 3. Figure 2. The pain chain * NB: Refer to tables 1.1 and 1.2
  4. 4. WTA should be able to improve its supply chain operations by 40% through the ability to perform related process electronically as a result of an electronic SCM system for a high return on investment Figure 3. Value propositions template
  5. 5. Appendix B Tables
  6. 6. Table 1.1. Key players sheet (part 1) <ul><li>Manual data entry </li></ul><ul><li>Increasing customer expectations </li></ul><ul><li>Unorganised information system </li></ul><ul><li>Data integrity </li></ul><ul><li>Slow communication </li></ul><ul><li>Rising costs </li></ul><ul><li>Chief Information Officer </li></ul><ul><ul><li>IT Support Team </li></ul></ul><ul><li>Difficulties conducting sales projections </li></ul><ul><li>Resources scarce, therefore limited selling ability </li></ul><ul><li>Communication based on manual operation, resulting in efficient process </li></ul><ul><li>Expectation of services and products increases as competition increases </li></ul><ul><li>Tedious process of getting suppliers </li></ul><ul><li>Slow in promoting attractive new packages to the market </li></ul><ul><li>Information scattered, difficult to compile </li></ul><ul><li>Poor communication with other departments and supplying company </li></ul><ul><li>Confusing to gather package available for market </li></ul><ul><li>Time pressure </li></ul><ul><li>Chief Operation Officer </li></ul><ul><ul><li>Tourism Officer </li></ul></ul><ul><ul><li>Liaison Officer </li></ul></ul><ul><ul><li>Marketing Officer </li></ul></ul><ul><ul><li>Customer Service Officer </li></ul></ul><ul><li>Current system involves very expensive process </li></ul><ul><li>Difficulties conducting financial projections and staffing requirements with no electronic reporting system </li></ul><ul><li>Expensive administration process </li></ul><ul><li>Accounting is time consuming </li></ul><ul><li>Finding and selling packages time consuming </li></ul><ul><li>Chief Financial Officer </li></ul><ul><ul><li>Financial Controller </li></ul></ul><ul><ul><li>Accountant </li></ul></ul><ul><li>Progress of report conducted by individual department officers; scattered </li></ul><ul><li>Inefficient system costing money </li></ul><ul><li>Contacts through traditional telephony </li></ul><ul><li>Lack of diversity in resources </li></ul><ul><li>Unorganised report review </li></ul><ul><li>Inefficient logistics system </li></ul><ul><li>Unable to reach wider market </li></ul>Staff / Management Chief Executive Officer Reasons Pain Group Key Player (Title)
  7. 7. Table 1.2. Key players sheet (part 2) <ul><li>A need in a pool of network </li></ul><ul><li>Poor communication </li></ul><ul><li>Unavailability and lack of services </li></ul>Partnerships & Affiliated Companies Corporate Schools (Educational) Groups Couples/Honeymooners <ul><li>Packages always full, due to lack of space </li></ul><ul><li>A demand in immediate travel </li></ul><ul><li>Unattractive product offers </li></ul><ul><li>Unable to meet market demand </li></ul><ul><li>Unavailability and lack of services </li></ul>Customers Families Others Agencies Restaurants Cruise & Tour Operations Accommodation Car Rental <ul><li>Need to sell their products/offers to tour company </li></ul><ul><li>Expensive and limited through traditional business processes </li></ul><ul><li>Need for wide reach for acquiring and promotion </li></ul><ul><li>Resources scattered </li></ul><ul><li>Poor communication </li></ul><ul><li>Expensive Administration Cost </li></ul>Suppliers Airline Reasons Pain Group Key Player (Title)
  8. 8. Table 2. Project objectives <ul><li>Proposing the opportunity characteristics-based eBusiness solution for the organisation to solve identified problems and to improve business capability </li></ul>To propose applicable and appropriate eBusiness solutions for the organisation to achieve the business vision <ul><li>Identifying the eBusiness opportunity characteristics based on the weaknesses of the business operation </li></ul>To identify eBusiness opportunities the organization can evolve and benefit from <ul><li>Conducting research and analysis to gain essential information useful to fully understand organisation </li></ul><ul><li>Identifying weaknesses and common problems that affect the supply chain in the tourism industry </li></ul>To develop and design a clear understanding of current business situation and business operation process in terms of proposing eBusiness solution Description Objective
  9. 9. Table 3.1. Vision to solution (part 1) <ul><li>Re-engineer the business procedures of supply chains by aligning the communication medium, data entry, and business processes from manual methods to automated system </li></ul><ul><li>Reach international business partners around the globe online </li></ul><ul><li>Streamline business communications between internal business entities and outside parties (partners, customers) through electronic applications </li></ul><ul><li>Enhanced efficiency and effectiveness of the business operations </li></ul><ul><li>Superb availability and broad variations of travel packages to all ranges of customers </li></ul><ul><li>Seamless integration of inter-departmental communications </li></ul><ul><li>Automated auditing and reporting system that displays staffing requirements, sales projections, and financial summary in real-time </li></ul><ul><li>Integrated and organized resources located in a back-end system </li></ul>Alignment Business Case Visions
  10. 10. Table 3.2. Vision to solution (part 2) <ul><li>Construct an Enterprise Resource Planning (ERP) system based on the findings of performed analysis of business operations. This system will both increase operational efficiency and control the required resources automatically. </li></ul><ul><li>Install corporate intranet that incorporates actions and services accessible to all key players. It is also possible for one person to contact others in this network either by posting forum messages, chatting, or video-conferencing. </li></ul><ul><li>Deploy a Supply Chain Management (SCM) solution to better inform financial situation (sales projections, staffing requirements, total revenues, etc.) to a list of key players involved. </li></ul><ul><li>Build a Customer Relationship Management (CRM) that interfaces with the customers directly. This system could be specifically managed to deliver various services, including but not limited to sending periodical newsletters and giving travel offers. </li></ul><ul><li>Conduct research study and analysis on the day-to-day operational activities to optimize and enhance the current flow of business operations </li></ul><ul><li>Widen the range of travel packages and destinations not only by getting more contracts with foreign partners but also opening new ventures to less traveled roads </li></ul><ul><li>Develop an internal network that connects all departmental premises together </li></ul><ul><li>Provide services on the web which partners can use to transfer their customer orders </li></ul><ul><li>Map the existing structure of scattered resources and plan the new framework for better resource allocation as well as how to gather resources effectively both internally and externally </li></ul><ul><li>Chief Executive Officer </li></ul><ul><li>Chief Operation Officer, Tourism Officer, and Customer Service Officer </li></ul><ul><li>Chief Financial Office and Financial Controller </li></ul><ul><li>Chief Information Officer </li></ul>Implementations Solutions Roles Affected
  11. 11. Table 4. Targeting methodology links The organization internal tracking and reporting is still limited and merely executed in batches every end of the day ERP The resources required for its employees to work well are scarce thereby limiting the services it can offer to its customers ERP High degree of interaction among departments exists merely on manual operations using phones, faxes, and e-mails ERP The organization does not know how good it performs in comparison to its competitors SCM The range of travel ventures and packages is quite limited and unattractive SCM Communications with the suppliers are still done manually, leading to expensive administrative costs SCM The calculation of number of seats, its costs, availability and the generation of invoicing are still done separately OPS The security of information traversal over the Internet between supplier and organization may be exposed OPS Customers call the organization in order to get their travel status CRM Customers are seldom informed of the travel promotions CRM The range of travel packages for customers is limited CRM Opportunity Characteristics General Category
  12. 12. Table 5. Opportunity ID worksheet Information Officer ERP Integrate key systems into streamlined system Staff / Suppliers / Customers SCM Allow customers to search through database for suppliers and vice-versa Manager CRM Promote sales of simple and common holiday bookings to be made online Manager SCM Employ tools for comparative analysis from all suppliers to allow greatest service to customer and ease of delivery through staff Workers CRM Allow online itineraries for clients to view and share with others Workers CRM Contact customers after holiday for feedback and assurance of quality of service Manager SCM Form partnerships with local tourism destinations to be official booking agent Financial Officer CRM Build a partnership with credit card rewards company for further incentive for customers Marketing CRM Provide monthly or seasonal newsletters to inform clients of special holiday deals Manager OPS Integrate costing & invoicing between suppliers Key Player Type Opportunity Description
  13. 13. Table 6. Nine block model It is understood that by lowering costs, and bringing the core business operations closer to suppliers and customers, the problems faced when dealing with multiple suppliers can be solved, while at the same time improving the bottom line of the company. Operating in a dynamic industry, being up to date with prices worldwide, having integration with supplier costing and providing an attractive product to the customer are critical success factors that you are currently failing to meet. To confirm the problem, it seems that the company is not connected ideally with the industry as a whole and has to double check manually all procedures. Confirm By integrating suppliers electronically, staff will be able to work more efficiently and managers will have a dynamic MIS to better administer the company. If this lack of integration is causing loss of time, how is this affecting the overall financial success of WTA? When are these problems experience, at what exact point in the timeline of a booking. Control There are a number of possible solutions for this, lets share ideas and find an appropriate result. What problems is this causing and is it just internal or experienced by the customer too? What is causing the operational problems when dealing with multiple suppliers? Open Visualize Capabilities Explore Impact Diagnose Reason
  14. 14. Pain: Inefficient work processes in company Situation: Wollongong Tours & Travel Agency Our Capability: Better travel planning, marketing, sales and transactions. Table 7.1. Situational fluency prompter (part 1) Improve employee’s work efficiency, potential cost savings in marketing, sales and transaction aspects and also gain a competitive advantage in the global market. <ul><li>Decrease in profitability </li></ul><ul><li>Decrease in customer satisfaction. </li></ul><ul><li>Inefficiencies in marketing and sales and also business transactions. </li></ul>To provide more resources that are useful to travel planning (example: Tourist product information, car navigation systems, logistics systems, booking systems, and bus and train schedules) <ul><li>Inefficient travel planning. </li></ul><ul><li>Decrease in customer satisfaction. </li></ul><ul><li>Travel planning task for tourist is a problem for the company when dealing with more new and remote destinations. </li></ul>Capabilities Impact Reasons
  15. 15. Table 7.2. Situational fluency prompter (part 2) Pain: Stiff competition from Internet Situation: Wollongong Tours & Travel Agency Our Capability: Regain competitive advantage and market share in the market. Recapture the market share by improving WTA’s products and services offerings through SCM. <ul><li>Decrease in profitability. </li></ul><ul><li>Loosing market share. </li></ul><ul><li>Going out of business. </li></ul><ul><li>Product suppliers bypass travel agents and make offerings on the internet. </li></ul>Capabilities Impact Reasons
  16. 16. Table 7.3. Situational fluency prompter (part 3) Pain: Lack of suppliers Situation: Wollongong Tours & Travel Agency Our Capability: Provide more information on suppliers and delivery of products and services. Ensures that delivery of products is on time. <ul><li>Decrease in customer satisfaction. </li></ul><ul><li>Decrease in profitability. </li></ul><ul><li>Delivery of products and services to customers is not assured. </li></ul>Ensures that there are always alternative suppliers to choose from and also creates opportunities for reducing cost and provide better products and services to customers. <ul><li>Decrease in successful business transactions. </li></ul><ul><li>Decrease in profitability. </li></ul><ul><li>Decrease in customer satisfaction. </li></ul><ul><li>When one supplier is facing problems, it will affect the supply chain. </li></ul>Capabilities Impact Reasons
  17. 17. Table 8. What makes us special worksheet Viewing, processing, and delivery of real-time information Instant access Reduction/elimination of repetitive manual processes Integration Increase in potential for supplier base and customer base Transparency Easier interactions between supplier, the company, and customers Transparency throughout supply chain Will allow Differentiator
  18. 18. Key business processes electronically interconnected for improved and efficient operations Key business processes such as CRM and SCM often operating independently Integrated business processes Electronic ERP (SAP) Inefficient work processes WTA Chief Executive Officer Solution Differentiator General IT Capabilities Relative Business Capabilities Pain Key Player Table 9.1. Vendor differentiation flow diagram (part 1)
  19. 19. Online booking and payment via electronic database providing real-time access to information Current client and booking information manually entered Instant access Online access of information via database Stiff competition from Internet WTA Chief Information Officer Solution Differentiator General IT Capabilities Relative Business Capabilities Pain Key Player Table 9.2. Vendor differentiation flow diagram (part 2)
  20. 20. Electronically manage and make contact with database of suppliers and vice-versa Database of contacts (suppliers in particular) kept and contacted manually Better transparency; wider but closer supply chain Electronic SCM (SD – sales and distribution) Lack of suppliers WTA Chief Operating Officer Solution Differentiator General IT Capabilities Relative Business Capabilities Pain Key Player Table 9.3. Vendor differentiation flow diagram (part 3)

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