Improvement in CSAT, ROI, Sales and revenue by strategic operation management tool application in service of movie shows to audience.

1. Business plan for implementation in E-Square
Entertainment and Movie Theater, Pashan, Pune
Vision: Commitment to Customer
Showcasingof the highestexhibitionstandardsatitsmultiplexes
Mission
o To give customersa bestinclass entertainmentexperience.
o Our Customerswill relaxincomfort andwatchhigh-qualitypresentationsof popular
latestmovies,all withinashortwalkor drive fromhome.
o We will alsoprovide ourcustomerswithsatisfyingandreasonablypricedsnackfoods
and beverages.
Objectives
 Healthysalesinthe firstyear,more thandoublingbyyearthree.
 Excellentrevenuesfromconcessions.
 Modestby stable profitmarginbyyeartwo.
 There are some repairsandupgradesneeded,especiallyinthe balconyandsnackbar areas.The founderswillbe
responsible forthose repairsandthose estimatesare includedinthe start-upexpenses.
 There are some repairsandupgradesneeded,especiallyinthe balconyandsnackbar areas.The founderswillbe
responsible forthose repairsandthose estimatesare includedinthe start-upexpenses.
Keys to Success
 Properfilmselection
 The theater'senvironment.
 Revenuesfromamix of both
a) Traditional movie fare and
b) Otherqualitysnacksandbeverages.
 Careful managementof internal financestocontrol costs.
 Great customerservice.
Market Analysis Summary
The E-Square Theatre islocated inKhadki,home toyoung cinemaaudience of Pune University,FCCollege,SIMSCollege,
etc. convertingitin the shoppingandentertainmentcenterof town.Thisprovideseasyaccessforeveryresidentof Pune
and a viable entertainmentoptionanynightof the week.The local businesscommunityhasshowngreatsupportfora
theatre since itwouldkeepresidents, andtheirspendingdollars,in
the communityinsteadof one of the surroundingcommunities.A
typical familycanexpecttosave approximately Rs500minimumfor
a nightout at the moviesbycomingto a local theatre.Thissavings,
alongwithqualitymovie selection,shouldkeeppeople coming
back regularly.

2. 4.1 Market Segmentation
 Families - this segment focuses on adults and parents with younger children who need to see the latest
movies on release and seek an inexpensive, quality, family-oriented entertainment experience.
 Young adults - this segment is comprised of the 16-24 year old age group. This group is interested in
seeing comedy and action/adventure type movies that are not directed at the younger and family
markets.
4.2.1 Competition and Buying Patterns
 Competitionformovietheatrescomesinanumberof differentforms suchasthe indirectcompetitionasany
entertainmentalternativeinthe local area.Competitioncomesfrom
a) the local FC road market,
b) Rahul MM CinemaTheaterand
c) Various family&youth restaurants onFC roads.
 Restaurantsalsopresentapotential complimentaryofferingthatwe mightexploitlaterthroughstrategic
alliances.
 As mentionbefore,the directcompetitoristhe movie theaterlocated15km fromE- Square i.e Golden PVRin
Phoenix Mall.The inconveniencethispresentsfor E-Square localspresentsatremendousopportunityforour
theater.
 Witha large numberof college intown,there isanample studentmarket,consumers whooftenhave limited
transportationoptions
Strategy and Implementation Summary
The strategyis simple:

3. To provide fair-priced, quality entertainment close to home for the two markets.
A Strategy Diamond isa crispway to analyze,visualize,summarize,andshare yourstrategyforyour productor
your business.DonaldHambrickandJamesFredricksoncreatedthe StrategyDiamondasaway to show whatthe actual
bitsand piecesof a strategyare and howtheyfittogether.
Questiontobe askedfrompeople acrossthe verticals
shouldbe
Personal Arenas and Differentiators
 What type of work do I want to do?
 What leisure activities do I like?
 Where do I want to live?
 What capabilities (differentiators) do I need to participate
in these arenas?
 What organizations value these capabilities
(differentiators)?
 What capabilities (differentiators) do I want to have and
excel in?
Personal Vehicles
 What do I need to accomplish on my own?
 What do I want to accomplish on my own?
 What do I need to accomplish with the help of others?

4.  Who are they?
Personal Staging and Pacing
 What sequence of events does my strategy require?
 What are the financial requirements and consequences of each event?
 What is my deadline for the first event?
 Is the deadline flexible? Can I manage the pacing of the achievement of each event?
 How will timing affect achievement of my personal growth and development strategy?
 Do some events provide an opportunity to reconsider or adjust my strategy?
Personal Economic Logic
 How does achievement of my strategy help me pay the bills?
 What dimensions of my strategy, like arenas or differentiators, is the economic logic of my strategy most dependent on?
 How sustainable is the economic logic of my strategy?
Thismannerof implementationmodel will helpE-square organizationtoanalyze,andshare strategyatgrassroot level
Services we offered
 Comfortable seatingforitscustomerstoview highquality,secondrunmovies.
 Decisionon movie selectionbybeingable tosee how movieshave faredintheirinitialrun,especiallythose that
have shownsuccessinthe theatre'stwotarget markets:familiesandyoungadults.
 Withfour theatresinwhichtoshowmovies,bothmarketscanbe targetedat the same time withminimal
cannibalization.
 A varietyof quality,reasonablypricedsnackitemsandbeverageswill keepcustomerssatisfiedduringtheir
movie experience.
 The foundersunderstandthatthe entire experiencecanbe jeopardizedbypoor customerservice,hygiene and
poor qualitythus will seektohire onlythe mostcustomerservice orientedpersonnel asanemployee.
5.1 Competitive Edge From on-demand streaming services to movie piracy, movie theaters have plenty of
competition in today’s entertainment marketplace. Cinemas have certainly struggled to fill their seats with
casual moviegoers but recent innovations and new trends could turn things around for the average movie
theater.
Our Distinctcompetitive edge:
Onlymovie theatre inandnearby of Khadki withmultiple screens.Competitionwill come mainly
fromseveral multiplextheatreslocatedin Pune,the closestbeing15Km fromKhadki.
 To ensure thatE-Square residentsare pleasedwiththe productsoffered,the theatrewillrelyonthe expertiseof
top management,whohassevenyearsof successfultheatre managementexperience. Thisisinpartdue to her
skillsinmovie selectionandheremphasisoncustomerservice we see continuousgrowthrate of 4% annually.
 Once the theatre is upand running,Topmanagementfocusand time will be devotedtomovie selection,staff
hiringandsupervision,theatre marketing,andorderingforthe snackbar.
 Top managementhasalsodevelopedstrongrelationshipswithseveral movie bookingagents servingPune area
online andoffline andhasalreadynegotiatedanagreement.The agreementhas the bookingagentscollecting
25% of the firstyear's admissionrevenues.Eachyearafterthat the percentage will be reducedby1.5%through
year5 whenitstabilizesat15%.
 E-Square managerhas strongconstructionskillsand isconsideredacraftsmanby peers.Initiallyhistalentswill
be usedto restore the theatre fromitscurrent state of slightdisrepairintothe town'smainattractionfor

5. eveningentertainment.Once the restorationiscomplete, Managerwill transitionintoapart-time role,
maintainingthe facilityandequipment,workingthe counterandticketbooth,andeventually,ordering
concessionitems.
5.2 Marketing Strategy
Khadki is a small market that word gets around quickly. We anticipate that a buzz will be created once the
renovations begin. Excitement will build as the grand opening approaches. To encourage that excitement, we
will have a countdown to opening on the building's marquee. Concurrently, advertisements in both the local
newspaper and the college's daily will promote the opening with coupons for free items from the snack bar.
Since a large share of profits will come from concessions, we want to let people know about our tasty snacks.
Finally, we will use our website to keep our customers, especially the more web savvy college students,
updated on the movie selection, which will change every two weeks.
5.3 Sales Strategy
The E-Square Theatre will appeal totwosegmentsof the market:
 Adults and parents with children who seek local, fair-priced evening entertainment aimed at the
whole family.
 Young adults who are interested in seeing recent releases but are constrained by an inability or
unwillingness to travel.
The main sales strategy is to provide recent successful movie releases that appeal to both audiences. With two
theatres, we will be able to target both segments simultaneously.
Second Run releases Shows
 The filmsshownwill be secondrunreleasesof the mostpopularmoviesintwotargetmarkets:familiesand
youngadults.
 Before itsgrandre-opening,the ownerswillrestore the buildingtoitsformergloryasone of the town'smain
destinationsforeveningentertainment.
 Top managementhave the skills,expertiseandcapital tomake thistheatre succeed.
 Founders hassuccessfullymanagedalarge movie house for sevenyears,developingskillsintheatre
managementandmovie selectionwhile establishingimportantrelationshipswithkeypeople inthe industry.
 Managers hasthe skillsandabilitytorestore andupgrade the buildingsothatit will be comfortableand
welcoming.
 Witha substantial initial investmentbythe owners,we see modestprofits byyeartwo.
5.3.1 Sales Forecast
Sales will increase among both target segments as word spreads around town and to the surrounding
communities. The increase in concession sales reflects the increased attendance. Concession sales are based
on an average of Rs 150 spent per ticket purchase.

6. Business model and Revenue Share
Most theatres share ticket revenue with the distributors of the films. The deal on every filmwill be different,
but you can do a napkin calculation of at least 50% of each ticket going to the distributor. (Early in a film’s run
the majority goes to the distributor and then shifts the longer a run goes until it’s in the theatres favor).
Sometimes (especially for cinemas without track records of attendance) you may have to guarantee a flat rate,
or minimum payment - it just depends on the title and the market in your area.
So typical costs are
a) The building (rent/purchase, heating, property tax, water, garbage)
b) The staff
c) Projectors / Media Server / Sound System / Screen / Chairs
d) Raw concession goods
e) Business costs (bookkeeping, POS systems, payment costs, banking costs, signage / advertising... )
And typical revenue is
f) ~50% (or less) ticket revenue
g) Concession profits
h) Advertising revenue on the screen before screenings
i) Rental profit on renting out venue for special events
5.4 Milestones
Milestone Start Date End Date Budget Manager Department
Repairs and painting of interior 1/18/2018 2/15/2018 6,60,000 ABC Marketing
Reupholstering theatre furniture 2/25/2018 3/15/2018 3,00,000 ABC Marketing
Website design 3/20/2018 3/25/2018 0 XYZ Marketing
Marketing materials design 3/20/2018 3/25/2018 0 XYZ Web
Repairs and painting of exterior 3/20/2018 3/25/2018 3,60,000 ABC Web
Set up projection equipment 3/28/2018 04-02-2018 9,00,000 ABC Department
Film selection and scheduling 3/28/2018 04-02-2018 15,000 XYZ Department
Concession equipment ordering 04-05-2018 04-10-2018 24,00,00 XYZ Department
Staff hiring and scheduling 04-05-2018 4/15/2018 12,000 XYZ Department
Initial marketing 04-05-2018 4/20/2018 30000 XYZ Department
Grand opening 4/20/2018 4/20/2018 60,000 Both Department
Totals (Rs) 2337000

7. Manager will begin the theatre's restoration in mid-January. Owner will still be working with the theatre in
Madison but will be able to contribute as-needed. Manager's work will start inside, repairing and upgrading
the facility as necessary. The main theatre's balcony needs reinforcement. Repairs and upgrades to the
concession area are also necessary. Painting will put the finishing touches on the interior of the structure.
Finally, the interior should be fully restored by mid-March, once the upholstery repairs are finished.
By that time Ownerwill have more time tobeginworkonthe website,marketingmaterialsandfilmselection.
The weathershouldbe turningbetterwhichwillallow Managertomove outdoorstoworkon the front of the building.
Minor repairsare neededonthe marquee.A freshcoatof paintwill prepare the buildingforcustomers. Ownerwill also
orderany equipmentforthe concessionarea(some equipmentisalreadyinplace andisuseable),beginthe hiring
processand start the marketing.Finally, Managerwill install the projectionequipmentandprepare forthe grand
opening.
Web Plan Summary
The website will be verysimple. Itsmain
purpose isto communicate to
our customers whatmoviesare
showingatwhat timeswithlinks
to each movie's
website and reviews.
The design
will
feature
an
image of
the theatre
alongwitha listof
currentmoviesand
those that are comingsoon
and will be small enoughto
quicklyloadonmosthome
computers.Since the movieswill
change everyotherweek,maintenance shouldbe fairly
straight-forward.Arrangementshave beenmade withboth
the local and college newspapersforlinkstoourwebsite from
theirs.
6.1 Website MarketingStrategy
The website addresswill be printedonticketsanditwill be
prominentlyplacedonadvertisementsthatwe will runinthe
local newspaper. We will putPamphletinmagazinesand
marketactivationwhere ourtargetaudience have most
attentiontime.
6.2 DevelopmentRequirements
Developmentrequirementsare minimal,since the site will
onlybe a fewpages.The site will be builtbyalocal website
developmentfirm.Once ithasbeencreated,the founderswill
be responsibleforupdatingitwiththe latestmovie listing
each week.Itisexpectedthatthiswill take nolongerthan1 -2
hourseach week.
What movie-Current
and Upcoming (Genre,
IMDb Ratings, Review,
Critics)
Show timings
and seat
availability
Link to movie's
websiteand
reviews

8. Summary of B-Plan Management
 Owner'sexperience intheatre operationsandmanagementwill be invaluable,she will manage the keytasks
that representthe theatre once it'supand running:filmselection,marketing,andpersonnel.
 Ownerwill alsoinitiallytake care of the selectionandorderingof all the theatre'ssupplies,includingthe
concessions.
 Manager will eventuallytake overthisrole,once Owner hasestablishedthe relationshipsandthingshave
settleddownsomewhat.
 Manager's mainresponsibilitywill be tomanage andexecute the theatre'srestoration.Once thattaskis
complete andthe theatre isopenforbusiness, Managerwill manage the maintenanceof the buildingandwork
part-time incustomerservice (sellingconcessions) andordering.
Top 10 Recommendations:
1) The most importantaspectsof the movie goingexperience,at
leastthe aspectsthat induce customerstochoose the theatre
theygo to,are convenience andcomfort. Presentationis
importantbutconvenience andcomfortare more important
influencerswhenchoosingatheatre.
Today's mostpopularimprovementthatincreasesconvenience
isreservedseating. If acustomerknowstheywill nothave to
race to geta goodseat, i.e. wortha lot.
2) To improve comfort,manytheatresare now installinglarge
recliningseats. These improve seatingcomfortandalsoimprove the line of sight. These seatsare tworows
apart so it isnearlyimpossibletohave someone'sheadblockingyourview.
3) There are manyothertechnologiesbeingofferedtoday,includingvibrating(4D) seatsandfoodand drink
concessions,butIpersonallythinkthatconvenience andcomfortare still the mostimportant.
4) For improvementsinpresentation,the firstthingstodoare to get the brightnessof the image upto SMPTE
standards,andthencheck the audiosystemtomake sure it is workingcorrectly.
5) Install alarger screenandimprove the audiosystem.
6) Move the screencloserto the audience andfill the space fromwall towall andfloorto ceiling.ThisiswhatImax
doesto converta multiplexauditorium.
7) Then getbetterspeakers - especiallyasubwooferinthe rearof the auditoriumandribbondriversforyourfull
range speakers. If the image isbrightand focusedproperly,Ibelieve thatimprovementstoaudioare yourbest
betto make a noticeable improvementforthe customer'sexperience.
8) Bringingbackthe club!e-bill,showingasecondfilmforone ticketprice.Now notafirstrun filmbuta
complementaryfilm.Itwouldkeepanaudience inthe theaterlongerandthatshouldincrease foodordrink
sales.Itis somethingtodomid-weektoincrease numbers.
9) PlayingShortfilmswithafirstrunfeature onweekends.We rarelygettosee themotherwise,andI'dlike tosee
an audience forthembesidesjusthearingtheirname atWard show time.

9. 10) Andlast,stadiumseatinghasbeenmarvelous,don'thave toworryaboutheadsblockingthe screen soforolder
theatersletthe seatsgetspreadout.Seatingiswhata lotof people have complainedaboutsomake themmore
comfortable.
I observed thatTuesdaythroughThursday wasthe lowestattendance periodforthe Showcase Cinema inE-
square. Simple measurescouldbe employedtogetthe publicintothe seatsandthus generate revenue (Usingone or
more of the optionsbelow):
i. FamilyPricing(1Adultpricedand1 childhalf price) onG ratedmovies
ii. One free fill upondrinkand popcorn (Up to fourmaximum)
iii. SeniorsNight(Half pricedticket)for55+**
iv. Popcornand Sodacosts penniestoproduce. The refill optioncostsmayactuallybe lessthanthe overall wasted
productthat discardedduringthese
periods.
v. Offeringahalf pricedticket asopposedtothe standard Matinee Price makesthe prospectof bringingachildto
the cinemamore appealingforparents.
vi. Seniornightcouldactuallybe workedintoathemedevent. Offeraccesstoclassicmoviesthatappeal tothisage
groupas well asthe discountedticket. Some seniorslive onalimitedincomeandanychance to have a nightout
and save themsome of theirmonthly budgetisawinfall forthem.
vii. Proposedacartoon or othershort reel before the mainfeature andthenasecondmovie was cuedandrun for
no extracharge.
viii. Customerslove special attentionwhenwe offerreserveseatingsothey don'thave to arrive earlytoget good
seats.
ix. Also,be stricteronrude movie goers,if they're beingdisruptive, noneedtobearirritationtoall customers.
x. Our theaterneedstoupgrade theirprojectorsandsurroundsoundsystem.
xi. Downthe line fromthe earnedprofitmodel Iwouldlike E-squareMovie theaterstoupgrade theirsurround
soundsystemtothe newsurroundsoundcalledDolbyAtmos: Dolby inthe Cinemaandbuyhighend4K digital
projectors.

10. Mistakes to be avoided (Precautions)
1. No CuttingCorners
If you're payingatleast Rs300 tosee a movie,youdeserve agoodpicture andconsistentsound.Thatdoesn’talways
happen.Tosave money,some theaterslike toreduce the brightnessof theirprojectionlamps.Thatendsupreducing
the contrast and clarityof the image yousee projected.Soundlevelscanbe tooloudor too softor insome cases.
Bad exhibitionof yourproductisan insulttopayingpatrons.Everytheatershouldprovide agreatviewingexperience,
not justthe fancyscreens.
2. No ExoticFoods
For manymoviegoers,the experience isnotcomplete withoutabagof butterypopcorninone hand andan ice -cold
drinkinthe other.Althoughmanypeople complainaboutthe prices, butreason whytheaterscharge somuch… the
average theaterhasa surprisinglylowprofitmargin.Concessionsare one areawhere theaterscanmake money.
What I don’tunderstandare the some of the strange choicesoffered.Whothinkseatingice creaminthe dark isa good
idea?Andthe personwhodecidednachosare the perfectmovie foodshouldbe flayedalive.The smell andmessgives
thema special offense. Chipsshouldbe banned.Noone wantstohearanyone crunchor crew inany way. Candy and
popcornshouldbe servedinboxes.Nobags,nowrappers,nothingthatcrinkles.Anythingremotelycrinklyshouldbe
barredfrom theaters.
3. No Commercials
Enoughwiththe commercials.Unlike television,the moviegoercannotchange the channel,ormute the volume,andis
forcedto watch these ads.Whenthe moviegoerpurchasesadmissiontothe film, theyare purchasingthe experience of
the filmandthe filmonly.Commercialsare notpartof the purchasedentertainment.Trailersforupcomingfilmsare fine
as longas theydon't go on
foreveranddon'tseem
randomlyselectedwiththe
movie you're there tosee.
4. No Talking
Althoughthisshouldbe
obviousafter100 yearsof
movie goingsome people
still don’tgetit. It shouldbe
strictlyconveyedto
audience fortheirown
benefitsthat,“You’re ina
movie theater…youhave
come to watch, notdiscuss.
No one paidto hearyour
director’scommentaryon
the movie.Goaheadand
talkthroughthe pre-show
programming,the
commercialsandall the way
up to the start of the first
trailer.Andonce those
openingcreditsroll,justsit
downand silent.
It’snot the audience’sresponsibilitytoenforce this.The exhibitorhasthe dutyof ensuringthatsilence prevailsduringa
movie,so thatother payingmoviegoersare notdisturbedduringthe viewingof the entertainmentthey'vepurchased.
5. No Late Arrivals
Let’smake goingto the moviesaspecial eventagain.Thatmeansarrivingontime,preferablybeforethe trailersbegin.If
youarrive afterthe trailersbegin,gosee somethingelse.Showinguplate andaskingothersto move whenthey’vebeen
seatedfornearlya half houris unacceptable.

11. Message to the Movie goers,“If you don’tgetto the
theaterearly,don’texpectothersto move foryou”.I’ve seenpeople actuallyshow uponce afilmhasstartedand
expecttoget tosit together.Whatthisusuallymeansisthatpeople whogettoa movie earlyandgetto theirfavorite
seat(back row,center) have tomove overto accommodate someone else’slackof planning.Let’sendthatbyhaving
ushersstoplate arrivals
6. No Babysitting
We have all had ithappen.Getto the theaterexcitedaboutseeingthe latestblockbuster;findaseatand relax.Thenit
happens:the parentswhobringa babyor a toddlertoa R-ratedmovie.Of course the kidsstart cryingwhenitgetsscary
onscreen,pullingthe entire audience outof the storyand back to real-life.
Part of beinga parentis sacrificingwhatyouwantforthe sake of the child.Waitfor the movie to hitDVD — the restof
us inthe audience will be happierandwill notbe lookingforyouinthe parkinglot.If you’re tooyoungto walkintothe
theateryoucan’t go to the movies.
7. No Mobile Phones
As importantaswe like tothinkwe are, nobodywantsto hear our newestringtonerightatthe climax of a film.Unlessin
the highestlevelsof government,answeringphone callsandcheckingmessagescanwaituntil the filmisfinished.
Put yourthumbsawayand your eyesonthe screen.
Steps to be taken
No child under thirteen admitted to R-rated films. the kid could be disturbed by what they see – often times
the kid starts wailing out of boredom, and the parent has to escort them out of the theater out of
embarrassment. It’s annoying at best, irresponsible as worst
Hire a security staff. These men and women would be somewhere between an usher and a bouncer. Not only
would help with seating. After a warning for disruptive behavior (i.e. taking a phone call once the movie
starts), the staff would have the authority to eject customers from the theater. No refunds.

12. E-square Movie hall

13. Include cheeky PSAs, minimal trailers. There’s no denying trailers are a fun part of the movie-going
experience, but nowadays there are entirely too many before the feature. One or two will whet the movie-
going appetite, any more is too much. Oh, and before every screening, the audience would see this old anti-
smoking PSA from Rahul Dravid too.
Maintain a list of banned customers. Some people never learn, some people think they’re better than
everyone else, and some people think the rules don’t apply to them. These people have no place in a movie
theater, let alone most public space. Once the security staff ejects someone from a theater, they’re put on a
list and not allowed to return. I realize the enforcement of this rule is challenging, difficult even, yet I think it’d
act as a successful deterrent after a few successful enforced bans.
Take heed, DC theaters. Competition is about to get real fierce, real fast, and with these simple steps you’ll be
able to distinguish yourself in the best possible way.
 Charge more for new releases – Video stores do it, I think it could also work well for theaters. Charge
moviegoers who see a movie in the first two weeks of its release Rs500 per ticket. This will cover those
who must see a movie as soon as it opens.
 After the first two weeks, cut the price in half. After six weeks cut the price in half again. If you have
ever gone to see a movie that has been out for more than two weeks you will notice that there are a
lot of unfilled seats. Isn't it better to fill every seat at Rs100 each than it is to fill less than a quarter of
the seats at Rs350 each.
 Provide significant "value added" features. I know that there is a 250% markup on the theater candy. If
the theater plans on keeping the prices
high, why not throw in a free box of candy
and a drink with every ticket.
 Allow moviegoers to stay for a second
showing. This will not prevent them from
paying to see it a second time, most people
see a film once at a theater then wait for it
to come out for rent. By being able to stay
and see the film again more people will pay
to see a filmat a theater if they know they
can get their money's worth.
The five Maturity Levels of Process
implementation
Case: Parking facility improvement:
1. Identify, measure and record inconsistent practices like improper parking by the customer leading to
wastage of available space and thus underutilize the resources.
2. Work out on parking team, give them strict SOP and directions how to implement standardize best
practice to do best actions first time and every time.
3. Quantitatively measure performance of processes, employees and team and accordingly reward,
incentivize and promote the best of others.

14. 4. Finally motivating and reach the continuously improving the operations of Parking on every week,
month and year as per set goal and road map lined to create best Change Management example.
The movie theater industry is suffering because no one is going to movies, but people aren't avoiding theaters
because they are downloading pirated movies on the Internet. People are avoiding theaters because they
don't think the value of seeing a movie in the theaters is worth the cost.
Employee Engagement Model for E-square Movie theater:Givingpurpose androadmap to team and team
members

15. Implimentation Model in E-square Movie theaterof how VisiontransormedintoBuildingthe organisationtoreach
excellentoperaionondailybasidanddelivercustomervalue to finallyyieldEconomicvalue i.ecostcuttingandprofit
maximization.

17. Business process management
Businessprocessmanagement(BPM) isasystematicapproachto makinganorganization'sworkflow more effective,
more efficientandmore capable of adapting toan ever-changingenvironment.A businessprocessisanactivityorsetof
activitiesthatwill accomplishaspecificorganizationalgoal.
 In E- Square movie theater,there are bunchof processesandactivitiesthatneedtobe improvedto
finallyreach betterefficiencyandeffectiveness.
 In otherwords,since the marginof profitintheateriscomparativelytootherservice basedbusinessis
quite lowthereforitneedtofocusoncost reductionandprofitmaximizationbycontinual improvement,
 Activitieslike ticketbooking,Restroomcleanning,eateriesandparkingfacilitiesall are operation
activitieswhichare happeningmore than1000 timesa year.Since these daytodaybusinessoperations
are consumingall sortsof businessresourcessuchasmoney,time,labourandenergyof the businessso
to meetthe ultimate aimof superbCSAT,even5% improvementmeansalotonbalance sheet.
 By BPMtool we can do manage continuousimprovementineachandeveryoperationsof E-square
Movie theater.
 For e.gsuppose we wantto dosmall changesincleanlinessandhygieneof ourfoodcourts.Implimenting
innovative andcreative ideaslikeusingMasscotcanbe riskysometimesthusitwill be abetterapproach
if we may do thischange requestina scientificmannersas shownindiagram.
 Analyze Phase: We firstlyanalyze the reuestinameetinginvolvingall importantstakeholdersincluding
customersandafterproperdiscussions,decide why,whatandwhenwe shouldimplimentthischange in
our process.We needtomeasure andassignrisksinvolvedandperformancemeasurementmatrix
before andafterthe implimentationof thischange.
 DesignPhase: Change i.e.Mascotin foodcourt once decidedtobe implementshouldbe scientifically
defined,designedandaccepttofinallygetapproval fromBOD.
 BuildPhase: Mascot now needtobe develop,timelyavailable touse andonfeedbackreadyto
implementchangesinitif needed.
 DeployPhase: Most importantphase since Mascotthe momentisimplementwe firsttime ableto
measure and see firstreactiononface of our true audience i.e.moviegoers.We shouldnotmissedany
instantaneousreaction,respondandfeedbackrelatedtoourMascot. Manage copyrightandresolve
probleminMascot if any
 Run/Maintain Phase with continuous improvement:Herebyisalast butlonglastingstepwhichwill
stay throughoutlife of the change i.e.Mascotimplimentationinthe E-square Movie theater.
Moniter,evaluate,optimize and maintain performance of Mascot in a cylical andcontinousprocess.
S
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Formula to measure
KPIs
prior
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term
s of
cont
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to
CSF
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ticket
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At
booki
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count
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conv
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interface of
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timely

18. ce to
the
empl
oyee
Connectivity
between
various
systems(
Payment,
Database of
booking and
Customers)
Internet Speed
Actual Internet speed/
Desired internet speed
acceptable
High 3
Better connectivity media
(optical fibre ) or Internet
Plans for superb internet
speed for ticket booking
Robust
Hardware
support to
the Software
and CSAT to
user i.e.
Employee
System failure
due to
hardware
incapability
Cases of system failure
that affected Ticket
booking/ Permissible limit
of failure due to hardware
Very
low
4.5
Better and updated version
of hardware devices (1.5x
times the maximum load
expected at time of
installation)
Smooth User
interface on
internet
Network
Congestion/
Traffic
overload
Total no. of users on live/
Maximum No.of Users
system can handle
very
low
2
Better capability system
using Pipelining and
Multithreading, Multitasking
supporting Processors
Support by
ISPs
Suitable ISPs
in terms of
quick support
and error
resolution
Time taken to resolve the
querries/ solve error/ Max
allowed time
High 3
Measurement of 3rd party
support for quick response
and accordingly incentivise
their performance
At
booki
ng
count
er,
conv
enien
ce to
the
Movi
e
Audi
ence
Friendly
interaction at
ticket counter
Grooming and
Mannerism of
sales person
at ticket
counter
Feedback Rating given to
Employee/ Min rating
acceptable
Very
High
4.5
Periodical inspection and
KT between team members
to share learning and
experience
Periodic
performance
appraisal
Rating Given to Employee
on 360 performance
Appraisal/ Rating
expected
Medi
um
3
Quarterly Perfoemance
appraisal only after
collaborative Goal setting
and proper documentation
for clarity
No online
traffic jam
due to
sudden huge
traffic (
Housefull,
overcrowd)
Queue
handling
capacity
No. of People in Queue/
10
Medi
um
4.8
Quick ticket booking
Process, Mobile booking,
Cashless Payments
Cyber security
tools( against
DNS attack,
hacking etc)
Cyber secured score of
Booking Software/
Desired Score
Low 2
3rd Party System Security
and Perfomance
Evaluation
Convenience
to customer
while waiting
for turn in
queue
No waiting in
queue for time
>5min
Time taken by customer
in Queue/ 5min
medi
um
4
Proper Seating, cashless
transaction, Moniter display
to solve FAQs related to
movie, available seats,
timings
Cuso
mer
Frien
dly
Seati
ng
facilit
y
Seat
Availability
status
Layout design
and space
utilization
No. of times people find
space is too crowdy while
moving to hall/ Acceptable
level
Medi
um
2 Layout redesign needed
Furniture for
seating giving
enough
seatings
No. of times customer
looking for seat but not
available/ No. of times
seats full acceptable
Low 1
Better furniture which take
less space, and serves
more customers
2
Hygie
ne
and
Clea
nline
ss in
frequently
poor
Percentage of
Cleanliness in
Restroom
No. of times restrooms
were satisfactory clean /
Total No. of times
Medi
um
4
Find root cause analysis of
Customer Gap in

19. cleanl
iness
restr
oom
(Toil
et
and
Was
hroo
ms)
condition of
restrooms
inspection done in a
month
cleanliness and address
the issue accordingly
Meas
urem
ent
Of
Micro
bes
ATP meters
score (used
to measure
levels of
Adenosine
Triphosphate
-- the energy
molecule
present in all
living cells) -
in their day-
to-day
cleaning
rounds.
ATP Measured
Score
Actual ATP score/ ATP
score set by Mumciipality
and cleanliness std.
High 2
A five-to-seven person
school-hygiene and
wellness team or
committee could be set up
with custodians, students, a
teacher, an administrator,
and even a parent or two.
through an Integrated
Cleaning and
Measurement (ICM)
approach using high-
productivity equipment
such as spray-and-vac
machines, the surfaces
would then be thoroughly
cleaned.
Attitu
de
Chan
ges
of
Peop
le
Mannerism in
Public in
theater
Good Social
Behavoior
amongs
audience
against others
and staff
Grievences of People
against behavior of other
audience and staff
members/ Desired
permissible limits
Low 3
changing the attitude of
Customers who think they
can do what they want:
e.g., throwing trash on the
floor, urinating on stall
doors, and dumping trash
in the commodes.
Tidyn
ess
in
Cine
ma
Hall
Cleanliness
before each
show in Hall
around seats
CSAT related
to hall tidyness
No. of times halls
clealiness was improper
noticed/ no. of times
inspection done
High 5
Define SOP , WBS and
time based process
improvement using quality
tools to improve CSAT
Hygi
ene
at
refre
shme
nt
count
er
CSAT related
to the food
and drinks'
hygiene
Direct manual
contact to
staffmembers
or unhygeinic
spaces while
preparing and
delivering
refreshments
Quality of Satisfied
customer with Eateries'
hygiene/ sample size
High 3
Take feedback, study what
competitor is serving ,
improve processes and
evelaualte measure taken
after some time