Assessment of carnival cruise lines competitive position

Assessment of carnival cruise lines competitive position Carnival Cruise Lines is certainly the leader of their industry. They are the industry standard for quality, have massive revenues, and the largest growth. In fact, the company continues to set new passenger number records. The first thing I will do in evaluating the companys competitive position is to do a SWOT analysis. Some of the companys main strengths include: cruise capacity levels, branding, variety of activities, price compared to other vacation options, and their ability to stay frugal and efficient. The main weaknesses I have identified were they were still considered to be an expensive option for vacations, perceptions of lower-quality (despite major quality improvements), perceptions of being geared to certain demographics, and some IT issues. Certain opportunities available to the company include a chance to narrow the gap between quality and perception of quality, direct marketing through new intermediaries, and more growth in their industry. Major threats to the compa ny are the economy, fuel prices, and hurricane seasons. Overall, looking at the SWOT analysis, it is easy to see why CCL is the industry leader. They have many strengths, only a few weaknesses, opportunities to work on their weaknesses, and threats that affect many industries, not just their own. Looking at the five competitive forces model, I believe CCL is in a strong competitive position. The only threat I think is a big deal for the company at this point is the threat of fierce competition. Ten brands control 95% of the market, and despite the bad economy those companies are also showing growth. Not only does CCL compete against other cruise ships, they also compete against other forms of vacation entertainment. Some examples mentioned in the case include the vacation opportunities in the Orlando and Las Vegas markets. To make sure they handle this competition, the company must continue to improve in order to dominate the market. The threat of new entrants is weak because of the major start-up costs in their industry and the importance of brand-recognition in their industry. The bargaining power of the buyers is moderate-to-weak because switching costs for customers are high when considering the value they get with CCL despite possible substitutes. Bargaining power of sup pliers is getting weaker as travel agencies are going away and costs of dealing with the customer are being minimized. It is possible that CCL will have to deal with the threat of substitute products because there are viable options beyond CCL. However, CCL has positioned themselves very well to deal with this competition through giving the customer great value for the price. They mentioned in the case that their goal with each customer is to exceed the customers expectations to the best of their ability. Doing so will add value to firm because it will likely increase the customers willingness to pay. Another way to continue to improve the company will include using a virtual value chain with online intermediaries rather than travel agents in order to lessen the costs of booking customers and to directly market to prospective customers. I believe this can add great value to the firm by decreasing the cost of doing business through intermediaries and increasing customer awareness of vacationing with CCL. If they can take advantages of their opportunities, their competitive position will continue to be strong. Question 2: Should CCL implement a CRM strategy? (Justify your answer). If so, how would you implement it? If not, what other enterprise systems would you recommend instead? (Justify your answer). Perform a security and privacy risk assessment related to your recommendation. For each major risk, what should the company do? There are positives and negatives for CCL implementing a CRM strategy. I will use this chance to make an argument for implementing a CRM strategy, highlight the positive aspects of this strategy and explain how this strategy makes up for the negative aspects. They are the industry leaders in almost every aspect of their business except for lagging information systems. If they improve this aspect of their business, they can possibly increase their strategic advantages for the long-term future. For now, CCL enjoys a strong relationship with travel agents who refer their clients to CCL regularly. This has been a very valuable relationship for CCL over the years. The market is changing in the travel and tourism industry because of the development of intermediaries on the internet who make direct connections from customer to business. This trend is going to be the dominant way of doing business in the short-term and long-term futures of the industry. CCL management argues in the case that they want to balance this relationship with travel agents with this new wave. I argue that travel agents are on their way out of business and it should not be a focus for the company in the long-term. Having a CRM strategy will improve their abilities to reach out to the customer base on the internet and should transform their value chain completely to virtual means. This will cut their costs dramatically and will help the bottom line. This also allows the customer to ask for services directl y from CCL. This can result in greater customer service for CCL. It mentioned in the case that the handoff of information from CCL to travel agent to customer was often slow. Eliminating the need for travel agents and dealing directly with customers will also improve customer service by making it a much faster and more efficient process. To me, it makes a lot of sense for CCL. This CRM strategy will not be an overnight process and neither will the demise of the travel agent business, so the strategy they have for now should serve their needs well until they develop this strategy to an acceptable level. There were quite a few other key points I read in the case that stand out to me in supporting a CRM strategy. Management stressed the importance of fitting their services to customers changing tastes. This is a reasonable goal. If this goal is truly important, developing a successful CRM strategy can help them track these changing tastes in the most effective way. This includes a possible improvement in the check-in process for customers boarding the cruise ship. The current process requires hours for each customer in order to pass through security. If they can update their information systems to hold security information and some biometrics, security can be quicker and possibly of better quality. The case also pointed out that CCL has a wide variety of customers unlike their competitors. This can be a great advantage to the company if CCL can utilize their information systems in a way that provides the company with information about the mix of customers they have for a certain cruis e. Planning for a customer base that is homogenized is much easier than making strategic plans for a customer base that is diverse. It would certainly be an advantage to CCL to have a CRM strategy that helped them with this diverse customer base. They mention in the case that customer loyalty is a great strength of the company and they hope to continue to increase customer loyalty. Having a CRM strategy that can help improve customer service and improve the services offered to customers and can certainly create loyalty. One aspect of their CRM strategy I would not be as concerned with is developing a highly detailed rewards program to go along with it. The company has experimented with this idea and has a simple system they use. I think it would be fine to continue with something simple like this but do not see any reason to create a detailed plan. I believe the degree of customability is low for this industry and the repurchase rate for customers is typically once a year. Therefore, investing in a rewards program would result in a low payoff. Also, competitors in their industry have tried using rewards programs and the results have not been positive for these companies. At this point, I do not see a major need for CCL to develop their rewards program further. So I have argued for a new CRM strategy. How does CCL implement such a strategy? First, it has to be realized that CRM strategies are only strategies, not technology. In order to effectively implement this kind of strategy, it is imperative that there is an information technology infrastructure in place. This means that the databases have to be strong and the information has to be reliable. This is the first step of the process for implementation. According to the case, CCL already has the databases there for use, including Oracle databases called Property Management Systems (PMS) and Point of Sale (POS). The problem right now with their infrastructure is issues they have with data integrity and availability, as pointed out on page 412. Regardless of whether or not CCL implements a CRM strategy, issues with data integrity and availability are major issues that should be dealt with to have good information and security. The second step of implementing the new CRM strategy is to change the database design in a way that can improve customer and transactional data so the company can use the information. Having this data funnel into one data store can help the company get the most out of the relationships they build with the various intermediaries they will have online as well as through their website. Certainly, at this point implementing a CRM strategy will require major considerations for funding and how this information system will be created or bought. For funding initiatives within this new CRM strategy, the steering committee will have to figure out what would add the greatest value to the firm and what they will do to create the information systems that fit this strategy. At this point, I do not think I have enough information in order to have an opinion on how to do this. As I mentioned earlier in the paper, security and privacy risk seems to be a major issue for this company. It was mentioned in the case that information integrity and availability are not at acceptable levels. This has to be addressed immediately in order to have good information, which is imperative for effective information systems. Security and privacy are not just IT issues; they are issues that go the very top of management. Therefore, measures have to be put in place to protect the information that CCL obtains from using this CRM strategy. The information systems created because of this strategy will likely contain very sensitive information such as credit card numbers. In accordance with the importance placed on privacy, the company should look to obtain a trust seal from TRUSTe, WebTrust, or the Better Business Bureau. Also, a privacy statement should be drafted for the site in order to help gain the customers trust. Beyond that, I think the major issue will be preventing hac kers from getting sensitive information from the companys information systems and I think one step that will help is hiring a third party to conduct an information systems audit. This will help the company identify weaknesses that they can improve. Policies and training for employees will also need to be evaluated in order to prevent phishing or social engineering. If they can continually assess their security and privacy needs with the suggestions I have made, their security and privacy should be fine. It will then be up to the company to straighten out the mess they made with their information quality.

Human Resource Information System Essay

The function of human resources (HR) departments is generally administrative and common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Efficient and effective management of â€Å"Human Capital† progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized human resource management systems. HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before the client–server architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the high capital investment necessary to buy or program proprietary software, these internally developed HRMS were limited to organizations that possessed a large amount of capital. Raija and Hlonen (2009) described the role of information systems in the process of combining district organizations which use information system in financial administration, HRM and social welfare. They explored the role of IS in decision-making in public sector. The lack of inter-opera ability between legacy systems and new information systems was perceived as a huge problem. In the present situation of our economy, most of the companies used manual system in their company, also some are using computerized system which lessen the expenses and saves time. An effective and well-designed Human Resource Information System shall make it easier to manage record, update files and retrieve records in Employee records. Confidentially, accuracy and integrity are maintained. The use of computer enables user to minimize efforts to do a certain job or action nowadays. When the Information Technology emerged, it gave a great impact when it comes to business problems especially when it comes to data entry accuracy, managing data’s and retrievals. Dr. Karishna & Meena (2010) identified the various functional areas to which ICT is deployed for information administration in Higher Education institutions. Current level of usage indicates a clear integration of ICT for managerial or information based administration in higher education institutes. Matthew &Douglas (2009) analyzed that nature of developing IS in any organization is characterized by multi dimensional and often messy problems, involving technical organizations and personal dimensions. David et al(2010) analyzed the main traits of efficient firms and the main sources of firm’s efficiency through samples of catalan firms. Firms efficiency shows a significant improvement when advanced ICT uses are combined with human resource practices, Dileep (2010) indicate that HRIS is an integration of HRM and information systems. HRIs helps HR managers perform HR functions in a more effective and systematic way using technology. HRIs system usually a part of the organization’s larger management information system which would include accounting, production and marketing functions. Ikhlas & Zaid (2010) indicate that the quick response and access to information were the main benefits of HRIS implementation. They also identified the cultural and financial barriers to the implementation of HRIS. Kristine & David (2010) identified the implementations or upgradation of HRIS has been undertaken with the aim of utilizing HRM functions.. Barriers also associated with the acceptance of new or upgraded HRIS.HRIS play an important role in shaping user perception and behavior. The addition of information technology to the human resource industry has revolutionized the contemporary workplace. HR professionals now have an increased capacity not only to gather information, but also to store and retrieve it in a timely and effective manner. This has not only increased the efficiency of the organization but also the effectiveness of management functions. New technology has also created opportunities for higher levels of stress for younger and older workers alike (Mujtaba, Afza, and Habib, N. (2011), unethical temptations and behaviors (Mujtaba, 2011), and opportunities for better leadership practices (Mujtaba and Afza, 2011). After delivering our suggestions for the Customer Appreciation Program, Kudler has asked us to evaluate the Human Resource Department, to see what changes need to made, to make the process better and smoother. Before making suggestions, we have to analyze their current setup. The Human Resources Department is a valuable department, so we want to assure that Kudler’s is running smoothly and efficiently. Kudler’s current HR Department is setup in the following manner: they use Quick Books and outsourced their payroll to Intuit. Intuit tracks all the following information for each employee. They track the employee’s personal information, pay rate, tax exemptions, hire date, seniority date, and organizational information. Changes to any of this information, can only be change by submitting a special form in writing by the employee’s supervisor and entered by the accounting clerk. The accounting clerk also keeps a file with the appropriate tax forms for each employee and all changes to employee data. The employees turn in manual time sheets weekly, which are approved by the store manager. The time sheets are then faxed to accounting, where they are entered for payroll. All changes have to be approved by the direct supervisor and store manager. Each store manager is responsible for keeping the files of their employees. They are kept in a locked file and include the following information: job application or resume, performance reviews, I-9 forms, and any disciplinary memos or performance management issues. The managers are also responsible for tracking any time off, which includes vacations.

Leadership and Qualities Essay

As a company that wants to grow, SPAR s Applied System Group (ASG) faces a few external and internal pressures urging the company to change in order to adapt to the new business environment. SPAR’s Applied Systems’ client base primarily consists of government-based agency, from Canada’s Department of National Defense to U.S’s Navy and Coast Guard. However due to shrinking budgets in the defense department of government-based agency, SPARs Applied Systems faces the external pressures of less sales due to lower demanded from its major clients. Along with decrease demand ASG also faces the problem of its heritage programs nearing competition, 70% of its revenues will be gone once these projects are completed. ASG also have the policy of cost plus when working on government projects, which meant if the project was delayed or went over budget ASG would have to eat the cost. Another external pressure that is forcing ASG to change is the company is technology foc us rather than customer focus, with the increasing competitions in the market ASG is ill prepare for the external pressure of growing competitiveness in their field. A major internal pressure ASG is experiencing has to do with their employees, although ASG’s employees are the most skilled in their field, the company itself did not know how to best direct their energy. The employees were comfortable working in their current environment, which means costs are not effectively allocated. With declining revenue it is critical for management to change the culture in order for the company to be more profitable. Along with the contract of cost plus it becomes clear that ASG needs to allocate their cost efficiently in order to generate profit. In conclusion none of this can be achieved without Stephen Miller. What Makes Stephen great leaders, when Stephen faced numerous challenges when he took on the role as the General Manager at ASG.? The problems that he faced were quite difficult to solve with a single solution, rather there were multiple alternatives. The greatest challenge we believe that he faced was that ASG was competition in a decreasing market, which was Government aviation and defense industry. Majority of the company’s revenues came from government contracts that were soon to be ending. The entire government spending towards defense and space aviation was decreasing and ASG had to make the transition towards more consumer based. In regards to that single problem, Stephen faced a lot of internal and external pressures. Stephen had to change the corporate culture from focusing on being technology driven to customer based. There were two kind of leadership that we think Stephen used as the GM. First it was situational leadership because, that leadership is composed of both a directive and a supportive dimension, and each has to be applied appropriately in a given situation. He actively searched out the best and the most experienced candidates in their field of work or specialty. Stephen then would guide them with both the directive and supportive dimensions until they were truly good what they did for ASG. The second leadership was the Path goal theory, the reason I saw that is because theory is about how leaders motivate subordinates to accomplish designated goals. The reason why I say that is because, the company was moving in a new direction, and Stephen was trying to foster a new corporate culture. He was trying fostering team work, opening communication channels and acknowledging great performance from individuals. Stephen motivated his colleagues to believe in the new path that was set by first focusing on the employees. In addition Stephen was a transformation leader he used the Inspirational Motivation technique which fostered team spirit, motivation and provide meaning and challenge to his colleagues. The challenge that ASG faced, Stephen made every believe that was their personal problem. Lastly how did he overcome the team leadership problem? Well what Stephen has singular responsibility for running a custom that will help the group accomplish efficacy. Well team leadership incorporates both internal and external situations. Stephen did that be choosing which methods would benefits his company the most. One of the best decision Stephen did was hire Ana Solari, but what were her challenges. â€Å"Anna Solari with an experience of 10-years, worked as Human Resources Consultant for two Different commercial high technology firms† (Rowe, 244). She is relatively new to Spar Applied system and her new job as a director is to create â€Å"departmental vision and strategy for 2000† (Rowe, 241). She began her work by gathering data from a population of 341 employees and named it â€Å"Baseline Audit†. She was excited with the challenge that well established company wants to focus more on commercially oriented aviation customers than government customers. The Baseline Audit introduces several challenges to Anna and these are as follow: Anna finds that ASG functional departments operates in isolation and â€Å"upper management wanteda structure organized by process that functioned in integrated teams created for specific contracts†(Rowe, 245), So ASG improves its market share by providing products on time. Furthermore, Anna describes the corporate culture as â€Å"When I walked into was a very traditional, hierarchical organization with four or five layers of management.† (Rowe, 245) that she believe major hurdle in communication between upper management and general workers. As a result, accountability cannot be managed properly because it rests with those who possessed the â€Å"manager† title. Anna was surprise to know that work place appearance was detrimental â€Å"such as the color of the paint on the walls, poor ventilation, and questions about health and safety standards from workers.† (Rowe, 245) she wondered how the company will eliminate the next attempt of unionization, if management couldn’t motivate employees. Recruitment and training is another area, where she feels ASG should look into so new ideas and performance can be improved. As she said â€Å"they broke out of the mold a little bit when they hired me.† (Rowe, 246) Since Applied System Group is technology base department, therefore, it prefers hiring from within because they believe experience is much better than new graduate. It also limits the involvement of Human Resource department that make sure whether the worker is fit for new role. Furthermore, if an employee needs critical training which is not available within the organization then ASG sends the worker outside to community college. This practice shows that department doesn’t have enough technical staff or expertise that trains employees. In regards to the new direction of ASG under Stephen Miller, what changes were needed? From our analysis, Stephen Miller determined that ASG was unable to compete in the commercial marketplace. ASG products were marketed for government and military client and failed the ability to meet the requirement of new customers. Under the direction of Stephen miller, the changes that were needed in the HR department were (1) dramatically change the ASG culture from technology driven to market driven, (2) make possible for the division to make more money for at least six months in a row, (3) Design a global long-term strategy rather than short-term strategy to help ASG to create a culture that will allow more teamwork and open communication to increase both the flexibility and performance of the organization Anna clearly best approached to lead her HR department smoothly is using the transformational change framework. It involves an entire rethinking of how the company is structured and managed, and emphasize at eliminating the poor management skills to prevent the next unionization. In such change, instead of conforming to procedures and practices, the company needs to restructure and redefines its practices and policies. Anna experienced culture at ASG was quite formal where major problem encountered in communication between upper management and general employees, equity, behavior shifts, overtime policies and sick leave, poor working condition and little face-to-face communication are the main hurdle for HR department run smoothly. Anna best approached to loosen up the company situation is by using the transformational change framework to restructure and redefines its practices and policies.

Pride and Prejudice Movie Review - 594 Words

2.) The setting of the movie was in England. The time period of the movie was mid 19th century and the location of the movie was in this ugly old house. What I learned based on the setting and when this story occurs is that back then, there was more dancing back then. Also people fell in love way easier back then then we do now. And at that time, your parents could sell you for a good amount of money. 3.) The second oldest daughter in the Bennetts family is the protagonist in the movie. Her admirable smile and beauty attracts a lot of men. And she also loyal and honest. But she is really trying to get only one persons attention. She wants the attention from Mr. Bingley during the ball but he is acting as if he doesnt care for her presence. Later on during the movie he starts to show her some attention and care. Elizabeth starts to believe that Mr. Bingley is the one for her but she has no idea that he isnt the person that she really think he is. 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