Final Edition Management Report

7/29/2019 Final Edition Management Report

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3000 Words.

Submitted by: Elizabeth Francina Fernandez

Student No. 100307562

Tutor : Andy Ronaldson

Derby University

On-Line Tutor - Business Strategy & HRM

Cross Faculty Supervisor Co-ordination

MSc BSc CEng MIMechE PGCLT FHEA


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Contents

Chapter 1. Project Management Report . 4

Chapter 2. The Shard as an attraction. ..7

Chapter 3. A Shard motif APR 3% credit card.. 8

Chapter 4. The Shard in competition to other London attractions.....10

Chapter 5. Transportation situation in London. 12

Chapter 6. The Shard ,community needs such as employment..14

Chapter 7. (CRM) and London attractions..15

Bibliography...17


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Fig 1,Nimrod and the Tower of B1abel. (Israel-a-history-of.com 1981)


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Fig 2

(Londonist.com 2012)


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In the forthcoming, Management Report, on The Shard, Tourist Experience. The Point shall

be to explore, how to increase visitors to the site. This would be imperative in making it, the

number one tourist attraction in London.

There are several thoughts to explore these findings:

To discover a way of strategy , operations strategy and performance objectives for the

challenge

To Measure: Speed, Quality, Flexibility, Cost, Layout, Innovation and Inventory at the

London Shard?

To investigate what would the Inputs, Transformations, (Design, Planning and Control,

Improvement, Outputs. What would be the effect of operational improvements to the

local economy?

Firstly, The Shard attractive improvements will bring an interest to both tourist and locals,

been a benefit to the financial disadvantages with increasing local economic growth,

Secondly, the report will focus on the two most entertaining aspects, of the restaurant and free

entrance to the gallery.

In a statement made by (Alex Hill and Terry Hill 2011, p. 210.) A key business strategydecision is weather capacity investment should lead or follow demand".


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Wong Kei Restaurant, (Wongkeilondon.com 1898)


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Firstly, offering free access to the Gallery would be better, because tourist will come and

income generation could be from a unique permanent low interest credit card; on entrance to

the venue which would be an excellent idea to enforce.

Looking at the benefits of the new objectives below.

1) The Shard as an attraction.

2) A Shard motif APR 3% credit card

3) The Shard in competition to other London attractions

4) Transportation situation in London

5) The Shard as an asset on community needs such as employment.

6) Customer Relations Management (CRM) and London attractions

Secondly, management tools, used can be introduced into this project.

1. Business Planning/ Project Plan

2. Product Development (Restaurant discount and Shard Motif 7% Credit Card)

3. Marketing (Local, national and international)

4. Supply Chain Management (Transport Logistics )

5. Customer Relationship Management (Putting tourist needs first)

Thirdly enhancing the tourist customer experience will have an impact on the local economy

and other competitive tourist sites. Thus making the Shard more profitable; from other London

attractions.

This point is taken in the course material, text. Alex Hill and Terry Hill (2011, p. 211.)

Operations use time as the common denominator to express and measure its activities the

Rest of the business uses money.


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(Hospitality-interiors.net 2013)

Example 2, Hutong at the Shard (London 2013)


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Firstly, introducing tourists, to a low interest, Shard Motif 7% Credit Card will capture their interests.

These changes can increase local business lines to broaden their marketing strategies to attracting

tourists both locally, national and international. Increasing their profits, more than, the currentprocess of paying 25 for a ticket. The Shard, along with both its atmosphere, trendiness and with

fine dining .Caters for, all taste with a selection of British and Chinese cuisines.

Secondly, In looking at the new product scope of the Hutong Restaurant. Supply Chain Management

will make it, an iconic replacement to the restaurants in China Town. This point is taken from the

course material, fig Alex Hill and Terry Hill (2011, P.12.)


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Before is an example of strategic responsibilities

This point is taken in the course material, text mentionedAlex Hill and Terry Hill (2011, p. 250.)

operations scheduling helps to cushion the delivery system from the instability of the market from

From Hillss prospective you need to adopt a futuristic mind set, to be an asset in management

enhancing, lucrative elements to increase tourist traffic.In relations improving, the overall

tourist experience. Strategy, operations strategy and performance objectives. The Shard will

be in the number one spot compared to its competitors e.g. British Museum, Natural History

Museum.

Example

Moreover, this point is taken in the handbook course material, text Saunders (2013, p. 8)

You must be creative and consider how the overall experience would improve the local

economy.


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Firstly, the impact of strategies partnering with Visa(Corporate.visa.com 2011) can enhance

the overall management of the Shard restaurant feature that will have more visitors than to

the gallery

.

Secondly, a marketing strategy implemented into the project would be useful.

This point is taken in the course material, text Alex Hill and Terry Hill (2011, P.435)

"Business processes can be re -engineered by mapping them, identifying value added

activities eliminating waste and making the value added steps flow.


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Hutong at the Shard (London 2013), Aqua Shard (London 2013) and (News.sky.com 2013)

2. The Inputs and outputs are as follows :

Our come back launch budget is set for 1,000,000 within a six weeks, scheduled for

the summer 21 June 2013.

7% interest credit card.

The reason for introducing, the use of a 7% interest credit card was to transform, design, and

plan the control of a theoretical and practical approach. In attracting more visitors to the Shard

would be simple.

This resulted in an increase in tourist visitors. In contrast a defining feature of developments

would replace the We were there, certificate with a 3 % Shard Motif card increasing

profitability of the Shard, been more useful to the tourist and to the local economy.

This point is taken in the course material, text

Alex Hill and Terry Hill (2011, p. 433.) "Operations can be improved to release cash,

improve market support (and with it sales revenues or reduce costs."


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Product Development Performance objectives

The Transformations (Design, Planning and Control,Improvement)? are as follows:

Firstly, improving the menu prices, at the restaurant would compete with the neighbouring

London attractions e.g. British Museum , Tate Modern, National Gallery, to name but a few.

Secondly, a low interest credit card will replace Visitor certificates. We were there!

This point is taken in the course material, text, Alex Hill and Terry Hill (2011, p. 167.) Once

chosen many organizations are committed indefinitely to a location".

In contrast, the above statement could be referring to a product or service. As a result of social

and macroeconomics of the local area. This will increase the number of visitors to make it

profitable rather than a liability.

A statement made by The London Borough of Southwark. In Case 12, stated on the website by

(Endchildpoverty.org.uk 2007) Highest rates of child poverty in London. It is the 9th most

deprived borough in London (out of the 32 boroughs in the capital) Is one of the twenty most

deprived boroughs nationally particular issues , that Southwark faces include disadvantage in

income, housing crime and health.

Firstly, their needs of the surrounding area must be taken into account and their political

views. Conservative boroughs seem to, perform well in areas of London to visit, compared to

the Liberal Democrat borough of Southwark.

Secondly, mentioned in the Joint Strategic Needs Assessment (JSNA Southwark

demographics population consisting of low paid workers making up 70% of the localcommunity. (Southwarkjsna.com)

In comparison, to theneighbouring Conservative Borough of Westminster .has the 14th

highest level of child poverty in High -Medium earnings workers High -Medium with Tourism

,90.00% with the most visited free attractions (Endchildpoverty.org.uk(2007)


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Hutong, London Bridge & Bermondsey (Fluidlondon.co.uk 1920)


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The First advantage of tourists saving money would be to buy sovereigns and luxury items. .

For a more profitable outcome of the Shard. Than for a ticket, people tend to party, eat and

drink, than to take a leisurely walk into the free gallery.

Secondly, the benefits of strategic marketing, partnerships with Citibank. For a low rate credit

card enhances their spending rate This action would create a greater scope to increase visitors

to the shard.

This point is taken in the course material, text Alex Hill and Terry Hill (2011, p. 12.) For

example, sales are expressed in terms of their monetary value and not in terms of the number

of services or products sold.

As a result, maintaining focusedbased on strategy, operations strategy and the

performance objectives of operations. Keeps all measures in place before and after. The

project hangs together in speed, quality, flexibility, cost, layout, innovation and inventory.

Referring to again to the course material, text Alex Hill and Terry Hil l (2011, p. 12.) For

example some markets, such as a fastfood chain delivering products extremely fast (known

as speed) could lead to a competitive advantage over neighbouring outlets.


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In comparison to the other venues to visit in London, who have free entrance with more

visitors. .F/C free concessions.

The Shard visitors has been 4,800, ticket price 24.95 Adult 18.95 Child.

Alva.org.uk 2013)

Sky News. ( 2013).


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As a result define featuring of developmental in Innovation growth will be

angled, to grow at a certain pace, once they're planted; you need to have a strong

support system to keep it growing in the right direction.

Firstly A friendlier Customer relationship (CRM) involving consumer choice. This can reflect

on the concerns about costs, quality, flexibility, layout and Innovation.

This point is taken in the course material, text Alex Hill and Terry Hill (2011, p. 336.)

Secondly the consistent vision of improvements. To gain and not to lose in generating the

Southwark including business in the area.

This point is taken in the course material, text

Alex Hill and Terry Hill (2011, p. 433.) Operations can be improved to release cash,

improve market support (and with it sales revenues or reduce costs.


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Example 3. (Transport For London 2010)


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The chart above shows a wide range of places to visit in London with the congestion charge

zones, which would make people use the London Transport services.


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.

Firstly, the Quality Management of the Shard would be from the Inputs; this would be key

elements of the task. Therefore, focusing on two aspects, which need to be improved, will

make the Shard site, better off. Reducing pricing of entrance tickets a creating a Shard Motif

7% credit card for more tourist to use the restaurants.

Secondly the outputs after an innovative approach, was taken would more likely attract more

visitors or customers. Implementation can be through, the project management report at hand.

Adding to a consistent flow, of local, national and international tourists, The Shard will be ontop of the leader board ofattraction

Thirdly Quality control charts will be used during the early stages of projects development,

see chart below. This makes the project concise and focused.

As a result the Shard will gain a momentums interest from the local community, who

recommend foreign tourists to visit the Shard by using social economics, that is achievable

1. Free access to the shard

2. A very low interest credit card

3. Special menus will attract tourist


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Firstly, listed below are the set times and deliverable dates, of how the changes will take place

without disrupting the existing operations of the services. Listed below are the objectives of what is

planned with start and finished dates that will be scheduled for a period of forty two days.

Task Name | Duration | Start | Finish | Time

Special menus 6 wks. 13/06/2013 18/07/2013 sf 42 days

Credit Cards 6 wks. 13/06/2013 18/07/2013 sf 42 days

Secondly, Quality Management looks at inputs and outputs with the responsibilities of an operations

manager. Inputs. This would be a key element of the task that needs to be improving the two

concerns of tickets a two encourage visitors to eat at the restaurant.

Thirdly, the outputs will create a profit That will add a consistent flow, of local, national and

international tourists, drawn to the leading leader board attraction The Shard

As a result the new improvements, made to the Shard were achievable, due to our creative team by

using social economics. Thus making the Shard economically and socially more profitability to its

shareholders and visitors.


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This point is taken in the course material, text Alex Hill and Terry Hill (2011, p. 210.)

A key business strategy decision is weather capacity investment should lead or follow demand

1. Free access to the shard

2. A very low interest credit card

3. Special events and special menus to attract corporate clients

Below will be the objectives that have set times, deliverable dates and of how the changes will

take place without disrupting the existing operations. The project is a planned for duration of

fortytwo days.

Task Name | Duration | Start | Finish | Time

Special menus 6 wks. 13/06/2013 18/07/2013 sf 42 days

Credit Cards 6 wks. 13/06/2013 18/07/2013 sf 42 days


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In conclusion, during this course about Managing Performance in Operations.

A project manager, can help support you companies growth in their knowledge and skills they

have developed. Students learned that, weather a project is prestigious or unimpressive; its

the managing of operations of a company. That is imperative to success in comparing it withthe Shard and their local competitors.


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Bibliography

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2. Corporate.visa.com. 2011. Strategic Partnerships - Visa Corporate. [online] Available at:

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Final Edition Management Report