The E-Ticketing System - Assignment Example

Name Professor’s name Course name Date The E-Ticketing System The Executive summary The smart combination of individual brilliance and company management is one of the best ways of improving the mobility of the urban society. The invention of e-ticketing offers a whole new smart solution to make access and most efficient way of converging different means of transportation. The electronic system of e-ticketing has been used largely in the Etihad stadium since it offers the users and the operators alike a more convenient way of operating (Powell 15-37). However, the e-ticketing technology faces a number of challenges in the Etihad operations, as a result of the administrative faults. Introduction The e-tickets were implemented as an ideal alternative to members who did not wish to receive the seasonal ticket book. Powell (15-37) sees this as a bold decision by the management to find a proper way of allowing members to manage their tickets online without having to travel all the time to the stadium offices to be issued with the books. The e-tickets also ensured that there was an open vent for fans based abroad to participate in the events occurring in Etihad. It was a strategic way of expanding the fan base of the home teams for both soccer and cricket games, as well as the social events that take place in the stadium premises. Problem expectations The accounting department of the stadium was tasked with the sole duty of managing the ticketing issues in the stadium. The manager allows the customers to print the applicable sporting events on a game to game basis which then they can gain access to the stadium premise. The tickets can be printed personally by the client or forwarded via e-mail to the staff or client upon request and purchase. The shortcoming of the e-ticketing is the fraud cases. The cyber-crime issues arising from technological shortcomings have been a real case of concern Lawler, Albers and Gerald, n.p). It has been reported in the past that there is a real possibility of imposters walking into the stadiums with fraudulently acquired tickets. These shortcomings can, however, be limited by proper management strategies. Management plan to resolve problems The acquisition of the e-tickets has been made much easier by the creation of the website where members can log in to create an account. The online manger is able to keep the records of who sent the tickets and to whom specifically. The management strategy also shows when the tickets were printed and the scheduled date of use. The efforts to boost the security concerns by the board are also in the offing. The provision for the ability to track the tickets is an equally important aspect of the management strategy which was proposed by the board of directors. A client is able to receive updates as to when and where the tickets that they purchased were released to them. They can be able to manage that by cancelling or redirecting the movement process of the tickets through email requests. There are efforts by the management to enable the replacement of the lost tickets to the members upon request (Flynn, Rogers and Sadao 659-69). The loss of tickets is one of the main issues that have raised alarm in the modern times. To avoid the issues of double issuance, the barcodes of the original tickets are voided and so, cannot gain entrance to the stadium on the match day. As described by Flynn, Rogers and Sadao (659-69) in their article the impact of quality management practices on performance and competitive advantage, there are standard lost charges that are applicable and as such, it is upon the purchaser to ensure that good care of the issued tickets is taken. The ticketing department has a readily available hotline which members can call to place requests for the voiding or the replacement of the lost tickets. The response mechanism is apt and ensures that the cases raised by clients are responded to amicably. The self-service solutions for the ticketing business was implemented by the management. The ticket mater system has been enabled to enhance future proof quality manufacturing and provision of quality features options that suit the business. It fairly cuts across the segments without entirely relying on the stadium affairs. The ticketing business is in the expansion plans to accommodate the transportation segments entertainment, parking on top of the sports venue access. The ticket-kiosk kind of service is capable of ensuring that all the needs of the customers are met in a snap view. Is helps with the reduction of the travelling costs and administrative cost for the stadium staffs. The management should be able to provide consultative and development training services to ensure that there easy usage of the ticketing application services. With the development of the ticket master, clients are able to print parking tickets even in advance before the match day. The shortcoming that comes with the e-ticketing service has been accounted for by the ticketing vending machine. It enables for the expansion of the portfolio with the range of self service solution of unbeatable quality. The convenience that comes with the possibility of one to self-serve is of great admirable extent. This approach of management provides customers with the value for their money. With the e-ticketing system, one has the ability to bespoke, and tailor made self service solutions. The management should be of high standards to offer tailor-made solutions even for small numbers of units. It remains of admirable extent that the Etihad management has been able to take advantage of the wide portfolio to offer a wide range that covers multiple industries. The missing link between the sectors can be compensated for by offering a long-term solutions f self-service, expertise and experience. The management of the ticketing system ought to be customer focused. It is intended to involve all the employees in the continual improvement process. The ticketing business requires effective communication to integrate the quality discipline into the culture and operations of the Etihad stadium organization. It should not be lost on the management that the customers determine the level of quality that is being offered to them by the Etihad Stadium management. The training of the employees to adapt to the requirements of IT knowledge and quick response to the issues raised by the customers cannot go unmentioned. The integration of quality into the model process, upgrading of the computer software or even buying the new measurement tools so as to enable the customers to determine whether or not the process was actually worthwhile was necessary (Hackman and Ruth, 309-342.) Application of best practice and quality management principle The total quality management approach in the ticketing service engages all the employees to work towards the common goal of ensuring customer satisfaction. The dedication of the employees in the process is ensured when fear has been eliminated from the working place. Adequate room for introduction of new innovative ideas is important to in order to introduce new dimensions into the empowerment program. As well shown by Hackman and Ruth (309-342), the innovative approach is very critical in bringing a high level performance work system t ensure a continued improvement in the work operation. The self managed work force is useful in ensuring that the quality service provided to the customers is of high standards. The environment for working should is made conducive enough to encourage expansive approaches in the climate of the service delivery. The fundamental impact of the e-ticketing service delivery is on the ground of continued process centered. The measurements are taken constantly to ensure that there is ability to detect any variation in the quality of the services offered that may deviate from the clearly set out plan. A high standard of will power is important to ensure that there is adequate sacrifice on the part of staffs to respond amicably to the needs of the customers. The Etihad stadium is composed of many different functional specialties. The management is structured in a vertical order to ensure that there is adequate attention into service delivery to the customers. It is horizontal ensuring that there is proper inter-connection of the functions that focus on the total quality management. The many functional units ensure that the micro processes add up to larger processes and all in all aggregate into organization process that is required for the implementation of the ticketing issuance strategy. The understanding of the mission and vision of the service delivery principles is important. The integration of the business system is well modeled to meet the ISO 900 standards which require that every organization creates a unique working culture. The quality ticketing management is one of the very unique cultures that the Etihad stadium has developed to ensure its continued growth and the virtual possibility of gaining a whole new excellence in the field of service delivery. The integrated model in the attempt to relate the e-ticketing segment with the rest of the departments, such as the finance and operations is a bold step in enhancing quality service provision into the culture of the organization and thereby fostering a very important aspect of the service delivery. The integrated system is efficient in connecting business improvement and thereby even surpassing the expectation of the customers, stakeholders and the employees alike. The strategic and systematic approach as part of quality management is very critical. A clear indicator of the mission, vision and goals of the organization is very fundamental when involved in the process of ticket issuance. It is very necessary that formulation of the plan is included in the framework as the basis upon which the standard quality management is built. The strategic plan is a core component in service provision. The plan that is used in the making of the program that enables the security and convenience of gaining tickets online is intended to provide a long-lasting solution in a long term focus. The plan is a fundamental guiding principle in the service provision in Etihad stadium. According to Ross pg. (207), a major component of the total quality management is the continual improvement. This approach drives the organization towards continued collection and analysis of data in the process of decision making. In the European Journal of marketing by Grönroos (36-44), the importance of continued improvement is discussed as very important in ensuring deriving consensus in the best approach in service provision. For instance the decision to open the e-ticketing service to all persons, regardless of the geographical location was arrived at after series of highly powered meetings and conferences that was geared towards creating a more reliable platform for proper service delivery. The continual improvement of the software that the stadium management uses in the ticket issuance is one of the basic efforts that is critical in serving the entire customer base. The continual improvement of the services drives the organization towards being more analytical and creative towards a creating ways to become more competitive and meeting the expectations of the fans who seek its services. A continued adjustment of the system is advised to be able to incorporate the new ideas that drive the organization towards a whole new direction of target attainment. The Etihad stadium management is anchored on the fact-based decision making. The board of directors is involved in the efforts to understand how the organization works and in the determination of the data on the performance measure is needed on a daily basis and the necessity to improve the performance of the staffs is ranked high up the priority list (Hackman and Ruth, 309-342.). The total quality management requires that the management of the supporting events continually collect and analyze data pertaining to service delivery, in order to improve decision making accuracy and achieve consensus in the various areas of adjustments in the system that might improve the quality of service provided to the customers on a daily basis. It is important that there is a way of predicting the future of the match days In Etihad, during the times of organizational change, communication is outlined as one of the very basic needs that will ensure that there is participation of all sectors of the organization in the ongoing changes that will ensure proper incorporation of the required adjustments into the operation system of the organization (Samson, Danny, and Mile, 393-409). It is prudent that the customers are communicated to the adjustments that may be required to ensure that their serve is of utmost quality at all the time. Every element of necessary adjustments is needed to be properly communicated and discussed within the board to ensure that all the needed steps are taken to boost the condition of the service delivery. Proper communication also allows for the acceptance of the views of the fan base to control the way the service is provided to them. The instant messaging provision by the stadium department has really enabled the efficient operation of the e-ticketing service. As opposed to mail delivery by postal service that as used by the department initially, the customers are able to receive instant messaging upon the purchase, cancellation or any issues to do with the tickets. The provision of this service is very helpful in that it allows for the ticket managers to chat with the customers and understand their concerns in a better way. As Samson, Danny, and Mile, (393-409) says in their journal, this is a personalized kind of service provision. It actually is made to deliver happiness instantly to all the customers and consumers alike. This system is built on the traditional telephony and made better by a way of notification enabling for the unread messages on the members account profile and missed calls. A major part of the ticketing business in Etihad stadium is the quality control. The quality assurance body has certified the ticketing system as one that meets the required standards. The management body combs through the quality checks by ticking against the arising issues such as the errors that were made, and answering the questions such as where it was made and by who specifically. With this type of checks, it becomes hard for errors to go unnoticed in the service delivery segment of the stadium. The systematic control system helps with the detection of the errors before they happen (Sloan, 15-31). Conclusion In a nutshell, the Etihad stadium has embarked in a series of adjustments in the e-ticketing sector to ensure that there is quality provision of services in the stadium activities, and particularly in the ticketing segment. According to Sloan (15-31) the management uses the principles of quality management in the efforts to bridge the gap that has been left by the shortcomings of the e-ticketing system. With the rending technological changes happening on a daily occurrence, it is prudent that necessary steps are taken in advance in anticipation of the future changes that are expected to happen in the operations of the ticketing systems (Samson, Danny, and Mile, 393-409). . Work cited Flynn, Barbara B., Roger G. Schroeder, and Sadao Sakakibara. "The impact of quality management practices on performance and competitive advantage." Decision Sciences 26.5 (1995): 659-691. Grönroos, Christian. "A service quality model and its marketing implications." European Journal of marketing 18.4 (1984): 36-44. Hackman, J. Richard, and Ruth Wageman. "Total quality management: Empirical, conceptual, and practical issues." Administrative science quarterly (1995): 309-342. Lawler, Edward E., Susan Albers Mohrman, and Gerald E. Ledford. Employee involvement and total quality management: Practices and results in Fortune 1000 companies. Jossey-Bass Inc Pub, 1992. Powell, Thomas C. "Total quality management as competitive advantage: a review and empirical study." Strategic management journal 16.1 (1995): 15-37. Ross, Joel E. Total quality management: Text, cases and readings. London: Kogan Page 207, 1994. Samson, Danny, and Mile Terziovski. "The relationship between total quality management practices and operational performance." Journal of operations management 17.4 (1999): 393-409. Sloan, Hugh J. "Measurement and management of the sportscape." Journal of Sport Management 10.1 (1996): 15-31. Read More