Prior to the establishment of Globex, founding business B T & Sons Farming Equip

Question

Prior to the establishment of Globex, founding business B T & Sons Farming Equipment established the annual Riverina Agriculture and Lifestyle Show (RALS) in the year 2000. The RALS is a 3-day event held in November each year and showcases farmers, local business, agricultural equipment suppliers and lifestyle products. The management of the RALS requires the coordination of show stands, demonstrations, live displays, catering, and volunteers, and was originally undertaken by B T & Sons. The RALS has grown significantly since its inception and is now managed by a community committee. Globex however is still committed to the RALS and has strong community engagement through the management and coordination of the volunteers required for the RALS to run smoothly All takings from the show gates are donated to charity Indigenous Community Volunteers (ICV), who are very active in the Riverina Region. ICV are invited by communities to help them achieve their own goals through their national network of skilled volunteers, who provide practical hands-on help where skills and resources are limited. The ICV also provides volunteers to assist with the RALS, giving back to the community they are working in. In order to maximise gate takings and therefore donations to ICV, the RALS is heavily dependent on ticket sales. Currently, tickets can only be purchased at the RALS gates, which causes significant delays, especially on opening day. It is also suspected that when crowds are large and the ticket sales process is slow, people are slipping through the gates without paying to avoid a lengthy wait. The gates are currently manned by volunteers who simply observe that each person entering is carrying a valid ticket. When crowd numbers are large or during peak periods, it is difficult for volunteers to check all tickets. To improve this process and maximise ticket sales, the RALS committee have made the decision to outsource the development of a ticketing system. As founders of the RALS and trusted committee members Globex has been asked to take the lead role in sourcing a suitable business to develop the ticketing system. As such, based on their long-standing relationship, Globex has contracted Virtucon to develop the required system. Project Description The RALS committee have requested a computer-based ticketing system to replace their current manual system. Currently tickets can only be purchased at the RALS gates which causes significant delays, especially on opening day. It is also suspected that when crowds are large and the ticket sales process is slow, people are slipping through the gates without paying to avoid a lengthy wait. To improve this the RALS committee have recommended an online ticketing system be implemented. The system should enable patrons to access ticket sale from any online platform and mobile device so that tickets can be purchased before the event. Tickets need to be digitally enabled and can be scanned at the gate so that a range of reports can be generated by the system. As well as digital sales, tickets should also be available for purchase from a number of locations in the town and at the gates for those who do not have access to a computer or suitable device. It is expected however that the ability to purchase tickets prior to the event will significantly reduce the queues at the gates and ticket evasion. The RALS committee have indicated that a number of ticket options should be made available Single day passes 2 & 3 day passes Family passes (2 adults and max 3 kids under 16) Kids passes (under 16) Student passes (valid with student id for over 16s) Concession passes (valid with a pension card) Stall holders pass (3 free passes per stall. If more are required they are charged at the concession rate). The RALS committee have also requested that: A cost estimate and budget be prepared for the cost of the system development and implementation Barcodes or QR codes are used on tickets and that turnstiles with barcode readers be installed (to capture data, reduce number of volunteers and reduce ticket evasion) Tickets may be printed as well as e-tickets generated Detailed reporting system to include (but not limited to): sales of tickets & breakdown of ticket type how many bought tickets vs how many were redeemed how many people came through the gates each day / peak times where tickets were purchased (online / outlet / gate). What we need to do................ MOV - Measurable Organisational Value (This is the goal of the project and is utilised to define the value that your team project will bring to your client) • Identify the desired area of impact - Rank the following areas in terms of importance: Strategy / Customer / Financial / Operational / Social • With reference to your project, identify one or two of the following types of value: Better - is improving quality important to your client? Faster - does your client want to increase efficiency? Cheaper - is cutting costs important? Do more - does your client want to continue its growth? • Develop an appropriate metric - this sets the target and expectation of all the stakeholders. It is important to determine a quantitative target that needs to be expressed as a metric in terms of an increase or decrease of money. • Determine the timeframe for achieving the MOV - ask yourselves, when do we want to achieve this target metric? • SUMMARISE THE MOV IN A CLEAR CONCISE STATEMENT OR TABLE (Note: the MOV should inform everyone what the project will achieve, not how it will be achieved. It should also focus on the organisation, not on the technology that will be used to build or support the information system).

Explanation / Answer

Answer:

Required area of impact rank wise:

1. Strategy

2. Operational

3. Financial

4. Customer

5. Social

B. Faster: The client desires to increase its efficiency .as the money together from the sale of tickets is going to indigenous community volunteers (ICV) in the form of donations. So, to make the whole process more efficient and faster, the new idea is being taken.

C. Globex has continued with RALS and is even supporting in the endeavour to increase the total revenue which come from the sale of tickets .although it will not get any financial benefit as all the proceed from the sale of tickets will go to ICV . If the whole three day show is organised efficiently and effectively Globex’s name in the market would gain as the event is organised under the patronage of Globex. This could be an effective marketing strategy for Globex.

             ICV will directly benefit as the increase of revenue from stopping of pilferage of tickets will come to them. they have all the reason to rejoice from the new technology initiative being taken. It would be simple to keep an track of total sale of tickets , whole redeemed tickets, entry of people per gate during the peak hours etc.,

            This would be good for the customers/visitors as they will not have stand in line and wait for their turn for long to buy tickets. The option of booking online will be used by many and it would reduce the rush at the ticket counter. The visitors will have a better experience and will not have to face the inconvenience they were facing earlier. This would even be a focus for extra people for the show.

D. The time frame for achieving the measurable organizational value(MOV) should be two year. The whole process should achieve its desired outcome within this frame. The first year would the testing year and the whole thing goes well the complete process can be cemented by the second year. So in two years time the desired outcome can be achieved.

E. the MOV should be conducting successful RALS year after year . There should increase in number of footfalls, number of stalls and clearly the number of business transactions using this platform.

Related Questions

Navigate

• Browse (All)
• Browse P
• Subjects

Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.