SIMULATION REPORT: SETTING UP AN ONLINE MYSTERY BOX FIGURINES STORE

The Name of the Class

Professor

Institutional Affiliation

City and State

Date
 Summary

This simulation report delves into the intricacies inherent to the establishment and operation of an

online enterprise specializing in mystery box figurines, using MiseyBox Musy as an illustrative case study.

Particular emphasis is directed towards the pivotal roles played by suppliers, logistics service providers, and

payment gateways in the operation of such an e-commerce platform. The report underscores the profound

significance of Customer Relationship Management (CRM) systems in the cultivation of trust and loyalty, a

factor of paramount importance, especially in the context of businesses engaged in B2B platforms, web-

based marketing, and sales. Additionally, a thoroughgoing comparative analysis of Salesforce.com CRM and

Microsoft Dynamics 365 CRM furnishes valuable insights for CRM system selection. In the context of

MiseyBox Musy, Microsoft Dynamics 365 CRM emerges as the pragmatic choice, aligning coherently with

budgetary considerations and user-friendly operational dynamics. The overarching objective of this report is

to furnish businesses with a reservoir of indispensable knowledge tailored to adeptly navigate the dynamic

and multifaceted terrain of e-commerce.

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 Simulation Report: Setting up an Online Mystery Box Figurines Store

Introduction

In the perpetually evolving sphere of e-commerce, the establishment and administration of an online

mystery box figurines retail outlet necessitate a nuanced grasp of multifaceted intricacies. This

comprehensive report is dedicated to the experiential insights into the initiation and management of such an

enterprise, as exemplified by the case of MiseyBox Musy. Particular emphasis is placed on pivotal facets,

encompassing the management of supplier relationships, the engagement with logistics service providers, and

the orchestration of efficient payment gateways. Furthermore, the discourse encompasses an in-depth

exploration of the instrumental role played by Customer Relationship Management (CRM) in cultivating

trust and engendering loyalty, particularly for businesses engaged in B2B platforms and web-based

marketing. Additionally, a meticulous juxtaposition is undertaken to compare and contrast the attributes of

two leading CRM systems: Salesforce.com CRM and Microsoft Dynamics 365 CRM. The overarching

objective of this report is to endow enterprises with indispensable knowledge requisite for adeptly navigating

the dynamic terrain of e-commerce.

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Main Body

Section 1

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Figure 1. About Us/Corporate Background

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Figure 2. Marketing page

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Figure 3. FAQs

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Figure 3. Payment information

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 Established in the year 2023, MiseyBox Musy stands as an e-commerce enterprise specializing in

mystery box figurine retail. The establishment offers a diverse spectrum of enigmatic containers,

characterized by distinct themes, variable price structures, and varying levels of rarity. Of particular note is

the provision of subscription services, affording patrons the opportunity to recurrently receive fresh

consignments of these puzzling containers. MiseyBox Musy's fundamental purpose lies in presenting an

engaging and exhilarating avenue for figurine acquisition. A core tenet of the enterprise posits that the delight

inherent in unraveling a mystery box should be democratically experienced by all individuals. This

commitment is further reinforced by MiseyBox Musy's unwavering dedication to exceptional customer

support and the availability of a broad spectrum of high-caliber figurines.

MiseyBox Musy boasts an extensive array of mystery box figurine products, thoughtfully curated to

ensure the presence of a unique and captivating ensemble of figurines within each container. These

mysterious repositories traverse an array of themes, encompassing but not limited to anime, manga, video

games, and pop culture. The establishment also offers mystery boxes that showcase renowned brands,

including Funko and Pop Mart. In addition to its mystery box figurine offerings, MiseyBox Musy extends its

product portfolio to encompass figurine stands, figurine cases, figurine cleaning apparatus, and figurine

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accessories. The focal demographic of MiseyBox Musy comprises aficionados of figurines spanning all age

cohorts, with pronounced traction among the young adult and adolescent segments. The establishment is also

steadily cultivating a burgeoning customer base within the realm of adult collectors.

Section 2

High-Level Diagram

Payment
gateways

MiseyBox

Logistics
Suppliers
providers

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 Figure 4. High-level diagram

Typically, the company's suppliers adhere to regular delivery schedules, ensuring the consistent

replenishment of the company's inventory. In some instances, the company may have established contractual

agreements with its suppliers, stipulating the adoption of just-in-time (JIT) delivery protocols (Ma, Li & Liu

2021). Within this framework, suppliers synchronize their deliveries with the precise production requisites of

the company, ensuring the timely provision of goods precisely aligned with production demands.

Logistics service providers shoulder the responsibility of retrieving commodities from the company's

warehousing facilities and orchestrating their transportation to the end-consumers (Ma, Li & Liu 2021). This

multifaceted process may encompass the transnational transit of products, traversing multiple nations and

crossing international borders. Notably, logistics service providers also offer a diverse spectrum of ancillary

services, including warehousing, order selection, packaging, and the critical final mile delivery operations.

In payment processing, payment gateways represent a pivotal component. Upon a customer's

initiation of a transaction through the company's online interface, the established protocol dictates a

redirection of the customer to a designated payment gateway interface, facilitating the submission of

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pertinent payment information (Gunawan et al. 2022). Subsequently, the payment gateway assumes the role

of payment processing, culminating in the prompt remittance of funds to the company's coffers.

Detail Diagram

Identification
of suppliers

Negotiation
of purchase
order

Receive and
inspect
goods

Figure 5. Detail Diagram

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 The company's procurement process is inaugurated with the imperative task of identifying and

subsequently selecting competent suppliers capable of adequately addressing the articulated requisites. This

initial phase entails comprehensive scrutiny of prospective suppliers, solicitation of price quotations, and an

exhaustive evaluation encompassing both their operational capabilities and pricing structures.

Progressing beyond the supplier selection juncture, the company proceeds to the negotiation stage,

which assumes paramount significance. In the course of this phase, the contractual terms, encompassing

critical facets such as pricing, volume, and delivery timelines, undergo a rigorous negotiation process. Once

unanimity is reached and all terms are duly concurred, the company proceeds to formalize the agreement by

generating a purchase order, which serves as the legal instrument cementing the obligations and conditions

that govern the procurement transaction between the company and the designated supplier.

Upon the physical delivery of the requested merchandise by the supplier, the onus shifts to the

company to undertake the reception and thorough examination of the consignment. This meticulous scrutiny

serves the pivotal function of verifying the compliance of the received goods with the meticulously stipulated

specifications delineated within the purchase order. In the event that the inspection reveals any deviation

from the established standards, the company retains the prerogative to initiate corrective measures, including

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the potential return of the delivered goods to the supplier or the pursuit of a refund. This judicious quality

control procedure safeguards the company's adherence to prescribed procurement requisites and maintains

the established standards of quality.

Section 3

Introduction and appreciation of CRM

In the dynamic domain of e-commerce, a profound comprehension of Customer Relationship

Management (CRM) is a prerequisite for the sustained growth and prosperity of online enterprises,

particularly those operating within the domain of B2B platforms and web-based marketing and sales (Dutt &

Chauhan 2019). In this context, CRM serves as the junction where advanced technology and strategic

business acumen intersect. Its principal function revolves around facilitating the establishment of profound

connections with a diverse clientele, and consequently, it assumes a pivotal role in fostering trust, loyalty,

and enduring relationships within the digital marketplace (Dyché 2002). For B2B platforms, characterized by

intricate transactions and enduring commitments, CRM assumes a pivotal role in the establishment and

sustenance of relationships with business partners (Dutt & Chauhan 2019). Its utility extends to the

identification of client needs, product or service alignment, and the facilitation of a seamless and responsive

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communication channel. In the sphere of web-based marketing and sales, CRM equips enterprises with the

capacity to engage a global audience, comprehending their preferences, and tailoring marketing strategies to

enhance user experiences.

Incorporating efficient CRM strategies entails the utilization of data analytics, customer insights

driven by artificial intelligence, and the provision of tailored customer service. Enterprises that integrate

CRM into their operations find themselves better equipped to navigate the continuously evolving digital

terrain, enhance customer contentment, and facilitate long-term growth (Payne 2012). CRM stands as the

fundamental underpinning for successful digital enterprises (Guerola-Navarro et al. 2021). It not only offers a

means to navigate the intricate nuances of the digital domain but also fosters enduring customer

relationships, a vital prerequisite for flourishing in the online marketplace.

Comparison between Salesforce.com CRM and Microsoft Dynamics 365 CRM

Table 1. Comparison between Salesforce.com CRM and Microsoft Dynamics 365 CRM

Feature Salesforce.com CRM Microsoft Dynamics 365

Pricing Starts at $25 per user per month Starts at $20 per user per
month
Features Comprehensive set of CRM features, CRM software with a focus
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 including lead management, contact on sales and customer
management, opportunity management, sales service
forecasting, and reporting
Customizatio Highly customizable Customizable
n
Integrations Integrates with a wide range of third-party Integrates with Microsoft
applications Office 365 and other
Microsoft products
Ease of use Easy to use, but can be complex for large Easy to use, with a focus on
businesses usability and user
experience
Support Excellent support, including online Good support, including
documentation, tutorials, and webinars online documentation,
tutorials, and live chat

In the highly competitive landscape of Customer Relationship Management (CRM) software

solutions, Salesforce.com CRM and Microsoft Dynamics 365 CRM emerge as prominent contenders (Behl et

al. 2019). These platforms have earned recognition for their capacity to equip enterprises with the essential

resources for optimizing operational processes, elevating customer relationships, and amplifying overall

efficiency. This comparative analysis is designed to furnish businesses with comprehensive insights into a

variety of dimensions, enabling them to make judicious selections concerning the CRM system that most

closely corresponds to their specific requirements.

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 Salesforce.com CRM initiates at a monthly rate of £25 per user, whereas Microsoft Dynamics 365

presents a marginally more economical option, commencing at £20 per user each month. Regarding the cost

of entry, Microsoft Dynamics 365 holds the advantage, rendering it an appealing selection for smaller

enterprises or institutions seeking budget-conscious CRM solutions.

Figure 6. Salesforce pricing

Salesforce.com CRM provides an extensive array of CRM functionalities encompassing lead

management, contact management, opportunity management, sales forecasting, and reporting (Salesforce

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2017). In contrast, Microsoft Dynamics 365 distinguishes itself by concentrating on sales and customer

service, tailoring its features to these specific domains (Microsoft Corporation 2019). While both platforms

deliver robust capabilities, the selection depends on the precise requisites of the enterprise. Salesforce.com

CRM is well-suited for organizations seeking a broader spectrum of CRM functionalities, whereas Microsoft

Dynamics 365 represents an optimal choice for those prioritizing sales and customer service functions

(Microsoft Corporation 2019). Both CRM solutions offer a high degree of adaptability. Salesforce.com CRM

is notably recognized for its versatility, affording companies the ability to customize the platform to align

with their distinct operational procedures. Concurrently, Microsoft Dynamics 365 also presents an extensive

range of customization options, enabling businesses to tailor the CRM to meet their particular demands

(Microsoft Corporation 2019).

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Figure 7. Microsoft 365 CRM meeting functionality

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 Figure 8. Microsoft CRM analytics

Salesforce.com CRM exhibits excellence in terms of integrations, possessing the capability to

seamlessly interface with a wide spectrum of third-party applications (Salesforce 2017). In contrast,

Microsoft Dynamics 365, in line with its Microsoft lineage, displays robust integration with Microsoft Office

365 and other offerings under the Microsoft umbrella. The selection between the two is contingent upon the

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prevailing software ecosystem within the enterprise. Salesforce.com CRM offers a broader spectrum of

integration possibilities, while Microsoft Dynamics 365 serves as an appealing choice for organizations that

have already adopted Microsoft products (Microsoft Corporation 2019). The respective CRM solutions place

a premium on user-friendliness. Salesforce.com CRM is generally user-friendly, but its complexity may

escalate in the context of larger businesses with more intricate processes (Salesforce 2017). Microsoft

Dynamics 365 is renowned for its intuitively designed interface, rendering it easily accessible and user-

friendly (Microsoft Corporation 2019). The choice here is frequently dictated by the size and operational

intricacies of the enterprise. Smaller companies may find Microsoft Dynamics 365 to be a more

straightforward choice, while larger corporations may find greater value in the depth offered by

Salesforce.com CRM.

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 Figure 9. Salesforce range of products

Salesforce.com CRM provides robust support, offering an extensive array of online documentation,

tutorials, webinars, and a thriving community comprising both users and experts (Salesforce 2017).

Microsoft Dynamics 365 similarly offers commendable support, featuring online documentation, tutorials,

and live chat facilities (Microsoft Corporation 2019). Both platforms exhibit a strong commitment to

furnishing their users with the necessary resources for optimizing the potential of their respective CRMs.

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Figure 10. Microsoft CRM share feature

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 Figure 11. Salesforce interface

In summary, the selection between Salesforce.com CRM and Microsoft Dynamics 365 CRM hinges

upon the distinct requisites of the business. Salesforce.com CRM boasts a wider range of features and

integration possibilities, while Microsoft Dynamics 365 excels in cost-effectiveness and user-friendliness,

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with a specific emphasis on sales and customer service functions. The ultimate decision is contingent upon

the enterprise's specific demands, the existing software environment, and budgetary considerations. Smaller

e-commerce enterprises, such as our company, MiseyBox Musy, with financial constraints, may find

Microsoft Dynamics 365 an attractive choice. In contrast, larger and more intricate e-commerce entities

necessitating a broader spectrum of features and customization options may gravitate towards Salesforce.com

CRM.

Improvements and Recommendations

In the evaluation of Salesforce.com CRM and Microsoft Dynamics 365 CRM for application in an

online mystery box figurines business, it is imperative to conduct a thorough analysis of their respective

strengths and weaknesses to facilitate an informed decision. Salesforce.com CRM presents an encompassing

range of features, comprising robust lead and contact management, opportunity tracking, sales forecasting,

and comprehensive reporting tools. These attributes offer considerable adaptability to accommodate the

diverse operational requirements of an online figurine enterprise. Nevertheless, its pricing structure,

commencing at £25 per user per month, may present a constraint for smaller-scale enterprises, and the

intricacy of the platform could prove formidable for larger organizations. On the other hand, Microsoft

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Dynamics 365 CRM, with an entry-level cost of £20 per user per month, emerges as a distinct advantage for

economically cautious small businesses. Its feature set is prominently tailored towards the domains of sales

and customer service, closely aligning with the requisites of e-commerce operations. The platform's user-

friendly interface and intuitive design render it an attractive choice for companies characterized by varying

user proficiencies.

In terms of limitations, Salesforce.com CRM's cost and complexity may pose challenges for modest

online mystery box figurine businesses with limited financial resources and IT capabilities. In contrast,

Microsoft Dynamics 365 CRM's feature set may not be as all-encompassing as that of Salesforce.com for

businesses seeking a more comprehensive suite of CRM capabilities. For an online mystery box figurines

business, particularly one exemplified by MiseyBox Musy, which tends to prioritize budget considerations

and demands a user-friendly interface, Microsoft Dynamics 365 CRM emerges as a judicious selection. Its

pricing model more closely aligns with the financial constraints often experienced by smaller enterprises, and

its emphasis on sales and customer service dovetails effectively with the core operational facets of e-

commerce ventures. While Salesforce.com CRM offers a more extensive feature repertoire, it may, in certain

cases, represent a choice laden with complexity and financial demands that exceed the resources of a smaller

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online figurine retailer. Consequently, the deliberation inclines towards Microsoft Dynamics 365 CRM,

which not only proffers economic viability and user-friendliness but also a feature set well-suited to the

distinct demands of an online mystery box figurines business, rendering it the more pragmatic choice for

MiseyBox Musy.

Conclusion

Within the fiercely competitive realm of e-commerce, the successful establishment and operation of

an online enterprise dedicated to mystery box figurines, represented here by MiseyBox Musy, necessitate a

comprehensive comprehension of supplier relationships, logistics, payment gateways, and the pivotal

significance attributed to Customer Relationship Management (CRM). The subsequent comparative analysis

of Salesforce.com CRM and Microsoft Dynamics 365 CRM underscores the fact that the selection of a CRM

system is contingent upon the specific requisites of the business in question. In the context of an online

venture specializing in mystery box figurines, typified by MiseyBox Musy and its orientation towards

financial considerations and user-friendliness, Microsoft Dynamics 365 CRM emerges as the pragmatic and

optimal choice. Its cost-effectiveness and alignment with sales and customer service functions render it a

commendable option for businesses of this nature. In the midst of the constantly evolving e-commerce

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landscape, the present report serves to endow enterprises with invaluable insights indispensable for their

progress and prosperity.

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 References

Behl, A, Dutta, P, Lessmann, S, Dwivedi, YK & Kar, S 2019, ‘A conceptual framework for the adoption of

big data analytics by e-commerce startups: a case-based approach’, Information Systems and e-

Business Management, vol. 17, no. 2-4, pp. 285–318.

Bhattacharya, S & Mishra, B 2015, ‘Evolution, Growth and Challenges in E-commerce Industry : A Case of

India - ProQuest’, Sumedha Journal of Management Preview., vol. 4, no. 1, pp. 45–58.

Dutt, H & Chauhan, K 2019, ‘Using Flexibility in Designing CRM Solution’, Global Journal of Flexible

Systems Management, vol. 20, no. 2, pp. 103–116.

Dutta, N & Bhat, AK 2014, ‘Flipkart: journey of an Indian e-commerce start-up’, Emerald Emerging

Markets Case Studies, vol. 4, no. 7, pp. 1–14.

Dyché, J 2002, The CRM handbook : a business guide to customer relationship management, Addison

Wesley, Boston.

Guerola-Navarro, V, Gil-Gomez, H, Oltra-Badenes, R & Sendra-García, J 2021, ‘Customer relationship

management and its impact on innovation: A literature review’, Journal of Business Research, vol.

129, pp. 83–87.

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Gunawan, F, Santoso, AS, Yustina, AI & Rahmiati, F 2022, ‘Examining the effect of radical innovation and

incremental innovation on leading e-commerce startups by using expectation confirmation model’,

Procedia Computer Science, vol. 197, pp. 393–402.

Ma, S, Li, G & Liu, M 2021, ‘Procurement competition in the presence of IoT-enabled B2B E-commerce’,

Electronic Commerce Research and Applications, vol. 49, p. 101091, viewed 12 December 2021,

<https://www.sciencedirect.com/science/article/pii/S1567422321000636>.

Microsoft Corporation 2019, What is CRM?| Microsoft Dynamics 365, Microsoft.com.

Payne, A 2012, Handbook of CRM, Routledge.

Salesforce 2017, CRM Software from Salesforce.com - Customer Relationship Management -

Salesforce.com, Salesforce.com.

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Appendices

Case Studies – Travel Sector

Doreen Nielsen

Key Areas:

•View of General Airline Operations

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•RFID Technology use at airports
•Assessment of Technology use

•Examples of Transport Operations -

•Airlines: AirAsia, Easyjet, Ryanair
•Rail: TFL – Transport for London, National Rail, Virgin Trains
•Road (Taxi): Hailo, UBER, Gett, Kabbee, Wheely, Bolt (See
https://www.dailymail.co.uk/news/article-7664193/Whats-
CHEAPESTtaxi-app-rush-hour-MailOnline-pits-Uber-against-
rivals.html)

•When things go wrong… what happens then?

•Resolutions

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 View of General Airline Operations:

Passenger online bookings

Self activated bookings
Travel Agent managed bookings

Ch in at
ID Validation process
eck airport
Baggage

➢ Security
drop management
o Security Checks on passenger and carry on baggage o Optional ID
validations process

➢ Gate Validations before boarding

➢ Baggage handling Management
o Baggage identifications o Baggage channelling to loading into airplane

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View of General Airline Operations
(Cont…):

➢ Passenger disembarkation
➢ Baggage handling Management
o Baggage unloading
o Screening, Sorting and Transportations
o Baggage transfers to correct channels – onward flights or specific
baggage carousels
o Baggage reconciliations/screening, holds area

➢ Pets travel
o Checked in as “Baggage” o Checked in as
“Cargo”

➢ Cargo handling Management

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RFID Technology use at airports:

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Assessment of Technology use:

➢ What technology is used in the organisation?

➢ The positive & negative factors connected to technology
use…
✓ Good – Do you continue or expand its usage?
✓ Not so good – What can you compromise or adjust to
make it good?
✓ Bad – Stop everything, reassess, plan, propose optional
changes, etc, etc.
➢ How can an organisation do better?

Assessments are done regularly.

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Apply this to the following cases.
Discuss…

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Assessment of Technology use (Co …

nt ):

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Assessment of Technology use (Cont…):

➢ Ethical concerns with technology used in the organisation:

✓ Are there enough protection within the organisation?
✓ Current Data protection
✓ Access Controls
✓ Backups
✓ What compromise exists in the systems?
✓ Bad – Stop everything, reassess, plan, propose
optional changes, etc, etc.
➢ How can an organisation improve?

Assessments must be done regularly.

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Apply this to the following cases.
Discuss…

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 AirAsia.com –A case study
2011 Guest Lecture: Assoc. Prof. YazrinaYahya (Faculty of
Information Science and Technology, Universiti Kebangsaan
Malaysia, Malaysia)
Check this out:
•http://www.airasia.com/ot/en/home.page?cid=1
•https://mobile.airasia.com/
•http://www.facebook.com/AirAsia
•Other online resources: http://blog.airasia.com/;
http://twitter.com/AirAsiaDotCom
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A case study
 EasyJet, a budget airline corporation, has a large presence in
Europe. How does it compare to AirAsia?
 Check this out:
✓ www.easyjet.com
✓ http://www.skyscanner.net/airline/airline-
easyjetezy.html
✓ https://www.facebook.com/easyJet

• Other online resources:

✓ https://play.google.com/store/apps/details?id=com.mtt
now.droid.easyjet&hl=en
✓ http://www.trustpilot.co.uk/review/www.easyjet.com
✓ http://flightsandfrustration.com/a-review-of-my-firstflight-with-easyjet/

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 A case study
 Ryanair, is a competitor budget airline corporation in
Europe. How does it compare to both easyJet and
AirAsia?
 Check this out:
✓ http://www.ryanair.com/
✓ http://www.skyscanner.net/airline/airlineryanair-fr.html
✓ http://www.cheapflights.co.uk/airlines/Ryanair/
✓ https://twitter.com/Ryanair

• Other online resources:

✓http://www.airlinequality.com/Forum/
ryan.htm
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 A case study
 TFL is one of the oldest transport system in Greater London. Is
there a difference between private and government
sector run business?
 Check this out:
✓ http://www.tfl.gov.uk/
✓ https://en-gb.facebook.com/transportforlondon
✓ https://twitter.com/TfLTravelAlerts

• Other online resources:

✓ http://www.londontravelwatch.org.uk/complaints/where
_to_send_your_complaint

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 ✓ https://custserv.tfl.gov.uk/icss_csip/resetSession2.do?S
tandalone=yes&showmodulename=false

A case study
 TFL is one of the oldest transport system in Greater London. Is
there a difference between private and government sector run
business?
 Check this out:
✓ http://www.nationalrail.co.uk/default.aspx
✓ https://twitter.com/nationalrailenq
• Other online resources:
✓ http://www.thetrainline.com/

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 ✓ https://itunes.apple.com/gb/app/national-railenquiries/
id519094154

Free Now A case study

https://www.uber.com

 Team of Black Cab drivers (London) formed Hailo, absorbed into

MyTaxi, now rebranded as Free Now (Hamburg, EU).
 Check this out:
✓https://www.wsj.com/articles/
SB10001424127887324001104
578165800057730278#articleTabs%3Darticle Wall Street
Journal (2012)
• Other online resources:
✓ http://www.crunchbase.com/organization/hailo
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✓ http://techcrunch.com/2015/11/02/uber-retrenches-ingermany/
✓ http://www.bbc.co.uk/news/technology-27733971
✓ http://www.cityam.com/blog/1402483881/which-londonstaxi-
app-offers-best-fares

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. 51

When things go wrong… what happens

then?

➢ Identifying the problems (usually

Internal Triggers):
➢ Is it the Technology? – staff, hardware or
software…
➢ Or the Operations? – staff, processes…
➢ Or the Policies? – agreements, contracts,
procedures… ➢Consider External
Triggers:
➢ Customer complaints
➢ Regulatory bodies, Legal compliance…
➢ The positive & negative factors
connected to technology use…
✓ Good – Do you continue or expand its usage?
✓ Not so good – What can you compromise or
adjust to make it good?
✓ Bad – Stop everything, reassess, plan, propose
optional changes, etc, etc.

Resolutions…

➢ Internal Triggers – Easier to manage:

. 52

➢ Is it the Technology? – staff, hardware or

software…
➢ Or the Operations? – staff, processes…
➢ Or the Policies? – agreements, contracts,
procedures… ➢External Triggers – More
complex in nature:
➢ Customer complaints
➢ Regulatory bodies, Legal compliance…
➢ The positive & negative factors
connected to technology use…
✓ Good – Do you continue or expand its usage?
✓ Not so good – What can you compromise or
adjust to make it good?
✓ Bad – Stop everything, reassess, plan, propose
optional changes, etc, etc.

Your Challenges for this week…

•Check out your Lab work instructions

•You may discuss and work in groups…

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. 53

•BUT Post your research findings

INDIVIDUALLY

•Enjoy your challenges!

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