Questions
explain in detail what crisis management plan is and why it is important for every firm...

explain in detail what crisis management plan is and why it is important for every firm to have one?

500 words/ 2 references in APA format

In: Operations Management

When low-cost carrier JetBlue Airways began operations in 1999, it promised customers cheap fares combined with...



When low-cost carrier JetBlue Airways began operations in 1999, it promised customers cheap fares combined with exceptional service. JetBlue planes offer more leg room and all seats on JetBlue planes offer passengers 36-channel DIRECTV® service on seat-back screens.
For seven years, JetBlue, with a few exceptions, kept its promise to passengers and shot to the top of customer satisfaction surveys J.D. Power and Associates conducted. On Valentine’s Day, 2007, however, the airline suffered the worst crisis in its history. Due to an unexpected New York ice storm, nine JetBlue planes full of passengers were stranded on the tarmac for over 6 hours—one plane and its 130 passengers sat on the tarmac for 10 hours. The planes left the gate and then found they couldn’t take off, but the airlines, feeling that the storm would let up by midmorning, did not allow the planes to return to the gate. In the end, the wheels of the planes were frozen in the slush, unable to move. In the next few days things got even worse for JetBlue as a snowball effect (pardon the pun) from the storm caused hundreds of flights to be cancelled—JetBlue’s flight attendants and pilots were not where they were needed, and the company’s communication system staff people were not trained to tell them what to do. At some airports, police had to be called in to help calm down the irate customers. While the airline was far less than satisfactory in its response to the Valentine’s Day ice storm, its response to the crisis was a model of excellent PR. Seeking to swiftly respond to the crisis and appease angry customers, CEO David Neeleman quickly apologized to customers and explained what went wrong. He said he felt “mortified” and “humiliated.” To get his message across, he appeared on CNN’s American Morning, Today, Fox and Friends, and Squawk Box early the next day. But JetBlue did more than just apologize to consumers. The airline offered passengers who were stranded on JetBlue planes for three hours or more a full refund plus a free round-trip ticket to any JetBlue destination. In all, the airline spent $30 million on vouchers for passengers of the 1,102 cancelled flights. In addition to its immediate response to the February cancellations, JetBlue cited its dedication to “bringing humanity back to air travel” and established a Customer Bill of Rights retroactive to February 14. The Bill of Rights outlines what JetBlue will provide to its customers in cases of flight cancellations, departure delays, overbookings (customers who are denied boarding will receive $1,000), and even when the DIRECTV® is noperable. But will these changes satisfy customers? Most customers reacted with caution, saying that they would be watching the airline to see if it lived up to its promises. Other stranded passengers were less positive, and some vowed never to fly JetBlue again. Will the Bill of Rights allow JetBlue to gain the level of customer loyalty it enjoyed before the crisis? While most customers of delayed flights may be satisfied, others may not. What about customers whose delays fall 10 minutes short of receiving a full-price trip voucher? And what will happen when another crisis occurs? JetBlue must continue to develop customer service and PR programs if it is to stay in the air for the long haul.
What is the decision facing JetBlue?
What factors are important in understanding this decision situation?
What are the alternatives?
What decision(s) do you recommend?
What are some ways to implement your recommendation?

In: Operations Management

Human Resource Planning (HRP) represents a significant improvement on traditional Manpower Planning exercise. To what extent...

Human Resource Planning (HRP) represents a significant improvement on traditional Manpower Planning exercise.

To what extent does HRP represent an improvement towards an organisation’s assessment of it human resource needs?

1.0 Introduction

2.0 Human Resource Planning (HRP)

     2.1 Definition of Human Resource Planning

     2.2 Role of Human Resource Planning

     2.3 Objectives of Human Resource Planning

      2.4 Process of Human Resource Planning

In: Operations Management

Why might a person wish to be involved with a critical path activity? What are some...


Why might a person wish to be involved with a critical path activity? What are some of the reasons one might have for not wanting this type of association? Explain your rationale with an example.

In: Operations Management

1. Four most common layout formats (170, PPT 4-10) – describe the four most common layout...

1. Four most common layout formats (170, PPT 4-10) – describe the four most common layout formats. 2. workcenter (Job shop) Layout (170-174, PPT 11-20) – for a given workcenter layout, be able to assess the material handling cost/distance. 3. Assembly Line Layout (174-180, PPT 21-40) – be able to balance an assembly line: 1) draw a precedence diagram, 2) determine the workstation cycle time, 3) determine the theoretical minimum number of workstations, 4) using the longest task time rule to assign tasks to workstations, and 5) evaluate the efficiency. 4. Work Cell, Project, and other nonmanufacturing Layout (181-185) – illustrate how to develop a layout for work cell, project, and layouts in nonmanufacturing settings.

Chapter 12 – Six Sigma Quality 1. Defining Quality (299-303, PPT 4-16) – be able to define quality and TQM; understand the four categories of cost of quality (COQ). 2. Total Quality Management (PPT 17-36) – be able to describe each of the seven concepts for an effective TQM program. 3. Six Sigma (303-310, PPT 24-29) – understand the Six Sigma approach to improving quality and productivity. 4. Tools of TQM (PPT 37-49) – describe the seven tools for TQM – what they are and when to use them. 5. ISO (310-312, PPT 50-55) – describe the ISO international quality standards.

In: Operations Management

Develop the training manual on any courses, such as Financial Accounting, to be used by the...

Develop the training manual on any courses, such as Financial Accounting, to be used by the freshmen. Material of this manual should include the following:

1. Training objectives

2. Training contents (2 chapters)

3. Learning models

4. Key learning points

5. Exercises, using different training methods, such as games, case studies, group exercises, etc.

6. Diagrams, pictures, graphs, etc.

7. Reference list

In: Operations Management

Awareness about Islamic finance in the UAE or Gulf from the perspective of an islamic bank...

Awareness about Islamic finance in the UAE or Gulf from the perspective of an islamic bank and a conventional one, how do they differ from each other ?

In: Operations Management

In 2010, Ticketmaster found out the hard way that the entertainment industry is not, in fact,...

In 2010, Ticketmaster found out the hard way that the
entertainment industry is not, in fact, as recession-proof as
it was once widely believed to be. Th e company, which sells
tickets for live music, sports, and cultural events, and which
represents a signifi cant chunk of parent company’s Live
Nation Entertainment’s business, saw a drop in ticket sales
that year of a disconcerting 15 percent. Th en there was the
mounting negative press, including artist boycotts, the vitriol
of thousands of vocal customers, and a number of major
venues refusing to do business with Ticketmaster.
Yet 2012 has been more friendly to the company—under

the leadership of former musician and Stanford MBA-
educated CEO Nathan Hubbard, who took over in 2010

when Ticketmaster merged with Live Nation, the country’s
largest concert promoter. Th ird-quarter earnings were
strong, with just under $2 billion in revenue, a 10 percent
boost from the same period last year, driven largely by Live
Nation’s ticketing and sponsorship divisions. Ticketmaster
was largely responsible as well, thanks to the sale of 36 million
tickets worth $2.1 billion, generating $82.1 million in adjusted
operating income, which translates to an increase of
51 percent for the year.
Th at’s because Hubbard knows how to listen, and read the
writing on the wall, “If we don’t disrupt ourselves, someone
else will,” he said, “I’m not worried about other ticketing
companies. Th e Googles and Apples of the world are our
competition.”
Some of the steps he took to achieve this included to
the creation of LiveAnalytics, a team charged with mining
the information (and related opportunities) surrounding
200 million customers and the 26 million monthly site visitors,
a gold mine that he thought was being ignored. Moreover
Hubbard redirected the company from being an infamously
opaque, rigid and infl exible transaction machine for ticket
sales to a more transparent, fan-centered e-commerce
company, one that listens to the wants and needs of customers
and responds accordingly. A few of the new innovations rolled
out in recent years to achieve this include an interactive venue
map that allows customers to choose their seats (instead of
Ticketmaster selecting the “best available”) and the ability to
buy tickets on iTunes.
Hubbard eliminated certain highly unpopular service
fees, like the $2.50 fee for printing one’s own tickets, which
he announced in the inaugural Ticketmaster blog he created.

Much to the delight of event goers—and the simultaneous
chagrin of promoters and venue owners, who feared that the
move would deter sales—other eff orts toward transparency

included announcing fees on Ticketmaster’s fi rst transaction-
dedicated page, instead of surprising customers with them at

the end, while consolidating others. “I had clients say, ‘What
are you doing? We’ve been doing it this way for 35 years,’”
Hubbard recalled, “I told them, ‘You sound like the record
labels.’”
Social media is an integral part of listening, and of course,
“sharing.” Ticketmaster alerts on Facebook shows friends of
purchasers who is going to what show. An app is in the works
that will even show them where their concertgoing friends
will be seated. Not that it’s all roses for Ticketmaster—yet.
Growth and change always involve, well, growing pains,
and while goodwill for the company is building, it will take
some time to shed the unfortunate reputation of being the
company that “everyone loves to hate.” Ticketmaster made
embarrassing headlines in the fi rst month of 2013 after
prematurely announcing the sale of the president’s Inaugural
Ball and selling out a day early as a result, disappointing
thousands. But as the biggest online seller of tickets for
everything from golf tournaments to operas to theater to
rock concerts, and with Hubbard’s more customer-friendly
focus, Ticketmaster should have plenty of opportunity to
repent their mistakes.

Question:

1. Identify the problems that Ticketmaster was facing, using cause and effect analysis. What were the Symptomatic Effects? What were the Underlying Causes?

2. What process(es) did Nathan Hubbard use to Generate Alternatives? What alternatives were available to Mr. Hubbard? What types of Uncertainty did he experience?

In: Operations Management

1. Select two banks(one conventional bank and one Islamic bank in UAE) and do the following:...

1. Select two banks(one conventional bank and one Islamic bank in UAE) and do the following: A: Find out as much as possible from the bank • History of each bank • Types of the accounts opened by the bank • Types of customers of the bank • Analysis of the financial statements of the bank • Performance analysis of the bank(rations and trends) B: Customer survey about the awareness and perception of Islamic banks.

In: Operations Management

The objective is to design a local area network for a real or hypothetical organization of...

The objective is to design a local area network for a real or hypothetical organization of at least four subnets, with at least 100 PCs in each, using Windows and TCP/IP.

  1. hardware design: Include the following in a table: part name, description, supplier, unit cost, extended cost. Assume that all PCs were bought with NICs (do not include their costs), but no cables. Compute the total cost for all parts. Do not forget the internetworking device(s). I just need help with Preparing a graphical representation (image) of the network using MS Visio. Im not sure how to do this part.

In: Operations Management

How should a company using the global differentiation strategy take steps to convince the board of...

How should a company using the global differentiation strategy take steps to convince the board of directors?

Explain in detail.

In: Operations Management

what Information Systems did sears select

what Information Systems did sears select

In: Operations Management

5. The Coca-Cola World service process is demand- or capacity-constrained? 6. How could Coca-Cola World improve...

5. The Coca-Cola World service process is demand- or capacity-constrained?

6. How could Coca-Cola World improve its service process?

7. What is the main source of variation for Coca-Cola World and how could this variation be reduced?

In: Operations Management

There are some pressing health and safety information gaps that can be addressed by training what...

There are some pressing health and safety information gaps that can be addressed by training what is the factors, action to be taken, the person responsible, additional factors and KPI's ??

In: Operations Management

CASE STUDY The Alcatel-Lucent Merger—What Went Wrong? It did not take long after the merger for...

CASE STUDY
The Alcatel-Lucent Merger—What Went Wrong?
It did not take long after the merger for things to start going wrong for Alcatel-Lucent CEO Patricia Russo, who opted to leave the vendor last month after admitting she could no longer work with fellow board resignee chairman Serge Tchuruk.
It seems that this deal was not meant to happen. The original merger negotiation between Alcatel of France, the communications equipment maker based in Paris, and Lucent Technologies, the U.S telecommunication giant, tool place in 2001. However, the final detailed deal collapsed on May 29, 2001, after the two companies could not agree on how much control the French company would have, Lucent’s executive apparently wanted the deal as a ‘‘merger of equals’’ rather than a takeover by Alcatel.
The failed deal was regarded as a severe blow to Lucent’s image Industry watchers questioned how Lucent would be able to survive this most recent blow. Although it was not clear which company initiated the negotiations, it was reported that Lucent ended them after much of the senior management detected that the proposed deal would not be a merger of equals.
In 2006, however, renewed negotiations took place, resulting in the transatlantic relationship being consummated; shareholders in France approved the merger of telecommunication equipment makers. Alcatel and Lucent on September 7, 2006. However, Alcatel investor still has concern about the leadership and financial health of their new American partner. Alcatel’s chief executive. Serge Tchuruk, tried to reassure the 1,500 shareholders gathered in Paris to back the merger, saying the company- to be called Alcatel-Lucent- is ‘‘truly global and has no equivalent today and won’t in the future. Mr. Tchuruk had agreed in April 2006 to pay 10.6 billion euro ($13.5 billion then) for Lucent, in a deal to create the world’s biggest telephone equipment maker although industry watchers considered the bid as financially inadequate for Alcatel investors. The stock swap was valued at one Alcatel American depository share for every five Lucent shares. Tchuruk said the combined company would realize 1.4 billion euro ($1.8 billion) in cost savings over the following three years, in part by cutting 9,000 jobs, about 10 percent of the combined workforce. He noted that Alcatel-Lucent’s revenue would be spread almost equally across Europe, the United States and Asia, offering greater long term stability. Alcatel does most of its business is also endorsed the deal. ‘We are another step closer to creating the first truly global communications solution provider with the broadest wireless, wireline and services portfolio in the industry” said the chief executive of Lucent, Patricia F Russo, who was to retain that role in the combined company. At that time, the company had combined sales of $25 billion. Amid concerns, about the potential for cross-cultural conflicts, Tchuruk said that, while cultural

issues could arise, ‘‘everything is under way to make sure this human factor is dealt with,’’ he said, adding that Alcatel already opened as an international company with a wide mix of nationalities; English is the official language of the company. After the shareholders of both
Continued...
companies endorsed the deal, regulatory hurdles was cleared in both the EU and the U.S. An Alcatel-Lucent merger provided the combined company a strong position in several categories of equipment sold to the major telecommunications carrier: wireless telecommunications equipment, wireline equipment, wireless infrastructure, Internet routers, equipment for carrying calls over the Internet, etc.
However, success was illusive. Overall, it seemed that ‘the difficulties of integrating a French company with an American one dominated during Russo’s tenure, as the corporate culture of Lucent clashed with alcatel’s French business model. One source close to the company saw little evidence of cooperation between the two factions from the outside. In July 2008, the Alcatel- Lucent CEO Patricia Russo resigned, citing the inability to get along with Serge Tchuruk, her fellow board member, subsequently he too resigned. Much of the resentment came from Alcatel management because the overall leadership had been handed to the target company. Lucent, an unusual decision; in addition, it became clear that it was a poor decision to appoint leaders based, as she struggled to bring together the different cultures of the two companies. As the first woman to run a company listed on the CAC 40, she had to make her way in the clubby, male-dominated world where French business and politics overlap. In addition, the combined, but still rather weak companies, faced low-cost competition from now Chinese rivals and Internet technology was changing beyond recognition. Worse, demand has been weakening across the industry.
A Barron’s article in August 2008 noted that ‘‘while it might have been helpful if outgoing CEO Patricia Russo had spoken French, that’s not why she and Chairman Serge Tchuruk failed to make a go of the 2006 merger of Alcatel and Lucent Technologies. They were pushed into each other’s arms out of desperation as the industry began a painful, necessary consolidation.... the telephone-equipment business is brutal and likely to see more attrition. The marriage didn’t avert six straight quarterly losses.’’ The series of quarterly losses ($7 billion loss since the merger) led to a bombardment of negative comment an Alcatel-Lucent initiated restructuring and cut around 16,500 job. In September the new chief’s were announced- a French chairman, who lives in America, and a Dutch chief executive, who will be based in Paris. Both Philippe Camus and Ben Verwaayen were considered to have the personality and experience that cold iron out the beleaguered telecoms group’s problems. Mr. Verwaayen accepted the new job only when he found he could get along with Mr. Camus, who had already agreed to be chairman. ‘‘We share

the same sense of humour.’’ he says. ‘‘You need to have complete understanding at the top of the house.’’ ‘‘We must deliver on the merger.’’ Ben Verwaayen the former head of BT. who was appointed to succeed Patricia F, Russo as chief executive, said at a meeting with journalists. Acknowledging that there remained ‘‘a divided Alcatel-Lucent.’’ Mr. Verwaayen speaks fluent French and English. Alcatel-Lucent operates in 130 countries, and like many global enterprises, its language of business is English. He was quoted in The Economist as saying that he ‘‘sees his job as removing barriers wihtin the company and unleashing its talents.’’ But perhaps his biggest advantage in rescuing a failed Franco-American merger is that he is neither French nor American.

QUESTIONS:

1. What conditions and negotiations pushed forth the merger in 2006 that were not present in 2001?

2. Evaluate the comment that the merger is “a giant transatlantic experiment in multicultural diversity.” What evidence is there that the company has run into cross-cultural problems since the merger took place in 2006?

3. What are some of the international challenges that Alcatel-Lucent faces as it moves forward as a

its a case study and there is three questions to be answered. pls help me

In: Operations Management

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