Question 1.

were behind
revenue?

What people, organization, and technology factors

Cincinnati Zoo losing opportunities to increase

The factors of losing opportunities to increase revenue are the

management and the systems of Cincinnati Zoo itself. This is
because
the
management
had
limited
knowledge
and
understanding of what was actually happen in the Zoo om daily
basis. They also did not know what was the total revenue and the
amount of people came to the Zoo every day. The system that the
embedded now is out of date, because they are using different
system for different department, which is different point-of-sale
platforms. Other than that, they are still relied on manual cash
registers, so the management had to sift through paper receipts to
understand daily sales total.
Question 2.
Why was replacing legacy point-of-sale systems and
implementing a data warehouse essential to an information system
solution?
Replacing legacy point-of-sale systems and implementing a data
warehouse because point-of-sale system are not synchronise and
centralise because they had different point-of-sale, so its hard to
identify and analysis the revenue for each day, the amount of visitor
came to the zoo. Data warehouse make it much easier to provide
secure access to this management. Data warehouse is all in one, the
ability of receiving data from many different sources, meaning any
system in Cincinnati Zoo can contribute data of the visitors.
Question 3. Describe the types of information gleaned from data
mining that helped the Zoo better understand visitor behavior.
Firstly, Business Intelligence, Zoo needed to focus more on
analytics and data management. The Zoo replaced its four legacy
point of sale systems with a single platform. It enlisted IBM and
BrightStar partners to build a centralized data warehouse and
improvement IBM Cognos Business Intelligence to provide real time
analytics and reporting. Secondly, high velocity automated decision
making. The zoo now feeds weather forecast data from U.S National
Oceanic and Atmospheric Administration (NOAA) website into its
business intelligence system. By comparing current forecast to
historic attendance and sales data during similar weather condition,
the zoo is able to make more accurate decision about labor
scheduling and inventory planning. In addition, zoos loyalty reward
card, the zoos system captures this data and analyzes them to
determine usage and spending patterns down to the individual
customer level. This information helps the zoo segment visitors
based on their spending and visitation behaviors and use this
information to target marketing and promotion specifically for each

customer segments.
Question 4. How did the Cincinnati Zoo benefit from business
intelligence? How did it enhance operational performance and
decision making?
Cincinnati Zoo enhances operational performance the operation
by providing real-time analytics and reporting. Besides, the Zoo
make more accurate decisions about labor scheduling and inventory
planning by feed weather forecast data from U.S. national Oceanic
and Atmospheric Administration (NOAA) Websites to comparing
current forecasts to historic attendance and sales data during
similar weather conditions.
The Zoo use the information to achieve target marketing and
promotions through use the Zoos Loyalty Reward card. The Zoo
give rewarded to loyal customer to achieve targeted marketing and
recognition programs. The Zoos soft-serve ice cream outlets are
open for the entire day to achieve their income. Their use IBM
analytics to identify which beer is selling best, on what day, and
what time to make sure inventory meets demand which is
previously take long time and required hiring part-time staff to sift
through register tapes.
The Cincinnati Zoo benefit from business intelligence is an
operation has led to dramatic improvements in sales. Besides, the
Zoo achieve a 30.7 percent increase in food sales, and a 5.9 percent
increase in retail sales compared to the same period a year earlier.
The Zoo making decision to change information systems that
aimed to focus more on analytics and data management. The Zoo
replaced four legacy points of sales systems with a single platform
like Galaxy POS from Gateway Ticketing Systems, enlisted IBM and
BrightStar Partners.
Question 5. The Zoos management recently stated that it might
have to ask for more revenue from taxes in order to provide the
same level of quality and service in the future. How might business
intelligence be used to prevent this from happening?
Business intelligence can be used to prevent Zoos management
from ask for more revenue from taxes in order to provide the same
level of quality and service in the future. By using business
intelligence, Zoos management was sending a special offer to its
entire mailing list to tailor campaigns more precisely to smaller
group of people. So, it can increase the chances of identifying the
people who were most likely to respond to their mailings.
Besides that, by using business intelligence, Zoos management

also get more detailed data analysis of a big spike in soft-serve ice
cream sales. The detailed data analysis showed that a big spike in
soft-serve ice cream sales occurs during the last hour before the
Zoo closes. As a result, the Zoos soft-serve ice cream outlets are
open for the entire day.
Business intelligence help Zoos management make some IBM
analytics. With the result of IBM analytics, management can now
instantly identify which beer is selling best, on what day, and at
what time to make sure inventory meets demand. Its help Zoos
management get the information in a short period of time without
required hiring part-time staff to sift through register tapes.
Conclusion, with using business intelligence, it improve the Zoos
ability to make better decisions about operations has led to
dramatic improvements in sales. So, in the future, Zoos
management can get more revenue from taxes in order to provide
the same level of quality and service.

Business analytics software helps zoo increase revenue and visits

The Cincinnati Zoo expects a $350,000 jump in revenue the first year and an additional
50,000 new visits through its use of business analytics from IBM.
The zoo wanted to maximize a recent increase in attendance and raise guest spending,
which would allow management to provide increased care for animals and potentially add
new exhibits to further increase business.
Multiple pointof-sales systems at the zoo, however, limited managements ability to track
overall sales performance and cross-promote products and services. For example,
officials could not measure and report on what zoo members did when visiting an
attraction and what they spent their money on. Even basic information on sales volume
across a 75-acre campus was difficult. Managers often had to walk the entire park to see
what was occurring in the business.
In addition, three separate systems were used to capture and collect sales and
admission dateone for ticketing, one for retail and one for food and beverage. The

systems were not integrated so management could not make key decisions on what
items were more frequently purchased, spending patterns, and so on.
In July 2010, the Cincinnati Zoo turned to IBM and its business partner BrightStar
Partners to replace the siloed systems with a single integrated IBM analytics solution,
giving employees and management a single view that provides insight and an at-aglance view across ticketing, retail and food segments.
According to a press release from IBM, zoo staff members now have easy and fast
access to sales and attendance data via real-time information, analysis and event
notification, giving them important information on client purchasing patterns or delays in
ticketing. Management can get detailed information on visitations to determine who came
to the zoo, how much they spent while visiting and where they spent it. Previously it took
seven to 14 days to collect such information and required part-time staff to sift through
register tape.
With the business analytics solution, management can target its two key groups for
specific promotions to generate more revenueseason pass holders, who make up 50
percent of the business, and non-pass holders who make up the remaining 50 percent.
John Lucas, director of park operations for Cincinnati Zoo and Botanical Gardens, says,
Almost immediately after going live with IBM analytics software, we were able to
increase our in-park spending by as much as 25 percent by utilizing 360-degree
customer views. We turned that information into strategic offers to our guests, and arming
our managers with real-time data enabled them to react to a dynamic and fluid business
driven by seasonal weather patterns. It was instant payback.
We now have the ability to see and analyze data in all corners of our business-presented in the way we want to see it whenever we need it--and be more responsive to
our customers. The solution is also revolutionizing our cross-promotion and cross-sell
efforts, helping us better serve clients, and most importantly, because of our increased
revenues, were better able to deliver our mission of inspiring passion for nature and
saving wildlife for future generations.
The Cincinnati Zoo solution is powered by IBM Cognos software.

Five baggage handling solutions that can enhance the passenger experience
For many passengers, the baggage process can be a source of great stress. Having to
transport your bags to the airport, queuing up to check them in upon arrival, feeling
anxious about whether or not the bag will arrive at the destination, and then the
uncertainty if a bag is lost or misdirected all contribute to an aspect of the travel
process that passengers would love to see improved.
So, what can airlines and airports do to improve the baggage handling process from
the passenger perspective? Here are our top five suggestions:
1. Permanent bag tags

Vanguard ID Systems ViewTag can be updated simply by synchronising it with a

smartphone or tablet. Rick Warther, the companys President & CEO, says it will be
revolutionary.
Permanent bag tags are not a brand new concept, but they are starting to gain
considerable traction. The permanent bag tag is a reusable tag that makes use of Near
Field Communication (NFC) and/or Radio Frequency Identification (RFID)
technology, and is designed to replace the traditional paper bag tag. While Qantas was
the pioneer with its Q Bag Tag back in 2011, British Airways is currently trialling
its own electronic permanent bag tag, and Vanguard ID Systems has recently
launched its own permanent bag tag called ViewTag, which satisfies IATAs standard.
According to Rick Warther, President & CEO of Vanguard ID Systems, ViewTag is
revolutionary. He said: This will give data integrity to a system that has never had
it before. The current technology relies on probably the worst barcode ever created.
Interleaved 2 of 5 and the inherent numbering scheme currently used is seriously
flawed. The airlines know this and really want a better solution with data integrity.
The Vanguard ID Systems solution is the result of 10 years of development,
culminating in an IATA meeting along with 16 major airlines in June this year, in
which a final design for ViewTag was agreed. The tag uses NFC and RFID
technology the former to change the display on the screen and the latter to allow
readers to read the tag at a distance of up to 50 feet (15m).
Warther also explained that the permanent bag tag is backward compatible and
forward capable, meaning it wouldnt require the industry to switch overnight from
the traditional bag tags to the new alternative. Its a tag that can be used in the
smallest airport in Africa, or the largest airport in the world, he added.
2. Home-printed bag tags

Iberia is the first airline to offer home-printed bag tags across its network. The airline

says the service reduces the bag drop process to less than 30 seconds per passenger.
It is not realistic to expect all airlines to adopt permanent bag tags in the near future,
and similarly, its unrealistic to expect all passengers to embrace them. Therefore, an
alternative to this is the home-printed bag tag, which has already been implemented
by the likes of Iberia and Billund Airport. A key benefit is that it allows passengers
to take more control over their own travel experience, while in theory it should also
reduce queuing times at the airport, as the passenger only has to drop their bag off
rather than check it in and wait for an agent to print and attach the tag.
Marco Sansavini, Iberias Chief Commercial Officer, told FTE that the airlines homeprinted bag tag reduces the bag drop process to less than 30 seconds, which would
surely satisfy even the most demanding of travellers.
3. Baggage delivery

The AirPortr baggage delivery service should soon be in place at London Heathrow
Airport, enabling passengers to have their bags delivered both ways between the
airport and their hotel.
While permanent and home-printed bag tags can help solve the problems associated
with the airport check-in process and the traditional paper bag tag, passengers still
have to transport their bags to and from the airport. For a family of four travelling
from the airport to their hotel by rail, or a business traveller who has to make their
way straight from the airport to a meeting, this can be a stressful experience.
However, there is an alternative. Those flying to and from London will soon be able
to make use of a baggage delivery service called AirPortr, which is initially planning
to launch at Heathrow Airport in early 2014. The service allows passengers to have
their bags delivered directly to their hotel once they land, and from their hotel to the
airport for the return journey. Passengers can either book in advance via their
smartphone or register to use the service on the day, and they simply have to drop off
their bag or collect it from a booth at landside arrivals. Passengers are then able to
track the status of their bag using their smartphone and once it has been delivered,
they receive an SMS informing them.
Darren Payne, Chief Operating Officer, AirPortr, said: We provide customers who
may be on a short business trip, a weekend city explorer or a full vacation more
flexibility and time to do what they want with less stress and burden than travelling
with their luggage, whether that is attending that important business meeting or
visiting Londons many tourist attractions. Put simply, for any customer travelling
without their luggage using the AirPortr service allows them to get to where they need
or want to be both quicker and without the stress and burden of carrying their bags.
At the moment, a similar service called Bags VIP is widely available in the US, but
the expansion of services like AirPortr within Europe would make a big difference,
especially for business travellers. Furthermore, Payne also explained that AirPortr is
exploring the possibility of checking in the bags on behalf of the customer too.

4. Offsite/remote bag drop

Las Vegas McCarran International Airport offers its Airport SpeedCheck Advance
service in various locations across the city to allow passengers to check-in and drop
off their bags before going to the airport.
Offsite or remote bag drop, which allows passengers to check-in and drop off their
bags at a downtown location, is another service that can make the lives of travellers
easier. The service is already offered by the likes of Abu Dhabi Airports
Company, Las Vegas McCarran International Airport and Air Arabia, but it is yet
to become a mainstream offer for passengers. Having the option of dropping off your
bag before heading to the airport and not having to worry about it until you land
means there is one less thing to worry about at the airport. So, what is stopping more
airports and airlines adopting this service?
5. Improved lost luggage reporting and processing

As part of a trial with SITA, Malaysia Airlines agents actively look for passengers
who are having trouble locating their bag, and can immediately start the process of
reporting the mishandled luggage using the
WorldTracer iPad app.

Unfortunately, some mishandled luggage is inevitable and continues to impact a

minority of passengers. However, just because the problem will take time to eradicate
does not mean airlines cannot make the experience of reporting and processing lost
bags simpler.
One airline that is taking the lead on this is Malaysia Airlines, which has been
working with SITA to trial the innovative WorldTracer iPad app. Airline agents patrol
the arrivals hall at Kuala Lumpur International Airport proactively seeking passengers
who are having trouble locating their bags, and if the bag has been mishandled, they
can use the iPad app to take the passengers details and start the process of having the
bag delivered to them.
At a traditional desk it takes 10-15 minutes to provide all of the information needed
to report the missing bag and ensure it is forwarded to the right address, explained
Nick Gates, Portfolio Director at SITA. Using an iPad, the agent can scan the
passengers boarding pass, which gives them a lot of the information they need, and
weve found that it has halved the time taken to process the passenger. On average, it
is taking around six minutes per passenger.
The fact that the passenger can see what the agent is doing and validate the
information just by looking at the iPad also helps to reassure them that they will be

reunited with their bag.

Making a real difference to the passenger experience

Considering the negative impact that mishandled baggage can have on passengers
perception of their overall travel experience, combined with the desire of airlines to
improve handling rates in order to protect both their reputations and their revenues, it
is great to see innovative solutions being developed and deployed.
While each of these solutions have merits on their own, a telling difference could be
made if they were implemented concurrently, allowing passengers to choose which
service best suits their needs.
For instance, if a passenger could attach a permanent tag to their bag, drop that bag
off at a remote check-in facility and arrange for it to be delivered directly to their
hotel once they land, it could make a significant difference to their travel experience
and their perception of the airports and airlines they have used. Even if the bag is
mishandled, a simpler, more reassuring reporting process could help to reduce anxiety
and stress. This type of seamless baggage process is what the industry should be
aiming for.