Hisense Arena Management Analysis - Case Study Example

Stadia Management Customer Inserts His/Her Name Customer Inserts Grade Course Customer Inserts Tutor’s Name 31st May, 2015. Executive Summary The following report was prepared as follow up on a visit undertaken on the Hisense Arena to analyze the stadium facilities and underline recommendations on specified operational activity undertaken at the stadium. Ticketing as an operational activity within the Arena was not satisfactory and thus it is recommended that a new e-ticketing system is adopted at the facility. The recommendation to the Hisense management was meant to improve the actions and the way business is conducted in regard to ticketing. As a result, the management team outlined a management plan based on the best practices be used in the implementation of the new e-ticketing system. The management plan would rely on TQM (Total Quality Management) principles which are focused on delivering quality to the customer in the process of issuing, delivering and reporting the ticketing process. The implementation of the e-ticketing system will benchmark on certain activities and processes such as; a) Deployment of quality control management measures. b) Focus on major factors of cost, technology and quality to deliver an enhanced e-ticketing system c) Enhance processes, procedures and resources in the delivery of customer centric system d) Ensure that quality management is maintained while the monitoring and control of all processes and procedures are implemented The e-ticketing system being deployed by Hisense management should be restricted to the management plan and best practices for major success. Table of Contents Stadia Management 1 Executive Summary 1 Table of Contents 3 Problem Definition 4 Client Expectations 4 Management Plan 5 Best Practice Application 6 Conclusion 8 References 9 Problem Definition Ticketing is one of the most integral issues in revenue collection within stadia facilities due to the fact it contributes hugely to the revenue generated within the stadia. Ticketing at the Hisense Arena is handled by a third party company (TICKETEK) which has been selling on behalf of the owners of the stadia. As a result, ticketing services offered by the company are limited in terms of availability, flexibility and methods of payment. Most of the tickets that are procured and utilized within the Hisense Arena have to be procured through prior booking (Bowdin, 2012). As a result, this limits many visitors to the stadium since prior booked tickets are give priority compared to direct ticket sales at the venue. Consequently the ticketing process within the Hisense Arena has not expectations due to these limitations. As a result, many visitors to the stadium are inconvenienced and have to spend more time and money booking for reservations for matches and events (Turner, 2009). Moreover, the system of ticket reservations usually constraints the process of immediate ticket purchasing at the Hisense Arena. For instance, for a stadium visitor to participate in the events at the stadium, he/she has to confirm vacancy through reservation from a company running the ticketing process (Malouf, 2007, p. 79). While persons with disabilities are disadvantaged with the ticketing systems since they have to request for special reservation before purchasing tickets. The company (TICKETEK) does not have a dedicated online ticketing system that can easily allow visitors to take part in the events at the stadium (Goyal, 2013). As a result, the ticketing process has been an ad hoc process that can only be served through the ticketing booths available at the Hisense Arena. This situation has been a letdown to many fans at the stadium since visitors have to queue during events to confirm reservation and then go ahead and purchase event tickets. These factors have contributed to less popularity for events held at the stadium due to the small fan base. Client Expectations In the implementation of the new recommendations, the management of Hisense Arena expects to meet certain expectations that its clients would require to ensure that the stadia improves on its ticketing operations. Based on the observation and issues concerning ticketing, the main expectations of clients are: a) A better and faster ticketing system is introduced to serve all the clients at the stadium facilities. b) A cost effective ticketing system that is easy available i.e. at the ticketing booths without need for prior reservations. c) Easy availability of tickets from different locations other than the contracted ticketing company (TICKETEK) thus ensuring easy access to the facility. d) A better ticketing communication tool to ensure announcement or message concerning ticketing are relayed to customers in a faster mode than it is currently being undertaken e) Introduction of a ticketing system that allows for ticket payment through the use of varied major payment service providers other than cash Ticketing systems are supposed to ensure flexibility and ease of use for customers trying to access the Hisense Arena. The process of developing a ticketing system that caters for these client needs requires feedback from them. The current ticketing system deployed by TICKETEK is limited in the sense that it ensures that it requires reservation which limits visitors trying to access the stadiums (Bowdin, 2012). For instance, the ticketing company does not have a ticketing reservation system or strategy that would ensure customers are aware of the number of tickets available and the booking procedures (Turner, 2009). The lack of information hampers the effective purchase of tickets for events held at the stadium. Hisense management plan should ensure that the ticketing process is well publicized to ensure its fans and clients are aware of the working of the system with ease. Proper information distribution and publication to the public through use of different media would ensure that ticketing process is well understood to the public (Measham, 2007). Moreover, the collection of information should be undertaken in a proper and scheduled manner to ensure that the ticketing process is monitored and controlled based on set metrics. Consequently, all customer feedback should be analyzed properly and taken into account in the development of actionable plans by the management of Hisense Arena (Williams, 2008). Management Plan The management plan and solution for the issues affecting the Hisense Arena ticketing activities is to undertake an overhaul of the ticketing systems and improve efficiency based on client expectations. The major recommendation for the negative impacts of the ticketing process at the Hisense Arena could be solved through the implementation of an integrated e-ticketing system. The management plan is based on the principles of Total Quality Management (TQM) meant to ensure quality and timely response to ticketing issues (Bogan, 2004). Quality control is critical to the expansion of business since it allows for monitoring of the process at all levels of the business. The utilization of TQM management principle is focused on the ensuring and delivering quality services that are customer centric. Hisense Arena management has pledged to undertake a management plan that will ensure the new ticketing system is effective and ensure quality service to customers (Westcott, 2010). In the implementation of the new plan, several actions related to processes, procedures will have to be implemented as outlined. Some of the basic responsibilities that the management will look at within the TQM system are; a) Ensuring that the new ticketing systems will implement better processed based on customer feedback. b) Assigning duties and expected outcome from each employee involved in the development of the new system c) Control and monitoring of processes that mare up the ticketing system and ensure quality, control and timely services are afforded to customers. The process of integrating and implementing a management plan should ensure that small processes are undertaken in orderly manners and build up into one major function or process. The major processes within the Hisense Arena ticketing are issuing, managing and reporting tickets sold to stadium stakeholders (Dionne, 2002, p. 47). Therefore, certain processes and procedures have to be implemented within the management plan. These processes and procedures are aimed at improving the current ticketing system as outlined; a) Development of a new ticketing system that ensures all reservations is handled digitally. This would ensure all data is a collected and tickets are issued based on time stamps. b) Installation of smart booths at various entry locations of the Hisense Arena with capability of reservation and ticketing through dispensing. c) Proper control and monitoring of the e-ticketing system to ensure those clients’ needs are met by the new system. Monitoring and control will look into the turn times needed for the implementation of the system (Whittington, 2011). d) Development of an implementation team to ensure that all procedures and processes undertaken in relation to ticketing ensure quality is achieved in relation to development of the management plan. The implementation plan requires input of the Hisense Arena management and other stakeholders such as the TICKETEK team to utilize resources and best organizational practices to ensure the implementation plan works out. The utilization of these resources is outlined below; a) A new e-ticketing system will be the major focus of the management plan since this system will be used in ensuring that ticketing process is undertaken swiftly and smoothly. b) Installation and use of new ticketing booths with capability in ensuring smart ticketing to all fans accessing the Hisense Arena c) Development of mobile Apps that access the ticketing system and ensure the process of ticketing is managed and improved in the process of Hisense ticketing. d) Staff training is also imperative to ensure that all employees within the Hisense arena are involved in the process of ensuring that quality systems and operations are undertaken within the stadia (Bogan, 2004). e) Resources and staff are involved in the process of ensuring that the ticketing process is smooth, swift and quality assurance is maintained. The process of undertaking quality assurance standards is to ensure that the employees can cater for various issues in the process of developing the new system. As a result, these processes and procedures require adequate training and familiarization by staff and employees of Hisense Arena to make sure that all issues are analyzed in an organized manner. Adequate training should be undertaken for employees to understand the system and have knowledge of teaching new users on the use of the system (Westcott, 2010). Familiarization and education of new users should be undertaken through training since knowledge enables these employees to inform and educate fans on the major issues concerning ticketing within stadia (McQueen, 2008, p. 94). Best Practice Application The process of implementing a new system should be based on the best management practices across the globe. The adoption of best practice management across the globe has been utilized in ensuring that the processes undertaken meet internationally set standards. This strategy borrows heavily from benchmarking or self-assessment whereby alternative policies, standards or processes are adopted. Consequently, the management plan being undertaken by Hisense Arena is restructuring its ticketing system should function on the three key pillars of price, quality and technology. Leveraging on this three factors, the Hisense Arena has the capability of attracting more visitors and selling tickets in an effective and efficient manner. In the implementation of the Hisense Arena management plan, the stakeholders should ensure these three factors are engaged at all levels as outlined; a) Price: Any service being offered should take into account the cost of the services, value for money and the sustainability of the service. As a result, it is imperative to ensure that ticket costs at the Hisense Arena are effectively priced and clients are satisfied with the cost of the service or event at the Arena. Cost planning takes into considerations many factors such as the type of event, marketing and the overhead organizational cost. These costs are measured against past events (Malouf, 2007, p. 82). For instance, in sports fans are there not to buy tickets but the experience and therefore, considerations such as fan, feelings, fantasies and family/friends have to be considered. As a result, the event should be fulfilling and ensure that long lasting experiences remain with fans/clients which assists in facility loyalty. b) Quality: In ensuring the best practices are met by a service provider then quality of the service or product has to be assessed. The management plan suggested by the Hisense should focus on ensuring quality of service and all processes are benchmarked on certain set qualities (Whittington, 2011). c) Technology: Hisense should ensure that its management plan leverages on technology in order to deliver the best quality on time while ensuring quality of services. Technologies such as the use of smart ticketing booths, integrated payment services and development of a version of the e-ticketing system is undertaken within the entire system (Westcott, 2010). Quality management ensures that a service or product meets certain set quality criteria in ensuring that consistency is maintained throughout the offering of the service. The process analyzes quality and means of achieving this quality measures. The four major components that should be analyzed in relation to quality include: a) Quality planning: Hisense Arena management should set quality metrics in the process of undertaking quality planning. The organization should put measures that would ensure metrics for the implementation of the system are undertaken in a proper manner. For instance, which metrics i.e. ISO, Kaizen or other methodology should be used in the quality planning process (Williams, 2008). b) Quality Control: Control involves a lot of activities such as the approach that would be used in the assessing the quality control methods. Moreover, it should be decided the number of people who will be involved and how leadership of the process will be undertaken. c) Quality Assurance: A system should deliver results at all times and thus the management of Hisense Arena should bear in mind that their decisions should ensure continual improvement in its approach of developing the e-ticketing processes. d) Quality Improvement: A system or process should be implemented in an incremental and continuous process that is mutually beneficial to all stakeholders involved in the process. In the case of Hisense, the new e-ticketing system should benefit the users of the system and fans/clients buying tickets at the facility. Quality management is very important in the development of a product or service and thus, all processes within the system should ensure quality management principles are followed in all implementation phases. Quality management is a process that is driven by various factors and principles such as leadership, customer focus, continual improvement, decision making and other processes (Luecke, 2010). For instance, Hisense management team and staff should be involved in all the processes while ensuring that process performance measures are instituted and monitored closely to ensure the e-ticketing system is of value to all stakeholders (Cianfrani, 2009). It is vital that quality audits are instituted in the process of undertaking quality management to ensure that the set standards of management are employed in the process. Moreover, these audits also ensure that the process is tailored towards suiting customer needs. Conclusion Hisense Arena management has to undertaken reforms and change of strategy in the development and deployment of the new ticketing system. Its management plan is geared towards the development of a new system to fix the issues in current ticketing system. Stakeholders intend to utilize a TQM strategy that is geared towards the development of a quality system that considers factors such as pricing, technology and quality in the implementation of the new ticketing system. The new system shall be popularized and sold by the employees of the Hisense Arena who shall be empowered to utilize current technology within the new ticketing system. Consequently, the new system requires best practice application methodologies to ensure the system operates optimally and meets the customer expectations. References Bogan, C. & English, M. (2004). 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