Papathanassis / Breitner / Schoen Cruise Management

Information and Decision Support Systems
1. Auflage 2011
ISBN: 978-3-8349-7159-3
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 253 Seiten, Web PDF

Reihe: Business and Management (R0)

Increasingly, cruise operators are utilising information and communication technologies (ICTs) to improve service-effectiveness and process efficiency, both on- and off-board. Therefore, it is worth initiating a discussion on the potential and challenges ICTs entail for both cruise operators’ back-offices and for cruisers’ consumption experiences. This book documents the proceedings of the 1 e-Cruising Conference (Bremerhaven, Germany), which was aimed at discussing the possibilities and applicability of ICTs and mobile services in various aspects of cruise operations.

Zielgruppe

Research

Autoren/Hrsg.

Papathanassis, Alexis

Breitner, Michael H.

Schoen, Cornelia

Inhaltsverzeichnis

1;Acknowledgements;6
2;Foreword;7
3;Table of Contents;9
4;1 Cruise Passenger Choice Behavior Analysis & Implications for Ser-vice Design;12
4.1;1.1 Introduction;13
4.2;1.2 Cruise Industry;13
4.3;1.3 Conjoint Analysis;14
4.3.1;1.3.1 History;14
4.3.2;1.3.2 Concept;14
4.3.3;1.3.3 Application;15
4.4;1.4 Conjoint Analysis – Practical Example The process of conducting conjoint analysis can be divided into 6 main steps.;16
4.4.1;1.4.1 Definition of Target Group;16
4.4.2;1.4.2 Preliminary Survey;16
4.4.3;1.4.3 Main Survey;18
4.4.4;1.4.4 Data Analysis;20
4.4.5;1.4.5 Simulation;22
4.4.6;1.4.6 Application;24
4.5;1.5 Lessons Learned;24
4.6;1.6 Potential for the Cruise Industry;25
4.6.1;1.6.1 Marketing;25
4.6.2;1.6.2 Further Applications of Conjoint Analysis;26
4.7;1.7 Summary/Outlook;27
4.8;1.8 References;27
5;2 Employee Scheduling On Board;30
5.1;2.1 Introduction;31
5.2;2.2 Employee Scheduling Software;34
5.2.1;2.2.1 Functionality;34
5.2.2;2.2.2 ESS-Presence;38
5.2.2.1;2.2.2.1 Lufthansa;38
5.2.2.2;2.2.2.2 Red Bull:;39
5.3;2.3 Methodology;40
5.3.1;2.3.1 Selecting the interviewees;40
5.3.2;2.3.2 Open Coding;42
5.3.3;2.3.3 Explanation and Assumptions of selected Open Codes;48
5.3.3.1;2.3.3.1 Frequency of duty plan creation;48
5.3.3.2;2.3.3.2 Consistency of duty plan;49
5.3.3.3;2.3.3.3 Degree of control over workload allocation;49
5.3.3.4;2.3.3.4 Time span between duty plan creation and handout;49
5.3.3.5;2.3.3.5 Frequency of duty plan handout;49
5.3.3.6;2.3.3.6 Influence of employee preference on already created duty plan;50
5.3.3.7;2.3.3.7 Flexibility;50
5.3.3.8;2.3.3.8 Influence of employee preference on duty plan;50
5.3.4;2.3.4 Axial and Selective Coding;50
5.3.5;2.3.5 Hypotheses and Dependencies;51
5.3.6;2.3.6 Partial Conclusion;52
5.3.7;2.3.7 Evaluation of the Need for Improvements;53
5.4;2.4 Conclusion;64
5.5;2.5 Limitations and further research;66
5.6;2.6 References;66
6;3 Factors Influencing the Degree of On-Board Content Engagement – A Qualitative Study;68
6.1;3.1 Introduction;69
6.2;3.2 Literature Review;70
6.2.1;3.2.1 Information Management (IM);70
6.2.2;3.2.2 The Concepts of “Usefulness” and “Ease-of-Use” (EOU);70
6.3;3.3 Methodology;71
6.3.1;3.3.1 Stage 1: Interview Preparation;71
6.3.2;3.3.2 Stage 2: Conducting the Interviews;72
6.3.3;3.3.3 Stage 3: Data Organization & Interpretation;72
6.4;3.4 Interpretation & Discussion;73
6.4.1;3.4.1 H1: The Travel Motivation Influences the Degree of On-Board Content Engagement;74
6.4.2;3.4.2 H2: The Degree of Travel Experience Influences the Degree of On-Board Content Engagement;75
6.4.3;3.4.3 H3: Demographic Characteristics Influence the Degree of On-Board Content Engagement;76
6.4.4;3.4.4 H4: The Customers’ Personality Influences the Degree of On-Board Content Engagement;77
6.4.5;3.4.5 H5: The Perceived Travel Risk Influences the Degree of On-Board Content Engagement;78
6.4.6;3.4.6 H6: The Information Provision on Demand Influences the Degree of On-Board ContentEngagement;78
6.4.7;3.4.7 H7: The Perceived Information Quality Influences the Degree of On-Board ContentEngagement;79
6.4.8;3.4.8 H8: The Degree of Expectation Fulfilment Influences the Degree of On-Board ContentEngagement;80
6.5;3.5 Implications;81
6.6;3.6 Conclusion;82
6.7;3.7 Limitations & Further Research;83
6.8;3.8 References;84
7;4 IFRS in der Kreuzfahrtindustrie Problematik der Ertragserfassung, Abschreibung, Rückstellung und Zweckgesellschaften;85
7.1;4.1 Bedeutung internationaler Rechnungslegungsstandards für die Kreuz-fahrtindustrie;86
7.1.1;4.1.1 Relevanz, Problemstellung und Ziel der Arbeit;86
7.1.2;4.1.2 Gang der Untersuchung;86
7.2;4.2 Grundlagen der Kreuzfahrtindustrie und der IFRS;87
7.2.1;4.2.1 Kreuzfahrtindustrie;87
7.2.1.1;4.2.1.1 Geschichte der Kreuzfahrt;87
7.2.1.2;4.2.1.2 Definition sowie Struktur der Kreuzfahrtindustrie;88
7.2.2;4.2.2 International Financial Reporting Standards;89
7.2.3;4.2.2.1 Ziele und Anwendungspflicht;89
7.2.4;4.2.2.2 Rahmenkonzept der IFRS;90
7.3;4.3 Kreuzfahrtspezifische Besonderheiten bei der Anwendung von IFRS;91
7.3.1;4.3.1 Ertragserfassung;91
7.3.1.1;4.3.1.1 Definition- und Ansatzkriterien der Ertrags;91
7.3.1.2;4.3.1.2 Realisation bei Erbringung von Dienstleistungen;93
7.3.2;4.3.2 Abschreibung;94
7.3.2.1;4.3.2.1 Ansatz und Bewertung;94
7.3.2.2;4.3.2.2 Planmäßige Abschreibung;95
7.3.2.3;4.3.2.3 Wertminderungen;96
7.3.3;4.3.3 Rückstellungen;97
7.3.3.1;4.3.3.1 Definition und Abgrenzung;97
7.3.3.2;4.3.3.2 Ansatz- und Bewertungskriterien;98
7.3.4;4.3.4 Zweckgesellschaften;99
7.3.4.1;4.3.4.1 Definition und Merkmale;99
7.3.4.2;4.3.4.2 Konsolidierungsvorschriften;100
7.3.5;4.3.5 Problematik der IFRS in der Kreuzfahrtindustrie sowie Handlungsempfehlungen;102
7.3.5.1;4.3.5.1 Ertragserfassung;102
7.3.5.2;4.3.5.2 Abschreibung;104
7.3.5.3;4.3.5.3 Rückstellungen;106
7.3.5.4;4.3.5.4 Zweckgesellschaften;108
7.4;4.4 Fazit, Limitationen & Ausblick;109
7.5;4.5 Literaturnachweis;112
8;5 Exploring the IT-enabled Optimisation Potential of Cruise Excursions;114
8.1;5.1 General characteristics of cruise-excursions;115
8.2;5.2 First implications of product design requirements for IT-enabled cruise excursions;115
8.3;5.3 Supplier landscape;116
8.3.1;5.3.1 Cyberguide;116
8.3.2;5.3.2 CRUMPET;116
8.3.3;5.3.3 Dynamic Tour Guide;117
8.4;5.4 Market overview;118
8.5;5.5 Augmented reality;118
8.6;5.6 The tour guide’s role & the DTG: A comparative analysis conclusion;118
8.7;5.7 References;121
9;6 Royal Caribbean: An IT based View;123
9.1;6.1 Introduction;124
9.1.1;6.1.1 Cruise Market;124
9.1.2;6.1.2 Supply Chain Management in Cruise Industry;124
9.2;6.2 Architecture of Advanced Planning Systems;126
9.2.1;6.2.1 Main Modules;126
9.2.2;6.2.2 Auxiliary Modules;129
9.3;6.3 Application of APS on the Royal Caribbean Cruise Ltd;130
9.3.1;6.3.1 Royal Caribbean Cruises Ltd. (RCCL);130
9.3.1.1;6.3.1.1 The Cruise Company;130
9.3.1.2;6.3.1.2 IT Application Portfolio;130
9.3.2;6.3.2 Cruise Supply Chain;131
9.3.2.1;6.3.2.1 Basic Characteristics;131
9.3.2.2;6.3.2.2 Typology;135
9.3.3;6.3.3 Requirements of Cruise Supply Chain Management;138
9.3.4;6.3.4 Conceptual Cruise Planning System;140
9.3.4.1;6.3.4.1 Main Modules;140
9.3.4.2;6.3.4.2 Auxiliary Modules;143
9.4;6.4 Conclusion;143
9.5;6.5 References;144
10;7 Optimising Complaint Management Workflow on Board;146
10.1;7.1 Introduction;147
10.2;7.2 Literature Review;149
10.2.1;7.2.1 Business Process and Workflow;149
10.2.2;7.2.2 Workflow Management and Workflow Management Systems;149
10.2.3;7.2.3 Complaint Management;150
10.2.4;7.2.4 Similar Ideas and Differentiation;150
10.3;7.3 Research Method;150
10.3.1;7.3.1 Choice of Research Method;150
10.3.2;7.3.2 Data Collection;151
10.4;7.4 Data Collection & Discussion;152
10.4.1;7.4.1 Interviews;152
10.4.2;7.4.2 Workflow Modelling;152
10.5;7.5 Quantitative Evaluation Workflow Simulation;165
10.5.1;7.5.1 Outcomes Duration;165
10.5.2;7.5.2 Outcomes Costs;171
10.5.3;7.5.3 Comparison of Workflows;174
10.6;7.6 Qualitative Evaluation;174
10.6.1;7.6.1 Process Efficiency and Effectiveness;174
10.6.2;7.6.2 Process Simplification – reducing barriers to complain;175
10.6.3;7.6.3 Quality perception;175
10.6.4;7.6.4 Apparent Disadvantages;175
10.6.5;7.6.5 Benefits for cruise lines and crew;176
10.7;7.7 Conclusion & Implications;176
10.7.1;7.7.1 Conclusion;176
10.7.2;7.7.2 Implications;177
10.8;7.8 Limitations and Further Research;177
10.8.1;7.8.1 Limitations;177
10.8.2;7.8.2 Further Research;177
10.9;7.9 References;177
11;8 Determinants of Onboard Spending;179
11.1;8.1 Introduction;180
11.2;8.2 Theoretical Background;180
11.3;8.3 Systematic Review;181
11.4;8.4 Application to Tourism Industry;182
11.5;8.5 Application to Cruise Industry;184
11.5.1;8.5.1 Defining a Cruise Ship as a Destination;184
11.5.2;8.5.2 Application of the Tentative Model to the Cruise Industry;186
11.6;8.6 Limitations and Further Research;187
11.7;8.7 References;188
12;9 Mobile Infotainment – IT Solutions for Cruise Ships;191
12.1;9.1 Introduction;192
12.2;9.2 Basic Concepts;192
12.2.1;9.2.1 Mobile Computing and Infotainment in Change;193
12.2.2;9.2.2 Mobile Infotainment;194
12.2.2.1;9.2.2.1 Mobile Information;194
12.2.2.2;9.2.2.2 Mobile Entertainment;195
12.3;9.3 State of the Art of the Mobile Infotainment Analysis;196
12.3.1;9.3.1 Mobile Infotainment Market;196
12.3.2;9.3.2 IT Solutions – Where does the Cruise Industry Stand?;197
12.3.3;9.3.3 Brief Outlook and Interim Summary;200
12.4;9.4 Acceptance of Mobile Infotainment;201
12.4.1;9.4.1 Conceptual Framework;201
12.4.2;9.4.2 Relevance for the Cruise Industry;202
12.4.3;9.4.3 Critical Reflections and Implications;204
12.5;9.5 Conclusion and Outlook;205
12.6;9.6 References;206
13;10 Creating Network Effects for the Cruise Web 2.0;210
13.1;10.1 Introduction;211
13.2;10.2 Research Background and Method;211
13.2.1;10.2.1 Group Differentiation through Social Layers / Sociology Typing Methods;212
13.2.2;10.2.2 Technology-adapting Models;212
13.3;10.3 Character Description;213
13.3.1;10.3.1 The “Obedient One” or “Apple Polisher”;214
13.3.2;10.3.2 The “Follower” or “Hack”;214
13.3.3;10.3.3 The “Believer”;215
13.3.4;10.3.4 Additional Thoughts;215
13.4;10.4 Application of Features through Benchmarking;215
13.4.1;10.4.1 Method and Application;215
13.4.2;10.4.2 Short review pages summaries;220
13.5;10.5 Preliminary Conclusion;221
13.6;10.6 Further Thoughts and Questions;223
13.7;10.7 Discussion;223
13.7.1;10.7.1 Feedback of E-Cruising Conference (09-11/12/2010);223
13.7.2;10.7.2 Motivation as behavioural source;223
13.7.3;10.7.3 Social character groups and their motivation structures;224
13.8;10.8 Conclusion;226
13.9;10.9 References;226
14;11 Revenue Management System for the Cruise Industry: A Simula-tion Study;228
14.1;11.1 Introduction;229
14.2;11.2 Overview of Class Allocation Methods;229
14.2.1;11.2.1 Problem Formulation;229
14.2.2;11.2.2 FCFS Method;231
14.2.3;11.2.3 DCA Method;231
14.2.4;11.2.4 Modified DCA (MDCA) Method;232
14.3;11.3 Simulation;233
14.4;11.4 Results;235
14.5;11.5 Discussion and Conclusion;235
14.6;11.6 References;237
15;12 IT-Enabled Beer Exchange at the Upper Deck Bar;238
15.1;12.1 Introduction;239
15.2;12.2 Relevance of onboard revenues;239
15.2.1;12.2.1 Background;240
15.2.2;12.2.2 Definitions for analysis;241
15.2.3;12.2.3 Analysis of cruise revenues vs. cruise costs;241
15.3;12.3 Maximizing Revenues through Onboard Attractiveness;243
15.3.1;12.3.1 Customer Relationship Management;244
15.3.2;12.3.2 Infotainment Solutions;244
15.3.3;12.3.3 Specific Ideas for Increasing Onboard Attractiveness and thus Revenues;245
15.3.3.1;12.3.3.1 Onboard Account;245
15.3.3.2;12.3.3.2 Interactive Cruiser Map;246
15.3.3.3;12.3.3.3 Bars and Restaurants;247
15.3.3.4;12.3.3.4 Shore excursions;248
15.3.3.5;1.3.3.5 Casino and Gambling;248
15.4;12.4 Pros and Cons Regarding IT Onboard;249
15.5;12.5 Pricing and Yield Management;249
15.6;12.6 Mutual Benefits of CRM & IT with RevenueManagement / Pricing;250
15.7;12.7 Conclusion and Outlook;250
15.8;12.8 References;251
16;List of Editors & Authors;253

Über Autor(innen)

Prof. Dr. Alexis Papathanassis specialises on Cruise Management and e-Tourism at the Bremerhaven University of Applied Sciences. 

Prof. Dr. Michael Breitner leads the Institute of Wirtschaftsinformatik at the Leibniz Universität Hannover (LUH). 

Prof. Dr. Cornelia Schoen specialises on Operations Research and Revenue Management at the GISMA Business School / LUH. 

Dipl.-Ök. Nadine Guhr works as a scientific assistant for the Institute of Wirtschaftsinformatik at the LUH.