A Competitive Analysis Of Kingfisher Airlines Tourism Essay

A Competitive Analysis Of Kingfisher Airlines Tourism Essay To research and analyze how kingfisher airlines has retained one of the top position in a highly competitive market like India. To find out what makes them special from all other airlines in India. To find out how kingfisher airlines compete with leading airlines like Air Indian and Jet. To find out what customer tactics they used to bring more customers to the organization. Content summary To approach by doing SWOT and PEST analysis of the company by looking through the magazines and websites available on company. In order to analyze the companys strategy I will be doing 7p analysis. In order to make my objectives a true I will be carrying out an interview with fathers friend who is working in kingfisher airlines. I will be doing a case study on how kingfisher airline is different from and India Airlines. I will be also proposing some new strategies which can help the organization to improve their performance more Table of contents Page Table of Content 34 Objective 2 Content summary 2 Introduction 3 About the Company 5 History 5 Achievements 6 Marketing strategy 7 PESTEL Analysis 8 Political 8 Economical 8 Social 8 Technological 8 Environmental 9 Local 9 7 Ps Analysis 9 Product 9 Promotions 10 Price 10 People 10 Place 10 Physical evidence 11 Process 11 SWOT Analysis 11 Strengths 11 Weakness 12 Opportunities 12 Threats 12 Comparison Kingfisher VS Indian Airlines 1213 Suggestion and recommendation 14 Appendix 14 Questionnaire References 15 Introduction Kingfisher Airlines Limited is a major  Indian  airline. Kingfisher operates more than 400 flights a day and has a network of 72 destinations, with regional and long-haul international services. Kingfisher Airlines, through one of its holding companies  United Breweries Group, has a 50 percent stake in  low-cost carrier  Kingfisher Red, formerly known as Air Deccan. Kingfisher Airlines is one of six airlines in the world to have a five-star rating from  Skytrax, along with  Asian Airlines,  Malaysia Airlines,  Qatar Airways,  Singapore Airlines  and  Cathay Pacific Airways. In May 2009, Kingfisher Airlines carried more than a million passengers, giving it the highest market share among airlines in India. Kingfisher has its registered office in the  UB Tower  in  Bangalore  and its head office in the Kingfisher House in  Mumbai. History The airline started operations on 9 May 2005, following the  dry lease  of four brand new  Airbus A320-200  aircraft. Its first flight was from Mumbai  to  Delhi. At the launch of the airline, Dr. Mallya said that he is committed to achieving our ambition of making Kingfisher Airlines Indias largest private airline both in capacity and market share by 2010. The airline ushered in a new era of luxury in Indias domestic aviation sector with its brand new aircraft with stylish red interiors, and smartly dressed crew and ground staff. Kingfisher was the first Indian airline to have  in-flight entertainment  (IFE) systems on every seat even on domestic flights. All passengers were given a welcome kit consisting goodies such as a pen, facial tissue and headphones to use with the IFE system. Initially, passengers were able to watch only recorded TV programming on the IFE system, but later an alliance was formed with  Dish TV  to provide live TV in-flight. And in a marked departure from tradition, Kingfisher Airlines decided to have an on-screen  safety demonstration  using the IFE system. On 14 July 2008, Kingfisher unveiled its first ever  Wide-body aircraft, a  Airbus A330-200  at the 46th  Farnborough Air show  held in July 2008. Kingfishers first Airbus A330-200 was widely billed as the best A330-200 ever built by  Airbus. On 3 September 2008, Kingfisher started its international operations by connecting  Bangalore  with  London. Achievements Kingfisher Airlines has received three global awards at the SKYTRAX World Airline Awards   Named Best Airline In India / Central Asia; Best Cabin Crew Central Asia Kingfisher RED named Best Low Cost Airline in India / Central Asia NDTV Profit Business Leadership Award for Aviation   awarded to Kingfisher Airlines by NDTV twice in two years Indias only 5 Star airline, rated by Skytrax  and  6th airline in the world   to be certified as  5 star airline by Skytrax Ranked amongst Indias Top Service Brands of 2008 ranking by Pitch  magazine Voted as  Indias Favourite Airline in a survey conducted by an independent research firm with 46% votes compared to others Rated as Asia Pacifics Top Airline Brand in a survey conducted by TNS on Asia Pacifics Top 1,000 Brands for 2008 Brand Leadership Award in the service and hospitality segment against several acclaimed hotels, leading banks and other airlines Economic Times Avaya Award 2006 for Excellence in  Customer Responsiveness award is presented by the highly acclaimed Business Daily, Economic Times Indias No. 1 Airline in customer satisfaction Business World Rated amongst Indias most respected companies Business World Rated amongst Indias 25 Innovative Companies in a  survey conducted by Plan man Media in 2006 The Best Airline and Indias Favourite  Carrier in a Survey conducted by The Times of India Service Excellence 2005-2006 for a New Airline   by Skytrax, a UK based specialist global air transport advisor Ranked Third in the survey on Indias Most Successful Brand launch of 2005 Under the Brand Derby Survey conducted by Indias leading business daily Business Standard Busiest Brands of 2005 ranked amongst the Top Ten busiest brands of 2005  and 2006 across product categories, in the survey conducted by agency faqs and The Brand Reporter Best New Airline of the Year Award for 2005   Centre for Asia Pacific Aviation (CAPA) Award in the Asia-Pacific and Middle East region Marketing strategies Kingfisher Airlines has a clearly defined target audience- SEC A, SEC B+ (socio-economic class) in the age group of 25-45 years of age. Kingfisher Airlines offers brand new aircraft, designer interiors, gourmet cuisine and in flight-entertainment (there are five channels of FUN TV and 10 channels of Kingfisher Radio, which are personalized). Communicate with guests at multiple touch points. They use all media of communication television, print, radio, outdoor, malls, multiplexes, clubs, pubs, in-flight etc. The guests are constantly informed of their new offers.   They offer tickets to theatre screenings, fashion shows, sports screenings etc to their frequent travellers (club members). Their Partners Program has been very successful. They have tied up with the best of brands across industries. Tata Tetley, Pepsi, Microsoft, Inox, Kenzo , IFB, Taj, Park Hotels and Oxford book stores have been some of leading partners. PESTEL Analysis Political Foreign airlines are not allowed to buy a stake in domestic airlines. International route regulations Closing down of domestic airports Open sky policy Economical Contribution to the Indian economy Rising cost of fuel Investment in the sector of aviation The growth of the middle income group family affects the aviation sector. Shortage of the infrastructure capacity Social Development of cities leads to better services and airports Employment opportunities Safety regulations The status symbol attached to a plane travel. Technological The growth of e-commerce and e-ticketing Satellite based navigation system Modernisation and privatisation of the airports Developing green filed airports with private sector for example in Bangalore the airport corporation limited. Environmental The increase in global warming The sudden and the unexpected behaviour of the atmosphere and the dependency on whether Shortage of the infrastructural capacity Tourism saturation Legal Bilateral treaties Airlines acquisitions and the leasing cost In the United States, low-cost airlines often operated from small airports that charge lower fees and that did not suffer from the congestion at large airports In India, however, government policy did not allow the creation of airports closer than 150KM from each other, and the old airports at Bangalore and Hyderabad were closed down when the new one started. 7 Ps Product Fleet size Aircrafts International foray Promotions Advertisements Magazines and newspaper ads Exposure at non-corporate events Participation at international airs hows Endorsing celebrities like Katrina Kaif and Deepika padukone Price Dynamic pricing model multiple fare levels Uniform rules No hidden restrictions Pricing models eight different levels Discounts provided from time to time People Backbone of the brand Extensive trainings Hospitality industry and consider their customer as guest Interpersonal skills, aptitude, and service knowledge Place Online booking (official site) Online booking Yatro.com, make my trip.com, ezeego1.com Credit cards and debit cards payment SMS/call Outlets in every major city and at every airport across the country Physical evidence Personal valets Exclusive lounge space Hi! Blitz Gourmet cuisine World class cabin crew Kingfisher radio Process Booking the ticket online booking or telephone booking or from any of the kingfisher outlets and private agencies. SWOT Analysis Strength First airline with full new fleet of aircraft Quality hospitality provided to customers. Route rationalization. Already having training academy. Weaknesses Service delivery to metros and other big cities Yet not in a high profit. High ticket pricing Opportunities Under penetrated domestic market Chances International market Untapped air cargo market Expanding tourism industry Threats Existing operators Infrastructure issue Fuel price hike Economic slowdown Kingfisher VS Indian Airlines Areas Indian airlines Kingfisher Airlines Reservation Ticket can be booked by ringing or visiting the office. As soon as waiting list ticket get confirmed they will call the customers on the given contact number Passengers can make the booking first and purchase the ticket later Ticket can be cancelled over phone or through fax 24hr before the journey By the help of user friendly websites Kingfisher airline office Authorized agents Payment can be made by the debit card, credit card, payment at kingfisher airlines office, credit note Kingfisher airline provides the home delivery of tickets and maintains direct relation with the customers. Fares Special fares offered for army forces, war disabled officers, war widows, blind persons, cancer patients, person suffering from 80% and above locomotive disability. Concessional fare to senior citizens, students etc. Fare apply only for carriage from airport at the point of origin to the airport at the point of destination It has 30 to 40 % lower ticket coast compared to other carrier operating in the country Meals Indicate the personal meal preference at the time of booking to ensure correct meal on board the flight Special meals: provided to passengers Indian vegetarian, western vegetarian, Hindu non- vegetarian, children food items etc. On board Choose from the readymade food Business class and economic class Order what you like freshly made on board Equality in class , no differentiation Low cost On ground More waiting time Satisfactory handling of delays Less waiting time Efficient handling of delays Suggestions and recommendation Reduce labour cost Simplify the flight operations Offer more transparent pricing Get smart on fuel The process of acquiring spice jet if complete would make kingfisher the larget player in the aviation industry Different modes of pricing should be taken care of Needs to change brand perceptions Gain optional efficiencies through alliances as with Jet Airways Fleet size expansion Partnering with Jet Airways and some depending brands. Appendix As part of the report preparation I visited my dads friend who is working in kingfisher and I had an interview with him. I went through many magazines who wrote articles about kingfishers and Dr. Mallyas success. I have talked with some of my friends who got chance to fly in kingfisher. They explained to me the facilities they got and their rating to the flight travel. Questionnaire As a supplier, what major trends have you witnessed in the manner consumers in India buy travel especially air ticket? How would you describe your target audience? How do you assess the current positioning of Kingfisher Airlines? Companies are going about brand activation at multiple consumer touch-points. How are you balancing your offline and online marketing initiatives? How tough is it in the current environment to build connect with consumers? How successful has been your Partners Program, a forum where like-minded brands to Kingfisher Airlines can come on the same platform and achieve respective marketing objectives?

The Colliding Dynamics of Class Structure Essay -- Social Studies

The rigidity of class structure is the culprit for the vast number of inequities in society. Power is concentrated in the hands of a small sector; leaving a few individuals to have more authority and influence, in comparison to others. The construction of class structure identifies the way groups are divided into social positions. Differences stemming from social position are further exemplified by the accessibility to valuable resources–such as wealth, education, occupation, and status. Those with distinguished command in society have access to these increasingly wide ranges of resources, which may be present in limited forms to the less powerful. Used as a device of supremacy, power is a style of control when the basis is acquiring these societal possessions. Even though class structure is considered to be fluid in nature, for some it is a complex web of entanglements hard to deal with it. Groups who suffer from social and material deprivations are not doing so by choice, b ut hugely in part to economical and occupational factors. These prominent distinctions have led several to fall victim to the systems of hierarchy. Built within these schemes are the inequalities that arise due to one’s position; and captured inside are the outcomes that influence levels of individual, educational, and occupational independence. People who do observe the inequities between classes may feel the impact of social stratification in various ways. Similarly the dynamics of class structure are very significant elements found throughout the works of Virginia Woolf, George Orwell, and Karl Marx. They are all in agreement that society host the series of conflicts underlying that of class structure. Class structure as a whole denotes differing realit... ...ist Feminism." Critical Sociology (Brill Academic Publishers) 25.2/3 (1999): 196-217. Academic Search Complete. Web. 19 Mar. 2012. Marx, Karl, and Frederick Engels. Marx/Engels Selected Works, Vol. One. Moscow. Progress Publishers, 1969, N. pag. http://www.marxists.org/archive/marx/works/1848/communist- manifesto/index.htm. Web. 23 Apr. 2012. Orwell, George. "Shooting an Elephant". The Seagull Reader Essays. 2nd Edition. Ed. Joseph Kelly. New York. W. W. Norton & Company, Inc, 2008. 243-250. Print. Peet, Richard. "Inequality and Poverty: A Marxist-Geographic Theory." Annals of the Association of American Geographers 65.4 (1975): 564-571. Academic Search Complete. Web. 19 Mar. 2012. Woolf, Virginia. A Room of One's Own. New York. Quality Paperback Book Club, 1992. Print. Woolf, Virginia. Three Guineas. New York. Quality Paperback Book Club, 1992. Print.

Information systems strategic planning Essay

Information systems strategic planning involves setting up computer based applications with an aim of helping in achieving organizations objectives. When setting up the system plan, the impact, efficiency and effectiveness of the computer based applications should be major factors to consider. Six months ago while working as a part time accountant I had a circumstance which up to now I find to have thought strategically. During that time one of my main duties was raising invoices against the received or incoming purchase orders. With the company dealing in communication network equipment installations a completion certificates had to be received from the customers so as to raise the invoices. Knowing that sometimes I would be away from work on other official or personal commitments I had to think and come up with a plan to avoid having late invoicing or queries from the management on why the invoicing for particular jobs was not done. I came up with an idea of preparing in advance all the invoices corresponding purchase orders and save them in my laptop. I would make all the relevant invoices ready only the date detail would remain awaiting confirmation for invoicing. Once I was away or in the office and was called to make an invoice I would just fill the date and forward the invoice so fast than expected to the respective customer and my management personnel. This was always coming as a surprise to the management since it was so fast and thorough. The outcome of my strategic thinking was so impressive to me and the management. It not only created efficiency and effectiveness but also

Management Consulting Essay Online For Free - Free Essay Example

Sample details Pages: 15 Words: 4359 Downloads: 8 Date added: 2017/06/26 Category Business Essay Type Essay any type Tags: Economy Essay Did you like this example? Management Consulting Firms, The Industry Of Information Systems And The Advent Of New Technology Background of Management Consulting The economy is rapidly changing. Whereas it was once focused on production, the economy is quickly becoming knowledge-based; this change of focus has drawn the management consulting firm to the forefront as the core competency of a management consulting firm is, quite simply, knowledge, both formal and tacit (Anand, Gardner and Morris 2007). The belief that such knowledge can be held tacitly is evidenced by the fact that anyone with perceived expertise, be it experience-based, knowledge-based or creativity-based, can potentially operate as a management consultant if so desired as no formal qualification/license exists nor is the field itself regulated (GlÃÆ' ¼ckler 1999). Don’t waste time! Our writers will create an original "Management Consulting Essay Online For Free" essay for you Create order Inasmuch as this lack of regulation increases the likelihood of an incidence of malpractice, it also creates an environment where barriers to entry are low and the application of knowledge is at the forefront. Thus, while knowledge is a competency of many industries, it is the distinct province of the management consulting firm in that such firms essentially capitalise on the ability to apply this knowledge towards the development of innovative approaches/solutions (Anand, Gardner and Morris 2007). Management consulting firms are at the forefront of business intelligence, or BI, a new term coined to identify the methods that organizations use to develop useful information, or intelligence, that can help organizations survive and thrive in the global economy and information that will allow organizations to predict the behaviour of their competitors, suppliers, customers, technologies, acquisitions, markets, products and services, and the general business environment with a de gree of certainty (Jourdan, Rainer and Marshall 2008). This view is supported by many others (GlÃÆ' ¼ckler 1999); for example, Blunsdon (2002) introduces her conference paper by paraphrasing Alvesson: consulting involves the ability and experience in adapting to new situations, operating essentially as, fashion setters. This type of fashion setter has been part of the economy at least since the industrial revolution, when management consultants with a variety of backgrounds engineering, accounting, law began marketing themselves as efficiency experts (GlÃÆ' ¼ckler 1999). Background of New Technology The development of new technology creates a surge of new theories regarding business intelligence best practices (Jourdan, Rainer and Marshall 2008), which produces an opportunity for a management consulting firm to capitalise on the prevailing trend. To quote the Organisation of Economic Cooperation and Development (OECD), the Internet and related advances in information and communication technology (ICT) are transforming economic activity, much at the steam engine, railways and electricity did in the past (King and Lyytinen 2006). ICT is developing at an exponential rate, and while its impact can be seen on the economy at large, the impact of ICT is even more clearly demonstrated in the ways by which the new technology has enabled more sophisticated information systems, or IS. Information Systems is an opaque term applied to a system of information management; IS, as it is defined in the vernacular, typically refers to a strategic information system that, if utilised eff ectively, manifests itself as a tool that builds productivity in a way that maximizes profit margins (Freitas, Luciano and Testa 2004). The use of IS to harness competitive advantage is a movement that has been prevaricated by consultants, largely due to the fact that the role of the consultant is to maximize sustainable profitability through the creation, tailoring, application of ideas and concepts towards that end (Apostolou and Mentzas 1999) Apostolou and Mentzas performed a study of management consulting firms in 1999 which found that the ability of a consultant to market an idea, and for that idea to be efficiently and effectively implemented, relies on the development of a knowledge friendly culture, replete with clarity of purpose and vision, that is committed to the application of knowledge management. One could argue that Apostolou and Mentzass findings were not revolutionary; it is common knowledge that ideas of any sort will not gain ground unless the audience i s receptive nor can an idea be implemented if it is not clearly defined and the goals of the application of the concept clearly set. Further, Apostolou and Mentzas argued that information technology infrastructure is less critical, as intranets emerge as a standard mediumà ¢Ã¢â€š ¬Ã‚ ¦ an out-of-the-box functionality. Others would disagree; in April 2009, Kirwan and Conboy (2009) found that new technology presents significant opportunities for a business when used effectively, opportunities that can frequently be overlooked because of lack of understanding the potential of new technology to overcome existing performance gaps or exploit new opportunities. While new technology in and of itself is not a solution, methods by which to overcome existing performance gaps or to capitalise on new opportunities do not necessarily have to be technology-based and the term technology may not necessarily connote a complicated endeavour, it should be noted that, in practice, newer techno logy is the enabler of this strategic IS (King and Lyytenin 2006). In their 2004 study Research topics in in the field Management Information Systems: a comparative study France/Brazil, researchers Freitas, Luciano and Testa (2004), through analysis of 390 articles found that researchers in IS vary in their methods, and deductively in their perceptions thereof, in a way that is consistent with the variance in IS needs presented by their respective country. While Freitas, Luciano and Testas research method was somewhat imprecise in that article distribution was not even between countries and the variables used were not defined explicitly, their research does indicate that IS needs are very different by geographic location and this difference signifies the variant role of IS. What are the Issues? Whereas IS originally developed out of antiquated data processing systems and originally held a strictly technological view, a more spherical definition of the discipline is rapidly becoming a necessity (King and Lyytinen 2006). The discipline has grown to accommodate a notion of a more integrated technology, management, organizational and social focus. Accordingly, the following definition of IS was proposed by the UK Academy for Information Systems: The study of information systems and their development is a multidisciplinary subject and addresses the range of strategic, managerial and operational activities involved in the gathering, processing, storing, distributing and use of information, and its associated technologies, in society and organizations. While some would argue that this definition does not pay proper attention to the more creative and innovative aspects of the discipline of IS, the definition is inclusive to other fields that may have competencies that overlap those of IS; it precisely this characteristic that makes the field of IS distinctive. In fact, IS will draw from other disciplines as necessary in order to gleam insight into the situation at hand, sometimes using psychology or sociology to draw a theory as to the way the system being analysed is integrated (Bronfenbrenner, 1989) and other times pulling from theories of economics, such as game theory (Gintis 2005). As the focus and application of IS broadens, so too does the role, or potential role, of the management consulting firm. GlÃÆ' ¼ckler (1999) found in a study of 1600 EU businesses that industry specific experience was just as significant as price in the selection of consultants, both factors accounting individually for 42 percent of the reasons attributable to the hiring of management consultant firm. Avison and Elliot (see King and Lyytinen 2006) outline several major issues facing IS as an industry, issues that management consulting firms need to be mindful of in order to remain effective, and thusly competitive. Perhaps the most obvious of these issues to a consultant is to maximize the return on IS investment for the client. This is accomplished by an agile system that has the capability, and structure, to perform quickly and accurately, as well as adaptively. The system, however advanced, must serve to reduce complexity and it must be understandable. Deductively then, it stands to reason that one must have, and be able to keep professionals who are able to implement and maintain the IS. This simplistic fact draws several other issues- How does one measure the value of IS? How can performance be quantified? It is not enough to evaluate the effectiveness of a solution versus having never implemented the solution as the client company operates in an environment where some form of solution was required. Without having implemented the alternative, how can performance and the value created thereby be valued? Further issue s become more apparent- how can IS be maximized to create competitive advantage? How does the competitive edge impact business as it affects the originator, such as complementary products, cost reductions invoking aggressive pricing, or the ability to expand ones network? This, in turn, draws to mind the need for a system that is able to defensively protect information and other assets and to do so in such a way that meets or exceeds the current standards of IS governance. Are there any viable options that you, as a manager, can consider for your organisation? As a manager of a management consulting firm, I think thatissues such as these require special attention. Porter (1998) wrote, now that companies can source capital, goods, information and technology from around the world, often with the click of a mouse, much of the conventional wisdom about how companiesà ¢Ã¢â€š ¬Ã‚ ¦ compete needs to be overhauled. In theory, more open global markets and faster transportation an d communication should diminish the role of location in competition. In spite of this theoretical implication the development of sourcing brings, clusters, defined as geographic concentrations of interconnected companies and institutions in a particular field, and the role of geography indicated thereby, have not become less important in strategy development (Porter 1998) Rather, the importance of clusters can be seen in location choice, the engagement of local business, the upgrading of clusters, and in the collective works gained by operating as a cluster. As a manager, I can maximize the strength of the cluster geographically or virtually, keeping in mind the collaborative nature of the cluster, a concept somewhat akin to having the right address. Technological knowledge is also prone to the effect of the cluster, as can be seen in the case of knowledge spill-overs, a term used to describe a situation whereby external knowledge can augment internal resources (Patrucco 20 08). The availability of knowledge spill-overs is determined by the relationships between knowledge producers/implementers in place, the cost of acquiring said knowledge and investment required to produce such knowledge. The positive effect of localisation on a technology-based knowledge-acquisition system is based on the reduced cost of internal production and increased access to external resources. My firm is more likely to benefit from knowledge spill-overs if I can secure synergetic relationships with complementary companies (Manyika, Roberts and Sprague 2007). As I work towards developing these types of relationships, such as through investment therein, my firm will not only be able to reap the benefit of unique resources as they relate to competitive advantage, but be able to raise industry standards (Adner and Zemsky 2006). I can maximize Rothaermel and Hills (2005) finding that the advent of new technology and the competitive advantage gained is dependent on the ass ets required to implement it. Rothaermel and Hill (2005) found that incumbent industry performance declined if the new technology could be commercialized through generic assets, but that incumbent industry performance improved if the new technology could be commercialized through specialized assets. As a manger, I can use this finding in that the new technology that I can help foster should be that which works in conjunction with specialised assets my firm already has and is highly proficient in. The new technology would then require a distinct learning curve and my firm would be in a position to capitalise on this proficiency, possibly as a first-mover. I can also maximise the benefit of the new technology relative to the development and installation of information systems by developing inherent automated capabilities thereof (Manyika, Roberts and Sprague 2007). By removing the repetitive tasks often required of an information system, my firm can largely avoid the risk of human error and bias in the recording of information and to reduce time spent on the IS itself, two factors which contribute to a significant reduction in costs associated with IS. Also, a greater volume of information can be recorded efficiently, information which may identify performance gaps and/or opportunities that may have been missed otherwise due to a lack of available resources to track the determinant information. As evidenced by the work of Cragg (2006), technology plays a strategic role in leading companies, particularly in those that customise technology to suit its particular needs and in those that seek new applications for existing technology. For many organisations, the application of technology is directed toward IS. An effective information system, aside from its ability to organise information, also provides focus on the findings that are most relevant; this usage prevents management from focusing unnecessarily on marginal attributes (Adeoti-Adekeye 1997 ). While, as a manager, I am in a position to facilitate this process, the increased availability of new technology increases the risk of substitute products/services and the rivalry amongst competitors; this abundance of suppliers, coupled with relatively low barriers to entry, increases the bargaining power of buyers (Porter 2001). These factors can however be mitigated through my firms ability to create value unique to that of its competitors and to do so by methods and processes variant to those of the competition. What are the Lessons Learnt here? From GlÃÆ' ¼cklers study (1999), I learned that the primary reason (66 percent of the 1600 companies studied) that companies hire management consultants is lack of experience in certain problem areas, followed closely by impartiality of external viewpoint (49 percent), to learn from other firms (48 percent), and need for new ideas (46 percent). I believe the management consulting firm is able to accomplish these actions through the creation and application of information systems. According to Sull (2005), success is dependent upon five categories of commitments that comprise the success formula: à ¢Ã¢â€š ¬Ã‚ ¢ Strategic frames: What we see when we look at the world, including definition of industry, relevant competitors and how to create value. à ¢Ã¢â€š ¬Ã‚ ¢ Processes: How we do things around here entailing both informal and formal routines. à ¢Ã¢â€š ¬Ã‚ ¢ Resources: Tangible and intangible assets that we control which help us compete, such as brand, technology, real estate, expertise, etc. à ¢Ã¢â€š ¬Ã‚ ¢ Relationships: Established links with external stakeholders including investors, technology partners or distributors à ¢Ã¢â€š ¬Ã‚ ¢ Values: Beliefs that inspire, unify and identify us. Sulls success formula seems like common sense, however I think it clearly exemplifies the role of the management consulting firm and draws to light aspects that may not have been evidenced at first sight. It is common knowledge that, in order for any company to be profitable, it has to be in a position to be so, meaning that it has to have the resources, or access to such resources, be they finance-related, personnel-based, knowledge-based, relationship-based, etc., and the ability to apply those resources strategically toward the vision of the company. Should a company not possess adequate levels of the aforementioned resources, I learned that outsourcing is a viable option. Outsourcing in this way can be used to bring new products/servic es to the market faster, to access a perceived opportunity cheaper and quicker, to penetrate new markets and/or develop existing ones, to develop and test the viability of new products/services, or simply to enforce business strategies. Willcocks and Lavity (2006) defined outsourcing as the handing over of assets, resources, activities and/or people to third party management to achieve agreed performance outcomes. The outsourcing market, as they defined it, has been growing steadily from 1989, when outsourcing was valued as a $3 billion market, to the estimated $330 billion market it has grown to. While outsourcing may not be the best choice for every business, nor will it suit every need, outsourcing as defined in Willcocks and Lacitys research, which encompassed traditional outsourcing, as well as management consultants, net-sourcing meaning virtual and fee-for-service providers, has the potential to fit many needs and situations. I learnt that it is important to treat back offices as a portfolio of capabilities, meaning that management should select several actions that a source supplier can perform far less expensively and use less time doing so; a common example is payroll. Willcocks and Lavitys findings show that companies that use this type of selective-sourcing are 77 percent effective. I learned that by expanding the definition of outsourcing one is able to expose a plethora of applications that I had not found apparent; as a management consulting firm, outsourcing in this broad definition has many applications, both in-house and as potential niche markets. In the case of outsourcing as applied to the operations of the management consulting firm, I have found that there are several non-core functions that could be outsourced profitably. While most management consultants have a strong ability to innovate, apply change and interpret ideas in a way that customises them to the business being dealt with, most management consultants will not be highly proficient and/or will not have the extra resource of time to spend on non-core operations such as payroll, accounts receivable, application of marketing concepts, etc. I have learnt that outsourcing these back office tasks can be a tremendous time and money-saver even for a firm such as a management consultancy, with low overhead and few daily transactions. I also learnt that outsourcing can also be utilised by a management consulting firm as a precursor to expansion. In order for a management consulting firm to be able to address the needs of its clients as expeditiously as possible, it is a necessity that the firm not be working at peak levels on a daily basis; otherwise, it would be difficult to respond to an emergency situation one client is having without risking missing a deadline of another client. However, sometimes opportunities present themselves that, strategically, should not be passed by. I have learnt that the management consulting firm would have a viable option to outsource a component of the opportunity project. It appears that such an option could be found in the outsourcing of the research involved, administrative or clerical tasks such as audience-specific report preparation or proofreading, technical aspects such as system configuration or automation, etc., an option I had not considered previously. As the broader definition of outsourcing relates to niche markets, it reveals many opportunities for my management consulting firm to pursue. The first niche that came to mind personally was the ability of the management consulting firm to capitalise on the down-time that is inevitable between clients by selling consulting service specialities, meaning accepting work that requires a limited amount of time involved, such as advising a business as to what features it should have on its website and the navigation thereof. Also, this type of shorter project is typically less expensive to the client customer, which woul d open a niche to smaller businesses which typically have limited resources. Another niche concept that occurred to me was that a management consulting firm can take advantage of is the way industry structure has been affected by outsourcing. This could be done by diversifying the services offered or expanding the geographic radius of its client base. GlÃÆ' ¼cklers study (1999) taught me that management consulting firms tend to grow in one of two ways: Diversification, the offering of a variety of services, and Globalisation, expanding the geographic scope of the services provided. The relative growth strategy assumed is generally dependent upon the structure by which the management consulting firm operates; it may function regionally, or within a certain geographic location; functionally, or by a speciality; or sectorally, meaning the offering of a variety of services within a particular sector. I realise that management consulting firms can obtain stronger and more pro fitable growth by structuring its growth strategy in one of these ways, rather than try to be all things to all people and risk overextension of firm resources. I think that many management consulting firms have this tendency and that focusing on the strengths of the firm is the more profitable strategy. I have learnt that successful capitalisation on management consulting strengths will translate better when a focused effort is undertaken rather than a strictly opportunistic style. I have learnt it is better to have my management consulting firm be perceived as an expert in certain issue rather than a one size fits all solution. My Conclusions The relationship between the enterprise of management consulting and the industry of information systems represents a significant correlation. IS is described by Avison and Elliott as a field of study developed in response to the increasing necessity of organizations to improve their capabilities to process and to manage data (see King and Lyytinen 2006). As described by Blunsdon (2002), The management consulting industry exists because of the presence of persistent organisational and management problems which creates an atmosphere of uncertainty and exerts pressure on managers to be seen to be acting both rationally and innovatively. Long-standing, successful companies can have a tendency to fall subject to active inertia, the tendency to respond aggressively to new variant markets in the same manner that had previously been successful, is a primary reason why good companies go bad (Sull 2005). I have found that in order to circumvent this tendency, a manager of a management consulting firm needs to be adaptive to market conditions and ensure that the management consulting firm itself serves to provide an objective perspective and innovative solutions, particularly solutions that require the application of firm core proficiencies in order to be successful. Research findings, particularly those of GlÃÆ' ¼ckler (1999), arguably draw attention to the need to clearly define what the role of IS is for a company and to determine how much of the process of IS creation and integration should be outsourced. I have found that even the outsourced can use outsourcing, so long as core competencies are not outsourced. As a manager of a management consulting firm, I will look to outsourcing non-core actions, particularly back-office tasks to other firms that can do such work at less cost. Further, I will analyse other, non-primary functions for the potential of outsourcing them so that my firm can focus solely on its core services, possibly diversifying t o related core-type actions that we may not have had the resources for before. Likewise, inasmuch as management consulting firms have the ability to contribute value throughout the production cycle, expected outcomes need to be tangibly defined at each level and throughout each phase of the management consulting contract. Doing so creates better relationships with clients and can help identify areas of opportunity. Whereas the economy is increasingly knowledge-based, the management consulting firm is drawn to the forefront as its core competency is, quite simply, knowledge, both formal and tacit. The development of new technology creates an opportunity for management consulting firms to capitalise on prevailing trends through the creation and application of strategic information systems. As a manager, I will look for ways for my firm to maximise this opportunity. I will also keep in mind that, as the focus and application of IS broadens, so too does the role, or potential r ole, of the management consulting firm, including the capability to supply net-sourcing and fee-for-service while avoiding the type of piecemeal outsourcing that frequently yields piecemeal results. The relationship between the enterprise of management consulting and the industry of information systems is significant. To circumvent the piecemeal type of consulting, I will look to gearing client solutions to function more spherically and to customising those solutions precisely; this approach should yield a greater impact. By applying new technologies, such as automation, to accomplish this goal, I will minimise the use of resources required to do so. The future of management consulting firms is likely to have many developments as technology increases. Information systems, a crucial component of management consulting will develop exponentially with these newer technologies. Resultantly, my role as a manager will require me to be very innovative and focused on maximising fir m opportunities as quickly as possible and to position myself and my firm in such a way as to have the synergetic relationships that will afford these opportunities. BIBLIOGRAPHY ADEOTI-ADEKEYE, W., 1997. The importance of management information systems. Library Review, 46(5), 318-327. ADNER, R. and ZEMSKY, P., 2006. A demand-based perspective on sustainable competitive advantage. Strategic Management Journal, 27, 215-239. ANAND, N., GARDNER, H. and MORRIS, T. 2007. 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