In 1839, Samuel Cunard founded the British and North American Steam Packet Company, known as Cunard Line, to deliver Royal Mail to Canada and the United States (Cunard, nd). Originally composed of 4 rowboats, it would not be until the late 1960s because the Cunard name would be purchased alongside great passenger ships in the Atlantic area. In 1950, Cunard had a total of 12 passenger ships serving a total of one third of all Atlantic Ocean voyages (Cunard, nd).
With faster speeds and lower costs, floods quickly emerged as an optimal method of crossing the Atlantic in 1960 (Wikipedia, ND). The Cunard cruise ship, clearly characterized by the cruise ship a decade earlier, soon became an unrivaled remnant of history. With increased costs associated with the operations of Queen Mary and Queen Elizabeth, faced strong competition from rivals such as the French line, recently built on the SS French, Cunard was reluctant bound to navigate the cruise market (Wikipedia, ND).
Cunard found a winner of $ 80 million gambling (Wikipedia, nd) instead of Queen Elizabeth called Queen Elizabeth 2. On May 2, 1969, Queen Elizabeth 2 made his journey from Southampton, England to New York City and soon became the flagship for Cunard. King Elizabeth 2 was not only made as one of the fastest shipping vessels for her size, but it was cheaper and lesser than her predecessor (Wikipedia, ND). Cunard managed to take advantage of prolonged historical recognition of branding by reducing the costs associated with Queen Elizabeth 2 operations. Queen Elizabeth 2 won absolutely terrific competitive advantage and served as a standard for passenger ships in the Atlantic until 2004.
Despite that, the fame Queen Elizabeth 2, Cunard ended down in decades and became a company with a fleet of old-fashioned lines in 1990. Carnival Cruises acquired an outstanding 32% interest in Cunard in 1999 (Cunard, nd). The acquisition took place in a marriage between cleaned British technical equipment and American wanderlust spirit. The Carnival Cruise Corporation Revival revived Cunard's painful legacy by selling older liners and performing the necessary review of others.
Under the new leadership of Carnival Cruises, Cunard also began to build on a liner that was of an unchanged proportion. Called Queen Mary 2, costing over 800 million dollars and gross weight over 150,000 tons, it was the most expensive and heaviest ship ever. Receiving a great lover on his journey from Southampton, England to Fort Lauderdale, Florida on January 12, 2004, Queen Mary 2 was held as the world's only single largest navigator (Wikipedia, ND).
Queen Mary 2 was designed to be a fully active element without being able to act as an independent city (Datz, 2004). To provide all possible potential solutions on land and without omitting modern technology, Queen Mary 2 dominates the talent of the past 21st century. Needless to say, the integration of information technology infrastructure Queen Mary 2 is simply second to none.
From the moment visitors arrive before their departure, they can take their pictures in the port area, terminal or management agency on board the ship. In addition, their credit cards and passports are also scanned into the ship's asset management system. Their maps can then automatically use their key features, payment methods on board the ship, and landing and baggage identification instead of transferring passports (Datz, 2004). All fall under the broad range of information technology as a trading system or TPS (Laudon & Laudon, 2006). According to Jeff Richman, Head of Business Solutions and Application Development at Cunard, Queen Mary 2 is the first cruise ship that offers the potential of map cards (Datz, 2004).
In each state, Queen Mary 2 also has a powerful television system that runs Linux on a deployed box from a German multimedia company, IDF. These TV services allow passengers to send or receive email at $ 1.50 on business, order demand videos and select from a total of 11 active areas of interest, such as courses, restaurants and cruise ships. The television show of the POS system enables passengers of Queen Mary 2 not only to book a reservation but also to shop online and continue to run on board the amount of money on board (Datz, 2004). The ability to trade interactive television integrates the TPS system with the Queen Mary 2 financial system and cash flow monitoring (Laudon & Laudon, 2006). This system absolutely lives Cunard because it requires fewer people to maintain, but the traditional crew system would handle individual transactions and reservations. Also, the system creates an opportunity to create additional revenue for the ship (Datz, 2004).
Queen Mary 2 has its operating center divided into three separate pages that turn each other up in the ship. The unique system of the ship is connected to the headquarters, where many servers, PBX and public networks are used as the main safety device of the ship (Datz, 2004). The core of the information technology system Queen Mary 2 is the asset management system that deals with both crew and passenger information. The asset management system manages the vessel's accounting system in addition to board and departure equipment. Each unique information technology system on board is closely linked to the asset management system (Datz, 2004). The asset management system allows the vessel to continue to appoint crew and passenger transport to the DHS, which includes airlines and cruise ships to provide the data before they leave and after arrival (Datz, 2004). This Enterprise System Planning (ERP) system allows for simple business structure building and synchronization of key business practices (Laudon & Laudon, 2006).
On board Queen Mary 2, Cunard also offers a system called AVO to avoid verbal orders. The ship crew is able to pick up an issue on board the ship without having to pick up a phone or regularly check with anyone. By using personal computers, individuals can report defective machines aboard the ship directly for maintenance. Passengers also have the ability to inform maintenance of problems they may land through their TVs. Both of them are directly assigned to the maintenance coach, where he or she can view a schedule of repairs that will be made for that day. Repairs are completed in the order in which they are received, and service departments can then contact travelers directly to see if their problems have been resolved (Datz, 2004). Once again, this episode is an example of TPS aboard Queen Mary 2, due to the inclusion of events in the system and coordination of action in action areas (Laudon & Laudon, 2006). The AVO system aboard Queen Mary 2 is also connected to the ship maintenance and procurement system. Supervisors can decide which data repairs must take precedence over others (Datz, 2004). This aspect of the AVO system previously serves as a decision support system or DSS for its utility to allow managers to make important decisions (Laudon & Laudon, 2006).
The AVO system would not work without the integration of wireless computer connection infrastructure. Queen Mary 2 also uses Wi-Fi to connect passenger goods to restaurants from service stations to reception in the air. They are then sent through cables directly into the kitchen where the chefs view orders on large screens. In addition, at some bars, service stations are waiting for hands-free computers to take orders broadcast to the bardenders (Datz, 2004). At the operational level, take orders from passengers, use the Customer Service Officer of another TPS to send orders (Laudon & Laudon, 2006).
Finally, and last but not least, Queen Mary 2 also has a system for dealing with problems that may arise in some of her ships. Every cruise ship has a total of three computer service departments to deal with technical problems. But if they encounter problems they simply can not see, satellite apps can provide instant communication directly to the information area at Cunard's headquarters. Here you can handle the problem a lot and do not require the cost and time associated with sending a specialist directly to the ship (Datz, 2004). This is an example of Cunard ESS capability that can be used to solve many problems that may occur on Queen Mary 2 (Laudon & Laudon, 2006).
Perhaps the main challenge was that the Queen Mary's IT designers had taken place in the above-mentioned scale of the ship. No cruise ship of this magnitude had ever been built, so previous plans could not be used. Critical concerns, such as cable loops, had to be organized by designers of IT designers. Typically, new commands are built in previous categories that already have designated plans for cable drops, but Queen Mary 2 did not fit into any first part of the class. She had a total of 2,500 data links in individual cabins and about 40 wireless dots, all of which had to be organized into exacting detail. High precision is due to the need to burn, boil and cut into steel, then to refractory cables (Datz, 2004).
The development of computer systems was also mixed with the fact that it had been in three decades since the last Cunard cruise ship was built. The relative lack of knowledge on the design of the entire computer system for Queen Mary 2 was underlined by the lack of special shipbuilding equipment equipment, as many competitors do (Datz, 2004). Almost all aspects of IT production aboard Queen Mary 2 had to design literally from scratch that introduced designers a unique opportunity to develop creative solutions.
Another problem associated with the development of information technology infrastructure Queen Mary 2 was a matter of geographical distance. When a real ship was built at Chantiers de l'Atlantique shipyards in France (Wikipedia, ND), Cunard developed the information system at Miami's headquarters. There the whole system was installed, checked in and checked and then sent directly to France to be fully completed aboard the ship within three months without working a lift (Datz, 2004).
First, the most important stakeholder for Cunard would be the passengers aboard Queen Mary 2. This individual group must have considered a priority for its ability to hold Queen Mary 2 literally. If their needs and concerns are somehow not fully addressed, they will probably look elsewhere in the direction of the race. This is primarily why I think the infusion for Queen Mary 2 was designed with their needs in mind. Everything from selecting activities to report repairs to maintenance of the order service was estimated with ease of use. Operation of user-friendly touch screen stateroom television to cover all aspects of their travels increases the likelihood that they will enjoy the trip and return as repeat customers and recommend their experience to their friends.
Secondly, another important interest group for Cunard employees aboard Queen Mary 2. They are an integral part to ensure that passengers are fully satisfied with the service they receive and will return. Therefore, I believe that such precise details have been paid for the development of AVO and other TPS infrastructure on board the Queen Mary 2. The AVO system increases the overall quality of passenger experience at Queen Mary 2 by dealing with maintenance issues almost immediately and resolving them quickly. The TPS structure creates the ease of ordering everything from a flower product to a bottle of bulkhead directly from the passenger's comfort. I think Queen Mary 2's employees take great care of being on board the Atlantic Ocean Cruise Standards and closely monitoring the details of their daily work.
Finally, the third interest group that was absolutely successful in Queen Mary 2 was to be a Carnival Corporation. Most often, when individual organizations have different approaches, mergers and acquisitions can help utilize the grant so that the sum is much greater than their individual share. This seems to happen in a cooperative between Cunard and Carnival. Before the Carnival acquisition, Cunard was founded in the past. Carnival managed not only to breathe a new capital in Cunard but also a new life in Cunard's business policy. Carnival enabled Cunard to transform itself from reputable British organizations that had conquered the tradition of a lively group that was highly focused on customer needs. I think the organization of philosophy behind Carnival has influenced the development not only of Queen Mary 2 but also of its superior IT infrastructure.
The design of information technology on board Queen Mary 2 has shown that it has no longer become another part of shipbuilding. More than ever, a technological breakthrough has come to focus on increasing customer experience. Customer experience is absolutely what drives a company for profit and to sustain its responsibility.
There are many days when organizations could afford to be as excited or worse, at all. The effective implementation of outstanding IT technology must be a powerful process that works in conjunction with other areas of the organization. Individual organizations must fully realize that they are totally dissatisfied with themselves and their customers by not focusing on designing by developing it.
As with Queen Mary 2, sometimes visible insurmountable obstacles can prevent successful implementation of information technology. Yet creativity and perseverance IT designers do not let this become a barrier. No previous design was made on the scale of Queen Mary 2. The IT designers improvised. The Miami test center was thousands of miles away from shipyards in France. The service companies had to make absolutely sure that the infrastructure would be in line with the actual Queen Mary 2 in France. Lonely happened. Information technology Queen Mary 2 was a real success and model for all cruise ships.
Royal Caribbean is one of Cunard's main rivals in the cruise. The Queen Mary 2 introduced power supply of information technology has raised the criteria that all other computer systems are measured. Royal Caribbean launched a seaman's seaman in November 2003 and Jewel of the Seas in April 2004. Both ships participated in similar POS, asset management systems and wireless access areas for passengers. Royal Caribbean has attempted to take advantage of great information technology on its own, but is slightly short of progress on Queen Mary 2. Unlike Queen Mary 2, the smartphones used in the Caribbean do not contain passport information. They are used only as a keyboard, ID and purchase (Datz, 2004).
For passengers, internet access on board the boatman and Jewel of the Seas is mainly tied to every ship that is open on the internet. Otherwise, passengers can easily access the internet through their own laptops. Internet access is available for the crews of both Mariner of the Seas and Jewel of the Seas through a thin client device (Datz, 2004). However, the ease of touch screen internet access aboard Queen Mary 2 with passenger comprehensive user-friendly access to nominal value.
Following the success of Queen Mary 2, Royal Caribbean will soon unveil a major ship called Ultra Voyager in May 2006. With the ability to transport 3,600 passengers and weighing close to 160,000 tons, Caribbean seems ready to give Cunard a run for its money.
I think that, as we see on the internet, satellite and telecommunications technology continues in the 21st century, we will see more, better and faster use of information technology. Some potential areas where it could be developed in a fun time could be:
· Wireless access for all passengers and crews.
· Satellite TV connections available for individual citizenship.
· Satellite call for busy occupants.
· Satellite phones.
Crusher lines are pressed to monitor ongoing changes to the environment in order to maintain market share. IT is a valuable asset for any organization. Cunard will continue to deal with many new projects in the future and will need to use it to build the legacy of Samuel Cunard for future generations.