Automated Ticketing: When we got to the museum, we had to stand in a queue which was

not a very pleasant experience. Automated ticketing will give the customers greater
convenience to book the tickets using a kiosk without having to wait in the queue. This needs
minimal investment and will help reduce the average waiting time and also the amount of
manpower needed at the museum.

Coat Check Technology: When I checked in my bag and coat, I got two separate tokens for
them. It was very inconvenient for me as I was in the constant fear of losing my jacket and my
laptop inside my bag. Talking about this technology, I am sure most of you would be aware of
this. Customer just needs to enter phone number, and the system takes your picture with the
front camera while the back camera takes a picture of the coat. There’s a QR code on each
hanger, and there’s a number assigned to each QR code. While collecting the coat, the
customer just has to give the last four digits of phone number, and you are good to go.

The coat check technology will help the consumers to avoid hassles with misplacements and
also the fear of losing the ticket.

Membership visibility: Membership is the one of the main ways a museum earns its revenues.
So, the company should be pushing to further promote its membership models and its benefits
via LCD displays near the entrance of the museum.

India is predominately a nation of tea drinkers, with most chains struggling to keep business
afloat. Siddhartha opened the first CCD in 1996 on Bangalore’s Brigade Road, initially to serve
pricey cups of coffee and let customers experience internet, then a novelty.

CCD has been successful in India because of its beanto-cup business strategy, which gives it
control over bean production and processing and greater efficiency from its back-end set up.
While Starbucks does have similar strengths thanks to its Tata tie-up, industry watchers say
its relative lack of size in India means it’s at a disadvantage in squeezing out similar
economies of scale.
Opening a new store isn’t just about finding a good location and dressing it up for a brand-
conscious a u d i -ence. Instead coffee chains need to figure out a tricky supply chain — how
to get food and beverage to these outlets quickly,

While CCD had to build its brand from scratch in India, Starbucks hopes to leverage a globally
familiar label with its target audience.
Starbucks has had to localize its menu to keep customers coming in — something it has done
quickly in India too, with dishes such as chicken tikka panini.

Other than location — CCD’s success to date is determined by being located close to colleges,
business complexes, high streets and malls — pricing can be a make or break factor. This is
particularly crucial at the lower end of the market where budget-conscious buyers are wary
of shifting from cheap restaurants (sometimes called Darshinis) to a CCD or Starbucks.

CCD’s Siddhartha isn’t getting distracted by the woes of the competition. “All foreign coffee
brands are looking at the top 5% of the Indian market — i.e. high income group consumers,”
he says. “But we are focusing on the dynamic youth population. Roughly 70% of Indians
today are below 35, and our goal is to reach out to them.”

At peak hour (11 am) while most people access our website, the conversion rate is
low. It could be because people decide not to order food due to long lead-time
OFI (time for food to arrive at customer place).
The similar trend happens at another peak hour (16.30 pm)
Recommendatio
n Increase the number of driver (people) who handle delivery to reduce lead-time

Similar situation with #1 but probably because of another root cause. Food-in-A-
OFI Flash charges premium rate at peak hour
Recommendatio Try not to exploiting demand traffic by applying premium charge. Food-in-A-Flash
n can potentially grab more conversion rate by providing discount.

OFI Traffic to Food-in-A-Flash website fluctuate a lot (concentrated at peak hour).

Recommendatio They could provide "advance booking" services so customer can order earlier
n before luch or dinner time
This services potentially can distribute their website traffic equally and help them
better allocate resources for delivery.

MBTA

1. Increase number of train in peak hour to adjust with demand accordingly.

2. Adjust train's schedule (more frequent/less frequent) for particular route (green line/orang line/red
line/blue line/etc) by looking at the pattern of passengers flow across the time
1. At the peak time (11 am), a lot of people are accessing our website for ordering food. Still, not
many people are actually placing the order. It might be because people are still deciding on what to
order or maybe people are deciding not to order now due to longer than usual delivery time.
Hence, customers would find it useful just to wait a little and then place the order. Another
possibility is that their website is not designed too many orders at that time and might crash. A
similar pattern is observed at 16:30 pm.

Also, from 6 pm to 7 pm, both the conversion rate and the number of impressions are decreasing.
This might be because the website doesn’t have attractive dinner options and should try to include
more options for dinner. It also might be possible that the dinner options are more expensive than
usual or more expensive than the other meals of the day.

2. I will make the following recommendations:

 They should do a proper load testing of their website so that it can handle increased number of
order from the customers at the same time.

 They should give their customers to book their meals in advance. This will distribute the load
evenly throughout the day and reduce extra load at any particular time window.

 They should try to reduce the delivery time at peak hours by hiring more delivery agents or
even partnering with third party delivery services.
 They should give their customers options of getting some cashback or applying some promo
code or coupon code especially on dinner options. This will make the dinner much more
affordable and would further increase the number of orders from the customers.

3. They can use analytics in a number of ways to improve customer experience and also their
revenue.

They can figure out what is the time window during which maximum number of customers travel.
Then, they can increase the number of trains during those peak hours so that the traffic is well
handled.

They can also find the busiest stations or the stations where maximum number of passengers enter
the subway and the one station where maximum of passnegers get down. Once they have that
data, they can start new subways between those two particular stations provided that two stations
are located far enough from each other and provided that it’s an economically viable option.

They can also find the time window during which least number of passengers travel. Once they have
that data, they can give some incentives or convenience points to customers who travel during
those time windows. If still, the number of passnegers don’t increase they can think about reducing
the number of subways running during these times and thus save some money.

1. Increase number of train in peak hour to adjust with demand accordingly.

2. Adjust train's schedule (more frequent/less frequent) for particular route (green line/orang line/red
line/blue line/etc) by looking at the pattern of passengers flow across the time
3. Boston Public Transport System can use such analytics to learn more about passenger behaviors
not just during a day, but also during weeks and even months. It can then redefine its operational
process according to those insights. It will help the system to fill the budget gap by performing
operations efficiently (e.g. Just in Time) without any negative consequence for the travelers.

The system can use the analytics to identify peak hours in which more people use public transport.
They must be having this kind of data now also because of their experience, but such kind of
analytics can help them know this data more accurately. They can use such data to implement
flexible pricing system in which price will increase by some amount during peak hours. I agree that
as a public entity, they cannot increase fair in peak hours by much, but something is better than
nothing.
Also, such analytics can help BPTS to identify stations which are commonly used. BPTS can then
increase the trains between these stations and decrease in those which are less used. BPTS can
introduced trains with higher fair, but lesser number of stops between commonly used stations
during peak hours. Also, if doing so is not possible because of constraints - such as a single track
cannot be simultaneously used for both slow and fast trains – _then BPTS can move another step
ahead and integrate data from trains with the data from bus passengers. So, during peak hours,
BPTS can definitely introduce buses with lesser stops but higher fair.
Also, BPTS can use such analytics to predict passenger behavior over long range of time, i.e. in
terms of weeks and months. BPTS can then predict most busy months and can increase fair during
those months. In months when people travel less, BPTS can reduce the number of trains/buses so
that it can save some money.
2.

b. Between 2 pm to 4 pm, the conversion rate is negatively correlated to number of impressions.

The site is spending money in paid advertisement but not getting expected conversion rate. It may
be because of wrong choice of keywords.

c. Between 6 pm to 7 pm, the conversion rate is positively correlated to number of impressions and
they both are decreasing. This is peak dinner time, and perhaps the site is not putting enough
money on advertising.

b_e_ _b_e_c_a_u_s_e_ _o_f_ _s_i_t_e_’s_ _inability to function properly under lot of load –
_completing payment (for example) at the end.
2. Based on my understanding, I will recommend following solutions for each of above issues: a.
Increase website load handling capacity so that it can keep functioning as expected when a lot of
people visit it during peak hours. This will include smooth navigation throughout the website, and
also hassle free payment processing. Or, they can add advance booking option, so that people can
place the order during normal hours.

b. They should focus on finding right keywords which people usually use to search for food during
this time. If they will keep spending money without selecting good keywords, then though search
engine will keep placing their add on search page but it will do so for wrong keywords and that will
not be the food which people will be looking for at that time.
c. Perhaps, they should try putting more money for this time along with the good set of keywords
which people usually use to search for food during this time.

3. Boston Public Transport System can use such analytics to learn more about passenger behaviors
not just during a day, but also during weeks and even months. It can then redefine its operational
process according to those insights. It will help the system to fill the budget gap by performing
operations efficiently (e.g. Just in Time) without any negative consequence for the travelers.

The system can use the analytics to identify peak hours in which more people use public transport.
They must be having this kind of data now also because of their experience, but such kind of
analytics can help them know this data more accurately. They can use such data to implement
flexible pricing system in which price will increase by some amount during peak hours. I agree that
as a public entity, they cannot increase fair in peak hours by much, but something is better than
nothing.
Also, such analytics can help BPTS to identify stations which are commonly used. BPTS can then
increase the trains between these stations and decrease in those which are less used. BPTS can
introduced trains with higher fair, but lesser number of stops between commonly used stations
during peak hours. Also, if doing so is not possible because of constraints - such as a single track
cannot be simultaneously used for both slow and fast trains – _then BPTS can move another step
ahead and integrate data from trains with the data from bus passengers. So, during peak hours,
BPTS can definitely introduce buses with lesser stops but higher fair.
Also, BPTS can use such analytics to predict passenger behavior over long range of time, i.e. in
terms of weeks and months. BPTS can then predict most busy months and can increase fair during
those months. In months when people travel less, BPTS can reduce the number of trains/buses so
that it can save some money.