The transportation industry is constantly evolving owing to the relentless growth of technology and innovations. Consequently, prominent logistics companies are facing several bottlenecks addressing increasing concerns related to compliance. While leading logistics companies are emphasizing on improving their transportation facilities to address issues like increasing infrastructure investments and rising industrial production activities, stakeholders are looking out for promising solutions to stay ahead of the competition. In this competitive market landscape, it becomes vital for logistics companies to take strategic decisions with the help of market opportunity assessments.
Case study transport opportunity this might be at most an inconvenience in most other cities around the world, but in Singapore this is a national disaster.
In a country where people complain vehemently if a train is even 1 minute late, the thought of their pride and joy — the best public transport system in the world — not working because of faults along three of the four lines was an unprecedented humiliation. The crisis was made worse because in this technology -obsessed nation many people turned to their social networks to complain and rant.
So, what did they do wrong and what can you learn from their mistakes? The Lead up Singapore has 4 train lines each identified by a colour: Red, Green, Purple and Yellow. The fourth, Purple line, is run by SBS Transit, which is owned by ComfortDelGro — the largest taxi company in Singapore and second largest transport company in the world.
Just days before the train problems began, ComfortDelGro and SMRT, which also runs a fleet of some or so taxis, announced a fare increase starting in January Singaporeans took to their social networks to complain about the hikes.
However neither company chose to use their social media platforms to combat the negative sentiment. The online torrent of negativity continued unabated.
First Incident On December 14th there was an early morning disruption on the Yellow line. This time it was the red line that had a major disruption.
Not only was a large portion of the rail network rendered inoperable by a power rail being damaged, but 4 trains were left without power, trapping passengers without ventilation or lighting for over an hour.
Some passengers needed to be conveyed to hospital after they were rescued. Singaporeans were understandably livid and took to social media to vent their outrage.
Photos of train windows smashed for ventilation and the journey back to the station up the blacked-out rail tunnels quickly emerged online. This was photographed and uploaded to Twitter causing outrage in the face of the fare increases.
Throughout this SMRT remained silent about the incident, the official Facebook page continued to wax lyrical about competitions and voucher offers while completely ignoring comments by fans about the disruption.
In such an information vacuum trolls flourish and one soon emerged. Third Incident On the morning of the 17th December, the Red Line was once again disrupted, a similar cause to the events on the 15th. The responses were often subtly antagonistic see image below.
Unfortunately for SMRT this account is faked: The troll played their role perfectly which added to the fear, uncertainty and doubt. Many people were deceived including some reputable social media commentators. The twitter account began providing information and responding to people.
This left fans even further confused. At least fifteen hours too late. However the damage has been done. They fact that she has remained almost invisible during the crisis is suggestive of just how redundant she truly is. There has been an intrinsic communications failure across the board. Not just using social media to communicate and liaise with the public, but also within the organisation itself.
Crisis require quick, decisive action not delayed meandering. Employees need to know what to do, how to do it and when.
Plans need to be constructed and tested long before any crisis developed not cobbled together hastily in the midst of the proverbial hitting the fan. SMRT only opened their social media channels once the crisis had progressed so far that the government got involved and their own jobs were at risk.
Meanwhile, Singapore is slowly adapting. The trains are forced to drive slower now which means that there are delays and more crowded trains. The seeming dallying in paying any form of compensation to its users has means that the ridicule, both online and off, continues unabated.
Being government protected, SMRT will no doubt survive this. Hopefully the lessons learnt will not be in vain: He is available to help you develop social marketing and digital media strategies, improving communication between staff, partners and suppliers or just increasing the number of fans on Facebook.
Connect with him on Twitter or Google Plus.The main focus of this study was to determine the logistics opportunity costs of using road transport within a mining firm. A case study approach was followed, as the investigation aimed to analyse a complex problem experienced by one company and present it in an easily understandable format.
To make matters worse all SMRT taxi drivers were sent a message: Income opportunity. Dear partners, there is a breakdown in our MRT train services from Bishan MRT to Marina Bay MRT stretch of stations. The following is a case study of one entrepreneur's transition from a traditional development cycle to continuous schwenkreis.com people still find this idea challenging, even for companies that operate solely on the web.
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1 Opportunity Knocks 2 Case Study 1 Opportunity Knocks Perhaps the focus of the presentation and discussion was the development of a new federal legislative package that would provide funding for a new regional highway projects.
This study specifically focused on the logistics opportunity costs of using road transport for a firm in the mining industry. Firm A 1 is a mining .