Continental Airlines

1.      The Go-Forward strategy encompassed of an assortment of interrelated, simultaneous actions. The initial version of the general strategy possessed the advantage of restoring Continental (CO) to their previous profitability as well as offering it first-place rankings by numerous airline industry metrics. The subsequent segment of the strategy resulted in savings of $41 million in addition to a lessening of $7 million in fraud in the initial year alone. The company’s revenue grew by more than $500 million in six years. The implementation of the data warehouse exerted a decisive role in the second phase.  The implementation of the strategy aided Continental Airlines set up more actionable means of altering their industry position from most awful to first and from first to desirable (Turban, Sharda&Delen, 2013). It further ensured that technology was an increasingly vital attribute in supporting the new initiatives. The implementation of the strategy generated considerable strategic value as well as cost Reduction.

2.      The traditional data warehouse is employed for premeditated decisions as well as tactical while an RDW is employed for strategic, tactical and sometimes operational decisions. The consequences of employing a TDW can be difficult to gauge, the results of using an RDW, on the other hand, are calculated by operational data.  Adequate TDW invigorate rates array from daily to monthly while the RDW data, on the other hand, has to be must be up to the minute. The TDW summaries are frequently suitable while RDWs have to provide detailed data. TDWs characteristically utilize restraining reporting to corroborate or confirm patterns, habitually predefined outline tables while RDWs requires supple, ad hoc reporting. The traditional data warehouse ensures that there is the movement of the data from the airline’s operational databases to the DW on a programmed basis, characteristically daily or weekly. The attribute offers a dependable data for analysis carried out during one renew cycle but fails to make contemporary data accessible for the decisions that necessitate it (Turban, Sharda&Delen, 2013).The possession of real-time DW, as was adopted at CO, guarantees that data moves into the DW on an hourly yet more recurrent basis.

3.      It is imperative that an airline to uses real-time data warehouse as most of the airline decisions cannot be reached with the use of week-old, or even day-old, data. The best example is that of the frequent flyer honor accessibility on a certain flight. Airlines ensure that these are limited to guarantee that they do not give away very many seats that would be sold. The award seat allotment is frequently automated. Travelers thus can assess the availability online. American Airlines amongst others provide prolonged award accessibility to the people who fly at least 100,000 miles annually with them (Turban, Sharda&Delen, 2013). On the occasion that one of these wants a reward seat that is not accessible online, they can ask for it by phone. The agent has to make a decision on whether or not to make the seat available. 

4.      The decisions that Continental executives will make via the use of the real-time data is going to affect the power of the customers positively in that they are going to enhance the satisfaction of their customers, increasing their number and thus less powerful in impacting their prices. The use of the real-time system is going to ensure that the airline develops strong relationships with their clients, possess a small as well as competent data warehouse staff as well as record improvements in customer value performance (Magretta, 2013). These attributes will ensure that the airline recruits a huge base of contented customers who get value for the money they purchase the different services from continental airlines.

Sherry Roberts is the author of this paper. A senior editor at Melda Research in research paper services if you need a similar paper you can place your order for cheap research paper services.