IsaDalí Hotels is one of North America’s largest hospitality companies with operations in both Canada and the United States. They offer individual consumers and business customers a broad array of hospitality products and services as well as various accommodation alternatives and price ranges through their premier portfolio of world-renowned brands. IsaDalí’s Canadian operation encompasses 510 rooms over 6 different properties. A priority at IsaDalí hotels is ensuring that guests are comfortable enough in their hotels that they never have to leave. Their company promise is comprised of offering exceptional service “end-to-end”: from no-hassle reservations, impeccable housekeeping, quality restaurants, and impeccable in-room and on-premise entertainment. In 2009, the hotels and associated restaurants in their Southern Ontario properties began to roll-out a two-phased program of switching off of traditional phone lines. By mid-2010, two hotels, six restaurants, and the valet booth’s communications were running on a carrier-provided MPLS network that was one year into a three-year contract. The system was slow and was not living up to the promises made by the carrier. Phase Two of the upgrade was about to commence, involving the network upgrade of another hotel and two additional restaurants in the immediate area. IsaDalí management were concerned that the existing MPLS network was not providing enough bandwidth to support the business currently and feared that the expansion would only worsen the existing performance. They began looking at alternatives. “Let’s face it,” said hotel GM Sonia Quinn, “bandwidth is everything, these days. A single smart phone [application] takes up more bandwidth than an entire laptop did five years ago when we first installed our broadband links.” Not only were the reservation system’s speeds slower than the industry benchmark, the slower speeds meant that communicating with head-office through their VPN was also difficult and time-consuming. Their “no-hassle reservations” guarantee was being adversely affected by a crippling latency in their MPLS network. In fact, the slow speed of the MPLS network was negatively affecting all aspects of the IsaDalí business – across the different properties. They recognized the need for a solution that would either replace their existing MPLS (a solution that would cost IsaDalí dearly as there were penalties to get out of the carrier contract) or a solution that could leverage their existing infrastructure, and provide the bandwidth they required. Spend money to increase services, but kill the margin?Understandably, IsaDalí’s first step was to approach the carrier with whom they had their existing MPLS network in order to find a solution through them. “Expansion was on the brain, and I think [The Carrier] lost sight of our requirements,” Recalls Ms. Quinn. The Carrier suggested running expensive fibre lines to all of the locations in order to rectify any up-time issues, but also to speed up the existing, under-performing MPLS network. The hotel was spending $4300CAD (net) monthly on their complicated MPLS network for the area, and needed an Internet and Data solution that wouldn’t add too much to their fixed costs as margins were already tightening in the market — the original reason for the switch to Voice over IP. The hotel’s team scoped out their requirements as a minimum 10Mbps/site download speed. A $1500/month price-tag for the fibre connections (with additional construction costs on top), it turned out to be one of the most expensive upgrade projects the company had considered. “[The Carrier's Solution] just wasn’t going to fly internally,” Ms Quinn comments in the aftermath, “Sure, we needed to enhance our network, but we’re also a business that has to ensure profit margins are considered, and laying fibre to these locations was going to cost us a small fortune.” Autonomous Network AggregationIn the end, IsaDalí chose to open up the solution-hunting to other suppliers. Our partner brought TELoIP to the table with our Ana System. Ana™ is a patent-pending solution that aggregates bandwidths of multiple communication links to deliver greater speed and reliability to the end-user. The Ana system would be used to aggregate DSL and Cable links into each of the sites, increasing the bandwidth and reliability of all on-site connections, and providing QoS for voice for IsaDalí. The proposed TELoIP solution for Phase Two would alleviate the burden of slow network performance by running a managed MPLS and an Internet WAN solution in parallel. The combined systems were proposed to increase the overall speed of the IsaDalí Groupnetwork, while providing a redundant data path for the site that could take advantage of TELoIP’s Ana system. TELoIP delivers IP ConfidenceTELoIP was able to deliver, through a simple combination of inexpensive network links, a solution that met IsaDalí’s bandwidth requirements and also increased the speed and reliability of their existing MPLS network. The proposed solution would satisfy all the needs of IsaDalí’s flagship hotel, and offered a savings of over $500/month to each of the three new locations. With the added savings, the hotel chain upgraded their MPLS network by placing TELoIP hardware at existing points in their network. Download this Case Study at http://teloip.com/Doc/TELoIP_Wins_Again_Over_MPLS.pdf TELoIP creates and sells telecommunications technology-as-a-service through our Partner Programs. Our solutions are based on a breakthrough next-generation aggregation technology that improves network connectivity and application performance for all types of businesses. Come visit http://www.teloip.com and learn more about the “Autonomous Network Aggregation” system ? Ana?.
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I want to bring my readers into the core of a Six Sigma implementation processed in Jordan, and would like to point them to a new success story from Jordan, the talk about Jordan Telecommunication Corporation, which later became a company, it was a Governmental department established more than many decades ago, the corporation has a comprehensive Infrastructure in the Communication field, since it is the only provider for all communications services; the corporation was incapable to cope with the great ever-increasing demand for its services. The waiting time for household telephone lines was consequently extended to several years, also for business, many business institutions were enforced to wait for several years, one of my friends has opened a shop in Marka-North a suburb of Amman in 1984, but he discovered that he has to wait for unlimited time but after he spends a lot of money, he was lucky and got a line after waiting for 5 years, by that time he really had came to broke, thus shop was closed one year later. Government nominated board of directors, a General Manager, and some assistants managed the corporation, there were no planning except some tables done by the General Manager assistants and sometimes technical drawing and or charts made upon their own sense of feeling, these in better cases, were seen by some of General Manager Assistants and colleagues. The corporation was run on reaction strategy bases, I mean that when a problem happens, they start searching for a solution, since they weren’t qualified, authorized, thus finding no solution was the real case, but when they sometimes find a solution, then they need to take a decision, which will take another 2-3 years, and some times to put it in action a plan might need the same period of time and to implement it the need another 2-3 years, during this time many other problems will be dominated. The corporation was run on daily basis, there were no marketing efforts, the management philosophy in act was that: “keep things running with little claims”, the management wasn’t doing any customer’s services except that little number of lines were allocated for services, there were no policy that cares with customers, instead the policy was caring to eliminate complaints, great efforts were exerted, but all was personal efforts, indicating personal diligence, and there was no similarity in forms and in processes applied in different sections and offices, in addition to a long march of routine signatures and multi documented processes. Even when a client needs to pay a bill, it was like a hill day, he might spend 1-3 hours just waiting on line. Tariffs were cheap, (in comparison with current prices), many services were provided for free, but some tariffs were of high profit margin, especially International calls thus the corporation financial statements were in most cases shows deficit (especially when they have some extensions projects), thus the corporation was in endless shortage of funds. Although services were acceptable from technical point of view, but that only applied when it’s was available, this means technically the services were good and appreciated, but from managerial and economical feasibility it wasn’t to that limit of goodness. Briefly says: From the customer’s point of view, to deal with JTC, or even to visit their offices was not a good experience, if it is not the worst one. From the Government view, it was a suction pipe of funds, while from the technical point of view; it was great personal efforts, which shows distinct. The Jordan Telecommunication, thus was a managerial crises for the Government To cope with worldwide new telecommunication development associated with Information Technology, the government decided on privatization, but at this point it wasn’t promising, since there are deficits in balance sheet and financial statements, Accordingly a five year plan was adopted this will make: 1- The corporation was changed to a Government owned company. 2- To improve the company earnings, this profitability, which makes it more seek able by key service providers. 3- Improving earnings will automatically mean improving the sale price of the corporation. 4- A gradual rate increase strategy has been adopted for 3 years, (as I remember), where rates were increased and units of services have been divided into smaller time units to maintain higher income for the corporation. Free services have been subject to gradual limitation, thus there were no free services after implementing the five years plan. By the end of the five-year plan, revenues were around 240 million Dinars/year, while the company was sold for around 640 million Dinar, which I believe is a very cheap price, while its assets merely was valuated for around 190 million Dinars. A consortium of Arab Bank and the French Telecom, has bought the company, in addition they got a license for providing SMS telephone services, under a private brand name Mobilecom. The new management adopted a new strategy that’s entails: q To remove the old image of the corporation from clients minds, q Introduce a younger, fast growing organization, as a reliable partner service provider. q Concentration has been made on corporate partnership and customer’s relation’s strategies. The corporation was changed to a company, which was subject to a complete organizational restructuring process, which entails the followings: (The reasons for restructuring): 1- Stake holder’s interest, since they employed a lot of money in these projects, and they need in return suitable profits. 2- To cope with public demand for services, for a wide range of services became needed and there must be a reliable service provider. 3- To change the image of the company in people’s minds, thus creating a successful organization’s image. To do the restructuring in the right manner, it was important to decide for complete reengineering, thus the officers acknowledged and adopted the following strategies: 1- All or merely 80% of the employees were subject to new trainings. 2- Paper works and signatures have been greatly eliminated and merely dismissed and removed. 3- Paying great attention for existing clients and customers, considering them as Loyal Strategic Partners, instead of annoying customers. This great shift was achieved through the followings: 1- Company has gone under reengineering process, where the processes and signatures in each department and section has been studied, and eliminated. 2- Employees has gone under comprehensive training, where many employees has been shifted to other jobs, keeping only all those employees who fulfill the standard requirements of performing the job, thus increasing the productivity of the employees and the company. 3- Customers service was shifted to top priority, 4- New software has been developed and implemented to eliminate paper and signature works, 5- A computerized net work has been set up and implemented to reduce time and speed communication between departments, thus it becomes of no need for moving documents from one place to another, and employees become instantly aware of the requested orders and jobs needed to be performed. This I believe was a great improvement in company procedures and operation processes. 6- One shop service strategy was adopted, client needs only to call for a single windows to get the service, which will consume only 2-3 minutes, while the follow up will done automatically, the other concerned departments will complete the required processes without need for the client attendance. 7- All unnecessary sections were immerged into other section for emphasizing productivity. 8- Mainly, no new offices have been hired, instead, the company used a strategy of rehabilitations of the existing facilities, but renewed it and redecorates it, providing it with new setups that made and changed the client’s visit to a pleasure. 9- All office and service providing facilities has been reengineered to provide the maximum comfort of clients when calling to the company offices for any purpose. 10- All the above was associated with a huge advertising campaign to create the following effects: The strategy of the company depends on four core dimensions, 1- Creating Awareness, demolishing the old image of the Government Corporation, they use Explicit, Implicit and Perceptual advertisement to show and create a new corporate image, the concentration was made on the followings: A- New Face, New Procedures and Strategy/Service provider. B- New Services and service dimension of new and creative services were introduced. C- New Service Dimensions, all distribution points and switch gears has been checked and tested, and new instruments have been installed to maintain service provided in least time, new cable lines have been installed with higher and wider capacities, thus making extra capacity available at all times and in all cases. D- Strategic Partnership, for several services has been introduced to the existing clients, in addition to attracting [...]
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