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MANAGEMENT INFORMATION SYSTEM

Submitted by
SANYAM JAIN
Section B
Semester-IV
Class of 2013-16
Prn-13021021079
Symbiosis Centre for Management Studies, NOIDA

ACKNOWLEDGMENT
I feel proud to present my compiled project report containing MIS
report of Indigo airlines. I have taken efforts in this project. However, it
would not have been possible without the kind support and help of
some individuals. I would like to extend my sincere thanks to all of
them. The blessing, help and guidance given by them time to time
shall carry me a long way in the journey of life on which I am about to
embark.
My thanks and appreciations also go to my college in developing the
project and people who have willingly helped me out with their
abilities.
Lastly, I thank almighty, my parents, and friends for their constant
encouragement without which this project would not have been
possible.

WHAT IS MANAGEMENT
INFORMATION SYSTEM?
Management Information Systems (MIS) is the study of people,
technology, organizations and the relationships among them. MIS
professionals help firms realize maximum benefit from investment in
personnel, equipment, and business processes. MIS is a peopleoriented field with an emphasis on service through technology. If you
have an interest in technology and have the desire to use technology
to improve peoples lives, a degree in MIS may be for you.
Businesses use information systems at all levels of operation to collect,
process and store data. Management aggregates and disseminates this
data in the form of information needed to carry out the daily operations
of business. Everyone who works in business, from someone who pays
the bills to the person who makes employment decisions, uses
information systems. A car dealership could use a computer database
to keep track of which products sell best. A retail store might use a
computer-based information system to sell products over the Internet.
In fact, many (if not most) businesses concentrate on the alignment of
MIS with business goals to achieve competitive advantage over other
businesses.
MIS professionals create information systems for data management
(i.e., storing, searching and analyzing data). In addition, they manage
various information systems to meet the needs of managers, staff and
customers. By working collaboratively with various members of their
work group, as well as with their customers and clients, MIS

professionals are able to play a key role in areas such as information


security, integration and exchange. As an MIS major, you will learn to
design, implement and use business information systems in innovative
ways to increase the effectiveness and efficiency of your company.
A common misconception that MIS only concerns programming.
However, programming is just a small part of the MIS curriculum. While
programming concepts represent some of the founding concepts and
information systems development, implementation and use, many jobs
in MIS do not utilize programming at all. A large portion of the MIS
degree focuses on data analysis, teamwork, leadership, project
management, customer service and underlying business theories.
These aspects of the degree are what set the MIS professional apart
from a computer science specialist.

Specifically, MIS places distinct emphasis on the three core facets


through which an organization processes information - people,
processes, and information technologies. Accordingly, students who
enroll in the MIS program learn to design, build, implement, and
manage information systems that will support the information
processing needs of an organization
The program is oriented toward the design of systems that will improve
an organization's operational efficiency, add value to existing products,
engender innovation and new product development, enhance or add
new features to distribution channels and other elements of
commercial systems, support collaboration of distributed teams, and
help managers make better decisions. Typically, this focus involves the
use of advanced information and communications technologies.

INTRODUCTION TO INDIGO
AIRLINES
Indigo is an Indian budget airline company headquartered at Gurgaon,
India. It is the fastest growing and also the largest airline in India with a
market share of 33.5% as of November 2014. The airline offers 550
daily flights connecting to 37 destinations including 5 international
destinations with its primary hub at Delhi's IGI airport. It presently
operates a fleet of 88 aircraft belonging to Airbus A320 Family.
After placing one of the world's largest orders for 100 aircraft, start-up
low-fare carrier IndiGo Airlines on Wednesday, said it would launch its
domestic services this winter and have a fleet of eight planes by 2006.
"We will be airborne between this November and February next year.
We will launch our first flight in a few weeks after we get the delivery of
our first aircraft. Internally, we will be ready to fly much beforehand,"
said Rahul Bhatia, co-owner of the airline.

IndiGo was set up in early 2006 by Rahul Bhatia of InterGlobe


Enterprises and Rakesh S Gangwal, a United States-based NRI.

InterGlobe holds 51.12% stake in IndiGo and 48% is held by


Gangways Virginia-based company Caelum Investments. IndiGo placed
a firm order for 100 Airbus A320-200 aircraft in June 2005 with plans to
commence operations in mid-2006. IndiGo took delivery of its
first Airbus A320-200 aircraft on 28 July 2006, nearly one year after
placing the order, and commenced operations on 4 August 2006 with a
service from New Delhi to Imphal via Guwahati. By the end of 2006, the
airline had six aircraft. Nine more aircraft were acquired in 2007 taking
the total to 15. By December 2010, IndiGo replaced the state run flag
carrier Air India as the top third airline in India. It already had 17.3% of
the market share, behind Kingfisher Airlines andJet Airways. By early
2012, IndiGo had taken the delivery of its 50th aircraft in less than six
years. IndiGo is known to have placed the largest order in commercial
aviation history during 2011 at that time, when Airbus won the US$15
billion deal for 180 aircraft. This deal pushed up the percentage of
Airbus aircraft in India to 73%.
By February 2012, IndiGo was expanding rapidly and was making solid
profits, the only airline in India to do so. It had replaced Kingfisher as
the second largest airline in India in terms of market share. IndiGo's
strong adherence to a low-cost model, buying only one type of aircraft
and keeping operational costs as low as possible along with an
emphasis on punctuality are said to be some of the reasons for its
success even when the airline industry in India was going through a
bad patch. IndiGo focuses on adding a new plane every six weeks and
sometimes even faster. However, this rapid expansion led to a scathing
report by the DGCA in December 2011, which highlighted problems
resulting from this expansion in the airline that could impact safety. On
17 August 2012, IndiGo became the largest airline in India in terms of
market share (27%), which is more than one-fourth of total market
share of all the Indian airlines combined, in the process dethroning the
full-service carrier Jet Airways, which had held that position for many

years. The airline had reached the position just six years after
operations commenced.
In January 2013, the Centre for Asia Pacific Aviation announced that,
following Indonesian airline Lion Air, IndiGo was the second fastest
growing low-cost carrier in the continent. In the same month, IndiGo
became India's first airline to take the delivery of the Airbus A320-200
aircraft equipped with sharklets. Aditya Ghosh, IndiGo's president said
that this move would help them reduce fuel burn. In February 2013,
following the civil aviation ministry announcing that they would be
allowing IndiGo to take the delivery of only five aircraft that year,
reports suggested that the airline was in plans to introduce low-cost
regional flights by setting up a subsidiary. However, Aditya Ghosh,
IndiGo's president said that all such reports were untrue and IndiGo
was actually in plans to seek permission from the ministry to acquire
four more aircraft, therefore taking the delivery of nine aircraft in 2013.
In August 2013, the Centre for Asia Pacific Aviation ranked IndiGo
amongst the 10 biggest low-cost carriers in the world.

MANAGEMENT INFORMATION
SYSTEM IN INDIGO AIRLINES
The Indigo airlines move the people and the goods from one location to
the other. In most of the cases safely and also on time. The
perceptions about the good service can include schedule, convenience,
prices, seat comfort, meal quality, treatment by the crew and the
ground staff, the facilities that are available at the airport etc.

The service goals can be


i. One complaint per 1, 00,000 passengers.
Ii. 95 % occupancy to conclude that the schedules are convenient.
Iii. Through put time, check in to check out, is less than 10 minutes.
The Management Information Systems concentrate on the following
data in order to make the managerial and the operative decisions to
achieve the service goals.
A. Passenger information
i. The type, Class and the purpose of travel.
Ii. The socio economic group.
Iii. The duration of the stay at the destination.
Iv. The food and the eating habits.
V. The language and the communication needs.
Vi. The traffic flow between the towns, cities and the countries.
Vii. The emerging/future pattern of travel.
B. Information on the aviation
Here Management Information Systems depends largely on the
business and the operations research models and helps in solving the
complex problem of the planning and control. The Management
Information Systems helps in the perspective planning and the strategy
formulations and hence ultimately supports the implementation of the
plan framed for offering a distinct service.

Indigo airlines, one of India's premier international airline, and IBM


(NYSE: IBM) have announced that the companies have signed a
strategic business transformation for ten years and information
technology (IT) services agreement. Valued at 62 million US dollars, the
agreement is a major step towards Indigo airlines journey of technology

led business transformation, which will help the airline to achieve


significant growth by implementing the company's IT with business
strategies.
Indigo airlines aims to use IBM's domain knowledge of the global airline
industry and its leadership in technology to meet the group's business
transformation objectives. As part of the deal, IBM will provide with the
latest technological solutions to transform the airline's various business
areas such as airport operations, direct distribution and frequent flier
programs. This engagement will help Jet Airways to improve and
integrate its IT systems to deliver a highly differentiated customer
service and to improve the efficiency of its various operations.
"Constant innovation to stay ahead of industry growth has been Indigo
airlines operating philosophy since it started its operations in 1993,"
said Nikos Kardassis, Chief Executive Officer, Indigo airlines (India) Ltd.
"We are delighted to partner with IBM, the world's leading IT services
company, and see this as an exciting opportunity to use IBM's
technology to lead business transformation in the Indian aviation sector
and augment growth. This association will enable us to focus on our
core business and improve our operational efficiencies, besides
delivering a seamless customer experience. India, as a country, will
take a leading edge position in delivering innovative ideas and
solutions in the Global Aviation terrain," remarked Mr. Kardassis.
IBM has provided Indigo airlines with cutting edge IT Infrastructure and
application to support services including employee transition, data
center operations, helpdesk support and storage operations, internet
security services, network management, SAP and various other
operating systems.
Commenting on the developing relationship with Indigo airlines, Ashish
Kumar, General Manager, Global Technology Services, IBM India/South
Asia, said, "This strategic services deal with Indigo airlines will begin a
a new era in the Indian aviation industry. It will enable the airline to
provide and enhance its business value and gain competitive

advantage through innovative use of technology. IBM will bring its


global experience and expertise in this industry to deliver services and
solutions to help Indigo airlines achieve its mission to innovate and
lead as it continues to grow and expand internationally."

WHAT DOES MIS EXECUTIVES DO?


Management information systems (MIS) are computer systems, as well
as the ways in which systems are organized and used. For instance, in

sales and marketing, professionals are participating in MIS when they


access client data from business intelligence databases and share this
information with others in their organization. A MIS executive is a high
level information technology(IT) professional who is responsible for the
design and implementation of an organization's computer systems.
This executive might also develop training, procedure, and policy,
which dictate the ways in which computer systems are used. An MIS
executive might also participate in recruiting and managing MIS
employees.
Individuals who become MIS executives normally have undergraduate
degrees in computer engeneering information systems, or computer
engineering. These professionals are high level managers, so they also
tend to have a high degree of training in business management. Many
employers prefer to hire MIS executives who have graduate degrees in
business. Ideally, an MIS executive has an excellent technical grasp of
information systems, as well as an understanding of business
management and finance principles.
An MIS executive primarily works with other executives to learn about
an organization's key challenges. It is common for an MIS executive to
have weekly meetings with leaders from departments such as
marketing, finance, and public or customer relations. This kind of
executive might also meet with priority clients. These meetings are
important resources for MIS executives who want to learn how newly
implemented systems are working, where systems can be improved,
and from which solutions organizations can benefit the most.
Once an MIS executive has learned from which solutions his or her
organization most can benefit, he or she might work with other MIS
professionals to learn about software and hardware that can help them
to achieve their goals. At this point, MIS workers might analyze data
that reflect current levels of productivity. They might then analyze data

associated with new systems and software products to learn about the
most cost effective solutions that result in the greatest long term
profits.
It is important that an MIS executive keep track of new technologies.
For

this

reason,

these

professionals

often

join

professional

organizations that offer seminars and workshops related to technology


in their specific industries or markets. It is also common for MIS
executives to attend trade shows and to read trade publications. They
might also enlist the help of IT consultant firms, which often contribute
fresh perspectives to challenges that an organization faces.

LEVELS OF MANAGEMENT IN
TERMS OF MIS
When developing an information management strategy within an
organisation, it is useful to consider information needs on three levels:
corporate
team, division, business unit, etc
individual
The needs of each of these three levels must be met if a coordinated
and effective solution is to be maintained in the long-term.
Failure to address any one of the levels will lead to areas of the
business or individuals finding their own solution, which may not fit
well within the strategic goals of the organisation.
These are not new ideas, but they will be explored in the context of
intranets and other corporate information systems.

CORPORATE
At the top is the corporate information that is useful for the whole
organisation. This global information is generally fairly well addressed
by the corporate intranet (even if the intranet itself needs
improvement).
Examples of corporate information include policies and procedures, HR
information, online forms, phone directory, etc.
Interestingly, there may be a limited amount of truly global
information, and it may not deliver the greatest (measurable) business
benefits.

TEAM, DIVISION, BUSINESS UNIT ETC


The middle level is perhaps the most interesting, as it covers all the
information shared within teams, divisions, business units, etc. This
information may be critical to the day-to-day activities of the group, but
of little interest to the rest of the organisation.
Examples include project documentation, business unit specific
content, meeting minutes, etc.
This level is generally poorly-served within organisations, although
collaboration tools are increasingly being used to address team
information needs. It is also being recognised that it is this local
information that may be the most valuable, in terms of driving the dayto-day activity of the organisation.

INDIVIDUALS
At the lowest level is the personal information needs of staff
throughout the organisation. Examples include correspondence (both
internal and external), reports and spreadsheets.
In most organisations, staff must struggle with using e-mail to meet
their information management needs. While staff generally recognise
the inadequacy of e-mail, they have few other approaches or
technologies at their disposal.
Note that some organisations (such as consulting firms) are heavily
dependent on personal information management amongst their staff.

MIS IN INDIGO AIRFARE PRICING


PROCESS
Pricing information in the Indigo airlines airfare pricing process is both
an input and an output. The output decides if an Indigos pricing
strategy is effective. Is my price competitive? This is the key question
that pricing managers as wellas airline executives ask themselves
every day. The Internet created a price transparency unheard of in the
past. Every client, even if he buys his ticket from a travel agent in the
end, checks the Internet first. Moreover, the competition is only a
mouse-click away. This environment punishes uncompetitive airlines
very quickly. In our context, uncompetitive airlines are those that do
not react (i.e., analyze changes, decide on pricing changes, distribute
the new price) to market changes quickly and accurately. Without a
decision support system airlines would have to employ a high number
of pricing analysts at a high cost and without a guarantee that they
would find all the relevant pricing changes, recommend the right
decision, and distribute price changes to all sales channels. Effectively,
most airlines accept a compromise between costs and benefits; they
employ fewer pricing analysts and in return have delayed and
imperfect reactions to the competitors pricing changes.

Generally, it is understood that designing a pricing strategy (for both


products and services) requires creativity. Changes in consumer market
trends, macroeconomic changes, market segmentation, airline
revenue, and profit force pricing analysts to constantly monitor the
effectiveness of current pricing strategy and make (timely)
adjustments. Consistent maintenance of effective pricing strategy is
not a simple task the most common trap is a straight pricing
competition that not only hurts the individual airline but the industry
as a whole.
In addition, pricing analysts need to review several hundred daily price
changes using very primitive transactional applications just to find out
what is happening on the market. Currently, applications available in
the researched airlines do not have mechanisms to tailor all price
changes to the needs of individual analysts, do not provide decision
support functionality, and are not connected to the price changes
distribution systems. Hence, the necessity of employing an army of
pricing analysts who sift daily price changes, make decisions (or
recommendations) based on their own knowledge and experience, and
pass it to another department for distribution. To mitigate the costs,
airlines outsource data entry tasks (required for distribution) to
countries like India where salaries are much lower, almost everybody
speaks English, and the relatively high percentage of workforce has
been educated in the UK. The time difference is also an advantage to
European airlines: when their working day comes to a close and all
their pricing changes are ready for distribution, staff in India begin their
working day and initiate the distribution process.

CONCLUSION
Modern technology for sale of Indigo airlines transport represents a
most complex process, which does not start at the sales agents
counter and which does not end at the check-in counter at the airport.
Besides the actual reservation of seats and the sale of tickets, an
airline performs the operational management of the sales process,
revenue accounting and settlements with other participants of the
production process, analysis of results and the basis of this analysis the
choice of new conditions for the sale of air transport. Only if this
technological process is fully automated is it possible to confirm that an
airline is doing everything possible to secure its success in the aviation
market.
The systems and sub-systems which provide for the commercial
activity of an airline are depicted on the schematic below. As can be
seen from the drawing, the reservation system with its subsystems is
an important part of the information system of the commercial service
of an airline.
It is clear that the effective work of information systems is possible only
when they are interconnected both among themselves and with the
systems of other participants of the aviation market the reservation
systems of airlines who have interline agreements with the given
airline, agent distribution systems, and airport passenger checkin systems. For all types of messages which systems exchange,

international standards have been established. Thanks to this, at the


current time there is a unified information space for civil aviation, and
the task of including a new system into this information space has been
well formalized.
Besides traditional systems for accounting and distributing revenue,
recently Russian carriers have been showing heightened interest in
systems for Revenue Management (RM) and for Customer Relationship
Management (CRM). The presence of such instruments in the airline
arsenal significantly raises its competitiveness on account of an
increase in the efficiency and accuracy of reaction to the changing
market situation, and secures the transition to individual work with its
clients. The excellent partnership relations between TAIS and the
producers of the most advanced of such systems allows for solving
problems of inter-system integration, providing solutions ready for
implementation by Sirena-2.3 users.

REFERENCES

https://content.goindigo.in/Information/
http://en.wikipedia.org/wiki/IndiGo
http://www.irma-international.org/viewtitle/33166/
http://www.wisegeek.com/6645997430/