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Project Report- Information System Management

Aditya Kankane (J019)
Aayush Khare (J023)
Prapti Kille(J025)
Sakshi Sen (J034)
Supraja Upadhyayula(J044)
Rahul Maitra (J249)
Company Overview, India’s leading online travel company, was founded in the year 2000 by
Deep Kalra. Created to empower the Indian traveller with instant booking and comprehensive
choices, the company began its journey in the US-India travel market.

After consolidating its position in the market as a brand recognised for its reliability and
transparency, MakeMyTrip followed its success in the US by launching its India operations
in 2005.

MakeMyTrip proactively began to diversify its product offering, adding a variety of online
and offline products and services. They also stayed ahead of the curve by continually
evolving its technology to meet the ever changing demands of the rapidly developing global
travel market.

MakeMyTrip is the undisputed online leader, with its share of the travel market extending to
more than 50% of all online sales, a fact evinced by the trust placed in it by millions of happy
customers.With dedicated 24x7 customer support and offices in 20 cities across India and 2
international offices in New York and San Francisco (in addition to several franchise

MakeMyTrip’s Products:

1. International and Domestic Air Tickets,

2. Holiday Packages and Hotels
3. Domestic Bus and Rail Tickets
4. Private Car and Taxi Rentals
5. MICE (Meetings, Incentives, Conferences & Exhibitions)
6. B2B and Affiliate Services

Customers and Suppliers

Customers:Business travel and tourism, personal travel and tourism, government travel and
tourism, NRI tourists.
Target customers: People living in Metros, age group 24-44 years, with a monthly household
income of over Rs 30000, transacted on the internet before, deal hunters.
Suppliers:Hotel groups, airlines, Indian railways, tours and travel buses, private cab and taxi
Mergers and acquisitions : Le Travenues Technology Private Limited which owns,
ITC Group, Luxury Tours and Travel Private Limited, Ibibo Group, Bona Vita Technologies
Private Limited, Hotel Travel Group (HT Group), (ETB), Red Bus.
 Ibibo Group (merged with MMT through stock transaction)
 Yatra
 Clear Trip
 Ease My Trip
 Travel Guru

Value Proposition
MakeMyTrip consciously nurtures the following corporate values to uphold its unique
edge over the competitors:
1. Excellence: The company focusses on continuous improvement in interactions with
people, efficiency of processes, and the wellbeing of the organization.
2. Integrity: MakeMyTrip ensures consistency between the words and actions by
delivering ‘what we promise’, and, therefore, maintains transparency, trust and
3. Innovation: MakeMyTrip constantly applies intelligence, reason and technology to
the work and environment. This allows the company to take informed risks &
champion new ideas to improve the business and the community.
4. Respect for People: MakeMyTrip believes that everyone, with whom it interacts,
deserves respect and consideration.
5. Empower: MakeMyTrip gives freedom to the fellow colleagues to think and the
opportunity to act in ways that will allow them to get the job done, and yet be
consistent with the processes laid down.
6. Teamwork: MakeMyTrip fosters an environment wherein the abilities of all team
members to achieve goals are efficiently utilized. It works on the premise that the
whole is greater than the sum of the parts.
7. Accountability: MakeMyTrip believes that it is responsible and accountable for the
commitments it makes and the quality of the results it delivers to all the stakeholders.
8. Customer Centricity: MakeMyTrip focusses on its customers, bothinternal &
external, by giving them priority.
How does it makes money?

They manage to get bargain deals with hotels because of the reach they have established
with travellers. This means that they can offer lower rates to customers while still taking a
commission for all booking made through their website.
1. Hotel owners offer lower rates to travel aggregators because they get wider exposure
by listing on travel aggregators websites which manages to get them customers that
they would not have gotten otherwise .
2. Hotel owners get better occupancy , customer get better rates and the aggregators
makes some commission by providing a platform for customers and owner hotels to
3. There are considerable investments from various entities for promotion.
4. Money can be earned through mode of payment such as paytm,paypal,visa and other.
5. Another mode to make money is cost per click advertising as we can see pop-ups on
their page.
Transaction Processing System

A transaction is an elementary activity conducted during business operations. Transaction

processing systems (TPS) process the company's business transactions and thus support the
operations of an enterprise. A TPS records a non-inquiry transaction itself, as well as all of its
effects, in the database and produces documents relating to the transactions.

The principal transaction processing subsystems in a MakeMyTrip are:

 Types of Booking

TPS helps analyse different types of bookings which in turn uncovers the data trends
to identify improvement areas and execute marketing plans to improve sales.

Middle managers will have a detailed statistics of the various bookings done through
all the payment modes which will help them decide if there is any problem or need
for improvement in the various portals.

 Billing

TPS helps in collating customer level data and producing relevant insights which can
be translated to actionable marketing plans.

Middle managers can focus on the purchasing trends of regular customers and
accomplish customer loyalty with customised offers and gift cards.

Middle managers can speed up the cancellation process and initiate refunds
according to the customer’s convenience through TPS.

 Payroll

TPS helps gather employee information for a time period , managing benefits &
deductions and distributing employee pay for that time period.

Middle managers can work out the pay calculations and deductions quicker and
generate accurate payslips. They can also calculate bonuses, allowances etc with
minimum effort.
Decisions Making

Deep Kalra
Chairman and CEO

 Structure: Different legal structures include sole proprietorship, general partnership

and limited liability corporations. Each of these business structures has their own
implications in terms of liability, profit and cost-sharing as well as for purposes of
income taxation. Sometimes, established businesses may want to change the legal
structure of the business, too. Thus both established and start-up businesses have to
make decisions about legal structure.
 Strategic Decisions : Strategic decisions are long-term decisions that will place the
business at a profitable position. These include decisions about developing new
products or getting into strategic alliances such as joint ventures. Strategic decisions
are decisions that are typically laden with a lot of risk. For example, a business owner
who makes the decision to get into a joint venture alliance faces the risk of the
alliance failing to meet his objectives. The business may thus have to shut down or
start again from scratch.
 Operational Decisions: Business owners have to make decisions on how they will run
the business. Operational decisions are not just decisions about administrative tasks.
They include choosing the right suppliers and distribution channels for products.
Operational decisions also include decisions on how to market the product and to
bring it closer to the target customer. Operational decisions such as these play a
significant role in determining a business' sales revenues and also operational costs,
which need to be sustainable.
 Financial Decisions: Business owners constantly face decisions about business
finances. The decisions about how to manage cash flow and acquire assets are equally
important. So important are decisions on financials that many business owners rely on
professionals such as accountants for expert insight.

1.Disruptive innovation vs. leveraging a company’s core strengths: When confronted with
disruptive technologies, many companies fail to align digital strategies with their core
strategies. By definition, disruptive innovation challenges a company’s core capabilities.
CEOs must possess the technological fluency and open-mindedness to understand fully the
disruptions they face, and decide which legacy capabilities are core to the future and which
aren’t — all at the speed of innovation.

2. Pursuing cost leadership vs. differentiating for value: Manage costs or add value? This is a
constant struggle for leaders, especially in the rapidly evolving retail industry. Pure cost-
based strategies are now rarely viable because the forces of automated production, mass
customization, global supply chains, direct channels, networked devices, etc., have
permanently established a new base level for both manufacturing and total cost of ownership.
However, a highly differentiated offering is no longer a guarantee of long-term value
creation. Diminishing cycle times, rapidly changing intellectual property and fast R&D allow
your competitors to increase market share on any breakthrough, so even the most valuable
innovations can see their price premium drop rapidly.
You must constantly balance these cost/value pressures, quickly re-evaluating strategic
priorities, including where to participate in the industry value chain in order to remain
competitive and profitable.

3. Capturing international market share vs. managing risk: The global economy and the
growth of e-commerce have presented a tremendous opportunity for retailers willing to look
beyond their domestic borders for future growth. But that opportunity doesn’t come without
risk. CEOs must be agile and adaptive, operating from a mind-set of continual anticipation
and appraisal in order to make timely investment decisions and oversee speedy execution.

4. Responding rapidly to opportunity vs. ensuring high quality: The mandate to identify,
assess and seize opportunities rapidly is indisputable, but it cannot be achieved at the expense
of quality and your brand’s reputation. It’s critical to balance time-to-market with insistence
on excellence — the loyalty of your customers (both new and existing) depends on it.

Rajesh Magow
Co-Founder & CEO – India
Responsible for the company’s business strategy and operational leadership, Rajesh has
steered company’s close to fifteen-fold revenue growth since its IPO, helping MakeMyTrip
grow market cap seven times. His primary responsibilities include making major corporate
decisions, managing the overall operations and resources of a company, acting as the main
point of communication between the board of directors and corporate. He needs to work hand
in hand with all the other executives and get constant updates to make those strategic

Mohit Kabra
Chief Financial Officer
He is responsible in supporting the inorganic expansion through mergers & acquisitions as
well as overseeing the Company’s financial accounting & planning along with legal
compliances. His duties include tracking cash flow and financial planning as well as
analyzing the company's financial strengths and weaknesses and proposing corrective actions.
The CFO may assist the CEO with forecasting, cost-benefit analysis and obtaining funding
for various initiatives.

Anshuman Bapna
Chief Product Officer
Anshuman leads the agenda on new online product development for the organization. has
played a major role in revamping the brand’s technology face – both App as well as Web. He
provides leadership concerning product development and promotion so that their company
increases revenue. They determine consumer needs and take steps to ensure products are
successful. He is like a bridge between companies and their clients by assessing consumer
needs and determining which types of products are likely to experience high demand.

Yuvaraj Srivastava
Chief Human Resource Officer
He is responsible for talent & people strategy of all the group companies. He takes decisions
for formulating strategies that lead to quality and depth in the talent employed in the business.
This is inclusive of leadership, employee development, and the securing of future business
growth with a focus on talent, and business culture or company culture.

Vipul Prakash
Chief Operating Officer
He takes decisions for developing and framing the strategic direction and executing the
priorities for the two brands. As part of the Leadership team his key focus areas include Hotel
and Air Revenue Management, Supply, Marketing, My Biz, Holiday Packages Business and
Customer Experience. He oversees a company’s business operations and reports to the CEO
and ensures the company has effective operational and financial procedures in place.

Sanjay Mohan
Chief Technology Officer
Sanjay is responsible for developing and executing global technology strategy for the
combined entity, and planning ongoing technology innovations for the company’s continued
success. He takes decisions based on Developing the company’s strategy for using
technological resources. Ensuring technologies are used efficiently, profitably and securely.
Evaluating and implementing new systems and infrastructure.

Deepak Tuli
Chief Business Officer – Growth Business
He focuses on building and implementing strategies for growing new business lines in the
accommodations segment for the company. He makes decisions for business development
plans, design and implement processes to support business growth, through customer and
market definition by working together with clients as well as business partners.

Ritwik Khare
Chief Business Officer - Hotels Business Development
He is the lead for Business Development and hotels supply teams. he takes decisions toon
Manage the International business for the MakeMyTrip brand for hotels and also lead the
business development and revenue generation for the Key accounts for all branded hospitality
chains globally in India as well as International.

Rupendra Yadav
Chief Business Officer – Holidays
He is responsible for building and creating great holiday experiences through MakeMyTrip’s
products and services.

Raj Rishi
Chief Business Officer – Corporate Travel
He is responsible for driving accelerated revenue growth for the company’s Corporate Travel
segment and steering the Gift card business.

Saujanya Shrivastava
Chief Business Officer - Flights & Growth
Responsible for steering revenue growth of MakeMyTrip’s flights vertical, he manages the
domestic and international flights businesses , P&L and the product vertical for flights and
growth platforms.
Business Processes

User Interface for Reservations, bookings and cancellations

1. Key Business Process: Customer approaching

Makemytrip for reservations

A. The customer goes on the website or downloads the Makemytrip app.

B. According to the service wanted by the customer they choose from the given options
eg. Hotels, Flights etc.

C. Then the customer enters the details required for the serice wanted. In case of
hotels they put in details like city travelling to, check-in and check-out dates, no.
of rooms required and number of guests.

D. They select and choose the package that they like proceed to book it.

E. For booking purposes they enter their required personal details like name,
contact number and email address

F. They enter their bank details for online payment and complete the booking

G. For cancelling a booking, they choose the booking that they wish to cancel.
H. Fill in a feedback form stating the reason for their cancellation.

I. If it is a refundable cancellation then they get back their refund within 2 days.

2. Customer service
Customer service is a key customer-facing function that is critical to a company's success.
MakeMyTrip imposes tight scripts with scenarios and detailed desired responses and
empower employees to decide how to best satisfy the particular customer. The purpose of
the customer-facing aspect of the service function is to produce satisfied customers.
 Customer satisfaction survey
 Customer service contact/complaint handling
 Guarantee customer service satisfaction
 Postsale customer follow-up
 Warranty and service policies

3. Marketing

A key customer-facing business process is convincing members of the target market to buy
the product or service and completing delivery. Sales and marketing are customer-facing and
have to deliver what the customer wants. With data processing techniques, it is possible to
track different needs for different customers and satisfy them. At the same time, these
processes have to be efficient and cost-effective. Even primarily customer-facing processes
have such business-facing aspects.
MakeMyTrip repositioned itself from ‘Memories Unlimited’ to ‘Dil toh Roaming hai’. The
new tagline was a response to changing consumer culture in India: travel was no longer
restricted to an annual event for most Indians.

‘Dil toh Roaming hai’ does reflect the new age consumers’ travel ambitions; it’s not only
about summer vacations or honeymoon destinations anymore, it’s now about weekend
getaways, solo journeys, and perennial wanderlust. The brand had also rolled out a refreshed
logo with the ‘My’ highlighted, positioning MakeMyTrip as your ally in your travel
Supplier business processes

The supplier here are the various hotels, flights, Indian Railway, cabs etc

 increasing operational scale that results in increasing need for local as well
as global suppliers
 The increasing complexity of supply chains which also result in a rising
depth of the organization’s supplier base
 Growing risks in a supply chain which can make the organizations more
vulnerable to performance failure if their involved suppliers are not managed
and evaluated effectively
 Managing supplier data that allows organizations to streamline crucial
supplier data to provide meaningful insights for improving supplier
 Establishing long-term supplier relationships that will enable suppliers
and organizations to meaningfully collaborate and create synergies for
maximized performance for the long-run
 Leveraging supplier relationships in times of organizations or external
distress to ensure business performance doesn’t fluctuate
 An increasing competition which implies organizations have to identify and
improve aspects of their business processes that can provide them a
competitive advantage
Other Business Processes

1. Planning
Analyzing business processes, predicting outcomes and forecasting performance are critical
business planning functions that are essentially business-facing. Including customer points of
view in planning turns the process into a partially customer-facing one with positive overall
results for the business. Using the planning function to improve business processes while
satisfying customer demands improves business performance.

2. Budgeting
Every business runs on working capital, investments, loan, etc. and the retained earnings for a
year needs to be allocated to the right departments in the company for the next year.

computing the expenditure and incomes, the profit or less for a year gives a picture of the
current position of the business and to work out the most effective and efficient method for
cost allocation to various departments

3. Big Data
The process of examining analyzing and uncovering hidden data patterns from big data by
analytics , to uncover various critical pieces of information such as market trends, customer
preferences for business benefits.