Figure 17. Screenshot of Sprint Board in Jira

Figure 16.Screenshot of Sprint Board in Jira Figure 17.Screenshot of Sprint Board in Jira

• Really nice to work in an interdisplinary team. We see things from different perspectives: me and Yu as IDE students see things more from the user’s perspective, while Yash and Siraadj as students from TPM (they also have more working experience than us) have more big-picture and technology-oriented perspective. We kept inspiring each other along the way. This brought me brand new experience of project work. Bad point: • Since I didn’t really familiar with lots of technology used in the supply chain and innovation 4.0. I had a hard time barnstorming innovative solutions so I contributed less than others to this field. I guess it is one of my limitations as a designer. But it’s good to identify it and improve it for the future.

• Yu

Good points: • As a team, we make good use of each strength. We complement each other's perspectives and understandings towards the problem. The MOT students contribute to a more overall and business viewpoint while the IDE students offer a more user-centered and detailed angle. • As a team, we have a good balance in diverging and converging. (For example, I myself as a designer always tend to diverge too much and guys from MOT will save me by shouting 'stop' timely.) • We used interactive workshops on Miro board to facilitate effective group discussions and we value every member's input. • As a team, we are comfortable with using scrum method to control our work progress. We had sprint planning meeting every week in which we sit down and talk about our work and next steps together. • We had thorough discussions to make sure that everyone is on the same page. • We maintain good team dynamics! We have chill offline chitchats and even our own stickers! Bad points: • In the first half of the project, there were some misunderstandings about each other's work. But after our mid-term reflection, we fixed that by holding a series of workshops.

13.Literature

Alsher, P. (2018, August 23). Overcoming the Challenges of Transformational Change. https://www.imaworldwide. com/blog/overcoming-the-challenges-of-transformationalchange

Cruise-Market-Watch. (2021). Cruise Market Watch | The Cruise Industry’s destination for market share, size and marketing trends. https://cruisemarketwatch.com/

De Backer, R., & Rinaudo, E. K. (2019, March 21). Managing strategic partnerships | McKinsey. https://www.mckinsey. com/business-functions/strategy-and-corporate-finance/ our-insights/improving-the-management-of-complexbusiness-partnerships

Evans, D., Kolesnikov, V., & Rosulek, M. (2017). A pragmatic introduction to secure multi-party computation. Foundations and Trends® in Privacy and Security, 2(2–3).

Fronczak, S. (2021, June 3). How Lean and Agile Relate and How You Can Win by Using Both - Plutora. https://www. plutora.com/blog/how-lean-agile-relate

IDF. (n.d.). What is User Centered Design? | Interaction Design Foundation (IxDF). Retrieved December 12, 2021, from https://www.interaction-design.org/literature/topics/ user-centered-design

Isson Jean-Paul. (2019). SITA | Let’s start our AI journey in aviation, now! https://www.sita.aero/pressroom/blog/letsstart-our-ai-journey-in-aviation-now/

Kim, D., & Lee, R. P. (2010). Systems Collaboration and Strategic Collaboration: Their Impacts on Supply Chain Responsiveness and Market Performance*. Decision Sciences, 41(4), 955–981. https://doi.org/10.1111/j.15405915.2010.00289.x

LOTAME. (2019, March 11). What is Market Segmentation? 4 Types & 5 Benefits. https://www.lotame.com/what-ismarket-segmentation/

Michael, & Porter. (1979). How Competitive Forces Shape Strategy. Harvard Business Review .

Morlion, P. (2021, June 3). The 12 Agile Principles: What Are They and Do They Still Matter? - Plutora. https://www. plutora.com/blog/12-agile-principles

Nice, K. (2001, June 13). How Baggage Handling Works | HowStuffWorks. https://science.howstuffworks.com/ transport/flight/modern/baggage-handling.htm to Understanding CRM Pricing Models. https:// fitsmallbusiness.com/crm-pricing-models/

Rehme, J., Nordigården, D., Ellström, D., & Chicksand, D. (2016). Power in distribution channels — Supplier assortment strategy for balancing power. Industrial Marketing Management, 54, 176–187. https://doi. org/10.1016/j.indmarman.2015.07.007

Seggie, S. H., Kim, D., & Cavusgil, S. T. (2006). Do supply chain IT alignment and supply chain interfirm system integration impact upon brand equity and firm performance? Journal of Business Research, 59(8), 887–895. https://doi.org/10.1016/j.jbusres.2006.03.005

Signoretti, I., Salerno, L., Marczak, S., & Bastos, R. (2020). Combining User-Centered Design and Lean Startup with Agile Software Development: A Case Study of Two Agile Teams. Lecture Notes in Business Information Processing, 383 LNBIP, 39–55. https://doi.org/10.1007/978-3-03049392-9_3

SITA. (2021). SITA | Easy and safe travel every step of the way. https://www.sita.aero/

Statista. (2021). Cruise Industry and Cruise Ships - Statistics & Facts | Statista. https://www.statista.com/topics/1004/ cruise-industry/#dossierKeyfigures

TOWS. (n.d.). TOWS Analysis: A Step by Step Guide - Oxford College of Marketing Blog. Retrieved November 25, 2021, from https://blog.oxfordcollegeofmarketing. com/2016/06/07/tows-analysis-guide/

Appendix

Appendix 1 Market SITA

Appendix 2 Stakeholder Analysis

Appendix 3 TOWS Analysis

Appendix 4 Cruise Market Data

Appendix 5 Porters Framework

Appendix 6 Cruise Ship Customers

Appendix 7 Interview Cruise ship Customers

Appendix 8 Customer Personas

Appendix 9 Customer Journey

Appendix 10 Solution Viewpoints

Appendix 11 Current SITA Systems

Appendix 12 Technology Adaptation

Appendix 13 Strategic Roadmap

Appendix 14 Value Proposition

Appendix 15 Business Model Canvas

Appendix 16 UCD and the Lean Startup Model

Figure

Figure 1. Customer flow chart Figure 2. Cruise market data Figure 3. Poters framework Figure 4. Personas Figure 5. User journey map Figure 6. BPMN [Made by Yu Huang] Figure 7. Data flow viewpoint [Made by Yu Huang] Figure 8. Passenger and Baggage Process Viewpoint Figure 9. Entity Relationship Viewpoint Figure 10. Current SITA System [Made by Yu Huang] Figure 11. Strategic Roadmap [Made by Luxin Huang] Figure 12. Value Proposition Canvas Figure 13. UCD phases per iteration Figure 14. Lean startup method

Table

Table 1. Stakeholder Analysis Table 2. TOWS Analysis

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Appendix 1 Market SITA

The current market of SITA starts at customer check-in at airports and ends when customers and their luggage arrives at their location as illustrated in Figure 1. SITA wants to extend their services to the cruise ship market. For this, three steps of the complete process gets included as can be seen in Figure 2 - SITA | New market (SITA, 2021)

These steps are “transport to cruise, “In the cruise” and “Transport to airport”. If we look at the luggage free transfer that SITA wants to accomplish in the future, it can be noted that the whole customer journey is implemented in the SITA process chart. To accomplish this a few extra routes are added in the chart. First of all, there should be pick-up service points, where the consumer can choose if they want their luggage to be picked up. This can happen from starting point to cruise, starting point to airport and from cruise to airport as can be seen in the customer flow chart depict in Figure 3. The focus of this report will be on the last one of these three.

Figure 1 - Sita | current market (SITA, 2021)

Figure 2 - SITA | New market (SITA, 2021)

Figure 1. Customer flow chart

Appendix 2 Stakeholder Analysis

The Stakeholder Analysis helps in understanding the different stakeholders involved in the implementation of the luggage transport process from cruise to airport and to what extent they can affect its operations. These stakeholders are plotted in a power interest grid in the section Stakeholder Analysis. Also, the key take away are explained in this section.

Stakeholders Expectations/Interest

SITA • Increased operations • Increased company expansions • Increased market share • Reaching objectives • Increased profit Cruise companies • Increased operations • Increased company expansions • Increased market share • Increased profit • Provide extra value for their customers Airlines • Minimal to no changes to their operations • Increased customer experience • Increased profit

Airports • Minimal changes • Increased customer experience • Increased operations • Increased profit

Transfer agencies • Increased profit • Market expansion

Suppliers • Increased profit

Regulators • Solutions in line with industry standards • Safe solutions • High quality solutions

Investors • Generate profit • Minimized risk • Growth of invested company

Competitors • Fair competition • Possible readiness to cooperate • Learning opportunities to use for themselves

Passengers • Easy to use services • Simplicity and user friendliness • Good quality/price ratios

Table 1 - Stakeholder Analysis

Connection with SITA

SITA wants to enter the cruise ship market by providing value enhancing services concerning the luggage handling of passengers.

SITA handles the responsibility of luggage being tagged with the right information which ensures the right luggage is on the right destination flight.

SITA handles different services with respect to luggage handling such as check-in and tagging. But also connecting passengers to their luggage.

Transferring passenger luggage within short distances should be handled by transfer agencies. SITA can provide the middleware to exchange crucial information.

SITA is a hard-ware company and therefore has various suppliers.

Regulators monitor if solutions are compliant with certain obligations. SITA has to ensure that the provided solutions are compliant to these.

To be able to conduct large scale projects SITA needs investors. With these investors a relationship needs to be maintained.

SITA has different competitors

End user of some of SITA’s products and services.

Appendix 3 TOWS Analysis

External Opportunities:

1. Blue Sea market in cruise-airport industry; 2. Room for improvement of luggage handling; 3.High-barrier industry

Internal Strengths: Internal Weaknesses:

1.A long history of more than 70 years. 2.An existing robust ecosystem in aviation industry; 3.Adaptability/resilience: they stay up-todate and resilient to changes; 4.Ready to innovate; 5.Strong sense of corporate’s social responsibility;

SO:

1.No existing relationships with cruise industry and delivery service providers. 2.Incumbency in company and its processes.

WO:

1.Using brand reputation and business expertise to form new and sustainable relationships. 2.Use existing relations and knowledge to overcome the high barrier 3.Use high barrier as extra time to come up with a good solution. New entrants also have to face the same barrier 1.Building new relationships to diversify into the blue-sea market thereby reducing volatility and risks. 2.Use existing technical capabilities to innovate and optimise the cruise line to airport delivery.

External Threats:

1.Slow recovery from pandemic; 2.Find early Adopter 3.Stakeholder management

ST:

1.Adjust movements and company strategy according to trends (S3T1T2). 2.Using expertise and technology for product differentiation. 3.Using existing relationships with airports to facilitate direct luggage transfer. 4.Use lower passenger count for demo purposes since solutions can now be showcased on smaller scale.

WT:

1.Trying to build up relationship with companies in cruise industry as fast as possible; 2.Leverage the recovery time to iterate products with less costs. 3.Establish innovation labs/ skunk-work set up to enable creativity and fast development.

Table 2 - TOWS Analysis

Additional explanation of SWOT analysis: (the number of the point in the white background is corresponding with the SWOT matrix with light grey background above)

Strength

1. A long history of more than 70 years: this means expertise/reliability of SITA with big brand reputation towards clients; 2. An existing robust ecosystem on aviation industry: around 2500 airlines, airports, ground handlers and governments, all working closely with SITA; they have services provided to around 200 countries and territories globally; and they have covered 95% international destinations; 3. Adaptability/resilience: they stay up-to-date and resilient to changes; 4. Ready to innovate: They have strong inhouse innovation department, with more than 365 patents and the newest technology implementation (e.g., biometrics, digital ID, AI and computer vision) in different business areas; 5. Strong sense of corporate’s social responsibility: they are committed to sustainability in everything they do and have been certified by CarbonNeutral® in Sep 2021, which means they have already achieved carbon neutral;

Weakness

1. No existing relationships with cruise industry and delivery service providers. 2. ncumbency in company and its processes: there is already a variety of existing products and processes, therefore SITA can move less fast than a smaller company could do; this incumbency makes a research and innovation process more expensive.

Opportunities

1. Blue sea market in Cruise-Airport Industry: seldom companies consider adding cruise into airplane travel experience of luggage transportation system; 2. Development space is large: Luggage mishandling frequency due to human error and process automation, etc. have much space to be improved; 3. High-barrier industry: the high-tech luggage transferring industry has a relatively high barrier of technology development and implementation, while SITA already had a great foundation of this, making it hard for some competitors to enter this industry.

Threats

1. Slow recovery from pandemic: business travel will take longer to recover; it is estimated that it will only likely recover to around 80% of prepandemic levels by 2024. 2. Find early adopters: it is a quite niche market, so to find out appropriate early adopters (e.g. an appropriate cruise line to start with) and to build up a strong and long-term relationship with them is the basis of SITA’s further scalability and success of this new business. 3. Stakeholder management: if the ecosystem and the business model is not well-established with barriers, even the stakeholders could take over some parts of the business and become the competitor of SITA. And the contracts with stakeholders need to be carefully think of to let them take good responsibilities within the system.

Appendix 4 Cruise Market Data

Source: (Cruise-Market-Watch, 2021)

Source: Port of Amsterdam Source: Cruise-Market-Watch, 2021

Source: Cruise-Market-Watch, 2021

Cruise demographics: Source: (Cruise-Market-Watch, 2021)

Figure 2. Cruise market data

Appendix 5 Porters Framework

Threat of New Entrants:

New entrants to an industry aim to acquire market share and substantial resources. The threat posed by these newcomers is depends on the barriers to entry. The following are the major sources to barrier for entry in market SITA aims to enter.

The cruise ship has high barriers to entry. This can be attributed to the three reasons: 1. Financial capital: Keeping in mind the system requirements, developing such a service requires significant capital investment in developing hardware and software systems. 2. Process Complexity: To create a seamless experience between cruise ships and airports, requires connecting objects, people and systems. 3. Network of stakeholders: A new entrant must establish partnerships with multiple actors such as cruise lines, cruise ports, delivery service providers, airports and airlines. As a large enterprise with experience in baggage management and its existing partnership, SITA can use this to their advantage. By developing and patenting certain technologies SITA may further create cost disadvantages for new entrants.

Power of suppliers:

Given the validated assumption that SITA will be outsourcing the baggage delivery service and the long and stable relationship with the existing hardware and software suppliers, this framework considers baggage delivery providers as the focal supplier. A large number of potential suppliers can be recognised to enable the delivery service. This range from established package delivery companies like DHL and UPS to more disruptive models provided Uber and Eelway. An important dimension in selecting suppliers is the power balance. Suppliers can often exercise power by raising prices or by reducing quality. Further, if the supplier has competencies that closely match SITA, there is a significant the threat of forward integration. To keep the power balance, SITA must also ensure that they are an important customer to the delivery service providers. The nature of the relationship must also be collaborative, which allows for close integration of technology and people between the organizations.

Power of Buyer:

Buyer or Customers can exercise power by demanding lower prices and higher quality. Certain factors determine the power of the supplier.

Both cruise-lines and cruise passengers are potential buyers. The baggage delivery does not include a high volume of purchase, but a small purchase of high-quality service by luxury segment customers. The services offered to cruise lines must add to their profitability and compliment the service offered by them to their passengers. For the passengers, the service must offer a seamless and hassle free experience. Further it is important to address the threat of backward integration by the cruise-lines. If the service is profitable but easy to mimic and implement, cruise lines are likely to backward integrate into the market themselves. A highquality service will be crucial in ensuring the customers do not switch to other service providers; and the cruise lines do not backward integrate into the baggage delivery market.

Threat of Substitutes:

Figure 3. Poters framework If there are substitutes that provide similar benefits at a competitive price, it creates a substantial threat to the service offering. Delivery service providers (currently observed as suppliers) may forward integrate to offer baggage transfer between cruise ships and airports. Further, luggage shipping companies which provide door to door transfer of luggage like Eelway, Sendmybag and Yamato transport can also be potential threats. A service differentiation strategy (based on both technology and partnerships) can be used to develop and maintain a competitive advantage.

Appendix 6 Cruise Ship Customers

High-quality restaurants, modern fitness centers, and even environmentally friendly practices are no longer enough to receive a five-star rating for cruises (Statista Research Department, 2021). The market keeps involving and more value needs to be provided to achieve the same amount of stars. Improvement of the effortful and time-intensive process for passengers , airports and airlines could help according to SITA. The current state of baggage transfer needs to change and therefore the cruise market and its passengers needs to be understood. A study finds that Chinese cruise customers can be split into multiple segments of which family leisure/relaxation and natural and cultural exploration are the strongest motivations (Jiao et al., 2021). The Chinese market is outside the scope, however, its insights can be used as a indicator for the Dutch market. Interviews will be conducted to find out about the possible customer segments in the Netherlands. Furthermore, it turns out the luxury cruise customer in general expects to find value in as many places as possible which can be summarized in the following points (Rotondo, 2019; Silverstein, 2010).

• Cruises offer great value per price paid because nearly everything is included. • It is possible to see multiple destinations depending on the cruise • There is a variety of onboard activities • convenient pre- and post-cruise pampering such as ground transportation from airport port and back. This can differentiate from busses to luxury cars or SUVs. • Luxury accommodations such as the view and cabin upgrades • Attentive service • Included beverages and gratuities • Fine dining options

Appendix 7 Interview Cruise ship Customers

In order to protect the privacy of interviewees, we only show the name and gender of them.

Interviewee 1: Female, 29

Price of the cruise ticket: 500-600€ Route: Kyushu to Hokkaido, Japan Time: 2019 Travel purpose: for sightseeing (vacation-oriented) About luggage: She brought a lot of luggage with her. She checked in some suitcases but brought other handy ones with her together in the cabin, since it was easier for her to carry some necessities during the travel. But once she got off the cruise, it was a hassle for her to bring so much heavy luggage along the way to the hotel.

Interviewee 2: Female, 26

Price of the cruise ticket: around 30€, a short trip Route: Shenzhen to Hongkong, China by cruise, and transfer to Manchester, England by airplane Travel purpose: to study abroad About luggage: She chose this route because when she checked in the luggage in the cruise port. She didn’t need to worry about the luggage anymore. And the destination of the cruise is exactly the airport, which save her more travel time and expenses. Finally, she would claim the luggage at the airport of Manchester. It was convenient to her especially she carried a large amount of luggage. The overall travel experience is quite seamless to her.

Interviewee 3: Male, 25

Price of the cruise ticket: 50-60€ Route: Rome to Sicily, Italy Time: 2019 Travel purpose: for sightseeing (vacation-oriented) About luggage: It was a very old cruise port, so it didn't have any digitalization. It was even hard to find out the location of this port. She didn’t check in the luggage since she only brought the necessity with her. It is although a little bit hassle to take care of her luggage but as long as it saves money, it is worthwhile for her!

Appendix 8 Customer Personas

For the persona a brainstorm is conducted to think of customer types that fit the market that SITA tries to enter. The most important criteria are that they should be cruise to airline customers, are wealthy and willing to pay for extra services including door to door baggage handling systems. This has been further thought out and resulted into the following personas; 1. Christin Bezos who is a fashion addict and CEO of a startup, 2. Mill Gates who is a married man and retired as a surgeon and 3. Aliya Winfrey who is married, has two young children and works as a Therapist as can be seen in Figure 18. The idea of a customer persona is to try and see company processes, services and systems through the eyes of the customer. For this, creating a accurate customer persona can help accomplishing this and help in understanding the customers habits, behaviors and interests. This way, services are more customercentric and generate more value for them. It is also easier to market these system/services to customer (Quicksprout, 2018).

Figure 4. Personas

Appendix 9 Customer Journey

For each persona a user journey is created. The user journey shows how a specific customer goes through the 4 stages; planning & itinerary, purchase, use of service and service impression. For each of the stages the different activities are noted down, these are similar for each person. However, the emotions they go through, their goals and problems differ, therefore, also the goal of SITA gets a slightly different shape.

Figure 5. User journey map

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Appendix 10 Solution Viewpoints

Business Process Viewpoint (BPMN):

The BPMN models the steps of the planned business process from the customers’ booking of service to the departure check-in at the airport terminal. It visually depicts a detailed sequence of business activities and information flows needed to realize the service. This viewpoint is targeted at the people who will implement the process, giving sufficient detail to make the process get across to all involved parties including cruise terminals, cruise lines, transfer agencies, SITA, airports, and airlines.

Figure 6. BPMN [Made by Yu Huang]

The BPMN models the steps of the planned business process from the customers’ booking of service to the departure check-in at the airport terminal. It visually depicts a detailed sequence of business activities and information flows needed to realize the service. This viewpoint is targeted at the people who will implement the process, giving sufficient detail to make the process get across to all involved parties including cruise terminals, cruise lines, transfer

Data Flow Viewpoint:

The data flow viewpoint shows the interaction between the new SITA system and outside entities including the cruise line systems and airline systems. It will be useful for software engineers to understand the data inputs, outputs, storage points and the routes between each destination. It can also be used to show the nontechnical audiences the system operating mechanism.

Figure 7. Data flow viewpoint [Made by Yu Huang]

Passenger and Baggage Process Viewpoint:

The passenger process viewpoint depicts the flow of events that the passenger and the baggage go through starting from entry at the cruise port and ending at the departure check in at the airport terminal. This viewpoint can be useful for customer care executives, auditors, business process developers and the channel partners for effective understanding of the passenger and bag journey.

Figure 8. Passenger and Baggage Process Viewpoint

Entity Relationship Viewpoint:

The entity relationship viewpoint supports the system viewpoint, by describing how the data aggregated from the cruise line systems and the airline systems are interrelated with one another. This viewpoint can be useful for product managers, software engineers and data engineers for designing database tables and creating relationships between them.

Figure 9. Entity Relationship Viewpoint

Appendix 11 Current SITA Systems

Figure 10.Current SITA System [Made by Yu Huang]

Appendix 12 Technology Adaptation

Missing Products

Missing products are what needs to be added to SITA's portfolio to realize the new process.

• SITA system integration system

As stated in section 7.1, We identify the interfirm integration system as a missing link on the supply chain, which can be added to SITA's portfolio.

• Local MDCS

Similar to Local DCS used in aviation, we envision Local MDCS to be able to automate cruise line’s check-in and departure processes and support a wide range of self-service options.

Primary Products

Primary products are digital (software) and physical (hardware) products of SITA that can be directly used or quickly adapted to facilitate passengers and baggage processing in a secure way.

• SITA Bag Fast

SITA Bag Fast produces the fallback tags, barcoded and IATA-compliant. These tags can be printed on any CUTE-certified bag tag printer. Similarly, a cruise company could issue a baggage label with a cruise number and passenger details on it in this way.

• SITA Bag Journey

SITA Bag Journey is a global baggage data repository application available to airlines and airports over the SITA ATI Cloud. Accompanied with a mobile tracking application that enables the passenger to track their bags in the same way as they would track the delivery of a parcel, it can be used to provide full end-to-end tracking information. SITA Bag Journey includes BagTrust protecting passenger information in line with GDPR.

• SITA Bag Manager

SITA Bag Manager is a baggage management and reconciliation system with a data base of passengers and related baggage. Relating passenger baggage to its owner on cruises is currently not an accurate process and entirely manual. SITA Bag Manager will solve this and allow baggage to be tracked.

• SITA Bag Trac

SITA Bag Trac connects to SITA Bag Manager or SITA Bag Journey and works with third-party automatic tag readers (ATRs). It can help cruise lines electronically store and readily access baggage tracking data.

• SITA Connect Internet Secure Gateway (CISG)

CISG protects airport and airline networks, IT, data, and users against cybersecurity threats.

Optional Products

Optional products are digital (software) and physical (hardware) products of SITA that can be adapted and retrofitted to optimize the new process.

• SITA Maestro

SITA Maestro provides a more automated and cost-effective way to process airline’s passengers. In a similar way, the Maritime Departure Control System (MDCS) will also help automize the passenger processing thereby improving the efficiency.

• WorldTracer

SITA WorldTracer® Bag Delivery Service provides a fully-automated end-to-end solution for the speedy delivery of delayed or mishandled bags. This proves the feasibility of collaborating with local transfer agency for baggage delivery service in other scenarios (e.g. cruise port to airport).

• SITA Smart Path Bag Drop

Smart Path Bag Drop address the need for retrofit or new-fit bag-drop requirements. We can use it to automate the process of bag drop in the cruise terminals hence smoothen the experience of passengers.

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Appendix 13 Strategic Roadmap

Figure 11.Strategic Roadmap [Made by Luxin Huang]

Appendix 14 Value Proposition

Figure 12.Value Proposition Canvas

Appendix 15 Business Model Canvas

Value proposition

End-to-end supply chain network to enable baggage transfer between the cruise ship terminals and the airports. This will yield into faster, more systematic, customer friendlier and increased effective processes. It will also result in less overhead and more data accumulation for the cruise.

Customer segments

• Cruise lines

Cruise lines are in need of airlines to have flights that can be booked in combination with the cruise. Furthermore, cruise lines have cruise terminals where passengers embark and disembark the cruise. Their current bag drop and check-in system out-dates the system of the aviation industry

• Airports and airlines

Airports and airlines are already customers of SITA. To improve the end-to-end supply chain network to increase baggage transfer, the systems of airports located close to cruises might need to be upgraded. These airports are positively being impacted by the growth of the cruise industry. The systems need to be upgraded in such a way that the different DCS systems can communicate with each other and possible 3rd parties such as baggage transfer agencies.

• Passengers

Not all passengers will make use of the new endto-end supply chain network. The customers which are focussed in the design-process are the luxurious (non-economic) group of passengers with emphasis on vacation-oriented travel. For this, three persona's are created: Christin Bezos; Successful entrepreneur, fashionista and solo traveler. Mill Gates; Retired surgeon and traveling with his wife. Technology is not their strongest suit. Aliya Winfrey; young therapist, traveling with her two kids and husband.

Channels

Cruise lines are years behind on the aviation industry regarding luggage handling processes. SITA can leapfrog the used technology at cruise ship terminals to increase value for all customers described under customer segments. SITA can use its existing network and expertise to get in contact with cruises Airports and airlines can be approached through the already existing contact channels. Passengers can add the service through (online) travel agencies or third party ticket providers.

Customer relationships

Cruises, airports and airlines have long technology life cycles after initial investment. Furthermore, new technology must fit with current technology. Therefore, improvement needs to be made according to market growth and trends. SITA is expert in retrofit solutions which means that the products are adaptable to the current processes. Passengers value has not had major influences in the technology creation of both aviation and cruise industry. By increasing their perceived value, customer satisfaction goes up. Other stakeholders can provide more revenue increasing services. These services can be expanded by researching the end-user.

Revenue streams

Selling the complete improvement of embarkment and disembarkment to cruises as a service in the form of a license use. Service add-on for passengers with a fixed price per volume and/or distance. Additional features for airline and cruise line to improve their processes and decision making

Key resources

The most important assets are the already existing systems described in chapter 5 and the system integration that connects an airport local DCS and the DCS of cruise-lines so that these systems can communicate with each other and share data. The large network of SITA and its corresponding knowledge and expertise are a key resource including its software developers and engineers.

Key partners

• Baggage transfer agencies

Transfer agencies transport the luggage from location to destination on the assigned times. For this there needs to be communication of the capacity that the transfer agency can handle at what time and the data of the luggage that needs to be transported.

• Suppliers

SITA is a hardware company. The components needed are delivered by many different suppliers. Cruise industry will use similar technology as aviation industry which means that the same supplier network can be used.

• Cruise (line), airports and airlines

These stakeholders are both customers and partners since there is need of collaboration for setting up systems and come up with a plan for the future.

Key activities

Schedule timely baggage pickups and baggage drops. Track and trace the delivery. integrate with systems at services at the airport, cruise ports and delivery companies. develop reliable software and continue improving this software for customer and end-user value. Become a complete middleman that provides the right information to all actors involved including cruise, delivery companies and passengers. Develop retrofit solutions for cruise industry.

Cost structure

IT infrastructure cost for running and maintaining the service. Costs towards delivery company. Develop retrofit products for cruise industry and installation. create, maintain and update the software system. R&D costs including understanding the market and customers. certification and possible patents. Establishment costs for office and test space.

Appendix 16 UCD and the Lean Startup Model

User-centered design (UCD) is an iterative design method in which designers pay close attention to users and their demands at every stage of the process. UCD design teams employ a combination of research and design methodologies to incorporate customers throughout the design process, resulting in highly useable and accessible products for them (IDF, n.d.). The iterations of the UCD approach generally exist out of four phases as can be seen in Figure 13. The context of how different users use the system needs to be understand. With this knowledge the users' requirements can be drafted. Afterwards, the design process starts which can iterate back during the evaluation stage.

Software companies often use a lean and agile method. Principles on lean software are (Fronczak, 2021):

• Eliminate waste • Build quality • Create knowledge • Defer commitment • Deliver quickly • Optimize the whole • Respect people

Principles on agile development are (Morlion, 2021): 1. Encourage customer satisfaction by early and continuous delivery of valuable software. 2. Welcome changing requirements, even in late development. 3. Deliver working software frequently (weeks rather than months). 4. Prioritize close, daily cooperation between business people and developers. 5. Build projects around motivated individuals, who should be trusted. 6. Consider face-to-face conversation the best form of communication (co-location). 7. Use working software as the primary measure of progress. 8. Assure sustainable development that allows you to maintain a constant pace. 9. Give continuous attention to technical excellence and good design. 10. Consider simplicity—the art of maximizing the amount of work not done—essential. 11. Understand that the best architectures, requirements, and designs emerge from selforganizing teams. 12. Reflect regularly with your team on how to become more effective and adjust accordingly. A benefit of the use of lean and agile methods is to enable teams to validate their assumptions (Fronczak, 2021). Using such methods makes its less likely a company builds something, nobody wants. A more direct recommendation is the lean startup methodology which is depicted in Figure 14.

Both methods can be used simultaneously. According to some research combining the two methods is a method to boost software development. User-Centered Design principles focus on giving developers the tools they need to better understand user demands and find a better solution. The Build-Measure-Learn cycle and the notion of pivoting, either the problem understanding or the suggested solution, are added to the triad combination by Lean Startup (Signoretti et al., 2020).

Figure 13.UCD phases per iteration

Figure 14.Lean startup method