Continental Airlines Takes Off with Real-Time Business Intelligence

Real-time data warehousing creates some special issues that need to be solved by data warehouse management. These can create issues because of the extensive technicality that is involved for not only planning the system, but also managing problems as they arise. Two aspects of the BI system that need to be organized in order to elude any technical problems are: the architecture design and query workload balancing.

One of the main functions of any business is to be able to use data to leverage a strategic competitive advantage. The use of relational databases is a necessity for contemporary organizations; however, data warehousing has become a strategic priority due to the enormous amounts of data that must be analyzed along with the varying sources from which data comes. Company gathers data by using Web analytics and operational systems, we must design a solution overview that incorporates data warehousing. The executive team needs to be clear about what data warehousing can provide the company.

What information is accessible? The data warehouse offers possibilities to define what’s offered through metadata, published information, and parameterized analytic applications. Is the data of high value? Data warehouse patrons assume reliability and value. The presentation area’s data must be correctly organized and harmless to consume. In terms of design, the presentation area would be planned for the luxury of its consumers. It must be planned based on the preferences articulated by the data warehouse diners, not the staging supervisors. Service is also serious in the data warehouse. Data must be transported, as ordered, promptly in a technique that is pleasing to the business handler or reporting/delivery application designer. Lastly, cost is a feature for the data

Q3: While this case study supports a specific data warehouse product, please locate another case study from another data warehousing Software Company and explain the data warehouse that was designed in that case study?

The Fresh Direct has 300,000-square-foot headquarter and 1,500 employees. 8,500 products and 200,000 customers active in every day transaction. So every second there will be numerous data flowing into the company’s center. But the company lacks of a significant information system to deal with those data. They tried to use technology to convert the data to reports of real time information in order to

Piedmont Airlines recently invested over $1 million in state of the art equipment and employee development in order to forecast and analyze the appropriate amount of discounted fares to offer per flight. The company discovered that by offering several discounted flights to consumers willing to book their travel well in advance of their departure date left many options available for the business traveler who needed to book much closer to the actual departure date. The analysis was the task of the Revenue Enhancement Department (RED) managed by Marilyn Hoppe. While this state of the art equipment was a step in the right direction, Marilyn believed that there were still a lot of subjective decisions being made and

The state of affairs in the field of data warehousing and offers a variety of approaches to

Continental’s comeback from “Worst to First” is an airline industry legend. Now the company is engaged in a new initiative to move from “First to Favorite.” To support this ambitious initiative, Continental tapped into its Enterprise Data Warehouse and expanded it to enable a real-time business intelligence capability. In the first five years of operations, the EDW achieved an ROI of more than 1000% on a $25 million investment. To do this, Continental has changed the way it does business, transforming its

Design, code and deliver user friendly multi-tier business intelligence solutions that utilize data warehouse/data mining technologies to consume data across various database platforms and data stores.

Business Intelligence information consists of chronicled data, and additionally new information assembled from source frameworks as it is generated, empowering Business Intelligence supports multi-level decision making processes. Initially, Business Intelligence tools were essentially utilized by IT experts and data analysts whose job is to run analyses and generate reports with query results for business clients. Progressively, however, business administrators and workers are utilizing BI software themselves, on account of the advancement of self-administration of BI and data discovery tools

Warehousing includes managing relationships of data owners, data collectors, and data end-users to ensure that all aware of the available data in the inventory and accessible systems. This also helps to reduce redundant data collection

Today there is a new data management challenge that is an effective method for integrating enterprise applications. To learn from history and predict the future, plenty of companies are using Business Intelligence (BI) systems. Corporations have understood the significance of intensifying achievements of the objectives defined by their business strategies through business intelligence ideas.

1) (5 points) Consider that the above data warehouse has to be modeled as a data cube over the three dimensions.

This paper will present the return on investment (ROI) of data warehousing (DW). The history of data warehousing is based on the definition and timeline. Then, detailed information about return on investment will be discussed. Following, will be information about data warehousing new technology of hardware and software. Data Warehousing is a new term in my department where we use the Network Appliance (NetApps) Netfiler storage devices/units. The information read was very informative and helpful in my understanding data warehousing better. Finally, a conclusion about the return on investment of data warehousing.

In the last decade, Continental Airlines has had a spotty track record. The airline twice filed for bankruptcy, realized diminished performance culminating in a $613 million loss in 1994, and was ranked dead last in industry indicators such as on-time performance among the major carriers. During these years, employees at Continental had undergone several series of layoffs and withstood both wage cuts and delayed wage increases in an effort to slash Continental’s costs. The result of these efforts was a demoralized workforce and a corporate reputation that put Continental near the top of Fortune’s list of “least admired” companies.