TranzMetro -A Marketing Perspective

Tranz Metro provides passenger rail services for the greater Wellington region. Since 2005, Tranz Metro‟s customers have made over 11 million train trips per year on its five lines which lead to Wellington (Johnsonville, Paraparaumu, Melling, Hutt Valley, and Wairarapa) (Metlink, 2010b). This public transportation service is vital to the area‟s effective functioning and economic development; it also has the added benefit of reducing road congestion and pollution to create a „win-win‟ outcome for the population as a whole (GWRC, n.d.b). „More than 11,000 commuters take the train into and out of Wellington each day of the working week‟ (GWRC, n.d.b).

Unfortunately, numerous disruptions to services, caused by a major upgrade of the rail infrastructure, have sapped passenger confidence (KiwiRail, 2010a, p. 13). Given Tranz Metro‟s view that „the single most important part of our business is to get our passengers where they want to go on time,‟ it will need to carefully manage its marketing approach to win back the confidence and business of its customers (Tranz Metro, 2010b).

Despite the headline news of passenger frustrations over cancelled and delayed trains, there is light at the end of the tunnel with the rail network upgrades and new train cars which are coming.

This group project report done during Marketing management course by team members Souradeep Gupta,Jenet Mwanza ,Rodney Porto,Roshan Ramachandran, analyses Tranz Metro from a marketing perspective, including the product market, demand trends, buyer behaviour and promotional approaches. It will then provide marketing recommendations for Tranz Metro to deal with the issues which are raised by the initial analysis.

Effects of Increasing Mining on Crown Land Prepared for the New Zealand Government

New Zealand’s government is looking for ways to improve the country’s productivity and global competitiveness. One option is to open up some sections of Crown land to mining. However, both tourism and agricultural exports could be impacted by negative perceptions of such mining. This report is directed at the New Zealand government and will employ a systems thinking approach to address the question of:

‘What is the effect of increasing mining on Crown land?’

A variety of stakeholders have interests in the issue of mining on Crown land. These include various government organisations, the mining industry, environmental activists and the New Zealand residents who stand to either gain or lose from mining.

A Causal Loop Diagram is used to show how mining on Crown land might increase government revenue but also negatively impact Ecotourism and New Zealand’s green image. A Behaviour Over Time chart examines four of the variables and displays the likely dynamics of the system. Based on this analysis, we have concluded that increased mining cannot be allowed without some degree of risk mitigation. A number of leverage points are identified and used to frame an intervention strategy.

The primary policy suggestion is to create a Mining Rehabilitation Fund which would include funds for both environmental rehabilitation and public relations engagement. Ultimately, it would aim to mitigate the negative consequences of mining and allow New Zealand to benefit from its mineral resources in a responsible manner.

The complete Systems Thinking Study of the Effects of Increasing Mining on Crown Land Prepared for the New Zealand Government done by team members Souradeep Gupta,Jenet Mwanza ,Rodney Porto,Roshan Ramachandran,Carolyn Shivanandan for Problem Solving & Decision Making course can be found here .

Derek Sivers: How to start a movement | Video on TED.com

Derek Sivers: How to start a movement | Video on TED.com

Managing the Employment Relationship: Social Partnership in the Republic of Ireland

A Case Study presentation on Strategic Employment Relationship based on tripartite relationship between Government ,Trade unions and employers in Republic of Ireland by team members Souradeep Gupta,Hicham Kamri,Phillip Kerr,David Mould can be found here.

The case is referred from Strategic human resource management contemporary issues by Millmore et al, 2007, p. 460 ,Prentice Hall .