Muma Case Review最新文献

{"title":"When Smart Bins Meet a Smart City","authors":"Edward Emmanuel, Jamie Cudden, Matthew T. Mullarkey","doi":"10.28945/4858","DOIUrl":"https://doi.org/10.28945/4858","url":null,"abstract":"Smart Bins have appeared in cities all around the world to help manage public waste collection more effectively. How are local governments reacting to this piece of technology? Do they serve solely as optimised/glorified waste receptacles, or contribute more than that? Moreover, is there a case to further scale up its use across the city?","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129927425","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Ticketing System That Couldn't","authors":"K. Gaines, Chase Dafnis, Deva Boone, Daniel E Kiger, J. Bess","doi":"10.28945/4866","DOIUrl":"https://doi.org/10.28945/4866","url":null,"abstract":"In today's competitive market, companies must rely on technology to scale the business and operate efficiently","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"57 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121581547","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Is Healthy the New Wealthy?","authors":"Jonathan H Cortez, Kamla Persaud-Reddy, T. Moore, Rafael Hernández, Monica Y Yamauchi","doi":"10.28945/4864","DOIUrl":"https://doi.org/10.28945/4864","url":null,"abstract":"Can a mission, driven by passion, become the healthy option for starting a dynamic business?\u0000Jeremy Hall was a successful businessperson who owns real estate, insurance, and holistic coaching companies. He relocated from Boston to Tampa Bay in 2010. Life was busy, fast-paced, and Jeremy was not feeling well for several years. Unfortunately, in 2013, at the age of 45, Jeremy’s entire life came to a screeching halt when he was diagnosed with ulcerative colitis (UC). UC is a debilitating autoimmune disease that affects the entire gastrointestinal system. It is characterized by progressive mucosal inflammation of the intestines, bloody diarrhea, loss of appetite, weight loss, and fever. Despite medical therapy, Jeremy was in severe abdominal pain and acute flare-ups which led to frequent hospitalizations. Jeremy felt hopeless about his future and fell into depression.\u0000Six years later, inspired by a documentary on the dairy industry, Jeremy decided to give up all dairy products and switched from a vegetarian to a vegan diet. Within a few weeks, Jeremy’s symptoms had improved; he was not experiencing abdominal pain or diarrhea. To Jeremy and his physician's surprise, the follow-up colonoscopy revealed significant improvement of his intestines. Jeremy attributed his remission to the dietary changes and was committed to helping others. He enrolled in numerous training programs regarding nutrition and the concept of \"food as medicine.\" He wanted others to know that many common chronic diseases can be prevented, treated, and potentially reversed through a healthy lifestyle and whole-food plant-based diet. Jeremy made it his life's mission to inform and educate his community. \u0000Jeremy and his wife Alexa decided to open a whole food plant-based vegan restaurant that focused on healthy eating and education. In July 2019, that vision led to the opening of \"Green Life\" restaurant in Sarasota, Florida. Within a few short weeks, the business grew, and Jeremy partnered with local area healthcare professionals, lifestyle experts, and nonprofit organizations to promote healthy eating and living. The year 2020 started with great hopes; however, the restaurant came to a grinding halt as the nation was gripped by the COVID 19 pandemic. During the pandemic, it became clear that individuals with chronic medical conditions incurred higher morbidity and mortality. At the same time, a local restaurant founded on the grounds of health promotion and disease prevention had to be closed due to pandemic-related loss of business. How could this type of healthy restaurant business flourish during a pandemic? How could some vital \"green\" flow back into Green Life restaurant?","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130884711","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A District Approach to Smart Mobility","authors":"C. Dowling, Matthew T. Mullarkey, S. Clarke","doi":"10.28945/4859","DOIUrl":"https://doi.org/10.28945/4859","url":null,"abstract":"“As a Smart City district evolves, and its success as a business location of choice grows, we need to ensure that mobility challenges are addressed for all communities. Smart technologies are a major factor.” – Ronan Herron\u0000Ronan Herron had recently been appointed the Smart Dublin Coordinator with responsibility for Smart Sandyford and was travelling to its launch on the modern Luas light rail system. Ronan found himself marvelling at the changes to the Sandyford area since he first started working in the Council twelve years earlier: Gone was the old industrial landscape with pockets of sad-looking housing estates, and in its place was a vibrant business district with multiple household name multinational companies, nestled with modern residential areas. Sandyford was a short distance from Dublin city centre but just ten short years prior, few would have anticipated the economic and business transformation that had overcome this once maligned and side-lined district of Dublin. \u0000While Ronan had managed to get a seat on the packed Luas tram, he noticed multiple congested areas in and around the route to the launch. Clearly, this had become a very popular district indeed! Since starting in his post, Ronan had observed that the Dún Laoghaire Rathdown County Council (DLR), responsible for Smart Sandyford, was very excited about the future for the Sandyford district, anticipating (and indeed, planning for) significant growth in the number of businesses moving there, and additional residential areas. Ronan contemplated what impact this was likely to have on on-going mobility for everyone living and working in the district. \u0000Given his background in smart technologies, and Smart Sandyford’s position as a part of Smart Dublin, Ronan naturally found himself contemplating technology as a means to address Sandyford’s growing mobility challenges. He was on his way to launch Smart Sandyford, and surely, smart technology could contribute to solutions to those challenges. This Smart District offered a means to answer some of the pressing questions around mobility for Dublin: How might technology deployment improve mobility services? How would mobility solutions impact all stakeholders in the community? Can technology alleviate the impact of transport on the environment? How would the data needed to enable smart mobility be collected and analysed? What data would even be needed?","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133444291","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Rock, Paper, Concrete...","authors":"Chadwick Anast, Melissa L. Smith, Stacie Varney Varney, Michael M. McClendon, R. Nelson","doi":"10.28945/4865","DOIUrl":"https://doi.org/10.28945/4865","url":null,"abstract":"MAVNS, a successful construction company, has been staying ahead of the innovation curve as it relates to construction technology and site development over the past few decades. However, stagnation in the evolution of its employee time keeping processes has created a snowball effect of other issues that are ultimately costing profitability and significant competitive advantage. Determining a way out of the \"industrial dark ages\" is critical for maintaining a competitive position and sustaining long term profits. How then, do they construct the right path forward?","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130498112","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Sustaining a Hotel Business during Crisis: A Singapore Luxury Hotel's Journey during COVID-19","authors":"Christina Lam, Zahidah Raimy, Y. Teo, Valentino Tan, Yin Kai Ng, J. Tan","doi":"10.28945/4862","DOIUrl":"https://doi.org/10.28945/4862","url":null,"abstract":"Richard Ang, a Singaporean general manager at Hotel J, aimed to be a strong leader during COVID-19 disruption. Richard sat in his office deep in thought as earlier in the day, he had attended a board meeting with his management team to discuss strategies, he wanted to ensure safety of in-house guests and employees whilst effectively managing cost to sustain the hotel business during the crisis. Leaning back in his chair, Richard thought to himself about the potential strategies presented by his team and the effectiveness of the current critical situation. Richard knew that this was not an easy decision to make, and how could he choose among the three options based on the uncertainty of the pandemic. \u0000\u0000Hotel J enjoyed and experienced the prosperity of the economy in Singapore since it opened in 2015. Tourism business was continually growing and doing well, according to Singapore Tourism Statistics 2019, Singapore recorded a total of 18.5 million international visitors who came to Singapore in 2019, they spent a total of S$27.1 billion in 2018 (Singapore Tourism Board, 2019). With a strong inbound arrival, Hotel J kept running over 85% occupancy with a decent average daily rate (ADR) at S$460. Hotel J has grown to become one of Singapore's leading luxury hotels. \u0000\u0000However, in early 2020, the spread of COVID-19 virus had caused many countries to implement nationwide lockdowns and restricted international travel to curb the proliferation of the virus. Singapore experienced a strong impact from this unprecedented event with the number of infected people increasing, fear of the unknown being unsettling, and unforeseeable disruptions to business and life in general thus leading to panic. As a result, the Singapore government imposed stringent measures in response. These measures include an increase in health, hygiene and sanitation measures, halting of social activities, compulsory donning of masks in public, and compulsory quarantine for anyone traveling to Singapore. \u0000\u0000The Singapore government employed the help of hotels to act as quarantine facilities to house individuals returning from overseas who are required to take fourteen days Stay-Home Notice (SHN). Many hotels expressed interest in accommodating SHN guests, as this option offered hotels a source of revenue, due to the fact that the government remunerated the hotels accordingly. Thus, becoming an SHN hotel was a good option for Hotel J. After signing a contract with Singapore Tourism Board, Hotel J was employed as a dedicated quarantine / SHN facility and overhauled its amenities to cater to the safety measures set out by the government. \u0000\u0000As COVID-19 infection rates in Singapore declined, the government began reducing stringent lockdown measures and to allow for small social gatherings. Additionally, hotels that were used as quarantine facilities could restart its F&B operations albeit restricted to serve in-house dining. This created a spur in the market where many hotels began to return to","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128722182","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"City Telecoms Potential: 5G Challenges for a Smart City","authors":"Michael B Guerin, Matthew T. Mullarkey, Jamie Cudden","doi":"10.28945/4860","DOIUrl":"https://doi.org/10.28945/4860","url":null,"abstract":"City assets have the potential to play a pivotal role in the deployment of future connectivity such as 5G. How should Dublin City respond to this or should it get involved at all?","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123506648","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Enabling Cities to Harness the Full Potential of the Internet of Things","authors":"Julia A Hamilton, Matthew T. Mullarkey","doi":"10.28945/4861","DOIUrl":"https://doi.org/10.28945/4861","url":null,"abstract":"Jamie Cudden, the Smart City Programme Manager for Dublin City Council (DCC), had just participated in the most recent review of the sensor-enabled smart gully project in Dublin city. Tasked with exploring how technology can help address city challenges to create a ‘smarter’ Dublin, Jamie wondered why more smart sensor applications were not being identified and deployed by DCC departments. He knew that smart sensors existed in the commercial marketplace for everything that could be measured and believed that most city services could be improved with better, real-time measurement. What he could not understand was why more sensor-enabled connected systems were not being deployed by operational service teams across the city.\u0000Over the last three years Smart Docklands, a smart city testbed in the Dublin Docklands, had facilitated a broad range of projects with DCC staff utilising Internet of Things (IoT) technology. While these projects demonstrated the value of IoT for specific applications – such as blocked gullies [Exhibit 1] and waste management - there still remained a relatively low utilisation of IoT across DCC’s operational services. Jamie thought, if IoT is really a better way of addressing these issues, why was there not a mass migration towards its use across the Council? \u0000Through talking with his colleagues, Jamie realised that a major barrier to IoT deployments was a lack of knowledge of what IoT was and how it would help address the challenges the Council was trying to solve. \u0000How would Jamie energise his current and future peers to identify more ways to use technology to connect the city? How would they learn about the power of IoT connected devices? How might each city department generate innovative smart solutions to identify and respond to critical issues with the infrastructure and services of the city?\u0000Jamie had recently attended an ‘Introduction to IoT’ workshop for DCC staff at Dogpatch Labs. The workshop highlighted that educating the city’s staff about IoT could encourage a move towards more sensor driven city operations. With this, he was now faced with the challenge of how best to design and deliver an education programme on a larger scale so cities across Ireland could capitalise on the on the benefits of IoT.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125457156","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Is It Time to Retire?","authors":"Neeraj Gulati, Erik S Rauch, Alton Doe, John Fields","doi":"10.28945/4863","DOIUrl":"https://doi.org/10.28945/4863","url":null,"abstract":"Brad McIntire, President of Conserv Building Services, sat in his office, wondering if it was time to retire. Once again, Technology, his nemesis, had derailed his organization and brought it to a standstill. Brad was thinking, \"I think these I.T. guys are literally going to be the death of me.\"\u0000The issue faced by Brad and Conserv Building Services started with a bug in the mobile device management (MDM) software. The MDM software had a feature to auto-approve applications and pushed the approved applications to the tablets. For some unknown reason, the MDM software unexpectedly unapproved and uninstalled all applications on the tablets and would not let them be reinstalled on over 200 tablets. This brought the company to a standstill as this paperless software system was the only means to provide data to its customers in real-time. Conserv had built their competitive advantage in bringing this data to customers in real-time. This first instance of the glitch took down the organization for five days until it was resolved, costing the organization around one million dollars in lost revenue. The second instance of the bug resurfaced less than a month later, causing an outage for little over one day and the loss of income of around two hundred and fifty thousand dollars. These outages did not take into account the cost of resources from the I.T. department and management time dealing with the crisis. Air conditioning services are the type of thing that cannot wait, and customers demanded prompt service. \u0000Some positive signs were on the horizon. The MDM software company acknowledged that they did have a bug and would provide a fix very shortly, which encouraged the I.T. department. Brad was less confident that just because the software company agreed that there was a known issue that a resolution would be quick to follow. Brad knew that leaving an electronic system was impossible in the current environment. Customers wanted more data quicker and faster. But could the organization remove some of the reliance on Technology and software? Would the I.T. department come up with a plan that created a stable environment? Should the organization spend even more money on a new hardware platform? How much revenue would be lost with the next glitch?","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"106 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134115465","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"GLAZER CHILDREN’S MUSEUM Dream it. Be it.","authors":"Loran Jarrett, Vjollca Hysenlika","doi":"10.28945/4384","DOIUrl":"https://doi.org/10.28945/4384","url":null,"abstract":"In May 2016, Jennifer Stancil, the new president and chief executive officer (CEO) of Glazer Children’s Museum in Tampa, Florida was considering further steps to take toward her goal of making the downtown museum an educational and entertainment destination for children and their families. The CEO had been hired on November 23, 2015 with a mandate to rebrand the museum as a world-class learning environment for children and families. \u0000\u0000A winner of Tampa Bay Business Journal’s 2012 Nonprofit Organization of the Year, the museum was well respected, yet it faced challenges in attempting to increase memberships and visitor volume, collaborate with local competitors and partners, and raise funds. Executing the just-completed strategic plan would require a huge effort, since the surrounding community was not very aware of Glazer Children’s Museum’s purpose and myriad activities. The museum needed to develop and maintain stronger ties with other Tampa museums, schools, daycare centers, sports teams, hospitals, universities and more. \u0000\u0000Very soon after she began her job as CEO, Stancil had started working on a development plan to support her many programmatic ideas, including a multimedia art lab, activities that tied in with the city’s annual Gasparilla Festival, and other initiatives. By spring 2016, she had started to work closely with museum members, competitors, customers, and partners to define the museum’s meaning and value. She also started to consider how the museum could capitalize on its beautiful downtown Tampa location in this rapidly-growing city.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124271325","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}