National Express Holdings Ltd was first established in 1988. Over a period of time, they decided to expand their operations through the acquisitions of other bus and coach businesses throughout the UK and eventually became the National Express Group as they are known today.
Company: National Express
Industry: Public Transport
Country: United Kingdom
The challenge that they faced was that the data was scattered throughout various channel reports, which made it increasingly difficult to access and present a comprehensive business overview.
The second challenge was the lack of in-house business intelligence expertise which resulted in tasks such as creating reports and managing planning processes becoming long and arduous tasks.
BackgroundNational Express were using a sales and reservations system that often delivered incoherent and low quality data for reporting purposes. As a result, they found it difficult to come up with accurate network and budget reports.
Codec was responsible for implementation of a data warehouse and performance.
National Express needed a consolidated, tailored and reliable system that could serve financial controlling and planning departments with accurate and up-to-date reports.
With an ever increasing number of sales channels, National Express needed a central reporting solution that could gather all available data into one unified stream of information.
National Express already had some internal reporting expertise, so they were looking for a common platform that could transform; load and process sold tickets as well as manage the operations cost register.
The coach operator purchased ProClarity from Codec Sytems and ordered a business intelligence solution that supplied them with all the necessary data from the disparate reservation systems.
management solution for a number business processes including:
* Ticket Bookings
* Ticket Sales
* Passenger Travel Operating Costs
* Other Costs (including Movement Fees and Cost Sale)
* Route Profitability.
By implementing consolidated revenue reporting models, National Express were able to make decisions on product pricing at a much faster pace.
Their financial consolidation system allowed the organisation to archive large quantities of different revenue levels which made it much easier to analyse and structure revenue forecasts.
As a result of adding cost data marts to the existing revenue structures, the executives at National Express saw a huge improvement in the overall strategy of executions. In addition, the system significantly increased the visibility of the overall profit of each coach route.