The scope of the service provided – rental or “flight” on the British Airways London Eye Ferris wheel reflects the high level of repeatability of the service. The attraction per day can provide a service to a sufficiently large number of people, and each service provided is not unique for each visitor. Reproducibility at high volumes is a good indicator for customers to ensure their confidence in the product (Kritzinger et al., 2018). This aspect needs to be studied compared to the market to use it as a determinant of pricing or determination of development strategies.
Considering the construction of this structure, of course, we can say that this is a project by the type of process. Although various states were involved in the process of the project, in the production of which monotonous parts were routinely manufactured, a repetition of such a project was not exactly expected. Considering the original approach even to traditional construction methods, any possibility of routine in this construction process is excluded (Shengnan & Nedelea, 2019). However, considering the service provided, it should be said that this process is repetitive with the difference that instead of products, services are provided: “flying” on the wheel.
The project used a process in Gantt diagrams, which showed which processes, in what order should be performed, and in what time frame. This approach provides more flexibility: workers can focus on one another in the event of delays in one department. In addition, the practical action of each construction group increases in the delegation of labor. However, the approach has a couple of drawbacks: constant checks and the lack of a contingency plan B, as in the example of the strikers.
Performance objectives vary in strength and weight in a given project. Since we are talking about a unique structure designed to deliver people to great heights, safety is emphasized. Therefore, reliability and quality take precedence over other objectives. Since an object was being built, which was sufficiently visible for any London landscape, it was assumed that it would be a recognizable landmark of the city. In this regard, the constant increase in construction costs was not an obstacle, as the London Eye was an investment for the future. Speed and flexibility were highly dependent on quality and reliability, as the project leaders did not want to compromise on safety: this aspect even shifted the timeline symbolic for the director at the turn of the century.
The operational technology used in this project included continuous monitoring of the construction to match the Gantt charts. Management commitment is an important aspect that has influenced the correct application of operational technologies. The tight control over security unscrupulously shifted deadlines. Delegating production to other countries made it possible to speed up the construction process. A team of engineers created a unique product, not afraid to experiment with traditional construction approaches, which helped achieve the above objectives.
Therefore, the chosen strategy can be characterized as follows. First, the construction of a unique structure in the center of the capital city must meet the requirements of safety, culture, aesthetics, and necessity. In this regard, the most responsible approach was taken, in which financial resources were not spared, deadlines were missed, and the emphasis was placed on security. Secondly, the object must have a tourist value for the city, which creates unique requirements for the approach. However, we can conclude that the chosen development strategy for the London Eye is the only correct, albeit possibly the longest, one on the way to a recognizable landmark that provides safe services with an unforgettable experience.
The attributes of a successful strategy include many different aspects. In this project, the leadership should be noted, capable of solid decisions that can cause losses and delay the opening. In addition, setting realistic goals and a thorough understanding of the process allowed the creation of Gantt charts, which the builders adhered to until the facility’s opening. The transparency of the process and focus on strengths dictated the need to order individual parts of the structure in various European countries. All security flaws were openly communicated by management, even when there were only a few hours left before the opening. Finally, monitoring the situation at the management and hardware levels in the wheel itself is fundamental: if one part or section of the wheel fails, the entire system is completely blocked.
Inputs in the London Eye project were funding, finding sponsors, designing the wheel itself, various building permits, approvals, and a list of safety requirements. In the process of transformation, the construction of the structure itself took place, which took place in several stages, more than 50 weeks long. It can include parts production in other countries and negative experiences – a failed coupling or anchor bolts. Any event on the construction site edited the final product. According to this model, the output is a safe attraction with a unique type of service that provides cultural and tourist value to London.
The scope and variety of services were indicated in the first two paragraphs of this work. According to the 4V model, variation indicates the dependence of demand on some external factors. Naturally, during the pandemic, any entertainment attractions were closed to the public, which led to losses. Otherwise, during the tourist and off-seasons, the wheel works regularly and is provided with a large flow of customers. Visibility was demonstrated during construction. The openness of information and the notification of any security issues laid the foundation for the building’s good reputation. Many people witness the birth of a new London landmark, and they can use it every day, even if they do not know all the intricacies of the security system.
References
Kritzinger, W., Steinwender, A., Lumetzberger, S., & Sihn, W. (2018). Impacts of additive manufacturing in value creation system. Procedia Cirp, 72, 1518-1523.
Shengnan, Y., & Nedelea, A. M. (2019). Analyse London tourism by marketing mix ‘4ps’. Ecoforum Journal, 8(1).