Case Study Two
Date of Submission
Systems are regarded as organized, intentionally structured that typically comprises of the interrelated and interdependent components, entities, and factors among others and they continuously affect each other. In this case study, various systems have been highlighted, and they include; Executive Support Systems (ESS) that is significant is assisting the managing directors of the Vail Ski Resort where there is the constant use of ski lifts thus calls for a regular maintenance program. the system also supports them is coming up with the most effective marketing strategies that will generate a significant amount of return skies where to focus more investment programs to ensure most substantial returns are fulfilled (Laudon & Laudon, 2013). Secondly, there is the decision-support system that alerts the operators on the most used ski lifts thus providing room for constant update of the maintenance scheme. It also documents the type of clients that should be receiving specialized treatment and promotions. Thirdly, there is the use of management information systems that are significant in providing the other stakeholders with relevant data on the resort’s performance. In the Vail Ski Resort, these systems are influential in offering skies with the rewards for moving to different lifts. Fourthly, there are the transaction processing systems that are used to assemble fundamental information including the total figure of skiers utilizing each lift anytime.
These systems have been of great significance in the operations of the business in that it has allowed the Vail Ski Resort executives to come up with informed and right action plans due to the well-informed information that is derived from these systems. Through this, the management of Vail Ski is in a position of increasing the type of services being rendered to various clients and their quality. These systems are capable of assisting the Vail Ski Resort in enhancing their production and the growth of the business through providing relevant data on some of the services that are not appealing to the customers. This is achievable as the resort is capable of focusing on the target clients who typically use many resources that give them a significant profit. As known, Vail Ski Resort is in a position of providing some of the best amenities to their clients than their other competitors (Gössling et al. 2012). Typically, the stakeholders and the managers can apply the information from these systems in coming up with comprehensive programs and decisions that will boost the resort’s effectiveness and increase the clients base.
There are various decisions made at the Vail Ski Resort that are typically supported by these information systems in their operations, and some of these decisions include the marketing campaigns. This is done through depicting the type of clients that should be in a position to receive regular advertisements, discounts, and privileges. Also, the systems assist the administrators to come up with the number of clients that promises the most significant return on investment. Another significance of these systems in decision making includes the maintenance where the managers can highlight the number of lifts operating and the ones that should be maintained. Should the components already installed be enhanced, replaced, or destroyed if they are not contributing towards the success of the organization (Pickering, 2011)? The systems are also influential in improving the end profits where the new SAS system will be in a position of providing more information to the resort management team that will be essential in boosting the guest’s motivations.
Gössling, S., Scott, D., Hall, C. M., Ceron, J. P., & Dubois, G. (2012). Consumer behaviour and demand response of tourists to climate change. Annals of Tourism Research, 39(1), 36-58.
Laudon, K. C., & Laudon, J. P. (2013). Management Information Systems 13e.
Pickering, C. (2011). Changes in demand for tourism with climate change: a case study of visitation patterns to six ski resorts in Australia. Journal of Sustainable Tourism, 19(6), 767-781.