Port Aventura theme park in 1995 launch as it continues to invest heavily in new shows, rides, hotels, golf courses, a convention center and a shopping center, all customized with the objective of adapting to seasonal demand. This transformation from a theme park to a place new challenges for management teams PortAventura. In particular, a theme park, the analysis of their commercial activity on aggregate statistical information about groups of customers. In contrast, as r … Read more »

Port Aventura theme park in 1995 launch as it continues to invest heavily in new shows, rides, hotels, golf courses, a convention center and a shopping center, all customized with the objective of adapting to seasonal demand. This transformation from a theme park to a place new challenges for management teams PortAventura. In particular, a theme park, the analysis of their commercial activity on aggregate statistical information about groups of customers. In contrast, as a resort, management had to know now and selected individual customers. But the company’s existing information management processes and systems were not willing to support such a one-to-one marketing approach. This case is located in the middle of 2009, when the general manager asked the Chief Financial Officer and to find the head of the IT systems to provide a solution to meet the marketing needs of the village. The case discussion encourages students to recognize and assess the business problems and relate them to the existing information management processes and systems. The students also have a proposal, aimed this one-to-one marketing strategy to present themselves.
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from
Mariano Hervas A,
Joan Rodon,
Marc Planell,
Xavier Sala
Source: Journal of Information Technology Teaching Cases
8 pages.
Release Date: 5th July 2011. Prod #: JIT032-PDF-ENG
Theme Park Resort To: Customer Information Management At Port Aventura HBR case solution