29 Dec Decision Recommendation

MGMT530 Week 1 Case Analysis Problem Definition Latest 2018 May

Read the Conference Decision Case on the Case Analysis page for this week.
Define the decision problem for the Conference Decision Case.
As part of defining the problem, the following questions should be addressed.

What is the general nature of the problem?
What event triggered the situation?
Are we imposing any constraints on the situation?
What are the underlying elements of the problem?
Are there dependencies on other decisions?
Submit your definition of the problem in a MS Word document.

MGMT530 Week 2 Case Analysis Objectives and Alternatives 2018 May

In less than two weeks, an accounting system user’s conference is scheduled to be held in New Orleans, Louisiana on September 13–16, 2005. Unfortunately, Hurricane Katrina has struck the city leaving a wake of destruction. Based on what you see on television, the hotel and the city cannot possibly accommodate this or any conference for the foreseeable future.

Approximately 200 attendees are scheduled to attend, flying in from all over the country. All attendees pre-paid their registration fee for the conference.

With a lot of competition in the marketplace, getting the users to participate in the annual user’s conference is critical to retain current customers. During the conference, several product enhancement ideas are developed by the users, and this input is often used in future releases of the product.

Potential new customers are invited to the event and their involvement often leads to securing new contracts for the accounting system as they gain confidence in the system seeing others use it.

As head of the group that puts on the conference, you are faced with making a determination of what to do with this year’s conference. You are getting calls from the registered attendees asking what to do.

Senior management feels that the conference is critical to ensure continued customer engagement and fears that cancelling the conference altogether, the company will lose the momentum it has developed over the past few years.

Other considerations:

Keeping the original dates and moving to a different city may drastically increase costs due to the short advanced notice. Will people cancel because of the higher hotel costs?

If the date is changed, will the speakers and attendees still be able to attend?

Having worked with the local Convention & Visitor’s Bureau and the hotel, you worry about how their businesses will survive with all of this destruction and wonder what you can do to help.

Using the same information from last week’s Case Analysis, build on the work you did last week by identifying the following.

Define the objectives for the Conference Decision Case. The objectives should be separated into fundamental and means objectives.

Identify the alternatives for the case.

MGMT530 Week 3 Case Analysis Problem Definition Latest 2018 May

Two weeks after New Orleans was devastated by Hurricane Katrina, you made the decision to postpone the conference and select a different city to hold the conference. Based on your initial objectives and a survey you took of the registered attendees, you created the following consequence table based on the information available.

ALTERNATIVES

Cancel conference for this year—schedule for next year

Keep in New Orleans, but schedule for a later date (when the hotels re-open)

Keep same dates, but move to another city

Move to another city and schedule for a later date

OBJECTIVES

Maximize attendance

Does not meet objective.Senior management stated that cancelling is not an option.

Does not meet objective.Uncertainty on when New Orleans will be back in business is too far off.

Does not meet objective.Cost and logistics of finding a new location and getting attendees to change flights with such short notice is cost prohibitive.

Meets objective.In a survey of attendees, they would be willing to look at a new date in October and were most interested in Las Vegas, Chicago, or New York as alternative sites.

Keep conference costs at current level

Does not meet objective.Refunding registration fees would cause a loss for conference.

Does not meet objective.Because of uncertainty with city, the registration fees would need to be refunded.

Does not meet objective.Conference would lose money and incur additional costs for last minute scheduling.

Meets objective.A preliminary survey shows that costs would be similar to current budget.

From the survey, you found out that the attendees were willing to still come to the conference and suggested three cities as possible new locations for this year’s event.

Chicago
Las Vegas
New York City
As you move forward in locating available hotels and conference facilities, you formulate the following objectives to select which cities will be best to hold the rescheduled conference.

Airfare (the estimated average round trip cost of the attendees)
Hotel Room Rate (the nightly rate the attendees will pay during the conference)
Conference Costs (the costs you will incur for meeting facilities, reception, registration, etc.)
Survey Response (you want to factor in how the cities were ranked based on the survey you conducted.)
Because the budget is tight, you feel that the Conference Cost objective is twice as important as the other three objectives.

Based on your research, here is the information you gathered on the cities the user group was interested in.

New Orleans(Not applicable, but used to compare original costs of conference)

Average Airfare:

$300 to $400 (Round trip cost per person)

Hotel Room Rate:

$149.00 (Conference rate per room per night)

Conference Costs:

$16,000 (Meeting rooms, reception, refreshments, registration materials, etc.)

Survey Rank

Not Applicable

Chicago

Average Airfare:

$200 to $300 (Round trip cost per person)

Hotel Room Rate:

$149.00 (Conference rate per room per night)

Conference Costs:

$25,000 (Meeting rooms, reception, refreshments, registration materials, etc.)

Survey Rank

1

New York

Average Airfare:

$300 to $400 (Round trip cost per person)

Hotel Room Rate:

$349.00 (Conference rate per room per night)

Conference Costs:

$20,000 (Meeting rooms, reception, refreshments, registration materials, etc.)

Survey Rank

2

Las Vegas

Average Airfare:

$200 to $300 (Round trip cost per person)

Hotel Room Rate:

$169.00 (Conference rate per room per night)

Conference Costs:

$15,000 (Meeting rooms, reception, refreshments, registration materials, etc.)

Survey Rank

3

MGMT530 – Conference Decision Case, Part 2

Using this information, create the following.

A consequence table
A weighted scoring model
Are there any dominated alternatives that can be eliminated? Are there any even swaps?

For additional resources pertaining to this assignment, please review the Building a Weighted Scoring Model Video found under the Week 3 Lecture Tab and the Conference Decision Case, Part 2 Video below. A weighted scoring example is located in Files under the name Sample Decision Problem.

MGMT530 Week 5 Case Analysis Uncertainties and Risk Latest 2018 May

Week 5 Case Analysis: Labadee Decision
INTRODUCTION
In January 2010, the island nation of Haiti was devastated by an earthquake.

Royal Caribbean International, a major cruise line, owns a private beach in Haiti, which is typically a port of call on several of their Caribbean cruise itineraries. The private port, known as Labadee, is about 80 miles away from Port au Prince. The beach was unaffected by the quake.

In the days following the earthquake, the company wrestled with several issues as they determined whether to continue to stop in Labadee or temporarily abandon the port of call.

Their objectives would be to 1) ensure guest satisfaction; 2) protect the brand; and 3) maximize profitability.

Some of the consequences they considered as they tried to determine whether the cruise line should continue to make a stop in Haiti in the midst of this crisis are as follows.

Will cruise passengers be interested in relaxing on a beach when hundreds of thousands are homeless and hungry just 80 miles away? Could this impact new reservations or cause people to cancel? Based on research and consulting with others, you believe there will be minimal impact.
Because the community near the beach depends financially on the cruise line for income, would suspending the stop in Haiti make the country worse off? Based on your analysis, there is a high likelihood that the area would be negatively impacted if the line pulled out of Labadee.
How would the media respond? Would they get bad press for continuing to stop in Haiti and be perceived as profiting in the midst of this tragedy, or will the public perception be worse if they suspend sailing to Haiti during this crisis? You determine that there is a higher chance that the company would get bad press if the company suspended services than if they continued to include it on itineraries.
MGMT530 – Labadee Decision

Using a risk profile such as the one below, define the uncertainties and make the recommendation for a decision for the Labadee Case.

For additional resources pertaining to this assignment, please review the How to Draw a Simple Decision Tree Video found in the Week 5 Lesson, the Developing a Decision Tree Video found in the Week 4 Lesson, and the Labadee Decision Video below.

MGMT530 –Labadee Decision

Week 5 Case Analysis Template

The objectives for the assignment were to define the uncertainties using a risk profile and make the recommendation for a decision for the Labadee Case.

Students will have a wide variety of responses based on the limited information provided in the case.

Risk Profile

Uncertainty 1: List

Outcome:

Chance

Consequences:

Uncertainty 2: List

Outcome:

Chance

Consequences:

Uncertainty 3: List

Outcome:

Chance

Consequences:

Decision Recommendation
Decision Recommendation

Alternative Recommended

Summary Rationale