MG 472 Global Strategy, Management and Information Systems

Port Aventura Case Study

Hervas, M.A., Rodon, J., Planell, M. and Sala, X. (2011) From theme park to resort: customer
information management at Port Aventura. Journal of Information Technology Teaching Cases, 4,
27-33

Questions to be considered in class

 What business problems does Mercedes de Pablo (the Managing Director) reveal
with her questions to Fernando Aldecoa (CFO)?

The shift from theme park to resort required one-to-one marketing and not just segments
but this data was not being captured. One-to-one marketing would allow cross-selling
between segments

 How do these business problems relate to Port Aventura’s information management

processes?

Highly variable data capture across business units in a highly decentralised operation – e.g.
golf course manager optimised for golf course. Without effective data capture, data
management becomes impossible.

 What are the main characteristics of the information systems that support those
information management processes?

Decentralised and isolated systems with a small central unit housed in the Finance Dept. –
likely to be preoccupied with cost-saving. Mostly real-time systems on which the business
units depended.

 What changes should Port Aventura apply to its information management processes
to resolve the business problems Mercedes revealed?

Re-assess and where possible standardise data capture. Explore prospects of dumping
data for analysis from each sub-system into an integrated data warehouse. Unlike the
operational systems, the data for analysis does not need to be real-time in the short term.

 Develop an outline proposal for an information system that supports a one-to-one

marketing strategy.

Consider setting up a central database (or data warehouse or repository) where the
operational sub-systems can dump standardised data initially on a daily basis. This data
can then be analysed further. Incrementally shift the sub-systems so that they capture
appropriate data and dump it in a standard format into the warehouse. Start with the Clients
Club as that data looks comprehensive. This approach is probably preferable (less risky) to
replacing the existing sub-systems with a new integrated CRM. Incremental development
will allow managers to learn about the data and the potential for analysis. Explore ways of
capturing data on individual customers from the theme park etc. by offering customers
discounts if they provide data.

The problem now becomes an organisational change problem: the change in the business
requires a change in the organisation, which (by Leavitt’s diamond) means changing:
 Technology – introduction of central database and analytics software. Consider also using
RFID tags to track customers around the complex.
 Structure – set up a separate data management department, led by a senior CIO and
recruit analysts. The new department should emphasise the organisation’s commitment to
data management and data sharing. Once this is institutionalised (after some years) it could
be slotted in under marketing.
 Processes – focus on standardising and simplifying data capture
 People – the managers of the existing business units probably need education and a
culture change so that they don’t only focus on their particular units. This could mean
enrolling them onto a steering committee for the new data management initiative and
adjusting their reward structures to encourage them to focus less on their particular unit.

Takeaways from this case

 Data management is important but the organisation has to capture it before it can be
managed.
 Business changes (the shift from a theme park to a resort) imply organisational change and
so it’s not just a technological change but changes are also needed in structure, processes
and people
 Change is a journey whereby the organisation learns – currently Port Aventura don’t know
exactly what data or analytics they want.