From Theme Park To Resort Customer Information Management At Port Aventura Case Solution

The Harvard Business Review published a case study that primarily focuses on From Theme Park To Resort Customer Information Management At Port Aventura. The following case solution has been designed to give the reader an overview about the business world along with a clear understanding of its growth dynamics. Recently, From Theme Park To Resort Customer Information Management At Port Aventura has been subjected to strategic as well as managerial problems that require immediate attention so that they can be resolved to allow future growth, expansion, and competitive edge within the marketplace. This case study solution is being written to provide a strategic solution to From Theme Park To Resort Customer Information Management At Port Aventura using various appropriate tools and frameworks. Harvard Business Review’s case studies involve a central problem that is faced by a particular company. The problem identified involves strategic and managerial implications for the company. Therefore, it is important for readers to critically identify the problem From Theme Park To Resort Customer Information Management At Port Aventura faces. Moreover, it is also essential to highlight the key stakeholders that are impacted and influenced by the problem identified.

External Environmental Analysis

The external environment holds significant importance for From Theme Park To Resort Customer Information Management At Port Aventura to ensure that the company is able to respond to all the changes in the macro-environment. This is because From Theme Park To Resort Customer Information Management At Port Aventura cannot control the factors and thus can directly influence the company's operations (Indris & Primiana, 2015). The external environment of From Theme Park To Resort Customer Information Management At Port Aventura will be assessed using PESTLE Analysis.

Political

• A stable political environment provides a favorable market growth trend for From Theme Park To Resort Customer Information Management At Port Aventura.

• It is important for From Theme Park To Resort Customer Information Management At Port Aventura to analyze the pressure groups, and social environment activists. The company can make close collaborations with these groups to achieve company goals (Wang, Wang, & Shi, 2022).

• High restrictions on trade and high levels of taxes can contribute to the complex business environment for From Theme Park To Resort Customer Information Management At Port Aventura by impacting imports and exports.

Economic

• From Theme Park To Resort Customer Information Management At Port Aventura can benefit from wide-range opportunities in business growth by operating in developing economies (Munro, 2017).

• High GDP can determine the long-term growth strategies of From Theme Park To Resort Customer Information Management At Port Aventura, signaling the ability of consumers to spend on more products.

• Higher rates of interests can provide From Theme Park To Resort Customer Information Management At Port Aventura with more investment opportunities.

• The flexibility in the labor market allows From Theme Park To Resort Customer Information Management At Port Aventura to take advantage of higher workforce productivity.

Social

• The selection of appropriate demographic segments has allowed From Theme Park To Resort Customer Information Management At Port Aventura to select the right segments of the market that have high growth potential.

• The research on gender roles has helped From Theme Park To Resort Customer Information Management At Port Aventura to develop and align communication as well as marketing strategies accordingly.

• From Theme Park To Resort Customer Information Management At Port Aventura has been successful in understanding the norms and cultures of different countries by developing local teams and partnerships (Hueske, Endrikat, & Guenther, 2015).

Technological

• The adoption of innovative marketing techniques that involves communication technologies has allowed From Theme Park To Resort Customer Information Management At Port Aventura to collaborate successfully with consumers.

• The company has stayed ahead in the market, and can significantly increase its market share by placing its major focus on emerging technologies (Akpoviroro & Owotutu, 2018).

• From Theme Park To Resort Customer Information Management At Port Aventura should maximize its profits by investing in disruptive technologies.

Environmental

• It is crucial for From Theme Park To Resort Customer Information Management At Port Aventura to adopt effective waste management practices to reduce environmental pollution (J. K, W. J, & D., 2016).

• From Theme Park To Resort Customer Information Management At Port Aventura should adopt eco-friendly products to establish better relationships with the stakeholders.

• From Theme Park To Resort Customer Information Management At Port Aventura can take advantage of subsidies offered in renewable technologies to achieve the long-term goal of sustainability.

Legal

• From Theme Park To Resort Customer Information Management At Port Aventura should follow proper laws concerning employee health and safety, and anti-discrimination laws to effectively develop HRM.

• Consumer protection laws are also important for From Theme Park To Resort Customer Information Management At Port Aventura as it involves the consumer protection from fraudulent marketing (S. Samusenko, S. Plaskova, & A. Prodanova, 2020).

• From Theme Park To Resort Customer Information Management At Port Aventura can gain a competitive advantage, and can position itself strongly in the market by protecting intellectual property laws.

Porter’s Five Forces Analysis

Threat of New Entrants

• It is difficult to achieve economies of scale in From Theme Park To Resort Customer Information Management At Port Aventura’s industry, making it a weaker force for new entrants.

• There are high capital requirements in the industry. This makes it difficult for new businesses to set up their companies, and compete against From Theme Park To Resort Customer Information Management At Port Aventura.

• The industry has a strong product differentiation, and heavy investment is needed for customer acquisition. Thus, From Theme Park To Resort Customer Information Management At Port Aventura can focus on innovation to differentiate itself from its competitors (H. Th. Bruijl, 2018).

• There are strict legal requirements to join the industry in which From Theme Park To Resort Customer Information Management At Port Aventura operates, making it difficult for new entrants to enter the market.

Bargaining Power of Suppliers

• The bargaining power of suppliers in the industry is weak.

• From Theme Park To Resort Customer Information Management At Port Aventura operates in an industry with a higher number of suppliers. This means that suppliers do not have much control over their prices.

• Standardized products that have low switching costs are provided by suppliers allowing buyers like From Theme Park To Resort Customer Information Management At Port Aventura to easily switch their suppliers (Fabbri & F.Klapper, 2016).

• Raw materials can be purchased at lower prices by From Theme Park To Resort Customer Information Management At Port Aventura. The company can also switch suppliers for more reasonable pricing.

• From Theme Park To Resort Customer Information Management At Port Aventura can benefit from a variety of suppliers as it can have multiple suppliers for its various geographical areas (Cho, Ke, & Han, 2019).

Bargaining Power of Buyers

• The bargaining power of buyers in the From Theme Park To Resort Customer Information Management At Port Aventura industry is weak.

• There is a high product differentiation in the industry, making it difficult for buyers to switch to alternative firms.

• From Theme Park To Resort Customer Information Management At Port Aventura can come with differentiated and innovative products to attract more buyers of the industry (Zhao, Zuo, & Wu, 2016).

• Buyers of this industry has low incomes. This means they prefer to purchase items at lower prices, making them more price sensitive. Organizations like From Theme Park To Resort Customer Information Management At Port Aventura can offer lower prices to attract customers.

Threat of Substitute Products or Services

• There are few substitute products available in the industry in which From Theme Park To Resort Customer Information Management At Port Aventura operates.

• Expensive substitutes are available in the industry of From Theme Park To Resort Customer Information Management At Port Aventura, making it difficult for buyers to switch to those substitutes (Aithal, 2016).

Rivalry Among Existing Firms

• The rivalry among existing firms is moderate to weak.

• There are few competitors in the industry in which From Theme Park To Resort Customer Information Management At Port Aventura operates.

• A large market share is enjoyed by fewer firms in the industry. This means that more competitive actions will be made to become leaders in the market (Seema, 2016).

• The industry in which From Theme Park To Resort Customer Information Management At Port Aventura operates has highly differentiated products, making it difficult for companies to win each other customers.

• From Theme Park To Resort Customer Information Management At Port Aventura can focus on making more differentiated products to gain a strong competitive edge in the market (Zhao, Zuo, & Wu, 2016).

Internal Environmental Analysis

From Theme Park To Resort Customer Information Management At Port Aventura can use internal environmental analysis to identify and evaluate the competitive positioning of a company in the business environment. This involves conducting a SWOT Analysis that can help From Theme Park To Resort Customer Information Management At Port Aventura to identify the company’s internal strengths, weaknesses, opportunities, and threats (Halmaghi, Iancue, & Băcilă, 2017).

SWOT Analysis

Strengths

• From Theme Park To Resort Customer Information Management At Port Aventura has a strong distribution network that has allowed it to make its products available to large customers within the given timeframe.

• A strong presence on social media platforms has allowed From Theme Park To Resort Customer Information Management At Port Aventura to have a high level of customer engagement (Rizaldi, 2015).

• From Theme Park To Resort Customer Information Management At Port Aventura has been successful in building a large product portfolio, so unique and distinctive products can be offered to consumers.

• From Theme Park To Resort Customer Information Management At Port Aventura has a strong brand image in the market.

• A low-cost structure of From Theme Park To Resort Customer Information Management At Port Aventura has allowed it to manufacture products at lower costs, so they become affordable for consumers to purchase.

• The financial position of From Theme Park To Resort Customer Information Management At Port Aventura is strong as the company has generated higher profits over the past years (Phadermrod, M.Crowder, & B.Wills, 2019).

• From Theme Park To Resort Customer Information Management At Port Aventura has invested in the training and development of its employees to keep them motivates, leading to higher efficiency and productivity.

Weaknesses

• The expenditure of From Theme Park To Resort Customer Information Management At Port Aventura on its research and development is comparatively less to other competitors of the market.

• From Theme Park To Resort Customer Information Management At Port Aventura uses a centralized decision-making process that takes time and reduces operational efficiency (Ahmadi, Dileepan, & K. Wheatley, 2016).

• There are high rental costs because From Theme Park To Resort Customer Information Management At Port Aventura operates on more of the rental properties rather than purchasing them.

• There is no workforce diversification in From Theme Park To Resort Customer Information Management At Port Aventura. This makes it difficult for the employees to adjust with the different workers who belong to different backgrounds.

Opportunities

• Since the online shopping has increased significantly, From Theme Park To Resort Customer Information Management At Port Aventura can take it as an opportunity to expand its online presence.

• From Theme Park To Resort Customer Information Management At Port Aventura can make use of social media platforms to market its products, with more customers interactions.

• Due to more technological developments, From Theme Park To Resort Customer Information Management At Port Aventura can make its operations more automated so that overall company costs can be reduced (Ahmadi, Dileepan, & K. Wheatley, 2016).

• Globalization provides an opportunity to From Theme Park To Resort Customer Information Management At Port Aventura to expand its operations in multiple countries.

• From Theme Park To Resort Customer Information Management At Port Aventura can enter in a niche market and sell distinctive products to gain a competitive advantage.

• The increase in the demand of environmentally friendly goods, From Theme Park To Resort Customer Information Management At Port Aventura, can place its major focus on making such products (E.Quezada, A.Reinao, & I.Palominos, 2019).

Threats

• In recent times, there has been an increase in the bargaining power of suppliers, making it difficult for From Theme Park To Resort Customer Information Management At Port Aventura to buy raw materials at lower costs.

• Numerous players are entering the industry, posing a major threat to From Theme Park To Resort Customer Information Management At Port Aventura.

• There has been constant pressure on From Theme Park To Resort Customer Information Management At Port Aventura to conduct frequent research to understand the changing customer tastes and preferences (Kolbina, 2015).

• Technological advancements require workforce training. This adds to the costs of From Theme Park To Resort Customer Information Management At Port Aventura.

VRIO Analysis

From Theme Park To Resort Customer Information Management At Port Aventura uses VRIO Analysis to assess and evaluate the company resources to determine the competitiveness, and strategic advantage.

Valuable

• From Theme Park To Resort Customer Information Management At Port Aventura has a strong brand image and engages in corporate social responsibility.

• From Theme Park To Resort Customer Information Management At Port Aventura has a high brand recognition because of the quality of products it offers to its customers (Ariyani & Daryanto, 2018).

• The distribution system of From Theme Park To Resort Customer Information Management At Port Aventura is valued all round the world. The company has been able to successfully establish strong relationships with its suppliers.

• From Theme Park To Resort Customer Information Management At Port Aventura focuses on continuous innovation in its business. The company has expanded this innovation in its multiple functional areas.

• There are potential growth opportunities in the market, and From Theme Park To Resort Customer Information Management At Port Aventura has been able to penetrate the market through its ability to raise large funds.

Rare

• From Theme Park To Resort Customer Information Management At Port Aventura operates globally. This global presence has allowed the company to increase its customer base (Miethlich & G. Oldenburg, 2019).

• From Theme Park To Resort Customer Information Management At Port Aventura has an organizational culture that promotes more teamwork, innovation, and creativity among its employees, that leads to a competitive advantage.

• Since From Theme Park To Resort Customer Information Management At Port Aventura has a global presence, it allows the company to easily adapt to different cultures, norms and values.

• The risk-taking ability of From Theme Park To Resort Customer Information Management At Port Aventura is strong. This provides more opportunities to the company to penetrate different markets.

Inimitable

• The inimitable resource for From Theme Park To Resort Customer Information Management At Port Aventura is its high-quality products. These products have allowed consumers to make repeat purchases.

• From Theme Park To Resort Customer Information Management At Port Aventura operates through multiple locations of stores in different companies, allowing easy access to products.

• Strong marketing communications have been used by From Theme Park To Resort Customer Information Management At Port Aventura to attract more customers.

• From Theme Park To Resort Customer Information Management At Port Aventura has been using integrated technology that has allowed it to offer competitive pricing to its customers (Ariwibowo, Saputro, & Haryanto, 2021).

• From Theme Park To Resort Customer Information Management At Port Aventura maintains an excellent customer service that has enabled it to have a high brand engagement.

Organization

• Strong financial position has allowed From Theme Park To Resort Customer Information Management At Port Aventura to explore more product development opportunities.

• From Theme Park To Resort Customer Information Management At Port Aventura is successfully maintaining the efficiency and effectiveness of its business operations with the help of more integrated and advanced technology.

• Employees are given both in-house and off-the-job training opportunities by From Theme Park To Resort Customer Information Management At Port Aventura that allow more skills development (Adnan, Abdulhamid, & Sohail, 2018).

• The strong value chain and distribution network has enabled From Theme Park To Resort Customer Information Management At Port Aventura to increase its revenue through the sale of its products.

Marketing Mix

Marketing Mix is needed by From Theme Park To Resort Customer Information Management At Port Aventura to formulate effective strategies to achieve the company objectives.

Product

• From Theme Park To Resort Customer Information Management At Port Aventura has five product categories. Each of these categories has a product line that involves more variety of products (Išoraitė, 2016).

• Highly differentiated products are offered by From Theme Park To Resort Customer Information Management At Port Aventura to its customers. These distinctive products are not easily available at competitors.

• The products of From Theme Park To Resort Customer Information Management At Port Aventura are of higher quality, and thus, customers pay more prices for these products.

• From Theme Park To Resort Customer Information Management At Port Aventura designs products with traditional designs giving customers more product variety.

• From Theme Park To Resort Customer Information Management At Port Aventura offers multiple sizes for its every product to make it easy for its customers to select the right product.

• Warranty and same-day delivery option if also provided by From Theme Park To Resort Customer Information Management At Port Aventura to its customers.

Price

• From Theme Park To Resort Customer Information Management At Port Aventura follows a competitive pricing strategy.

• To attract more customers, bundle pricing has also been used by the company.

• Little higher prices are charged for products that are sold online because of the delivery costs (Thabit & Raewf, 2018).

• Optional product pricing strategy is also adopted by From Theme Park To Resort Customer Information Management At Port Aventura for some of its products, such as a base product is offered for a certain price, and there are separate prices for its accessories.

• Regular promotional prices are also offered by From Theme Park To Resort Customer Information Management At Port Aventura to its customers.

Place

• From Theme Park To Resort Customer Information Management At Port Aventura uses two channels for its product distribution. This includes online selling and through own stores.

• There are more than multiple stores owned by From Theme Park To Resort Customer Information Management At Port Aventura globally. This ensures easy product availability to customers (Pogorelova, Yakhneeva, & Agafonova, 2016).

• From Theme Park To Resort Customer Information Management At Port Aventura has partnered with delivery service companies to distribute its products effectively to consumers.

• From Theme Park To Resort Customer Information Management At Port Aventura has also adopted an omni-channel distribution system.

Promotion

• From Theme Park To Resort Customer Information Management At Port Aventura uses a traditional promotional strategy that involves TV advertisements (Fan, Y.K.Lau, & Zhao, 2015).

• Social media advertisements are also adopted by From Theme Park To Resort Customer Information Management At Port Aventura to increase brand awareness.

• From Theme Park To Resort Customer Information Management At Port Aventura takes part in various events and exhibitions as a way of promoting its products.

• Large sales force is used to provide the customers with a more personal experience.

• From Theme Park To Resort Customer Information Management At Port Aventura also makes use of influencer marketing to increase the demand for its products.

• Regular content and deals are posted on the social media pages of From Theme Park To Resort Customer Information Management At Port Aventura to attract and retain customers.

Value Chain Analysis

From Theme Park To Resort Customer Information Management At Port Aventura can use Value Chain Analysis to identify and assess inter-relationships as well as interdependencies.

Primary Activities

• From Theme Park To Resort Customer Information Management At Port Aventura’s primary activities involves the production and selling of products to the final consumers (Mintz, J.Gilbride, & Lenk, 2021).

• From Theme Park To Resort Customer Information Management At Port Aventura has a strong relationship with the suppliers. This ensures that the product is received, stored, and distributed in a timely manner.

• Operational activities of From Theme Park To Resort Customer Information Management At Port Aventura are effectively aligned.

• For inbound logistics, after the arrival of raw material, the company processes it to manufacture the final product (Hasan, Nekmahmud, & Yajuan, 2019).

• In terms of outbound logistics, From Theme Park To Resort Customer Information Management At Port Aventura has been able to set up optimal costs as well as efficient delivery processes to deliver the product on time.

• From Theme Park To Resort Customer Information Management At Port Aventura invests in its sales and marketing activities to build relationships with customers.

• Marketing funnel approach is used by From Theme Park To Resort Customer Information Management At Port Aventura to effectively devise and build sales and marketing activities.

• From Theme Park To Resort Customer Information Management At Port Aventura offers both pre-sale and post-sales services to its customers.

Secondary Activities

• From Theme Park To Resort Customer Information Management At Port Aventura has an effective infrastructure that has allowed the company to successfully optimize its value chain.

• The competitive pressure in terms of employee skill development, motivation, and commitment is reduced as From Theme Park To Resort Customer Information Management At Port Aventura has developed a strong HRM (Linkov, Carluccio, Pritchard, & Bhreasail, 2020).

• From Theme Park To Resort Customer Information Management At Port Aventura uses a cost minimization approach to reduce its costs by analyzing the costs associated with training and hiring the employees.

• From Theme Park To Resort Customer Information Management At Port Aventura has been using integrated technology in its value chain activities. This includes technological customer support, research and data analytics concerning product design, and automated software.

• The procurement activities of From Theme Park To Resort Customer Information Management At Port Aventura are effectively optimized with its inbound, outbound, and operational activities (Maheswari, Yudoko, & Adhiutama, 2019).

Market Penetration Strategies

• From Theme Park To Resort Customer Information Management At Port Aventura can increase the capacity of its production so it can reach more of the customers in its existing market.

• From Theme Park To Resort Customer Information Management At Port Aventura can focus on controlling the overhead costs so that it can offer competitive pricing that can attract customers of the market (Dawes, 2018).

• Investments can be made by From Theme Park To Resort Customer Information Management At Port Aventura in marketing and sales activities to increase the chances of successful market penetration.

• From Theme Park To Resort Customer Information Management At Port Aventura can design and develop a content that increases customer engagement within a particular marketplace.

• From Theme Park To Resort Customer Information Management At Port Aventura can assess and identify more enhanced distribution networks (Radpour, Mondal, & Kumar, 2017).

• Improved distribution systems and supply chains can improve the product accessibility for the customers, making it easier for From Theme Park To Resort Customer Information Management At Port Aventura to penetrate the market.

• From Theme Park To Resort Customer Information Management At Port Aventura can adopt price cuts in its products to compete in the market. This will give a company a competitive edge over its competitors.

• From Theme Park To Resort Customer Information Management At Port Aventura can plan strategies where it can focus on acquiring the leading players of the market. Such acquisitions will give the company an opportunity to reach more customer segments.

• Strategic partnerships and joint ventures agreements can be signed by From Theme Park To Resort Customer Information Management At Port Aventura to mitigate the risk factors, and to gain customer groups of the market.

• From Theme Park To Resort Customer Information Management At Port Aventura can come up with new and innovative features in its already existing product for the market (Daouda, Barth, & T. M. Ingenbleek, 2019).

Market Development Strategies

• It is important for From Theme Park To Resort Customer Information Management At Port Aventura to invest in the research and development department so potential markets can be identified (Hilman, Bohari, & Abdullah, 2018).

• Regional expansion strategy can be used by From Theme Park To Resort Customer Information Management At Port Aventura for growth purposes. This will also take into consideration the cultural differences.

• From Theme Park To Resort Customer Information Management At Port Aventura should also consider to expand its business operations in the international market. This will allow access to a larger customer base.

• New customer groups and segments should be explored by From Theme Park To Resort Customer Information Management At Port Aventura.

• From Theme Park To Resort Customer Information Management At Port Aventura should also invest in brand-building activities as it will give an opportunity to reach more potential customers (C. Koks & M. Kilika, 2016).

• From Theme Park To Resort Customer Information Management At Port Aventura should consider the market education in terms of its product. The company can significantly increase its sales by giving product awareness to new segments.

Product Development Strategies

• From Theme Park To Resort Customer Information Management At Port Aventura can come up with new improvements and modifications in the existing products to attract the market.

• From Theme Park To Resort Customer Information Management At Port Aventura should undergo the NPD process, so the company is able to assess and identify new points for its customers.

• Regular investments in the research and development will help From Theme Park To Resort Customer Information Management At Port Aventura to develop something new and innovative that can give a competitive advantage (Kalogiannidis & Mavratzas, 2020).

• From Theme Park To Resort Customer Information Management At Port Aventura can develop new products by getting into more strategic partnerships.

Diversification Strategies

• From Theme Park To Resort Customer Information Management At Port Aventura can adopt vertical diversification to develop business. This can be done by adding more products to the existing portfolio (Kalogiannidis & Mavratzas, 2020).

• Horizontal integration can also be adopted by From Theme Park To Resort Customer Information Management At Port Aventura, where the company can enter into a completely new product development phase that does not exist in the current product line.

• From Theme Park To Resort Customer Information Management At Port Aventura can also consider to conglomerate by starting a different business.

Conclusion

Based on all the models and frameworks discussed above, it is concluded that From Theme Park To Resort Customer Information Management At Port Aventura should focus on widening the existing product portfolio. Moreover, the psychological pricing strategy can be adopted. From Theme Park To Resort Customer Information Management At Port Aventura should also maintain close relationships with its suppliers to benefit from lower prices. Similarly, From Theme Park To Resort Customer Information Management At Port Aventura should develop more integrated outbound logistics for its perishable items. It is also important to continue producing quality and innovative products, so From Theme Park To Resort Customer Information Management At Port Aventura is less affected by the new emerging competition in the industry.

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