mgmt 530 week 3 case analysis
MGMT530 – Conference Decision
Week 3 Case Analysis
The assignment was to create the following:
* A consequence table
* A weighted scoring model
Are there any dominated alternatives that can be eliminated? Are there any even swaps?
Consequence Table | | 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. | Does not meet objective. | Does not meet objective. | Meets objective. |
| | Senior management stated that cancelling is not an option. | Uncertainty on when New Orleans will be back in business is too far off. | Cost and logistics of finding a new location and getting attendees to change flights with such short notice is cost prohibitive. | 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. |
| | Does not meet objective. | Does not meet objective. | Does not meet objective. | Meets objective. |
| | Refunding registration fees would cause a loss for conference. | Because of uncertainty with city, the registration fees would need to be refunded. | Conference would lose money and incur additional costs for last minute scheduling. | A preliminary survey shows that costs would be similar to current budget. |
| Keep conference costs at current level | Chicago | New York | LAS Vegas
Average Airfare | $200 to $300 (Round trip cost per person) | $300 to $400 (Round trip cost per person) | $200 to $300 (Round trip cost per person)
Hotel Room Rate | $149.00 (Conference rate per room per night) | $349.00 (Conference rate per room per night) | $169.00 (Conference rate per room per night) | |
Conference Costs | $25,000
(Meeting rooms, reception, refreshments,
Week 3 Case Analysis
The assignment was to create the following:
* A consequence table
* A weighted scoring model
Are there any dominated alternatives that can be eliminated? Are there any even swaps?
Consequence Table | | 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. | Does not meet objective. | Does not meet objective. | Meets objective. |
| | Senior management stated that cancelling is not an option. | Uncertainty on when New Orleans will be back in business is too far off. | Cost and logistics of finding a new location and getting attendees to change flights with such short notice is cost prohibitive. | 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. |
| | Does not meet objective. | Does not meet objective. | Does not meet objective. | Meets objective. |
| | Refunding registration fees would cause a loss for conference. | Because of uncertainty with city, the registration fees would need to be refunded. | Conference would lose money and incur additional costs for last minute scheduling. | A preliminary survey shows that costs would be similar to current budget. |
| Keep conference costs at current level | Chicago | New York | LAS Vegas
Average Airfare | $200 to $300 (Round trip cost per person) | $300 to $400 (Round trip cost per person) | $200 to $300 (Round trip cost per person)
Hotel Room Rate | $149.00 (Conference rate per room per night) | $349.00 (Conference rate per room per night) | $169.00 (Conference rate per room per night) | |
Conference Costs | $25,000
(Meeting rooms, reception, refreshments,