Port Aventura
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CONFIDENTIAL MEMORANDUM
To: | Fernando Aldecoa | From: | | Date: | | Re: | Port aventura |
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Executive Summary
Port Aventura was launched in 1995 and since that time has transformed from a theme park to an all-encompassing resort. Due to this change, management now requires the ability to identify and target individual customers, as opposed to statistical averages of broad groups. One-to-one communication will allow for customized marketing packages and the ability to maximize revenues. However, information management systems currently in place are not capable of tracking customers to the degree needed to support a one-to-one marketing approach. Therefore, it is the recommendation of Nielsen consulting that Port Aventura implements a data warehouse to facilitate the required analytics to determine who their customer is.
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Problem Identification
Port Aventura is poised with the problem of having insufficient information and data on their individual customers. Seeing as the customer base is comprised of vastly different groups, it is imperative that Port Aventura take the time to identify who their customers are and what their individual profiles look like in an attempt to not only better serve customer requests, but also maximize park profits. Accurate and detailed information such as favorite restaurants, spending patterns, hotel stays and park activity preferences will allow Port Aventura to market to individual customers wants and needs on a one-to-one basis.
The lack of customer information is due to inadequate information management processes and systems. Port Aventura does not currently have the infrastructure needed to properly collect and manage large amounts of customer data or the ability to strategically analyze that
CONFIDENTIAL MEMORANDUM
To: | Fernando Aldecoa | From: | | Date: | | Re: | Port aventura |
-------------------------------------------------
-------------------------------------------------
Executive Summary
Port Aventura was launched in 1995 and since that time has transformed from a theme park to an all-encompassing resort. Due to this change, management now requires the ability to identify and target individual customers, as opposed to statistical averages of broad groups. One-to-one communication will allow for customized marketing packages and the ability to maximize revenues. However, information management systems currently in place are not capable of tracking customers to the degree needed to support a one-to-one marketing approach. Therefore, it is the recommendation of Nielsen consulting that Port Aventura implements a data warehouse to facilitate the required analytics to determine who their customer is.
-------------------------------------------------
Problem Identification
Port Aventura is poised with the problem of having insufficient information and data on their individual customers. Seeing as the customer base is comprised of vastly different groups, it is imperative that Port Aventura take the time to identify who their customers are and what their individual profiles look like in an attempt to not only better serve customer requests, but also maximize park profits. Accurate and detailed information such as favorite restaurants, spending patterns, hotel stays and park activity preferences will allow Port Aventura to market to individual customers wants and needs on a one-to-one basis.
The lack of customer information is due to inadequate information management processes and systems. Port Aventura does not currently have the infrastructure needed to properly collect and manage large amounts of customer data or the ability to strategically analyze that