Canyon Ranch Case Study Essay Example
Case Study 7:
Canyon Ranch
Written for: Professor Efrem Mallach MIS650
Authored by Group 2:
December 9, 2009
Case Description
Background
Canyon Ranch was the undisputed leader in the luxury segment of the spa industry. It had both breadth and depth of offerings, and integrated portfolio of treatments from traditional spa and fitness to health and healing services. Canyon Ranch was considered the gold standard in the industry as a result of being heads and shoulders above the industry due to their attention to guest needs. Its astonishing array of services made available under a single roof and its Health and Healing department set it apart from most competitors.
IT systems started off being used solely for support functions; e.g. property management, reservations, spa and wellness services scheduling, accounting, purchasing, and payroll. As a result of the need for business Intelligence, decision-support functionalities, and expected growth and turnover in management, IT was beginning to be viewed increasingly as strategic and operational, and personnel saw the potential value of information to enable better evidence-based decision making.
Stakeholders
• Canyon Ranch Company Owners • Canyon Ranch Employees • Past and potential new clients of Canyon Ranch • Third-party partners such as the Venetian Resort, the Gaylord Palms Resort & Convention Center, and Queen Mary 2 • Vendors and suppliers • Neighboring property owners and businesses to the two destination resorts. • Competitors
Assumptions
• Canyon Ranch is “the Gold Standard” and is head and shoulders above the competition at the time the below analysis is taking place. • Canyon Ranch is financially in good shape and has money to invest for future growth and expansion. • The economy will continue in the same status as it has been during Canyon Ranch’s successful years for the near term (i.e. at least 2 to 3 years
Canyon Ranch
Written for: Professor Efrem Mallach MIS650
Authored by Group 2:
December 9, 2009
Case Description
Background
Canyon Ranch was the undisputed leader in the luxury segment of the spa industry. It had both breadth and depth of offerings, and integrated portfolio of treatments from traditional spa and fitness to health and healing services. Canyon Ranch was considered the gold standard in the industry as a result of being heads and shoulders above the industry due to their attention to guest needs. Its astonishing array of services made available under a single roof and its Health and Healing department set it apart from most competitors.
IT systems started off being used solely for support functions; e.g. property management, reservations, spa and wellness services scheduling, accounting, purchasing, and payroll. As a result of the need for business Intelligence, decision-support functionalities, and expected growth and turnover in management, IT was beginning to be viewed increasingly as strategic and operational, and personnel saw the potential value of information to enable better evidence-based decision making.
Stakeholders
• Canyon Ranch Company Owners • Canyon Ranch Employees • Past and potential new clients of Canyon Ranch • Third-party partners such as the Venetian Resort, the Gaylord Palms Resort & Convention Center, and Queen Mary 2 • Vendors and suppliers • Neighboring property owners and businesses to the two destination resorts. • Competitors
Assumptions
• Canyon Ranch is “the Gold Standard” and is head and shoulders above the competition at the time the below analysis is taking place. • Canyon Ranch is financially in good shape and has money to invest for future growth and expansion. • The economy will continue in the same status as it has been during Canyon Ranch’s successful years for the near term (i.e. at least 2 to 3 years