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Chap003- Wallingford Bowling Center Case Analysis

Chap003- Wallingford Bowling Center Case Analysis - Chapter...

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Chapter 03 - Managerial Decision Making Chapter 3 MANAGERIAL DECISION MAKING I. USING THE “UNFOLDING CASE” II. WILL FORD’S MANAGERS MAKE THE RIGHT DECISIONS TO STEER THE COMPANY BACK TO PROFITABILITY? Teaching Tip : Ford has put together a great series of videos (there are 30 of them) on the changes occurring at Ford. In “ Ford Bold Moves Ep. 1: Change or Die ” the company sets up the history of Ford and some of the problems facing the company. In “ Ford Bold Moves Ep. 29: A Year of Bold Moves ” the company outlines the changes made in 2006, including the introduction of Alan Mulally as CEO of Ford. Use these videos to give students a background for the case. TT CONCLUDING CASE: THE WALLINGFORD BOWLING CENTER Case Summary: The owners of the Wallingford Bowling Center wish to increase the profitability of their organization. With a prime location and exemplary facilities, the owners believe the company is capable of producing a larger return on investment to them. They are in the process of conducting a thorough study of the organization (as well as the industry and their competitors) in search of methods to increase the organization’s bottom line profit margin. Chapter Topics Related to the Case: Discuss the concept of decision making Identify advantages of group versus individual decision making Discuss the disadvantages of group versus individual decision making Identify and discuss methodologies for effectively managing group decision-making Identify constraints that face decision-makers of organizations such as Wallingford Case Discussion Questions: 1. Apply the decision-making process described in the chapter to this case. What is the major problem facing Wallingford? List five specific alternative solutions that could be implemented to solve that major problem. Suggested Responses: As described within the chapter, the decision-making process is comprised of six distinct steps or stages. These include: (1) Identifying and diagnosing the problem, (2) Generating alternative solutions, (3) Evaluating the alternatives, (4) Making the choice of alternatives, (5) Implementing the decision, and (6) Evaluating the results of the selected decision. 3- 1
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2 Management: Building Competitive Advantage, 7 th E While students may provide various answers to respond to the questions posed above, the anticipated responses should resemble the following type of information identifies below. As suggested within the case study, the prominent problem facing Wallingford is that of maximizing capacity and sales dollars or more simply stated, filling the vacant time slots with paying customers. The list of five alternative solutions that could be implemented to solve the problem identified above may include (1) Closing the business during the slack time, (2) Offer incentives such as reduced rates during the slack times, (3) Increase advertising that promotes the “special rates” available during the slack times, (4) Provide incentives such as free shirts, free shoe rental to groups and
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