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Disneyland

Analysis of Disneyland's business for Service Operations Management at Boston College
by

Marlo Studley

on 22 April 2013

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Transcript of Disneyland

The Most Magical Place On Earth Disneyland Park Opened in 1955

Theme Park located in Anaheim, CA

Part of Disneyland Resort

Operated by The Walt Disney Company's
Parks and Resorts division

Hosted over 650 million guests since opening

Operates year round Tickets Ages 3 to 9: $81

Ages 10 & Up: $87

Park Hopper Tickets

Group and Vacation Packages

Target Market: Families Servicescape Exceptional Service Quality Waiting Lines Cast Members Service Gap Analysis Recommendations Colorful
Noisy
Lively, themed music
Crowded Spotless
Well-maintained
Fluid path layout
Signs/Information Cast Members
High level of guest services
Standard, consistent experience
Attention to detail
Well-maintained
More than an amusement park
Something for everyone Video monitoring
Wait times posted
Exciting/distracting line areas
Games
Videos
FastPass
Smartphone app Disney Operational Command Center Monitors rides, open areas, restaurants, stores
Video cameras
Computer programs
Digital park maps

Part of a better guest experience Recruiting and Training Cast Member Motivation 'Disney cast members aren't just hired for a job; they play a role in the “show.”'
Disney Traditions

All workers unite under common corporate goal: to help the guest

Trained on the job by best skilled and guest focused cast members

Train new cast members to deliver exceptional quality service

Centers for Excellence

Hiring for retention "If an employee feels truly valued in his or her job, if they understand what is expected of them and feel they are contributing, they will go above and beyond to deliver great service."

Lifeline of the company
Upset employees=upset guests
Great Service Fanatic Cards
“You Asked, We Listened”
Cast Excellence survey The Disneyand Experience Rides
Shows
Fireworks
Parades
Shopping
Dining
Appeals to All Ages
Exceptional Guest Experience Wireless wristbands
Decrease waiting times
Personalized experience
Locating lost children
Provide data for customer analytics
Add activities for guests outside target market Service Operations Management
Marlo Studley Demand and Capacity Demand Variation Solutions
Parade rerouting
Character distractions
Deploy more cars and boats
Open more store registers
Dispatch cast members

Results: Increased daily average rides per guest from 9 to 10

Initial ride capacity determined by analyzing:
Hotel reservations
Flight bookings
Historic attendance data Customer/Marketing Research: Prices

Design: Bad weather options

Design: Waiting lines

Customer Satisfaction: Personalization Questions? Happier guests lead to more visits and increased revenue
Full transcript