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Two concepts businesses are considering recently in strategic information systems decisions are the use of outsourcing, and environmental awareness.Assess how Disney World could include “the greening of IT” as part of its strategy.

Two concepts businesses are considering recently in strategic information systems decisions are the use of outsourcing, and environmental awareness.Assess how Disney World could include “the greening of IT” as part of its strategy.

Database System Concepts
Database System Concepts
7th Edition
ISBN:9780078022159
Author:Abraham Silberschatz Professor, Henry F. Korth, S. Sudarshan
Publisher:Abraham Silberschatz Professor, Henry F. Korth, S. Sudarshan
Chapter1: Introduction
Section: Chapter Questions
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Two concepts businesses are considering recently in strategic information systems decisions are the use of outsourcing, and environmental awareness.Assess how Disney World could include “the greening of IT” as part of its strategy.

Part of the trick lies in the clever way Disney teaches you to use them – and, by extension, how to use the park. It begins when you book your ticket online and pick your favourite rides. © The Independent Institute of Education (Pty) Ltd 2020 Page 4 of 8 16; 17; 18; 19; 20 2021 Disney's servers crunch your preferences, then neatly package them into an itinerary calculated to keep the route between stops from being a slog – or a frustrating zig-zag back and forth across the park. Then, in the weeks before your trip, the wristband arrives in the mail, etched with your name-'m yours, try me on. If you sign up in advance for the so-called "Magical Express," the MagicBand replaces all of the details and hassles of paper once you touch-down in Orlando. Express users can board a park-bound shuttle, and check into the hotel. They don't have to mind their luggage, because each piece gets tagged at your home airport, so that it can follow you to your hotel, then your room. Once you arrive at the park, there are no tickets to hand over. Just tap your MagicBand at the gate and swipe onto the rides you've already reserved. If you've opted in on the web, the MagicBand is the only thing you need. It's amazing how much friction Disney has engineered away: There's no need to rent a car or waste time at the baggage carousel. You don't need to carry cash, because the MagicBand is linked to your credit card. You don't need to wait in long lines. This is just what the experience looks like to you, the visitor. For Disney, the MagicBands, the thousands of sensors they talk with, and the 100 systems linked together to create MyMagicPlus turn the park into a giant computer - streaming real-time data about where guests are, what they're doing, and what they want. It's designed to anticipate your desires. Which makes it exactly the type of thing Apple, Facebook, and Google are trying to build. Disney shrouds its creative process in secrecy. This is both strategic and cultural: The company doesn't want its magic tainted by the messy realities behind the curtain. That's particularly true of the MagicBands. Piecing together their origin required more than two dozen interviews with executives at Disney and with designers and engineers who worked on the project but could speak only anonymously due to non-disclosure agreements. Though the team behind this sprawling platform eventually swelled to more than 1,000 people, the idea started years ago with a handful of insiders. By the summer of 2013, when MagicBands first trickled into public tests, they would change almost every detail of the meticulously plotted choreography that rules Disney World itself. "The whole system gave Disney a way of understanding the business," says Franklin, who stepped down last July as Disney's executive vice president of next-generation experience. "Knowing we need more food here, how people are flowing through the park, how people are consuming the experiential product." It also allows Disney to optimise employees. The goal was to create a system that would essentially replace the time spent fiddling with payments and tickets for moments of personal interactions with visitors.
Transcribed Image Text:Part of the trick lies in the clever way Disney teaches you to use them – and, by extension, how to use the park. It begins when you book your ticket online and pick your favourite rides. © The Independent Institute of Education (Pty) Ltd 2020 Page 4 of 8 16; 17; 18; 19; 20 2021 Disney's servers crunch your preferences, then neatly package them into an itinerary calculated to keep the route between stops from being a slog – or a frustrating zig-zag back and forth across the park. Then, in the weeks before your trip, the wristband arrives in the mail, etched with your name-'m yours, try me on. If you sign up in advance for the so-called "Magical Express," the MagicBand replaces all of the details and hassles of paper once you touch-down in Orlando. Express users can board a park-bound shuttle, and check into the hotel. They don't have to mind their luggage, because each piece gets tagged at your home airport, so that it can follow you to your hotel, then your room. Once you arrive at the park, there are no tickets to hand over. Just tap your MagicBand at the gate and swipe onto the rides you've already reserved. If you've opted in on the web, the MagicBand is the only thing you need. It's amazing how much friction Disney has engineered away: There's no need to rent a car or waste time at the baggage carousel. You don't need to carry cash, because the MagicBand is linked to your credit card. You don't need to wait in long lines. This is just what the experience looks like to you, the visitor. For Disney, the MagicBands, the thousands of sensors they talk with, and the 100 systems linked together to create MyMagicPlus turn the park into a giant computer - streaming real-time data about where guests are, what they're doing, and what they want. It's designed to anticipate your desires. Which makes it exactly the type of thing Apple, Facebook, and Google are trying to build. Disney shrouds its creative process in secrecy. This is both strategic and cultural: The company doesn't want its magic tainted by the messy realities behind the curtain. That's particularly true of the MagicBands. Piecing together their origin required more than two dozen interviews with executives at Disney and with designers and engineers who worked on the project but could speak only anonymously due to non-disclosure agreements. Though the team behind this sprawling platform eventually swelled to more than 1,000 people, the idea started years ago with a handful of insiders. By the summer of 2013, when MagicBands first trickled into public tests, they would change almost every detail of the meticulously plotted choreography that rules Disney World itself. "The whole system gave Disney a way of understanding the business," says Franklin, who stepped down last July as Disney's executive vice president of next-generation experience. "Knowing we need more food here, how people are flowing through the park, how people are consuming the experiential product." It also allows Disney to optimise employees. The goal was to create a system that would essentially replace the time spent fiddling with payments and tickets for moments of personal interactions with visitors.
they would change almost every detail of the meticulously plotted choreography that rules Disney W--ldibrolf. “The whole system gave Disney a way of understanding the business," says Franklin, 6 of 8 ed down last July as Disney's executive vice president of next-generation experience. we need more food here, how people are flowing through the park, how people are consuming the experiential product." It also allows Disney to optimise employees. The goal was to create a system that would essentially replace the time spent fiddling with payments and tickets for moments of personal interactions with visitors. © The Independent Institute of Education (Pty) Ltd 2020 Page 5 of 8 16; 17; 18; 19; 20 2021 The MagicBands and MyMagicPlus allow employees to "move past transactions, into an interactive space, where they can personalise the experience," Crofton says. What started as a grand technology platform has inevitably changed the texture of the experience. Meanwhile, the digital world – and the ease with which we carry it around in our phones – has filled our lives with new expectations and endless entertainment options. "I can't think of a business that isn't affected by more choice and more access to information and an increasing desire for personalisation," says Staggs. And that feeling of ease, and whatever flows from it, just might make you more apt to come back. Will the world at large ever become something akin to Disney World, loaded with sensors attuned to our every move, designed to free us? There are signs. It's already starting to appear on Disney cruise ships, and Staggs says airlines, sports leagues, and sports teams have asked about the technology. “We're just at the beginning of understanding what to do with this," he says. What Staggs doesn't share, but what former team members do, is that Disney already has conceived, designed, and engineered many more features that seem to border on science fiction – features even more ambitious than delivering your food to you without your having to ask. They could have Mickey and Snow White find you. They might use the park's myriad cameras to capture candid moments of your family – enjoying rides, meeting Snow white-and stitch them together into a personalised film. (The product teams called this the Story Engine.) But they might also know when you've waited too long in line and email you a coupon for free ice cream or a pass to another ride. And with that, they'll have hooked the white whale of customer service: Turning a negative experience into a positive one. It recasts your memories of a place – that's why casinos comp you drinks and shows when you lose at the tables. Though Franklin wouldn't comment on the particulars of these possibilities, he did offer an intriguing summary of them. "What people call the Internet of Things is just a technological underpinning that misses the point, " he says. "This is about the experiential Internet. The guest doesn't need to know how it happened. It's about the magic of the food arriving." These are the experiences that many more designers will soon be striving for: invisible, everywhere, and, in a word, mundane. Which is its own kind of magic. Source: Adapted from: Kuang, C. 2015. Disney's $1 Billion Bet on a Magical Wristband. Wired. [Online]. Available at: https://www.wired.com/2015/03/disney-magicband/ [Accessed: 19 November 2019].
Transcribed Image Text:they would change almost every detail of the meticulously plotted choreography that rules Disney W--ldibrolf. “The whole system gave Disney a way of understanding the business," says Franklin, 6 of 8 ed down last July as Disney's executive vice president of next-generation experience. we need more food here, how people are flowing through the park, how people are consuming the experiential product." It also allows Disney to optimise employees. The goal was to create a system that would essentially replace the time spent fiddling with payments and tickets for moments of personal interactions with visitors. © The Independent Institute of Education (Pty) Ltd 2020 Page 5 of 8 16; 17; 18; 19; 20 2021 The MagicBands and MyMagicPlus allow employees to "move past transactions, into an interactive space, where they can personalise the experience," Crofton says. What started as a grand technology platform has inevitably changed the texture of the experience. Meanwhile, the digital world – and the ease with which we carry it around in our phones – has filled our lives with new expectations and endless entertainment options. "I can't think of a business that isn't affected by more choice and more access to information and an increasing desire for personalisation," says Staggs. And that feeling of ease, and whatever flows from it, just might make you more apt to come back. Will the world at large ever become something akin to Disney World, loaded with sensors attuned to our every move, designed to free us? There are signs. It's already starting to appear on Disney cruise ships, and Staggs says airlines, sports leagues, and sports teams have asked about the technology. “We're just at the beginning of understanding what to do with this," he says. What Staggs doesn't share, but what former team members do, is that Disney already has conceived, designed, and engineered many more features that seem to border on science fiction – features even more ambitious than delivering your food to you without your having to ask. They could have Mickey and Snow White find you. They might use the park's myriad cameras to capture candid moments of your family – enjoying rides, meeting Snow white-and stitch them together into a personalised film. (The product teams called this the Story Engine.) But they might also know when you've waited too long in line and email you a coupon for free ice cream or a pass to another ride. And with that, they'll have hooked the white whale of customer service: Turning a negative experience into a positive one. It recasts your memories of a place – that's why casinos comp you drinks and shows when you lose at the tables. Though Franklin wouldn't comment on the particulars of these possibilities, he did offer an intriguing summary of them. "What people call the Internet of Things is just a technological underpinning that misses the point, " he says. "This is about the experiential Internet. The guest doesn't need to know how it happened. It's about the magic of the food arriving." These are the experiences that many more designers will soon be striving for: invisible, everywhere, and, in a word, mundane. Which is its own kind of magic. Source: Adapted from: Kuang, C. 2015. Disney's $1 Billion Bet on a Magical Wristband. Wired. [Online]. Available at: https://www.wired.com/2015/03/disney-magicband/ [Accessed: 19 November 2019].
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