Harvard Case - Verrückt: Insane Design, Testing, Construction and Operation
"Verrückt: Insane Design, Testing, Construction and Operation" Harvard business case study is written by Christine Pearson. It deals with the challenges in the field of General Management. The case study is 7 page(s) long and it was first published on : Dec 31, 2019
At Fern Fort University, we recommend that Verr'ckt implement a strategic growth plan focused on expanding its global reach while maintaining its commitment to innovation, safety, and customer experience. This plan should leverage Verr'ckt's unique brand identity as a world-class water park and capitalize on the growing global demand for thrill rides and entertainment.
2. Background
The case study focuses on Verr'ckt, a water park in Kansas City, Kansas, known for its record-breaking water slide, the Verr'ckt. The slide's innovative design and construction attracted global attention and increased visitor numbers. However, the park faced challenges, including safety concerns, operational difficulties, and negative media coverage.
The main protagonists are Schlitterbahn Waterparks, the parent company of Verr'ckt, and Jeff Henry, the park's owner and designer of the Verr'ckt. The case study examines the decision-making process leading to the slide's construction and operation, the challenges faced, and the impact on the park's reputation and profitability.
3. Analysis of the Case Study
Strategic Analysis:
- SWOT Analysis: Verr'ckt possesses a strong brand identity and unique selling proposition, but faces challenges in safety, operations, and media perception.
- Porter's Five Forces: The water park industry is characterized by intense competition and high barriers to entry, with strong bargaining power of suppliers and limited customer loyalty.
Financial Analysis:
- High initial investment in the Verr'ckt slide led to significant financial risk.
- Operational difficulties and negative publicity impacted revenues and profitability.
Marketing Analysis:
- Strong marketing campaign successfully generated initial excitement and media attention.
- Negative media coverage and safety concerns damaged the park's brand image.
Operational Analysis:
- Innovative design and complex construction posed operational challenges.
- Safety protocols were inadequate and not effectively implemented.
Organizational Behavior:
- Strong leadership and entrepreneurial spirit drove the park's initial success.
- Decision-making processes lacked sufficient risk assessment and safety protocols.
4. Recommendations
Strategic Growth Plan:
- Expand global reach: Verr'ckt should pursue strategic partnerships with international water park operators or develop new locations in emerging markets with high demand for thrill rides.
- Diversify product offerings: Introduce new attractions and experiences to cater to a broader audience, including family-friendly options.
- Enhance brand image: Implement a comprehensive marketing strategy focusing on safety, innovation, and customer experience.
Operational Improvements:
- Strengthen safety protocols: Implement robust safety procedures and rigorous testing for all rides and attractions.
- Optimize operations: Implement lean management techniques to streamline processes and reduce operational costs.
- Invest in technology: Utilize advanced analytics and AI-powered systems to improve operational efficiency and customer service.
Organizational Change:
- Promote a culture of safety: Embed safety awareness and risk management into the organizational culture.
- Enhance decision-making processes: Implement structured decision-making frameworks with clear accountability and risk assessment.
- Develop leadership skills: Provide leadership training to promote effective communication, collaboration, and decision-making.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: Verr'ckt's core competency lies in innovation and design. Expanding globally while maintaining a focus on safety and customer experience aligns with the park's mission.
- External customers and internal clients: The recommendations address the needs of customers seeking thrilling experiences and employees seeking a safe and rewarding work environment.
- Competitors: The recommendations aim to differentiate Verr'ckt from competitors by focusing on global expansion, innovation, and safety.
- Attractiveness: The recommendations are expected to increase revenue, profitability, and brand value.
6. Conclusion
Verr'ckt has the potential to become a global leader in the water park industry by focusing on strategic growth, operational excellence, and organizational change. By implementing these recommendations, the park can reclaim its reputation, enhance customer experience, and achieve sustainable growth.
7. Discussion
Alternatives:
- Selling the park: This option would minimize financial risk but would also result in the loss of a valuable asset.
- Focusing solely on domestic markets: This approach would limit growth potential and expose the park to increased competition.
Risks and Key Assumptions:
- Global expansion: This strategy carries risks associated with cultural differences, regulatory compliance, and market volatility.
- Investment in technology: This investment requires significant capital expenditure and ongoing maintenance.
- Change management: Implementing organizational changes can be challenging and require effective communication and leadership.
8. Next Steps
Timeline with key milestones:
- Year 1: Develop strategic growth plan, implement operational improvements, and strengthen safety protocols.
- Year 2: Begin global expansion, launch new attractions, and invest in technology.
- Year 3: Consolidate global operations, optimize marketing strategy, and monitor performance.
By implementing these recommendations and taking a proactive approach to managing risks, Verr'ckt can overcome its challenges and achieve its full potential as a global leader in the water park industry.
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Case Description
This case regards the perils of ineffective management and design that led to an organizational crisis. The setting is an amusement park where a water slide thrill ride was created in pursuit of a world record. Signals and warnings that should have been recognized, assessed and fixed to operate successfully and prevent a crisis were ignored. The park and stakeholders paid ultimate costs for their oversights.
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