MB5530 Information

Systems in Organisations

Lecture 7

The Main Case Study

Agenda
10:00 – 10:30 Introduction to the Outrigger Hotels and Resorts
10:30 – 12:30 Discuss the case and prepare presentations
Students are assigned into small groups
Read the case (if you require)
Divide roles to answer the questions
Prepare a ppt slides
Have refreshment as needed
12:30 – 13:30 Group presentation
13:30 – 14:00 Wrap Up
Outrigger Hotels and Resorts 08 March 2021

Founded in 1963 by Roy C. Kelley taking over the Outrigger Canoe Club in
Hawaii
Started as “Outrigger Hotels” with the mission of bringing the dream of a
vacation in Paradise within the reach of the middle-class traveler.
1990s - Geographical diversification strategy to and beyond neighboring
islands.
Diversified product portfolio adding condominium resorts
1996 – The first international expansion to Republic of the Marshall Islands
1999 – Changed name as Outrigger Hotels and Resorts
Launch of OHANA Hotels of Hawaii – for budget customers
Complexity and difficulty of managing condominiums (Marketing and
Managing)

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Outrigger Hotels and Resorts vs Market 08 March 2021

3,600 Employees
A portfolio of properties exceeding U.S. $1.4 billion
Revenues of $45 million

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Hospitality Market in Hawaii 08 March 2021

Performance levels above the average of the global industry

Major Customer base - U.S. Westbound traffic, Japanese Eastbound traffic
High return rates (50% westbound, 65% east bound)
Products – Multi-island stays, Package products, Dynamic packaging (online travel
agencies)
Competitors – The main competitors are local leisure focused players though the larger
brand players have already entered.

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Discussion Questions 08 March 2021

1. What is Outrigger Hotels and Resort’s strategic position? What are its strength and
weaknesses (SWOT analysis)?
2. What are the firm’s Critical Success Factors (CSF)?
3. How well are current IS resources serving the needs of Outrigger Hotels and Resorts?
4. What should be, in your opinion, the role of the IS function at Outrigger Hotels and
Resorts?
5. Can you articulate the IS vision
6. Can you articulate the IS guidelines (technological and Organizational) for the firm?
7. How well positioned is Outrigger Hotels and Resorts to achieve its IS vision following the
path laid out by the guidelines (SWOT analysis of current IS)?
8. Based on your proposed IS plan for Outrigger Hotels and Resorts, what strategic
initiatives would you propose?
9. What are the values created by the strategic initiatives? Does the new values justify
required cost?

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