BDDN4103

INTRODUCTORY BUSINESS DECISION MAKING

(SEMESTER MAY 2022)

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Table of Contents

1.0 Introduction of the I-City Theme Park, Shah Alam...........................................2

2.0 Evaluation of the Possible Business Risk and Uncertainty of the I-City Theme
Park, Shah Alam..........................................................................................................5

3.0 Description and Illustrations of the Problems of the I-City Theme Park Using
Ishikawa or Fishbone Diagram...................................................................................6

4.0 Explanation on the Decision-Making Process Involved to Overcome the

Problems Encountered.................................................................................................9

5.0 Identify and Suggest the Best Way to Overcome the Problems While
Minimising Risk.........................................................................................................11

6.0 Summary...............................................................................................................13

7.0 Reference...............................................................................................................14

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1.0 Introduction of the I-City Theme Park, Shah Alam
The selected theme park is I-City Theme Park, Shah Alam. As the Chief
Executive Officer (CEO) of the theme park the responsibility to identify the current
emerging business risk which are involved with the theme park management. First to
recognize the Theme Park in detail, the I-City Theme Park is recognized by CNN as
one the Top 25 brightest places in the world. The I-City Theme Park, Shah Alam,
Selangor - City of Digital Lights. Located at D-1-G, Jalan Multimedia 7/AJ Persiaran
Multimedia, I-Gallery, Selangor Golden Triangle, Shah Alam 40000, Malaysia in
radius search of : GPS Location: 3°03'56.7"N 101°29'01.1"E (3.065743, 101.483630).
The origin and owner of I-City is started in 1999, where Tan Sri Lim acquired I-
Berhad through Sumurwang and steered the Group into property development and
ICT solutions businesses through “I-City”, a smart integrated ultra polis development
with MSC Malaysia Cyber-centre Status with a gross development value of RM9. 5

Billion.

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Figure 1.0.1: The I-City Theme Park Night Attraction – The City of Lights
Sourced from: Google Image

I-City is an MSC Malaysia Cyber centre where knowledge-based companies with

MSC Malaysia status can exploit the various incentives offered under the MSC
Malaysia Bills of Guarantee. The I-City Theme Park is under the Group’s Leisure
business centres on Leisure Park I-City. The number of visitors to I-City theme park
is driven by two categories of activities - events and functions and direct marketing
efforts by the Group. Taken together, they account for an average of 90,000 visitors a
week. In detail, the business plan for Leisure segment is to invest a total of RM 100
million in the various rides and attractions by 2018 so as to provide a comprehensive
experience for the visitors. As at end 2014, RM 70 million has been invested in the
various rides and attractions.

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Figure 1.0.2: The Available Facility at I-City Theme Park by Google Search and
the Location Maps

Sourced from: Google Image

The I-city Theme Park is compromises of I-City Theme Park, SnoWalk by I-City,
Water World by I-City, Itsy Bitsy @ I-City, Red Carpet 2 by I-City and I-City
Marketing Sdn. Bhd. The Theme Park is situated on a 25-acre tourism destination, it
is divided into 4 precincts, namely: City of Digital Lights – with amusing outdoor
park rides and over 1.0 million LEDs lights-cape, SnoWalk - a 50, 000 square feet
arctic setting maintained below 5 degree Celsius, Water World – a water theme park
introducing the first Tornado Ride in Southeast Asia; and Fun World - offer family-
oriented activities and games with Malaysia's first interactive wax museum, The Red
Carpet, and Malaysia's first Trick Art Museum. The ticket price ranges from Rm33 to
Rm250 depending on the packages and promotions rate for each amusement play. The
Theme Park is open from Monday to Sunday including Public Holidays.

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Figure 1.0.3: The Available Facility at I-City Theme Park

Sourced from: Google Image

The operating hours are for each park is

Water World: Mondays to Friday: 11.00am - 6.00pm, Weekends / Public Holidays:

10.00am - 6.00pm, Closed on Tuesday

SnoWalk / Trick Art Museum / House of Horror / Central Walk: Mondays to

Friday: 3.00pm - 11.00pm, Weekends / Public Holidays: 1.00pm - 11.00pm

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City of Digital Lights (Zone A & B) / Itsy Bitsy: Mondays to Sunday (Including
Holidays): 5.00pm - 12.00am

Abandoned Red Carpet: Mondays to Sunday (Including Holidays): 5.00pm -

11.00am

Customers can choose to follow up on the latest updates by social media and review
on the services provided via

Telegram: https://t.me/icityGT;

Facebook:https://web.facebook.com/icitymy;

Instagram:https://www.instagram.com/icitymalaysia/; and

I-City Theme Park: https://www.i-city.my/themepark.

2.0Evaluation of the Possible Business Risk and Uncertainty of the I-City Theme
Park, Shah Alam

On evaluating the possible business risk and uncertainty, the current situation
resembles the theme park is experiencing low profit after the hit of nationwide
lockdown due to the pandemic Covid-19. According to Culp, S. (2017), low
profitability is a risk factor in many industries. Although the theme park was started to
operate with all the safety precautions taken, yet the welcoming by customer is
reduced in comparing to the pre-covid operation and sales.

The Theme Park has undergone many changes and operation is based on the
government law and regulations (Heo, C. Y., & Lee, S., 2009). We are facing much
reduced turnover in the past 6 months. This may be due to many contributing reasons
and factors. A proper root cause analysis and problem-solving action is required to
overcome this matter (Barthwal, R. R., 2007). The net income of the company has
reduced almost to 80% of net profit income. This was highlighted by the financial
team and discussed during the Management Review Meetings.

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3.0 Description and Illustrations of the Problems of the I-City Theme Park Using
Ishikawa or Fishbone Diagram.

Below is the Fish-Bone Diagram which represents the problems which are faced by I-
City Theme Park:

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Figure 3.0.1: Fish-Bone Diagram – Details of the Problem for Low Profit

To explain in detail of the causes:

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4.0 Explanation on the Decision-Making Process Involved to Overcome the

Problems Encountered.

The decision making is the process of making choices by identifying the decision,
gathering the information, and assessing the alternative resolutions (Simon, H. A.,
1979). The decision-making process is a series of steps taken by an individual to
determine the best option or course of action to meet their needs (Cyert, R. M et al.,
1958). Business intelligence decisions typically fall into three categories strategic,
tactical, and operational (Magee, J. F., 1964).

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 Figure 4.0.1: Decision Making Process Flow
Sourced from: Google Image

The most common used approaching in the decision-making process is

according to the following steps:

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5.0 Identify and Suggest the Best Way to Overcome the Problems While
Minimising Risk.

To identify and suggest to best solution to solve the root cause of the potential risk,
the below listed problem solving can be countered.

1. Management – The Management of all levels must show full support and
actively involved in all the matters and issues. The Top Management must
also identify and provide the best solution to solve an issue with discussion
with other employees.

2. Staffs – The Staffs must be responsible and show full support in contributing
the best performance at work. Attitude and self-motivation is required. The
HR team may also organize much training to boost the motivation and ethics
toward the working culture.

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3. Customers – All the safety precautions and health risk must be identified
well. The customer must be given a confident of the Theme Park is safe for
customer use. The regularly clean and sanitization is required in showing the
high commitment is keeping the safety and health risk at priority. The
customers’ service must also be improved to provide the best services.

4. External Environment – The competitor effect can be reduced by having

much better offer and promotions to attract the customers. A health
competition is good for the business where we can develop a good and active
business plan to achieve the targets. To prevent to spread of Covid-19, the use
of sanitizer and external sanitation must be done on regularly and frequency of
as needed with proper checking guidance as stipulated by the Ministry of
Health Malaysia and the authorities.

5. Marketing – This is the responsibility of the sales and Marketing team with
other managements to monitor the effectiveness of the marketing strategy in
maintain and increasing the sales and revenue as guide by the proper concept
of marketing. Implementing the correct guide will benefit the potential of
reducing the risk.

6. Communication – The communication must be improved as the team work

must be adhered. The good communication among staffs and department are
important is maintain the good flow of work. Staffs must be educated on the
importance of good communications and team works.

7. Project Management – The project management team shall actively monitor

and aware of the breakage or repairs which need to be attended immediately
and ensure the facilities are safe for customer use. The fast and immediate
action must take to avoid closure or unused game sections or facility.

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 8. Creativity & Commitment – The Creative Team to have more creative ideas
and innovation from time to time to meet the customer needs and in
accordance with latest updates of enjoyment and entertainment trends.

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6.0 Summary
As a conclusion, the I-City Theme Park has identified the potential risk factors which
contribute to the low profit. The decision-making process is necessary in identifying,
analysis and implementing the solutions to overcome the problems (Márquez, F. P. G
et al., 2018). The risk must be identified, and correct mitigation is required to provide
the best option to safe the business (Simon, H. A., 1979). As the Theme Park
business is based on the customer satisfaction and attraction, the focus is mainly on
the attraction, type of packages offered and prices (Jedin, M. H. B., & Balachandran,
I. A. P., 2021). Among all the discussed problem-solving options, the risk can be

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reduced and covered in order to prevent the low profit for the next coming months
and years (Heo, C. Y., & Lee, S., 2009).

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7.0 Reference
Barthwal, R. R. (2007). Industrial Economics: an introductory text book. New Age
International.

Culp, S. (2017). Low Profitability Is a Risk Factor In Many

Industries. Forbes. https://www.forbes.com/sites/steveculp/2017/12/19/ low-
profitability-is-a-risk-factor-in-many-industr ies/?sh=6cff57ce6aae

Cyert, R. M., Dill, W. R., & March, J. G. (1958). The role of expectations in business
decision making. Administrative Science Quarterly, 307-340

Heo, C. Y., & Lee, S. (2009). Application of revenue management practices to the
theme park industry. International journal of hospitality management, 28(3),
446-453

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TripAdvisor. (2022) I-CITY THEME PARK (Shah Alam) - All You Need to Know
BEFORE You Go. Retrieved June 23, 2022 from
https://www.tripadvisor.com.my/Attraction_Review-g 298316-d2277698-
Reviews-I_City_Theme_Park-Shah_Ala m_Petaling_District_Selangor.html

Jedin, M. H. B., & Balachandran, I. A. P. (2021). Marketing Mix Elements and

Customer Service Satisfaction: Empirical Evidence in the Malaysia
Edutainment Theme Park Industry. Services Marketing Quarterly, 42(1-2), 93-
107

Márquez, F. P. G., Marugán, A. P., & Papaelias, M. (2018). Introductory chapter: An

overview to the analytic principles with business practice in decision making.
Decision Making

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 Weblink references:
https://www.elgaronline.com
https://iticket.i-city.my

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