The beautiful and modern-day Wallingford Bowling Center is running to a serious problem. The owners consider a major problem with the bowling center is that the profit pool is too low at the end of the year and capacity and sales needs to be increased. In order to improve the profit and maximize the capacity and sales dollars, the managers need to consider what resources to make the right decisions for bowling center. There are five alternative solutions to approach: more advertising, offering incentives to customers during slow hours to increase sales, use the extra space and rooms to generate income by renting that space, closing the business during slow times, and put the ...view middle of the document...
Bateman and Snell (2011) created six stages of the ideal decision making that can help bowling center to make solve their problem. Deepa Kartha, in her article 6 Steps to Decision-making Process (2012), provides an excellent explanation and summary of six steps.
Bateman and Snell’s six stages are:
1. Identify and diagnose the problem.
2. Generate alternative solutions.
3. Evaluate alternatives
4. Make the choice
5. Implement the decision
6. Evaluate the decision
Kartha’s (2012) summary was most interesting because she notes, “These steps may, at first, seem very complicated. However, these are essential decision-making techniques that would aid you in taking proper decisions in your personal as well as professional life. Moreover, decision-making is an ongoing process and will never come to a standstill”.
In using and applying these concepts to the Wallingford Bowling Center case, the prominent problem with the bowling center is the profit pool is too low at the end of the year. This reduced in profit is due to many factors. As it has seen, Wallingford is not operating in full capacity for most days of the week but it is still open for twenty four hours regardless of its operation. The net income is 2.38 percent of the total revenue generated and it shows that operation cost is very high. Having the above mentioned problems and more, Wallingford cannot have a good future unless there is immediate solution for. The major challenge the center faces which is maximizing the capacity and sales. There are five alternative solutions: more advertising, offering incentives to customers during slow hours to increase sales, using the extra space and rooms to generate income by renting that space, closing the business during slow times, putting the business on the market to gauge potential profit from sale. In evaluating the alternatives determine the adequacy of the alternatives that have been generated. More advertising would provide a larger customer base especially for the slow periods in turn increasing profits, but it may not be an adequate solution because of the company’s position of operating expenses; however it could increase profits by luring in more customers especially during times when capacity is low. Offering an incentive to customers is an option that could provide more customers that otherwise would not have visited the business. Using the extra space of...