Outrigger is a resort/hospitality firm that started in Waikiki. Most of its properties are located in Hawaii but the company has a number of international properties as well. Outrigger has a mix of properties. Using Porter's typology, some Outrigger properties compete as cost leaders while others have a differentiated strategy. This creates confusion for customers, despite different branding for the different segments. The company also has a number of condominium properties. The company competes against major hotel/resort operators, and as such needs to have a strong brand. There is considerable brand loyalty in the Hawaii market, so all firms in the industry need to spend on marketing to attract business in the first place. The current IS resources are insufficient for Outrigger's needs. One problem is that while Hawaii reservations are centralized, customers must contact individual resorts elsewhere for booking....
This effectively squanders the Outrigger brand equity, and creates a barrier between purchase desire and purchase. The decentralization does not serve its needs well, especially since all major competitors have centralized control and booking, something that ensure consistency of customer experience and creates a norm for the industry that Outrigger's antiquated system cannot match.
Outrigger will need to define a strategy for it that makes the ERP system more of an asset than a liability. 3. What should be, in your opinion, the role of the IS function at Outrigger Hotels and Resorts? The IS function at Outrigger should be the catalyst of all strategic activity, with special emphasis on gaining greater customer insight using the E.piphany datamart integrated with the Stellex transactional database and
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