The company under scrutiny in this essay is the Walt Disney Company; we are particularly interested in the operations of Disney World, a theme park known around the globe. An NYTimes article dated January 7 2013, written by Brooks Barnes, illustrated Disney’s implementation of the MagicBand, a wristband which aims to replace the use of printed tickets. These MagicBands will be encoded with customers’ credit card information along with other personal details (provided with the customer’s consent), thus, allowing all transactions within Disney World to be made via usage of these bands. In addition to that, a smartphone app called My Disney Experience has been created as a complement to these bands. These drastic shifts implemented by Disney in order to better consumer experience as a whole reflect the marketing strategy of customer orientation.
Customer orientation is defined as the manifestation of the belief that customers and their perspectives are of the highest value and consequence in an organisation; it involves adopting a customer-centric stance towards the operations of a business (Zablah et. al, 2012). Business strategies that tend to reflect customer orientation might include recognising customer needs and wants when developing a quality product in line with customer motivations and aspirations as well as responding promptly to consumer complaints and queries. These go hand-in-hand when developing a product which not only has a high functionality, but is also of great appeal to customers, as is characteristic of a customer orientation. The latter point is illustrated clearly in this scenario: a frequent complaint of Disney World customers is the long queues - the MagicBand thus aims to rectify this problem. MagicBands are capable of making queues a thing of the past; customers simply have to scan their MagicBands against sensors located at the entrance of every ride and a notification issued via the My Disney Experience app will signal to them when it...
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