Critique on “MAGICBANDS IN THE MAGIC KINGDOM:
CUSTOMER-CENTRIC INFORMATION TECHNOLOGY
IMPLEMENTATION AT DISNEY”- Borkowski, S., Sandrick, C., Wagila, K., Goller, C., Ye, C., & Zhao, L.
Information technology expedites innovation and innovation is key to business prosperity. Innovation results in smarter systems, faster processes and ample information distribution that produces the daily needs and requirements of the customer/end user. In this journal, we see the authors discuss the Internet of Things (IoT), Customer interaction, Big Data and adopting new technology bolstered Walt Disney Company to propose a customer-centric model to the world (Borkowski, 2016).
The Authors initiates by explaining how information technology helped Disney to develop Magic bands which helped them to deliver a customer-centric business model to the world. The reader is then educated on how Disney always wanted a product which is so innovative that not only caters memorable personalized experience to the customers, but also mitigate complaints regarding hotel reservation, long queues and high prices, since customer satisfaction is very crucial in decision making for a service-related organisation. In early 2014, magic bands were introduced with Radio Frequency Identification (RFID) technology which empowered the visitors to enter theme parks, hotel rooms, and restaurant with swipe across the RFID reader machines (Baldwin, 2014). The reader also draws a detailed description of project success and positive user feedback. Finally, with the adoption of new technology such as IoT, and Big Data Disney was able to successfully provide memorable personalized experience and attained higher profit revenue by learning customer needs and behaviour.
I do not agree with authors way of articulating the project’s success by only highlighting on how they achieve customer-centric business model. However, use of univocal language, states that the authors have made no presumptions with respect to the reader’s background. They have a go to a deeper extends in transferring the overall picture of how Information Technology changed the customer’s experience. Coming to the challenges and risks encountered, the issues seem to be broader than what is at hand. The authors have nowhere mentioned the challenges faced by customers while using the Magic Bands. Which raises the question was Magic Band perfect wearable technology with no flaws faced. Taking the context of how compelling a project can get, a perfect product seems far from feasible. Since the authors have only mentioned about positive user experience while using magic bands there were a lot of issues faced by users where the technology was not working properly and the user had to swipe across the machines several times in order to complete a transaction or during checking in (Grainer, 2015). Also, there was no indication of the expenditure and infrastructure replacement needed to use the new technology. In order to adapt to the service, Disney had to switch 25,000 hotel room locks in order to be RFID compatible and develop numerous mobile application and websites (Baldwin, 2014). The business model, which was facilitated to deliver the most personalized memorable experience presented biased towards the brand. Whereas, by just acknowledging about the positive user feedback the author fails to acknowledge the privacy concerns where the customer’s felt a bit anxious about the wearable as they sensed their child’s privacy was getting invaded (Barnes, 2013).
Overall the journal has decisively shown Disney’s ideal business model. Although, having an ideal product is absurd, just by citing the positive user experience has offered me provoking insights in the field of implementation of large system design. From my personal point of view, I feel that it would also be important to acknowledge the contrary side while showcasing newer technologies to the general public where technology reception for each individual is distinct and acknowledging broader perspective is important for all organisation catering to a diverse audience.
Baldwin, C. (2014). Disney spreads the magic through wearable technology, ComputerWeekly, October, 2014.
Barnes, B. (2013). At Disney Parks, a bracelet meant to build loyalty (and sales). New York Times.
Borkowski, S., Sandrick, C., Wagila, K., Goller, C., Ye, C., & Zhao, L. (2016). Magicbands in the Magic Kingdom: Customer-Centric Information Technology Implementation at Disney. Journal of the International Academy for Case Studies, 22(3), 143.
Grainer, S. (2015). Wearing the Future: How Disney’s Magic Band Sets the Bar for Wearables – UXcellence. online Uxcellence.com. Available at: https://uxcellence.com/2015/wearing-the-future Accessed 10 Aug. 2018.