Conference Decision Case, Part 2 Date: September 15, Two weeks after New Orleans was devastated by Hurricane Katrina, you made the decision to postpone the conference and select a different city to hold the conference.
Conference Decision Case Date: Unfortunately, Hurricane Katrina has struck the city leaving a wake of destruction. Based on what you see on television, the hotel and the city cannot possibly accommodate this or any conference for the foreseeable future.
Approximately attendees are scheduled to attend, flying in from all over the country.
All attendees prepaid their registration fee for the conference. During the conference, several product enhancement ideas are developed by the users, and this input is often used in future releases of the product.
Potential new customers are invited to the event, and their involvement often leads to securing new contracts for the accounting system as they gain confidence in the system, seeing others use it.
You are getting calls from the registered attendees asking what to do.
Senior management feels that the conference is critical to ensure continued customer engagement and fears that cancelling the conference altogether will lose the momentum the company has developed over the past few years.
Keeping the original dates and moving to a different city may drastically increase costs due to the short advanced notice. Will people cancel because of the higher hotel costs? If the date is changed, will the speakers and attendees still be able to attend? Define the decision problem.
As part of defining the decision problem, the following questions should be addressed. What is the general nature of the problem? What event triggered the situation? Are we imposing any constraints on the situation?
What are the underlying elements of the problem? Are there dependencies on other decisions?
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