COMPANY OVERVIEW
In a landscape dominated by cookie-cutter trampoline parks, Urban Air Adventure Park is a full-service family entertainment center that owns and operates indoor amusement parks and centers. Urban Air's attractions include trampolines, a runway, a foam pit, a slam dunk track, a trampoline dodgeball arena, a ninja warrior obstacle course, tube tunnels, a slides obstacle course, climbing walls, and a zipline. Urban Air was founded in 2011 by Michael Browning and his father. Even claims he can do a triple backflip on one (though we've never seen any evidence of this.)
The company began franchising in 2015/2016, with regular parks costing $2.5 million and digital attractions costing $3 million. In 2019, 80% of locations opened were owned by existing franchisees. 60% of Urban Air franchisees are multi-unit owners, and many of the operators have a background in retail, management, sales, or marketing.
Urban Air's attractions are unique and patented and can be used for birthday parties, church events, corporate gatherings, or family fun.
PURPOSE
This term paper aims to comprehensively examine UrbanAir Trampoline Park, focusing on critical aspects such as its business strategy, structured process analysis, dynamic process analysis, and ultimately providing strategic recommendations for improvement. We aim to gain insights into the company's inner workings and the necessary systems in place for their day-to-day operations. Throughout this paper, the company will be scrutinized based on its inner processes, and recommendations will be made to enhance the efficiency of the park's current dynamics.
THESIS
The effective use of information systems would give Urban Air a competitive advantage and financial performance by bringing value to the customers, maintaining accurate and reliable data with suppliers, creating strategic alliances, and enhancing innovation and integration of new technology to produce unforgettable experiences for our customers.
GANTT CHART
The purpose of the Gantt chart is to show the process of a project and the current schedule of the work that needs to be done. The green on the chart means that those tasks have been completed. Meanwhile, the orange one signifies that they are currently being worked on, and the grey ones are tasks that have not yet been started.