Canyon Ranch
1.Using the IS Triangle, describe Canyon Ranc’s business, organizational, and information technology strategies.
The business strategy that the Canyon Ranch follows was somewhat difficult to identify because they really don’t follow one particular model. The closest perhaps is Porter’s competitive strategies model which include differentiation, focus and overall cost leadership. Canyon Ranch attains two of the three criteria noted by Porter.
Canyon Ranch has differentiated themselves by combining the traditional spa services with a healthily lifestyle.
Their mission was to create “a place where people would be inspired and motivated to translate their healthiest thoughts in to action. Canyon Ranch achieves this differentiation by offering traditional spa/resort activities such as golf, whirlpools, massage and beauty salons but by adding nutrition classes, cardiac stress tests and water aerobics for pain management. Their focus is on specific, upper middle class women who will not com promise on getting the best in a destination resort. Customers who want to pamper themselves initially but to incorporate healthier living in their daily routine.
Organizationally, Canyon Ranch foll ows more of a business diamond strategy.
They focus on business processes, tasks and structures and how well they support the company’s values and beliefs. These are all supported by management and systems.
Until recently IS wasn’t much of a consideration. Recently, Canyon Ranch has created an IT leadership position that reports to seni or management. While, Canyon Ranch has realized that IS will be of more importance as they continue to expand they operations they still don’t not have a comprehensive IS strategy that is aligned closely with the current business needs and more importantly is focused on where the business is headed.

2.Should Canyon Ranch engage in a