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Decision Making

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The beautiful and modern-day Wallingford Bowling Center is running to a serious problem. The owners consider a major problem with the bowling center is that the profit pool is too low at the end of the year and capacity and sales needs to be increased. In order to improve the profit and maximize the capacity and sales dollars, the managers need to consider what resources to make the right decisions for bowling center. There are five alternative solutions to approach: more advertising, offering incentives to customers during slow hours to increase sales, use the extra space and rooms to generate income by renting that space, closing the business during slow times, and put the business on the market to gauge potential profit from sale. Bateman and Snell (2011) stated that “It is important to understand why decision making can be so challenging” (p. 86). Many solutions to solve the blowing center’s problem; however, which solutions can be the best for the Wallingford Bowling Center?

Decision Making within the Wallingford Bowling Center McDonald stated that “The business executive is by profession a decision maker. Uncertainty is his opponent. Overcoming it is his mission.” What make the different between a good decision and a bad decision? A “good” decision-one that uses analytic decision making-is based on logic and considers all available data and possible alternatives.
The beautiful Wallingford Bowling Center’s modern-day facility features a multilevel spacious interior with three rows of 16 lanes on two separate levels of the building, a full-service bar, a small restaurant, a game room (pool, videogames, pinball), and two locker rooms. The facility sits on a spacious lot with plenty of parking and room to grow. However, it doesn’t grow as good as expected. The goal of this case study is to help the reader understand the effect of

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