How the Internet and related technologies, as disruptive technologies, have assisted Disney World in improving customer experiences. Part of the trick lies in the clever way Disney teaches you to use them – and, by extension, howto use the park. It begins when you book your ticket online and pick your favourite rides.© The Independent Institute of Education (Pty) Ltd 2020Page 4 of 816; 17; 18; 19; 202021Disney's servers crunch your preferences, then neatly package them into an itinerary calculated tokeep the route between stops from being a slog – or a frustrating zig-zag back and forth acrossthe park. Then, in the weeks before your trip, the wristband arrives in the mail, etched with yourname-'m yours, try me on. If you sign up in advance for the so-called "Magical Express," theMagicBand replaces all of the details and hassles of paper once you touch-down in Orlando.Express users can board a park-bound shuttle, and check into the hotel. They don't have to mindtheir luggage, because each piece gets tagged at your home airport, so that it can follow you toyour hotel, then your room. Once you arrive at the park, there are no tickets to hand over. Justtap your MagicBand at the gate and swipe onto the rides you've already reserved. If you've optedin on the web, the MagicBand is the only thing you need.It's amazing how much friction Disney has engineered away: There's no need to rent a car orwaste time at the baggage carousel. You don't need to carry cash, because the MagicBand islinked to your credit card. You don't need to wait in long lines. This is just what the experiencelooks like to you, the visitor. For Disney, the MagicBands, the thousands of sensors they talk with,and the 100 systems linked together to create MyMagicPlus turn the park into a giant computer- streaming real-time data about where guests are, what they're doing, and what they want. It'sdesigned to anticipate your desires. Which makes it exactly the type of thing Apple, Facebook, andGoogle are trying to build.Disney shrouds its creative process in secrecy. This is both strategic and cultural: The companydoesn't want its magic tainted by the messy realities behind the curtain. That's particularly true ofthe MagicBands. Piecing together their origin required more than two dozen interviews withexecutives at Disney and with designers and engineers who worked on the project but couldspeak only anonymously due to non-disclosure agreements. Though the team behind thissprawling platform eventually swelled to more than 1,000 people, the idea started years ago witha handful of insiders. By the summer of 2013, when MagicBands first trickled into public tests,they would change almost every detail of the meticulously plotted choreography that rules DisneyWorld itself. "The whole system gave Disney a way of understanding the business," says Franklin,who stepped down last July as Disney's executive vice president of next-generation experience."Knowing we need more food here, how people are flowing through the park, how people areconsuming the experiential product." It also allows Disney to optimise employees. The goal was tocreate a system that would essentially replace the time spent fiddling with payments and ticketsfor moments of personal interactions with visitors. they would change almost every detail of the meticulously plotted choreography that rules DisneyW--ldibrolf. “The whole system gave Disney a way of understanding the business," says Franklin,6 of 8 ed down last July as Disney's executive vice president of next-generation experience.we need more food here, how people are flowing through the park, how people areconsuming the experiential product." It also allows Disney to optimise employees. The goal was tocreate a system that would essentially replace the time spent fiddling with payments and ticketsfor moments of personal interactions with visitors.© The Independent Institute of Education (Pty) Ltd 2020Page 5 of 816; 17; 18; 19; 202021The MagicBands and MyMagicPlus allow employees to "move past transactions, into aninteractive space, where they can personalise the experience," Crofton says. What started as agrand technology platform has inevitably changed the texture of the experience.Meanwhile, the digital world – and the ease with which we carry it around in our phones – hasfilled our lives with new expectations and endless entertainment options. "I can't think of abusiness that isn't affected by more choice and more access to information and an increasingdesire for personalisation," says Staggs. And that feeling of ease, and whatever flows from it, justmight make you more apt to come back. Will the world at large ever become something akin toDisney World, loaded with sensors attuned to our every move, designed to free us? There aresigns. It's already starting to appear on Disney cruise ships, and Staggs says airlines, sportsleagues, and sports teams have asked about the technology. “We're just at the beginning ofunderstanding what to do with this," he says. What Staggs doesn't share, but what former teammembers do, is that Disney already has conceived, designed, and engineered many more featuresthat seem to border on science fiction – features even more ambitious than delivering your foodto you without your having to ask. They could have Mickey and Snow White find you. They mightuse the park's myriad cameras to capture candid moments of your family – enjoying rides,meeting Snow white-and stitch them together into a personalised film. (The product teamscalled this the Story Engine.) But they might also know when you've waited too long in line andemail you a coupon for free ice cream or a pass to another ride. And with that, they'll havehooked the white whale of customer service: Turning a negative experience into a positive one. Itrecasts your memories of a place – that's why casinos comp you drinks and shows when you loseat the tables.Though Franklin wouldn't comment on the particulars of these possibilities, he did offer anintriguing summary of them. "What people call the Internet of Things is just a technologicalunderpinning that misses the point, " he says. "This is about the experiential Internet. The guestdoesn't need to know how it happened. It's about the magic of the food arriving." These are theexperiences that many more designers will soon be striving for: invisible, everywhere, and, in aword, mundane. Which is its own kind of magic.Source: Adapted from: Kuang, C. 2015. Disney's $1 Billion Bet on a Magical Wristband. Wired.[Online]. Available at: https://www.wired.com/2015/03/disney-magicband/ [Accessed: 19November 2019].

Question

How the Internet and related technologies, as disruptive technologies, have assisted Disney World in improving customer experiences. Part of the trick lies in the clever way Disney teaches you to use them – and, by extension, howto use the park. It begins when you book your ticket online and pick your favourite rides.© The Independent Institute of Education (Pty) Ltd 2020Page 4 of 816; 17; 18; 19; 202021Disney's servers crunch your preferences, then neatly package them into an itinerary calculated tokeep the route between stops from being a slog – or a frustrating zig-zag back and forth acrossthe park. Then, in the weeks before your trip, the wristband arrives in the mail, etched with yourname-'m yours, try me on. If you sign up in advance for the so-called &#34;Magical Express,&#34; theMagicBand replaces all of the details and hassles of paper once you touch-down in Orlando.Express users can board a park-bound shuttle, and check into the hotel. They don't have to mindtheir luggage, because each piece gets tagged at your home airport, so that it can follow you toyour hotel, then your room. Once you arrive at the park, there are no tickets to hand over. Justtap your MagicBand at the gate and swipe onto the rides you've already reserved. If you've optedin on the web, the MagicBand is the only thing you need.It's amazing how much friction Disney has engineered away: There's no need to rent a car orwaste time at the baggage carousel. You don't need to carry cash, because the MagicBand islinked to your credit card. You don't need to wait in long lines. This is just what the experiencelooks like to you, the visitor. For Disney, the MagicBands, the thousands of sensors they talk with,and the 100 systems linked together to create MyMagicPlus turn the park into a giant computer- streaming real-time data about where guests are, what they're doing, and what they want. It'sdesigned to anticipate your desires. Which makes it exactly the type of thing Apple, Facebook, andGoogle are trying to build.Disney shrouds its creative process in secrecy. This is both strategic and cultural: The companydoesn't want its magic tainted by the messy realities behind the curtain. That's particularly true ofthe MagicBands. Piecing together their origin required more than two dozen interviews withexecutives at Disney and with designers and engineers who worked on the project but couldspeak only anonymously due to non-disclosure agreements. Though the team behind thissprawling platform eventually swelled to more than 1,000 people, the idea started years ago witha handful of insiders. By the summer of 2013, when MagicBands first trickled into public tests,they would change almost every detail of the meticulously plotted choreography that rules DisneyWorld itself. &#34;The whole system gave Disney a way of understanding the business,&#34; says Franklin,who stepped down last July as Disney's executive vice president of next-generation experience.&#34;Knowing we need more food here, how people are flowing through the park, how people areconsuming the experiential product.&#34; It also allows Disney to optimise employees. The goal was tocreate a system that would essentially replace the time spent fiddling with payments and ticketsfor moments of personal interactions with visitors. they would change almost every detail of the meticulously plotted choreography that rules DisneyW--ldibrolf. “The whole system gave Disney a way of understanding the business,&#34; says Franklin,6 of 8 ed down last July as Disney's executive vice president of next-generation experience.we need more food here, how people are flowing through the park, how people areconsuming the experiential product.&#34; It also allows Disney to optimise employees. The goal was tocreate a system that would essentially replace the time spent fiddling with payments and ticketsfor moments of personal interactions with visitors.© The Independent Institute of Education (Pty) Ltd 2020Page 5 of 816; 17; 18; 19; 202021The MagicBands and MyMagicPlus allow employees to &#34;move past transactions, into aninteractive space, where they can personalise the experience,&#34; Crofton says. What started as agrand technology platform has inevitably changed the texture of the experience.Meanwhile, the digital world – and the ease with which we carry it around in our phones – hasfilled our lives with new expectations and endless entertainment options. &#34;I can't think of abusiness that isn't affected by more choice and more access to information and an increasingdesire for personalisation,&#34; says Staggs. And that feeling of ease, and whatever flows from it, justmight make you more apt to come back. Will the world at large ever become something akin toDisney World, loaded with sensors attuned to our every move, designed to free us? There aresigns. It's already starting to appear on Disney cruise ships, and Staggs says airlines, sportsleagues, and sports teams have asked about the technology. “We're just at the beginning ofunderstanding what to do with this,&#34; he says. What Staggs doesn't share, but what former teammembers do, is that Disney already has conceived, designed, and engineered many more featuresthat seem to border on science fiction – features even more ambitious than delivering your foodto you without your having to ask. They could have Mickey and Snow White find you. They mightuse the park's myriad cameras to capture candid moments of your family – enjoying rides,meeting Snow white-and stitch them together into a personalised film. (The product teamscalled this the Story Engine.) But they might also know when you've waited too long in line andemail you a coupon for free ice cream or a pass to another ride. And with that, they'll havehooked the white whale of customer service: Turning a negative experience into a positive one. Itrecasts your memories of a place – that's why casinos comp you drinks and shows when you loseat the tables.Though Franklin wouldn't comment on the particulars of these possibilities, he did offer anintriguing summary of them. &#34;What people call the Internet of Things is just a technologicalunderpinning that misses the point, &#34; he says. &#34;This is about the experiential Internet. The guestdoesn't need to know how it happened. It's about the magic of the food arriving.&#34; These are theexperiences that many more designers will soon be striving for: invisible, everywhere, and, in aword, mundane. Which is its own kind of magic.Source: Adapted from: Kuang, C. 2015. Disney's $1 Billion Bet on a Magical Wristband. Wired.[Online]. Available at: https://www.wired.com/2015/03/disney-magicband/ [Accessed: 19November 2019].

Accepted Answer

Given:

How the Internet and related technologies, as disruptive technologies, have assisted…