It is well known that most activities in which a service is provided require customers to wait in a queue during the experience. One thing that is inherent in waiting lines is the universal dislike for the process. In fact, the feelings and opinions developed in waiting lines influence the customers perception of the awaited experience. In this paper, Disney is used as a case study for queuing solutions. In particular, we examine their implementation of Knowledge Management (KM) solutions to improve the waiting line process. The use of Disney cast members as human capital combined with the knowledge of customer preferences has made the FASTPASS an innovative solution to enhance queuing in the Disney theme parks. In the past, KM has been thought of as the collection of technological assets and managerial policies that compensate for information failures. In fact, the individuals need for human interaction provides the richest opportunity for knowledge acquisition. Disneys ability to capture customers in virtual queues while giving them a pleasurable waiting experience has made them a leader in KM initiatives in the service industry.

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Ra chelle F. Cope, Ray mond O. Folse and Rob ert F. Cope, III 30 Man age ment Re search News Bio graphi cal Notes Ra chelle F. Cope and Rob ert F. Cope III can both be con tacted at the De part ment of Man age ment, South east ern Lou isi ana Uni ver sity, Ham mond, LA 70402 and Ray mond O. Folse at the Nicholls State Uni ver sity, Thi bo daux, Lou isi ana, USA. Ta ble 1The Four Qual ity Char ac ter is tics of a Soft ware Prod uct Char ac ter is tic De scrip tion Cor rect ness A soft ware prod uct is cor rect if it sat is fies its speci fi ca tions. Ac cu racy This is the de gree of ex act ness of the data con tained in a prod uct unit. Us abil ity This is the qual ity of be ing us able and en hanc ing user pro duc tiv ity. Com mu ni ca tive ness This is the qual ity of be ing easy to in ter pret and un der stand.

Almost all service experiences require customers to wait in a queue at some point during the service encounter. Although waiting is a natural part of many services, for most customers, waiting is an annoyance. One of the most recent and innovative ways of making the wait invisible is through the application of virtual queues. Disney is a leader in this queuing advancement which allows customers to participate in other activities while they wait for an appointed time at their desired activity. In the past, queuing systems were modeled and studied as a means to minimize the negative aspects of service waits. However, in today’s service environment, technology has provided businesses with the ability to create captured audiences through virtual queues. In fact, a powerful opportunity now exists for service firms to strategically co-brand products. In our work, we first explore queuing in the services industry. We then investigate Disney’s queuing advancement – FASTPASSTM. Strategies for co-branding services are discussed as opportunities to increase sales volumes and profit margins.

Due to recent changes in global shipping, we investigate the Merchant Marine Act of 1920 – also known as the Jones Act. When constructed, our governing body decided that the Act was necessary for the country’s naval defenses and for proper growth of foreign and domestic commerce. The plan was for the fleet to be owned and operated privately by citizens of the United States. However, in today’s economic conditions some are wondering if the Jones Act is a liability to foreign commerce. In our work, we explore the advantages of naval defense and shipbuilding as well as the disadvantages on commerce and U.S. transportation infrastructure. To conclude, we offer opinions for policy changes to create a more level playing field for the U.S. to compete in global logistics.