management - TourismInsights

THEME PARK DESIGN
MORE DASH
LESS CASH
In the current climate, theme park operators need to be careful
with their cash while still providing something new to ensure
visitors keep coming back. Kathleen Whyman asks designers,
architects and operators how this can be achieved within budget
ROUSE YOUR SLEEPING ASSETS
BRC Imagination Arts BV
Bart Dohmen, managing director, The Netherlands
It’s interesting to look at recommendations
of how operators can refresh their offer
on a budget at a time when many claim
to have record attendance numbers. This
implies everything’s going well, but there’s
something behind these high attendance
numbers – most have been achieved by
lowering entrance prices or other forms of
discounting. This begs the question, what
does 25 per cent more people paying 25
per cent less do for your profit margin or
the costs of maintenance and operation?
Some attractions, however, achieved
improved numbers without special promotions,
so what did they do differently?
The answer is in the basics of business
– distinguish yourself from the rest with a
clear vision of who you are and what you
do, then deliver on that promise. Great
examples of these include Efteling, The
Netherlands, Plopsaland, Belgium, and
Puy de Fou, France. Attractions like these
offer psychological comfort during a crises,
as visitors feel comfortable and looked
after in these environments.
Also at work here is the staycation trend.
A perfect example is Europapark, Germany,
which offers a short stay in a hotel or bungalow
with unlimited access to the theme
park. According to news articles, during
a crises people take a short vacation and
stay in their own area. My fi rst budget
recommendation takes advantage of this
trend – if you don’t have a hotel, partner
with local hotels and offer guests a package.
But do something special with it.
My second recommendation is to focus
on your identity and market that. Parks
with a clear identity can do this more easily.
Think of Efteling – the fairy tale forest
is the soul of Efteling. The only attractions
they’ve added in recent years have been
small additions supporting the core theme,
while marketing has reinforced the connection
the Dutch have with the fairy tale forest.
My third piece of advice is to think
outside the box when it comes to existing
assets. How can you leverage them,
put them to work and make them better
or more available? Can you extend your
opening times by doing something extra?
Where are your sleeping assets that can be
roused and put to work? Thinking this way
led to the development of the successful
Winter Efteling celebrations.
These three recommendations may
require more thinking and work than the
usual off-the-shelf quick fi x, but they build
long-term value and a stronger brand. Also,
never forget that off-the-shelf solutions
are easily copied, which hurts, rather than
helps, your competitive advantage. Be yourself,
be original and do it with courage.”
Attractions that deliver on their promise,
such as Efteling, offer visitors comfort as
they feel looked after
“HOW CAN YOU LEVERAGE
YOUR EXISTING ASSETS,
PUT THEM TO WORK
AND MAKE THEM
BETTER? CAN YOU
EXTEND YOUR OPENING
TIMES? WHERE ARE
YOUR SLEEPING ASSETS
THAT CAN BE ROUSED
AND PUT TO WORK?”
32
Read Attractions Management online attractionsmanagement.com/digital
AM 1 2010 © cybertrek 2010