Enchanted Kingdom Case study
Opportunities – Visitors coming in groups could be corporate (handling company anniversaries, parties, product launches, company and family outings, sport fests, wedding receptions, birthday parties, concerts and fund-raising activities), travel (handling our groups), and school (handling educational field trips, graduation balls, and prom nights) – Majority of those who visited the park were young people between 13 to 29 years of age. A big chunk of the park’s revenues came from its admission fees and retail operations. – Continuous demand for recreational activities – People celebrate different occasions all throughout the year – Increasing demand on semesters breaks and vacation of students – People are attracted on buying group or corporate packages b.
Threats – Precarious economic conditions (currency crisis) in late 1997 there recreational establishments – Fluctuating demand – The Financial Crisis in Asia – Competition from People began cutting “unnecessary expenses” Including leisure expenses – Fluctuating demands all throughout the year Negative responses of the disappointed customers – Competition from other recreational establishments such as malls. .
Strengths – Pioneer theme park – world-class themed leisure, recreation and entertainment – Seven ‘fantastic’ theme zones Spacious land – Accessible to public (close to Metro Manila) – Rides imported from United States, Germany, and Japan. With musical entertainment (popular guest bands and in-house bands) – With fireworks display every weekend – Accredited with the International Theme Park Inc. Complied to International safety standards) – Highest standards in safety, services, products, facilities, and attractions – Crew members trained in Disney, USA – Allowed to speak only fluent English at all times for their target market-ABA class – Conducts regular survey among customers making prior ticket purchases – Park was open year-round from Mondays to Sundays except Amanda Thursday and Good Friday during Holy Week. – Unlimited use of rides and attractions within the park – Park owned food stalls and souvenir stores d.
Weaknesses – Almost four years since it last introduced a new major ride or attraction (novelty of the place started to wear of – Plunged attendance by 1997 – Maintenance made up the bulk of its expenses – Usually took 30-40 minutes for the visitor to wait (waiting lines) for a major ride during peak seasons because of overcrowding – The park had to continue incurring fixed overhead costs to serve a very thin crowd during lean months – Late and/or absence of any sales blitz in the form of posters and flyers to universities and colleges B.
Product Life Cycle Introduction Upon opening, the EEK started at high price yet the demand is high Growth There is an increasing trend for the demand since EEK has been well-publicized Maturity There was a stable demand for some time then went down due to critical events that took place Decline The demand decreases after financial crisis and ineffective publicity/promotion offers. C. Target Market The target market of Enchanted Kingdom mainly belongs to the ABA class.
After having woo critical events in 1997, the management decided to change their marketing strategies, and targeted the general public like students, government workers, and those who are planning to have parties/celebrations/tours.
D. Product Positioning Enchanted Kingdom has positioned itself as a Philippine leader in world-class themed leisure, recreation, and entertainment committed to provide guests of all ages a total and unique experience of fun and enjoyment. E.
Current Marketing Mix or Marketing Strategies a. Product Enchanted Kingdom offers their customers a world-class magical experience of entertainment and leisure through wide variety of good outlets, new rides and attractions Imported aurora, wee variety AT Too outlets, specialty snoops, Ana peeve games center. Visitors could also swing to the beat of live wire of musical entertainment from popular guest bands and in-house bands.
And fireworks display was available for public viewing every weekend. B.
Physical Evidence Enchanted Kingdom has distributed publication materials (I,e, print ads, poster, flyers) for their services and discounts. C. Place The location is a 16. 6 ha land quite accessible to the public because it was Just km way from Magmata.
D. Promotion 1997 second half of the year Price-decrease First time EEK visitors were given lesser entrance fee on certain days and months 1997 April-May Ticket with Pepsi 1997 August COLLABORATION promo Government Promo An exclusive day was set aside for employees of government institutions, ASS, and SSL. 100 entrance fee) 1997 September Magic Treat Promo 1998 April-May Barbuda Treat Promo Summer vacation treat for students, walk-in guests with big entrance fee discount 1998 June-September Government Promo and Collaboration Promo 1998 Semesters break Semester treat Promo For four tickets, two were given for free f. Process management How- To avail the service, EEK has two customer segments. These include walk-ins and those who pre-book their visits through the sales office as a group.
When- all throughout the year within specific days including peak and non-peak seasons Where- EEK entrance location and online pre-booking g.
People Internal-employees (crew members and staff received service training from Disney USA and are advised to speak in fluent English at all times. External-customers (I. E. Adults, children, senior citizens, students, government employees) Ill. The Case Problem How does the top management/marketing manager of the Enchanted Kingdom even out its demand throughout the year?
IV. Case Objective I Nils study alms to: 0 To effectively formulate a strategy that would increase theme park attendance 0 To ensure theme park attendance even-out during peak and non-peak seasons all through the year 0 To increase the number of people going to the park despite financial crisis and other challenges/threats both for the intended customers and the management itself V.
Alternative Solutions to the Problem Alternative Courses of Action A. Addition of new major rides and attractions in the park. B.
Adjusting of prices depending on the season, month, day, or occasion. C.
Intensive Promotions during non-peak seasons Alternative pros Cons 0 Will encourage returning customers. 0 Will attract more attendances and increase the demand for the park 0 Will increase the customer’s satisfaction 0 Will provide more thrilling and exciting new rides 0 Will provide more entertainment options due to additional attractions 0 Very costly 0 Impractical for the management due to financing and weak demand 0 Doesn’t necessarily stabilize the demand of the park.
