WonderLa_Group4

8/11/2019 WonderLa_Group4

1/19

WONDER LA A Brand in

Service of Fun

Shruti Mandal PGP/17/50

Ajinkya Pachghare PGP/17/128

Pratibha Pal PGP/17/158

Srilekha Bhattiprolu PGP/17/178Srishty Barla PGP/17/179

Subrata Pradhan PGP/17/180

Harsh Naroliya PGP/17/208


2/19

CASE FACTS


3/19

Kochouseph chittilppilly: the entrepreneur who s

Wonder la Kochi amusement park

Strategy : to enter into the hospitality sector an

committing to setting up new park in Hyderabad a

another later in Chennai.

Brand Transition: From Veegaland to wonder La

April 2000

First amusementpark

Sep 2005

Secondamusement park

in bangalore

200

Merger oand Ban

par

Case Facts Analysis Recommendat


4/19

Kochi Park Located at a height of 77 meters above sea

level 18 km from Kochi city

More than 55 land rides and water games

Rides for all the age group

Periodic Improvement, addition of new

items, at least one ride was added every

year

OHSAS international Certificate

ISO 14001 for environmental protection Parking space and 6 restaurants, items were

charged at MRP

Timings: 10:30 am to 6:00 Pm and on

weekends 10:30 am to 7:00 Pm

Bangalore Park Set up in Sep 2005, 28 km f

Bangalore city

Initially they targeted youngprofessionals but later it wa

a place for family and for all

It had some of the best ride

country , such as the ferris w

the tallest in Asia

Clean water through revers

OHSAS 18001 international safety

ISO 14001 for environmenta

Park provided locker facility

5 restaurants

Free pick up from the main

Target segment: Educational Institutions Target segment: Young peo

Case facts Analysis Recommend


5/19

Performance of the Parks Initial investment for Kochi park was INR 220 million Achieved operating break even at the end of first year

Initial investment for Bangalore park was INR 900 million

Its break even would require 500000 to 600000 visitors a year

Second year visitors increased from 300000 to 500000

They operationally broke even in the third year Wonderla earned a revenue of INR 910 million in the financial year 20

It was expected to increase by 15%-20% in the year ending 2012

The company attained 30% yearly growth and enjoyed 50% profitabil

Initial investment for Kochi park was INR 220 million

Achieved operating break even at the end of first year

Initial investment for Bangalore park was INR 900 million

Its break even would require 500000 to 600000 visitors a year

Second year visitors increased from 300000 to 500000

They operationally broke even in the third yearWonderla earned a revenue of INR 910 million in the financial year

2011

It was expected to increase by 15%-20% in the year ending 2012

The company attained 30% yearly growth and enjoyed 50% profitability

Case facts Analysis Recommen


6/19

Target customers for the park

Kochi park targeted children and theadvertisements were made mainly in childrenmagazines

The mascot was a baby elephant and the labelscarried pictures of ride and character of

Balarama Bangalore park initially targeted at the young IT

professionals but later redefined as a place forfamily and all age group

There were agents appointed forpromotion and booking

Positioning of the park

Kochi park was positionfor amusement and fungroup, but most visitors

Bangalore park was initas a park to experience

adventure, but later redpark for all age groups

Case facts Analysis Recomme


7/19

Competitors

Nicco Prakand Resort

Limited(NPRL), in the east

CartoonNetwork Indiain alliance withInternationalRecreations

park

InternationalAmusementLimited(IAL),

in NorthIndia



8/19


Positioning of the Bangalore resort

Prioritize between further investment in amusement park and hospit

ISSUES


9/19

ANALYSIS


10/19


11/19


12/19

Difference in Service Offerin

Resort

Reservation

Parking

Checkin/Check

out

Porter

Meal

Pay TV

Roomservice

Use phone

Amusement

Park

Reservation

Security

Retailoutlets

Changingroom

facilities




13/19

Strength

- 55 different water and land

slides

- One of the best rides incountry

- Spread across more than 50acres of land

- Thrilling experience

- Accessibility such as location

- Land acquisition and govt.regulation

- Extra 600 Rs entry tax to Karnata

- People get bore with the sameexperience

Opportunity- Growing demand forentertainment

- 10-15 % annual growth inamusement park industry

- People want to spend theirleisure time in theme parks

Threat- Different mode of entertainmensubstitute

- Threat of new entrants


Weaknesses


14/19

SWOT Analysis for Wonder La Reso

A large no. of theme park

visitors

Break even in 4 years

(pessimistic view)

Bundling of wonder la and

resort services

Attracting IT segment in

addition to amusement

park customers

Already established m

player in the hospitalit

segment

Lack of expertise

Capital intensive

maintenance


Strength Weaknesses

Opportunities Threats


15/19

RECOMMENDATIONS


16/19

Branding Strategy :Wonder la

B

randEndorsement

Different product : Resorts v/sAmusement Park

Different value proposition

Encourage patronage of customerson the Wonderla brand and

reinforce with loyalty programs

Different target segment



17/19


Open Amusement Park

Amusement park in Hyderabad withexpected break even of 5 years

Observe operations in Bangalore resortfor 3-5 years

Accordingly use information to predictwonderlas future in hospitality sector

Promoting thresort

Changing the park timings pm on weekdays and 11amweekends

Offering fast track tickets ato resort custome

f l


18/19


Positioning

Position the resort as a place for fun forany kind of person

Use resort positioning to attract IT peopleto the amusement park

Attracting th

employee seg

Employing agents for promparks

Offering meeting and confeto hold group meetings and

Promote as an attractive plinduction as well as team o


19/19

THANK YOU! Questions?

WonderLa_Group4

Documents