Fortune Teller: Maximising the buzz from new attractions

Fortune Teller:
Maximising the buzz from new attractions
and gauging their impacts
All attractions have to reinvest
……..but how should they approach their
reinvestments and how can they get the greatest
benefit from them?
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A panel discussion to delve into the addition of new
content and how to maximise its impacts.
Our panellists are Bart Dohmen, Pieter Cornelis and
Nicolas de Villiers
leisuredevelopment.co.uk
Michael Collins - LDP
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Leisure Development Partners LLP (LDP) produces feasibility studies, concept testing, due diligence
and performance improvement strategies for the worldwide visitor attraction and leisure industry
•
Over the years work with almost every major operating group but also many owner operators and
new ventures
Global Experience
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Our work relies on a deep understanding of
markets and competitive environment and
benchmarking real world performance
•
Asking the questions and providing some insight
from LDP analysis
LDP has exceptional worldwideleisuredevelopment.co.uk
visitor attraction experience
Measuring success, benchmarking against prior
performance and the performance of our peers
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leisuredevelopment.co.uk
Bart Dohmen - BRC
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Hotel Management
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Electronic Engineer
Laserpromotions
Rexroth Hydraudyne
Entertainment division
Bradford - MBA
Managing Director BRC Imagination Arts BV
Responsible for BRC activities in Europe, Middle East & Africa
Combining Hospitality, Technology, Business and Design
leisuredevelopment.co.uk
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AMOREPACIFIC VISITOR
CENTER, SEOUL KOREA
AMOREPACIFIC VISITOR
CENTER, SEOUL KOREA
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Center VISITOR COMPLEX
Exploration Space –
Explorers Wanted
NASA’s Kennedy Space
Center VISITOR COMPLEX
Exploration Space –
Explorers Wanted
STEVEN SPIELBERG’S
MOTION PICTURE MAGIC
UNIVERSAL STUDIOS
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leisuredevelopment.co.uk
Pieter Cornelis – Toverland, Fontys
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I
INTRODUCTION
Nicolas de Villiers
Chairman of Puy du Fou
II
HISTORICAL LANDMARKS
• 1978 - Creation of the «Cinéscénie», a huge open air night show about the History of France and
the Vendée, by Philippe De Villiers
• 1989 - Creation of the Grand Park of Puy du Fou
• 1998 - The Junior Academy is set up
• 2007- The first hotel “the Gallo-Roman Villa“ is opened making the Puy du Fou a COMPLETE
HOLIDAY DESTINATION
• 2009 - Puy du Fou International is created
- Puy du Fou Congrès is created
• 2012 - Puy du Fou receives the THEA CLASSIC Award
- Puy du Fou Evasion is created
• 2013 - New show «Knights of the Round Table»
• 2014 - New hotel «Le Camp du Drap d’Or»
III
FACTS & FIGURES
• Number of visitors : 1.740.000 visitors in 2012
• Total Investment : €270.000.000
• Turnover : €56.000.000 in 2012
• 140 permanent employees
• 950 seasonal employees in the park
• 3.200 volunteers in the Cinéscénie
Benchmarking how much parks typically reinvest…
• Reinvestment as a percentage of annual revenues
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e.g. For a 1 million visitor park with a €30 per cap this could mean
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Reinvesting for growth or to stand still….
• Reviewing 12 major theme park reinvestment programmes, new ride areas
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or lands or major re-brandings
• Attendance went up for some, for some it stayed the same, for some it
went down!
• Of those which achieved large shifts in attendance, all but one were below
average in terms of market penetration! The market demand has to be
there to allow for growth.
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Reinvesting for growth or to stand still….
• It is hard to generate additional visits at parks which are already
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performing well – under performers see the greatest impact
• The greatest impacts were linked with very significant additions with
similarly strong campaigns
• Some of the most successful addressed a gap in the current offer (e.g.
providing teen/adult experiences where there were very few)
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How can parks invest to grow rather than stand
still?
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Is there a tipping point
in terms of investment
or content which can
deliver a step change?
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How do we know we made the right choice when adding
to our attractions? How do we measure success?
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Attendance?
Admission spend?
Yields / reduced discounting?
Press column inches?
Operating profit?
Return?
Guest satisfaction?
Online chatter?
Repeats?
Other?
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How much of an impact does design and
storytelling have on the public perception of new
rides and experiences?
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From the marketing perspective, what creates the
greatest buzz around a new investment?
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Many parks look to what has worked elsewhere
and try to copy, is this the right approach?
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What in your experience is the best decision making process
for an attraction which needs to reinvest in new content?
How should they decide their budget and how to spend it?
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What will the ‘go to’ investments be for the
next 5 years or so?
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Are the biggest impacts still to be had from
investing in park, or is there now a focus on the
creation of second gates and resort destinations?
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Questions from the audience?
Thank You
Leisure Development Partners LLP
42 Brook Street
London
W1K 5DB
telephone: +44 (0) 20 7129 1276
www.leisuredevelopment.co.uk
[email protected]