CHAPTER 1

1.1 INTRODUCTION TO TOPIC

Positioning (or product positioning) is how the product is designed to be perceived in the
marketplace by the target market against its main competitors. In other words, it’s basically
how consumers understand the product offering and how it differs from similar competitive
offerings.

Positioning is built by the organization designing and promoting their product by highlighting
various product features, benefits, and/or other competitive advantages. Ideally, firms like to
create a clear and distinct product positioning. If they can achieve this positioning goal, then
their product becomes the ‘product of choice’ for certain target markets or consumer needs.

Positioning is the final main phase of the overall STP process (which stands for
segmentation, targeting and positioning). Positioning is typically more important in cluttered
and competitive markets, particularly for low-involvement purchase decisions

The marketing activity linked with the brand tries to influence the customer's mind towards
the brand. This creates a customer disposition and behaviour towards the brand (McAllister
and John, Dec 2004). The customer then starts relating the brand with his environment.
Perceived Brand Symmetry is the aggregate perception a customer holds about the brand's
differentiation in a product category. At higher brand symmetry, the brand differentiation in a
product category would be low.

As you can see, this view of positioning is strongly related to image and communication and
its impact on consumer perception. However, it is important to recognize that a clear market
positioning is achieved through combined effort of the entire marketing mix, not just via
promotional activities. This is because it is difficult (in the long-term) to convince consumers
of the quality, unique features and benefits, and competitive advantages of a product, unless
the communication claim has some substance to it. On the other hand, if the customer
perceives major differences between the brands in a product category, then the brand
symmetry is low. Consumer good firms today are facing the biggest challenge of falling into
high brand symmetry zone. This could lead to huge loss in brand equity.

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1.2 NEED FOR THE STUDYs

The need of Product positioning is an important element of a marketing plan. Product

positioning is the process marketers use to determine how to best communicate their
products' attributes to their target customers based on customer needs, competitive pressures,
available communication channels and carefully crafted key messages.

1.3 OBJECTIVES OF THE REPORT

1. Define the objectives and benefits of continuous improvement within organizations,

including waste reduction, costs of quality, value added activities, training and
organizational culture.
2. Identify each phase of the DMAIC project methodology as well as its potential
strengths and weaknesses for process improvement projects.
3. Explore qualitative and quantitative analytics commonly used to measure current
processes to determine bottlenecks, waste, and other issues that need management’s
attention.
4. Demonstrate the interconnectivity of these elements with change management,
company culture and employee motivators.
5. Identify a framework built upon DMAIC project methodology for amusement park
process improvement needs.
6. Determine areas of possible improvement relative to waste reduction, cost reduction,
and improved quality of service to internal and external customers.

1.4 SCOPE OF THE STUDY

The purpose of this thesis is to effectively apply the concepts of continuous process
improvement in order to provide a framework for retail operations in the water park industry
and determine areas where improvements would yield higher overall value for the company.
If mistakes and delays can be reduced, the company has a better chance of keeping store
shelves stocked with the right merchandise to maximize revenues and increase overall
profitability. In order to determine the areas for improvement the project team will use the
DMAIC methodology, which is a popular quality tool for process improvement. To direct
continuous improvement initiatives DMAIC consists of five stages: define, measure, analyze,
improve, and control.

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1.5 RESEARCH METHODOLOGY
Research Methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. When we talk of
research methodology we not only talk of research methods but also consider the logic behind
the methods we use in the context of the research study and why we are not using other
methods so that research results are capable of being evaluated either by the researcher
himself or by others.

1.5.1 TITLE OF THE STUDY

Title of my study is “A STUDY OF POSITIONING STUDIES WITH SPECIAL

REFERENCE TO AMUSEMENT PARKS”

1.5.2 TYPE OF RESEARCH

A research design is the arrangement of condition for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure. It
is concerned with decision regarding what, were, when, how much, by what means covering
and inquiring for a research study constitutes a research design. I have used descriptive
research design.

1.5.3 SAMPLE SIZE

Sample size of my study is 100 employees.

1.5.4 SAMPLING TECHNIQUE USED

Random Sampling technique has been used in the analysis of the data.

1.5.5 DATA COLLECTION METHODS

To determine the appropriate data for research mainly two kinds of data was collected namely
primary & secondary data as explained below:

1.5.5.1PRIMARY DATA

I have used following sources to collect primary data

 Questionnaire
 Observation

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1.5.5.2 SECONDARY DATA
Secondary data was used in the introduction part of the company profile, and was collected
from the website.

1.5.5.3 STATISTICAL TOOLS USED

o Pie Graphs
o Tables

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1.4 REVIEW OF ARTICLES

Kotler, (1996) by which marketers create long term superior value efficiently and effectively
by offering products as per the needs and requirements of a set of customers or prospects and
by developing strategies to adapt themselves with the all micro and macro-environmental
factors in order to establish, develop and maintain fair and non-opportunistic relational
exchanges.

Grönroos,( 1994)creatively and profitably in a way so that the objectives of all concerned
stakeholders are achieved as promised.

Alderson (1958) suggested that tasks of marketing are to produce goods from the materials
available in nature as per the needs of the households or individuals. Levit (1960) suggested
that focus of a firm should be customer oriented.

Kotler & Levy (1969) suggested that the functions of marketing are maintaining close
relationship (touch) with the customers; identifying needs; developing products as per
customers’ needs; and to communicate with a view to express firm’s objectives.

Cravens & Piercy (2009) mentioned that positioning is deciding the desired perception/
association of an organization/ brand by customers of the target market segment and
developing the marketing program with a view to meet (or exceed) the needs and
requirements of the customers of that marketplace.
The objective of positioning is to locate the brand/product in the consumers’ minds so that
organization can secure maximize potential benefits.

Kotler & Keller,( 2009) Marketer formulates different value propositions for positioning
different brands for different market segments. For example, Chevrolet position edits Cobalt
automobile with its sporty styling, minimal rear seat, and small trunk to young singles; it
positions its Impala, a much larger vehicle, at the family car buyer needing a roomier vehicle.

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1.7 LIMITATIONS

Any research study will be restricted in scope by certain inherent limitations that are
participated by the choice of the research design, sampling procedure and employee selection.
This study has the following limitations:

 There may be personal bias of the respondents, which affect the results of the study.

 The sample size was limited to 100 respondents so the result of the study cannot be
generalized

 Since the survey was conducted among the certain employees it may not reflect the real
opinion of the entire population.
 The samples may behave of give opinions differently at different times because of their
psychological temperament. This will affect the survey.
 Though the respondents are clear about the answers they may not be in position to explain
in the manner related to this study.
 The data was collected during the working hours; employees were busy in their routine
work so they were less responsive.

There are a number of factor influencing the online consumer however this research will try
to identify the main factor influencing the online consumer and will, therefore, try to limit
these to a few in order to be able to investigate the effect on the online consumer.

Within the field of consumer behavior there are many theories and modals that identify the
consumer. This research will limit itself to identifying to consumer through his/her consumer
characteristic and the consumer buying process.

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 CHAPTER 2:

INDUSTRY AND COMPANY PROFILE

2.1 INDUSTRY PROFILE

Indian Amusement Park Industry

The amusement and theme park industry in India is about two decades old and it is relatively
new when compared to its origin in USA & Europe. This industry found its roots in India
during mid and late 1980s when a few innovative entrepreneurs took challenge of pioneering
few amusement parks in Delhi, Kolkata, Mumbai and Chennai. The growth in this industry
started only in the last decade and that happened possibly during the advent of globalization
when economic potential of the social capital began to be perceived.

Facts on Indian Amusement Park Industry:

 The amusement industry in India is at a growing stage currently with more and more
developments happening in this industry all across the country.
 The size of the Indian Amusement Park business is estimated to be around Rs 4000
crores and is estimated to grow by 10% per cent per annum in next couple of years.
 The amusement and theme park industry is deemed to be worth Rs. 10000 crores in
India by 2020.
 Currently for a population of 1.15 billion in the country, there are only 120
amusement parks and 45 Family Entertainment Centers. This indicates that the growth
potential of Indian amusement and theme park industry is substantial.
 Global leaders in entertainment parks and attractions like Universal Studios, Disney,
Sony and Ripley Entertainment are mulling over investments of billions of dollars in
India considering the vast potential in this region. Private equity funds are also
aggressively dedicating resources towards this sector.
 The Indian small and big players in the Amusement Industry are looking at the
tremendous growth potential of this industry in the next 5 years.
 Growth of India's retail sector had been the main driving force for the amusement
industry in India.

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  Globally, domestic and international tourists comprise more than 50% of the total
footfall at popular amusement parks.
 Transport corridors like expressways and the Metro line are bringing an increasing
number of people closer to entertainment hubs.
 The high growth potential of the industry in highly populated India will boost tourism,
social infrastructural development as well as employment generation. The success and
growth potential of this industry is resulting into the advent of new manufacturers of
amusement parks' rides in India.

Structure & Development of Amusement Park Sector:

Amusement Parks are recreational facilities that offer a varied range of entertainment options
ranging from theme parks to spine chilling roller coaster, 3D theatre to giant wheel, in a
cluster format. These parks provide one-stop-shop leisure and entertainment solutions for the
entire family at one place and are a key source of tourist attraction (domestic and foreign) and
revenue generation for the State.

Tourism- Amusement parks

During the last decade domestic tourism had grown @ 14% on an average and currently it is
estimated at 527 million. Out of this, the amusement park industry generated only 15 million
footfall during last year. Globally, domestic and international tourists comprise more than
50% of the total footfall at popular amusement parks. We can, therefore, expect that there
would be manifold increase in footfall in amusement parks in India as the large parks in India
are gradually converting themselves to larger destination parks with additional investments
following the foot steps of large global parks. Currently for a population of 1.1 billion in the
country, there are only 120 amusement parks and 45 Family Entertainment Centres. This
indicates that the growth potential of Indian amusement and theme park industry is
substantial.
The high growth potential of the industry in highly populated India will boost tourism, social
infrastructural development as well as employment generation. The success and growth
potential of this industry is resulting into the advent of new manufacturers of amusement
parks' rides in India. A recent market survey research shows that this industry in India is
growing at a rapid pace and over 120 amusement parks and water parks are currently in
operation in India. Out of them only 15% can be classified in the "large parks" category, 30%
as medium size parks and balance 55% are small size local parks. Investments to the tune of
8
Rs 10,000 crore are likely to flow into the domestic amusement and leisure sector by 2020
with about 500 new parks are expected to come up across the country. The Rs 4,000-crore
Indian amusement and leisure industry expects fresh investment of Rs 10,000 crore by the
year 2020. In terms of employment generation, the new parks are likely to create jobs for six
crore man-hours per month. It is estimated that the total capital investment made in the
amusement and theme park industry in India till date, is more than INR 40 billion (excluding
investment on land). The estimated annual revenue generated by this industry is approx INR
20 billion, at present, which is expected to grow to almost three times by the year 2020 at a
CAGR of over 11%.

Recreation Industry - Amusement parks

Recreation Industry is currently one of the most exciting sectors in India. The current market
for leisure is estimated to cross USD 1 bn in next few years. The leisure industry mainly
consist of amusement park, malls family entertainment centers (FECs) and multiplexes. The
present consumer base is estimated around 30 million people.

At present there are around 200 FECs in the Country and the number is expected to grow to
400 in the next couple of years. Amusement parks contribute nearly 40% of the total leisure
industry turnover. Through the years though there is a healthy growth, but at the same time it
is burdened by local entertainment tax ranging from 10 to 25 per cent in various states.
Further if any imposition of Central Tax like Service Tax will cripple the whole industry. The
industry can absorb either of the taxes and not both, he stated. Further he urged to make
amusement industry an integral part of tourism and development in India at the Central
Government Level. Recreation Industry is currently one of the most exciting sectors in India.
The current market for leisure is estimated to cross USD 1 bn in next few years. The leisure
industry mainly consist of amusement park, malls family entertainment centers (FECs) and
multiplexes. The present consumer base is estimated around 30 million people.
At present there are around 200 FECs in the Country and the number is expected to grow to
400 in the next couple of years.

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2.3 COMPANY PROFILE

History

Worlds of Wonder is an amusement park and water park located in Noida, sector 38A
nearby to Delhi, India. The park is owned and operated by Entertainment City Limited, a
joint venture of International Amusement Limited (IAL, owners “Appu Ghar” in Delhi) and
Unitech Holdings Ltd.

Established in 2007, Worlds of Wonder is a world class destination in Delhi-NCR, offering

people the perfect getaway which includes international standard Adventure Park, Water Park
and Go-karting track. 20 TÜV Nord certified rides, 26 world class slides, the largest go-
karting track in North India, along with rain dance, largest man-made lake for an exquisite
boating experience, 360 meter lazy river, and a beach themed wave pool are what make
Worlds of Wonder stand apart.

The Amusement Park has two zones, Road show and La fiesta, suiting different types of
guests looking for escapism from the everyday. There are especially dedicated rides as well
as parks for the little ones like bird nest, some high speed rides like big beat for youngsters
and adults alike. The Water Park is an ideal destination to beat the heat and enjoy a chilled
out day. The entire park is decorated with exotic trees and plants to transport you to a
paradise like world. You will find a wide variety of slides to indulge in some healthy
competition.

Get the feeling of being a professional racer at the go-karting track. It is well supervised by
Marshals on as well as off the track and provide services for amateurs and professional go-
karters alike. There are as many as 12-14 eateries, including kiosks, at each park, offering
multi cuisines, to make sure that you stay energy packed all day long. Worlds of Wonder is
suitable venue for schools and corporates. With its banquet area and lawns, WOW is a
suitable for holding themed parties, birthdays, weddings, corporate parties, award functions,
and other social gatherings. All events and trips can be customized as per the different
options available.

The park opened in Mid 2007 and includes over 20 rides, a water park and a go-kart.

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Specifications

• Incorporated on 7th February, 2002 • 147.48 acres of land allotted by Noida Authority on a
90 years lease • 85% of the land earmarked for amusement park and ancillary activities; rest
15% for commercial activities. • Total project FAR of 3.63 million sqft (2.18 million sqft in
Park and 1.44 million sqft in commercial)

Park ride details

• Amusement Park (Teen Zone): Operational since Sept, 2007 • Amusement Park (Family &
Children’s Zone): Operational since Dec, 2008 • Arrival Village: Operational Since Dec,
2009 • WOW Lake: Operational since Aug, 2012 • Water Park: Operational since Aug, 2013
• Go Karting: Operational since Jan, 2014

World of wonder may refer to:

 World of Wonder (production company), an independent television and film

production company
 World of Wonder (magazine), a UK children's magazine
 World of Wonders (novel), the third novel in Robertson Davies' Deptford Trilogy
 World of Wonder (anthology), a 1951 anthology of science fiction and fantasy stories
edited by Fletcher Pratt
 World of Wonders (album), a 1986 album by Bruce Cockburn

Worlds of Wonder may refer to:

 Worlds of Wonder (amusement park), an amusement park in Noida, India

 Worlds of Wonder (game), a role-playing game
 Worlds of Wonder (toy company), a 1980s American toy company
 Worlds of Wonder (collection), a 1949 collection science fiction stories by Olaf
Stapledon
 Worlds of Wonder: How to Write Science Fiction & Fantasy, a book by David
Gerrold
 Worlds of Wonder: A Magazine of Speculative Fiction is a publication of Lilley Press

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The following is a list of water parks in the world sorted by region. A water park or water
park is an amusement park that features water play areas, such as water slides, splash pads,
spray grounds (water playgrounds), lazy rivers, wave pools, or other recreational bathing,
swimming, and bare footing environments.

Worlds of Wonder Theme Park is an integral part of Entertainment City, Noida, designed by
some of the finest & internationally renowned consultants. Worlds of Wonder is largest
Theme Park in the North India with an Amusement Park, Water Park, & Go Karting Track.
Conveniently accessible at the heart of Delhi-NCR, surrounded with the shopping malls like
The Great India Place & Gardens Galleria, Worlds of Wonder is a suitable venue for schools
and corporates, themed parties, birthdays, weddings, corporate parties, award functions, and
other social gatherings.

There are more than twenty themed rides in the Amusement Park ranging from nail biters to
carnival staples. The Water Park will make your worries slip away as you slide into the cool
water from the slides. Wonder Speedway at Worlds of Wonder is one of the largest Go-
karting tracks in North India offering services to amateurs as well as professionals. To delight
your taste buds, there are more than 10 themed eateries inside the park’s premises for you to
enjoy snacks as well as delicious meals. With ample space and facilities, the Worlds of
Wonder is a sought after place for not only hosting unique and memorable corporate & social
events but also individuals.

The capital city of Delhi recently open the Delhi Eye to public, a 200-foot-tall ferris wheel
adjacent to Kalindi Kunj in Okhla. Delhi and Chennai host the largest number of Amusement,
theme and water Parks in India, few of them are Appu Ghar,MGM Dizzee World,VGP
Universal Kingdom,Kishkinta Theme Park, Dash n Splash,Nicco park and Black Thunder
theme park. Image Source: the Hindu

Essel World theme park of Mumbai is a well-known amusement park situated on the outskirts
of Mumbai. Essel World along with its counterparts such as Water Kingdom together, they
are recognized as India’s Largest Amusement And Water Park as well as Asia’s Largest
Theme Water Park.

Find all this and much more when you visit. Book a ticket today to have a great time!

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2.3 MISSION OF FIRM

Our Mission is World of wonder Park , is committed to providing all guests with memorable
experiences that are fun, entertaining, and educational within our theme park resort, while
promoting life-long learning and conservation advocacy. Our aim is to maintain a healthy
financial status, be an employer of choice, while serving our community with the highest
standards of safety, animal welfare, products and guest services.

2.4 VISSION OF FIRM

World of wonder Park , with focus on education, conservation and entertainment, will be the
world’s best Theme Park Resort, providing excellent guest experiences through the thrill of
discovery, while connecting people with nature.

Core Values

 Fun
 Safety
 Service
 Show value
 Conservation and Education
 Respect for People, Community and Animals

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2.5 SWOT ANALYSIS
STRENGTH
1. It is situated over a massive area of 82
acres.
2. The park welcomes close to a million
guests each year.
3. It has as many as 54 rides, including
some water rides.
4. The park has recently been awarded
for its variety of rides, innovative
rides and innovative promotional
activities.
OPPORTUNITIES
1. Bangalore is a demographically ideal
market for amusement parks as it has
a lot of young population.
2. It is one of the very few large
amusement parks in South India.
3. Through special offers for students
and large groups and membership
cards, the park is trying to pull more
and more visitors.
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WEAKNESS
1. Not very popular outside Bangalore
and even less popular outside India.
2. Most of the visitors are local families,
who visit mainly during the holiday
season, hence the business is slack
during the rest of the year
THREAT
1. The concept of amusement parks is
still not very developed in India and
hence may take time to find
popularity with the masses.
2. Concerns about safety can negatively
affect the popularity of the park.
3. If the park stops adding new and
innovative attractions from time to
time it may lose its popularity.
 CHAPTER 3

3.1 THEORETICAL BACKGROUND OF STUDY

INTRODUCTION:

Positioning refers to the place that a brand occupies in the mind of the customer and how it is
distinguished from products from competitors. In order to position products or brands,
companies may emphasize the distinguishing features of their brand (what it is, what it does
and how, etc.) or they may try to create a suitable image (inexpensive or premium, utilitarian
or luxurious, entry-level or high-end, etc.) through the marketing mix. Once a brand has
achieved a strong position, it can become difficult to reposition it.

Positioning is one of the most powerful marketing concepts. Originally, positioning focused
on the product and with Rise and Trout grew to include building a product's reputation and
ranking among competitor's products. Primarily, it is about "the place a brand occupies in the
mind of its target audience". Positioning is now a regular marketing activity or strategy. A
national positioning strategy can often be used, or modified slightly, as a tool to
accommodate entering into foreign markets. The origins of the positioning concept are
unclear. Scholars suggest that it may have emerged from the burgeoning advertising industry
in the period following World War I, only to be codified and popularised in the 1950s and
60s. The positioning concept became very influential and continues to evolve in ways that
ensure it remains current and relevant to practicing marketers.

Definitions
David Ogilvy noted that while there was no real consensus as to the meaning of positioning
among marketing experts, his definition is "what a product does, and who it is for". For
instance, Dove has been successfully positioned as bars of soap for women with dry hands,
vs. a product for men with dirty hands.

Rise and Trout advanced several definitions of positioning. In an article, Industrial

Marketing, published in 1969, Jack Trout stated that positioning is a mental device used by
consumers to simplify information inputs and store new information in a logical place. He
said this is important because the typical consumer is overwhelmed with unwanted
advertising, and has a natural tendency to discard all information that does not immediately
15
find a comfortable (and empty) slot in their mind. In Positioning: The Battle for Your Mind,
the duo expanded the definition as "an organized system for finding a window in the mind. It
is based on the concept that communication can only take place at the right time and under
the right circumstances".

Origins
The precise origins of the positioning concept are unclear. Cano (2003), Schwartzkopf (2008)
and others have argued that the concepts of market segmentation and positioning were central
to the tacit knowledge that informed brand advertising from the 1920s, but did not become
codified in marketing textbooks and journal articles until the 1950s and 60s.

Al Ries and Jack Trout are often credited with developing the concept of product or brand
positioning in the late-1960s with the publication of a series of articles, followed by a book.
Ries and Trout, both former advertising executives, published articles about positioning in
Industrial Marketing in 1969 and Advertising Age in 1972. By the early 1970s, positioning
became a popular word with marketers, especially those in advertising and promotion. In
1981, Ries and Trout published their now classic book, Positioning: The Battle for Your
Mind. However, the claim that Ries and Trout devised the concept has been challenged by
marketing scholars. According to Stephen A. Fox, Al Rise and Jack Trout "resurrected the
concept and made it their trademark." In 1957, David Ogilvy used the positioning concept to
position Dove as a beauty soap for women In 1961, Ogilvy positioned the Saab as the car for
the European winter Lux, print advertisement, 1916

Some scholars credit advertising guru, David Ogilvy, with developing the positioning
concept in the mid-1950s, at least a decade before Ries and Trout published their now classic
series of articles. In their early writing, Ries and Trout suggest that the positioning concept
was widely used in the advertising industry prior to the 1950s. Ogilvy's own writings indicate
that he was well aware of the concept and drilled his creative team with this idea from at least
the 1950s. Among other things, Ogilvy wrote that "the most important decision is how to
position your product" and, "Everyone in the organization should understand the brand
positioning and use it as context for making decisions" and "Every advertisement is part of
the long-term investment in the personality of the brand." Ogilvy is on record as having used
the positioning concept in several campaigns in the mid 1950s and early 1960s, well before
Ries and Trout published their articles on positioning. In relation to a Dove campaign

16
launched in 1957, Ogilvy explained, "I could have positioned Dove as a detergent bar for
men with dirty hands, but chose instead to position it as a toilet bar for women with dry skin.
This is still working 25 years later." In relation to a SAAB campaign launched in 1961,
Ogilvy later recalled that "In Norway, the SAAB car had no measurable profile. We
positioned it as a car for winter. Three years later it was voted the best car for Norwegian
winters."

Yet other scholars have suggested that the positioning concept may have much earlier
heritage, attributing the concept to the work of advertising agencies in both the US and the
UK in the first decades of the twentieth century. Cano, for example, has argued that
marketing practitioners followed competitor-based approaches to both market segmentation
and product positioning in the first decades of the twentieth century; long before these
concepts were introduced into the marketing literature in the 1950s and 60s. From around
1920, American agency, J. Walter Thompson company (JWT), began to focus on developing
brand personality, brand image and brand identity—concepts that are very closely related to
positioning. Across the Atlantic, the English agency, W. S. Crawford's Ltd, began to use the
concept of 'product personality' and the 'advertising idea' arguing that in order to stimulate
sales and create a 'buying habit' advertising had to 'build a definitive association of ideas
round the goods'. For example, in 1915 JWT acquired the advertising account for Lux soap.
The agency suggested that the traditional positioning as a product for woolen garments
should be broadened so that consumers would see it as a soap for use on all fine fabrics in the
household. To implement, Lux was repositioned with a more up-market posture, and began a
long association with expensive clothing and high fashion. Cano has argued that the
positioning strategy JWT used for Lux exhibited an insightful understanding of the way that
consumers mentally construct brand images. JWT recognised that advertising effectively
manipulated socially shared symbols. In the case of Lux, the brand disconnected from images
of household drudgery, and connected with images of leisure and fashion.

Developing the positioning statement

Positioning is part of the broader marketing strategy which includes three basic decision
levels, namely segmentation, targeting and positioning, sometimes known as the S-T-P
approach:

The STP approach highlights the three areas of decision-making

17
Segmentation: refers to the process of dividing a broad consumer or business market,
normally consisting of existing and potential customers, into sub-groups of consumers
(known as segments)
Targeting: refers to the selection of segment or segments that will become the focus of
special attention (known as target markets).
Positioning: refers to an overall strategy that "aims to make a brand occupy a distinct
position, relative to competing brands, in the mind of the customer".

Positioning statement

Both theorists and practitioners argue that the positioning statement should be written in a
format that includes an identification of the target market, the market need, the product name
and category, the key benefit delivered and the basis of the product's differentiation from any
competing alternatives. A basic template for writing positioning statements is as follows:
"For (target customer) who (statement of the need or opportunity), the (product name) is a
(product category) that (statement of key benefit – that is, compelling reason to buy). Unlike
(primary competitive alternative), our product (statement of primary differentiation)." An
annotated example of how this positioning statement might be translated for a specific
application appears in the text-box that follows.

Differentiation

Differentiation is how a company's product is unique, by being the first, least expensive, or
another distinguishing factor. Whatever it is a business can use to stand out from the rest is
called differentiation.

Process

Hungry Jack's slogan clearly positions the burger against the market leader

J & J Baby Bath Products are positioned against a user or segment, namely children

18
Haigh's Chocolates stopped making chocolate Easter bunnies, replacing them with Easter
bilbies as culturally appropriate symbol of Easter in Australia

To be successful in a particular market a product must occupy an "explicit, distinct and

proper place in the minds of all potential and existing consumers". It has to also be relative to
other rival products with which the brand competes.

Visibility and recognition is what product positioning is all about as the positioning of a
product is what the product represents for a buyer the business is targeting. In this day and
age markets are showing an increase in the intensity of rivalries and competition, which gives
the buyer a greater choice and identification of the products certain intrinsic values that then
become critical for the company to gain customer purchase of their products. It is vital that a
product or service needs to have a clear identity and placement to the needs of the consumers
targeted as they will not only purchase the product, but can warrant a larger margin for the
company through increased added value.

Generally, the brand positioning process involves segmentation, targeting and positioning.[32]

Approaches

A number of different approaches to positioning have been cited in the marketing literature:
Positioning against a competitor

e.g. Hungry Jack's tastes better (with implication: better than the market leader, McDonald's)

Positioning within a category

e.g. Within the prestige car category, Volvo is the safe alternative

Positioning according to product benefit

e.g. Toothpaste with whitening or Tartar control (or both)

Positioning according to product attribute

e.g. Dove is one-quarter moisturiser

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 CHAPTER 4

DATA ANALYSIS & INTERPRETATIONS

ANALYSIS 1

What do you like to do when you go for days out?

Response Amusement Educational Sports Contact with and

games games activities awareness of nature

Respondent 60 20 15 5
Table 1

5%
Amuesment games
15%

educational games

sport activities
20% 60%
contact with awarness of
nature

Graph 1

INTERPRETATION
From the above graph showing that 60% people like to do when you go for days out
amusement games, 20% educational games, 15% sport activities and 5% contact with
awareness of nature.

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ANALYSIS 2

Would you be interested in going to this kind of park?

Response Yes Why not No , why
Respondent 65 25 10
Table 2

10%

25%
yes
65% why not
no, why

Graph 2

INTERPRETATION
From the graph showing that be interested in going to this kind of park 65% say yes, 25%
why not and 10% no, why.

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ANALYSIS 3

What kind of activities would you like to try in this kind of park?
Response Climbing Quad biking Horse riding Zip lines Acrobatic
rides
Respondent 55 26 10 6 3
Table 3

Sales
3%

6%

10% climbing
quad biking
horse riding
55% zip lines
26%
acrobatic rides

Graph 3

INTERPRETATION
From the graph showing that of activities would you like to try in this kind of park 55%
climbing , 26% quad biking, 10% horse riding and 6% zip lines , 3% acrobatic rides.

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ANALYSIS 4
Response Supervised and Awareness of the Possibility to organize
secured attraction forests and surrounding children’s party
nature

Respondent 68 22 10
Table 4

Sales

10%

Surpervised and secured

attraction
22%
Awarness of the forests and
surrounding nature
possibity to organize children
68% party

Graph 4

INTERPRETATION

From the graph showing that you expect from this kind of park 68% supervised and secured
attraction , 22% awareness of the forests and surrounding nature and 10% possibility to
organize children party.

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ANALYSIS 5

What would be your motivation to go to this kind of park?

Response Amusement Adventure Contact with Convivial area for the
nature and family
animals
Respondent 55 28 10 7
Table 5

Sales

7%

10% Amuesment

adventure

contact with nature and

55%
28% animals
convivial area for the family

Graph 5

INTERPRETATION

From the graph showing that is your motivation to go to this kind of park 55% amusement,
28% adventure, 10% contact with nature and animals and 7% convivial area for the family.

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ANALYSIS 6

How far would you travel to go to such a park?

Response Less than 20 miles From 50 to 100 More than 100

miles miles
Respondent 60 30 10
Table 6

Sales

10%

less than 20 miles

30% from 50 to 100 miles

60%
more than 100 miles

Graph 6

INTERPRETATION

From the graph showing that far would you travel to go to such a park 60% less than 20 miles
, 30% from 50 to 100 miles and 10% more than 100 miles.

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ANALYSIS 7

When would you rather go to this park?

Response Springtime Summertime Autumn Anytime
Respondent 70 15 10 5
Table 7

5%
10%

springtime
15% summertime
autumn
anytime

70%

Graph 7

INTERPRETATION

From the graph showing that you rather go to this park 70% springtime , 15% summertime ,
10% autumn and 5% anytime.

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ANALYSIS 8

Which day would you rather go there?

Response During this week Sunday Bank holiday During school
when I am holiday holiday
Respondent 50 30 15 5
Table 8

Sales

5%

15% during this week when i am

holiday
Sunday

50%
Bank holiday

30% during school holiday

Graph 8

INTERPRETATION

From the graph showing that day would you rather go there 50% during this week when I am
holiday , 30% Sunday , 15% bank holiday and 5% during school holiday.

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ANALYSIS 9

How often do you think you would go to this park?

Response Once a year Two to three year Four time a year or more
Respondent 70 20 10
Table 9

10%

20%
once a year
two to three year
four time a year or more

70%

Graph 9

INTERPRETATION

From the graph showing that often do you think you would go to this park 70% once a year ,
20% two or three year and 10% four time a year or more.

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 CHAPTER 5

FACTS & FINDINGS

1. From the above graph showing that 60% people like to do when you go for days out
amusement games, 20% educational games, 15% sport activities and 5% contact with
awareness of nature.
2. From the graph showing that be interested in going to this kind of park 65% say yes,
25% why not and 10% no, why.
3. From the graph showing that of activities would you like to try in this kind of park
55% climbing , 26% quad biking, 10% horse riding and 6% zip lines , 3% acrobatic
rides.
4. From the graph showing that you expect from this kind of park 68% supervised and
secured attraction , 22% awareness of the forests and surrounding nature and 10%
possibility to organize children party.
5. From the graph showing that be your motivation to go to this kind of park 55%
amusement, 28% adventure, 10% contact with nature and animals and 7% convivial
area for the family.
6. From the graph showing that far would you travel to go to such a park 60% less than
20 miles, 30% from 50 to 100 miles and 10% more than 100 miles.
7. From the graph showing that you rather go to this park 70% springtime , 15%
summertime , 10% autumn and 5% anytime.
8. From the graph showing that day would you rather go there 50% during this week
when I am holiday, 30% Sunday, 15% bank holiday and 5% during school holiday.
9. From the graph showing that often do you think you would go to this park 70% once a
year , 20% two or three year and 10% four time a year or more.

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 CHAPTER 6

SUMMARY

With the development of theme parks, which represent a multi-million-pound industry

worldwide, research investigating the factors affecting theme park visitor brand-switching
behaviour is an important method for improving theme park competitiveness. In the present
work, models and research hypothesis are constructed based on visitor perception, and the
survey data are collected and analysed to assess the hypothesis and to revise the conceptual
model in this paper. The results indicate that there are seven factors influencing visitor brand-
switching behaviour: ‘visitor variety-seeking', ‘visitor satisfaction', ‘switching cost',
‘perceived value', ‘competitor attraction', ‘theme park image' and ‘visitor involvement'. The
perceived value and visitor satisfaction strongly influence brand-switching behaviour as
intermediate variables. Visitor variety-seeking and competitor attraction are positively related
to visitor brand switching behaviour, whereas the other five factors are negatively related to
visitor brand-switching behaviour.

The private theme parks are gradually surpassing public-owned scenic areas after many
years of development and have become a mainstream choice for domestic tourists. Previous
studies show that visitors from different backgrounds differ in consumer behavior and
satisfaction factors.

An understanding of visitor satisfaction is therefore of extreme importance to operators of

privately-owned theme parks. Importance-Performance Analysis (IPA) is used to measure
consumer's potential satisfaction with services and has become a widely used management
tool for strength and weakness analysis for brands, products, services and point of sales. As
IPA has so far not been used to evaluate the visitor satisfaction with privately-owned theme
parks, in this study the IPA method is used to analyze visitor satisfaction with Janfusun Fancy
world (one of the most popular private theme parks in Taiwan) and to rank visitor focus and

satisfaction on/in theme park facilities and services. Results of the analysis provide private
theme park operators with an understanding of user or consumer demands as well as an
assessment of the quality of services currently offered.

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 CHAPTER 7

CONCLUSION

In the final analysis, this study does not arrive at some grand finding, rather it confirms the
industry benchmark that when costing and per forming the initial feasibility study for a theme
park, the “spend $100 per first-year guest” dictum is an adequate assumption. As Harrison
Price—the dean of theme park financial analysts—termed it, this figure provides a
“reasonableness test” for any proposed project. It allows for a quick calculation to determine
if a proposed venture has a sound basis for potentially achieving success. Actual success will
be determined by factors such as location, management competency, the appeal of the theme
or design, and the willingness of the venture to reinvest in the park each new season.

The results clearly demonstrate that theme park construction costs per first-year attendee have
and continue to increase over time. Yet, increasing investment costs do not assure success.
Several of the most recent, spectacular failures have been some of the most expensive
(Bonfante Gardens is an example and Hard Rock Park will most likely become the poster
child for why not to construct anew theme park). However, several recently constructed parks
have been opened at a cost near to the overall average and have gone on to achieve success:
Disney’s Animal Kingdom – opened 1998 – investment per first-year guest = $118.33

Legoland California – opened 1999 – investment per first-year guest = $111.58

The Holy Land Experience – opened 2001 – investment per first-year guest = $65.04

These parks can serve as examples of responsible planning and investing for future theme
park developers. Next Steps / Areas for Further Study While this study looked at what were
the actual costs of building theme parks based on first-year attendance, a more refined
analysis might be to examine the initial construction costs in terms of the “payback” period
based on revenues. In other words, there would be value in determining the number of years
it would take to pay for the initial construction costs based on the overall per capital spending
of the first-year guests. So where this study provides the actual dollar amount invested per
first-year guest, the next study could determine spending per guest and determine how many

times a guest would have to visit to payback the initial investment. For example, if it is
known that a park invested $100 per first-year guest, and its overall per cap spending is
$20—it would take five years of visits to pay off the initial construction costs.

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 CHAPTER 8

RECOMMENDATIONS & SUGGESTIONS

Theme park management should focus on managing customer expectations to ensure a

satisfying customer experience. Theme parks should accommodate (i.e., meet and exceed)
expectations whenever possible and feasible.
Thus, park managers should definitely adopt a philosophy of continuous improvement.
Updating and continuously improving the customer experience should help to: a) refresh the
theme park experience and prevent it from getting stale over time; b) occasionally surprise
even repeat visitors; c) maintain high customer satisfaction levels; d) keep visitors returning.
1. Depending on budgetary considerations and other factors unique to a given theme
park, management should consider adding new park areas or attractions, opening
additional restaurants and food carts, and providing more training for park employees.
The current recession may make large capital projects, such as constructing a new ride
or exhibit, more difficult.
2. Nevertheless, economic downturns have proven to be an invaluable time for parks to
improve their facilities and offerings. Continuously enhancing the overall park
experience and perceived customer value is essential to maintaining and building
upon a competitive advantage. Given the importance of food quality, variety, and
value in customers’ overall assessment of a theme park, providing numerous dining
options is also imperative. Clearly, theme park visitors desire and expect numerous
dining choices and good food quality.
3. In essence, having the ability to choose from many attractive dining options is a key
part of individual customers co-creating their own satisfying experience. Managers
should consider providing, updating, and expanding a wide variety of dining options
from low-priced snack items to high-end, theme restaurants with reputable chefs.
4. During the current economic downturn, offering attractive pricing options for price-
sensitive consumers should certainly be considered. For instance, many restaurants
are now offering ‘budget’ menus or lower-priced entrees.

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 BIBLOGRAPHY

Books
 H. Davidson, The Tobacco Giants’ Shopping Spree, Institutional Investor, 1996, May,
p37.
 Handsa, Sanjiv K and Partha Ray., ―BSE and Nasdaq, Globalisation, Information
Technology and Stock Prices‖, Economic and Political Weekly, Feb. 2, 2002

 Hair, J.F., Black, W.C., Babin, B.J., & Anderson, R.E. (2006). Multivariate Data
Analysis. Seventh Edition. Prentice Hall, Upper Saddle River, New Jersey

 Hakala, H., & Kohtamaki, M. (2011). The interplay between orientations:

Entrepreneurial, technology and customer orientation in software companies. Journal
of Entrepresing Culture, 18 (3), 265-290.
 Kahaner T (2010) Major international amusement park chains: a guide to who owns
what. Available at: http://www.blooloop.com (accessed January 2010).

Website

 Http://www.ijsrp.org/research-paper-0613.php?Rp=P181
 http://www.amuesment park.com
 http://shodhganga.inflibnet.ac.in/bitstream/10603/9519/13/13_chapter%206.pdf

33
 ANNEXURE (QUESTIONNAIRE)

Name:

1. What do you like to do when you go for days out?

(a) Amusement games
(b) Educational games for the whole family
(c) Sports activities
(d) Contact with and awareness of nature
2. Would you be interested in going to this kind of park?
(a) Yes
(b) Why not
(c) No, why
3. What kind of activities would you like to try in this kind of park?
(a) Climbing
(b) Quad biking
(c) Horse riding
(d) Zip lines
(e) Acrobatic rides
4. What do you expect from this kind of park?
(a) Supervised and secured attraction
(b) Awareness of the forests and surrounding nature
(c) Possibility to organize children’s party
5. What would be your motivation to go to this kind of park?
(a) Amusement
(b) Adventure
(c) Contact with nature and animals
(d) Convivial area for the family

34
 6. How far would you travel to go to such a park?
(a) Less than 20 miles
(b) From 50 to 100 miles
(c) More than 100 miles
7. When would you rather go to this park?
(a) Springtime
(b) Summertime
(c) Autumn
(d) anytime
8. Which day would you rather go there?
(a) During this week when I am holiday
(b) Sunday
(c) Bank holiday
(d) During school holiday
9. How often do you think you would go to this park?
(a) Once a year
(b) Two to three year
(c) Four time a year or more

DATE…………

PLACE…………. SIGNATURE OF RESPONDENT

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