Shruti Mandal PGP/17/50

Ajinkya Pachghare PGP/17/128

Pratibha Pal PGP/17/158
Srilekha Bhattiprolu PGP/17/178
Srishty Barla PGP/17/179
Subrata Pradhan PGP/17/180
Harsh Naroliya PGP/17/208
CASE FACTS
Kochouseph chittilppilly: the entrepreneur who started the
Wonder la Kochi amusement park
Strategy : to enter into the hospitality sector and
committing to setting up new park in Hyderabad and
another later in Chennai.
Brand Transition: From Veegaland to wonder La

April 2000
First amusement
park
Sep 2005
Second
amusement park
in bangalore
2008
Merger of Kochi
and Bangalore
parks
Case Facts Analysis Recommendations






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 from
Bangalore city
Initially they targeted young
professionals but later it was redefined as
a place for family and for all
It had some of the best rides in the
country , such as the ferris wheel being
the tallest in Asia
Clean water through reverse osmosis
OHSAS 18001 international certificate for
safety
ISO 14001 for environmental protection
Park provided locker facility, there were
5 restaurants
Free pick up from the main road to park




Target segment: Educational Institutions Target segment: Young people working in IT
Case facts Analysis Recommendations
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 2011
It was expected to increase by 15%-20% in the year ending 2012
The company attained 30% yearly growth and enjoyed 50% profitability
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
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 Recommendations


Target customers for the park
Kochi park targeted children and the
advertisements were made mainly in children
magazines
The mascot was a baby elephant and the labels
carried pictures of ride and character of
Balarama
Bangalore park initially targeted at the young IT
professionals but later redefined as a place for
family and all age group
There were agents appointed for
promotion and booking
Positioning of the park
Kochi park was positioned as a place
for amusement and fun for all age
group, but most visitors were children
Bangalore park was initially positioned
as a park to experience thrill and
adventure, but later redefined as a
park for all age groups
Case facts Analysis Recommendations
Competitors
Nicco Prak
and Resort
Limited(NPRL
), in the east
Cartoon
Network India
in alliance with
International
Recreations
park
International
Amusement
Limited(IAL),
in North
India
Case facts Analysis Recommendations
Case facts Analysis Recommendations

Positioning of the Bangalore resort


Prioritize between further investment in amusement park and hospitality business
ISSUES
ANALYSIS
Market Positioning Strategy
Market Analysis
Proportion of Consumer
expenditure on leisure and
recreation is increasing
Aspiration level of the
population has increased
Bangalore occupancy rate is
63%
Seasonal trend with high
occupancy and better profit in
the quarter 3 and 4

Internal Analysis
1. Resources
1.a. Financials
Strong(Expected revenue increase by
15-20%)
1.b. Human Labor
Satisfactory(In-house training
program and efficient labor
management
1.c. Physical Assets
Resort already constructed
2. Constraints
Lack of Expertise
Bangalore not considered as tourist
destination
3. Values
Customer satisfaction, value for
money and innovation
4. Reputation
One of the best amusement parks
in the country
Competitor Analysis
Other 3 star hotels /resorts

Strength of the resort is its
location
Weakness :They cannot offer
the same amusement
experience as Wonder La


Case facts Analysis Recommendations
Market
Analysis
Internal
Analysis
Competitor
Analysis
Target Segment:
Business & leisure
tourist
Desired Position in market: Become
the first choice for visitors of all the
ages as alternative holiday
destination
Key benefits to the
customers: 3 Star
services + Amusement
park facilities
Extend the working hours by 1
hour
Group discounts and loyalty
programs
Fast track counters & Shuttle
services & Discounted Ride
Photos
Promotion by Cultural events
during night
Promotion in IT park & malls
Shift in focus of agents from
educational institute (schools,
colleges) to corporate and
tourist based customers
Add Conference halls for
corporate clients

Market Positioning: Marketing Action Plan
Case facts Analysis Recommendations
Difference in Service Offerings
Resort
Reservation
Parking
Check
in/Check
out
Porter
Meal
Pay TV
Room
service
Use phone
Amusement
Park
Reservation
Parking
Meal
Security
Retail
outlets
Changing
room
facilities
Case facts Analysis Recommendations

Strength
- 55 different water and land
slides
- One of the best rides in
country
- Spread across more than 50
acres of land
- Thrilling experience





- Accessibility such as location
- Land acquisition and govt.
regulation
- Extra 600 Rs entry tax to Karnataka
- People get bore with the same
experience




Opportunity
- Growing demand for
entertainment
- 10-15 % annual growth in
amusement park industry
- People want to spend their
leisure time in theme parks



Threat
- Different mode of entertainment as
substitute
- Threat of new entrants



Case facts Analysis Recommendations
Weaknesses
SWOT Analysis for Wonder La Resort
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 major
player in the hospitality
segment


Lack of expertise
Capital intensive
maintenance

Case facts Analysis Recommendations
Strength
Weaknesses
Opportunities Threats
RECOMMENDATIONS
Branding Strategy :Wonder la

B
r
a
n
d

E
n
d
o
r
s
e
m
e
n
t

Different product : Resorts v/s
Amusement Park
Different value proposition
Encourage patronage of customers
on the Wonderla brand and
reinforce with loyalty programs
Different target segment
Case facts Analysis Recommendations
Case facts Analysis Recommendations
Open Amusement Park
Amusement park in Hyderabad with
expected break even of 5 years
Observe operations in Bangalore resort
for 3-5 years
Accordingly use information to predict
wonderlas future in hospitality sector
Promoting the new
resort
Changing the park timings to 11 am to 7
pm on weekdays and 11am to 8 pm in
weekends
Offering fast track tickets at normal rate
to resort custome
Case facts Analysis Recommendations
Positioning
Position the resort as a place for fun for
any kind of person
Use resort positioning to attract IT people
to the amusement park
Attracting the IT
employee segment
Employing agents for promoting in Tech
parks
Offering meeting and conference call halls
to hold group meetings and symposiums
Promote as an attractive place for team
induction as well as team outings
THANK YOU! Questions?