Case Study Of Albion Theme Parks

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Albion Theme Park Ltd Strategic Plan Albion Theme Parks started in the 1980s as a farm but later on proved to be popular with the local families and children who frequented the farm to interact with the animals as well as partake in other activities offered at the time such as milking, making cheese and riding on farm tractors and wagons (Lukas 2012; Miller 2012). By 1985, the farm had been converted into a fully-fledged theme park with various attractions and rides created around three themes inspired by British history: the Farmland which is a petting zoo and attraction where children can see and take part in some old farming crafts and techniques such as milking, St Georges Challenge which has rides and attractions that are themed around the legend of St George of England and Robin Hood’s Hideaway which is a wooded area that has an adventure playground. In the course of time, more rides and attractions have been added to the park, and they have all retained this established theme’s characteristics (Lukas 2012). This report will seek to analyse and review the current market position of Albion Theme Parks and to set out recommendations and strategies that will not only ensure the continued survival of the park but also increase the efficiency and profitability of the park’s activities so as to encourage growth. The report will analyse both the external and internal factors of production that affect the park’s business and highlight any changes that need to be made in the business structure or operating practices so as to increase its profitability as well as encourage efficiency in the day-to-day running of the park. External Analysis Albion Theme Parks as with any other tourist attraction in the UK is affected by many externa... ... middle of paper ... ... willing to grow and adapt to the market needs. The three factors that Albion Theme Park Limited management should have are: 1. A strong focus on innovation: Keeping at the forefront of digital innovation to harness new Internet and mobile technologies (e.g. in mobile gaming, mobile money etc), and constantly investing in new products and experiences to keep the customer offering fresh meeting customers’ ever higher expectations for highly personalized service. 2. Excellent brand management: To build genuine demand and rapport with their customers, and ensure sustained loyalty even as consumers grow more selective in their leisure spending (e.g. loyalty programmers and other customer reward programs). 3. Exploiting international opportunities to push their products and brands – building on strong domestic performance to capture parts of the overseas leisure market.

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