I.

Point of View
In this case, the group would take the point of view of the top
management/marketing manager. This is because the group thinks the top
management/marketing manager has the capacity to strategize and initiate the
necessary actions in this situation.

II.

Market Situation Analysis

A. SWOT
a. Opportunities
- Visitors coming in groups could be corporate (handling company anniversaries,
parties, product launches, company and family outings, sport fests, wedding
receptions, birthday parties, concerts and fund-raising activities), travel (handling
tour groups), and school (handling educational field trips, graduation balls, and
prom nights)
- Majority of those who visited the park were young people between 13 to 29 years
of age.
- A big chunk of the parks revenues came from its admission fees and retail
operations.
- Continuous demand for recreational activities
- People celebrate different occasions all throughout the year
- Increasing demand on semestral breaks and vacation of students
- People are attracted on buying group or corporate packages
b. Threats
- Precarious economic conditions (currency crisis) in late 1997
- Competition from other recreational establishments
- Fluctuating demand
- The Financial Crisis in Asia
- People began cutting unnecessary expenses including leisure expenses
- Fluctuating demands all throughout the year
- Negative responses of the disappointed customers
- Competition from other recreational establishments such as malls.
c. Strengths
- Pioneer theme park
- world-class themed leisure, recreation and entertainment
- Seven fantastic theme zones
- Spacious land
- Accessible to public (close to Metro Manila)
- Rides imported from United States, Germany, and Japan.
- With musical entertainment (popular guest bands and in-house bands)
- With fireworks display every weekend

Accredited with the International Theme Park Inc. (complied to international

safety standards)
Highest standards in safety, services, products, facilities, and attractions
Crew members trained in Disney, USA
Allowed to speak only fluent English at all times for their target market-AB class
Conducts regular survey among customers making prior ticket purchases
Park was open year-round from Mondays to Sundays except Maundy Thursday
and Good Friday during Holy Week.
Unlimited use of rides and attractions within the park
Park owned food stalls and souvenir stores

d. Weaknesses
- Almost four years since it last introduced a new major ride or attraction (novelty
of the place started to wear off)
- Plunged attendance by 1997
- Maintenance made up the bulk of its expenses
- Usually took 30-40 minutes for the visitor to wait (waiting lines) for a major ride
during peak seasons because of overcrowding
- The park had to continue incurring fixed overhead costs to serve a very thin
crowd during lean months
- Late and/or absence of any sales blitz in the form of posters and flyers to
universities and colleges
B. Product Life Cycle
Introduction
Growth
Maturity
Decline

Upon opening, the EK started at high price yet the demand is

high
There is an increasing trend for the demand since EK has been
well-publicized
There was a stable demand for some time then went down due
to critical events that took place
The demand decreases after financial crisis and ineffective
publicity/promotion offers.

C. Target Market
The target market of Enchanted Kingdom mainly belongs to the AB class. After having
two critical events in 1997, the management decided to change their marketing
strategies, and targeted the general public like students, government workers, and
those who are planning to have parties/celebrations/tours.

D. Product Positioning
Enchanted Kingdom has positioned itself as a Philippine leader in world-class themed
leisure, recreation, and entertainment committed to provide guests of all ages a total and
unique experience of fun and enjoyment.
E. Current Marketing Mix or Marketing Strategies
a. Product
Enchanted Kingdom offers their customers a world-class magical experience of
entertainment and leisure through wide variety of good outlets, new rides and attractions
imported abroad, wide variety of food outlets, specialty shops, and video games center.
Visitors could also swing to the beat of live wire of musical entertainment from popular
guest bands and in-house bands. And fireworks display was available for public viewing
every weekend.
b. Physical Evidence
Enchanted Kingdom has distributed publication materials (i,e, print ads, poster, flyers)
for their services and discounts.
c. Place
The location is a 16.6 ha land quite accessible to the public because it was just 30km
away from Makati.
d. Promotion
1997 second half
of the year
1997 April-May
1997 August
1997 August

Price-decrease
Twicket with Pepsi
CALABARZON promo
Government Promo

1997 September
1998 April-May

Magic Treat Promo

Barkada Treat Promo

1998 JuneSeptember
1998 Semestral
break

Government Promo and

Calabarzon Promo
Sembreak treat Promo

First time EK visitors were given lesser

entrance fee on certain days and months

An exclusive day was set aside for

employees of government institutions,
SSS, and GSIS. (100 entrance fee)
Summer vacation treat for students,
walk-in guests with big entrance fee
discount

For four tickets, two were given for free

e. Price
At first, the price was at high end (high price) then decreased subsequently following
several financial/economic crises.

f.

Process management
How- To avail the service, EK has two customer segments. These include walk-ins and
those who pre-book their visits through the sales office as a group.
When- all throughout the year within specific days including peak and non-peak seasons
Where- EK entrance location and online pre-booking

g. People
Internal-employees (crew members and staff received service training from Disney USA
and are advised to speak in fluent English at all times.
External-customers (i.e. adults, children, senior citizens, students, government
employees)
III.

The Case Problem

How does the top management/marketing manager of the Enchanted Kingdom even out
its demand throughout the year?

IV.

Case Objective
This study aims to:
To effectively formulate a strategy that would increase theme park
attendance
To ensure theme park attendance even-out during peak and non-peak
seasons all through the year
To increase the number of people going to the park despite financial crisis
and other challenges/threats both for the intended customers and the
management itself

V.

Alternative Solutions to the Problem

Alternative Courses of Action
A. Addition of new major rides and attractions in the park.
B. Adjusting of prices depending on the season, month, day, or occasion.
C. Intensive Promotions during non-peak seasons

Alternative

Pros

Cons

VI.

Will encourage returning

customers.
Will attract more attendances
and increase the demand for
the park
Will increase the customers
satisfaction
Will provide more thrilling and
exciting new rides
Will provide more entertainment
options due to additional
attractions
Will increase demand during
peak seasons
Will make the demand closely
the same all through the year
Will avoid overcrowding
Will attract celebrants for
various occasions on varying
season
Will increase the peoples
awareness of the park
Will attract more attendances
Will promote good image for the
theme park
Will open possibilities for
partnerships and collaborations
in exchange of services (i.e.
entrance tickets)
Will stabilize demand during
non-peak seasons

Very costly
Impractical for the management
due to financing and weak
demand
Doesnt necessarily stabilize the
demand of the park.

Will require annual price planning

due to changing circumstances in
every season
Will require the management to
ensure just and fair discounts to
varying occasions

Costly
Doesnt necessarily lead to
customer satisfaction
Customers promotional needs
vary from one type of customer to
another
May not reach all the target
customers

Recommendation
Based on the pros and cons table, alternative B is recommended. Prices will be adjusted
depending on the season, month, day, or occasion.
Implementation
Planning: Surveys and past records could determine the demand on certain
seasons, months, days or occasions and then develop a price index from the
demand records of the park.

VII.

Implementation Proper: Advertise and disseminate information about the

new pricing scheme both online and offline. This will encourage visitors to go
to the park during lean seasons because of the low price and will even out
the number of visitors during its peak seasons.

Control: The special prices during occasion or season will be advertised.

Price changes depending on the occasion or season will be continuously
advertised or disseminated all throughout the year. Surveys may also be
conducted to monitor the customer satisfaction.

Proposed Strategies or Plans

a. Target Market
There is no need to change the target market since they were already adjusted to
the general public to meet greater demand.
b. Product Positioning
Though positioned as a world-class theme park, we will ensure that the park
would be also appealing to the masses. We would try to remove the notion that
the park is for the elites only.
c. Marketing Mix or Marketing Strategies

Product

Place

Price
Promotion

Physical
evidence
People
Process
management

Short term
Medium term
Set-up attractions on strategic places

Rent vacant lots to

private
groups/establishments
Offer special prices on identified
occasions/celebrations and etc.
Provide pamphlets, posters, and other publicity
materials and souvenir items

Long term
Put up additional
rides and
entertainment
activities
Utilize vacant lots

Standard pricing
for entrance
Establish tie-ups
with other
companies/
individuals
Provide publicity materials that are timely and updated; Provide bill
boards and other big publications on strategic locations
Train staff for management and service skill
Walk-ins
Online booking

VIII.

Future Trends
After intensive campaign on special prices at occasions, there will be an expected
increase in the number of customers. When the number of customers is equally
distributed all through the year, the management has to provide new entertainment rides
and attractions to sustain the demand.

IX.

Contingency Plans
In case the first alternative failed, the second best alternative to be considered should be
Alternative C- increase publicity and promotions during non-peak seasons.

X.

Marketing Management Lessons

-

Incurred losses from the discounts could still be retrieved if the demand would be
made high and stable
Intensive promotions would not be practical and necessary given the fact that EK
has an established reputation
Discounts are attractive to customers.

Case 1
Enchanted Kingdom

Group 2 Members:
Abacan, Crispin Mahrion B.
Arcega, Diana Ruth R.
Bae, Chan Young
Balderia, Paolo G.
De Ocampo, Nasreen Joy L.
Espiritu, Rovil A.
Mojar, Alyssa Kaye S.

October 4, 2013

MGT 151-B
Prof. Nanette Aquino