Alton Towers Audit
Section A: Prestcom
3-4
Section B: Industry and Competitive structure
5
Section C: Industrial forces
6
Section D: Product Evolution
7
Section E: Market Segmentation
8
Appendix 1 – Prestcom
9
Appendix 2- Direct & Indirect competitors
10
Appendix 3 – Competitive Advantage Vs Competitive Scope
10
Appendix 4 – Market share
10
Appendix 5 – Adoption life cycle
10
Appendix 6 – Porters 5 forces
11
Appendix 7 – Product Hierarchy
12
Appendix 8 – Product Life Cycle
12
Appendix 9 – Segmentation Table
12
Appendix 10 – Population Shift
13
Contents Page
Section A: Environmental Pressures
Political
(60%)
The government has the authority to make decisions that can impact the operators greatly, for example they can decline planning permission and carry out health and safety checks resulting in closures such as Alton’s Black Hole.
(25%)
public campaigning can affect decisions made by theme parks in an attempt to resolve negative publicity. An example is when Soils Association campaigned against the provision of unhealthy foods in tourist attractions. Since then the park has made several changes and requested advice from nutritional expect Annabelle Karmel.1
Regulatory
(85%)
“Various legislatives have been added to the woe,”2 limiting parks to what they can do such as only being able to employ those who have had CRB checks since public safety is a priority.
Economical
(60%) Less people have domestic expenditure which resulted in outbound tourism decreasing by 15% and domestic travel increasing by 17%. In 2009 the theme park industry as a whole gained revenue of £315m.
(25%)
The decreasing value of the pound makes it cheaper and more appealing for tourists and Britons to holiday in the UK. The pound has decline by a ¼ against the Euro in the last 5 years.3
Social
(50%)
“What was once extreme is now tame and what was once unique is now old.”4 In today’s climate visitors are more demanding and not easily
3-4
Section B: Industry and Competitive structure
5
Section C: Industrial forces
6
Section D: Product Evolution
7
Section E: Market Segmentation
8
Appendix 1 – Prestcom
9
Appendix 2- Direct & Indirect competitors
10
Appendix 3 – Competitive Advantage Vs Competitive Scope
10
Appendix 4 – Market share
10
Appendix 5 – Adoption life cycle
10
Appendix 6 – Porters 5 forces
11
Appendix 7 – Product Hierarchy
12
Appendix 8 – Product Life Cycle
12
Appendix 9 – Segmentation Table
12
Appendix 10 – Population Shift
13
Contents Page
Section A: Environmental Pressures
Political
(60%)
The government has the authority to make decisions that can impact the operators greatly, for example they can decline planning permission and carry out health and safety checks resulting in closures such as Alton’s Black Hole.
(25%)
public campaigning can affect decisions made by theme parks in an attempt to resolve negative publicity. An example is when Soils Association campaigned against the provision of unhealthy foods in tourist attractions. Since then the park has made several changes and requested advice from nutritional expect Annabelle Karmel.1
Regulatory
(85%)
“Various legislatives have been added to the woe,”2 limiting parks to what they can do such as only being able to employ those who have had CRB checks since public safety is a priority.
Economical
(60%) Less people have domestic expenditure which resulted in outbound tourism decreasing by 15% and domestic travel increasing by 17%. In 2009 the theme park industry as a whole gained revenue of £315m.
(25%)
The decreasing value of the pound makes it cheaper and more appealing for tourists and Britons to holiday in the UK. The pound has decline by a ¼ against the Euro in the last 5 years.3
Social
(50%)
“What was once extreme is now tame and what was once unique is now old.”4 In today’s climate visitors are more demanding and not easily