After the situation analysis, I sat down at my desk and wrote down three goals on a piece of paper. This would be kept in the lower drawer of my desk and serve as a daily reminder of my responsibilities. This piece of paper was still in the drawer at the conclusion of my 15 year career.
Stop the bleeding; turn red ink into black ink.
Win back confidence in stakeholders internally and externally. No one has confidence in you if you are in the red.
Be profitable and with profitability, re-invest/re-develop the Park. Make it always new and fresh.
The situation analysis said it all. If we could address some of these concerns, we could turn this around. With consecutive years of losses, there was little to no funds to do much of anything but somehow, it had to be done. I remember in the beginning we camouflaged whatever we could not paint to make it look new and fresh.
Creating good value, or at least a good perceived value, is always vital.
Sales people tell you all the time, if the prospect feels you provide good value, they will buy. If it is worth $100 and I can buy it for $10, I will surely buy.
If there is nothing to do, why will anyone visit the Park? That is an easy fix - give them something to do! We are in the business to be creative, to create excitement to draw visitors. We are in the business to sell FUN. Having FUN is surely something to do.
So, we create among other things, FUN.
No one goes to a theme park alone, they are always accompanied by friends. So, let’s make every experience a fun experience so that friends want to go, and they can then bring along more friends. Having fun is a good reason, and we can develop more reasons for people to buy a ticket. After all, people buy because they have a reason to buy, and no reason not to buy.
Next, let me share with you one great idea that started to turn the Park around. Hint: it involves ghosts, ghouls, and goblins….. Stay tuned!
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