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Iaapa Presentation 2008
 

Iaapa Presentation 2008

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This is the presentation given by Dan Aylward and Vic Nolting at the IAAPA Convention in November, 2008

This is the presentation given by Dan Aylward and Vic Nolting at the IAAPA Convention in November, 2008

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    Iaapa Presentation 2008 Iaapa Presentation 2008 Presentation Transcript

    • IAAPA Small Parks and Attractions Committee Aggressive Business Practices with Creative Flair
    • IAAPA
      • History of development of two parks
      • Demonstrate two approaches to the industry
      • Two different types of attractions
      • Similar strong results
    • IAAPA
      • Magic Springs and Crystal Falls in Hot Springs, Arkansas
      • Coney Island in Cincinnati, Ohio
      • Leave about 20 minutes for Q&A at end
      • Enjoy the coffee and refreshments
    • IAAPA
      • Session is being recorded
      • Available for purchase later
      • Vic and I receive no compensation as part of the sales of recordings but we are available to sign autographs after the session for a small stipend
    • IAAPA
      • FYI
        • Kings Island
          • Great time in industry
          • Breaking new ground
          • Vic started in marketing and grew from there
          • I started as Scooby Doo and had no where to go but up
        • Extensive experience in numerous parks and attractions
        • Vic experienced in domestic parks and campgrounds
        • My experience primarily in domestic and international turn around projects
    • IAAPA
      • Vic Nolting
        • Over 30 years in the business overall
        • Kings Island
        • Darien Lake
        • Coney Island
        • Yogi Bear’s Jellystone Park Camp – Resorts
    • IAAPA
      • Dan Aylward
        • 38 years in the industry
          • Kings Island
          • Riverside
          • Boblo Island
          • Old Tucson Studios
          • Silverwood
          • Six Flags
            • Marine World
            • European Division
          • Magic Springs
            • Themeparks LLC
            • PARC Management LLC
    • A ggressive Business Practices With Creative Flair IAAPA Attractions Expo 2008 Cincinnati, Ohio
    • Background
        • 1867 Known as Parker’s Grove
        • 1886 Renamed “Ohio Grove, Coney Island of the West
        • Park grew into a regional attraction
        • 1.3 million in attendance
        • Known for beautiful landscape, cleanliness, quality customer service
        • Offered a wide a variety of attractions and promotional events
    • 1984 - Rebirth
        • Coney Island donated land to the Cincinnati Symphony
        • Riverbend Music Center opened
        • Rebuilding of Coney Island began
    • Challenges
        • 1. Name: Old Coney
        • 2. Facility
        • Numerous derelict buildings
        • Old ride queues and walkways
        • Infrastructure issues
        • Very small attractions package
    • Opportunities
        • 6 original buildings to rehab or convert
        • Sunlite Pool and Zoom Flume continued to operate
        • Mini Golf, Pedal Boats, Picnic Grove, Pavilion and 4 Kiddie Rides
        • 100 acres located 10 miles from Cincinnati on an interstate highway
        • Market was still emotionally attached to the park
        • Crazy staff was willing to try anything
    • Issues
        • Limited product
        • Slim capital budget
        • Inadequate marketing budget
    • Coney Island’s Mission Statement …
      • “ to be the premier choice for family entertainment, by delivering exceptional customer service and outstanding product and memorable experiences.”
    • Facility Improvements
        • Removed all unusable elements
        • Renovated key buildings
        • Softened grounds with landscaping and meandering walkways
        • Paint, paint, paint
    • First Steps
        • Focused on families with young children
        • Provided exceptional customer service
        • Offered economical pricing
        • Created a clean and wholesome environment
    • Marketing Efforts
        • Changed name back to Coney Island
        • Positioned as Cincinnati’s Summer Place
        • Re-introduced to the market
    • Focus on Sunlite Pool
      • Family-Friendly Attributes
        • Zoom Flume water slide
        • Silver Bullet water slide
        • 7 diving boards
        • Over an acre of shallow water
    • Concentration on Memberships
    • Membership Sales
      • Direct marketing
      • Retail sales partnerships
        • Families with young children
        • 10 mile radius
        • Priced and positioned as a membership
    • Promotional Events
      • World’s Largest Cheese Coney which was 400’ long
      • Cannonball contests in Sunlite Pool
      • Worlds largest kazoo band
      • High wire acts at the pool
      We tried every event / stunt possible to jump start the process.
    • Typical radio promotions evolved into events that added value to our members and ala carte customers.
    • Family events that parents and kids can enjoy together.
      • Safety Day
      • All Dolled-up Day
      • Kids’ Nite Out
      • Kids Kamp
      • Harry Potter Day
      • Pirates of the Caribbean
    • Group Sales
      • Concentrated on specific day catered picnics
      • Positioned the “Picnic” as the product, not a side element
    • Old Fashioned Group Picnics
      • Grilled at your own private shelter
      • All you can eat and drink (soft drinks) menus
      • Team building
      Games Softball Sand Volleyball Horseshoes
    • Labor Day AFL-CIO The largest union picnic in the Midwest is held at Coney Island. Includes AFL-CIO and 20 affiliated unions.
    • Themed Picnics
      • State Fairs
      • Carnivals
      • Luaus
      • Western Barbecues
      • Fifties
    • Special Events
      • Established parks normally introduce a new marketable product. Coney Island staged special events like Summerfair.
    • Strategy
      • Used park grounds as an event venue
      • Staged established city-wide events at Coney Island
      • Brought event customers to the park
      • Reintroduced to the community at large
      • Launched each operating season with a public event
      • Promoted Coney Island as the best location in the city for major events
      • Specifically targeted pre-season dates
    • Appalachian Fest
    • Senior Expo
    • Cincinnati Flower Show
    • Packaged Various Ways
          • Rent equaled services rendered
              • Traffic management
              • Electrical needs
              • Clean-up service
    • Shared Revenues
      • Split of parking fees
      • Split of food and beverage sales
      • Park held rights to sell all liquids and basic fare
      • Festival limited specialty food vendors
    • Coney Island Events
      • Balloonglow
      • Our first hot air balloon race was held on Memorial Day weekend.
      • It eventually morphed into Balloonglow, which is held on July 3.
    • September - Fall-O-Ween
      • Petting zoo
      • Hay maze
      • Pumpkin painting
      • Hay rides
      • Trick or treat trail
      Event is timed to keep us ahead of the highly competitive “Haunt” time period and allows us to do a family friendly event.
    • Adult Events
      • Charity Walks & Runs
      • Minimum of 4 fund-raising events annually
      • Corporate meetings
      • Banquets
      • Weddings
    • Dances
      • Weekend Hot Wax Hops and Big Band Dances
    • Coney Island Today
      • Renovated Sunlite Pool and grounds
      • 22 Rides
      • Paddle boats and canoes on Lake Como
      • Outdoor concert halls
    • Two event facilities which are the site of nearly 60 wedding and private events
      • Kid’s Town
      • Live shows
      • Arcade/games of skill
      • Numerous food and beverage outlets
      • Picnic grove hosts 350 corporate picnics
    • Gross Revenue Performance Breakdown
      • (as a percent of gross revenues)
      • (Mean) Coney 2002 IAPPA 2007 IAAPA
      • Island Abstract Abstract
      • Rides/Admissions/
      • Parking 48.0% 62.2% 58.6%
      • F&B 39.8% 17.8% 26.3%
      • Merchandise 2.1% 5.9% 2.3%
      • Games 2.0% 3.6% 6.4%
      • Other 3.4% 4.5% 6.4%
    • Gross Revenue Performance Ratio
      • (as a percent of gross revenues)
      • TOTALS 2005 - 2007 AVERAGE
      • Cost of Sales 12.6%
      • Concession Expense 10.7%
      • Total Expenses 61.7%
      • EBITDA 15.0%
    • TOTAL EXPENSES
      • AS A PERCENTAGE OF GROSS REVENUES
      • Full-time Staff 14.4%
      • Seasonal Staff 16.3%
      • Total Fringes 5.1%
      • Marketing 4.4%
      • Utilities 3.5%
      • Insurance 4.2%
      • Repair/Maintenance/Other 13.8%
      • Average Capital Expenditures for Plant Integrity $375,000
    •  
    •  
    • Magic Springs and Crystal Falls
      • Opened in 1975
        • Suffered through two bankruptcies
          • 1980
          • 1995
        • Peak attendance level 180,000
        • Image problems
        • Marketing challenges
      • Closed in 1995
        • Did not operate from September, 1995 through 1999 season.
    • Magic Springs and Crystal Falls
      • Combined effort of State, local and private groups to re-open the park.
      • State provided bond guarantees
      • City provided bond issuance
      • Private investments built up the property
        • Themeparks, LLC
        • Fitraco (leases)
        • Ride Leasing LLC
        • Others
    • Magic Springs and Crystal Falls
      • Park re-opened for 2000 season
        • 20 rides
        • New Water Park addition
        • Limited show package
        • Drew 360,000 guests
    •  
    •  
    •  
    •  
    •  
    •  
    •  
    •  
    • Magic Springs and Crystal Falls
      • 2001 season more challenging
        • Added S&S Shot and Drop Tower and Antique Car rides
        • Attendance dropped to 275,000
    •  
    • Magic Springs and Crystal Falls
      • 2002 season dropped again
        • Lower tourist traffic to Hot Springs after 9/11
        • Loss of traffic from the local community
        • Attendance down to 254,000
    •  
    • Magic Springs and Crystal Falls
      • Time to re-assess the business
        • Take value position
        • Build entertainment value
        • Excite market about value
        • Create overwhelming reasons to visit
        • Develop innovative approaches to operations
        • Utilize historically successful marketing programs
    • Magic Springs and Crystal Falls
        • Key Points of Operations
            • Give quality guest services
            • Maintain safe operations
            • Improve training at all levels
            • Provide Full Staffing Continually
    • Magic Springs and Crystal Falls
        • Guest Services
          • Everyone leaves the park happy
        • Customer Satisfaction
          • Internal and External
        • Trust and Verify
    • Magic Springs and Crystal Falls
      • Park Philosophy
        • Small market requires aggressive recruitment and retention
        • Build opportunities for personal development of the staff
          • AIMS
          • NARSO
          • Educational programs
          • Training Programs
          • Tuition Reimbursement Program
    • Magic Springs and Crystal Falls
        • Maintain Community Involvement
          • Expand Relationships with area tourist attractions
          • Build Governmental Relationships
          • Support local groups and organizations
    • Magic Springs and Crystal Falls
        • Marketing
          • Substantial changes over the years
          • Increased Sales Staff
          • Expanded advertising
          • Aggressive PR effort
          • Increased markets
          • Value Priced Season Passes
            • Gold
            • Regular
            • Flat Price program
    • Magic Springs and Crystal Falls
      • Operating Philosophy
        • Three Priorities
          • Safety
          • Safety
          • Safety
    • Magic Springs and Crystal Falls
          • General
            • Investment Philosophy
            • Return on Investment
    • Magic Springs and Crystal Falls
            • Return Cash on Cash
            • Ride Additions
            • Capital Decision Making Processes
              • Attraction
              • Departmental
    • Magic Springs and Crystal Falls
      • 2003 season
        • Added amphitheater
          • Used major national booking agent
            • Mother Hubbard
            • Internship program
          • Major national named talent
            • Beach Boys
            • Kenny Rogers
            • Lee Ann Reims
            • Third Day
    • Magic Springs and Crystal Falls
      • Greatest success
        • Christian
        • Legends of Rock
        • Country
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    • Magic Springs and Crystal Falls
        • Marketing
          • 2003
            • Expanded marketing in Little Rock ADI
              • Added more print and radio to maximize concert impact
    • Magic Springs and Crystal Falls
      • 2004
        • Added Gauntlet roller coaster
          • Vekoma Suspended Looping Coaster
    •  
    • Magic Springs and Crystal Falls
      • Marketing
        • 2004
          • Expanded advertising to
              • Memphis
              • Shreveport
              • NW Arkansas
            • Season Pass promo with Kroger
            • Expanded promotional programs
              • McDonald’s
              • Wendy’s
              • Pepsi
    • Magic Springs and Crystal Falls
      • 2005 added Plummet Summit
        • Shoot the Chutes
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    • Magic Springs and Crystal Falls
        • Marketing
          • 2005
            • Further entrenched marketing in outer markets
            • Expanded promotional programs
            • Added on-line ticketing
          • 2006
            • Repeated on-going programs
    • Magic Springs and Crystal Falls
      • 2006 added X Coaster
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    • Magic Springs and Crystal Falls
      • 2007
        • Added Free Pepsi, Sunscreen and Tube Rental to reinforce family value image
        • Added Seven Falls and Crystal Lagoon
          • First major addition to water park since 2000
          • Pro Slide seven slide complex
          • Aquatic Development Group pool complex
    •  
    • Magic Springs and Crystal Falls
        • Marketing
            • 2007
              • Converted to Summit Bank for Season Pass sales
              • Expanded into Texas markets
              • Expanded into Oklahoma markets
              • Grew presence in current markets
    • Magic Springs and Crystal Falls
      • 2008
        • Continued Free Pepsi, Sunscreen and Tube Rental program
        • Added Mat Racer
          • Rounded out new water park section
          • Pro Slide unit
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    • Magic Springs and Crystal Falls
      • Marketing
        • 2008
          • Expanded existing programs
    • Magic Springs and Crystal Falls
        • Results
          • Quality Service Improved
          • Operations training improved
          • Better Supervision throughout park
          • Full staffing throughout most of season
          • Higher overall satisfaction levels
          • Excellent Secret Shopper scores
    • Magic Springs and Crystal Falls
        • Marketing
          • 2002
            • Little Rock market only
            • Market addressed by
              • Six Flags over Texas
              • Silver Dollar City
              • Libertyland
              • Six Flags Houston
              • Bell’s Amusement Park
              • Six Flags New Orleans
              • Wild River Country
    • Magic Springs and Crystal Falls
        • Marketing
          • 2008
            • Market Addressed by only
              • Six Flags over Texas
              • Silver Dollar City
              • Wild River Country (bankrupt)
              • Four parks closed
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    • Magic Springs and Crystal Falls Total Attendance
    • Magic Springs and Crystal Falls Season Pass Sales
    • Magic Springs and Crystal Falls Group Sales
    • Magic Springs and Crystal Falls
      • Tremendous strides over the years
      • Employ between 1200 and 1500 people per year
      • Building on growing reputation as great family experience
        • Better Homes and Gardens
        • AOL Top Ten Unique Theme Parks
      • Weather and gas prices on-going challenges
    • Magic Springs and Crystal Falls
      • 2007
        • Sold the assets of the facility, personal and real estate, to CNL Income Properties.
          • Simultaneously, leased assets back and continued to operate
    • Magic Springs and Crystal Falls
      • In 2008, sold the lease to PARC Management, LLC
        • As of this week, 25 facilities across the United States
    • Contact Information
      • Vic Nolting
        • 513-232-8230
      • Dan Aylward
        • 513-260-1692
    •