Wonderla, established by Kochouseph Chittilappilly in 2005 in Bangalore, evolved from Veegaland in Kochi and features over 55 rides catering to families and all age groups. The parks achieved operational break-even in their respective early years and focused on decentralized management, customer feedback, and employee training to enhance service quality. As the amusement park industry in India grows, Wonderla faces challenges such as high investment needs, competition, and the impact of external economic factors.

1. WONDER LA : A Brand in the Service of Fun
Presented By,
Group-03

2. VEEGALAND to WONDER LA : The Brand Transition
Kochouseph Chittilappilly
, V-Guard industries
promoter established an
amusement park in April
2000 in Kochi under the
name Veega Holidays and
Parks Pvt. Ltd
The name Veega land
came from V-guard and
the mascot was an
elephant
In September 2005, KC
set up a second
amusement park, called
Wonder la, in Bangalore
under the name
Wonderla Holidays Pvt
Ltd and the mascot was
baby monkey, signifying
fun
Merging of Bangalore
and Kochi companies
into one, Wonderla
Holidays Pvt Ltd in 2008

3. Highlights of Kochi & Bangalore Park
 Located at a height of 77 meters above sea level and
18 kms away from the city, Educational institutions
were an important target segment
 It has more than 55 land rides and water games for all
age groups. It had an OHSAS 18001 international
certificate for safety and ISO 14001 for environmental
protection
 Other facilities like parking space, restaurants, locker
facility and changing rooms were available
 The entry fee varied by the day of the week and by
group size and category of visitors; special discounts for
educational institutions
 For the Kochi park the initial investment required was
INR 220 million and it achieved operating breakeven at
the end of 1st year.
 It was set up in September 2005 at a distance of 28
kms from the city
 Initially the target market was young people working in
the IT industry. The target segment was then redefined
, and the park was promoted as a place of fun for the
family & for all age groups
 Among its more than 53 rides were land, sky and water
rides for all age groups
 The Bangalore Park required an investment of INR 900
million and operationally it broke even in the third year

4. From ‘Ammu’ to ‘Chikku’ | Promoting Fun Element

5. From ‘Ammu’ to ‘Chikku’ | Promoting Fun Element
Similar Rides but better
than Local Fairs
Target: mainly Children
(Malayalam TV Channel)
‘Have a heart check
before you come’
Redefining target
segment
Difficulty using Print
Media for
advertisements, Greater
efforts to create
awareness
Marketing Personnel
Interactive to constantly
monitor Customer
Feedback
Promotions through
Road-Shows, School
Competitions, Magazine
Ads, Discounts for
Schools
Increased
Advertisement spend
lead to increase in Sales
Appointed Sales Agents
& Tour Operators

6. Service Process| Delivering the Service

7. Service Process| Delivering the Service
 Decisions on the day to day running was decentralized.
 Long term issues were taken up in the managers meeting
held once every two months.
 Everything was computerized and tickets were printed as
a way to count the no of visitors in a group.
 Every morning there was a briefing session by
supervisors for ground staff. This session was used to
examine the previous day’s performance.
 Feedback from visitors was collected through feedback
forms and a complaints and suggestion box.
 As personnel were given numbers, complaints could
sometimes specify individuals.
 The influence of employees on service quality was
recognised and employee performance was given
considerable attention at Wonder La.
 The park was open every day all year, so to provide
weekly day offs and to accommodate leaves, there was
one additional person for every six persons.
 Training for employees was done in house. A one day
induction training was followed by six months on the job
training and six months probation.
 Operators were recruited from trade schools and
supervisors were diploma holders.
 Organisation affiliation was cultivated through in –house
magazines, annual sports events, get together during
festivals, cultural activities and family insurance and
medical camps.

8. Demand for Entertainment & Industry Growth

9. Demand for Entertainment & Industry Growth
 AppuGhar, Delhi- First amusement park
 IAAPI- industry growing with over 50 medium
to large amusement parks, 10-15% YoY growth
 Increase in India’s middle class reason for
growth in demand
 Disposable income increased from 13.51% to
43.53%
 Demographic trends offering 600mn potential
visitors to amusement parks
 Industry demanded high investment for land
and equipment
 One way to increase revenue was through retail
 IAAPI states a park could be profitable if
revenues from the gate collection and other
sources reach a 50:50 ratio

10. Competing to Entertain
 International Amusement Limited(IAL) in
north & Nicco Parks and Resort Limited(NPRL)
in east were the competitors
 AppuGhar, Adventure Island & Metro Walk
giving good competition
 Similarly, Kolkata Park, and smaller parks in
Bhubaneswar & Jamshedpur in east setup by
NPRL
 FDI in India’s amusement park inhibited by
low gate fees, Entered into alliances with kid’s
channels
 Disney not a competition as it represents
foreign culture, & requires five years to
operationalize if decided to move into India
 Other forms of entertainment – Shopping
malls, food courts, multiplex movie theatre,
video games
 Kingdom of Dreams(KOD), opened in 2010-
live entertainment, theatre and leisure
destination in Gurgaon, NCR of Delhi. It
offered Indian culture through its cuisines,
crafts, musicals, dramas, carnivals, street
dances & mythological shows
 Targeted at high-end segment of Indian
population & international tourists

11. Future Challenges | Journey Ahead

12. Future Challenges | Journey Ahead
High
investment
required for
Hospitality
Sector
Increased Marketing
approach to sustain
demand, low
literacy level outside
Bangalore
Tackling rising cost
of real estate,
acquiring right lands
for expansion
Tackling Cities
with High
discretionary
spending
Growing threat
from potential
competitors,
constant value
differentiation

13. Will it continue to be a ‘Walk in the Park’ for Wonder La ?
Low Ratio of
Amusement
Park-to-People
(165 India, 400+ USA)
7.6 % lower footfall due
to unseasonality of
Rains
Revenue growth slowed
down, grew by 5%
to 67 Cr
(June’15 -QoQ)
High Debt & Interest
costs hurting share
value
Adlabs – revenue
increased by 200% due
to Imagica &
Aquamagica being
operational together
Net Profit increased by
13% as compared to
27% QoQ, previous
fiscal year
Wonder La’s operating
profit margin is 60%
(june’15) as compared
to Adlabs’ 29%
Launch of Hyderabad &
Tamilnadu Wonder La is
crucial in terms of
future growth
Net profit is at 28.4 Cr
(June’15), 22 lac visitors
last year

14. Do visit us !
Thank You 