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MERRYLAND AMUSEMENT PARK

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Jeevandran Tenggatharam

on 2 February 2015

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Transcript of MERRYLAND AMUSEMENT PARK

GROUP MEMBERS

SARANNYA V.KUNASEGARAN AC089653
PARVIN K.SOKHAL JASBIR SINGH AC089636
JEEVANDRAN TENGGATHARAM AC088873
SHANMUGANESWARI MURALI AC089234
MERRYLAND AMUSEMENT PARK

located in the Kansas City.
Opened in 1955.
Started and managed by Stanley Merry for 33 years.
1988, he died – left to his widowed daughter – in law Samantha Steinberg.
Managed with her second husband Alan from 1988 to 2009.
Officially closed the gate in 2009
Tony was interested. – dream come true.
Purchase option was available – 3 - *altria cash offer
*consortium of local business enterpreneurs
*loan
Main attraction - scream machine – roller coaster

CASE ABSTRACT

Bring joy and happiness to our
customers when visiting MerryLand Amusement Park. Furthermore, must bring inner peace and make sure they come out from their stressful life while visiting MerryLand Amusement Park.

Vision Statement

Must bring entertainment (2) to Kansas city and the
surrounding areas (3). Then we must get ready to strive ourselves to deliver unique and quality attraction to our customers (1) through advanced technology and advancer riders and features (4). Furthermore, we believe on our employees continuous achievement (9). They accordingly providing such a great fun and friendly environment to our customer who were there (6). Our customers only leading us to be a profitable company for our investors (5) and our community (5 & 8).

Mission Statement

Strengths

Extra land for development.
-They had 20 acres still in woods which could be
extended.
The historical value of the park.
-Establish since 1955and well known by all.
Management focus was more towards safety of rides.
-Suitable for every age.
Merryland park was the biggest attraction.
-The clown, screamer.
Advanced technology.
 


Internal Assessment

Weaknesses

Lack of research and development facilities.
-Repairs were made by local universities.
The ticket pricing was increased.
-At beginning Steinberg focused more towards profit.
Poor strategic management.
-Steinberg did not follow the demands of the locals to
make amusement a success.
The cost of renovation is high.
-Amounting RM 5 millions.



Internal Assessment cons..

Internal Factor Evaluation (IFE)
Matrix

TOTAL SCORE 3.33

IFE Matrix

Opportunities

Closet the theme park was mile away.
-It gives opportunity for residence to have a local them park to go.
No direct competition
-Except only few amusement centres.
Customer loyalty
-Merryland amusement park is a local theme park.
Perform partnership with other business.
- for reduced or proportional rates.
Promotion discount was made according to the company’s profit such as, discount for senior citizen, corporate discount, and rewards for membership.
Replacing and maintaining the rides.
-Experts were hired from rational motion to work in the theme park.
Numbers of families were increasing in Kansas by 65.3%.
more income for the amusement park.


External Assessment

Threats
Willingness of Patrons to drive long distance.
-They prefer visiting other theme parks which was further.
Weak economic give impact to Merryland Amusement Park.
-it was hard for the customers for spending too much on luxurious travel and attending the me park.
Shifting from a normal amusement park towards a hotel based service.
-Could not provide best service for the customers.
Limited product expense expansion in Merryland.
-This is because Altria conditions is not to allow other product lines beside.
Pranksters damage the park’s facilities.
-Having 20 break-ins report.
Number of rivals were bigger and better.
Increased number of small amusement park
-for example, Zonkers, world of fun


External Assessment cons…

External Factors Evaluation (EFE)
Matrix

TOTAL SCORE 2.97

EFE Matrix

THANK YOU
To be the No 1 Amusement park in Kansas, an be the best theme park among the competitors.

Long Term Objectives

Retrenchment
* Turnaround strategy - reduce the rides which are not
attractive. - come up with new rides.


Strategies

Recommendations

1 - reduce the rides which are not interesting.
2 - implement new rides.
3 - check on the improvement of the people visiting the theme park.
4 - if yes, continue with improvising the rides to be more attractive.
5 - if no, liquidation is the best.

Procedure for strategy
review and evaluation

Recommendations cons…
Full transcript