Flevy Management Insights Case Study

Customer Engagement Strategy for Virtual Amusement Park in Digital Entertainment

     David Tang    |    Consumer Decision Journey


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Consumer Decision Journey to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

TLDR A virtual amusement park faced slow content development and rising competition. Strategic initiatives halved the development cycle, boosted user engagement with personalized experiences, and successfully expanded into mobile VR. This underscores the need for agility and data-driven decisions to enhance user satisfaction.

Reading time: 10 minutes

Consider this scenario: A pioneering virtual amusement park operating within the burgeoning digital entertainment sector is navigating the complexities of the consumer decision journey in an increasingly crowded online space.

Externally, the park faces a 20% uptick in competition from both traditional amusement entities pivoting to digital and new, innovative online experiences. Internally, challenges include a 30% slower content development cycle compared to the industry average and difficulties in leveraging data analytics for personalized customer engagement. The primary strategic objective of the organization is to redefine its customer engagement model to enhance user experience, thereby increasing visitor numbers and revenue within the next fiscal year.



The virtual amusement park sector is rapidly evolving, driven by advances in technology and shifts in consumer preferences towards digital entertainment. An analysis of the market dynamics presents a complex picture, with significant barriers to entry but also vast opportunities for growth.

Environmental Assessment

  • Internal Rivalry: Intense, as established amusement parks and emerging digital entertainment platforms compete for a share of consumer attention and spend.
  • Supplier Power: Moderate, with a limited number of technology providers specializing in virtual reality and augmented reality solutions.
  • Buyer Power: High, due to the low switching costs and wide array of entertainment options available to consumers.
  • Threat of New Entrants: Moderate, as the high initial investment in technology and content creation poses a significant barrier.
  • Threat of Substitutes: High, with alternative digital entertainment forms, such as streaming services and video games, vying for the same audience.

Emerging trends in the industry highlight a shift towards more immersive and interactive digital experiences, leveraging cutting-edge technologies like virtual reality (VR) and augmented reality (AR). This evolution presents opportunities to create unique, differentiated content but also risks being outpaced by rapid technological advancements and changing consumer expectations.

  • Increasing demand for personalized experiences offers an opportunity to leverage data analytics for tailored content creation, posing a risk of alienating users if privacy concerns are not adequately addressed.
  • The growth of mobile VR and AR technologies opens new channels for engagement but requires significant investment in mobile-optimized content development.
  • Collaborations with tech companies can accelerate innovation but may dilute the brand if not carefully managed.

A PESTLE analysis reveals that regulatory considerations, particularly around data privacy and digital content standards, are increasingly significant. Technological advancements fuel the sector's growth, while economic factors, such as disposable income levels, influence consumer spending on entertainment. Social trends towards virtual socialization and entertainment during the global health crisis have accelerated the industry's growth, but environmental and legal factors remain less impactful.

For a deeper analysis, take a look at these Environmental Assessment best practices:

Consolidation-Endgame Curve Framework (29-slide PowerPoint deck)
Porter's Five Forces (26-slide PowerPoint deck)
Market Entry Strategy Toolkit (109-slide PowerPoint deck)
Strategic Foresight and Uncertainty (51-slide PowerPoint deck)
Strategic Analysis Model (Excel workbook)
View additional Consumer Decision Journey best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Internal Assessment

The organization boasts innovative VR content and a pioneering spirit but struggles with slow content development and underutilization of data analytics for personalization.

SWOT Analysis

Strengths include a first-mover advantage in the virtual amusement park space and proprietary VR content. Opportunities lie in expanding the content portfolio and leveraging analytics for personalized experiences. Weaknesses encompass slow content development cycles and limited data analytics capabilities. Threats involve intensifying competition and rapidly changing technology.

Distinctive Capabilities Analysis

The organization’s distinctive capabilities should revolve around content innovation and creating immersive user experiences. Currently, the ability to rapidly develop and deploy new content, and to personalize the user experience through data analytics, are areas requiring significant improvement to maintain a competitive edge.

Gap Analysis

A gap analysis indicates a disconnect between the organization's current content development pace and the industry standard, as well as underutilization of customer data for personalization. Bridging these gaps is critical for enhancing user engagement and competitiveness.

Strategic Initiatives

  • Accelerate Content Development: Streamline the content creation process to halve development time, enhancing the park’s ability to offer fresh, engaging experiences. This initiative aims to maintain user interest and encourage repeat visits, driving revenue growth. It will require investment in content development tools and training.
  • Enhance Personalization Through Data Analytics: Implement advanced analytics to tailor the virtual amusement park experience to individual preferences, aiming to increase user engagement and satisfaction. The value creation lies in deepening user engagement, thereby boosting visit frequency and duration. This will necessitate enhancements to the park’s data analytics capabilities and infrastructure.
  • Develop Mobile VR Experiences: Create mobile-optimized VR content to expand the park’s reach and accessibility, addressing the growing segment of mobile VR users. This initiative seeks to tap into new customer segments, potentially increasing overall user base. It will require resources for mobile content development and marketing.
  • Collaborate with Technology Partners: Forge partnerships with AR/VR technology firms to co-develop cutting-edge attractions, ensuring the park remains at the forefront of digital entertainment innovation. These collaborations aim to bring unique, state-of-the-art experiences to users, solidifying the park’s market position. This will involve negotiation and partnership management resources.

Consumer Decision Journey Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


In God we trust. All others must bring data.
     – W. Edwards Deming

  • Content Development Cycle Time: Reduction in cycle time will indicate improved efficiency in bringing new experiences to market.
  • User Engagement Rate: An increase in engagement rates will reflect the success of personalized experiences in captivating users.
  • New User Acquisition Rate: Growth in this metric will signal the effectiveness of mobile VR content and marketing strategies in attracting new visitors.
  • Partnership ROI: Measuring the return on investment from technology partnerships will provide insights into their value in enhancing the park’s offerings.

Monitoring these KPIs will offer valuable insights into the strategic initiatives' effectiveness, highlighting areas of success and identifying opportunities for further optimization to ensure the virtual amusement park remains a leader in digital entertainment.

For more KPIs, you can explore the KPI Depot, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Consumer Decision Journey Deliverables

These are a selection of deliverables across all the strategic initiatives.

  • Content Development Efficiency Plan (PPT)
  • Data Analytics Enhancement Roadmap (PPT)
  • Mobile VR Content Strategy (PPT)
  • Technology Partnership Framework (PPT)
  • Strategic Initiative Performance Report (Excel)

Explore more Consumer Decision Journey deliverables

Consumer Decision Journey Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Consumer Decision Journey. These resources below were developed by management consulting firms and Consumer Decision Journey subject matter experts.

Accelerate Content Development

The organization employed the Value Chain Analysis to streamline its content creation process. This framework, originally introduced by Michael Porter, dissects a company's activities into strategically relevant categories to identify value-adding and cost-generating activities. It proved instrumental in pinpointing inefficiencies within the content development lifecycle that were previously overlooked. By examining each segment of the value chain, from initial concept to final product release, the team was able to identify several areas ripe for optimization.

The implementation process involved the following steps:

  • Mapping out the entire content development value chain, from ideation and design to production and distribution.
  • Identifying bottlenecks and inefficiencies in the current process, particularly in the transition from content design to production.
  • Implementing automated workflow tools to streamline content production and reduce manual handoffs.

As a result of employing Value Chain Analysis, the organization successfully halved its content development cycle time. This not only enabled the rapid rollout of new attractions but also significantly improved the park’s agility in responding to emerging entertainment trends and customer preferences.

Enhance Personalization Through Data Analytics

The organization turned to the Customer Journey Mapping framework to enhance personalization across its virtual amusement park. This approach allowed the team to visualize the end-to-end experiences of different user segments, from initial awareness through various touchpoints to post-visit engagement. By understanding the nuances of the customer journey, the organization could tailor experiences more effectively to individual preferences, enhancing user engagement and satisfaction.

In implementing this framework, the organization took the following steps:

  • Segmented the user base into distinct personas based on demographic, psychographic, and behavioral data.
  • Developed detailed maps of the customer journey for each persona, identifying key touchpoints and opportunities for personalized engagement.
  • Integrated real-time analytics to dynamically adjust content and interactions based on user behavior and feedback.

The implementation of Customer Journey Mapping led to a significant increase in user engagement rates. Personalized experiences, informed by deep insights into the customer journey, resulted in higher satisfaction scores and increased repeat visits, affirming the value of a data-driven approach to personalization.

Develop Mobile VR Experiences

For the strategic initiative focusing on mobile VR content, the organization applied the Resource-Based View (RBV) framework. This framework assesses a company's internal resources and capabilities to determine its competitive advantage. Given the nascent state of mobile VR in the digital entertainment landscape, understanding and leveraging unique organizational resources was crucial for success. The RBV framework facilitated a strategic alignment of internal strengths with the opportunities in the mobile VR market.

The organization followed these steps to implement the RBV framework:

  • Conducted an internal audit to identify unique resources, including proprietary VR content and technology expertise.
  • Evaluated the potential of these resources to provide a sustainable competitive advantage in the mobile VR domain.
  • Aligned development efforts to focus on areas where internal capabilities matched market opportunities, particularly in creating mobile-optimized VR experiences.

By leveraging the Resource-Based View, the organization successfully launched a series of mobile VR experiences that capitalized on its unique strengths. This initiative not only expanded the park's reach to mobile users but also established a competitive edge in the rapidly growing mobile VR entertainment sector.

Collaborate with Technology Partners

The Strategic Alliance Framework was utilized to structure and manage collaborations with AR/VR technology firms. This framework helps organizations design and govern partnerships to ensure mutual benefit and alignment with strategic objectives. In the context of rapid technological evolution in the digital entertainment industry, forming strategic alliances was imperative to stay ahead of the curve in offering cutting-edge virtual experiences.

The implementation involved the following actions:

  • Identified potential technology partners with complementary strengths and strategic goals.
  • Designed partnership agreements that clearly delineated roles, contributions, and benefit-sharing mechanisms.
  • Established joint development teams to facilitate collaboration and ensure the seamless integration of new technologies into the park’s offerings.

The strategic alliances formed as a result of this framework significantly accelerated the park’s innovation cycle, enabling the rapid introduction of novel attractions that leveraged the latest AR/VR technologies. These partnerships not only enhanced the park’s technological capabilities but also solidified its position as a leader in the digital entertainment space.

Consumer Decision Journey Case Studies

Here are additional case studies related to Consumer Decision Journey.

Transforming the Fashion Customer Journey in Retail Luxury Fashion

Scenario: The organization in question operates within the luxury fashion retail sector and is grappling with the challenge of redefining its Fashion Customer Journey to align with the rapidly evolving digital landscape.

Read Full Case Study

Aerospace Customer Journey Mapping for Commercial Aviation Sector

Scenario: The organization, a major player in the commercial aviation industry, is facing challenges in aligning its customer touchpoints to create a seamless and engaging journey.

Read Full Case Study

Brand Positioning Strategy for Boutique Consulting Firm in Digital Transformation

Scenario: A boutique consulting firm specializing in digital transformation for mid-sized businesses faces a critical challenge in navigating the Consumer Decision Journey in a highly competitive market.

Read Full Case Study

Customer Experience Strategy for Boutique Hotel Chain in Leisure and Hospitality

Scenario: A boutique hotel chain, renowned for personalized guest experiences, faces the challenge of adapting customer journey mapping to meet evolving consumer expectations.

Read Full Case Study

Customer Journey Mapping for Cosmetics Brand in Competitive Market

Scenario: The organization in focus is a mid-sized cosmetics brand that operates in a highly competitive sector.

Read Full Case Study

Enhancing Customer Experience in High-End Hospitality

Scenario: The organization is a high-end hospitality chain facing challenges in maintaining a consistent and personalized Customer Journey across its global properties.

Read Full Case Study


Explore additional related case studies

Additional Resources Relevant to Consumer Decision Journey

Here are additional best practices relevant to Consumer Decision Journey from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Halved the content development cycle time, enabling the rapid introduction of new attractions and improving market responsiveness.
  • Increased user engagement rates through personalized experiences, leading to higher satisfaction scores and repeat visits.
  • Expanded the park's reach by successfully launching a series of mobile VR experiences, tapping into the growing segment of mobile users.
  • Accelerated innovation and solidified market position through strategic alliances with AR/VR technology firms, introducing cutting-edge virtual attractions.
  • Identified and streamlined inefficiencies within the content development lifecycle, enhancing overall operational agility.
  • Implemented real-time analytics to dynamically adjust content and interactions, significantly enhancing user personalization.
  • Established a competitive edge in the rapidly growing mobile VR entertainment sector by leveraging unique organizational resources.

The strategic initiatives undertaken by the virtual amusement park have yielded significant improvements in content development pace, user engagement, and technological innovation, marking a successful shift towards a more dynamic and personalized entertainment experience. The halving of content development cycle time addressed a critical internal challenge, directly impacting the park's ability to maintain user interest with fresh content. The focus on personalized experiences, informed by deep analytics, resulted in increased user satisfaction and loyalty, a testament to the effectiveness of the data-driven approach. Expanding into the mobile VR space and forging strategic technology partnerships were forward-thinking moves that capitalized on emerging market opportunities and technological trends, respectively.

However, the report indicates room for improvement in fully leveraging the potential of data analytics for personalization, suggesting that privacy concerns may not have been adequately addressed. This oversight could limit user engagement growth and potentially alienate privacy-conscious consumers. Additionally, while strategic alliances have accelerated technological innovation, there's a risk of brand dilution if these partnerships are not carefully managed to ensure alignment with the park's core values and user experience standards.

Recommendations for next steps include a deeper investment in advanced data analytics capabilities, with a strong emphasis on privacy and security to build trust and further personalize the user experience. Exploring additional revenue streams, such as virtual merchandise or exclusive digital events, could further capitalize on the engaged user base. Finally, establishing a clear framework for managing and evaluating technology partnerships will be crucial to maintaining brand integrity and ensuring that collaborations continue to align with strategic objectives and deliver mutual value.


 
David Tang, New York

Strategy & Operations, Digital Transformation, Management Consulting

The development of this case study was overseen by David Tang. David is the CEO and Founder of Flevy. Prior to Flevy, David worked as a management consultant for 8 years, where he served clients in North America, EMEA, and APAC. He graduated from Cornell with a BS in Electrical Engineering and MEng in Management.

This case study is licensed under CC BY 4.0. You're free to share and adapt with attribution. To cite this article, please use:

Source: Customer Experience Strategy for Amusement Park in Asia-Pacific, Flevy Management Insights, David Tang, 2025


Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials

 
"As a consultant requiring up to date and professional material that will be of value and use to my clients, I find Flevy a very reliable resource.

The variety and quality of material available through Flevy offers a very useful and commanding source for information. Using Flevy saves me time, enhances my expertise and ends up being a good decision."

– Dennis Gershowitz, Principal at DG Associates
 
"Last Sunday morning, I was diligently working on an important presentation for a client and found myself in need of additional content and suitable templates for various types of graphics. Flevy.com proved to be a treasure trove for both content and design at a reasonable price, considering the time I "

– M. E., Chief Commercial Officer, International Logistics Service Provider
 
"I have used Flevy services for a number of years and have never, ever been disappointed. As a matter of fact, David and his team continue, time after time, to impress me with their willingness to assist and in the real sense of the word. I have concluded in fact "

– Roberto Pelliccia, Senior Executive in International Hospitality
 
"Flevy.com has proven to be an invaluable resource library to our Independent Management Consultancy, supporting and enabling us to better serve our enterprise clients.

The value derived from our [FlevyPro] subscription in terms of the business it has helped to gain far exceeds the investment made, making a subscription a no-brainer for any growing consultancy – or in-house strategy team."

– Dean Carlton, Chief Transformation Officer, Global Village Transformations Pty Ltd.
 
"As a young consulting firm, requests for input from clients vary and it's sometimes impossible to provide expert solutions across a broad spectrum of requirements. That was before I discovered Flevy.com.

Through subscription to this invaluable site of a plethora of topics that are key and crucial to consulting, I "

– Nishi Singh, Strategist and MD at NSP Consultants
 
"FlevyPro provides business frameworks from many of the global giants in management consulting that allow you to provide best in class solutions for your clients."

– David Harris, Managing Director at Futures Strategy
 
"As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value."

– David Coloma, Consulting Area Manager at Cynertia Consulting
 
"Flevy is our 'go to' resource for management material, at an affordable cost. The Flevy library is comprehensive and the content deep, and typically provides a great foundation for us to further develop and tailor our own service offer."

– Chris McCann, Founder at Resilient.World




Additional Flevy Management Insights

Customer Journey Mapping for Luxury Retailer in Competitive Market

Scenario: The organization in question is a luxury retailer specializing in high-end accessories, facing challenges in understanding and optimizing their customer journey.

Read Full Case Study

Enhancing Consumer Decision Journey for Global Retail Company

Scenario: An international retail organization is grappling with navigating the current complexities of the Consumer Decision Journey (CDJ).

Read Full Case Study

Customer Experience Strategy for Amusement Park in Asia-Pacific

Scenario: An amusement park located in the Asia-Pacific region is facing challenges in enhancing the customer journey mapping process.

Read Full Case Study

Digital Transformation Initiative: Customer Journey Mapping for a Global Retailer

Scenario: A large international retail firm is struggling with increasing customer attrition rates and plummeting customer satisfaction scores.

Read Full Case Study

Customer Decision Journey Refinement in Hospitality

Scenario: A firm in the hospitality industry is facing challenges in understanding and optimizing its Customer Decision Journey.

Read Full Case Study

Customer Journey Mapping for D2C Health Supplements Brand

Scenario: A direct-to-consumer (D2C) health supplements firm is facing challenges with their customer journey mapping in a highly competitive online market.

Read Full Case Study

Improved Customer Journey Strategy for a Global Telecommunications Firm

Scenario: A global telecommunications firm is facing challenges with its customer journey process, witnessing increasing customer churn rate and dwindling customer loyalty levels.

Read Full Case Study

Digital Transformation Strategy for Healthcare Provider in North America

Scenario: A leading healthcare provider in North America is at a critical juncture in its customer decision journey, facing a complex strategic challenge.

Read Full Case Study

Customer Journey Optimization for a Growing B2B Tech Firm

Scenario: A mid-sized B2B technology firm has seen rapid growth over the past two years, acquiring a significant influx of new customers.

Read Full Case Study

Supply Chain Optimization Strategy for Textile Manufacturer in Asia

Scenario: A leading textile manufacturer in Asia is facing challenges in optimizing its supply chain to enhance the customer journey.

Read Full Case Study

Customer Journey Refinement for Construction Materials Distributor

Scenario: The organization in question operates within the construction materials distribution space, facing a challenge in optimizing its Customer Journey to better serve its contractors and retail partners.

Read Full Case Study

Enhancing Guest Experience in Boutique Hospitality

Scenario: The organization is a boutique hotel chain operating in the competitive hospitality industry.

Read Full Case Study

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.