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Flevy Management Insights Case Study
Strategic Planning Initiative for Amusement Park in Competitive Landscape


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Strategic Planning 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.

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Consider this scenario: The organization, a well-established amusement park, is facing declining revenues and customer satisfaction in an increasingly competitive market.

Despite having a variety of attractions and events, the park has struggled to keep pace with the changing preferences of its target demographic and the innovative offerings of its competitors. This scenario has highlighted the need for a comprehensive overhaul of its Strategic Planning process to regain market share and improve profitability.



The initial assessment of the organization's challenges suggests a couple of hypotheses. Firstly, there might be a misalignment between the park's current offerings and the evolving expectations of its target market. Secondly, the organization's Strategic Planning processes may lack the agility to promptly respond to market trends and competitor movements. These hypotheses will guide the preliminary phase of data collection and analysis.

Strategic Analysis and Execution Methodology

This Strategic Planning challenge can be effectively addressed through a structured 5-phase consulting methodology, which is commonly adopted by leading consulting firms. This approach not only facilitates a thorough analysis of the current state but also ensures the development of a robust strategy and its execution plan, bringing about significant benefits in terms of revenue growth and customer satisfaction.

  1. Assessment of Current State: This phase involves understanding the organization's existing strategic framework, market positioning, and operational capabilities. Key activities include stakeholder interviews, customer surveys, and competitive benchmarking. Insights on gaps in the current strategy and operational inefficiencies are crucial outcomes.
  2. Market and Competitive Analysis: A deep dive into market trends, customer preferences, and a thorough competitive analysis are conducted. This phase aims to identify growth opportunities and threats. Common challenges include accurately predicting future market trends and competitor strategies.
  3. Strategy Formulation: Based on the insights gained, strategic options are developed. This involves scenario planning, financial modeling, and risk assessment. The goal is to craft a strategy that is both ambitious and achievable, aligning with the organization's long-term vision.
  4. Action Plan Development: This phase translates the chosen strategy into a detailed action plan, outlining initiatives, timelines, and responsible parties. A critical challenge here is ensuring the plan's feasibility and alignment with organizational capabilities.
  5. Implementation and Monitoring: The final phase focuses on executing the action plan, with an emphasis on change management to ensure buy-in from all stakeholders. Performance is continuously monitored against predefined KPIs to ensure the strategy stays on track.

Learn more about Change Management Strategic Planning Competitive Analysis

For effective implementation, take a look at these Strategic Planning best practices:

Strategic Planning: Process, Key Frameworks, and Tools (79-slide PowerPoint deck)
Market Analysis and Competitive Positioning Assessment (45-slide PowerPoint deck)
Strategic Planning Checklist (44-slide PowerPoint deck)
Strategic Planning: Hoshin Kanri (Hoshin Planning) (153-slide PowerPoint deck and supporting ZIP)
Complete Strategic Management Consulting Guide and Toolkit (178-slide PowerPoint deck and supporting ZIP)
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Strategic Planning Implementation Challenges & Considerations

One key question executives often have is how to ensure the strategy remains flexible enough to adapt to unforeseen market changes. It's essential to build adaptability into the Strategic Planning process, allowing for periodic reassessments and adjustments to the strategy as needed.

Another concern is how to measure the success of the new strategy. Expected outcomes include increased market share, improved customer satisfaction ratings, and enhanced operational efficiency. These should be quantified through specific, time-bound targets to gauge success accurately.

Implementation challenges typically revolve around resistance to change and resource constraints. Addressing these requires a focused change management effort and ensuring that resource allocation aligns with strategic priorities.

Learn more about Customer Satisfaction

Strategic Planning 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.


Efficiency is doing better what is already being done.
     – Peter Drucker

  • Market Share Growth
  • Customer Satisfaction Scores
  • Operational Efficiency Ratios

These KPIs provide insights into the effectiveness of the Strategic Planning process and its impact on the organization's performance. Tracking these metrics over time will offer valuable feedback for continuous improvement.

For more KPIs, take a look at the Flevy KPI Library, 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

Implementation Insights

One unique insight gained is the importance of aligning the organization's culture with its strategic objectives. A culture that fosters innovation, agility, and customer-centricity can significantly enhance the effectiveness of Strategic Planning. This alignment is critical for achieving sustainable growth and competitiveness in the market.

Strategic Planning Deliverables

  • Strategic Planning Report (PPT)
  • Market Analysis Document (PDF)
  • Implementation Roadmap (Excel)
  • Performance Dashboard (Excel)
  • Change Management Guidelines (MS Word)

Explore more Strategic Planning deliverables

Strategic Planning Best Practices

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

Strategic Planning Case Studies

One notable case study involves a leading amusement park that successfully revamped its Strategic Planning process, leading to a 20% increase in annual revenues and a significant improvement in customer satisfaction scores. This was achieved through a meticulous market analysis, strategic realignment, and an aggressive implementation of new attractions tailored to evolving customer preferences.

Explore additional related case studies

Aligning Organizational Culture with Strategic Objectives

One of the primary concerns for executives embarking on a Strategic Planning overhaul is ensuring that the organizational culture is in alignment with the new strategic objectives. An organizational culture that is resistant to change can significantly hinder the implementation of new strategies. A study by McKinsey & Company highlights that 70% of change programs fail to achieve their goals, largely due to employee resistance and lack of management support.

To address this challenge, it is crucial to engage employees at all levels early in the Strategic Planning process. This can be achieved through workshops, town hall meetings, and direct involvement in strategy development activities. Furthermore, leadership must demonstrate a commitment to the new strategic direction through their actions and communications, reinforcing the desired cultural attributes that support the strategy's implementation.

Another effective approach is to identify and leverage cultural ambassadors within the organization. These individuals can act as champions for the new strategy, helping to foster a culture that embraces change, innovation, and customer-centricity. By aligning the organizational culture with strategic objectives, companies can enhance their agility and responsiveness to market changes, driving sustainable growth and competitive advantage.

Learn more about Strategy Development Competitive Advantage Organizational Culture

Adapting to Digital Transformation in the Amusement Park Sector

As the amusement park sector continues to evolve, digital transformation has emerged as a key factor driving competitiveness and customer satisfaction. Executives may question how to effectively integrate digital technologies into their Strategic Planning process. According to a Deloitte report, digital maturity is associated with higher financial performance, with digitally mature companies achieving 45% higher revenue growth compared to their less digitally mature peers.

To capitalize on the benefits of digital transformation, amusement parks should prioritize the integration of digital technologies in both customer-facing and operational processes. This includes the adoption of mobile apps for ticketing and reservations, virtual reality experiences to enhance attractions, and data analytics for personalized marketing and operational efficiency.

Implementing these digital initiatives requires a clear roadmap that aligns with the organization's strategic objectives. It also necessitates building or acquiring the necessary digital capabilities, including talent, technology infrastructure, and data management systems. By embracing digital transformation, amusement parks can create more engaging and seamless customer experiences, while optimizing operational performance.

Learn more about Digital Transformation Customer Experience Mobile App

Ensuring Agility in Strategic Planning

In today's rapidly changing market environment, executives may be concerned about ensuring agility in their Strategic Planning processes. Agility in this context refers to the organization's ability to quickly adapt its strategy in response to market changes and emerging opportunities. A study by the Boston Consulting Group (BCG) found that agile firms grow revenue 37% faster and generate 30% higher profits than non-agile companies.

To build agility into the Strategic Planning process, organizations should adopt a flexible planning approach that allows for regular strategy reviews and adjustments. This might involve setting shorter strategic planning cycles or incorporating scenario planning to anticipate and plan for multiple future states.

Additionally, fostering a culture of innovation and experimentation can support strategic agility. Encouraging teams to pilot new ideas and learn from failures creates an environment where quick adaptations are not just possible but expected. By embedding agility into the Strategic Planning process, amusement parks can better navigate the uncertainties of the market and maintain a competitive edge.

Learn more about Scenario Planning Agile

Leveraging Data Analytics for Strategic Decision Making

Another area of interest for executives is the role of data analytics in informing strategic decisions. With the increasing availability of data, amusement parks have a significant opportunity to leverage analytics for deeper insights into customer behavior, operational efficiency, and market trends. A report by Accenture indicates that data-driven organizations are 23 times more likely to acquire customers and 6 times as likely to retain customers.

To effectively utilize data analytics, amusement parks need to invest in the right technology and skills. This includes data collection tools, analytics platforms, and personnel with data science expertise. Furthermore, it's essential to establish processes for translating data insights into actionable strategic initiatives.

By incorporating data analytics into the Strategic Planning process, amusement parks can make more informed decisions that drive customer satisfaction and operational improvements. This could involve optimizing pricing strategies, tailoring marketing efforts to individual preferences, or identifying areas for cost reduction. Data-driven decision-making can significantly enhance the strategic agility and competitiveness of amusement parks.

Learn more about Cost Reduction Data Analytics Data Science

Additional Resources Relevant to Strategic Planning

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Key Findings and Results

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

  • Increased market share by 8% within a year, surpassing initial growth targets.
  • Improved customer satisfaction scores by 15% through enhanced digital experiences and personalized marketing efforts.
  • Operational efficiency ratios improved by 20% due to the adoption of data analytics in operational decision-making.
  • Implemented a flexible strategic planning process, enabling quicker adaptation to market changes and emerging trends.
  • Encountered resistance to change among staff, mitigated through targeted change management programs, but still impacting full potential realization.

The results of the strategic overhaul at the amusement park demonstrate a significant positive impact on market share, customer satisfaction, and operational efficiency. The increase in market share and customer satisfaction scores is particularly noteworthy, indicating that the alignment of digital transformation initiatives with customer expectations has been successful. The improvement in operational efficiency ratios showcases the effective utilization of data analytics in streamlining operations. However, the initiative faced challenges in overcoming resistance to change among employees, which underscores the importance of comprehensive change management strategies. While the flexible strategic planning process has enhanced the park's agility, the full potential of these changes was somewhat hindered by the slower pace of cultural adaptation.

For the next steps, it is recommended to deepen the focus on change management, emphasizing the development of a culture that embraces continuous improvement and innovation. This could involve more extensive training programs, regular communication from leadership on the importance of agility and adaptability, and recognition of employees who exemplify the desired cultural shift. Additionally, exploring further digital initiatives, such as augmented reality attractions or blockchain-based ticketing systems, could offer new avenues for growth and customer engagement. Finally, a more granular approach to data analytics, aimed at identifying underperforming areas and customer segments with growth potential, could refine strategic priorities and resource allocation.

Source: Strategic Planning Initiative for Amusement Park in Competitive Landscape, Flevy Management Insights, 2024

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