Subject category:
Production and Operations Management
Published by:
IESE Business School
Version: 07.1997
Length: 22 pages
Abstract
Port Aventura is preparing to counter the so-called ''champagne effect'', the sharp fall in the number of visitors traditionally experienced by all theme parks and amusement parks in their second year of operations, once the novelty has worn off. Port Aventura is determined not to suffer this fate. Its plans are indeed ambitious: (1) to attract well over 3 million visitors; (2) to improve the profitability of the project; and (3) to create the conditions in which the shareholders would decide to go ahead with the subsequent phases of the project. The case allows discussion of the marketing initiatives and service improvements undertaken by Port Aventura, as well as of the differences in business strategy between Port Aventura and Disneyland Paris. This case was previously numbered 697-054-1.
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Abstract
Port Aventura is preparing to counter the so-called ''champagne effect'', the sharp fall in the number of visitors traditionally experienced by all theme parks and amusement parks in their second year of operations, once the novelty has worn off. Port Aventura is determined not to suffer this fate. Its plans are indeed ambitious: (1) to attract well over 3 million visitors; (2) to improve the profitability of the project; and (3) to create the conditions in which the shareholders would decide to go ahead with the subsequent phases of the project. The case allows discussion of the marketing initiatives and service improvements undertaken by Port Aventura, as well as of the differences in business strategy between Port Aventura and Disneyland Paris. This case was previously numbered 697-054-1.