Lagoon Marketing Plan 2016-2019

Executive Summary

When our current leadership decided to realign our marketing plan in 2012, we had three goals to
achieve. They were increase revenue, increase attendance and restructuring from a local day
amusement park to a national entertainment destination.

With the record setting opening of our in-house designed coaster Cannibal, we have started our
third goal of a national entertainment destination. Cannibal received amazing reviews not only in
social media, inside our industry but also a superb national article in the Los Angeles Times. The
leadership team recognizes we can and will need to build on this momentum. The team has
identified three major target objectives.

1. Continue focus on in-house design for major attractions. In the past, Lagoon relied
heavily on purchasing season opening attractions from outside and overseas vendors. As
we have seen with the season's opening of Wicked, Bombora and Cannibal, each
attraction brought increased attendance (and revenue) in their seasons. We recommend
restructuring and increasing the attractions divisions funding for in-house design and
continued relationships with our local engineering partners.

2. Continue with our current advertising partners. Guest surveys of the redesign of
Lagoonpark.com continue to show increase satisfaction and excitement for future attractions.
The decision to bring web-site creation and maintenance inside the company continues to
increase service intangibles. Additionally, we recommend continuing our relationship with our
advertising partner. The 2015 season review showed a marked increase in all key performance
indicators (KPI), but arguably more importantly the KPIs at the regional and national levels
have also increased significantly.

3. Lodging. As our marketing focus shifts to a regional/national destination, we realize that

lodging needs to be addressed. We need to complete a room/guest analysis for the Farmington
area. While we appreciate most of our guest travel from the Salt Lake City and Ogden metro
areas, national marketing data continue to show guests stay longer (increased revenue) if lodging
is available closer. The marketing team will be tasked to find increase lodging opportunities such
as Good Neighbors initiatives, working with the Weber County business alliances and Utah
travel and tourism departments.

As we review the 2012-2015 seasons, all team members throughout the company have
contributed significantly to achieving our marketing goals. Building with our past success and
focusing on the new target points mentioned above, we expect this marketing plan for 2016-2019
seasons to continue increase revenues, increase attendance and further our goal of a national
entertainment destination.
Environmental Analysis

Our location makes Lagoon far more accessible to surrounding populations, and, due to our
proximity of the freeway, many of our most popular attractions are visible. Although we are
close to a major transportation system, Lagoon isnt located in the heart of downtown, limiting
the availability of accommodations within a reasonable distance our park. Elitch is located in
downtown Denver and is surrounded by a plethora of lodging facilities, promoting/encouraging
guests to stay longer.

Looking at our competition on a local level, you see that Lagoon offers the most utility per dollar
spent. With historic pioneer village, seasonal activities such as Lagoon A Beach waterpark and
Frightmares, musical entertainment and games, plus over 50 thrilling attractions, families neednt
look further to find the perfect day getaway suitable for everyone. But while positive Tripadvisor
reviews and a user friendly web interface attract potential visitors, our stronghold on the market
weakens as we view competition on a national level. We lose our advantage of utility because
our ticket prices are the second most expensive, the price of our season passes top the chart, and
theres a limited availability of lodging around the park that would be appealing and attractive to
patrons.

Day Pass Senior Pass Children Pass Season Pass Dates of Operation

Lagoon, UT $53.95 $47.95 $38.50 $114.95 3/29 - 10/31

6 Flags $69.99 $44.99 $81.99 4/23 - 11/6

Elitch, CO $46.99 $29.99 $31.99 $69.99 4/30 - 10/30

Current Customer Base: Families, businesses, individual & group travelers looking for
entertainment.

Age: 2 years old - 65 years old (and older)

Buying power: The majority of ticket and product purchases are made by adults, young adults,
and youths. For corporate parties, corporations purchase admission for their employees and their
employees purchase food and beverages products once inside our park, while also spending
money on carnival games and activities.
Geographical location in Utah:
Counties Gross Pop. Age 5-65

Weber 240,475 194,499.275

Davis 329,692 271,336.516

Morgan 10,608 10,608

Salt Lake 1,091,742 898,503.666

http://quickfacts.census.gov/
In order to reach our goal of increasing revenue, we must attract more guests and prompt them to
stay longer, in the hope that theyll spend more during their visit. Our first step should be
allocating more of the budget to:

Marketing Objectives:
o Advertise the opening of new rides locally and nationally.
o Advertising and promoting seasonal activities.
Frightmares in the Fall
Lagoon A Beach in the Summer..
o Offer entertainment & ride options for all age groups.
o Offer ticket deals on social media sites.
o Offer discounted rates to groups.
Corporate parties.
Functions.
Mass tourism groups.

Marketing Performance:
o Advertising the opening of Cannibal in the LA times.
o Extended operational dates with seasonal attractions.
Lagoon's Frightmares.
Lagoon A Beach.
o Attractions and games for children and youths.
o New thrill attractions for youths and adults.
o Corporate and group discount rates.
The Marketing Environment

We are focusing on the future, three years from now where will we be? Who is our competition?
How are we getting to where we want to be? We have to make sure what the economics will be
like a few years from now, will there be a recession, or will things be going well? As for
competition, in Salt Lake, there really isnt much. We are the only amusement park in Utah. One
day, we want to be able to expand like Disneyland or Six Flags, so that will be the competition at
some point. In order to get there we will have to expand and raise prices. We have to be careful
with that because raising prices can affect the people. The bigger we want to get, the more rides
we want, which means we will have to be certified by safety inspectors. How much force will be
used, how big or tall the coaster be, what age and height will be appropriate for this ride? With
that, we have to make sure every ride has a warning on it. Well address any legal and accidental
requirements for the future rides.

We will target families. We are family friendly right now, and we plan to stay family friendly.
As we open new big rollercoasters, we have to focus on the fact that children cant ride those,
and well have to open kid coasters as well. The way technology is going now, well have to
keep up. We have to focus on our future competitors and see what types of attractions theyre
opening and try to do things they arent doing, or try to get newer things done before them.

We will continue to follow federal, state and country regulations and requirements as they relate
to safety, accessibility and regulatory requirements.
Our goal is to increase revenue and become national. Tickets prices will start going up to keep
the business in tact, but we have to make sure its not too expensive.

Target Markets

Families: looking to spend the day, need activities for kids of all ages, need enough activities to
fill a day. Benefit from school groups.
Corporate events: Companies can invite their employees to bring their families to Lagoon for the
day.

Race Salt Lake Davis Weber Utah

by County

White 72.6% 92.7% 92.9% 93.5%

African American 2% 1.4% 1.6% 0.7%

Native American 1.3% 0.7% 1.2% 0.8%

Pacific Islander 3.9% 0.7% 0.3% 0.9%

Asian 1.6% 2.0% 1.5% 1.6%

Latino 17.8% 9.1% 17.7% 11.2%

Age by County Salt Lake Davis Weber Utah

Under 5 years 8.1% 8.9% 8.0% 10.2%

Under 18 years 28.3% 33.3% 29.9% 34.9%

65 and over 9.6% 9.1% 11.1% 7.2%

Ages 18-64 54% 48.7% 49.8% 47.7%

Persons Per Household by County Salt Lake Davis Weber Utah

3.01 3.25 2.90 3.61

Education by County Salt Lake Davis Weber Utah

High school graduate or higher 89.0% 95.4% 88.8% 93.6%

 Bachelor's Degree or higher 31.0% 34.1% 22.7% 36.5%

http://quickfacts.census.gov/qfd/states/49/49049.html

Geographic: Along the Wasatch Front, throughout the state of Utah, people from throughout the
West with no closer amusement parks.
Psychographic: Spending time with family, fun place for kids, rides, waterpark, place to stop
while traveling.
Product usage: tickets, food, beverages, games, rides that cost extra.

In the 2010 census, Utah had a confirmed population of 2.76 million which is an increase of over
20% from the census taken in 2000. Utah will continuing to grow primarily along the Wasatch
front. Lagoon will have the opportunity to expand, but the problem is they dont have much land
to expand onto. The price of the ticket will rise with the demand. Lagoon will continue to have
steady business unless there is a major problem.

Current Marketing Objectives and Performance

To successfully achieve our three main objectives for the upcoming operating seasons, the
marketing department will work with other company divisions to monitor, test and adjust to meet
the following objectives.

For our outside advertising partners, a quarterly report will be created for the executive team.
This report will specifically focus on the following Key Performance Indicators (KPI) with
expected growth per measurement.

KPI Growth Expectation Measurement

Inbound Marketing ROI 4% + Quarterly

Landing Page Conversion Rate 5% +, 3% + (off season months) Quarterly

Customer Perceived Value 4% +, 2% + (off season months) Monthly

Social Media Traffic (Conversion) 4% + (positive mention/aggregated) Monthly

For internal divisions marked as revenue centers, department management will be responsible for
producing quarterly reports for the executive team based on the following Matrix Goal.

Division / Goal Growth Expectation Measurement

Food & Beverage

- Guest Value Perception 2% + Monthly

 - Guest Quality Perception 4% + Monthly

- Guest Experience Perception 4% + Monthly

Sales & Tickets

- Guest Value Perception 4% + Monthly

- Guest Quality Perception 2% + Monthly

- Guest Experience Perception 3% + Monthly

Entertainment

- Guest Value Perception 4% + Monthly

- Guest Quality Perception 4% + Monthly

- Guest Experience Perception 5% +, 7% (overall season) Monthly

If any KPI or Matrix Goal that doesnt meet Growth Expectation (+/- 1.5%) for two consecutive
measurements, department and division managers should meet and address any deficiencies. For
three consecutive measurements, mandatory executive team meeting is required.
Swot Analysis (Strengths, Weaknesses, Opportunities, Threats)

Strength
Only amusement park in Utah to offer rides,
games, and a water park.
Variety of rides for everyone
Food and Beverage Service
Bring your own food and beverage
Shopping (souvenirs)
Dogs allowed
Guaranteed safety on rides
All attractions are ADA* accessible as long
as guest has a personal caretaker
Live performances
Train ride with small zoo
Group discounts (school or corporate)
Weakness
Employees arent all ADA* trained
Due to location, only open in Spring,
Summer, and Fall (Closed during Winter).
Medium sized lockers are only means of
securing guests belongings
Cards arent accepted at all food and
beverage stands
Long lines for rides
Pricing on food and beverage
Pricing on souvenirs
Lack of Cleanliness
Small water park

Opportunity
Buy land around the park to make more
rides and attractions
Train employees to help with ADA*
Partner with local businesses
Threat
Being less environmentally friendly could
increase prices for everyone
Neighboring land might not be acquirable
 Partner with local hotels/motels Negative feedback from customers who
Create a fast pass system visited attractions on social media
Become more environmentally friendly Economic situation
Provide more food and beverage options Other land being bought and made into an
Better marketing strategy amusement park
Use technology Increasing prices would mean losing some
customers
**ADA refers to the Americans with Disability Act,1990**
Marketing Objectives

Over the course of 3 years, we hope to:

Increase revenue by 1.2%. (utahdirectory.co)

Become a national entertainment destination by
o Increase lodging opportunities.
Have 1 Good Neighbor hotel
Partner with Weber County business alliance.
Partner with Utah Travel & Tourism Department.
o Improve conversion rate.
Increase web-site traffic to website lead ratio by a minimum of 5%
Maintain family friendly status
o At least one children's attraction will be unveiled per attraction constructed with a
height requirement of 42 or higher.
Keep ticket prices reasonable as demand increases due to predicted population growth
along the Wasatch.
o Do not raise the day ticket price above the highest ticket price of our competitors.
o Have 2 service packages that bundle tickets and lodging.
o Increase ticket discount deal opportunities.

Marketing Mix

Here at Lagoon, we offer a variety of different tools to ensure that our guests have the best
possible day of fun. When guests have purchased their golden ticket into the park, if needed or
necessary, we offer various means of help to get around the park. At a first come, first serve
policy we carry: strollers, wheelchairs, and wagons. Our amusement park is compatible with the
Americans with Disabilities Act of 1990. We offer wheelchairs for assistance around the park.

After a few hours of park entertainment, we at lagoon have an assortment of food and treats to
enjoy. Throughout the park you can find pizza, hamburgers, tacos, ice cream, cotton candy, that
all go great with the numerous coke products that are sold throughout the park. Along with all
the rides accessible at lagoon, we have a colorful amounts of souvenir shops. These shops consist
of basic items to help you fulling enjoy your time at lagoon and souvenirs to remember your
experience spent at Lagoon.Another fun activity you can enjoy while at Lagoon are the games
located all around the parks. Interacting in these games can really enhance your overall
experience while at Lagoon Theme Park.
 Prices: Season Pass:
Regular Single Day: $53.95 Purchase 1,2 or 3: $114.95
Senior Citizen: $47.95 Purchase 4 or more: $104. 95
Youth Single: $38.50 (under 38 inches) Senior Citizen (Ages 65+) $50.95
Parking: $10.00 Season Parking: $55.00
Campers: $13.00
Lagoon A Beach: Free with Day pass
Products:
Entertainment (Rides, Games, Shops)
Food and Beverage
Accessibility
Experience ( Face painting, photographs)

Distribution:
Lagoon is dedicated to many various distribution ideas to attract new and pre existing guest.
During the summer months, Lagoon broadcasts T.V. commercials that give high attention to the
type of experience you can gain while exploring Lagoon. We distribute billboards and signs
throughout the city to place more attention on our park. Since Lagoon is open for so many
summer hours, this gives plenty opportunity for guest to have involvement in the park. We
provide diverse discount deals to encourage guests to get to the park. Bringing a can of Coke can
receive you a certain amount off of a day pass. Bounce back in another program that we offer to
our guest. It allows anyone who buys a day pass to come back to the park for half of the price. If
you purchase season tickets in bulk, you can also get the chance to save money. Another great
way of getting guest to enjoy the park during less warm atmosphere is, Frightmares. Frightmares
goes on during the months of September to late October. This time gives a different feel to the
park because it is all about Halloween. All of the staff dresses up halloween themed, while we
offer haunted houses, and different games throughout the park.

Hours of Operation:
Spring: ( Saturday & Sunday) March 24 to Summer: June 1 to August 24, 2016. Open
June 1, 2016. Opens at 10:00 am on Saturday. Sunday to Friday at 11:00 am.
Open at 11:00 am on Sunday. Open Memorial
Day
Fall: Saturday & Sunday August 30 to Frightmares: Friday, September 30 -
September 14, 2016 Sunday, October 30, 2016. Park opens Friday
at 5:00pm; Saturday and Sunday at 11:00 am
Marketing Organization
 Activities, Responsibilities, and Timetables for Completion

To implement the marketing plan we would create more online competitions for our guests,
holiday deals, and create partnerships with other companies to gain more business. With the use
of Instagram and Twitter we would create deals for our guest for posting pictures of having the
most fun at our park. Each week someone new would have the chance to win discounted passes
for posting to social media about their fun had at Lagoon. These pictures and posts would bring
more attention to our park and influence the younger generation to come enjoy the park. It only
takes a few moments to share a picture online, creating fast, and free advertisement.
Since Holidays are usually spent with families, creating more Holiday based deals at Lagoon
would bring larger parties into the park. Holidays spent at Lagoon can create more memorable
family experiences without spending too much money. These Holiday deals could happen in
most the of the Utah seasons depending on weather. Creating partnerships with other companies
would benefit both Lagoon and the other party involved. A company could sale their products
inside of the park to gain more revenue and in return post advertisements of Lagoon in their
other locations. These advertisements would be free and would create more business for both
parties.
The person responsible for performing these activities into reality would be our Public Relations
Department. Public Relations would create the tools to make all of these marketing goals
possible.

Evaluation and Control

Our results will be concluded from evaluations we make over the open season of our amusement
park. We will evaluate:

Based on revenue income per day/week/month/season

Keep count of how many of each tickets we sell
Child vs Adult tickets
 Which days are more popular for guests to visit
Keep track of where guests spend money the most
food, games, souvenir shops, pool, etc.

Using surveys to ask guests about various components of the park

Have a quick survey they can fill out before leaving the park.
Offer guests the option to receive their ticket via text message. Those who
participate are sent a follow up with survey 24 hours after their visit.
Post signs around the park displaying a 5 digit number which guests may
text in comments or complaints.
Email the survey out to the guests who recently visited the park.
Offer discount on future tickets purchased, food and beverage, or
souvenir shops in return for completing the survey.
Survey contains questions about customer service, cleanliness,
marketing, would they come again, would they refer the park to friends or family,
and what the park did well or could improve upon.

Section Authors

Lynzi Bartholomew- Swot Analysis, Marketing Objectives

Briana Bayne - Marketing Mix, Activities, Responsibilities, and Timetables for Completion
Denny Browne- Executive Summary, Current Marketing Objectives and Performance, Report
Creation.
Maddy Eliason - Environmental Analysis, Marketing Objectives
Ina Josipovic - The Marketing Environment, Evaluation and Control
Lauren Stephenson - Target Markets, Marketing Organization