WONDER LA : A BRAND IN THE SERVICE OF FUN

WONDER LA : A BRAND IN THE

SERVICE
By

Naina
Priti

Ranjana
sonu

GROUP :-7
NAINA
PRITI
RANJANA

THE BRAND TRANSITION

Kochouseph Chittilappilly(kc) established an amusement
park in April 2000 in Kerala under the name Veega
holidays and park Pvt ltd.
Veegaland came from v guard and the mascot was
elephant because it was popular and well liked animal in
Kerala.
In sep 2005 KC set up 2nd amusement park in Bangalore
named wonder la and the mascot was baby monkey
signifying fun.

In 2008 he merged Kochi and Bangalore into a single

company, Wonder la holidays Pvt. ltd.
In Kerala the company launched advertisement campaign with
the message Veegaland is now Wonder la.
The advertisement showed baby monkey saying I am Chikku
Veegaland is now wonder la

FACTS ABOUT WONDER LA

In 2014, Wonder la Holidays ( the umbrella brand) came
up with Initial Public Offerings (IPO)
Awards:
The Company was honoured with eight National Awards
in the category of Social Media and Radio Advertising,
Best HR Practices and Most Innovative Rides and
Attractions at the prestigious 15th Amusement Expo
2015 organised by Indian Association of Amusement
Parks and Industries (IAAPI).

KOCHI PARK
It was located at a height of 77 meters above sea level
and 18km from Kochi city
The park had Kerala architecture with tiled roofs and
natural laterite stone
For elderly there was musical fountain and theatres
The games and rides was periodically improved and new
items were added to maintain novelty.
The park was open on weekdays from 10:30-6pm
and on weekends from 10:30am-7pm.
Locker facility and changing rooms were provided.

BANGALORE PARK
Set up in September 2005 at the distance of 28km from
Bangalore city.
It was spread over 83 acres.
Target market initially identified was young people
working in the information technology industry as it was
thought that they would be interested in thrill rides.
The general public thought that the park was only for it
personnel with high income and it kept them away.
The park was open on weekdays from 11.00 a.m. to 6.00
p.m. and on weekend from 11.00 a.m. to 7.00 p.m.

Target segment was redefined, and park was promoted as

a place of fun for the family.
The message become come and enjoy

PERFORMANCE
Kochi park was developed at initial investment of 220
million.
It achieved operating break-even at the level of first year
Bangalore park required investment of 900 million.
Wonder la earned revenue of INR 910 million for the
financial year ended March 2011 and expected this
number to increase by 15 to 20% in the year ending
March, 2012.
Company attained 30% yearly growth and enjoyed 50%
profitability.

PROMOTING THE ELEMENT

There was not much demand for the amusement park in
the beginning as consumer were not familiar with
concept.
The advertisement budget in the initial year was 15
million.
Early advertisement had message, Have a heart check
before you come to signify the thrill & adventure.
In 2008, agents were appointed to conduct road shows in
the small town of Karnataka to create awareness of the
park.

In Bangalore events were organised during Christmas

holidays between Dec 24 and Jan 1 ,2012
Agents carried CDs with videos promoting amusement
park and facilities to show in schools.
Media used was television, hoardings, radio & print
media

OFFERS

VISITORS
70% of Kochi visitors came from within the state of
Kerala about 25% from Tamil Nadu and 5% from other
state
There ever more school booking for Kochi park that the
Bangalore park
The demand from families was also seasonal with large
number of visitors during festivals and other holidays
In Bangalore half of the visitors were from city itself and
half from Karnataka state and 5% from Tamil Nadu
Children were influencer and motivator to visit the park
followed by mother

SERVICE PROCESS AND

MANAGEMENT

Ticketing was computerized

Order booked BY fax or email, and payment Was collected on
arrival.
Wonder la proposed to procure an ERP system to increase
efficiency.
Briefing session for security personnel, pool assistants and ride
operators.
Ride operators and maintenance department was responsible for
the maintenance process.
Feedback from :- A complaints and suggestion box were noted and
action taken by general manager.
Decision of the operation was decentralized, as it service industry
dealing with people and requiring on the spot decision.

PEOPLE DELIVERING THE SERVICE

Employee performance was given considerable attention at
Wonder la.
In Kochi park, the regular employee strength was 259 and 650
as contact staff. While the Bangalore park had 301 regular
employee 554 contract employee.
Operator were recruited from trade school (ITI).
A one day induction training was followed by six months on
the job training and six months probation.

DEMAND FOR ENTERTAINMENT AND

INDUSTRY GROWTH
First amusement park, Aapu Ghar, was opened in Delhi.
According to santokh Chawla, president of the Indian
Association of amusement parks and Industries(IAAPI), the
amusement parks industries in India was growing with over
150 medium to large amusement parks.
Growth was forecast at 10 to 15% per annum.
This industries required high investment for land and
equipments.

COMPETING TO ENTERTAIN
In Kerala popular parks included two parks in
Chalakudy, two in Cannanore, one in Malampuzha and one in
Trivandrum.
In Bangalore there were two or three parks when Wonder la was set
up.
Two large regional companies in the industry were International
Amusement Limited (IAL) and Nicco parks and Resorts
limited(NPRL)
IAL had set up two more parks, Rohini Amusement park and Noida
entertainment city.
Also there were no restriction on foreign companies, such as universal
studios, Time Warner and Disney to set up amusement parks in India.
But they did not perceive Disney to be threat. Because they said that it
reflected a foreign culture and might not preferred by many
consumers.

ISSUES 1/2
Location was everything in amusement park business, and the
price of real state was rising.
Wonder la was planning expansion of its business by starting
parks in Hyderabad and Chennai.
After gaining strong foothold in South India, they would open
parks in North India.
The investment in land in Hyderabad was expected to be about
INR 400 to 500 million and additional investment of INR two
billion was required.
Wonder la was planning to enter into hospitality sector by adding
resort and convention centre in all amusement parks.
The three star resort with 84 rooms would target business and
leisure tourists.

ISSUES 2/2
Competition was high and average occupancy rate was approx
60%.
The immediate challenge was Wonder la was to develop a
marketing approach to create demand for the three star hotel in
Bangalore.
Articulating the desired brand image and designing the service
to build the brand were important decision that needed to be
made immediately.

RECOMMENDATIONS 1/2
Wonder la could do following to develop marketing
approach for three star hotels: Can have tie up with premium restaurants where they
would give referrals and provide pamphlets of the hotel.
Tie up with MNCs where employees come to Bangalore
for business meetings and other office works.

RECOMMENDATIONS 2/2
Targeted E-mail marketing: This marketing strategies
can be used to boost communication with previous
customers and encourage staying at hotels.
Web advertising: Wonder la can advertise about Holiday
packages at travel and tourism websites and on social
media sites.

THANK YOU