custom writing services

Need more information?: Chat with us


support@myprivateresearcher.com

order download
Average score 4.96 out of 5 based on 673 opinions

Marketing Plan of an Open Air Adventure Park

I. Executive Summary
Open Air Adventure Park (OAAP) is the first of its kind aerial challenge course positioned 21
feet above the ground. With over 640 feet of course to explore and over 32 challenge elements,
Open Air is sure to leave thrill seekers satisfied. Having just opened in May of 2014, the park is
new to the overly-saturated outdoor activity market of Estes Park, Colorado. Taking this into
account, the purpose of the following marketing plan is to raise awareness as well as to
increase daily foot traffic. For the 2015 season, OAAP will aim to reach 9,000 customers with
the hopes of adding 3,000 additional customers in following seasons. In the long term, the
company anticipates the purchase of the land they currently rent as well as a possible
expansion.
Open Air is currently priced at $33.00 per person for a 90 minute session of exploring the
course. This high value pricing strategy will continue to be a significant differentiator as Open Air
dives deeper into the highly inundated and competitive recreational adventure market.
Currently, the park is ranked as number 3 out of the 46 best activities to do in Estes Park (Open
Air Adventure Park). Open Air’s primary competitors are other outdoor adventure based
activities including rafting, zip lining, and ropes courses. While all businesses are confronted
with a variety of both indirect and direct competitors, Open Air must pay close attention to its
competitive environment considering the company is among 500 other outdoor activities listed
on tripadvisor.com that satisfy a consumer’s sense of adventure.
Estes Park’s outdoor adventure market relies heavily on the tourism industry. The tourism
industry in Estes Park is dependent on both the status of the economy as well as weather
conditions. For instance, the two floods that recently devastated Estes Park and left highway 36
and highway 34 in ruins also left Estes Park residents stranded—putting local businesses in a
devastating situation. Even considering these potential threats, Open Air possesses several
strengths the company can leverage to gain market share. These strengths include an energetic
and driven workforce, as well as minimal production costs.
The main strategy proposed in the following marketing plan is to aggressively pursue visibility,
customer engagement, and market share acquisition over the next year. Various marketing
tactics are outlined in this plan, such as placing a sign on the main road that will direct traffic to
OAAP, social media engagement campaigns, customer feedback mechanisms and generating a
press release to be placed in a local paper. Most importantly, Open Air is recommended to
designate or hire a new employee that will handle all marketing responsibilities, specifically the
execution of this marketing plan. Due to the organization’s broad target market, encompassing
both locals as well as tourists, Open Air must take full advantage of the opportunities presented
by social media and technological outlets. These will help to reach a wider range of new
potential consumers and dive deeper into existing consumer segments. In reaching these new
markets, Open Air will achieve their goal of 9,000 customers in the 2015 season, generating
approximately $300,000 in revenue.
II. Situation Analysis
The Internal Environment
Review of Marketing Goals and Objectives
Open Air Adventure Park’s product is positioned as a high-value activity with thrilling adventure
for all ages. They offer 32 elements at 10 and 21 feet above the ground including rope bridges,
5
aerial tightropes, swinging steps, and moving platforms at $33 per person for a 90 minute
session. Marked with such high potential as a product, the proposed marketing goals are to
raise awareness and increase the number of customers served per day. Currently, the product,
pricing, and distribution methods are working well. This being said, although the company’s
current tactics have gained the park a greater number of customers, it is crucial that the
company’s promotional efforts be enhanced.
Review of Current Marketing Strategy and Performance
As with most start-ups, the first six months of operation have been primarily focused on gaining
market share and making a profit. Tim, Open Air’s CEO, is aiming to reach 9,000 visitors to the
park in the coming season. Within three years, he would like that figure to rise to 12,000 visitors,
and in five years to 5,000 customers per season. Tim also plans to purchase the land that is
currently being rented for the park and is considering expanding to a second location, possibly
in Denver. In the short-term, the organization is able to focus on goals like increasing their
tripadvisor ranking, and in the long-term, goals like expansion.
The current goal of increasing the number of customers in the park each day is consistent with
the overall growth strategy currently in place. As a new organization, Open Air Adventure Park
has successfully been tackling the objective of boosting business to a profitable level as quickly
as possible. In the first two weeks of operation, the company served 85 people total. Over the
summer, this number increased to 30 people per day. By the middle of August, that number
rose to 50 people per day and spiked to 80-100 customers per day at the end of the month. The
park has consistently grown in popularity as awareness has increased. Even so, a decline has
been experienced since students have returned to school. Consequently, the organization is
now faced with trying to maintain sales numbers despite colder weather and busier prospect
schedules.
The majority of individuals visit the park on weekends, and consequently the park is open one
hour later on weekend evenings. There are plans to remain open even later next summer to
accommodate tourists wishing to participate in activities after dinner. The current marketing
strategy of boosting awareness and consequent sales via online coupons is in-line with the
current environmental and customer changes of cooler weather and school season. The
company is aiming to offset the decline in tourism and number of customers through raising
local awareness of the park via Groupon and LivingSocial. It is also important to note that the
park’s employees do not find the mission statement to be in-line with the organization’s current
goals. This is due to the creation of the mission and vision before opening the park. The current
mission statement is not guiding marketing efforts and should be revisited to be more
complementary with what the organization desires to create.
Open Air Adventure Park is currently focused on promotion through Groupon, LivingSocial, the
company website (www.openairadventurepark.com), and tripadvisor. This strategy is performing
well as they have been able to consistently boost customer count week over week. Efforts with
Groupon and tripadvisor have also reportedly made a significant positive impact on the
company’s revenue and consumer awareness. Sales volume has increased by close to 94%
from their opening in May 2014 to September 2014. The company has mainly been focusing on
increasing customer visits via boosting awareness, but hasn’t been specifically concerned with
predetermined measurable outcomes. The Groupon offers prospects significantly discounted
admittance to the course; when customers purchase a Groupon for two people, they save $31,
and when customers purchase a Groupon for four people, they save $63. Through posting signs
on-site that encourage customers to review OAAP on tripadvisor, the company has successfully
boosted its rankings and now appears #3 of the 36 best activities to do in Estes Park.
6
Brand awareness has increased exponentially since their opening but can still be significantly
improved. Currently, on tripadvisor the company has the highest possible customer satisfaction
rating of five stars, meaning the vast majority of customers have given the park a rating of
‘excellent’. Only four individuals to date have given the organization a rating lower than
‘excellent’, and all of them gave a rating of ‘very good’. This shows that Open Air should
continue to focus on customer satisfaction through retaining its positive company culture and
friendly, attentive customer service.
Industry Environment
After discussing Open Air Adventure Park’s strategy and performance, it is important to examine
the organization’s industry environment. The industry as a whole is so new that finding industry
reports is challenging. The closest industries related to outdoor adventure parks are the
amusement park and the travel/tour industries. According to Hoover’s.com, a leading research
database housing industry, company and customer information, both industries are of medium
growth/demand rates. Hoover’s.com mentions that effective marketing is needed to succeed in
these areas and growth is expected as the economy recovers. More individuals are expected to
be traveling for business or leisure and thus are going to be increasingly likely to recreate.
OAAP can capitalize on this expected increase in traveling consumers who pass through Estes
Park. In order to ensure that this upslope continues, organizations in the outdoor adventure and
recreational travel industries can build compelling marketing strategies incorporating the far
reaching benefits of outdoor recreation (Amusement Park Industry Information). Companies in
these industries must also carefully focus on segmenting customers based on a predisposition
to participate in challenging, outdoor activities. Individuals from the Midwest (states that do not
have a plethora of active outdoor activities readily available) may need more information about
why they should consider adventure parks/zip lining in the first place. Individuals from Colorado,
California, and other highly active states will likely respond to different messaging. The success
and increase in popularity of the outdoor recreational tour industry is due to a boosted economy
and increased travel (Travel Agent and Tourism Industry). As shown in the previous section,
OAAP has effectively begun speaking to the market through the company’s promotional efforts
and growth strategy. In order to sustain this growth, Open Air Adventure Park must continue
communicating effectively to consumers who have newly-increased incomes in order to win
their business.
Review of Current and Anticipated Organizational Resources
The park currently has sufficient resources in all internal areas other than marketing, but human
capital and relationships with customers must be monitored closely as they change. The
organization’s financial resources are stable and mainly supplied by Tim’s in-laws, and coowners,
of the park. Financial capital is also being gained from increasing sales, so the
organization is not wholly dependent on internal funding.
Open Air Adventure Park struggles with human capital due to the somewhat inevitable high
rates of turnover in the industry. Tim currently hires a variety of individuals, some of whom are
college students and consequently are likely not to return year after year. With the
organization’s other employees struggling to find housing in Estes Park, many commute an hour
or more each way to work at the park. This, paired with the seasonality of the jobs, indicate that
Tim’s high levels of turnover will continue year after year. Though OAAP is currently fully staffed
and has built a strong organizational culture, this turnover should be examined and prevented
as much as possible in the future.
7
Most customer and potential customer relationships are positive. However, the park’s
relationship with the Estes community could be improved. One particular local business has
been very vocal about their dislike towards Open Air Adventure Park, and in such a small town
this has a negative effect on the organization’s image. Although the park has partnerships with
many other businesses in Estes, it is important to note that not all community sentiment is
positive. If all continues to exist in its current state, this is not likely to change.
After the implementation of this marketing plan, it is expected that some of these resources will
shift for the better. Funneling more organizational resources to marketing initiatives is necessary
for increased brand visibility. This would also change the distribution of financial and human
capital investments, as adding additional headcount to focus on marketing or shifting all
marketing responsibilities to one current employee, will cost the organization time and money.
Regarding human capital, the external forces of high cost of living in Estes Park, unavailability of
housing, and student turnover are not in the firm’s direct control. Still, the organization may be
able to have a say in how drastically these forces affect its human capital. Through focusing on
hiring local workers and ensuring the ratio of students to non-students leans toward the majority
of workers being non-students, OAAP could retain more employees, shifting human capital for
the better.
Ultimately, reducing turnover can be leveraged to enhance customer experience. Since OAAP
already has established a great reputation regarding customer service, continuing to preserve
and elevate this strength is strategic. By retaining as many employees as possible year after
year, the park can achieve two goals: reducing turnover costs and passing on those savings to
the customers by keeping prices stable, as well as ensuring a consistently positive customer
experience by retaining knowledgeable, passionate employees.
Review of Current and Anticipated Cultural and Structural Issues
The current organizational culture is positive. As a small family-run startup, the CEO’s goal is to
make employees feel “like a family” (Cook, CEO, Open Air Adventure Park). The owners have
employees over for dinner multiple times per month and train employees on how to positively
interact with customers, as well as each other, just as much as they train on safety and
technical job responsibilities. The firm is highly customer-oriented overall. It is through this
intensive focus on customer satisfaction that Open Air Adventure Park has boosted its ranking
on tripadvisor and is gaining popularity as a fun option in Estes Park. The employees’ positive
attitudes are a large component of the organization’s success so far. Considering that many
individuals are nervous or uncomfortable at 20+ feet above the ground trying to navigate difficult
obstacles, the constructive attitudes of the park’s workers motivate customers to have a great
time and let go of any discomfort. The company aims to have outstanding customer service as
well as to provide a challenging and engaging adventure to consumers.
Another benefit to the organization’s laid back, family-feel is the openness to new ideas and
change. Though we cannot be positive about all employees, Tim is excited by new ideas and
responds positively to new possibilities. Since the company’s leadership is open to growing and
changing, it is expected that this mindset will trickle down through the 12 employees they
currently have on staff. The only challenge that could stall or discourage change is the limited
resources Open Air Adventure Park currently has to leverage. The workers and leadership have
accomplished marked success in the first six months of the company’s existence, and may
struggle to quickly locate the resources necessary to take on more change. The organization’s
ability to focus on crucial short-term goals, as well as inspiring long-term growth goals, is a
positive indicator that they have the planning balance necessary to tackle a well-rounded
8
marketing strategy. Currently, the lack of marketing resources is concerning. The company is
capable of achieving whatever short or long-term horizon they would like, due to the open
mindedness of the company’s culture. It is just a matter of tackling the challenge of committing
resources to a new strategy.
No current internal power struggles or politics were shared during the personal interview with
Tim. It is worth noting that even in a family company, it is extremely important to establish
formal, clearly-defined roles. Defining responsibilities, policies, and procedures creates a clear
sense of structure and direction. This minimizes the potential for various types of conflict,
especially if internal dynamics or circumstances were to change. However, at this point there is
no reason to believe that any power or political struggles are occurring internally. The family
business is thriving and being contributed to by multiple family members; Catherine’s sister
even designed the organization’s website. These key executives are not likely to change
positions in the future, which is a positive indicator for the company. Additionally, Tim’s wife and
co-owner, Catherine, is currently executing the majority of the organization’s marketing
activities. Though she has successfully increased revenue to date, with the addition of an
expanded marketing strategy she may not have the bandwidth to keep up with all the necessary
tasks. In this case, the family aspect could be a helpful factor, as another family member may
be able to step up and offer assistance. At the same time, it may be beneficial to hire a
marketing expert to offer a fresh perspective. It would be a significant change to bring someone
else into a top leadership role in the family-run organization, and this could produce cultural
challenges.
Importance has been placed upon the marketing function within Open Air Adventure Park but
marketing tactics are currently suffering due to lack of resources. Although the organization has
had an Intern help on and off with marketing, additional resources are needed to keep up with
all crucial marketing channels. For example, the company had a summer intern who focused on
social media, but since the intern has left, nobody else in the organization is responsible for
picking up this marketing channel. It is crucial that Open Air add additional headcount (even just
one person) or shift all marketing responsibilities to one internal individual, in order to give
marketing the necessary support and focus. Even though leadership sees marketing as crucial,
the company’s goal of gaining awareness and revenue will struggle to be achieved with the
current resources and division of labor.
As discussed in previous sections, the employees appear to be happy, with few or unnoticeable
motivation issues. The only frontline employee motivation issue is the unwillingness of the
majority of company cashiers to upsell customers at checkout. This is likely to continue to be an
issue in the future unless the organization finds a way to motivate frontline employees to sell
add-on items. In addition, the company’s high yearly turnover is a significant challenge to be
considered. See the previous section, Review of Current and Anticipated Cultural and Structural
Issues, for a full discussion regarding turnover.
Customer Environment
Current and Potential Customers
This season, customers of Open Air Adventure Park were between 3 and 79 years old. In this
range, Open Air has seen a variety of customers but has gained significant popularity with two
differing target markets. The potential clientele of locals and tourists will require two customized
marketing mixes. Boulder, Longmont, Loveland, and Fort Collins (large towns near Estes Park)
have mass clientele that fall into this ‘local, front-range’ category. Weather a day trip for young
9
adults or a family with young kids, local clients will require a particular marketing strategy. This
strategy will differ than that designed to target tourists; specifically in regards to pricing and
promotion.
Product Utilization
Customers can purchase a 90 minute adventure featuring 32 exciting elements at 10 and 21
feet above the ground (Cook, Open Air Adventure Park About Us). These entry tickets are often
purchased as multiples, due to the group nature of the activity. Included in the session is all the
necessary equipment and a 15 minute training tutorial. Novice and expert clients use the
adventure park in a variety of ways. The elements range in difficulty, providing an option for
each skill level. The course is set up in such a way that once an individual has been trained,
there is little reliance on the staff. Crew members are constantly monitoring the course for
safety, and only provide direct assistance when it is requested or necessary.
Open Air Adventure Park provides entertainment for its clients. Activities provided at this aerial
adventure park fulfill the esteem level of Maslow’s hierarchy of needs. This is characterized by
building confidence and esteem in oneself and giving/receiving respect from others. The feeling
of self-worth and achievement from completing a goal provides great emotional/psychological
benefits; not to mention all the physical benefits of exercise.
Purchase Location
At the present time, all sales for OAAP are purchased directly through the company. Since the
adventure park provides a service that must be used on-site, it makes sense that transactions
typically occur just prior to use, most often as a walk-up transaction. QuickBooks data reflecting
Tim’s first year of operations aligns with the previous statement. Another popular option is to
book and pay for the appointment through e-commerce. Aside from a recent promotional event
with Groupon and LivingSocial serving as secondary points of sale, all transactions are made
directly through the company.
Purchase Timing
Although the previously mentioned coupon promotions have prompted consumers to purchase
an entry to Open Air, there are various other influences that also impact when customers decide
to purchase. One of these factors is the seasonality of the park. Due to the nature of the
business, Open Air is only available during the warmer months. Opening the park during the
winter would not be wise because of the low demand caused by weather and school starting
back up. Customers also purchase entry to OAAP while on vacation. Vacations are a time for
relaxation and trying out new things. While in Estes, vacationers seek out activities that will fulfill
those needs. Open Air has benefited from these consumers because plenty of the traffic they
receive is due to tourism. A final reason consumers purchase is due to seeking active
experiences. Open Air has the advantage of offering a physically demanding activity that close
competitors cannot. Individuals from nearby cities in Colorado often travel in search of new,
active experiences. In comparison, activities such as horseback riding and Fun City will not fulfill
the physically active need that is sought.
Product Selection
Open Air Adventure Park has an advantage over competing products when it comes to pricing.
One of the company’s competitors, horseback riding, has prices starting at $50 for one
individual (Trail Rides & Horse Riding in Colorado, Colorado Horseback Riding). Fun City is
another competitor that offers rates higher than those of OAAP. For example, they offer a $50
“Value Card” that gives the purchaser $57 worth of activities (Fun City: Family Fun For
Everyone). OAAP not only provides the adrenaline and adventure associated with these two
previous competitors, it does so at the modest price of $33 for a full 90 minutes.
10
Even though price establishes a distinction between the products, the key differentiator Open
Air has is its value. Value is gained by the overall experience the customer gets from the
product. The other competitors don’t explicitly state the amount of time their product will take. By
taking this route, Open Air establishes that the consumer’s money has an established purpose.
It creates a sense of value for their money because they know exactly what they’re getting.
Also, it should be noted that many customers do not stay at the course for the full 90 minutes.
This shows that the park offers enough value that to the point where it is not necessary to
consume the full product. Whether the previously mentioned value creates repeat purchases or
not is uncertain. Incentives, such as a punch cards or season passes, are not in place to fuel
repeat purchases.
Purchase Inhibitors
One reason potential customers do not purchase an entry to OAAP is because of safety
concerns. These consumers have a need for safety, a preference for safety, and a requirement
that the park be safe. However, OAAP has a 1 in 20,000 risk of injury and does routine safety
checks: routine checks every day, harness tests prior to every use, and weekly inspections of
the court (Cook, CEO, Open Air Adventure Park). Potential customers are not explicitly or
repeatedly told about these precautionary measures, so the determining purchase factor of
safety is not fulfilled. Another group of potential customers also do not purchase the product
because their health concerns. One example is that the 250-pound weight limit excludes
potential customers (Cook, CEO, Open Air Adventure Park). Potential consumers may choose a
competitor over OAAP because of certain features, preferences, and requirements that they
offer. For example, horseback riding promotes a greater level of safety for individuals who seek
safety as a preference and requirement. Fun City, on the other hand, offers consumers options
that do not have a level of risk to them, such as mini golf, bungee trampoline, and giant slides.
The activities offered by these competitors also paint a greater picture of safety in the nonconsumers’
minds because they’re better-established in American culture.
Aside from safety concerns, potential customers also do not purchase the product because of a
concern about their ability to participate. Open Air can be intimidating at first glance because it
gives the impression of a difficult and athletic activity. Apart from that, it’s the first time many
consumers have seen a park like Open Air. In turn, these influences have the power to create
doubt in a customer’s mind about their ability to participate.
Even though Open Air positions themselves as a high-value option, there will still be customers
who do not purchase because of price. There are a multitude of reasons as to why a customer
may find it too expensive. One of the main reasons is likely budgetary constraints. For example,
a family may think it’s too expensive to pay $33 each for four people. Another group to consider
is college students whose low budgets may keep them from purchasing.
The park’s location is also a factor that keeps potential customers from purchasing. Open Air
does not have a large sign placed on the main road to easily direct drivers towards the park.
Also, even though the park is somewhat visible from the main road, it is not as obvious as the
many other entertainment attractions in the vicinity. Entertainment purchases in Estes are made
by what people see from the main road or what they see other people doing. Some individuals
will look elsewhere because they are simply not aware that the product exists.
The potential to convert these potential customers into customers is significant. For noncustomers
concerned about safety, OAAP’s website and other promotional elements can be
tweaked to include the safety element in a more obvious, repeated way. Some examples are
11
the slogan including safety in its wording and the website outlining the park’s safety. For
potential customers that are not aware of the product’s existence, a start can be placing a sign
on the main road that directs them to OAAP. Flyers at local festivals and local restaurants can
also be used to raise awareness. Efforts can also be taken online with more Groupons and a
greater presence on social media. These are just some, of the many, avenues that OAAP can
take in converting potential customers.
The External Environment
The external environment is one of the most expansive areas of the marketing plan. This topic
touches on six basic concepts: competition, economic, political, legal, technological, and
sociocultural trends. While it is easy to place some issues, others may fall into numerous
categories. Therefore, it is beneficial to remain mindful that many of the external environment
concerns will affect multiple areas within the marketing plan.
Competition
Competition is a necessity in business, it promotes healthy growth and creativity, higher quality
products, and superior customer service. However, not successfully recognizing competitors
can result in the failure of a business. Competition comes in many different forms and it is
crucial that a business identify these before opening its doors.
When it comes to direct competition, Open Air is a leader in their industry. Direct competition is
where two or more businesses will offer a similar product or experience. At this time there are
only three other adventure parks in the state of Colorado, one located in Vail (Adventure Ridge)
and two in Salida (Aerial Adventure Park and Captain Zipline). Bailey is said to be opening an
adventure park within the 2015 year. These parks are all located over seventy miles from Open
Air and all offer different options on either a similar or smaller scale. There are also three
smaller zip line courses located in Golden (Heritage Square), Colorado Springs (Cave of the
Winds), and Idaho Springs (Cliffside Zip line) as well as several larger zip lining courses in
Salida and Buena Vista (Mountaintop Zip lining and Lost Canyon Zip lining).
Indirect competition is when several businesses offer different services that all essentially satisfy
a similar need. While a business will always have a number of indirect competitors, Open Air
has a considerable number of indirect competitors of which to be aware. On the bright side,
tourists travel to Estes Park in order to experience the great outdoors or some sense of
adventure—perfect for OAAP. On the other hand, Estes Park offers insurmountable venues in
which the customer can achieve these needs, in fact over 500 (Things to Do).
The main competition for Open Air is the local Estes Park YMCA, YMCA of the Rockies. This
location offers zip lines, challenge courses, rope courses, high ropes, a climbing wall,
whitewater rafting, hiking, disc golf, lodging, food, archery, swimming, horseback riding and
more. The YMCA focuses on retreats and family reunions as well as family weekend get-aways.
They offer day passes as well as membership options which allot a $15 discount on day and
night stays. The cost is $20 for an adult day pass, $10 for a kid day pass, and a free day pass
for children 5 and under. This cost runs from after Memorial Day to Labor Day. During any other
time the ticket fee drops by 5 dollars. This day pass covers all on ground activities such as
swimming and hiking. Any extra activities will have an additional fee: $12 for zip lining and $20
for the challenge course. If activities are grouped, a bundle price will be used. YMCA of the
Rockies is located 4.4 miles from Open Air—just 15 short minutes away. By offering
membership discounts as well as having the household name, YMCA will be a difficult
competitor to compete with (Things to Do). However, their costs begin to add up, especially with
12
larger families and groups, therefore serving as a disadvantage.
Another Adventure company is Kent Mountain Adventure Center (KMAC), located just 2.1 miles
from Open Air. This adventure company offers rock climbing, an adventure course, rock
camping, and rock climbing classes. Activities such as camping range from $300-$1100 per
night, while more low-key activities such as rock climbing range from $75 -$395 per person. All
of the prices are dependent on the number of people in the party as well as time spent rock
climbing (Things to Do). This company provides a service to more of a niche market and their
costs reflect that, which will prove beneficial for Open Air.
Another avenue in Estes Park’s adventure category is horseback riding. There are multiple
companies that offer this activity however one specific company is High-Country Stables which
is located 6.3 miles from Open Air. Prices run from $30 per hour to $150 for an 8 hour ride
(Things to Do). If competing on price alone, horseback riding is the more affordable option.
White water rafting has proven to be a popular activity when traveling to Estes Park as well.
Noah’s Ark is a Colorado rafting and aerial adventure park located in Buena Vista that offers
half-day and full-day packages ranging from $59 for a half-day trip and $95 for a full-day trip,
including all transportation and taxes (Noah’s Ark Colorado Rafting & Aerial Adventure Park –
Day Trips).The organization is ranked #4 of 19 activities to do in Buena Vista on tripadvisor and
has 185 ‘excellent’ ratings from customers. The organization only has had six customers rank
them as ‘very good’, one rank them as ‘poor’ and one as ‘terrible’. Overall, that is a fantastic
ranking, very similar to OAAP’s. It is also valuable to note that the industry of aerial adventure
parks is well established in Europe but has just begun growing in the United States.
An interesting source of competition for Open Air that can play both a negative as well as a
positive role is the Estes Park Ride-A-Kart and Cascade Mini-Golf Course. This venue is located
directly behind Open Air, and can be seen from the park. Cascade offers bumper boats, gokarts,
mini-golf, extreme trampolines, arcades games, water wars, and batting cages. For 25
dollars one person can utilize one ride/game of each activity offered. Individual tickets can be
purchased which ranges from $10 for the extreme trampolines to $4.00 for one go-kart ride. The
benefit of this venue being located directly behind Open Air is the fact that Cascade has been
around since 1959 (Things to Do). Since Open Air is in a secluded location, many people are
unaware it even exists. However, when customers attend Cascade, they then are made aware
of Open Air, acting as a free and unique marketing opportunity.
It is important to look at what other companies offer a similar product or service at a variety of
price points as OAAP, this would be considered a product competitor. There is also value in
examining the competitors that offer different products or services that satisfy a similar utility,
adventure in this case. This would be considered a generic competitor. While there are many
forms of product and generic competitors for Open Air, there are also an abundance of total
budget competitors. These competitors market different products, but compete for the same
financial resources of the customer’s (Ferrell and Hartline).
Tourists are drawn into Este Park due to the countless outdoor attractions. However, while on
vacation, a variety of vendors are vying for the funds tourists have set aside for their vacation.
Similarly, locals have set budgets for recreation, and Estes Park along with nearby cities offer a
plethora of activities on which to spend money.
Businesses are constantly changing and competition is never ending. It is key to stay on top of
competition by knowing the ins and outs of each competitor. It is beneficial to review how these
13
companies compare to one’s own business, whether it be in terms of price, service, or
convenience. Competition is one very large aspect when it comes to Open Air as the indirect
competitors appear to be endless in Estes Park and surrounding areas. Therefore, a great
amount of focus will need to be placed on the marketing strategy in order to effectively
differentiate the company and gain market share.
Economic Growth, Stability, and Political Trends
Open Air Adventure Park should also consider the economic conditions under which the
company exists. These economic factors will play a large role in the organization’s strategy and
tactical planning.
During a normal busy season, Estes Park is estimated to see over 3.1 million visitors. However,
due to unfortunate circumstances the Rocky Mountain area suffered two severe floods during
September of 2013. This natural disaster not only closed down roads, it destroyed them, making
transportation in and out of the canyon to reach Estes Park impossible. Many businesses were
flooded and had to be demolished. This devastation kept travelers at bay for eight weeks. The
floods cost the town of Estes Park over $462,774 in lost tax revenue. At the time of the flood the
town of Estes Park was home to approximately 6,000 residents. It opened their eyes to the fact
that an entire economy dependent on tourism is a dangerous, delicate thing (Whaley).
Therefore, this past May a grant was passed that will allot over $15 million dollars to the town of
Estes in order to facilitate a health and fitness center. This location will treat many ailments and
is expected to bring over $3.96 million to the town of Estes Park within the next five years. This
new treatment center will prove beneficial for Open Air. This center is thought to be the “catalyst
for the wellness movement in Colorado” (Ferreira and Shiff). Open Air is an adventure park that
promotes activity and “play.” These two concepts will go hand in hand with the new fitness
center of Estes Park.
Since the backlash of lost wages in result of the flood, Estes Park is trying harder than ever to
rebuild their economy and get back to the profitable town that it once was. On the top of the
Este Park Economic Development webpage it boasts that their mission is to, “build a stronger
and more broadly-based economy and tax base; advise and assist existing local businesses to
reach their full economic potential; attract new businesses that create primary jobs and new
employment opportunities” (Expand/Assist Your Business). The site states that flood recovery
assistance can take 2-5 years, however, the financial aspect of that could be even longer. Estes
Park (EDC) has partnered with the Larimer SBDC to help aide local business with the Recover
Colorado/CDBG-DR Program. This program facilitates loans and grants to help the financial
burdens brought on by the flood. At this time, Estes Park continues to maintain a fragile
economic standing.
Fortunately, the roads have been repaired and commuters are able to make the drive to Estes.
However, during the months of November to the end of April, Estes Park essentially closes
down for what is called “mud season.” At this time a majority of the stores close as well as
restaurants and activities. The small amount of tourists will visit the town to stay in the local
hotel as well as take snow shoe excursions and cross country ski. During bad weather months it
has been mandated by the ANSI American National Standards Institute that all rope and
challenge course be put away properly for the season due to safety and liability reasons
(Talking Points and Facts).
Estes Park’s current population is approximately 5,858 people, of this 2,760 are male and 3,098
are female. The median age in Estes Park is 51 years old, 49 for males and 52 for females.
14
There are 558 homes in Estes Park with household members under the age of 18. There are
1,374 homes in Estes Park with members over 70 years old (Estes Park, Colorado). With that
being said, Open Air has approximately 4,200 people in the town of Estes Park to market to.
While there are only a few challenge/ropes courses in Estes, there are an abundance of venues
to fulfill a consumers need/demand for outdoor adventure at a reasonable cost. As previously
discussed in the Competition section, there are over 500 venues that appeal to the outdoor
adventurer. Therefore, when marketing Open Air, it is crucial to differentiate the business in
order to not become a commodity amongst the rest.
Due to the fact that Open Air’s target market is focused primarily on the tourism industry, the
national economy plays a large role on the influx of customers that travel to Estes Park. From
1959 to 1999 the tourism and travel industry was rising at a steady pace. Unfortunately, in 2001
the national economy hit an all-time low which sank the tourism industry into a record low since
World War II. After the 9/11 terrorist attacks airport restrictions did not help encourage leisure
travel, and leisure travel continued to decrease in 2002 and 2003. Around 2008 the tourism
industry began to slowly increase and is now estimated as being one of the leading industries in
the United States, generating over 2.1 trillion in economic output. In 2013, “direct spending by
resident and international travelers in the U.S. averaged $2.4 billion a day, $101.4 million an
hour, $1.7 million a minute and $28,154 a second” (Talking Points and Facts). This is good
news for Open Air, as the travel and tourism industry is one possible target market.
When the term “political” comes up, the first thought that comes to mind is political leadership.
However, this term can encompass an abundance of topics when it comes to a marketing plan.
While Open Air will not be affected by who the current political candidates are, they will be
affected by trends that involve small businesses in Estes Park as well as zoning laws and taxes.

Before Open Air began construction, they were required get the zoning changed to allow for a
recreation business. This did not prove to be an issue as they received unanimous approval
from the town board and council. At this time, Open Air is renting their land from a private party.
The city of Estes Park mandates that structures are not to surpass a certain height as each plot
of land only has a designated amount of air rights. Due to these regulations, Open Air has
maxed out on width and height on this specific plot of land. Owner Tim states that while he
plans on purchasing this land at a later time, building on to the challenge course structure will
not be permitted. In order to continue innovation on his product, he will need to take away older
features and replace them with new ones similar in size. These will all need to be inspected by
the city in order to maintain ANSI standards (Cook, CEO, Open Air Adventure Park).
When utilizing a challenge course one might think that the chance for injury is high, however, it
is in fact the opposite. The possibility of injury on a challenge course is 1 in 20,000 (Ropes &
Challenge Course Insurance). Open Air is required to provide insurance for every individual that
has any interaction with the course, on-ground and off-ground. This challenge course has been
certified as a low risk low liability course. Therefore, Open Air pays $1.00 per person per
session for full coverage insurance, or $6,000 per year. This covers general liability and will
cover Open Air up to $1 million for accidents and or injuries. Workman’s comp is actually Open
Air’s larger cost at about $15,000 for the year (Cook, CEO, Open Air Adventure Park). It is
important to state that Open Air is required to have every customer fill out and sign a liability
waiver. This waiver states that Open Air does not assume liability for injury caused by
misconduct on their course. This form is required so that in the event an injury occurs, Open Air
is unable to be sued.
15
Legal and Regulatory Issues
The legal issues regarding Open Air Adventure Park are minimal. There are only small
procedures that could potentially ruin any part of the operation. For instance, if they were ever a
change in zoning laws regarding adventure parks, there could potentially be a change in how
Open Air Adventure Park revenues and/or future profitability is affected . If any of these zoning
codes were to suddenly change for the better or worse, it could drastically affect the way the
business operates on a daily basis. If safety regulations were to become stricter, OAAP would
have to adapt to any change. The park has a maximum height of 33 feet. This in turn means
that the most the park can have in terms of levels is about two. If safety regulations or zoning
laws were to change to a smaller limit (let’s say 25 feet) then the park should have a proper way
to go about in adjusting the park to be compliant.
Other potential safety regulations that could have a negative effect on the business are
lightning, wind warnings, blizzards, and rain. Bad weather can be detrimental for the business
and since there are laws preventing OAAP from operating while there is a weather warning,
these weather warnings can be damaging. Potential solutions to weather restrictions can be
found further into the marketing plan.
Weather restrictions and zoning /safety laws are important to abide by to avoid any interference
with the government. Other than these legal regulatory issues, the only other circumstance that
could potentially affect the business is foreign trade. Raw materials like steel, wood, piping etc.
have different levels of quality. If there are ever new tariffs implemented on such items the
business could be affected. Still, the business would only be affected in times of expansion or
maintenance of the course.
Labor laws are specific and any change in labor laws could potentially change the business. For
example, if laws were to change so that there had to be two employees instead of one on each
level, operating costs would increase and create a lower profit margin. If the facility had to hire
more representatives then each person working might have to deal with a reduction in hours
allotted to him/her. A reduction in hours given to each person may cause more turnover than
anticipated, which in turn is an added cost to the bottom line. Other situations regarding labor
laws are the possibility of a change in allotted times for operating the business and safety
regulations may increase (i.e. more safety equipment and longer training processes).
Technological Advances
Open Air Adventure Park has the benefit of being a relatively new type of business. Adventure
parks in general have not been around for too long. The fact that OAAP is so new gives them a
competitive advantage among the other attractions in Estes Park. Anything that would provide
the consumer with a new exhilarating experience would threaten the business of Open Air.
Open Air Adventure Park should always be anticipating breakthroughs in technology because
this could affect many aspects of the business. At the moment, new technology like social
media, GPS and the internet have helped boost their business.
Many people from all over the U.S travel to Estes Park and a majority of them are utilizing the
newest technologies. So this means that Open Air should become more familiar with the wants
and needs of the customer through technology. Things like staying updated through Facebook
and Instagram can drastically change a business, especially if the business is attracting younger
adults and middle aged parents with young children. The website should definitely be the first
line of defense when reaching out to customers. Consumers want an easily accessible webpage
that can navigate right to where they want to be without confusion. If the company’s website is
not truly perfected the company will never reach its full potential and will not work as a tool for
16
OAAP. Since the park is in a remote location, the website, Instagram and Facebook should
make customers want to travel just to see the attraction.
Social and Cultural Trends
OAAP has the ability to jump on the bandwagon with the newest trends that are thriving in
America. There is a huge market for health-conscious consumers and team building. These
trends can be acted upon strategically to benefit OAAP. Not only is the United States
researching ways to become more active, lose weight and gain knowledge about the health
industry, but Americans are doing increasingly more to help justify their health craze (“The
Benefits of Play for Adults.”).
Team building does not only have positive effects on the team but on individual themselves.
Family time is more important now than ever, because Americans are an increasingly-busy
society. The more play and recreation together, the better the psychological and physiological
outcomes there are (The Benefits of Play for Adults). Open Air can capitalize on these external
opportunities, among others.
III. SWOT Analysis
The SWOT Matrix
Below, find a visual representation of Open Air’s strengths, weaknesses, opportunities and
threats described in detail in the following sections.
17
Figure 1
18
Strengths
Strength 1: Unique course design
Strength 2: Talent to build course inside company (Tim)
Strength 3: Passionate leadership
Strength 4: Strong company culture and community
Strength 5: Lower cost of building/maintaining current and future courses
Strength 6: Talented and passionate employees
Strength 7: Alliances with other local businesses
Strength 8: Low cost of labor
Strength 9: High value activity
Strength 10: Clear strategic direction and goals
Strength 11: Challenge for different skill levels and ages
Strengths | Meeting Customers’ Needs
The eleven strengths listed above enable Open Air Adventure Park to meet customers’ needs in
a variety of ways. First, the unique design of OAAP’s course provides customers with variety in
their aerial park experience. This is strongly tied to the second strength, having the internal
talent to design and build an aerial course, since Tim designed and project managed the
course’s construction. Since OAAP does not need to outsource the foundational aspects of its
business, customers’ needs can be more easily met. Tim is at the park multiple days per week,
and has direct control over what happens with the course. Consequently, customer feedback is
funneled directly to the decision maker. Tim’s abilities are not only a strength due to his
technical knowledge, but additionally his love for the industry as a whole contributes to Open
Air. His passionate leadership has attracted enthusiastic and talented employees, fostered
OAAP’s strong company culture, as well as engaged other local businesses. These additional
three strengths are all intertwined. The mutually beneficial relationships OAAP has built with
other Estes Park businesses enables the organization to meet the needs of customers in areas
other than aerial adventure. For example, if a family is hungry after playing in Open Air
Adventure Park, they are able to get discounted food at nearby restaurants. The company
culture of Open Air, composed of its dedicated employees, is fueled by Tim’s compelling
leadership and creates an environment in which customers feel comfortable. The company
culture directly impacts OAAP’s ability to meet customers’ needs in providing excellent customer
service and a fun, yet challenging adventure experience.
In addition to the strengths described above, Open Air’s leadership provides clear strategic
direction and goals. Tim is committed to creating a successful future for the park, and has
crafted challenging, specific, measurable, and realistic future goals for the company. This
strength allows Open Air Adventure Park to meet customers’ needs through continuing to
provide a unique adventure experience for years to come. Additionally, the cost savings Open
Air is able to achieve through maintaining relatively low labor costs and relatively low course
construction as well as course maintenance costs can be passed down to the park’s customers.
Currently, OAAP is one of the highest-value activities available in Estes Park. This is due to the
company’s customer-oriented culture and strengths. The internal strength of Tim’s ability to
build and maintain the aerial course paired with the comparatively low wages of the park’s
employees allow the firm to maintain a valuable rate for customers. Considering the median
resident age is 51.5 years in Estes Park, with the median household income in 2012 being
$55,757 (Estes Park, Colorado). OAAP’s $12.50/hour pay rate is significantly below the
19
location’s average. The price point of $33/person may initially occur to consumers as high, but
upon breaking down the park’s overall value it is clear that OAAP delivers extremely high value
to consumers. Compared to other activities in Estes Park, for example the Go Kart track, OAAP
is a much more valuable option. For one Go Kart ride the price is $7.50/person. This lasts about
10 minutes. If an individual wanted to ride Go Karts for 90 minutes, the length of a $33/person
round on OAAP’s aerial course, they would pay over $65/person. Additionally, since most
consumers leave Open Air’s course before their time is up, consumers are clearly gaining value
right away. It is crucial that OAAP market this price point and high value correctly, so consumers
can see the value comparison to other local activities.
Strengths | Differentiation from Competitors
In addition to meeting the customers’ needs, the eleven strengths listed above enable Open Air
Adventure Park to differentiate itself from competitors. First, the unique design of OAAP’s
course allows the company to offer a new mix of obstacles and adventure challenges never
before available to customers. Since many of the firm’s current customers are tourists seeking
adventure, and may have previously participated in a ropes course or aerial adventure park,
OAAP’s ability to present something new each season gives the park a strong differentiator. The
strength of having internal talent able to continually upgrade and change the course also allows
the company to differentiate itself on being challenging over time. Since the same obstacles will
not exist for more than one season, Tim plans to change about 40% of the course each year,
the firm can differentiate from competitors through offering updated challenges. Tim’s ability to
maintain the course and make updates to the physical infrastructure himself saves the company
hundreds of thousands of dollars each year. This, paired with the organization’s relatively low
cost of labor leads to a tighter bottom line. Consequently, Open Air Adventure Park is able to
pass along these cost savings to its customers and can differentiate based on price.
The company is able to maintain these strengths over time through the organization’s strong
leadership. Tim’s passion and consequent company culture, business partners, interested
employees, strategic direction and clear goals combine to create a strong organization. The
company has a positive future, and prioritizes customer experience. These strengths can be
leveraged to differentiate OAAP from its competitors in Estes Park as well as other aerial
adventure parks throughout the state of Colorado.
Weaknesses
Weakness 1: Financial resources coming from family members
Weakness 2: Little-known brand name
Weakness 3: Limited product line
Weakness 5: High cost of changing the course every year
Weakness 6: Unrealized marketing potential
Weakness 7: Tension within small community directed at OAAP
Weakness 8: Limited financial resources
Weaknesses | Inhibits Meeting Customers’ Needs
Despite Open Air Adventure Park’s many strengths, there are weaknesses of which the
organization should be aware. First, OAAP’s little-known brand name is a weakness since
potential customers are not very likely to hear about the park without a friend’s
recommendation. The lack of visibility of OAAP via marketing channels such as social media,
college campuses, and fitness centers throughout Colorado creates a barrier between the
organization and its long-term goals. Customers of the park have very positive experiences
once they are there, but the limited visibility of OAAP’s brand prevents the company from
20
speaking directly to its potential customers. Without the marketing channels necessary to send
targeted messaging, or any messaging, to the majority of potential customers, OAAP is failing to
meet its full potential. Many customers are individuals who happen to be in the area and come
across the organization due to proximity. Another weakness is OAAP’s limited financial
resources. Although the company is currently doing well with the backing of family members,
many organizations have much larger budgets due to the backing of venture capital firms or
other investors. OAAP does not have this strength, and consequently financial constraints have
prevented the organization from investing in marketing efforts.
OAAP also must struggle against the high cost of changing 40% of the course every year.
Though the company is saving considerable amounts of money due to Tim’s expertise and
competence in the area of aerial construction, changing the course is still a significant recurring
cost. This could prevent the organization from keeping such low park admission costs and
inhibit the organization from meeting consumers’ needs for a bargain. Finally, OAAP deals with
the weakness of being a new business in a small community. Though many Estes Park
companies have become business partners to OAAP, there have been negative sentiments
expressed by one local business in particular about the existence of the park. This tension
prevents Open Air from completely fulfilling on its goal of gathering as many customers as
possible and building a close-knit community.
Weaknesses | Negative Differentiation
These internal weaknesses put the firm in a challenging situation and negatively set the firm
apart from its competition. While competitors may have the funds available to invest in
marketing, photography, and other differentiators, OAAP does not currently have the financial
backing to take on such endeavors and consequently is differentiating itself as basic compared
to competitors. The financial backing OAAP does have is from close family members
consequently may be more difficult to use for experimental marketing tactics and other notguaranteed-for-success
initiatives. The organization’s unrealized marketing potential only hurts
the park by allowing competitors to move in on market share due to OAAP failing to differentiate
itself. OAAP is playing it safe in terms of marketing and building brand image, one area that
laying-low is a huge weakness. Due to these constraints, the little-known company name and
logo are a weakness. However, this is not much different than OAAP’s competitors. Noah’s Ark
and other aerial adventure courses are not heavily marketed in areas beyond their park location.
Similarly, OAAP’s static product is a weakness its direct competitors share as well as competing
businesses in the area. The tourism industry in Estes Park in general has this challenge.
Beyond the tourists that visit the area, the companies in Estes Park are not branching out and
distributing their products or services throughout Colorado. The high cost of changing the park’s
layout each year is also shared by other aerial parks throughout the country, as many ropes
courses and adventure business alter their obstacles over time.
Opportunities
Opportunity 1: Expanding adventure park industry
Opportunity 2: Emerging consumer confidence /ability to purchase recreational activities
Opportunity 3: Active lifestyles in Colorado
Opportunity 4: Estes Park’s tourism
Opportunity 5: Emerging research on benefits of play/ need for esteem
Opportunity 6: Consumers’ focus on new and exciting products
Opportunity 7: Rise in social media use
Opportunity 8: Rise in the health-conscious consumer
21
Opportunities | Customers’ Needs
Open Air Adventure Park has the exciting opportunity to be part of an emerging industry that is
opening doors to different types of entertainment. OAAP is one of the few Adventure Parks in
Colorado as well as the United States. Since adventure parks are a relatively new type of
entertainment, it is important that OAAP really captures the essence of what an adventure park
is and what it should provide the consumer. If OAAP were to perfect how they operate; the
business would benefit from being experienced and well rounded.
Consumers today have a constant need to experience the newest trends. OAAP merely being a
part of this particular industry could meet consumers’ needs to do something “different”. The
market for entertainment is more prevalent than before due to the rise in consumer confidence.
People are now, more than ever, feeling like they can splurge on experiential items that provide
a memorable experience. Some examples of why a consumer would want to purchase from
OAAP are: social status, evidence of the experience (photos and videos for different types of
social media) and an alternative to expensive thrills. Now that tracking every experience is a
trend on social media (whether it be Facebook, Instagram, Twitter or Pinterest), OAAP has an
opportunity to take advantage of making the experience available to consumers. Not only do
consumers want to track their experiences via photos and videos but they also want to express
their social status through these outlets. Social status is important to many people and OAAP
provides the consumer with the ability to feel like they are adventurous and all around fun.
Consumers want to feel like they are purchasing something that will really benefit them. OAAP
offers not only a thrill but also a healthy experience, keeping the consumer active. The rising
awareness of and importance placed on healthy lifestyles is an opportunity for the company.
The business can take advantage of the fact the families, individuals and corporations are
making an effort to become more active and healthy. By advertising that OAAP provides a
thrilling experience while engaging important muscles and keeping the consumer’s entire body
engaged the business can benefit. The fact that OAAP is so engaging provides the firm with a
competitive advantage and differentiates them from other entertainment activities. Coloradans,
and healthy consumers in general, are an ideal market for OAAP because of the community
they make themselves a part of. Health-conscious people generally want to surround
themselves with activities, people, and things that promote their lifestyles. This will work in
OAAP’s favor. Once one person has experienced the park, by word of mouth they will tell others
who live their same kind of lifestyle. OAAP can be a healthy alternative for people who live in
Colorado and the Estes Park location. Estes Park has a substantially high rate of tourism,
which is an opportunity for OAAP as well. The fact the Open Air Adventure Park offers
something new and exciting to tourists and to those who live in the area serves as a profitable
tool for future profitability.
Not only does the Adventure Park serve the consumer’s need for excitement, healthy activities
and social status, but it also has many benefits for a healthy mind as well. According to
helpguide.org “Playing with your romantic partner, co-workers, pets, friends, and children is a
sure (and fun) way to fuel your imagination, creativity, problem-solving abilities, and improve
your mental health.” Customers come to OAAP for more than just some engaging exercise in
the Rocky Mountains. The human need of Esteem, located second down from the top of
Maslow’s Hierarchy of Needs (Article 6: Maslow’s Hierarchy, Societal Change and the
Knowledge Worker Revolution) is met for many individuals through participating in OAAP’s
aerial course. In completing this intellectually and physically challenging obstacle, customers
are able to be recognized for their strength, consequently gaining esteem.
Opportunity | Time Horizon
22
The time length for each opportunity varies. For example, the expanding industry for adventure
parks exists now and could continue until the consumer fad goes away. Gauging how long a
certain fad will last can be difficult especially with all of the current changes that are happening
in the United States currently. Since the industry is growing and rapidly becoming popular, there
is not a time limit on the opportunity here for OAAP. The company has the privilege of being one
of the first of its kind (particularly in Colorado), therefore they have the longest time to capitalize
on this opportunity.
However, the length of time consumers can purchase items for “fun” may change. This may
change due to economic decline, international safety or ethical issues which may restrain
consumers from spending. Since this opportunity is time sensitive, it is best to take advantage
as soon as possible. The upward spending of U.S. consumers could spiral down at any given
time. So, for this opportunity to be taken advantage of it should be pursued fully now.
The active lifestyles of people in Colorado and tourism in Estes Park seem to remain constant,
therefore the time sensitivity of these opportunities are not as urgent as others. Colorado is
known for being an active state and therefore should remain that way, unless there is a sudden
change in consumer lifestyles, the opportunity for Colorado being an active, health-conscious
state will always exist. Since Estes Park has always been a tourist attraction, the opportunity
here should always present itself unless Estes Park has a negative event that causes
consumers to no longer visit.
Threats
Threat 1: Unpredictable weather conditions
Threat 2: Laws and regulation for aerial parks
Threat 3: High levels of competition of entertainment/activities in Estes Park
Threat 4: Possibility of economic downturn
Threat 5: Competitors in other cities with fewer restrictions
Threat 6: Small town community
A constant threat posed to OAAP includes unpredictable weather and climate change. The 2013
Boulder floods exemplify the drastic impact external forces can have on a company’s daily
operations. These unforeseen floods caused “damage to public and private property estimated
at more than $2 billion” throughout Larimer County (Ferreira and Shiff). The road conditions
made it difficult to commute to Estes Park, let alone Open Air. A multitude of natural disasters
and weather conditions can limit accessibility. Increased barriers for customers do not foster
sales. Such weather conditions can also impact Tim’s company more directly. Certain weather
conditions do not permit use of the aerial structure. It is also important to consider how the
damage or loss of property would completely stifle sales. While OAAP is properly insured, this
does not account for opportunity costs. Such costs include the missed transaction, but more
importantly, the missed opportunity to interact with a client. Flooding is one of many weather
conditions to be weary of. Brutal winters, hot dry summers, forest fires, and lightning are also all
plausible conditions to consider. The elements of Colorado’s natural environment threaten the
park’s success.
Competition poses a great threat to the Park. Estes Park’s economy primarily operates on
tourists’ dollars. Competition for transactions with these tourists is high. Again, there is a large
opportunity cost in this situation. If customers’ needs are met by a competitor, they have no use
for Open Air. In other words, every minute/dollar spent at a competitor’s location is another
minute/dollar not spent at Open Air. Open Air Adventure Park directly competes with other
23
activities including Fun City, the YMCA, horseback riding, hiking, etc.. In order to best serve
customer needs, it is imperative that Open Air is a step above the competition. It is also
important to note that competitors in other cities, such as Noah’s Ark, do not have height limits
like OAAP faces in Estes Park. This gives the competition an advantage in the level of
adventure and thrill they provide.
Potential laws and regulations for aerial parks could threaten Open Air Adventure Park as well.
Currently, stipulations for aerial parks are minimal due to their rarity within the US. As adventure
parks gain popularity across the state and country, Tim expects to see more involved regulation
and oversight. Depending on such restrictions, meeting consumer demand might look different.
Further regulations on aerial structures are currently unforeseeable. Restrictions on adventure
parks such as OAAP are not under scrutiny at this time. If this changes, Open Air will have
ample time to implement changes due to the lengthy legal process. OAAP also should be aware
of the threats inherent in small town communities. Gossip can travel quickly and stain Open
Air’s local image if the company does not proactively work to gain each member of the
community’s buy-in.
An overall economic downturn would heavily impact Open Air. At this time, the economy is
continuing to bounce back from the 2009 recession. The economy is on the rise but that’s not to
say this will remain true. Constant analysis of economic trends can help predict a bearish
market with more certainty and detail. A recession forces financially-conscious buying
behaviors, often limiting travel. This is worrisome considering tourists are a primary target
market for OAAP. Funds for things other than commodities tend to deplete. In terms of Maslow’s
hierarchy of needs, the demand for social and esteem needs loses importance.
All potential threats are foreseeable given that Tim continues to review and analyze his external
environment. With proper planning, all of these threats can be overcome.
Developing Competitive Advantages
Matching Strengths to Opportunities
Open Air Adventure Park’s various strengths can be matched with its opportunities in order to
create capabilities in serving customer needs. First, the strengths of high value and low cost of
building/maintaining current and future courses can be paired with the growth in consumer
confidence and discretionary funds. As consumers emerge from the latest economic downturn,
their disposable income has grown and they will opt to try new options while vacationing.
Second, OAAP’s strength in offering a course for different skill levels and ages is compatible
with the opportunities in emerging research on the benefits of play and the active lifestyles of
individuals in Colorado. Research on the benefits of play is making many consumers look for
activities that will get them actively engaged in what they are doing, rather than remaining
sedentary. At the same time, residents in Colorado are known for having a lifestyle that is more
active than the average American’s. These two opportunities are addressed with OAAP’s ability
to offer a course for a variety of skill levels and ages.
Third, the strength of alliances with other local businesses in Estes Park correlates with the
strong tourism Estes Park already has in existence. OAAP can take advantage of its strong
relationships with local businesses and use that as a promotional method. Word-of-mouth
recommendations can be given by such local businesses to tourists in the area.
Lastly, and perhaps the most crucial matching, is OAAP’s strength in passionate leadership and
24
strong company culture/community combined with the opportunities of growth in consumer
confidence and discretionary funds and strong tourism industry in Estes Park. As consumers
grow increasingly confident and are willing to spend more, tourism to Estes Park increases as
well. This gives OAAP an opportunity in having tourists visit the park. The strong leadership and
strong company culture/community results in outstanding customer service that will fuel future
visits to the park; whether through repeat purchases or customer recommendations.
Overall, these capabilities lead to six key capabilities and advantages: an organizational
advantage in culture, vision, and shared goals, lower production costs, superior management
talent, strong organizational culture, committed employees, and outstanding customer service.
Operational Excellence and Customer Intimacy
These capabilities and competitive advantages of Open Air are grounded in the basic principles
of operational excellence and customer intimacy. Operational excellence is a strategy that
focuses on making operations and processes efficient, which leads to lower prices. A customer
intimacy strategy is one in which knowing and understanding one’s customers is key (Ferrell
and Hartline). The factors that lead to operational excellence for Open Air are the sources of
capital and expertise possessed within the company. The customer intimacy strategy is made
apparent to customers with the high level of customer service the personnel provides.
Converting Weaknesses and Threats
Although some of Open Air’s weaknesses cannot be changed, there are some that can be
converted into strengths. Using inexpensive advertising methods can strengthen the weakness
of unrealized marketing potential due to limited advertising. Another weakness that can be
converted is the tension within the small community that is directed at OAAP. Relationships with
members of the community that aren’t fond of Open Air can be mended by simply reaching out
to them. If Tim can communicate effectively with these individuals, empowering them to work
with him towards their mutual concern for the success of Estes Park’s economy, OAAP can
convert this weakness into a strength. Remaining cold towards these certain members will keep
tensions in place and possibly taint OAAP’s image within the town.
When it comes to threats, there are also a few that Open Air can convert into opportunities. One
of these is the threat of a small town community. Although gossip can travel rather quickly in a
small town and stain Open Air’s image, Open Air can build strong relationships with the
community and keep such a threat at bay. Also, by enhancing relationships with the community,
it gives way for the possibility of community members suggesting tourists to visit the park.
Another threat that can be used as an opportunity is the possibility of an economic downturn.
During such an event, consumers want more for their money. Open Air can leverage the value
they offer in promotional methods and address this concern.
Liabilities and Limitations
One of the major liabilities that Open Air possesses is their involvement in a small town
community and the potential repercussions this presents. Another liability is the low levels of
advertising and brand awareness and the higher awareness of other adventure parks and
similar businesses. The first liability can be made apparent to customers because another
business that aims to defame OAAP can give potential consumers a phony negative review.
The second liability is not as apparent to customers, because the consumer is not aware of the
company’s promotional budget. Also, the need for excessive advertising may not be expected
from customers since Open Air is in a small town.
Another limitation that Open Air holds is its unrealized marketing potential, due to limited
25
advertising, and the strong tourism industry in Estes Park. Although this sounds highly similar to
the liability mentioned earlier, this limitation points out the opportunity of great amounts of
tourism in Estes Park. Similar to the second liability, customers are not aware of this limitation
because of consumers’ unfamiliarity with Open Air’s promotional budget and strategy.
Building and maintaining positive relationships with other businesses can address the first
liability, which involves the possibility of a displeased business defaming Open Air to potential
customers. This can be done through simply networking or also by community outreach
projects. The limitation can be improved by implementing promotional tactics that will not involve
a high expenditure. Such methods include word-of-mouth, flyers at local events and restaurants,
and a sign on the main road that directs customers to the park.
Developing a Strategic Focus
Overall Strategic Focus
At this point in the marketing plan it is crucial for Open Air Adventure Park to institute a firm
strategic focus. This will be the foundation for the progression of marketing goals and objectives
that are to follow. Often times this section of the marketing plan can prove difficult as this is what
differentiates one business from another, creating the need to utilize or purchase one service or
product over another company’s.

After analyzing the SWOT of Open Air Adventure Park it is noted that the company has fewer
external opportunities than external threats as well as more internal strengths than internal
weaknesses. It appears that implementing an aggressive plan will prove the most beneficial.
Open Air Adventure Park is in their first year of business, which has presented numerous
struggles. When opening a business with a lack of industry-specific marketing experience, in a
market saturated with competition, the number of external threats are insurmountable. Thus,
creating the need to implement an aggressive stance. With this being said, Open Air needs to
focus their investment on strategic items in order to receive a higher return on profit. This
ultimately comes down to marketing the company’s brand. A variety of items in marketing can
potentially be low cost if not free: advertising on social media sites, handing out flyers in the
community, creating return customer incentives, implementing specials etc… Initially, this may
appear a daunting investment in both time and funds, however, these tactics will pay-off in the
long run due to increased profitability within the business.
See below for a visual representation of OAAP compared to the firm’s main competition as well
as other adventure companies.
26
Figure 2
The main focus on the strategy canvas is Open Air’s uniqueness as a company, as well as the
mid-level price point, and positive interaction with staff. Open Air needs to place a primary focus
upon marketing these positive attributes. These specific characteristics are what differentiate
Open Air from the otherwise saturated market. For a mid-level price point customers can
experience a unique and stimulating activity. Upon visiting Open Air, it was clear that the staff
plays a positive and enjoyable role in the experience of the course for consumers. This will work
in Open Air’s favor, the critical task is now getting this information out to consumers.
IV. Marketing Goals and Objectives
a. Marketing Goal A: To provide the fun and adventure of Open Air to frontrange
consumers
1. Objective A1: Add a check-box saying “front-range” or “tourist” on OAAP’s
participation form every customer has to sign before participating. This will help
gather data on how many consumers are from each target market.
2. Objective A2: Develop a customer satisfaction survey that will be optional after
the customer is done with the course. Also include the front-range or tourist
option. This should be no more than five questions and capture the overall
satisfaction. Also, add email information at the bottom of the form with an option
of receiving special promotions. This option will be available to both target
markets, but it will be phrased in such a way to encourage front-range,
geographically-closer, consumers to sign up.
3. Objective A3: Build a better social media presence through Facebook, Twitter,
and Instagram by updating biweekly or weekly during the months that the park is
27
open. Updates may include new additions to the park and specials. Tim will
designate an individual on these tasks. Google+ and Pinterest should be
reevaluated as social media outlets. There isn’t much traffic here and the
Google+ site has 2 reviews, of which one is highly negative. Pinterest is not as
popular as the other options. To measure the success of these tactics, growth in
social media followers, as compared to the growth of the last season, will be
used in conjunction with the amount of park visitors.
i. To further social media engagement, encourage customers to go on
Facebook, Twitter, and/or Instagram and post pictures/reviews of their
time at Open Air. To encourage this, offer a discounted price, or a deal
Tim finds suitable, that can be given if the customer comes back and
shows their post.
ii. Develop a separate email list for front-range consumers that will
encourage greater customer loyalty. Some of these methods include
themed nights and discounted prices. For example, students receive 25%
off on Wednesdays and couples receive buy-one-get-one half-off on
Fridays. The exact pricing and dates of these will be decided by Tim or
the organization’s Marketing Lead. Dates should be clearly posted on the
website and social media sites as well, but only emailed out to frontrange.

iii. Create a punch card that encourages customer loyalty. For example,
three visits and your fourth is free. A unique stamp/punch card method
should be used to prevent stealing. Have the punch-card option clearly
advertised on the front desk, but if the customer checked “front-range” on
the form, have the cashier personally sell the option to the consumer. The
specific amount of punches or deals gathered from it can be decided by
Tim.
b. Marketing Goal B: To provide the fun and adventure of Open Air to Estes
tourists
1. Objective B1: Add a “front-range” or “tourist” selection on the form every
customer has to sign before participating.
2. Objective B2: Use the same kind of customer satisfaction survey mentioned in
Objective A1 for these consumers.
3. Objective B3: Send out an email to these consumers thanking them for their time
and wishing to see them again soon if an email was provided. Don’t push
customer loyalty tactics towards these consumers.
4. Objective B5: Encourage social media engagement as well for these consumers
and don’t hide the offer of a discount for them.
c. Marketing Goal C: Look into B2B expansion
1. Objective C1: For the coming year, the possibility of offering team building
sessions to various organizations should be analyzed.
2. Objective C2: Tim can conduct the research for this and estimate the financial
adjustments necessary.
28
V. Marketing Strategy
Primary Target Market
Open Air Adventure Park should focus on aggressively pursuing the two target markets
described in previous sections. The first target market will be local tourists. Boulder, Longmont,
Loveland, and Fort Collins (large towns near Estes Park) have mass clientele that fall into this
‘local, front-range’ category. Weather a day trip for young adults or a family with young kids,
local clients are a target market Open Air should focus on pursuing. The second target market
OAAP is recommended to design its marketing strategy around is tourists. As stated previously,
the tourism industry fuels the town of Estes Park. Many tourists vising the Rocky Mountains find
themselves enjoying activities in Estes Park, consequently classifying this group of potential
customers as an ideal target market for Open air. The strategies used to gain market share in
these two target markets will differ, specifically in regards to pricing and promotion, and are
described in the following sections.
Product Strategy|Brand Name
Open Air Adventure Park has the privilege of offering a unique product that not many can offer.
The name in itself shows the consumer that the service they are purchasing is for experiential
gain and will provide the customer with fun ways to share their experience. Although the
company does not offer any other brand but their own, it gives Open Air a competitive
advantage over the competition because they can build their brand /image to speak to the
consumer in a positive way.
Since the company does not offer a product that can be consumed at a later time, the brand
consists of the services and experiences that OAAP has available. It is made up of the service
available, the product quality, experience and consumer interaction that the company can
provide for each consumer. Thought the company is relatively new, their goal is building a brand
loyal customer that values OAAP for the service that they offer.
Open Air Adventure Park is currently in one of the three stages of brand loyalty. The three
stages of brand loyalty consist of: brand recognition, brand preference and brand insistence. As
of now OAAP is in the first stage brand recognition. This stage consists of consumers knowing
about the company and considering it as one of several alternatives (Ferrell and Hartline).
Consumers in Estes Park seem to know of the park either by seeing or hearing about the
product, but have yet to experience a loyalty to the brand. For OAAP to have a loyal consumer,
they need to achieve the brand preference (where the consumer will purchase the product over
other services available) and brand insistence (where the consumer will only purchase a
specific product, allowing no substitutes). Eventually, OAAP will want to be at the third stage in
brand value, but it is more realistic for the company to achieve brand preference at this time.
Though the park is not competing with any other adventure parks directly, they are competing
with other brands for time and money. Open Air should focus on achieving brand preference so
they can be consumers’ first choice in Estes Park. This means that the customer would rather
spend their time and money at OAAP than at other businesses.
Open Air has done a great job at slowly becoming more and more recognizable to consumers.
By word of mouth, consumers have marketed to others about the brand which in turn has
helped the company achieve the third spot in things to do in Estes Park. If the company can
29
achieve brand preference then there should be no hindrance to OAAP being ranked first on the
list of things to do in Estes Park.
Packaging
Packaging the experiential product is not applicable, but what can be packaged are the
promotional merchandise items that the company offers. For instance, promotional T-shirts,
water bottles and bumper stickers are all small objects that can be packaged and shipped if
needed. Applying a unique form of packaging might set OAAP apart from competitors as well as
others in Estes Park. Therefore, packaging should be consistent across all promotional items
and should reflect the brand image of the company. If each package were to have the OAAP
symbol, just like each Amazon box has a smile, it may create positive word of mouth for the
company. Once seen, consumers will tend to be curious about the product and then later
investigate what the product has to offer.
Logo Design
Figure 3: Logo Design
The logo design that OAAP has created for themselves in consistent with the brand image and
the brand name that Open Air has created. Therefore, it should stay the same and left as is.
Differentiation and Positioning Strategy
Open Air has done a great job at differentiating themselves from other local products and
services in Estes Park. Not only have they differentiated themselves by the service/ product
they offer, but by price and experience as well. The consumer has the opportunity to experience
something new that enhances their ability to feel the thrill and adventure that normally is not
available to them. The company also has set themselves apart from other competitors by
merely being who they are. The service that a consumer gets from the employees that work at
Open Air really make a difference in how the brand is represented. To many, the service from
the employees is enough for the consumer to come back and recommend to others. Along with
these things, the general price of the experience compares well to the other services available
in Estes Park for the amount of time that OAAP allows.
The position of the company is slightly harder to identify considering how new the company is.
Positioning is the “relative position” for the product in the consumer’s mind (Ferrell and Hartline).
Since the target markets for OAAP are tourists and front-range consumers who are looking for a
thrilling activity, the position in the consumer’s mind should be fun and exciting. There are many
things that are included on the positioning of the product, including but not limited to:
1. The needs and wants of the consumer.
2. Evaluation of the difference between you and the competitor.
3. Identifying the company’s ability to differentiate and position themselves
differently from others.
4. Always evaluate and reevaluate the company’s position and their competitor’s
position.
If the needs and wants of the consumer are being met, then the position in their mind is that this
particular product has value and is worth the time and money. Likewise, if the company is in a
30
bad position in the consumer’s mind, the consumer is more likely to show resistance to anything
the brand may or may not want to do. To keep a positive position the brand must improve on
what they are already good at. For instance, consumers already view Open Air as having a
quality product and a quality service, therefore Open Air must continue to keep up their supreme
product. Any drop in quality or service will drastically change the perception of the business in
the consumer’s mind.
Supplemental Products and Customer Service Strategy:
Supplemental products are goods that add value to the product/service. Most of the time,
supplemental products include physical features that add on to the good but often supplemental
products are things that can improve a service (Ferrell and Hartline). For example, OAAP has
an outstanding approach to customer service and quality in their equipment. This can be viewed
as a supplemental product because it adds value to the good and experience that the customer
is receiving. Supplemental products are meant to improve the good/service and help
differentiate the company.
OAAP differentiates itself with supplemental products and by introducing a customer service
strategy that has a positive impact on the surrounding community. The business’ customer
service strategy is one of their biggest strengths. Not only does it keep the customer engaged
but encourages the consumer to involve others by word of mouth. They want to share their
experience because of the customer service that they received. This will always be an
admirable strength that cannot be replaced. Although having this kind of customer service
strategy is a strength, it can also be a curse. The business has to ensure that each consumer is
experiencing the same amount of good customer service as the next, every time the consumer
visits the park. This can be difficult considering that OAAP is more of a service company. This
means that it has a great amount of variability and range in quality, even when the control is out
of the business’ hands (i.e. weather). The company should do their best to maintain the high
standard of customer service and continue with the training that is put into the success of
customer engagement. This service strategy helps contribute to the value of the product and
makes the consumer feel that the service is worthwhile.
Connection to Value
Core product quality, supplemental quality, and experiential and symbolic attributes reflect the
name of the business. The goal is to create such value to the consumer that even when the
mere name of the brand is mentioned it is recognized and tied to a reaction or feeling. Many
products have an impact on their consumers; making it hard to break the connection between
the consumer and the brand. This in turn makes it nearly impossible for the competitor to wedge
themselves in between.
Core product quality consists of multiple things. For example, core product quality relates to the
prestige of the brand as well as the reputation and image of the brand. It is important to grasp
what the brand stands for and what type of value is being conveyed to the consumer.
Perceived value can be looked at as an equation which boils down to Core quality +
supplemental quality + experiential attributes/ monetary and non-monetary costs. Therefore,
knowing exactly what goes into each division is important in seeing what the company’s
perceived value is (Ferrell and Hartline).
31
Pricing Strategy
Base Pricing Strategy
Pricing plays an important role in the overall marketing mix; especially when implementing an
aggressive marketing strategy. Open Air provides a service for consumers, which makes
determining a value prior to consumption difficult. Pricing on any service gives customers an
overall perception and expectation of quality, which ultimately determines their purchase choice,
or lack thereof. A price too low might translate to poor quality and this perception would be
detrimental to Open Air Adventure Park. It’s important that quality remains the focus for Tim,
especially pertaining to matters of safety. On the other end of the spectrum, a price too high
runs the risk of pricing the company out of the market, giving sales away to lower priced
competitors. These pricing restrictions based on perception force Open Air to walk a fine-line.
First, it’s important to ensure Open Air remains profitable. Tim’s primary expenses include fixed
costs from building the office, parking lot, and aerial structure. Recouping the initial $60,000
spent on building the primary park structure will account for a small part of every transaction. A
larger portion of every sale covers expenses from daily operations, such as rent, electricity,
water, and employee wages.
Upon first opening, Tim and his team priced a 90-minute session with a client at $25/person in
order to cover expenses. Once compared to the marketplace in Estes Park, Tim raised prices to
$33/person. Similar techniques and methods should be utilized with an aggressive marketing
strategy moving forward.
A combination of both price penetration and competitive matching provides the most appropriate
base pricing strategy for the park. Marketing strategy price penetration is a tactic “designed to
maximize sales, gain widespread market acceptance, and capture a large market share quickly”
(Ferrell and Hartline). These three objectives will be met as long as prices are below
competitors. A downfall from penetration pricing includes initial low profit margins in return for
the company’s long-term success. Luckily, Open Air can avoid such low margins due to their
minimal expenses.
From the consumer’s point of view, comparing competitor pricing in Estes Park isn’t easy. This
can be attributed to the alternative product/service descriptions. Differing base units make direct
comparisons difficult to do quickly in one’s head. This scenario is common for purchasers and
makes the buying decision that much more difficult. Compared to other businesses in Estes
Park, Open Air provides an incredible value in terms of cost for each minute of entertainment
provided. It might be worth making consumers more aware of how far their dollar will get them
at this Park. Aside from beating competitors’ prices, Open Air has great opportunity to impact
their perceived value.
The pricing strategy applies to Tim’s merchandise as well. This will not serve as his primary
source of revenue, a price slightly above costs is appropriate for that matter. The low margins
are offset by the long term value of promotional items. Two-hundred water bottles purchased at
a price of $14.86 can be sold at $19.99. This leaves the breakeven point at 149 water bottles.
The remaining 51 items can be viewed solely as profit equating to over $1,000. Women’s and
men’s shirts can both be purchased in quantities of 72. If women’s shirts are sold at a price of
$9.99 with a cost price of $8.25, Tim would breakeven once 60 shirts have been sold. Men’s
shirts will need to be sold at a higher price considering they were purchased at a higher price of
$9.85. The breakeven point for men’s shirts is 55 units.
32
Increasing the perceived value at OAAP could differentiate itself from the competitors. As
discussed previously in the SWOT Analysis, Open Air has incredible strengths including the
unique experience the park provides along with incredible customer service. Moving forward,
focus must be directed toward ensuring potential clients perceive this high value. As the Open
Air brand continues to build equity, price increases might be warranted. Continually analyzing
prices based on perception will ensue Open Air continues to operate as a top competitor in
Estes.
Adjusting the Base Price
All pricing tactics mentioned previously pertain to every company, although in different ways.
Further adjustment of pricing will be dependent on the park’s two primary target markets—locals
and tourists visiting Colorado.
For our Front Range target market, it’s important to focus on customer retention. Promotional
techniques (discussed in further detail later) will play a vital role in ensuring success with this
market. Building loyalty and incentives with local consumers can be utilized to increase demand,
ultimately increasing profits.
Another primary market includes tourists visiting the Estes Park area. Achieving repeat
purchases by these clients is unlikely. From a pricing standpoint, it’s important to assume there
will only be a single transaction with the customer. A higher price point for a single visit should
be given to these types of clients. Remaining with the current price, $33 Tim can cover costs
and still be left with a profit.
Continuing to build perceived value and monitoring competitors prices are both imperative to
Open Air’s success. Moving forward, analyzing price elasticity will be an important factor in
making sales and sustaining a successful operation.
Distribution/Supply Chain Strategy
Overall Supply Chain Strategy
Open Air Adventure Park’s main product is statically located in Estes Park, CO. Since the
adventure park is a large, permanently-located aerial course, distributing this experience is not a
goal of the organization’s. Future expansion and building of additional parks is a possibility, but
these structures would also serve as static products without need for a supply chain strategy.
However, the aggressive marketing strategy OAAP is recommended to pursue should be
supported by branded promotional merchandise such as T Shirts, bumper stickers, and water
bottles, calling for a strong distribution strategy around these items. Branded merchandise, if
leveraged correctly, can help boost the company’s brand image and consumer awareness in
both target markets (Front Range and tourists).
Open Air Adventure Park’s merchandise should be widely distributed in line with the company’s
goal of increasing awareness. The key to OAAP customers and potential customers purchasing
branded merchandise is availability and ultimately convenience. The goal is to put the product
within the consumer’s reach wherever that consumer happens to be. Since both tourists and
most consumers from the Front Range must travel to get to OAAP, making products available
online increases possession utility for both target markets. Possession utility is the ease of
taking possession of a product (Ferrell and Hartline). For OAAP to increase possession utility of
branded merchandise, the company must focus on proper packaging and prompt shipment of
33
items through the mail. Customers should be able to easily purchase T Shirts, water bottles,
bumper stickers, etc. from Open Air’s website and receive the items in the mail quickly.
Additionally, producing branded gloves to be sold at the company’s check-out counter should be
considered. Possession utility for gloves is already high, since customers need them to climb
the course comfortably and each customer must visit the counter before participating in the
course. The cost of branding climbing gloves is high. This should be carefully considered and
left up to Tim’s discretion. Since OAAP is still a small company in its startup phase, entering into
a contract with a channel partner or distributor does not make financial sense due to the small
volumes of merchandise the company will be shipping within the next year.
Once the organization is better-established and well known throughout Colorado, one future
possibility is for OAAP to take on an intensive distribution strategy for further penetrating their
Front Range target market (placing product in as many vendor locations as possible) and
partner with a company that specializes in manufacturing and distribution. Though this would
involve OAAP giving up control over pricing and product display, it would help the organization
gain visibility and sales volume. This channel partner could then take responsibility for
manufacturing and placing OAAP’s branded merchandise in local target market shops such as
REI, climbing stores, kayak rental stores and University campus stores.
Channels and Intermediaries
Since it will be most effective in the next few years to keep management of the supply chain inhouse,
OAAP will need to give the responsibility of managing merchandise orders to an
employee. This individual will be accountable for project managing the design of branded
merchandise, ordering an appropriate amount through the lowest-price highest-quality
manufacturer possible, displaying the merchandise on-site at Open Air Adventure Park, and
storing excess inventory to quickly fill any online orders the organization receives. This
individual will be in charge of coordinating the flow of information and products between the
customer and manufacturer to ensure the availability of products in the right places, in the right
quantities, at the right times, and in a cost-efficient manner.
Connection to Differentiation Strategy
Open Air’s differentiators (unique activity, value price point, and exceptional staff) can all be
marketed through this branded merchandise. Since these specific characteristics are what
differentiate Open Air from the otherwise saturated market of outdoor activities in Colorado,
putting in place an excellent supply chain is crucial to promoting these characteristics
effectively.
By strategically prioritizing responsive, high-quality manufacturing and distribution, OAAP’s
branded merchandise can reach target customers and enhance their awareness of the
organization. Additionally, Open Air’s recommended diversification strategy includes marketing
to a wider variety of customers than the organization is currently targeting. Marketing branded
merchandise that college students, professionals, children and parents of both target markets
will find desirable will boost the company’s potential customer base and consumer awareness.
One excellent way to increase the number and variety of individuals who are familiar with OAAP
is through social media. The company’s branded merchandise should be consistently pictured
and promoted on Open Air’s social media pages. Individuals wearing OAAP branded
merchandise while participating on the aerial course, or doing other outdoor activities will add
interest to the company’s social media profiles while marketing for the promotional merchandise
at no cost.
34
Connection to Value
The distribution of branded merchandise gives loyal customers an opportunity to help OAAP
with its marketing efforts. In addition to posting on social media or leaving a positive review on
tripadvisor, individuals who visit the park can promote their adventurous lifestyle with the
company’s products. For example, if OAAP designs and produces a pallet of Camelbak water
bottles wrapped with clever sayings about adventure, adrenaline, Colorado outdoors, etc. and
include Open Air’s logo, individuals who identify themselves as adventure enthusiasts as well as
those who visited the park and had a great time will be compelled to purchase the water bottles.
If the organization can decide upon a memorable saying and overall theme for the branded
merchandise, these items will provide value to potential customers and give OAAP enthusiasts
a useful way to brand themselves.
Strategies to Ensure Channel Support:
OAAP will leverage contracts and referent power to ensure channel support. Since referent
power has its basis in personal relationships, the fact that one party likes another party, Open
Air will be most effective in gaining channel support through this power technique. OAAP’s
employees are one of its strongest assets, and the culture Tim has created is magnetic. This
paired with the company’s active, fun product can be leveraged to create strong connections
with company partners. Once OAAP finds like-minded partners, the relationships they have the
opportunity to build will be extremely beneficial. Additionally, contracts should always be used to
ensure Open Air is legally protected in any agreements with manufacturers or distributors.
Between these formal legal agreements and strong partnerships with other firms based on
shared values, the organization should be able to build the connectivity, community and
collaboration necessary for an exceptional supply chain.
Integrated Marketing Communication (Promotion) Strategy
It is known that the communications as well as the promotional aspect of any company are
abundant when it comes to the marketing strategy. This only makes sense as it is necessary to
communicate the purpose of the product or service to the consumer. The Integrated Marketing
Communication Strategy (also known as IMC or more commonly known as the promotional
strategy), essentially creates a roadmap as to how a company can create a cohesive
promotional strategy across numerous channels (Ferrell and Hartline).
Companies have found that when utilizing an IMC the advantages are insurmountable. Most
importantly, using IMCs cuts down on costs related to inefficiencies by eradicating redundancies
and creating a consistent message. When creating the IMC the AIDA model needs to be
considered. This model consists of Attention, which is when the company attracts the attention
of the potential customer. Interest, which is when the company gains the interest of the
consumer to utilize the product or service, this is created by introducing the uses, and features
of the product/service. Desire, which is invoked by giving the perception to customers that this
product/service will satisfy a need. Lastly, action, which happens after the company has (Ferrell
and Hartline).
When creating the IMC there are four main focus areas including advertising, public relations,
personal selling, and sales promotion. The first step will be to create the promotional elements
when it comes to the consumer. Advertising will be play a large role in the promotional strategy
of Open Air. Advertising consists of paid communication that is generally conveyed through
forms of media such as radio, mobile, newspaper, outdoor displays, and the internet. Open Air
must be aggressive when attacking this strategy.
35
The first step will be to place a large sign on the main road directing customers to the facility.
Open Air is located off a side road that is not frequented by the general tourism population of
Este Park. This small step is key when it comes to the future of Open Air. If there isn’t a sign
indicating that Open Air exists, then tourists won’t know it exists. This leaves a hole in “attention”
when it comes to AIDA.
Unfortunately, newspaper, magazines, and radio ads are all in decline and will not prove a
beneficial investment for Open Air. However, promotions utilizing the internet and mobile
devices are at an all-time high. These avenues will reach a broad range of customers in a wide
variety of age groups. In implementing promotion of web and social media marketing, Open Air
needs to designate an employee for this task. Here, a variation of social media accounts will be
created and monitored on a daily/weekly basis, including: Google+, Facebook, Instagram,
Twitter, Pinterest, as well as Yelp. Open Air can encourage customers to write reviews, post
pictures, and add comments about their experiences at Open Air. While social media outlets
seem like an insignificant aspect of a business, they have proven to be extremely beneficial.
The tourism industry is now driven by the internet and to not fully take advantage of these
avenues will prove a detriment to Open Air. This area touches on both the “interest” as well as
the “desire” aspect of the AIDA model. Creating the ability for other potential customers to view
the unique characteristics of Open Air on social media websites will peak both their interest as
well as create the desire to fulfill this need of outdoor adventure.
Sales Promotion will prove valuable when combined with advertising in social media. In order to
encourage customers to visit Open Air’s sites, an incentive must be created. This is where Open
Air can get creative. The following are just a few of the actions that can be taken:
o If the customer visits one of Open Air’s social media pages and posts either a
review, comment, or photo, they will receive 20% of their next visit.
o Another sales promotion will be college night. With this, one night a month will be
designated for all customers with a student ID and students will receive an
amount of their entry fee. A separate night will be designated to all customers
with a military ID.
 While this may seem counter-productive, it will prove beneficial to
increase foot traffic as well as word of mouth promoting.
o On Open Air’s slowest day of the week, creating a buy one adult get one child
under the age of 12 in for free will be a great sales promotion. This will ensure
the purchase of at least one entry fee.
o Another option on Open Air’s slow days would be to create a “name day.” For
example, on their social media pages, Open Air will pick a name every Monday
and anyone with this name will get in free for one 90 minute session on that
specific day. This will ensure the ticket purchase of at least one person as this is
a group activity. Example: “All Veronicas get a free 90 minute session at Open
Air Adventure Park today, 11/3/14.”
o Open Air needs to create a loyalty program, here Open Air will utilize a punch
card. Example: “Visit five times get your sixth time free.”
Public relations as well as personal selling will only play a small role in the success of Open Air
due to their small size and unique nature of their company. When it comes to public relations
(PR), Open Air can create a small press release. This will consist of a short blurb about the
36
company and all that they have to offer and released to a small local paper. Due to the fact that
Open Air is closed for the season and won’t re-open until May, this press release would be most
beneficial if released on April of 2015 to bring the interest back to the facility.
Another small role that PR can play is when it comes to employee relations. Open Air needs to
continue their effective training program when it comes to the course, however, implementing a
training program for office employees could prove beneficial. When combining PR with sales
management, Open Air can teach their office staff how to effectively upsell customers. After the
group had the chance to participate in the course, it was agreed upon that being informed about
using gloves would’ve been beneficial. With the proper training program, Open Air can increase
their daily income with the sale of gloves, food and beverage, stickers, t-shirts, etc.
VI. Marketing Implementation
Structural Issues
Overall Approach to Implementing the Marketing Strategy
To successfully implement the marketing strategy, an implementation through change should be
used. Implementation through change is achieved by modifying the company in ways that will
ensure that the marketing strategy is implemented successfully. There are three key
advantages of using this approach, the first being that it carefully takes into consideration how
the strategy will be implemented. Second, it considers how strategy and implementation affect
each other. Third, this is a proven implementation method that has been successfully used by
many prominent companies; such as Apple and Samsung (Ferrell and Hartline).
As with any of the implementation approaches, this method involves disadvantages that should
be discussed and tended to. With this approach, there is a belief that power remains at the top.
This may lead to less employee motivation, but this should not be a major concern for Tim
because his employees are given a strong role in the company. The employees are the
backbone of the business and they are reminded about this. It’s simply a matter of maintaining
these practices. The major disadvantage to this approach is that it can take time to design and
implement, which leaves Open Air vulnerable to changes in the market (Ferrell and Hartline).
This marketing plan will provide a comprehensive implementation strategy that will ensure Open
Air does not fall behind in the market.
Changes to the Firm’s Structure
The external customer satisfaction of Open Air’s customers is dependent on its internal
customers’ satisfaction, its employees. To achieve this, the current structure of the firm needs to
be modified in order to create a more decentralized firm. Open Air already possesses many of
the traits of a decentralized business. For example, its employees are empowered while
performing on the job. However, this can be furthered by placing the responsibility of the
marketing strategy implementation on all of the employees. They have to be notified of the
strategy in place and what their roles will be. An open communication policy can be set that will
enable employees to offer suggestions or complaints. By empowering all employees, they will
become even more customer-service oriented and provide the external customer satisfaction
that Open Air is well known for.
Due to the many challenges that Open Air faces in marketing its services, a multi-level approach
that capitalizes on Open Air’s strengths, while mitigating its weak points, should improve
company morale and increase profits, too. One of the weaknesses of Open Air is the lack of
37
lodging. Since the park is not planning to expand in order to accommodate overnight guests,
one marketing focus can be on developing and promoting a partnership with local hotels and
other establishments that have daily access to tourists and other visitors to the region. These
hotels can offer 25% off coupons or similar incentives to increase the number of people who
decide to check out Open Air. Incentives like this are needed because Open Air is not in a very
high traffic area.
Another marketing strategy could be take a look at the current set up and find ways to offer
profit sharing to all Open Air employees. When an employee feels a personal benefit that is
more than a paycheck, they will take more pride in their job and they will also have a feeling of
being part of a group that really cares. Because Open Air is owned and run by family members,
there has to be a coordinated effort to be sure that every person who works there is doing their
best and is benefitting from their work too.
Tactical Marketing Activities
Specific Tactical
Activities
Person/Department
Responsible
Required
Budget
Completion
Date
Product Activities
1) Implement new
structures within aerial
course.
Tim/ Those
responsible for
constructing park.
Cashiers
Labor and hourly wages +
cost of materials
Open season of
2015
2) Implement selling
program. Upselling at
register i.e. gloves,
candy and beverages.
Tim/ Those
responsible for
constructing park.
Cashiers
Base cost of gloves, candy
and beverages + Hourly
wages of employee
As soon as
possible
Pricing Activities
1) Review prior year’s
pricing
Tim/Leadership Team N/A January 2015
Distribution/Supply Chain Activities
1) Create Marketing
Lead/Promotional
Merchandise Manager
Role (can be individual
responsible for all
Marketing activities)
*per Tim’s discretion
based on in-house
availability
Tim/Leadership Team $35-$40,000 January 2015
38
2) Design branded
merchandise
Marketing Lead N/A- Done in-house February 2015
3) Sign contract with
promotional
merchandise
manufacturer, produce
items, foster strong
relationship here
*Quantity, quality, source
and price of branded
merchandise to be
established per Tim’s
discretion. Let these
serve only as examples
and estimates.
Marketing Lead Water bottles (all item
estimates found here
http://www.4imprint.com/tag/208/C
amelbak/product/105653-
25/Camelbak-Eddy-Bottle-25-oz )
200 @ 14.86 = $2,972
(T-shirts)
72 (Ladies’) @ $8.25 =$594
72 (Men’s) at 9.85 = 709.20
(Gloves)
200 @ $10 (on average) =
$2,000
Total estimate cost=
~$9,900
March 2015
4) Display merchandise
on-site at OAAP and
on .com
Marketing Lead N/A Mid-April 2015
5) Implement online
ordering platform as
well as
review/customer
feedback mechanism
Marketing Lead Free if in-house
$50/hour low-end of web
developer cost (found here:
http://www.bls.gov/oes/current/oes
151134.htm )
20 hours = $1,000
January- March
2015
IMC (Promotion) Activities
1) Hire/Train a (new)
employee who will be
responsible for all
aspects of promotions,
marketing, and social
media.
Tim/Leadership Team Tim/Leadership Team
hourly cost as well as hourly
cost of new employee
Begin Search in
January 2015
2) Purchase/display a
large business sign on
the main road
informing potential
customers of Open
Air’s location.
Tim/ Leadership Team Custom signs from $170 –
$400
http://www.estesparksign.co
m/signs.php
April 2015
3) Create a variety of
social media sites:
Google+, Facebook,
Marketing Lead N/A February 2015
39
Instagram, Twitter,
Pinterest, and Yelp.
4) Decide upon
aforementioned
promotional events and
the dates on which
they will be held.
o Discounted theme
nights
o Buy one adult Get
one child free day
o Aforementioned
“Name Day.”
o Creating a loyalty
program
o Purchase three
sessions get one
session free.
Leadership Team/
Marketing Lead
N/A Beginning of April
2015
5) Create a short press
release for local paper
promoting Open Air’s
2015 opening day and
the new events for the
upcoming year.
Marketing Lead Free:
http://www.estesparknews.c
om/submit-info/
Or contact Trail Gazette for
advertising space:
Mike O’Flaherty
moflaherty@eptrail.com
970-586-3356
Mike Romero, publisher
romerom@eptrail.com 970-
586-3356
Mid-April 2015
6) Train cashier in
upselling
Marketing Lead Hourly wage of both
employees
April 2015
Figure 4
VII. Evaluation and Control
Formal Controls
In the implementation process, formal controls are one of the components that have to be taken
into consideration. Formal controls are activities, mechanisms, or processes created by the
company to ensure a seamless marketing strategy implementation. Within formal controls, there
are three types of controls: input, process, and output. In short, input controls are actions taken
before the strategy is implemented, process controls are actions taken during, and output
controls are actions taken after (Ferrell and Hartline).
40
Input Controls
Input controls that must be in place before the marketing plan can be implemented are
employee recruitment, selection and training, and allocation of financial expenditures. The
recruitment and selection is of the utmost importance because the potential candidates must fit
the culture of the company and be able to perform. One way to ensure these needs are met is
to reach out to well-performing employees from the previous season. If that isn’t enough to meet
the labor demand, these employees should be asked for referrals. Referrals from current and
previous employees are more likely to fit the culture of Open Air since the individual
recommending is already familiar with the culture. Aside from the employees helping run the
park, hiring a marketing lead or delegating such tasks to someone must be addressed. Hiring
someone for this job should only be done if the benefits will outweigh the costs.
Another task that must be completed prior to the marketing plan is the allocation of the season’s
expenditures. The allocations used in the previous year may be used as a reference for the
ones in the coming season. It is necessary to reevaluate and either assign or remove
expenditures to certain areas. The new introductions from the marketing plan, such as new
promotional methods, have to be budgeted at this point.
Process Controls
During the executions of the marketing plan, three key factors will have to be maintained and/or
addressed. The first is management’s commitment to the marketing plan and to employees.
Without a strong leadership foundation, the business itself cannot succeed. Management has to
be well-aware of the end goals of the marketing plan. At the same time, a commitment to
employees, the internal customers, must also be kept. This leads to our second process control
factor, empowering employees. Employees have to be educated on the strategy that is being
pursued and involved in the execution and other planning components. A common mistake is
expecting front-end employees to effortlessly execute a strategy that have not had a say in. The
final process control are employee evaluations that will determine if an employee is performing
up to Open Air’s standards. The results of these evaluations can’t be kept confidential and not
shared with employees, unless a problem arises. On the other hand, Tim can be transparent
and individually share results to an employee. Due to time and budgetary constraints, this last
control does not have to be extensive.
Output Controls
Output controls are the final controls that will be necessary after the execution of the marketing
plan. These will be used to measure marketing performance and compared to stated marketing
objectives. Formal performance standards that should be used are sales, growth in social
media, growth in customers, number of loyalty signups, and customer satisfaction scores. The
first three mentioned factors can be derived by comparing to the figures found in the previous
season.
Overall performance standards
Overall performance standards follow the same idea of output controls, except that they do not
exclusively focus on marketing objectives. Three of the key overall performance standards that
should be noted are dollar sales, sales volumes, and customer satisfaction scores. This will
provide a general overview of the health of the company in financial and customer service
perspectives.
Product performance standards
To ensure that Open Air retains their high product performance standards, OAAP should
consider implementing a training guide. So far, Tim has done an excellent job on recruiting
41
talent. Standards of what each employee should do and how they should represent the
company should be set in place to encourage a consistent environment. OAAP experiential
quality is vital to how well the business will do. Many come back to experience the aerial
challenge because of the team that runs it. Maintaining high quality experiences through the
customer is key in retaining customers and ensuring they will be repeat ones.
Price performance standards
An obvious goal of any business includes increased revenue each year. In order to price what
the market will bear, changes in standard pricing are unlikely; thus, profits can be attributed
directly to growth in sales. This will only be achieved through customer retention of locals and
increased awareness among tourists. More specific professional and personal goals can be
determined by Tim and his family. Success here can be analyzed and compared based on
legally required tax forms.
Distribution performance standards
In order to evaluate and control the success of the suggested distribution strategy, there are a
few performance standards OAAP should prioritize in deciding if the strategy is succeeding.
First, distribution efficiency should be examined. The time it takes an online order to be filled
should be tracked and reported on. It is important that Open Air is able to quickly deliver the
products consumers order. Similarly, supply chain integration should be consistently evaluated
for effectiveness. By creating an online ordering platform, the company will open itself up to
added complexity along with increased opportunities for market penetration. Tim and the
leadership team should be evaluating the flow of merchandise from design, to production, to
consumption on a quarterly basis. The topics should be reported on and questions should be
asked in order to evaluate value, distribution performance and supply chain integration.
1. Is the online ordering platform and customer feedback mechanism adding value
to our business and both target markets?
2. How many order mistakes have we made this quarter?
3. How many total online orders have been received?
4. How many items of branded merchandise have been consumed on premise?
5. Are customers able to quickly receive the experience and products they desire?
6. Is our manufacturer performing in a satisfactory manner?
7. Are the products we deliver high quality?
8. Are these distribution and branded merchandise efforts ultimately adding value to
our brand image and increasing revenue?
All of these questions should be answered in quarterly reports put together by the marketing
lead. Maintaining relationships with customers also comes into play here. Through developing
the customer feedback mechanism along with an online ordering platform, OAAP is providing
customers an opportunity to conveniently give feedback. This then allows the organization to
quickly address any customers who may have a complaint and win them back through customer
service that is just as great online as it is in the park. The number of customer complaints,
number of positive customer comments, and overall number of interactions with customers
through the feedback mechanism should be captured and reported on. Ultimately, the
leadership team must hold the distribution strategy to a high performance standard, one which
increases customer satisfaction, enhances long-term relationships, engages new prospects and
ultimately adds to the bottom line.
IMC (promotion) performance standards
In order for Open Air to successfully monitor customer retention and new customer growth, they
must revisit collected surveys and customer informational forms in order to keep track of new
42
customers as well as repeat customers. Maintaining and updating customer information on a
quarterly basis will help Open Air monitor the effectiveness of specific promotional offerings.
This will bring forth data allowing Open Air to either keep particular promotional strategies in
place as well as provide the information on which promotional strategies have proven
unsuccessful.
Open Air has implemented the use of a waiver upon arriving at their facility in which customers
fill out personal information as well as sign over any liabilities. This small step is crucial in
helping to build a relationship with that customer. In this survey the customer will input both their
home address as well as their email address. This information will be stored in Open Air’s
database and will be used as a location tool. Here Open Air can see where the majority of their
customers are coming from and what avenue of the promotional strategy is reaching the most
customers and bringing them in.
Utilizing surveys will also allow the customer to express the positives and/or negatives of their
experience at Open Air. This will allow Open Air to better understand where their business
shines as well as where they need improvement. Allowing Customers to extend their feelings on
their experience at the adventure park will help in building a relationship creating possibly good
word of mouth marketing as well as an increase in client retention.
Informal Controls
Employee Self-Controls
Informal controls are unwritten control activities initiated by employees and can have a
significant impact on the successful implementation of a marketing (Ferrell and Hartline).
Employee self-controls are based on personal expectations and goals. Open Air is able to
benefit from employees who are already satisfied and give full effort. Some employees’
organizational commitment is lacking, but this is due to the seasonal nature of the job.
Nonetheless, focusing on enhancing employees’ long-term commitment will make implementing
the marketing plan easier as well as more consistent over time. It is crucial OAAP’s leadership
commit to the marketing plan and lead all employees to do the same. So, having employees set
personal objectives and monitor their results will help individuals manage their own behaviors
and thus the implementation of the marketing strategy (Ferrell and Hartline). Since OAAP
employees are satisfied and put forward significant effort, the goals they set will likely be in-line
with the aims of the company. Without every team member on the same page, successfully
carrying out new activities such as the ones detailed in this marketing plan will not be as
successful as they otherwise could.
Employee Social Controls
Employee social controls are small group controls based on group norms and expectations,
which are composed of shared organizational values and behavioral norms existent in work
groups. We are unaware of any notable workgroups or unique organizational norms within the
team at OAAP. However, if Tim or the leadership of Open Air become aware of any negative
behavioral norms within workgroups, it is crucial these be eliminated in order to fully engage
each employee in adding value to Open Air Adventure Park. From what is known and seen,
Open Air’s employees share the organizations values and have positive, constructive behavioral
norms. These empowering norms will support the implementation of the marketing plan well
since employees are already used to working together and positively dealing with a variety of
situations.
Cultural Controls
43
Cultural controls are based on organizational norms and expectations including the
organization’s culture, stories, rituals, legends and how employees deal with cultural change
(Ferrell and Hartline). These controls are similar to social controls but on a company-wide scale
rather than focused on workgroups. Since OAAP is still a small organization, the informal social
controls and cultural controls should not need to be heavily implemented because the company
has already successfully built an empowering, functional culture. Still, utilizing some controls to
ensure employees’ readiness to help carry out the marketing plan (or any organization-wide
initiative) will be beneficial. Tim has done an excellent job of establishing a positive
organizational culture and strong organizational rituals (such as company BBQs on holidays).
There are a few other cultural controls that may be taken into consideration: speaking with the
employees about how to maintain this culture in times of organizational change, Tim continuing
to actively act as a role model for the types of employee behaviors OAAP desires, and recreating
a strong mission statement. These controls can help ensure every employee is guided
by the same organizational values and has a commitment to the same organizational goals.
Marketing Audits
To ensure that the marketing activities are being monitored correctly, performance standards
should be set so that future activities can be measured and compared. To analyze the
marketing activities, Open Air should consider gearing their efforts towards these specific
functions within the marketing audit:
o Customer satisfaction surveys
o Promotional merchandise purchased
o Viewership of social media outlets
o Revenue increase
Customer satisfaction surveys are a great way to measure profit and future returns within the
general community. These surveys can consistently be measured from one year to the next. Not
only can the surveys give insight to how the consumer feels about the business but can also
ensure that product performance is at its highest performing capacity. While customer surveys
are a great marketing tool, it is necessary to ensure that the consumer is being asked the
correct questions. The questions being asked are important to the business itself. It would be a
waste of time and effort to ask questions that do not give insight into the business. Customer
surveys are easily measured. As long as there is an increase in positive feedback from
consumers, then measuring will prove to be beneficial. If consumer surveys seem to be little or
close to no help then OAAP, Tim or the Marketing Lead should reconsider their use.
Measuring promotional merchandise purchased is possibly the easiest to compare from year to
year. Sales revenue can be compared with sales reports and then later analyzed. To ensure
that promotional merchandise is being promoted to the fullest, performance standards should be
set in place. For example, OAAP can set a sales goal of $4000. This would be easily broken
down to a sales goal of $1000 a month during the season. If OAAP sold on average 100 items
at $10 an item, then sales would be achieved.
Measuring social media outlets can be done on a weekly basis. Measuring and maintaining a
strong online presence is key to a successful business. Since today’s sociocultural norms are to
become involved on social media outlets like Twitter, Facebook, and Instagram, maintaining a
positive increase here will not only increase profits but help establish OAAP’s credibility as a
business.
Monitoring revenue increase should involve daily, quarterly, and yearly audits. Analyzing
44
department sales (tickets sold, merchandise, and candy/food) can help the business know
where they stand and what they need to do to further their increase in revenue. Though it may
seem hard to control customer buying, simple controls can be implemented in ensuring that add
on selling is done correctly. For example, the business can focus on creating a uniform
approach to selling at the cash register. This may include a set of questions or activities that is
performed each time a customer is engaged. Increasing customer interaction at the register is
an easy way to control the amount of units per transaction that are being sold. Other ways to
monitor customer revenue is to maintain a certain sales goal for each transaction. For example,
if the average ticket costs $33 dollars, then the average transaction should be somewhere
around $40. This price would include the ticket price as well as a $3 pair of gloves and two $2
snacks. If a specific goal is set to be met for each customer, it will be easier to monitor whether
or not sales are being met on a daily basis.
The primary individuals who should be held accountable for these marketing audits should be
the Marketing Lead and/or Tim. It should be weekly if not daily that sales are analyzed. This will
create opportunities each week to learn from what is going well and what is not working for the
business. Within this particular marketing audit being performed, it is vital that the Marketing
Lead understand the goals of each marketing avenue. For instance, the revenue goals for the
up and coming season should be somewhere between five and ten percent. The marketing
auditor should be able to analyze numbers to ensure that OAAP is on the correct track to
making their sales goal. This person should be able to “speak to the business” as well as be
able to truly gauge what has to be done for the business to be successful. Whether this means
implementing a sale that was not necessarily planned or promoting business at an up-andcoming
event, the marketing auditor has a natural knack for knowing the business. If the
marketing plan is having little to no effect on the business, then simple things should be
reconsidered. For example, if sales are down from last year, then the marketing auditor should
be analyzing the internal and external environment and what strategic steps should be taken.
Implementation Schedule and Timeline
Snapshot previews of our recommended timeline and marketing implementation schedule can
be found below. For full descriptions please access the supplementary Excel file.
45
Figure 5
46
Figure 6
47
Works Cited
Amusement Park Industry Information. 2014. D&B. Web. 14 October 2014.
Article 6: Maslow’s Hierarchy, Societal Change and the Knowledge Worker Revolution. n.d.
Pateo.com. 05 October 2014.
Cook, Tim. CEO, Open Air Adventure Park 7 September 2014. In-Person.
Open Air Adventure Park About Us. 2014. Web. 16 September 2014.
Estes Park, Colorado. 2014. Web. 05 October 2014.
Expand/Assist Your Business. n.d. Web. 16 September 2014.
Ferreira, Colleen and Blair Shiff. 1 Year Later: Recovering After the Rivers Raged. 11
September 2014. Web. 05 October 2014.
Ferrell, O. C. and Michael Hartline. Marketing Strategy, Text and Cases. Cengage, 2012. Kindle
Edition.
Fun City: Family Fun For Everyone. 2014. Web. 16 September 2014.
Noah’s Ark Colorado Rafting & Aerial Adventure Park – Day Trips. n.d. TripAdvisor LLC. 14
September 2014.
Open Air Adventure Park. 2014. Trip Advisor LLC. Web. 16 September 2014.
Ropes & Challenge Course Insurance. n.d. Veracity Insurance.com . Web. 16 September 2014.
Talking Points and Facts. 2014. Web. 23 October 2014.
The Benefits of Play for Adults. 2014. Web. 05 October 2014.
Things to Do. 2014. Web. 16 September 2014.
Trail Rides & Horse Riding in Colorado, Colorado Horseback Riding. 2014. Web. 16 September
2014.
Travel Agent and Tourism Industry. 2014. D&B. Web. 14 October 2014.
Waterbottles. n.d. Web. 15 October 2014.
.
48
Whaley, Monte. Estes Park Looking to Get Well After Floods. 25 May 2014. Web. 16 September
2014.

HOW IT WORKS

  simple order process Pricing order download You have just landed to the most confidential, trustful essay writing service to order the paper from. We have a dedicated team of professional writers who will assist you with any kind of assignment that you have. Your work is handled confidentially with a specific writer who ensures you are satisfied. Be assured of quality, unique and price friendly task delivered in good time when you place an order at our website. banner We have a team of dedicated writers with degrees from all spheres of study. We readily accept all types of essays and we assure you of content that will meet your expectations. Our staff can be reached  via live chat, email or by phone at any given time with prompt response.  

Prices starting at:

High school
Undergrad.(yrs 1-2)
Undergrad.(yrs 3-4)
Master’s
Doctoral
$10 / page
$10/ page
$12/ page
$15 / page
$17/ page

Note: The prices in the table above are applicable to orders completed within 14 days. Kindly see the full price table for more prices..

We urge you to provide as much information as possible to avoid many revisions. Set your deadline, choose your level, give payment information and relax while you track your work. We will deliver your paper on time. . 1 Are you in a quagmire and you are unable to complete your assignments? Do you doubt yourself on the quality of the essay you have written? Myprivateresearcher.com  is here to assist you. We will offer you unmatched quality that is plagiarism free. Place an order at myprivateresearcher.com  for guaranteed  high grades. order download

we offer gifts to our paper help customersPayment Methods

you can request our services and pay via paypal

we offer gifts to our paper help customersOur Guarantees

  1. Zero plagiarism.
  2. 100% confidentiality.
  3. FREE Reference page
  4. High Quality papers
  5. 24/7 Customer support

Our Testimonials Testimonials

I ordered a 7 page college essay and was delivered on time. Thank you guys I will definitely order again!

9.5
, FL

Our statisticsOur Statistics

  • Orders Completed todate 65387

  • Number of writers 246

  • Satisfied customers 98.7%

  • Returning customers 92.3%

  • Orders placed today 204