A View For Growth
A running concern is in as much need of a fresh pair of eyes and strategic development as a newly hatched idea. Testing a current operation against other operations internationally and gaining ideas from global developments are often a great way of identifying areas for concern, improvement, expansion, and growing profitability.
Review of theme park performance and future potential, UAE: Confidential client
On behalf of a confidential client the team assessed performance to date of a large theme park development. Combined with an understanding of various marketing strategies employed over time, the team developed an understanding of current positioning and target markets. Based on the performance to date and international comparables, the team then assessed future potential for this large development to provide a balanced view on realistic targets for this ambitious development.
Movie Park Germany, Germany Parques Reunidos
CLEAR Associates provided attendance projections for a suggested land extension at the park. The advice built on some of the existing strengths of the park, mitigated against a number of identified weaknesses and threats and identified the size of the opportunity for the operator.
Visitor Attraction, Rome – Italy: Cinecittà
When Cinecittà World development near Rome, Italy first was envisioned, Margreet was part of the team that assessed the visitor potential for the development. At that point it was foreseen to consist of five components; a ride based theme park, a hotel, a nature reserve, an extensive retail development, and a second gate theme park.
Following the opening of the park, the team went back to identify the gaps in expectations between what was originally envisioned, the executed park and its performance. Based on that combined information the multi disciplinary team outlined changes the park could make to increase its profitability and attendance.
Mixed Use Resort, Paphos – Cyprus: Confidential Client
This planned resort had already started with the development of a signature golf course and was already tied to an operator when the developer decided to have elements of the resort assessed. The market demand for secondary real estate in the area was assessed and formed the foundation for advice on the composition of the real estate offer, the pricing thereof and the phasing of the development. Other components that were assessed were the hotel accommodation offer and the structuring of the golf club memberships.