The Ocean Park Story (Part 3)

III.                 Addressing the situation analysis

I learned early in my career that when in doubt or in times of need, “go back to the BASICS.”  The BASICS always worked.   While it was depressing learning from the situation analysis at Ocean Park, it did draw a path to move forward and provide a framework of how to address the situation.   Knowing what needed to be done allowed us to create a strategic action plan.   Most of what needed to be done was basic.

1.     The image of the park was not positive and questionable.  What image it had was 23 years old and seemed to have little or no appeal to the public at the time.    The public perceived the park to be old and tired, nothing new, no excitement, fun.  It was the “been there, done that attitude.”   To reverse this, we must create a new image that represents new and inviting, exciting, thrilling, fun, and excellent value. 

2.     Branding was almost non-existent.   Ask anyone what the Ocean Park brand was at that time, and the answer was never the same, which meant it had no brand or the brand was not clear or understood.   In most cases, the question about branding was answered with puzzlement and a big question mark.  Several people said the brand was a “seahorse” because there was a seahorse carved on the side of the mountain behind the park.   Ironically, Ocean Park had never had a seahorse in its animal collection.  The seahorse was even depicted in its original logo, but again, totally undefined.   There was a distinct need to create and support a proper Brand. 

3.     If people say you are “old and tired,” it makes perfect sense to turn this around by being “NEW and FRESH.”   Strategically, this has to be the goal.   Find a way to provide a product that is new and fresh.   What would that be, a new ride, a new attraction, a new show?  

4.     People say they have no reason to visit the park, so let’s create reasons for them to visit.   Until we create some new reasons, they will not come.  Once a reason has been determined, go out and tell everyone.

5.     The public was not hearing or seeing anything about the park.  No one was selling, marketing, or promoting the park.  When you are silent, the public will assume that you have gone away, stopped operating, or worse, no longer exist.  Must begin to make noise, lots of noise.

6.     I have never heard of a salesman who was not hungry or aggressive.  Sales and Marketing is aggressive; there is no other way.  Must create desire, demand, interest, and enthusiasm towards the park.   Be aggressive in every communication, in print or oral, to “ASK FOR THE BUSINESS.”  You will never get business without asking for it.

7.     Make it a cool place so people want to hang out there.  Make it a FUN place, and that will help to make it cool.  In Hong Kong, everyone wanted to go to LAN KWAI FONG because it was a cool place and people wanted to be seen there.  Must make Ocean Park a cool place and convince people to want to be seen there.

The situation analysis pointed out the “adversities” which then provided the “opportunities” and with the opportunities came the “success.”