Parc Astérix is part of the Compagnie des Alpes group (CDA Parks), a group specialized in:
The ski business, with 18 ski areas such as La Plagne, Tignes, Méribel, and others. It is the leader in the international market with 55% of the market share.
The family recreation business. The CDA Parks is the fourth largest actor in the European market, with 44,6% of the market share and 21 different locations: Parc Astérix, Musée Grévin, France Miniature, Walibi, etc.
CDA Parks is present in France, Italy, Switzerland, Belgium, Germany, the Netherlands, and England. In 2007, its turnover was 505, 7 million euros.
Parc Astérix, which was first opened in 1989, is the precursor of theme parks in France: it represents the French cultural identity and is constantly compared to its American competitor, DISNEYLAND Resort Paris. Its image is centered on hospitality, thrilling rides, and excitement, whereas Disney's image is more focused on fantasy and magic. Its VISION is then to provide fun and deliver excitement to the public.
[...] Increase communication and promotion Parc Astérix should increase its communication to the general public, the tourists but also to the professional business sector. However, it is important to underline that the main target remain the French population, and that communication towards tourists should be secondary. Business to Consumer: People who want to have fun and thrills will prefer Parc Astérix to Disneyland, which is more about fantasy and magic. Thus, Parc Astérix's advertising should be more focused on this distinction: emphasize on the excitement and adventure of the park. [...]
[...] Weaknesses Parc Astérix' first problem is its proximity to Disneyland Resort Paris. Disney is the first tourist destination in France which gives problems to Astérix. However, it is not entirely clear that this difficulty should be defined as a weakness. Parc Astérix has relatively little space to develop itself (20 hectares), which makes it difficult to propose and create new activities. For the time being, there is only a 100 room hotel. However, building a new hotel has been planned in the following years. [...]
[...] We must now determine how many different strategic business units (SBUs) can be identified within Parc Astérix. It is crucial to do so since two distinct SBUs will not be impacted by the same environmental factors and they will therefore have different key success factors (KSFs). It is worth reminding that an SBU should be considered along three dimensions: technology, consumers and the needs to be satisfied. We can assert that Parc Astérix possesses a single SBU since its core activity is to provide rides and entertainment to people seeking fun and extreme sensations. [...]
[...] Parc Astérix accounts for 20% of the theme park market in France in Europe). This figure is rather satisfying given the number of competitors present on the market (between 200 and 300). But the Parc must not take this for granted; to maintain such a share, it is crucial that it continues making efforts to attract customers. So the market share is not a sustainable but a tenable advantage. Innovation: we can maintain this is a capacity the Parc possesses. [...]
[...] Today, there are between 200 and 300 amusement parks in France, and only 3 really have a strong reputation and are known nationally: Disneyland Resort, Parc Astérix and the Futuroscope. (Disneyland owns about 45% of the market.). The French market is very concentrated: only these three parks have an important number of visitors. In 2004, they represented together 85% of the market share. Disneyland is the only park in France that attracts a significant number of tourists. There are about 15 parks that have more than visitors a year. [...]
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