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Parc Astérix's strategic analysis : how can Parc Astérix ensure its place as second player on the French theme park market?

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  1. Diagnosis of Parc Astérix and its environment
    1. External Diagnosis
    2. Internal Diagnosis
  2. Recommendations
    1. Lead a strategy distinct from that of Disneyland
    2. Make access to the park easier
    3. Increase communication and promotion
    4. Increase the number of opening days and hours

Parc Astérix is a part of the Compagnie des Alpes group (CDA Parks) which is 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 CDA Park is the fourth largest segment in the European market, with 44.6% of the market share and 21 different locations like the Parc Astérix, Musée Grévin, France Miniature, Walibi, etc. CDA Parks are 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, as the precursor of theme parks in France and 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 exciting options to the public.

[...] It is worth underlining that the international radiance of Disneyland gives Parc Astérix the opportunity of anchoring itself more firmly into national culture, and as a consequence, it should allow Parc Astérix to attract even more French visitors. Furthermore, sometimes it even seems that Disneyland encloses an imperialist identity, so some visitors may feel a little overwhelmed within its walls; whereas Parc Astérix is associated with a sounder, more traditional and convivial image. The aim of Astérix is to become a place that cannot be ignored by French families. [...]

[...] The geographical situation of Parc Astérix could be seen as strength or as a weakness: situated 30 kilometres from Paris, the park is not so far from the city the most visited in the world; thus (as is true for Disneyland Paris) it could become an activity for tourists. However, it is also very hard to access the park without a car, because it takes a long time and it is quite expensive. 2009 is the 20th anniversary of the park. [...]

[...] As we can see, Parc Astérix faces quite a few competitors positioned just like it on the play market. The ticket fare to this park is rather high compared to most amusement parks (35 We notice that apart from Futuroscope, very few parks offer attractions that are cultural and extreme at the same time. And yet, people tend to be more and more attracted towards culture-oriented activities. Conclusion Key Success Factors (KSF) A KSF is a product feature that is particularly valued by a group of customers and it is necessary for the organization to excel and outperform its competitors. [...]

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