Parc Asterix 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, Meribel, 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 Asterix, Musee Grevin, 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 Asterix, 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.
[...] 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. [...]
[...] 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. [...]
[...] Its objective is to identify the factors from the general environment that are likely to have an impact on the strategy of Parc Astérix. Socio-cultural Leisure has become an important aspect of today's society: an increasing part of income is being dedicated to leisure. This phenomenon has been accentuated since the implementation of the 35-hour work week. Economic Globalization: high tourist flows in Europe and more specifically in France. Current financial crisis: it has hurt almost every activity. It has resulted in a drop in consumption as households are being much more careful about the way they spend their money. [...]
[...] Therefore its universe is built on cultural proximity, which gives the park a competitive advantage over Disneyland. Another advantage of the strategy of Parc Astérix is that it allows saving costs: not aiming at expanding itself allows less frequent and less expensive investments. The structure of Disneyland is much more expansive to run and look after. Also, such a strategy makes it easier to reach the threshold of profitability. Parc Astérix has reached several times this threshold whereas Disneyland never has, which means that the former does not have to get involved in powerful investment dynamics. [...]
[...] ( 2/5 Suppliers: the bargaining power of a supplier depends on how integrated the company is with its supply chain. Most of the amusement parks create the concept of their own rides, but they do not have the resources to create those rides, so they outsource the construction of their rides (technologies and raw materials used). Thus, amusement parks do not manufacture anything they sell (rides, shows, food). However, there are a lot of diverse suppliers: suppliers are atomized which reduces their bargaining power. [...]
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