uring the planning stages, owners and operators of indoor waterparks must consider whether the park will be able to generate enough visitors to cover operating costs and, it is hoped, turn a profit.
Profitability is more likely if the facility is in or near a large city or vacation destination. “Construction costs are so high to enclose [a waterpark, that] you have to have a big market,” says David Orr, vice president of sales at Amusement Leisure Worldwide, Calgary, Alberta, Canada. “When are people going to come to your facility? During the day, there’s not going to be anyone in there when the kids are in school. You have to take a pretty good look at your operational cost.”
Judith Leblein believes that it takes more than just slides and wave pools to draw guests.
“First of all, you have to have the right combination of entertainment,” says Leblein, an operations and marketing consultant for Water Technology Inc., headquartered in Beaver Dam, Wis. Leblein is based in East Brunswick, N.J. “What that means is entertainment that crosses the lines of the age groups. If there’s a nice variety for the entire family, it makes more money for the facility.”
To help spread the word about a park’s value, and to minimize advertising costs, Leblein suggests partnerships with local businesses and even large corporations. “Whenever you can couple with corporate involvement, you have a home run,” she says. “That’s the secret to marketing success on a limited budget.”
By creating additional incentives for people to visit, facilities can increase attendance or memberships while increasing their presence in the community.
“There’s no reason a membership can’t also entitle [the member] to discounts at local stores or perhaps a discount on a movie,” Leblein says. “[A] membership can mean a discount on film developing or a discount at a massage spa. And don’t overlook the value of day care, product giveaways, Friday night date swims, birthday parties and rentals.”
