Dreamworld Gold Coast: Brand Strategy, Market Analysis & Positioning

This report examines Dreamworld Gold Coast, a renowned amusement park, focusing on its history, brand strategy, and market positioning. It highlights the impact of a past incident on the park's market position and explores the company's efforts to recover. The analysis includes internal strengths and weaknesses, external opportunities and threats, communication objectives, and market segmentation strategies. The report emphasizes the importance of safety and customer loyalty for Dreamworld to regain its market position and suggests focusing on customer retention and new entertainment installations. It also references external sources to support its findings and recommendations.

DREAM WORLD GOLD COAST
Presented by-

DREAM WORLD- HISTORY
 Dreamworld officially opened to the public on
December 15, 1981 dedicated by then PREmier of
Queensland Sir Joh Bjelke-peterson (Waters, 2015).
 In 1999, Macquarie acquired the Dreamworld
 The trust has 7000 shareholders.
 Open WhiteWater World, most advanced water ride
park in the world in 2006
 Winner of best amusement park-south pacific 2015
by Trip advisor (Dreamworld History | about us |
Dreamworld, 2017)

AUSTRALIA THEME PARK
INDUSTRY
 Australia has a theme park industry that is mature and been for a long time.
 The industry is prone to sensibility for leisure time, domestic tourist trip and discretionary income.
 There are cluster of theme parks in Australia that shows the demand of customers (Milman, &
Dickson, 2014).

BRAND STRATEGY
 New theme park with latest attraction
 Invest in safety
 Work on brand equity
 Promotion of the company
BRAND POSITIONING
 Sceptical audience regarding the rides
 Positive response from audience on new theme park but fall of revenue
 Location- very high
 Visitors- high

INTERNAL ANALYSIS
STRENGTH
 Capable of providing unique experience
 Efficient employees
 Brand recognition
 Customer segment
 Specialized in the entertainment business
WEAKNESS
 Less options due to segmented customer
 Lack of security and safety
 Low sales due to the 2016 incident
 Loss of customer
 Loss of funds
 Revenue fall

EXTERNAL ANALYSIS
OPPORTUNITIES
 Location
 Favourable weather
 Awards and rewards from media
 Usage of social media
 Incomparable entertainment in WhiteWater and
Dreamworld
 Positive market respond
 Ability to attract customer through installation of new
entertainment
 Expanding segmentation for senior citizens
THREATS
 Dropped share prices
 Wrong media exposure
 Existing users on decline due to 2016 incident
(Thomson, 2017)

COMMUNICATION OBJECTIVES
 Advertising for Imparting knowledge about the
latest adventures and entertainments.
 Projecting images of the company as a safe zone
 Creating awareness regarding safety
 Shaping attitudes of the company
 Stimulating a want or desire among the
customers
 Promotion of the company though social media
and other internet mass communication
 Maintaining and retaining public relation.
 Grow advance sales
Problem
 Impartial knowledge about the security
 Awareness regarding the safety.
 Overlooking the emergency services.

MARKET SEGMENTATION
Demographic Geography Psychographic Behavioural
Age profile: Kids, teenagers, college
students, young professional
Income: Low income, middle income,
High income
Urban
Semi-urban

Demographic Geography Psychographic Behavioural
Lifestyle: Explorer, traveller,
adventurous, resigned and succeeder
User status: First time, Regular,
potential, occasional, one time as wish
list
MARKET SEGMENTATION

SUMMERY
 Dreamworld is one of the best world recognized amusement park.
 The park has been an absolute favourite since its inception.
 The recent incident has brought changes for Dreamworld.
 The market position of Dreamworld was shaken with the incident however, the company being an
specialist have emerged again.
 The company needs to pay extra heed so in future to avoid such incidents.
 Since the company has good loyal customer, it has the opportunity to secure its position back.

References:
 Dreamworld History | about us | Dreamworld. (2017). Retrieved from https://
www.dreamworld.com.au/en/about-us/dreamworld-history
 Thomson, A. (2017, May 24). Analysis: How did it get to the point parts of Dreamworld might be
sold?. Retrieved from
https://www.goldcoastbulletin.com.au/business/analysis-how-did-it-get-to-the-point-parts-of-dreamwor
ld-might-be-sold/news-story/6e5098713c022287c3272a7caf84238c
 Waters, M. (2015). The Gold Coast business sector: meeting the environmental challenge. The Gold
Coast transformed: From wilderness to urban ecosystem, 145.
 Milman, A., & Dickson, D. (2014). Employment characteristics and retention predictors among hourly
employees in large US theme parks and attractions. International Journal of Contemporary Hospitality
Management, 26(3), 447-469.