• essayintl.com >
  • Case Study >
  • New Zealand Heritage Park - Market Targets, Attendance from Overseas Visitors, Promotional Strategies, and Pricing

Essays on New Zealand Heritage Park - Market Targets, Attendance from Overseas Visitors, Promotional Strategies, and Pricing Case Study

Download full paperFile format: .doc, available for editing

The paper “ New Zealand Heritage Park - Market Targets, Attendance from Overseas Visitors, Promotional Strategies, and Pricing" is a perfect example of a case study on marketing. New Zealand Heritage Park is a theme park in Auckland New Zealand Park and it is the brainchild of Terry Beckett who realized New Zealand had tourism potential but lacked the facilities to retain the tourists. In partnership with the Economic Research Association, they planned and carried out researches to ensure tourist satisfaction. They developed a product in which they hoped would do well to attract not only visitors but also tourist participation.

The park was to offer services like nature world, Agri world and culture world. Netherworld was to offer the unique displays of local plants and animals that described the country. Agriworld was to offer displays of horticulture, farming, and forestry features that were dominant in New Zealand. Cultureworld was to show the culture and heritage of the people through songs and dances. The tourists were also encouraged to participate in activities such as woodcarving, gold panning, and weaving. Market TargetsThe first target of the park for the first eight months was the local people of New Zealand but the situation was expected to change with the vigorous campaign in the U. S., Australia, Japan, and other countries.

Australian tourists formed 51 percent of the tourists from overseas; America formed 19 percent, Japan 10 percent while all other sources provided 20 percent. This product had to be product-oriented, market-oriented, sales-oriented, and production-oriented. New Zealand Heritage Park was production-oriented because it did not focus on the needs of the tourists but the focused on mass production.

They aimed at maximizing on the large number of tourists who would visit the park. Terry Beckett was also product-oriented in that he believed he had developed a better-quality product that would ensure that any tourist who would visit there would find justification for his money. New Zealand Heritage Park's conceptualization was not sales oriented. Though marketing was done, there were slow visits by the tourists. Especially the locals of Auckland also regarded the entrance fee as very high. Sales orientation faced the risk of product rejection by the local tourists because they felt that their economic status was not considered in determining the entrance fee.

Terry Beckett and his consultants put were markets oriented as they had carried out research about the needs that had to be satisfied. This was evident as they developed an aging world, culture world, and the natural world. They felt that the needs of all age groups, gender, and social status were to be satisfied. With all those orientation evaluations, Terry Beckett was justified to reach his intended target group of locals and international tourists. Attendance from overseas visitorsNew Zealand Heritage Park experienced slow visits from overseas visitors due to various factors that largely influenced this behavior.

This means that the promotion was highly distorted and did not reach the intended market as the target group. The four major marketing concepts each explain the different influences over product, price, promotion, and production. The market orientation that suggests that the tourist is the king was duly followed in some target markets. Australia did not have a local facility that provided the kind of satisfaction that Heritage Park provided.

America already had Disneyland and there was little more satisfaction that Heritage Park would provide. The America market, therefore, would find almost the same satisfaction in their homeland with the same costs. Product orientation was also put to test because such facilities in Heritage Park were available in the tourists’ homeland though in different means and places but the costs were likely to be less. This is perfectly explained by the American market that provided 19 percent of the tourists. Production orientation, which was focusing on minimizing costs of the Park by maximizing numbers of the tourists, did not work because the promotion carried out and the advertising was enough but still there was no segmented market.

This means that some of the marketed public disregarded the information. These resources used for this market would have been used in a more productive potential market. William G., D’ Amico M., (1993). A market like Australia had more potential than the other sources that contributed 20 percent when combined. Sales orientation had a negative effect because the same price was offered to all classes of people instead of enticing different social classes with different packages.

The product that was being offered had been developed but it seemed to suit some people than others that meant that it faced some resistance to acceptance. The American and Australian markets were the main contributors to Heritage Park revenues.  

Download full paperFile format: .doc, available for editing
Contact Us