Parc Astérix’s strategic analysis

Type :

Term papers

Pages :

11 pages

Format :

.doc

Published date :

05/13/2009

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Summary :

 
 

Table of Contents Parc Astérix’s strategic analysis Table of Contents

 
  1. Introduction
  2. Diagnosis of parc astà rix and its environment
    1. External diagnosis
    2. PESTEL analysis
    3. Supply and demand
    4. Porter's five forces analysis
    5. Internal diagnosis
    6. Value chain
    7. Resources and competencies
  3. 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
  4. Conclusion

Abstract

parc astérix 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, Méribel, 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 astérix, Musée Grévin, 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 astérix, 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.

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