The performance for the year, the leader in the amusement park business in South India, of Wonderla 2011/12 could not be better. It grew with over a million customers at 30 per cent visiting each of its two parks in Bangalore and Kochi.
It also finished the development of a three star resort in its Bangalore Park. Its increase is creating challenges that it has never faced earlier. The chief executive officer is worried using the dilemma of prioritizing investment with its companies that are different, new parks are being planned in two new places and as the existing amusement parks are growing. At precisely the same time, effort is needed to produce demand for the resort company.
The concern extends beyond investment to examining the alternative of leveraging the brand Wonderla, which stands for "Pleasure," to its resort, with attendant consequences for that business and for the brand and its own picture. Author Sanal Kumar Velayudhan is affiliated with all the Indian Institute of Management.
PUBLICATION DATE: May 23, 2014 PRODUCT #: W14176-HCB-ENGThis is just an excerpt. This case is about
This is just an excerpt. This case is about SALES & MARKETING
Wonder la A Brand in the Service of Fun Case Solution
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