Mark Fisher Open to Question

leisure spending/trends. However, this may be both an opportunity and a threat. In our view the best attractions will survive and continue to do well. Indeed, if there is less money to spend this is more likely to go to those attractions which people trust and know will deliver – big or small. ‘Staycationing’ also potentially offers new opportunities for regionally based domestic attractions which have a good offer and market themselves well. The success of local German theme parks this year is a good example of this. The second challenge I believe facing us all is a lack of real product innovation – what is the next ‘big thing’ in theme park rides and attractions? In fact at times we seem to be going backwards. Currently most new ideas seem to be coming from the big operators like Merlin, or from creative, small, regional businesses - not from the manufacturers.

IP:What, in your opinion, is the industry’s main competition for the leisure dollar, euro, pound, etc? Is it purely other leisure offerings, or do other things come into play too?

Personally speaking

Not a lot of people know this but I am very good

at … juggling

The best thing my parents taught me was

… honesty and integrity

The most interesting place I’ve ever been to is

… a birthing room!

My favourite film is

… Shrek (its cool to be big and green!)

If I could be anyone else for 24 hours I’d be

… Henry VIII (the trousers would fit!)

I always laugh at… everything My favourite musician/band is … Eminem To really chill out I … mow a field I really dislike … bullshit

If I could, I would

… be a farmer (but not a very good one)

MF: Obviously anything which pushes people away from the sector is a competitor – this is a particular issue with teenagers i.e. at an age where the love of theme parks and attractions is often born. Competition can be as simple as new, exciting shopping malls, to in-home online leisure activities. Most significant we believe, however, are the advances in gaming technology. These not only have increasingly exciting and immersive graphics and subject matter, but also offer the opportunity to bring people together to participate/play with and against each other remotely. Finally, for those of us in the commercial sector, the problem of Government funding distorting the marketplace is an ever present and difficult challenge – both in the development of new ‘politically’ motivated attractions, but then also by ongoing subsidies which affect pricing and competition longer term.

IP: Much consolidation has taken place in the parks industry over recent years, with Merlin being one of the major players in this respect. Some say this is not necessarily a good thing for the industry, while others feel it was inevitable and a necessity for the future success of the business. How would you comment on this?

MF: As I said earlier, consolidation is, we believe, inevitable - it is basic economics. Certainly at Merlin we believe this to be a very positive move resulting in more innovation and higher quality attractions and service worldwide, in line with changing visitor demands. The important thing, however, is that the sector continues to offer wide choice. We need to do that by developing clear propositions and differentiation for brands/ attractions and then communicating these clearly to consumers via excellent, effective marketing. In our view good attraction brands will always do well - big or small; local or global.

IP: Merlin has a number of well- known brands within the group, some of which have been around for a long time. How important is it for operators to create strong brand identity, or is this really just something for the larger players?

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