PROFILE
MERLIN Secrets of success 1. Leadership
Talk to Merlin CEO Nick Varney’s team and they’re rightly proud of him and also respectful – of how hard he works, how he manages to get straight to the heart of things and of how well he knows the business. Importantly though, he also seems to hire great people and empower them to get on with it.
2. Staying grounded
In an often ‘political’ market which is sometimes characterised by showman- ship, Merlin is a resolutely sensible company. However, its endearing lack of pretension shouldn’t deceive – the Merlin team are driven and competitive, but it seems they believe that actions speak louder than words.
3. Surgical investment
Varney is very clear on what it takes to create profi ts and avoids investment fads, keeping a clear eye on the returns. This is especially important as the
company ventures into emerging markets, where investments can be perilous. Many factors – including the underly- ing demographics – have to be right for Merlin to launch or acquire.
A wide range of factors have combined to drive this world-class operation, from a steely customer focus to regular reinvestment, says Attractions Management editor, Liz Terry
4. Lean head offi ce
Many people do a double take when you tell them the second biggest attrac- tions operator in the world after Disney is based in a (nice but) fairly modest, shared offi ce in Poole in Dorset, UK. They expect something more high profi le. But the decision to keep nimble and
lean at the centre has served the com- pany well and enabled it to focus on operations, investor relations and growth.
5. Harnessing brands
When Varney arrived in the industry, his mantra was brand, brand and more brand and he’s been unwavering in his faith in their power to build businesses ever since. It’s an approach which has seen the
company develop a portfolio of national and global properties, both by organic growth and by acquisition. In all, Merlin has 12 brands and 100
plus attractions in Europe, the US and Asia and a recently announced deal
with DreamWorks to build Shrek’s Far Far Away Adventure – themed midway attractions – shows that this philosophy continues to underpin strategy. Being brand-focused has ensured Merlin has remained customer- and consumer-focused and has given the company huge PR and marketing clout. Buying into the LEGOLAND brand was the cherry on the cake, as it’s regularly listed as one of the top 10 in the world.
6. Global perspective
Varney has led his team fearlessly and without hesitation into global ventures and seeks opportunities wherever they make sense according to the business model. He throws himself wholeheartedly into
these ventures – learning languages to get closer to partners and stakeholders – and the company has succeeded in transplanting its culture wherever it goes, which is no mean feat given the geo- graphical diversity of its growing portfolio.
Nick Varney and his team are building a diversifi ed global business
Merlin has a policy of continuous investment
to ensure each attraction gets improvements to
infrastructure and new features each year
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Read Attractions Management online
attractionsmanagement.com/digital
AM 1 2014 ©Cybertrek 2014
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