www.parkworld-online.com Mohsen Saraji
www.parkworld-online.com Mohsen Saraji
Why You Can’t Build Just an Amusement Park Anymore
By Mohsen Saraji, Founder & CEO, SARAAJ | Destination Experience Strategist F
or much of the modern amusement industry, the development formula was relatively clear: create a strong ride mix,
organise circulation around it, add food, retail and supporting facilities, then build a marketing strategy around the headline attractions. That model created many successful parks, and
rides remain at the heart of the industry. But it is becoming increasingly difficult to rely on rides alone to define the value of a destination. The competition facing an amusement park
today is no longer limited to another park across town. It includes restaurants, festivals, gaming, sports, concerts, shopping districts, digital entertainment and almost every other way people can spend their leisure time. As that competition grows, a different development question becomes important. Not simply: What should people ride? But: Why should they stay, and why should they come back?
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That shift changes the way we think about the amusement park itself.
From ride mix to experience mix A great coaster, dark ride or family attraction can still provide the primary reason for a first visit. The problem appears later. Once guests know the physical inventory of a park, operators need to create new reasons for them to return. Traditionally, one of the most powerful answers has been another attraction. It is also one of the most expensive. A broader approach is to recognise that
rides are only one component of the experience mix. Food and beverage, live entertainment, seasonal programming, retail, social spaces, hospitality and the public realm can all contribute to the attraction value of a destination. The distinction is not whether these elements exist. Most amusement parks already have them. The
question is whether they have been designed as support functions or experience generators. A restaurant inside a park can simply feed
guests. Or it can become a memorable part of the visit. A plaza can move people efficiently between attractions. Or it can host performances, seasonal installations, evening activity and informal social life. Retail can be a transaction at the end of a ride, or it can extend the identity and story of the destination beyond the visit. The stronger model connects these layers rather than treating them as separate departments added around a collection of rides.
Staying longer is part of the business model This shift is not only about making destinations more interesting. It also has an economic logic. When guests stay longer, there are more opportunities for dining, retail, premium
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