Alton Towers Resort - Education

8th Century Medieval Fortress

1412 –Earls ofShrewsbury

1753 –15th Earl, Charles Talbot is born 1800

–Alton Abbey is commissioned 1860 –

Gardens opened to thepublic

1924 –Towers are sold to local businessmen 1939 –

WW2, Estate is requisitioned for training

1952 – Estate Re-opens to the public

1970s – Major developments for Theme Park 1980 – The Corkscrew isopened

1980s – Massive development ofRides

1990 – Park bought by the Tussauds group 1990s – Massive development ofCoasters

1996 – Alton Towers Hotelopens1998 – Bought byCharterhouse

2005 – Bought by DubaiInternational

2007 – Bought By MerlinEntertainments

1

2019 new video

Vision

The delivery of high quality,

memorable experiences

To be the Global leader inlocation

based, branded familyentertainment

Mission

2

Brand PositionBritain’s Greatest Escape Making BritainHappy

CompanyValues

We are innovative and fast moving

We take Ownership We make every £Count We make it Fun

We love whatwe do We Care We do what wesay

Brand PositionBritain’s Greatest Escape Making BritainHappy

CompanyValues

We are innovative and fast moving

We take Ownership We make every £ Count

We make it Fun

We love whatwe do We Care We dowhat wesay

Products and

services…Teams at Alton TowersResort

Rides

Operations

Security

Medical

Maintenance

Environmental

Hotels

Uniform

F &B

Retail

Rescue

Sales&Info

Marketing

HR

H&S

Finance

SeaLife

Management

Merlin EntertainmentsPLC

CompanyDirectors

Senior management and business support

Legoland Parks MidwayAttractionsResort Theme Parks

Divisional Director

Senior Leadership Team

Heads ofDepartments

Support Staff Support Staff

Heads ofDepartments

Support Staff Support StaffSupport Staff

Decentralised Management Structure

Quicker Decision making

Shorter lines of communication

Improved Customer Service

Flexibleoperations

Staff Ownership

Improvedgrowth

3

Operating Alton TowersResortMarket Research

Goods and Services

Revenue and Profit

Re-investment

MarketResearchIn order to understand our guests, we conduct qualitative and quantitative market research

Touch screens

PDAs

3rd Parties

We research many things, including guests intentions; Daytrip, Short break, Holiday

After MarketResearch…Asnap shot of an Alton Towers Resort marketing campaign.

- Opportunity

identified through

market research.

- Innovation

- Images ‘leaked’online

- Rumours started on

social media.

- Adverts thathint. - Rideendorsement/PR- Reveal

- Website

- App

Goods andServicesGoods

Tangible, real, physical things which the guest can take home

ServicesIntangible, you cannot see it, it delivers the good

ProfitOnce revenue exceeds the costs, a

business will make a profit. What is the

main reason we want to make a profit at

the Alton TowersResort?

No C ustomers

Toreinvest!Happy share holders

reinvest!

Happy customers

comeback!

Supply and demand

can be maintained.

reinvestmentTo remain the UK’s number 1themepark we must avoidbecoming

complacent and continually develop our goods and services

The amount we re invest each year depends on our target markets

LargeOver £15m to invest in

a major

rollercoaster, park

sector, hotel etc.

Medium£7 - £15m to invest in

a smaller attraction

such as a dark ride

or newparkarea

SmallLess than £7m to

invest in family

rides, restaurants,

transport etc.

Investments:Nemesis 1992 (£10million)

Alton Towers Resort Hotel 1996 (£20 million)

Oblivion 1998 (£12 million)

Air 2002 (£12million)

Splash Landings Hotel 2003 (£40 million)

Rita 2005 (£8million)

Th13teen 2010 (£15 million)

The Smiler 2013 (£18 million)

OVER£250 MILLION INVESTED!

Operating in the localenvironment

Economic factorsJobs:- Provide

approximately

3000jobs.

- 85% are people

from the local

area.

Multipliereffect:-Generates £38 million

in income to the local

economy.

-239,000 people stay

over in the local area

generating business

for shops, hotelsand

restaurants.

4

RevenuePrimary Secondary

Admission tickets, hotel stays,

theme park, golf, spaetc.

Anything that is not included in

the ticket price, fastracks, food

& beverage, souvenirs etc.

SocialFactors

Communitycharter:

-Sets out how we operate in

the local community.

-Benefits for and

communication with Alton

residents.

First Responders:

- Attend local

emergencies 24/7

365 a year.

OurCommunity:

Charity:

-£50,000 tickets

donated.

-Offer a venue.

-Sponsorevents.

Our Corporate Culture

Employee BenefitsFree Merlin pass to all attractions Worth over £1500

Employee Transport To and from theresort

Bonusvouchers throughout season

Pension

Child CareVouchers

Store discounts from sponsorcompanies

TeamMotivatorsLearning &Development - courses available

throughout theyear

Good WorkinConditions - green rooms, subsidised

meals

Themed Parties - pirates, Christmas ball,Hawaiian

Sports League - softball tournament, extraordinary

golf tournament, laser clay pigeonshooting

Stars

What is the impact?• 98% of our employees are clear about what I am

expected to achieve in my job

• 96% of our employees fell respected by their

supervisor / line manager

• 96% of our employees would recommend Merlin's

visitor attractions toanyone

• 98% of employees fell encouraged to minimise risks

and ensure a safe workingenvironment

5

EnvironmentalfactorsWaste

- 100% of waste is

recycled.

- Even our rides are

recycled!

Noise

- Noisemonitors

- Vegetation is planted

around the park to

decrease noise and reduce

the visual impact.

- £180,000 is invested in

woodlandmanagement

Traffic

- Hotels offer

accommodation

- Alter the park opening

times

- Offer coaches and

buses in line with train

times.