Merryland Amusement Park Case Study
Merryland Amusement Park CaseStudyI. IntroducTonA. PrefaceMerryland amusement park is the most feature theme park in Kansas Cityup until it closed in the year of 2009. The park opened since 1955 by StanleyMerry. At the year 1988, Stanley Merry passed away and so the amusement parkwas passed along to his only widow daughter in law Samantha Steinberg, whohad a very low interest of continuing the business. Samantha’s second husband,Alan, took care the day-to-day operation up until 2008, when they decide to letthe management to lead the operation. The Merryland Amusement park was wellknown with its wooden roller caster “ The Screamer”, and various kids and adultsalike and a framed Wurlitzer organ with “Louie the Clown” poses in front of theorgan.As time passed, Merryland Amusement park failed to continues thebusiness due to its poor financial management, no marketing decision among it’sdemographics and not improvising with the current trend. The owner, Samanthadidn’t take the business seriously instead she just want the profit for herselfwithout putting effort any effort to the park. Instead of offering “package” deal to
The theme park organizational strategy can only be decided after Tony’s decision about its purchase. If Altria buys the park, the theme park will probably be a division of that company, run by Tony. Internally, the park should have a hierarchical organization since Tony will manage, but employees with different levels of responsibility must be hired.
The same model needs to be applied in the other two cases. If Tony decides to choose the consortium, the park should be divided in two units – one for the theme park itself, run by Tony, and another for the other area that the consortium want to use apart from Tony’s decisions.
Since the company is not a business at present, it does not have a mission statement. According to what was related in the case study, the mission statement will be to make the theme park attractive and profitable, bringing an entertainment option for Kansas and surrounding states community, and keeping its historical value at the same time.
Long-term goals - formulation
Renovate the park by fixing its attractions and bring new ones, such as a water park, to the available space. Attract locals back to the park making it an interesting entertainment option for both children and adults. Adapt locations so that the park can be visited by disabled children. To have an independent daily management.
- Accept Altria’s offer under the condition of keeping a historical bureau inside the park to preserve its historical memories – it is inexpensive and brings to Altria a image of a committed corporation to the interests of the community.
- Build the waterpark and the dome.
- Build ramps and accesses to disabled children.
- Promote the new theme park as an improvement of great magnitude to the state.
- Give free access to the park’s “museum” so that the locals feel invited and respected.
Tony’s choice for Altria will give him conditions to both succeed and help disabled...