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Development of Disney Land Theme Part at Bengaluru

GOVERNMENT OF KARNATAKA INITIATIVE

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Detailed Project Report

PROJECT REPORT


DEVELOPMENT OF DISNEY LAND THEME PARK AT BENGALURU

TOURISM PROJECTS FOR INVESTMENT

OPPORTUNITIES

INVEST KARNATAKA 2016

NOVEMBER 2015



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Table of contents

1. Introduction ....................................................................................................... 5

1.1 Background ............................................................................................................................. 5

1.2 Objectives................................................................................................................................ 5

1.3 Approach and Methodology ................................................................................................... 7

2. Sector Profile ..................................................................................................... 8

2.1 Tourism Industry Overview ..................................................................................................... 8

2.1.1 In the Indian Context .......................................................................................................... 8

2.1.2 Tourism in Karnataka .......................................................................................................... 9

2.2 Amusement Park Industry Overview .................................................................................... 10

2.2.1 Indian Amusement Park Industry ..................................................................................... 10

2.2.2 World Amusement Park Industry...................................................................................... 12

3. Overview of Bengaluru ................................................................................. 16

4. Competition Analysis .................................................................................... 26

5. Infrastrucutre Assessment .......................................................................... 28

6. Project Concept ............................................................................................... 31

6.1 Tourism Policy ....................................................................................................................... 31

6.2 Project Component ............................................................................................................... 31

6.3 Project Drivers ....................................................................................................................... 32

7. Suggested Project Location ......................................................................... 33

Road Infrastructure: .......................................................................................................................... 35

Proposed Development: ................................................................................................................... 36

8. Statutory & Legal Frameworks .................................................................. 38

9. Project Structuring Options ........................................................................ 39

9.1 Review of different PPP Frameworks ................................................................................... 39

9.2 Proposed Structure ............................................................................................................... 40

9.3 Responsibility of the developer ............................................................................................ 41

9.4 Implementation Structure .................................................................................................... 42

9.5 Risks assessment ................................................................................................................... 43

9.6 Types of Bidding .................................................................................................................... 43

9.7 Salient features of Instruction to Bidders (ITB)..................................................................... 45



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9.8 Salient Features of Draft Project Development Agreement (PDA) ....................................... 47

10. Estimation of Project Costs ......................................................................... 53

11. Way Forward .................................................................................................... 55

10.1 Critical Success factors .......................................................................................................... 55

10.2 Way Forward ......................................................................................................................... 55

Annexure I - Case Studies ................................................................................... 56

1.1 Walt Disney World Resort, Florida, USA ............................................................................... 56

1.2 Genting Highlands, Malaysia ................................................................................................. 72

1.3 Sentosa, Singapore ................................................................................................................ 82

1.4 Six Flags ................................................................................................................................. 95

1.5 Universal Studios................................................................................................................. 101

1.6 Wild Wadi Water Park, Dubai ............................................................................................. 102



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List of Tables

Table 1: Investments in Tourism Sector .................................................................................................. 9

Table 2: Key Features of Theme Parks in India ..................................................................................... 11

Table 3: Urban Branding of Cities ......................................................................................................... 21

Table 4: Urban Household Annual Household ...................................................................................... 21

Table 5: Urban Branding of Cities ......................................................................................................... 22

Table 6: Weather & Climatic Influence in Bengaluru ............................................................................ 23

Table 7: Top visited Theme Parks in the World .................................................................................... 26

Table 8: Comparative Martrix of Theme Parks ..................................................................................... 28

Table 10: Requirements of difference PPP frameworks ....................................................................... 40

Table 11: Features of proposed DBFOT structure ................................................................................ 40

Table 12: Scenarios for Annual Payment .............................................................................................. 50

Table 13: Termination payments for Force Majeure Events and Event of Default .............................. 51

Table 14: Force Majeure Events ........................................................................................................... 52

List of Figures

Figure 1: Approach to the project ........................................................................................................... 7

Figure 2: Top 10 Largest Amusement Park Corporation in the World ................................................. 13

Figure 3: Top 10 Largest Amusement Parks in Asia-Pacific Region ...................................................... 14

Figure 4: SEC Share across Cities ........................................................................................................... 20

Figure 5: Income Groups across Major Cities in India .......................................................................... 22

Figure 6: World Map indicated location of Large Amusement/Theme Parks ...................................... 27

Figure 7: Implementation Framework ..................................................................................................... 42

Figure 8: Implementation Framework .................................................................................................. 42

Figure 9: Types of Bidding ..................................................................................................................... 43

Figure 10: Stages of Bidding .................................................................................................................. 44

Figure 11: Critical Success Factors ........................................................................................................ 55



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1. Introduction

1.1 Background

Department of Tourism (DoT) Government of Karnataka (GoK) is determined to boost

the tourism industry in the state. The Tourism Sector has been identified as one of the

key sectors propelling the country’s economic growth. Karnataka State has been

ranked as the 3rd preferred destination among domestic tourists in the tourism sector.

Karnataka’s thriving economy has created many opportunities across the State in the

last decade.

For GoK, the tourism sector constitutes a real priority because it is an important sector

for the generation of employment, therefore various initiatives are been undertaken

with the involvement of all stakeholders, both public and private, that will foster a

more favourable environment for the development and consolidation of the tourism

sector. One of the initiatives in this direction is the formulation of Karnataka Tourism

Policy for 2015-20.

GoK intends to encourage the investors to invest in the tourism sector. A host of

incentives and concessions are provided to the investors in tourism sector, in the New

Tourism Policy for 2015-20. A large emphasis has been laid on enhancing hospitality

services and standards, promoting innovative developments and rejuvenation of older

tourist attractions, with the aim of offering visitors the experience that will be

commensurate with higher expectations.

With this background, DoT has prepared a shelf of Project Reports of potential

tourism projects which could be undertaken for development along with collaboration

with the Private sector. One of the projects identified for setting up of a large sized

integrated theme park on the lines of Disney Land at Bengaluru.

1.2 Objectives

GoK intends to develop a Disney Land Theme Park at Bengaluru to:

i. Attract footfalls, encourage extended stays and provide a wholesome

experience to the tourists.

ii. Encourage entrepreneurship and livelihood opportunities for the locals.

iii. Encourage and promote Private Sector Participation in the development of

tourism sector.



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Department of Tourism, Government of Karnataka, the agency responsible for

promoting tourism in Karnataka has been at the forefront in attracting large number

of tourists to the state and branding Karnataka as a tourist destination.

The Unique Selling Proposition of Karnataka Tourism is that it is a “Mini Incredible

India” in its tourism offerings. One state encompassing the spectrum of many worlds

of tourist interest in one state - be it the heritage and pilgrim centres of the old world,

or the Hi-tech IT and Bio-tech of the modern world or the adventure sports of the new

world. At one end it is recognized as the “Cradle of stone architecture” of the old

civilization and contrastingly on the other, as the “Silicon Valley of India” of the

modern e-civilization.

The Tourism Policy 2015-20 would act as a catalyst to promote development of

tourism infrastructure and related facilities without straining the budget of the state.

The utmost importance would hence be given to the developments under Public

Private Partnership (PPP) framework. One of the thrust areas of the afore-mentioned

policy is the development of Theme and Entertainment Parks/ promoting adventure

sports and creating high-end accommodation through various public-private

partnership (PPP) frameworks in Bengaluru and other places in Karnataka.

One of the key initiatives of DoT in the regard is to explore the possibility of setting up

of a large, multi-attraction, integrated theme park in a suitable location near

Bengaluru on a Public Private Partnership (PPP) basis on the lines of large international

theme parks like Disneyland, Six flags, Universal Studios etc.



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1.3 Approach and Methodology

The approach to the entire assignment is depicted in the flow chart below.

Figure 1: Approach to the project



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2. Sector Profile

2.1 Tourism Industry Overview

2.1.1 In the Indian Context

India is fast emerging as an important tourism destination in the World. The campaign

"Incredible India" which showcases the best that India has to offer to the tourists has

now attracted worldwide attention. The proactive policies of the Government of India

have ensured that tourism enjoys an important priority among all the States.

Indian tourism industry is one of the fastest growing in the world, ranking among the

world’s top five most popular tourist destinations. While the country has a lot to offer,

it lags behind in certain regulatory aspects, bringing its competitiveness index ranking

in this Sector to 62 among 133 countries. State policies are working actively to mitigate

these drawbacks, to realise the high potential in this Sector for income and

employment growth1. It is ranked the 14th best tourist destination for its natural

resources and 24th for its cultural resources, with many World Heritage sites, both

natural and cultural, rich flora & fauna, and strong creative industries in the country.

The India travel and tourism industry ranked 5th in the long-term (10-year) growth and

is expected to be the second largest employer in the world by 20192.

Tourism is an important sector of the economy and contributes significantly in the

country’s GDP as well as Foreign Exchange Earnings (FEE). With its backward and

forward linkages with other sectors of the economy, like transport, construction,

handicrafts, manufacturing, horticulture, agriculture, etc., tourism has the potential to

not only be the economy driver, but also become an effective tool for poverty

alleviation and ensuring growth with equity.

Infrastructure development holds the key to India’s sustained growth in the tourism

sector. Therefore, Ministry of Tourism made consistent efforts to develop quality

tourism infrastructure at tourist destinations and circuits. To focus on development of

infrastructure at places of national and international importance, the Ministry, through

its scheme of providing financial assistance to the State Governments and Union

Territory Administrations, has identified 38 mega tourism projects out of which some

are under various stages of implementation. These mega projects are a judicious mix

of culture, heritage, spiritual and eco-tourism in order to give tourists a holistic

perspective.

1 Advantage Karnataka (GIM)-Sector profile

2 Travel and Tourism Competitiveness Report 2009 by the World Economic Forum



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There are various initiatives under the New Tourism Projects as declared by the MoT.

There is higher focus on Rural Tourism, Cruise Tourism (Ocean and River), Golf

Tourism, Adventure Tourism, Medical Tourism, Wellness Tourism and Sustainable/Eco

Tourism. The individual states also have their own Tourism policies which are drawn in

line with MoT and also with the vision of state to promote the sector. It is expected

that the tourism industry has the potential to bring in revenue worth US$ 51.4 billion

by 2019.

2.1.2 Tourism in Karnataka

The tourist flow into the state has steadily been increasing with a growth of more than

16 per cent. There has been major thrust to further improve tourism in Karnataka and

it is proposed that all 30 districts in Karnataka will soon have their own tourism master

plans. This is expected to attract tourists to little known places with potential and thus

improve the prospects of Karnataka becoming one of India’s leading tourism

destinations.

With the largest number of institutes in hotel management and catering technology in

the country, the State has a large pool of skilled human resources. The Sector is

attracting significant investment by domestic and global players as infrastructure is

being ramped up to meet the needs of the growing tourist activity

Table 1: Investments in Tourism Sector

Measures & Indicators/ Projections 2005 2010 2020

Arrival of Foreign Tourists (in lakhs) 2.53 3.23 5.26

Employment generated by tourism (in lakhs) 4.49 5.72 9.32

Arrival of domestic tourists (in lakhs) 244.89 359.82 776.83

Revenue due to tourism (in Rs. lakhs) 28,587 46,039 1,19,413

Forex earnings due to tourism (in Rs. lakhs) 39,153 49,970 81,396

Tourism contribution to State GDP (%) 13 15 25

Source: Govt. of India, Department of Tourism, Market Research Division, Final Report on 20 year Perspective Plan for Development of Sustainable Tourism in Karnataka – March 2003 Prepared by Dalal Mott MacDonald

Karnataka has Tourism Master Plan 2010-20 prepared with a vision to improve and

give a boost to the tourism sector in the state. The Master plan aims to place

Karnataka in the “Numero Uno” position in terms of tourist arrivals, tourism spend,

capital inflows for infrastructure development and other critical indicators of tourism

growth and development in the state. The Tourism Master Plan of the Government of



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Karnataka draws its inspiration from the vision of the State as enshrined in its Vision

2020 document.

One of the thrust areas as listed in the Vision Document was Theme and

Entertainment Parks wherein it is stated that

Theme and Entertainment parks will be promoted and established in Bengaluru and other places in Karnataka.

Private enterprise will be encouraged to establish such entertainment parks through appropriate PPP model.

The private Sector has shown considerable interest in the tourist industry in Karnataka.

Given the high growth potential, the State has attracted investment from the hotel

industry. All top-end luxury hotel chains have properties in and around Bengaluru,

while others are expanding. At the same time, the Government has been actively

working to aid private investment. There are 9 projects under implementation in the

hotels and resort segment under PPP mode with the Government. Worth an

investment of more than Rs. 300 crores at the following locations: Jog Falls, Banvasi,

Agumbe, Badami, Pattadakkal, Aihole, Belur, Bijapur and Gokarna, the projects include

development of theme parks, civic amenities, hotels and restaurants, organised retail

etc; in short creating a tourist friendly environment at chosen locations. As of June

2009, there were 99 projects under implementation in the hotel Sector in Karnataka,

approved by the Government, with an investment of Rs. 2,490 billion.

2.2 Amusement Park Industry Overview

2.2.1 Indian Amusement Park Industry

Of all the parks in India, only 15% classify as large parks, 30% as medium parks while

the remaining 55% are classified as small parks.

General trend in the industry shows that amusements parks in India target kids and

youth from middle income segments with occasional promotional offers for the low

income groups. The parks receive visitors mostly from local/primary market with few

visitors from tertiary market as well. The parks get their revenue mainly from entry

tickets and F&B with other, less contributing, sources being rentals and merchandizing.

The amusement park industry in India has grown significantly since its inception.

However, the size, footfalls and revenues are still very low as compared to their global

counterparts. The challenges in front of the Indian amusement park industry still



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remain: low per capita income, low consumer willingness to spend, inefficient

infrastructure support, non availability of land and financing issues.

There are a good number of examples of medium to large size parks which have been

successful in India. The following table covers the main features of such parks:

Table 2: Key Features of Theme Parks in India

Sl No

Name of the Park

Location Area (in

Acres)

Main Attractions Year of establishment

Visitors (in Lakhs per year)

1 Noida Entertainment City

Noida 150 3 entertainment Zones with more than 30 rides for different age groups, Food Courts and a Shopping Complex

2000 3.5

2 Kishkintha Chennai 120 Theme water park with many dry rides also for all ages ranging from 6 to 60

1995 Not available

3 Essel World Mumbai 80 79 racy rides and zippy slides with other attractions including ice skating, bowling, cricket zone and discotheque etc.

1996 18

4 Veegaland Kochi 30 Ecofriendly amusement park with 26 rides and other attractions like musical fountain, laser show and visual theatres

2000 6.5

5 Athisayam Amusement Park

Madurai 70 Water theme park with about 40 games and 20 rides

Not available

6 MGM Dizzy World

Tamil Nadu

27 With around 60 rides, the major attractions here are the water chute, parachute tower, pirate boat and a 110 feet “dizee shake” challenger.

1994 Not available

8 Ocean Park Hyderab

ad

20 Water theme park with a spectacular mix of internationally popular Water Rides and Amusement Rides for all age groups and provides full day entertainment to all its patrons.

Not available

9 Ramoji Film City

Hyderab

ad

2000 World’s largest integrated film studio complex,It is also a popular tourism and recreation centre, containing both natural and artificial attractions including an amusement park.

1996 15



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Sl No

Name of the Park

Location Area (in

Acres)

Main Attractions Year of establishment

Visitors (in Lakhs per year)

10 Wonderla Bengaluru

82 The rides area is limited to about 20 acres. The park has 28 rides apart from other attractions including cinemagic simulation and musical fountain. The major attraction at Wonderla is the 30 m high Ferris wheel mounted on a 15- storey high building and a thrill ride Hurricane.

2005 13

11 Adventure islands

Delhi 62 This amusement parks has around 20 different rides, imported from major European manufactures, in order to get the original feeling. Some of the major rides in this park are a freefall ride, a merry-go-round, demolition derby, and other such rides. Kids of all ages, and adults will both enjoy the rides.

2006 Not available

2.2.2 World Amusement Park Industry

The Theme Park and Amusement park industry started to grow with the success of

Disneyland which started operation of its first park in 1955 at California and the

second park at Florida in 1971. There are maximum numbers of Theme/Amusement

Parks in North America. The expansion of Disney in terms of geographical spread

shows the success of the concept of themed entertainment and amusement. The

footfalls are from the large theme parks in Florida and California. From the top 25

parks in the world 12 are located in USA.

The Second highest footfall to such amusement parks is witnessed in Asia Pacific

region which accounted to about 65.5 million. Japan is the largest contributor to these

high footfall numbers followed by China and they take a share of 31% of the global

market. Disneyland and Disney Sea at Tokyo are the most successful parks in this

region which have contributed to these high footfalls.

Asia Pacific region has had many new entrants since early 2000 and have already

captured most of the eastern market share. A rush of theme park construction across

Asia that will result in new homes for Mickey Mouse, the Monkey King and Hello Kitty

is also providing a financial lifeline for the world’s elite group of entertainment

designers.



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New theme parks, resorts and casinos are scheduled to open from Singapore to Seoul

over the next several years as property developers and entertainment companies aim

to draw Asia’s rapidly growing middle classes. They’re betting there will be a big

market for family amusement rides, live shows and the chance to pose for a picture

with Snow White.

Theme parks in the US struggled last year, with modest attendance gains as the

economy eked out a muted recovery from recession3. Six Flags Entertainment Corp,

which runs 19 parks in North America, filed for bankruptcy protection in 2009 because

of heavy debt. The situation is similar in Europe, where operators are mostly

renovating or buying smaller rivals. One of the few new parks planned in coming years

is being built on Spain’s Mediterranean coast, where officials are teaming with US film

company Paramount.

Figure 2: Top 10 Largest Amusement Park Corporation in the World

Not so in Asia: Disney’s long-awaited US$3.7 billion park is scheduled to open in

Shanghai in 2016. The Pasadena-based Hettema Group is designing a Hello Kitty park

set to open southwest of Shanghai in 2014. Burbank-based Thinkwell Group is working

3 Source of Graph- TEA/AECOM 2010 Report

0

20

40

60

80

100

120

140

2008 2009 2010[3]

An

nu

al A

tte

nd

ance

in M

illio

ns

1 Walt Disney Parks and Resorts United States

2 Merlin Entertainments Group United Kingdom

3 Universal Studios Recreation Group United States

4 Parques Reunidos Spain

5 Six Flags Inc. United States

6 Cedar Fair Entertainment Company United States

7 SeaWorld Parks & Entertainment United States

8 OCT Parks China People's Republic of China

9 Herschend Family Entertainment Corporation United States

10 Compagnie des Alpes France



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on a Monkey Kingdom park near Beijing based on the classical Chinese epic novel, also

scheduled for 2014.

Outside China, Southeast Asia’s first Universal Studios theme park opened last year in

Singapore, part of a US$4.4 billion resort that also includes the city-state’s first casino.

Another Universal Studios is slated to open in 2014 in Seoul, South Korea. Asia’s first

Legoland is scheduled to open in southern Malaysia in 2013. A US$2 billion, five-star

hotel and amusement park slated to open in southern Vietnam in 2014 has lured Joe

Jackson, father of the late king of pop Michael Jackson, as one of its investors.

Asian theme park attendance is forecast to grow to 290 million next year from 249

million in 2007, while spending in that period will rise from US$6.4 billion to US$8.4

billion, according to PricewaterhouseCoopers4.

Figure 3: Top 10 Largest Amusement Parks in Asia-Pacific Region

4 Taipei times article in July2011

0

2

4

6

8

10

12

14

16

2008 2009 2010[3]

An

nu

al A

tte

nd

ance

in M

illio

ns

1 Tokyo Disneyland Japan

2 Tokyo DisneySea Japan

3 Universal Studios Japan Japan

4 Everland South Korea

5 Lotte World South Korea

6 Hong Kong Disneyland China

7 Ocean Park Hong Kong China

8 Nagashima Spa Land Japan

9 Yokohama Hakkeijima Sea Paradise Japan

10 Happy Valley China



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Water Parks are more popular in USA followed by Asia Pacific Region. Top 9 parks in

USA had almost 10.0 million footfalls in year 2009 and Asia Pacific Region had about

9.3 million footfalls in the same period. The notable ones in USA are Typhoon Lagoon

and Blizzard Beach, both at Walt Disney World Resort. Chime-Long water park in China

witnessed highest footfalls in the Asia Pacific region. Middle East has Wild Wadi water

park at Dubai which alone witnessed about 0.67 million footfall in year 2009.

Ancillary offerings

Apart from rides and attractions, amusement and theme parks across the world offer a

variety of ancillary services to generate additional revenues. These products and

services generally depend on the profile of the park’s target customer segment and

their spending pattern.

Some of the key facilities include:

1. Hospitality

Accommodation/ Hotels

Themed restaurants/Cafes and bars/ Food pavilions

Convention centers 2. Retail

Souvenir shops/Shopping malls/ Shopping complexes/ Factory outlets 3. Live Entertainment

Live shows/ Theaters/ Cinemas/ Concert halls 4. Conveniences

Car parking/ ATMs/ Baby care centers

Transportation - Electric convenience vehicles/ Facilities for differently abled persons

5. Sports

Golf course

Gym

The relationship between merchandising and theme park visits clearly has potential for

further growth, and the advantages of stimulating this demand are becoming

increasingly recognized by theme park operators. They are maximizing profits out of

their rides, activities and exhibits by linking rides to merchandise and placing goods at

spots where visitors are most likely to buy, and that is close to the key rides, activities

and exhibits.



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3. Overview of Bengaluru

Karnataka State comprises of 30 districts and has been classified into four divisions

namely Bangalore, Belgaum, Gulbarga and Mysore Divisions.

Bangalore, the capital city and the largest city of Karnataka State is popularly known as

the ‘Silicon Valley of India’ and has come to be one of Asia’s fastest growing cities since

emergence of the IT-ITeS industry. Karnataka itself is globally known for its vibrant

economy and investment potential.

Being a major industrial and commercial center of the country, Bangalore is also the

nerve center of India’s software industry and is well connected domestically and

internationally, thus attracting people from all over the country and beyond for

meetings, seminars, conferences and exhibitions. It is home to some of the most high

tech industries, IT organizations and some of India’s premier scientific establishments.

Bangalore is regarded as a high-tech city with offices or development centers of a

number of mega software companies having wholly owned subsidiaries or joint

ventures including IBM, Hewlett-Packard, Texas Instruments, Oracle, Novell, Fujitsu,

and Digital Equipment. Bangalore is also headquarters to a large number of Indian

software companies. Bangalore produces more than 35 percent of all software that

India currently exports. In a short time, Bangalore has experienced rapid growth and

international recognition in the field of software development. This has resulted in

placing the city at a promising position in the international market for software.

Bangalore is home to over 688 multinational companies, out of which 87 are from the

Global Fortune 500 companies. Sustained efforts of both the Government of India and

the Government of Karnataka in the last five decades have resulted in Bangalore

becoming a major industrial and commercial hub in Asia.

With over 103 Central and State research and development institutions including the

Indian Institute of Science (ranked as the 18th globally), National Law School of India,

69 Engineering Colleges, world class health care facilities/medical colleges and

institutions, and a host of other institutional infrastructure, Bangalore is a much

sought after destination for trade, commerce and industry. Bangalore is even gaining

the status of the ‘Floriculture Capital’ due to the present boost of the flower export

from the city. Due to the rich stone resources Bangalore is also known as the ‘Stone

City’, especially for its granite deposits. The salient features of Bangalore City are

presented in the table below.



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Table 3: Overview of Bangalore City

Aspect Details

City Bangalore

Population (2011 Census) 8.52 Million

Area Municipal Area (BBMP): 741 sq. km

Planning Area (Bangalore Development Authority): 1,307

sq. km

Development Area (Bangalore Metropolitan Regional

Development Authority): 2,190 sq. km

Geographic Location 770 37’ E Longitude and 120 8’ N Latitude.

Elevation: 920 m above the mean sea level.

Connectivity and Linkages Air: The city has an international airport with regular flights

from & to important destinations both in India and abroad.

Bangalore International Airport started its operations of

Phase 1 in April 2008.

Road: The city is strategically located on NH-4 (Chennai-

Bangalore-Pune), NH-7 (Bangalore-Hyderabad), NH-48

(Mangalore), NH 207 (Chikaballapur), & NH-209

(Coimbatore) and State Highways to other cities in the

State.

Rail: The city has three railway stations, viz. Central,

Cantonment and Yeshwantpur. The city is well connected

to all major Indian cities by rail network.

Climate Tropical climate

March to May (warmest months)

December to February (coldest months)

July to September (rainy - southwest monsoon)

November to December (rainy - northeast monsoon)

Temperature Highest maximum temperature of 33o C

Lowest minimum temperature of 14o C

Languages Regional language: Kannada

English, Hindi, Telugu and Tamil are widely spoken and

understood.

City Administrator Greater Bangalore Municipal Corporation (Bruhat Bangalore

Mahanagar Palike)



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Aspect Details

City Functions Administrative Capital, IT capital of the country

Distance of International

Airport from CBD

35.0 km

Key Advantages of

Bangalore

Availability of world class skilled manpower

Location advantage - good connectivity and linkages

Salubrious climate

Reform oriented governance

Cosmopolitan culture

Excellent social, education & health facilities

Telecom connectivity

Presence of multinational companies

Fastest growing city in Asia and availability of ‘Grade A’

properties

Source: Jones Lang LaSalle Report 2010

Apart from the industrial importance, Bangalore city also has few other characteristics

such as a cosmopolitan culture, higher spending capacity, large percentage of young

population and existence of International airport all of which together promote

Bangalore as an idyllic place to develop entertainment and amusement parks.

Developing a Disney Land Theme Park will be very constructive to attract more

domestic and international tourists in the city. The Disney Land Theme Park will also

act as a weekend destination for the city – dwellers.

3.1 Advantage Bengaluru

Karnataka has one of the highest per capita (Rs 5,217) plan expenditures in the

country and there has been a continuous increase in the share of plan expenditure (42

per cent) in total expenditure in the state. The Economic Survey of Karnataka

estimated its Gross Domestic Product (GDP) at constant prices to grow by about 8.2

per cent during 2010-11, driven by higher growth in primary and tertiary sectors. The

per capita Net Income (per capita NSDP at factor cost), at current prices, is estimated

at Rs 60,000 for 2010-11 as against Rs 51,858 for 2009-10, which brings the growth in

per capita net income at 15.7 percent during 2010-11 as against 12 per cent during

previous year.

Karnataka has been repeatedly show-cased as:



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Manufacturing hub for leading Auto & Auto components

Global outsourcing hub for IT & ITES

Preferred destination for outsourcing of IT projects/product design & development

Home for Drug discoveries & Biotech clusters

Leader and pioneer of BT Revolution

Base for several international apparel brands for various international brands like

Tommy Hilfiger, NIKE, GAP, Wal-Mart

Aero-space hub and base (Bengaluru) for aviation majors such as HAL, NAL, GE,

Honeywell, Rolls Royce

Base for oil and gas majors – MRPL (ONGC), excellent connectivity to Ports

The state has had many pro active developments indicating willingness of the

governance in showcasing Karnataka as the preferred state. Some of the statistics

which support this understanding are listed below;

The State Level Single Window Clearance Committee approved 378 industrial

projects with an investment of Rs 6,087.37 crore with an employment potential of

1.03 lakh. The High Level Clearance Committee cleared 130 mega projects with an

investment of Rs 1,46,566.89 crore, which has potential to create 4.63 lakh jobs.

The Global Investors Meet held on June 3-4, 2010 attracted investment of about Rs

4, 73, 000 crore and with an employment potential of 85,000 new jobs.

Karnataka's exports in 2009-10 amounted to about Rs 1,42,871.41 crore, which

accounted for 13.3 per cent of the country's exports indicating the increased

inflows

During 2010-11, Karnataka created 283.72 lakh person days employment

compared to 278.22 lakh person days in the previous year indicating the improved

employment levels in state.

The tourist flow into the state has steadily increased from 2.52 crore in 2005 to 3.32

crore in 2009, which indicates a growth of 16 per cent. There are various measures by

DoT to further enhance the tourism sector as discussed earlier. There have been

various initiatives such as Master Planning of Heritage areas, creation of Tourism

circuits, focus on improving infrastructure and encourage entrepreneurs for

construction of hotels with concession on loans and VAT exemption provided.

3.2 Population Growth

of hotels with concession on loans and VAT exemption provided.



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ho

lds

SEC A SEC B SEC C SEC D SEC E

One of the most attractive employment destinations in the country over the last

decade, Bengaluru's population has grown by 46.68 per cent between 2001 and 2011,

up by nearly 12% over the growth rate of 35 per cent in the previous decade. The

City’s decadal growth rate is the highest among all the metros in the country. Indeed,

at 36.35 per cent, over a third of Karnataka’s population increase in the last decade

has happened in Bengaluru.

Bengaluru city's population is growing faster than ever before and by the end of the

year its head count is likely to cross the one-crore mark. The city's population stands at

9,588,910, according to provisional Census 2011 data released. (source:

censusindia.gov.in)

3.3 Demographic Development

Bengaluru also has one of the highest SEC A & B population (33%) across the major

cities in India. The graph illustrates the socio-economic categorization carried out by

City Skyline.

The table shows the broad urban branding of Indian Cities. Interesting, no city has

entertainment tagged and Bengaluru could take first mover advantage and capture the

title of entertainment capital of India, if it decides that it would like to establish itself

as a major tourism destination in Asia.

Figure 4: SEC Share across Cities



21

Table 4: Urban Branding of Cities

Cities SEC A SEC B SEC C SEC D SEC E

SEC

A&B

Ahmedabad 14% 16% 28% 26% 16% 29%

Bengaluru 18% 15% 29% 24% 14% 33%

Chennai 16% 15% 27% 26% 16% 31%

Delhi 8% 20% 23% 24% 25% 28%

Hyderabad 15% 18% 22% 26% 19% 33%

Kolkata 16% 15% 19% 23% 27% 31%

Mumbai 15% 20% 28% 25% 12% 35%

Pune 11% 14% 29% 28% 18% 25%

Source: City Skyline

3.4 Rise of the Middle Class

Bengaluru also has a significant population (68%) across the major cities in India, who

have income levels more than INR 150,000 per annum. The graph illustrates this

categorization carried out by City Skyline.

Table 5: Urban Household Annual Household

Cities < INR 75k

INR 75k-

INR150k

INR 150k-

INR 300k > INR 300k Above 150k

Ahmedabad 0.3% 12% 37% 50% 87%

Bengaluru 10% 23% 37% 31% 68%

Chennai 5% 18% 30% 47% 77%

Delhi 2% 7% 46% 46% 91%

Hyderabad 3% 19% 48% 30% 78%

Kolkata 8% 25% 26% 40% 67%

Mumbai 1% 6% 42% 52% 93%

Pune 11% 30% 23% 36% 59%



22

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Ahmed

abad

Banga

lore

Chenn

aiDelh

i

Hyder

abad

Kolkat

a

Mum

bai

Pune

% o

f U

rban

Ho

use

ho

lds

< INR 75k INR 75k- INR150k INR 150k- INR 300k > INR 300k

The table shows the broad urban branding of Indian Cities. Interesting, no city has

entertainment tagged and Bengaluru could take first mover advantage and capture the

title of entertainment capital of India, if it decides that it would like to establish itself

as a major tourism destination in Asia.

Table 6: Urban Branding of Cities

Cities Urban Branding Cities Urban Branding

Mumbai Financial and

Entertainment Capital

Bhubaneshwar Emerging IT Hub

New Delhi Political Capital Guwahati Education Hub

Bengaluru Silicon Valley of India Jamshedpur Industrial Hub

Chennai Established IT Hub &

Detroit of India

Ludhiana Industrial Hub

Hyderabad Established IT Hub Nashik Emerging Industrial Hub

Gurgaon Established IT &

Industrial Hub

Patna Emerging Education &

Agriculture Hub

Noida Established IT Hub Kochi Emerging IT Hub

Kolkata Gateway to East Nagpur Education Hub

Pune Established IT &

Automative Hub

Indore Commercial & Industrial

Hub

Figure 5: Income Groups across Major Cities in India



23

Cities Urban Branding Cities Urban Branding

Ahmedabad Commercial Hub in the

West

Jaipur Tourism Hotspot

Chandigarh Emerging IT Hub Surat Diamond Capital of India

Coimbatore Emerging Industrial

and IT Hub

Vishakapatnam Emerging IT & Logistics

Hub

3.5 Infrastructure

Bengaluru and Karnataka have good connectivity to the rest of India and the world.

The major infrastructure developments in Bengaluru have been covered earlier in the

report. In addition, the city and the state enjoy excellent access through international

airports at Bengaluru and Mangalore and the Golden Quadrilateral passes through

Bengaluru.

3.6 Weather and Climatic Influence

Weather is a major influence factor in any entertainment destination across the world.

The following table indicates the advantages of Bengaluru on this factor.

Table 7: Weather & Climatic Influence in Bengaluru

Climatic Zones It is seen that the state has a warm climate. Bengaluru

has a pleasant climate owing to the elevation over sea

level

Basic Wind

Speed (Based

on the 50

years Return

Period)

It is seen that the state and Bengaluru has moderate

wind speeds. This is of great importance particularly in

the design and safety of high rides.

Average

Thunderstorm

days in a year

It is seen that Bengaluru has a few number of thunder

days in a year. This is of particular importance for large

amusement parks with a significant number of

outdoor rides.

Seismic Zone Bengaluru and the majority of Karnataka fall in Zone 1.

Thus the chances of major earthquakes are minimal

and design parameters would minimal.



24

3.7 Infrastructure Initiative

There are various proactive measures taken up by the GoK in augmenting & expanding

the region in terms of physical infrastructure and developing major infrastructure

projects to encourage overall economic development.

The under – construction NICE road is 111 km long and connects two important cities

of Karnataka i.e, Bangalore and Mysore, touching various cross sections of state and

national highways. The NICE road is expected to impact the city connectivity scenario

majorly as it connects Electronics City, Bannerghatta Road, Magadi Road, Madiwala

and other strategic locations. The Bangalore – Mysore Infrastructure Corridor is also

getting developed along NICE and is expected to bring in various commercial and

tourism zones along it.

One of the largest infrastructure projects which will be witnessed by Bangalore city –

dwellers in the upcoming years is completion of construction of Bangalore Metro

Project. This is another project which is expected to impact the city transportation

majorly. Apart from these, widening of Sarjapur Outer Ring Road connecting it to the

peripherial ring road and several elevated expressway at various junctions of the city

will definitely improve the connectivity further.

The completion of the above mentioned projects will have significant impact on the

regional and economic development of the region as well as it will induce more no. of

tourist population.

3.8 Tourist Footfall

Tourist destinations in Bangalore together experience nearly 1.75 crores annual

tourist footfalls throughout the year.

Table 8: Annual Tourist Footfalls (2014 Tourist Data)

District Tourist Destinations Domestic International Total

Bengaluru

(Rural)

Ghati Subramanya 10,86,257 0 10,86,257

Tippu Birth Place &

Fort Devanahalli 3,78,914 0 3,78,914

Shivagange 8,18,449 0 8,18,449

Bengaluru

(Urban)

Lalbagh 36,85,517 14,148 36,99,665

Viveshwaraiah

Museum 21,99,195 576 21,99,771



25

Bannerughatta

National Park 48,69,395 591 48,69,986

Iskcon Temple 39,00,879 35,000 39,35,879

Tippu Palace 3,91,365 20,000 4,11,365

Bangalore Palace 1,55,192 3,942 1,59,134

Total

1,75,59,420

Thus, the average tourist footfall in each tourist destination of Bangalore will be 11

lakhs. Taking into account that nearly 50% of the total number of tourists would visit

the newly developed Disney Land Theme Park, the annual tourist footfalls of the

project would be nearly 6 lakhs.

3.9 Need of the Project

i. Lack of entertainment parks in and around the city meeting the increased demand.

ii. Need to boost up the Tourism Industry in Karnataka through designing such

medium and large scale entertainment parks.

iii. Rising middle class & Increased Affordability throughout the state.

iv. Providing a new and unique experience to the visitors.

v. Expected Increase in Tourist Footfalls in the city.

vi. Encourage livelihood opportunities for the local population.



26

4. Competition Analysis

In 2009, roughly a quarter of Disney's revenue came from overseas operations. Asia

contributed just 5%, therefore leaving a large potential untapped. In 2009, eight of the

world's top 20 amusement parks (by number of visitors) were in Asia, according to a

report by Themed Entertainment Association as indicated in the table below:

Table 9: Top visited Theme Parks in the World

Rank Amusement Park Location 2009

1 Magic Kingdom at Walt Disney World Resort

Florida, USA 17,233,000

2 Disneyland at Disneyland Resort California, USA 15,900,000

3 Tokyo Disneyland Tokyo, Japan 13,646,000

4 Disneyland Paris France 12,740,000

5 Tokyo Disney Sea Tokyo, Japan 12,004,000

6 Epcot at Walt Disney World Resort Florida, USA 10,990,000

7 Disney's Hollywood Studios at Walt Disney World Resort


8 Disney's Animal Kingdom at Walt Disney World Resort


9 Universal Studios Japan Osaka, Japan 8,000,000

10 Everland South Korea 6,169,000

11 Disney's California Adventure at Disneyland Resort

California, USA 6,095,000

12 SeaWorld Orlando Florida, USA 5,800,000

13 Universal Studios Florida at Universal Orlando Resort


14 Ocean Park Hong Kong Hong Kong, China 4,800,000

15 Nagashima Spa Land Kuwana, Japan 4,700,000

16 Islands of Adventure at Universal Orlando Resort


17 Hong Kong Disneyland Hong Kong, China 4,600,000

18 Yokohama Hakkeijima Sea Paradise Yokohama, Japan 4,500,000

19 Universal Studios Hollywood California, USA 4,308,000

20 Lotte World Seoul, South Korea 4,261,000 Source: The Global Attractions Attendance Report, 2009 by Themed Entertainment

Association

http://en.wikipedia.org/wiki/Disney%27s_Animal_Kingdom

http://en.wikipedia.org/wiki/Disney%27s_Animal_Kingdom



27

Some of the Large Amusement/Theme Parks across the World are shown on the world map below: Figure 6: World Map indicated location of Large Amusement/Theme Parks



28

5. Infrastrucutre Assessment

Large Parks:

Comparative Matrix of Large Sized Amusement Parks

Table 10: Comparative Martrix of Theme Parks

Walt Disney World

Resort, Florida Genting Highlands Sentosa

Location Orlando, USA Malaysia Singapore

Operator

Owned and

operated by the

Walt Disney Parks

and Resorts

segment of The

Walt Disney

Company

Resorts World

Genting RWG is

operated by

Genting Malaysia

Berhad

Resorts World

Singapore and

Universal Studios

Year of Opening 1971 1971

1972

RW Sentosa -

2010

Distance from

nearest City 35 km (Orlando)

50 km (Kuala

Lumpur)

0.5 km from main

Singapore City

Isalnd

Estimated number

of footfalls

50.97 million

visitors

19.9 million visitors

(2009) 7.83 million

Estimated Cost* Historical* Multi-million Ringgit

theme park*

Resorts World at

Sentosa cost

S$6.59-billion

(~Rs. 30,973

Crores)

Overall Area 28,000 acres 14,800 acres 5,000 acres

Theme Park Area 1072 acres 80 acres RW Sentosa - 121

acres

Universal Studios



29

- 50 acres

No of Keys (Hotel

Rooms)

40 Hotels with over

35,471 rooms

Six Hotels with over

10,000 rooms

1,800 rooms

spread across six

hotels with

varying themes.

* - Rides & facilities were added over the years.

It is that typically for a large amusement park requires around 100 acres for the core

theme park area and sufficient area additionally for ancillary offerings and hotels. A

large park accommodating players like Disney would need a minimum of 750-1000

acres.

Some major initiatives by the government which would boost the performance of such

projects are:

1. Development of the Tourism Industry as envisioned in the Karnataka Tourism Policy Tourists comprise the major customer segment in the industry. For instance,

domestic and international tourists together contribute more than 50% of the

footfall in Walt Disney World, a major Disney theme park. As India has no such

significant regional park region, Karnataka could develop this niche over a

period of time. Bengaluru is already known as Garden City and developing

regional parks would give a booster to the region.

The current National Tourism Policy by the Government of India has recognized the power of “Brand Positioning” and “Source Marketing” as part of the “Incredible India” strategy. The Karnataka Tourism Policy is significantly aligned with it to ensure international, national and regional focus in attracting foreign and domestic tourists in large numbers, for extended stay and higher share of their wallet. This provides first mover advantage for Bengaluru and Karnataka in this segment of L&E and Tourism. Amusement parks ideally should be seen to be part of the social infrastructure required by all modern cities, which would justify the high initial capital investments.

2. Infrastructure and Linkage: The most critical role where the local government has to play a role is to ensure

the success of any proposed amusement park development. All successful parks

have multiple modes of affordable and comfortable transport. Certain operators

have been seen to set up parks in proximity to expressways/ interstate highways

to facilitate easy accessibility. The journey to the park should be seen to be part



30

of the overall customer experience.

3. Incentives for the establishment of amusement parks: The incentives can be in terms of reduced taxation laws, support in land

acquisition process, helping the land acquisition costs not to spiral upwards due

to high RE anticipations.

The presence of large players in the market is important for the overall

development of the industry as it results in increased customer interest and

participation. Before finalizing the location for its Disneyland in Europe, Disney

was in negotiations with the Spanish and French governments. The French

government won the bid with tax breaks, loans and land provided at below cost.

For the year 2010, Disneyland Park emerged as the most popular theme park in

Europe, registering a footfall of approximately 10.5 million.

It is also to be noted that in India, the entertainment industry faces high taxation

by state governments. Certain tax breaks will provide an incentive on the same

lines, which has been the primary source of concern for the industry. Although ET

is charged at cinemas, circus, and clubs, the concept of this tax was to restrict

people from consuming/ acquiring 'harmful' products such as cigarettes, and

alcohol.

4. Single Window Clearances Providing access to Single Window Clearance to these high profile and high

capital intensive projects for faster implementation to minimize time –loss in the

process to commence operations would be a great boost to the investor

community. This is important since it gives the required investor comfort

required by the Government and helps quicker clearances at offices without

getting bogged down by bureaucracy and rules.

5. Regulation of safety practices GoK has been an equity partner in major projects as in BIAL which have become

international landmarks within city. The success of the same can be a strong

benchmark to plough into the L&E Tourism sector and enable in setting up India’s

first Disneyland.



31

6. Project Concept

Travel and tourism, the world’s largest industry, is a key driver of economic growth.

Given this background the development of appropriate infrastructure facilities for

promoting tourism would go a long way in developing the state’s economy.

This Section discusses the concept of a Disney Land Theme Park in the context of the

Tourism Policy of Karnataka and other similar facilities established in India and abroad.

6.1 Tourism Policy

Karnataka Tourism Policy 2015 – 2020 also emphasizes upon undertaking an effort for

developing Projects such as golf courses, cruise tourism, large entertainment studios,

entertainment parks (small, medium and large), cable cars, tourism trains, filmcity,

etc. to cater to different user segments. As per the Policy, various concessions are

incentives are also offered by the GoK for developing projects in tourism sector.

6.2 Project Component

Based on the review of such theme parks in India and abroad and analysis of the

amusement park industry, the following components are suggested at the proposed

Disney Land Theme Park in Bangalore:

Components Indicative size / area

Disney Land Theme Park 50,000 sq.ft

Rides 50,000 sq.ft

Resorts 20,000 sq.ft

Water Park 25,00 sq.ft

Food Court 5000 sq.ft.

Live Show/ Program Zone 15,000 sq.ft

Land scaping & Support Infrastructure 15,000 sq.ft

The Disney Land Theme Park is proposed to be developed in an area of around 15

acres.

To make the project financially viable for a private developer / operator, in addition to

the Disney Theme Park, other entertainment activities such are also proposed as

indicated in the above table. For improving footfalls to the proposed park, it is

suggested that new rides / games / packages and innovations are introduced

periodically and the park be developed in a phased manner. This would ensure



32

repeated visits from customers who would like to revisit for newer rides and

entertainment.

The facilities proposed to be developed are detailed out in the table below:

Sl. No Facility Components

1. Disney theme based entertainment zone with a built up area of 50,000 sq.ft.

Would comprise of Disney based theme zones

2. Rides with a built-up area

of 50,000 sq.ft

Would comprise of adventure rides

3. Resorts in area of 20000 sq.ft

Would comprise of theme based resorts.

4. Water Park with a built-up area of 25,000 sq.ft

Would comprise theme based rides:

Water Slides into a swimming pool

Aqualoop

Sea life aquarium

Multi-liner racer etc

5. Live Show/ Program Zone with a built up area of 15,000 sq. ft.

Would include an open air theatre and seating area

6. Food court with a built-up area of 5,000 sq.ft

Sufficient space for food court to manage the the visitors.

7. Landscaping

Would include open space planning, gardening, picnic zones and other spaces

8. Support Infrastructure Would include toilet, parking etc.

6.3 Project Drivers

The following issues are critical in ensuring the implementation and success of the

Project:



33

i. Land

The minimum land requirement for the Project would be 15 acres. DoT would need to

finalise the land parcel required for development of the proposed Project. Availability

of land is critical for commencing the Project development activities.

ii. Location

Location of the Project and its proximity to the city is a key factor for driving footfalls

to the park. A potential site with proper connectivity, closer to the city centre needs to

be identified by DoT.

iii. Infrastructure

The physical infrastructure including roads, water supply, power, etc for the Project

site need to be in place for operationalising the Project facilities and is a key concern

for the private developer / operator as well as for the public intending to visit the

Project. DoT / GoK would need to plan for the basic infrastructure facilities at the

identified Project site prior to commencing the bid process for selection of the private

developer / operator.

iv. Facilities / components

The facilities offered by the Disney Land Theme Park would need to be carefully

planned to provide something of interest to all age groups. The success of the Project

would depend on the capability of the Park to attract visitors on a continual basis. This

would mean that new rides / products would need to be introduced periodically to

sustain the interest of the visitors to the Park. Attractive package offers, seasonal /

non-seasonal offerings and pricing would be important drivers for the success of the

Park.

v. Transportation

To facilitate commute of visitors to the Park, it may be required to provide

transportation facilities to and from the Project site at periodic intervals through the

day.

7. Suggested Project Location

Considering all the factors mentioned in the earlier chapters, the ideal location for

developing a Disney Land Theme Park would be North Bangalore. The supporting

analysis of identifying North Bangalore as the project location is discussed below.



34

Advantages of North Bengaluru:

Easily available Landbank only in the city.

Airport Connectivity to Kempegowda International Airport.

A cumulative investment of close to Rs. 1,15,000 Cr. worth would develop

northern part of Bengaluru booming with activities.

413 MoUs were signed during Global Investors Meet (GIM) 2010.

With all these investments and proposed development by Government and

Private sector, the required consumer base will be created without difficulty.

Average Tourist Footfalls of Bengaluru City is 89.9 Lakhs (2014 Tourist Statistics).

Thus, the apt location for developing the Disney Land Theme Park will be North

Bengaluru.

Proposed Development in North Bengaluru

IT & ITES

SEZs

Residential

Hospitality &

Entertainment

Aero Industry

Medical Hub

Finance & Business Districts



35

Road Infrastructure:

As the airport is 40km (25 miles) outside the city, a new high‐speed rail link, is being

planned to connect the city to the airport. The various road and rail connectivity

means are as follows:

NH‐7 to BIA is 6‐lane divided carriageway. NHAI is in the process of widening the NH‐7

from existing 6‐lanes to 8‐lanes, which can sustain higher traffic due to airport

expansion and expected real estate developments on either sides of the NH‐7.

Bangalore Metro Rail covering a length of around 33 kms spread over the North‐ South

and East‐West Corridors is under construction by Government of Karnataka at an

estimated project cost of INR 64 billion (US$ 1.5 billion).

In order to ensure fast and easy connectivity from Bangalore City Centre to the

International Airport, Hi‐Speed Airport Rail link of around 34 kms from CBD to the

Airport is under development, which will enable passengers to reach the Airport

around 25 minutes. Monorail is also planned for development to serve as feeder lines

to metro lines. Commuter rail system enabled to connect Devanahalli with

Yeshwantpur via Yelahanka.

Figure 7: Existing and Proposed Transit Corridors



36

Figure 8: Bangalore International Airport Planning Area - Outline Development Plan

Proposed Development:

The airport is expected to act as regional hub for global connectivity and would

accelerate infrastructure & real estate development in and around the airport. As part

of BIA project, a Special Economic Zone and commercial developments are proposed

within the Airport.

The proposed growth of population and economy as per CDP is expected to generate

high travel demand.



37

Figure 9: North Bangalore Map



38

8. Statutory & Legal Frameworks

There are no comprehensive safety regulations for amusement parks. There are design

standards for individual components like wave pools but a holistic approach primarily

from the safety point of view is essential. The safety best practices of Six Flags have

been looked additionally for this purpose. (Medium Parks Report)

It has been seen that fatal accidents as in the case of Sammy’s Dreamland in Bengaluru

resulted in bad publicity, legal ramifications and eventual closure of that park. IAAPA

(Indian Association of Amusement Parks & Industries) has certain safety regulations in

place. These need to be strengthened further and State should also help in further

improving the concern on the factor which adds to consumer comfort.

Several state governments in the US have enacted laws under which qualified safety

inspectors need to inspect rides annually. This brings uniformity and aids

institutionalization of safety standards. On the other hand, in Japan, the safety

guidelines for amusement and theme parks are specified in the Japanese Industrial

Standards (JIS). Under the JIS, park operators are obliged to conduct one or more

safety checks every year. The development and dissemination of the industry-wide

standards initiated by regulatory bodies improves customer confidence and safety.

Most countries also regulate safety practices in the industry through the enactment of

laws and provision for annual ride inspection. India has yet to development industry

standards in terms of design and safety norms to ensure a safe environment in

proposed amusements. Similar standards and procedures can be developed.



39

9. Project Structuring Options

This chapter sets out the salient features of the different structuring options for

undertaking the implementation of the project under a suitable PPP model and

recommendation on the most suitable structure.

9.1 Review of different PPP Frameworks

There are mainly three different frameworks for contracting work under the PPP model

as described below:

9.1.1 Service Contract:

A specific service (discrete and clearly defined) is contracted out by the public agency

to a private operator. Payment is usually on fee per package basis. Service contracts

are subject to frequent competition and usually last for shorter term like one year. It

is also common to give out separate contracts for different parts of the project to

more than one operator, thereby enabling comparative competition.

9.1.2 Management Contract:

Under this arrangement, the private sector assumes the responsibility for core

activities such as operations and maintenance of units in a specific geographical

sector (which could comprise the whole or only a part of the entire project) or at a

defined level of responsibility. Public entities legally remain the owners of the assets.

A private company may agree to take over the responsibility for managing a service to

specified standards but using the staff, equipment, vehicles and buildings of the

public entity. In such a situation the private company would bring in its management

expertise, however is unlikely to make major capital expenditure under such a

structure.

9.1.3 BOT/ Concession Contracts:

The private operator is responsible for financing new investment in entire project

over the life of the contract. The assets are owned by the public entity; however, the

private operator takes over responsibility of managing assets, creating new assets

where required, raising finance for the new investments, providing the service,

operations and maintenance, collection of charges, if applicable. This arrangement

could apply to a specific jurisdiction or geographical area. The private operator would

pay an annual fee or may receive an annual subsidy depending on the financial

circumstances of the service. Such arrangements may apply in respect of commercial

operations owned by an authority where the user charge either covers or represents a

substantial proportion of the total cost.



40

9.1.4 Review of the requirements for different frameworks

Table 11: Requirements of difference PPP frameworks

Framework Technical Expertise

Managing Expertise

Operating Efficiency

Capital Investment

O & M Investment

Service Contract Yes No No No No

Management Contract

Yes Yes Yes No No

Concession Yes Yes Yes Yes Yes

Based on the above available frameworks, the following structure has been analyzed

for undertaking the project:

9.2 Proposed Structure

The salient features of the proposed structure are detailed out as shown below:

Table 12: Features of proposed DBFOT structure

S. No Particulars Details

1 Framework for implementation of project

Development of Disneyland Theme Park under Design, Build, Finance, Operate and Transfer (DBFOT) model

2 Facilities to be developed/maintained

• Theme Park • Allied infrastructure

3 Agreement period/Contract period

30 years (including 3 years for construction)

4 Parties involved Authority (DoT or any Government Agency who owns the land) Developer (Developer)

5 Ownership of assets Auhtority (Handback of all assets by the developer at the end of the agreement period)

6 Capital investment By the Developer

7 Operation & Maintenance Responsibility of the Developer

8 Revenue accruals To the Developer

9 Payment Mechanism Developer could make annual payment to the Authority with an escalation per annum or a revenue sharing mechanism can be adopted

10 Target category of private sector Theme Park operators

Adventure sports operators

Real Estate developers

The advantages and disadvantages of the structure are listed below:



41

a. Advantages:

i. Bidder is allowed flexibility to develop the area in accordance with Authority’s

requirements

ii. Ownership of the asset remains with the Ahthority.

iii. Length of concession period is fixed.

iv. Bidder would develop, operate and maintain the area over the concession

period.

v. The land and the facilities developed on it, would be handed back to the

Authority at the end of the concession period.

vi. Risk of time bound completion, cost overruns and revenue risk is transferred

to the Bidder.

vii. Revenues streams are assured and fixed.

b. Disadvantages

i. Technical proposals of the Bidders may need to be evaluated.

ii. Time for development may increase slightly in cases of conditions precedent

not being completed on time

iii. All risks are borne by the Bidder and hence the Bidder may expect higher

returns from the project

9.3 Responsibility of the developer

Under this framework, the responsibilities of the developer would be:

a. To design, finance and develop the project facilities in line with the Authority’s

requirement

b. Recover the investment by levying entry fee and user charges on the various

components

c. Operate and maintain the facilities throughout the agreement period

d. Make annual payments as agreed in the Project Development Agreement

e. Handback all the assets to the Authority at the end of the agreement period



42

9.4 Implementation Structure

The following diagram depicts the overall framework of the project execution:

The following would be the salient features of the implementation framework:

a. Handover of the Project site by the Auhtority on execution of the Project

Development Agreement (PDA) to the developer (SPV formed for undertaking the

project under PPP model) along with the grant of development rights for

development of the project as per terms of the PDA.

b. The project would be developed by the developer wherein it would be

responsible for designing, financing, development, operation & maintenance and

transfer of the project at the end of the agreement period.

c. Concession payments would be made by the developer to the Authority against

grant of the development rights.

Auhtority

Project Engineer/Authority

Figure 10: Implementation Framework

Figure 11: Implementation Framework



43

d. Project implementation would be monitored by a Project Engineer employed by

the Authority for overlooking the day to day activities as well as overall

performance of the project.

e. The developer would be allowed to levy and collect entry fee and user charges

from the users of the project facilities

f. On expiry of the agreement period, the developer would hand back the project

site and facilities developed on ensuring that the quality and condition of all the

facilities developed are in good and working condition

9.5 Risks assessment

Under the above framework, following are the risks that would be transferred to the

developer:

a. The mobilization of finances would be the responsibility of the private developer

and the risks associated with the financial aspects in terms of profitability and

returns would lie with the developer.

b. The risk of adhering to the Applicable Law would be passed on to the private

developer.

c. The risk of time-bound completion of the Project would be passed on to the

private developer. Since the revenue streams for the private developer from the

Project would commence only after completion of the Project, it would be in the

interest of the private developer to complete the Project as early as possible.

d. The risk of over-runs in construction cost and operational expenses would be

borne by the private developer.

9.6 Types of Bidding

The process of selection could be through an open competitive bidding process using

objective bidding parameters for evaluation of proposals. The bid process could be

either a single stage or multi stage process.

Figure 12: Types of Bidding

Single Stage Two-Stage process

Complexity of the Project is high/ Project is new to market

High cost of preparation of

proposal by Bidders

Involves low level of preparation and less preparatory lead time

Assumes significant industry knowledge

Can be used for Projects of low

complexity



44

a. Single stage Bid Process

A single stage bidding process is used when the contracting agency has sufficient

sector knowledge and the Project implementation framework is a tested one. It is

hence used for Projects with low complexity. Under this bidding structure, the Bidders

are required to submit documents confirming to qualification criteria (technical

capability and financial capability), technical proposal and their Financial Bid in two

separate envelopes. The contracting agency evaluates the technical proposals and the

Financial Bids of the qualified bidders are then opened for evaluation and selection of

developer.

Single stage process results in a lower lead time for bidding. Generally pre-qualification

of bidders is assumed or is used for an approved / short listed group of bidders. One of

the important considerations for such bidding process is adequately defining the

contours of the Project.

b. Two stage process

This process is adopted for Projects with high complexity or Project is new to the

market or high cost of preparation of proposals. A typical two stage bidding process

comprises of the following steps:

Figure 13: Stages of Bidding

In the first stage that is the RFQ stage, the Bidders are short listed on the basis of their

qualifications required for the Project. The qualification is assessed on the basis of past

experience of the Bidders in carrying out similar Projects and their financial capability.

RFP documents setting out the terms and conditions of the Project are then issued to

the short-listed Bidders. The Bidders are required to submit documents confirming to

qualification criteria (technical capability and financial capability) and technical

proposal in the first stage. Subsequent to short listing of qualified bidders at this stage,

the qualified bidders are then invited to submit the Financial Bid.

RFQ Stage RFP Stage Developer



45

It is recommended to adopt a single stage bid process for the Project. The bidding

process would involve preparation of tender documents and carrying out a bid

process for identification of the developer.

9.7 Salient features of Instruction to Bidders (ITB)

This section sets out the eligibility conditions for the Bidders, description of bidding

process, evaluation process to be adopted by the Authority, Financial Bid and other

conditions:

a. Bid Process for Selection of Private Developer

It is proposed to select a suitable private developer for the Project through a

transparent bidding process as per the provisions of the Karnataka Transparency in

Public Procurement Act, 1999. The proposed process for selection of the private

developers has been outlined below.

The Bid submission shall be through hard copy or e-tendering mode and shall

include the following documents:

Key Submissions Qualification Submissions Technical Proposal Financial Proposal

The Evaluation of the Bids would comprise the following 4 stages:

i. The first stage of the bid process would involve opening and evaluation of the

Key Submissions and a test of responsiveness based on the provisions of the ITB.

The Bids found to be substantially responsive would be considered for the next

stage i.e. Evaluation of Eligibility Criteria.

ii. In the second stage, the information of the Bidders relating to their eligible

experience comprising Technical Capacity and Financial Capacity (“Eligibility

Criteria”) would be evaluated as per provisions of the ITB. Bidders who meet

the Eligibility Criteria would be considered for evaluation of Technical Proposal.

iii. In the third stage, the technical proposals of the Bidders meeting the Eligibility

Criteria would be evaluated and marked. Only those Bidders who score 70 marks

and above would be declared as technically qualified Bidders and shall qualify

for the next stage of evaluation.



46

iv. The Financial Proposal of “Technically qualified Bidders” would be opened and

evaluated to identify the Selected Bidder as per the provisions of the ITB. The

Financial Bid would be the amount payable by the developer to THE AUTHORITY

on an annual basis (Annual payment). The Bidder quoting the highest Annual

payment would be the Selected Bidder.

b. Evaluation Process

Evaluation of bids received would be carried out in the following stages:

i. Test of Responsiveness

This stage involves opening of the Key Submissions and the documents would

be checked for responsiveness. A Bid shall be considered responsive only if the

following documents are submitted in accordance with the provisions of the

ITB and as per the formats provided in the ITB and the Bid is signed, sealed and

marked in accordance with the provisions of the ITB:

A Demand Draft towards the cost of the RFP Document.

Letter of Bid in the prescribed format;

Power of Attorney for signing of Bid in the prescribed format;

Power of Attorney for Lead Member of Consortium in the prescribed

format , if applicable;

Bid security in the form of a Bank Guarantee in the prescribed format or

as Demand Draft for an amount mentioned in clause (g) below.

Technical Capacity and Financial Capacity in accordance with the

provisions of the ITB;

Copy of Memorandum and Articles of Association of the Bidder;

Copies of Bidder’s or each Consortium Member’s duly audited annual

reports and financial statements;

Certificate from the Statutory Auditor/ Independent Auditor for Associate,

if applicable;

Jt. Bidding Agreement, in case of a Consortium; and

A copy of the draft Project Development Agreement (PDA) with each page

initialled by the person signing the Bid.



47

9.8 Salient Features of Draft Project Development Agreement (PDA)

This section sets out the key obligations of the Parties, events of default leading to

termination, Termination Payments, hand back requirements and dispute resolution

mechanism

a. Obligations of the Developer

The Developer shall:

i. Design & develop the project facilities at its cost and expenses within the

construction period.

ii. Design & develop the project facilities in conformance to the approved PDP.

iii. Undertake developments in accordance with requirements set out by the

Authority in the Bid documents.

iv. Operate and maintain the Project Facilities during the Agreement period

(including the existing developments currently maintained by the Authority) as

per specifications set out in the PDA.

v. Make regular payments to the Authority in accordance with the payment terms

set out in Bid documents.

vi. Develop alternative sources of power as per assessment carried out in the

approved PDP, if required.

vii. Develop elaborate safety and emergency evacuation arrangements.

viii. Comply with all Applicable Laws and Applicable Permits

ix. Ensure that;

The Project Site remains free from any type of encroachments during the

agreement period

No damage is done to the existing assets/properties of the Authority.

Entertainment of illegal activities shall be strictly prohibited in the project

vicinity

x. Transfer the Project Site and Project Facilities to the Authority upon expiry /

termination of Agreement.

b. Obligations of the Authority

The Authority shall:

i. Handover proposed Project site within 6 months from Appointed Date (date of

signing of the Project Development Agreement)

ii. Grant Project Development Rights to the Developer

iii. Assist the Developer in procuring all required approvals, permissions and

authorizations etc.



48

iv. Undertake shifting of any utility including electric lines, water pipes etc

hindering the development activities

v. Upon written request from the Developer, facilitate in obtaining necessary

infrastructure facilities and utilities, including water, electricity and

telecommunication facilities

c. Condition Precedent

The timeframe for achieving Condition Precedent would be 6 (six) months from the

Appointed Date or extension thereof.

Developer:

i. Developer shall have prepared and submitted the detailed Project Development

Plan (PDP) to the Authority for approval as per the guidelines provided in the

clause below

ii. Developer shall have obtained approval on the design and planning of the

Project submitted at the time of bid submission

iii. Developer shall have obtained all applicable permits unconditionally including

environmental clearance or if subject to conditions then all such conditions

required to be fulfilled by the date specified therein and such Applicable Permits

are in full force and effect;

the Authority:

i. the Authority shall have handed over to the Developer on as-is-where-is basis

peaceful physical possession of the Project Site free from encumbrance and

encroachment

d. Project Development Plan

a) The Developer shall, within 3 (three) months from the Appointed Date, prepare

and submit to the Authority, a detailed plan for development of Project Facilities

for implementation of the project in conformity with the set Standards and

Specifications and Applicable Laws.

b) The PDP shall set out in detail the following for carrying out the Project

Development Activities:

i. Detailed list of Applicable Permits to be obtained by the Developer, the

government agency concerned for sanction and the stages in the Project when

such Applicable Permits would need to be sought;



49

ii. List of Project facilities along with details of the capacity, location, dimensions

of the same. The PDP prepared by the developer should necessarily provide for

development in a phased manner on the available land parcels in such a

manner that independent and well defined access of roads and other

infrastructures are available to all these parcels.

iii. Area statements for all Project Facilities, including FSI permissible, FSI proposed

to be consumed.

iv. Construction time schedules for completion of the project which shall be in

accordance with the Project Completion Schedule;

v. Standards & specifications of proposed buildings, project components, building

materials, procedures, type, and other details of the construction activities;

vi. Operation and maintenance requirements of Project Facilities in conformity

with the applicable acts, rules, policies and guidelines issued by the competent

authority and amended from time to time

vii. Safety requirements, procedures for emergency evacuation and other usages

related to the construction of Project Facilities;

viii. Details of the reports to be submitted and procedure for reviews

e. Damages

In case the developer fails to complete any of the milestones in the timeframe

specified in the approved Project Development Plan (unless in case of force majeure),

it shall pay damages calculated at the rate of 0.1% of the amount of Performance

Security for delay of each day until such milestone is achieved; provided further that

in the event Commencement of Operations Date (COD) is achieved on or before the

Scheduled Project Completion Date (SPCD), the Damages paid under this Clause shall

be refunded by the Authority to the developer, but without any interest thereon.

f. Agreement period

The agreement period would be 30 years, including the construction period of 3

years.

g. Development Guidelines

The Developer would need to construct the Project Facilities in accordance with the

norms specified by the Authority with respect to Design and Construction Standards



50

and maintain the facility in accordance with Operation & Maintenance Requirements.

Along with the bid submissions, the developers would be required to submit a Project

Development Plan as per the guidelines provided in the Technical Proposal.

h. Payment Terms

With respect to Annual payments, two scenarios can be considered under the

payment mechanism:

Table 13: Scenarios for Annual Payment

Scenario Description

Scenario 1 Upfront Premium payable on signing of the Agreement and annual payments

(with annual escalation of 5%) throughout the agreement period

Scenario 2 Annual payments payable from the Scheduled Project Completion Date

(SPCD) and thereafter on every anniversary of the SPCD (with annual

escalation of 5%) throughout the agreement period

i. Penalty

Any delay in the annual payments to be made by the developer to the Authority

would entail a penalty of interest on the amount due at the rate of 4% above the Bank

rate compounded annually, from the due date till the date of actual payment.

Further, if such a delay extends beyond 60 days from the due date, the same shall

form an event of default by the developer.

the Authority would through an additional auditor reconcile the details of the

revenues as per the annual reports submitted by the developer. In the event of a

discrepancy between the windfall payments declared by the developer and the

windfall payment calculated as per the annual reports, the developer would need to

make the differential payments to the Authority.

j. Events of Default

i. Developer’s Event of Default

Failure to commence commercial operations within 90 days of Scheduled

Project Completion Date (SPCD)

Failure to make any payments (annual payments as well as windfall

payments) due to the Authority within 60 days of the due date of the

payment

Failure to develop Project Facilities in accordance with the approved PDP



51

Non-adherence to O & M requirements

Project Facilities have been shut down for a period of 3 months

continuously or an aggregate period of 4 months in a calendar year

Failure to adhere to the shareholding requirement

In case of encashment of Performance Security, failure to replenish or

provide fresh Performance within a period of 30 days

Abandonment of the Project

ii. the Authority’s Event of Default

Breach of obligations envisaged under PDA

Unlawfully repudiated the agreement

Unreasonably withholding any approval / permission

Any representation / warranty is false or misleading

k. Termination Payments

The Termination payments for Force Majeure Events and Event of Default are set out

in the table below:

Table 14: Termination payments for Force Majeure Events and Event of Default

Sl No. Events Payment Obligations

1 Non-Political Force

Majeure Event

No Termination Payment shall be made by the Authority

to the Developer.

the Authority shall release the Performance Security, if

subsisting.

2 Indirect Political Force

Majeure Event

No Termination Payment shall be made by the Authority

to the Developer.


subsisting.

3 Political Force Majeure

Event


subsisting.

the Authority shall make Termination Payment equal to

100% of the Book Value less insurance proceeds, if any.

4 Developer Event of

Default

The Developer shall not be entitled to receive any

Termination Payment from the Authority



52

The Performance Security, if subsisting, shall be invoked

by the Authority.

5 the Authority Event of

Default before COD

the Authority shall release the Performance Security

The Developer shall be entitled to receive from the

Authority, Termination Payment equal to 100 % of the

Book Value.

6 the Authority Event of

Default after COD


subsisting

The Developer shall be entitled to receive from the

Authority, Termination Payment equal to 125% of the

Book Value.

l. Hand back of Project Site and Project Facilities

Upon Expiry / Termination, the Developer shall comply with and conform to the

following requirements:

i. Hand back vacant peaceful possession Project Site and Project Facilities to the

Authority free of cost, in good operable condition and free from all

Encumbrances, on as-is-where-is basis;

ii. Cure the Project Facilities from any defects and deficiencies;

iii. At least 18 months prior to the Expiry Date, submit to the Authority a bank

guarantee for an amount equal to the amount of last Annual payment of the

Agreement period (“Hand back Guarantee”), which shall be kept valid for a

period of 24 months.

iv. Execute such deeds of conveyance, documents and other writings as the

Authority may reasonably require for conveying, divesting and assigning all

the rights, title and interest of the Developer in the Project.

m. Force Majeure Event

The Force Majeure Events are defined as given below:

Table 15: Force Majeure Events

Event Description

Non-Political Act of God, epidemic, chemical or radioactive contamination or ionizing radiation, fire or explosion, strikes or boycotts interrupting supplies and services to the Project

Indirect Political

An act of war, embargo, riot, civil commotion or politically motivated sabotage, industry-wide or State-wide strikes

Direct Political

Change in Law, compulsory acquisition in national interest or expropriation of any Project assets



53

10. Estimation of Project Costs

The chapter summarized the estimated project cost for developing the proposed Disney

Land Theme Park.

The base construction cost of the Project has been estimated at Rs. 127.0 Crores. The

details of the same are presented below.

Table 16: Base Construction Cost

Sl.

No

Item Area/

Number

Total Cost

(Rs. Crores)

1 Disney Land Theme Park 50,000 sq.ft

35.0

2 Rides 50,000 sq.ft

25.0

3 Resorts 20,000 sq.ft

25.0

4. Water Park 25,000 sq.ft

25.0

5. Food Court 5,000 sq.ft.

6.5

6. Live Show/ Program Zone 15,000 sq.ft

6.0

7. Land scaping & Support

Infrastructure

15,000 sq.ft 4.5

Total Base Cost 127.0

The base cost is as per estimations carried out for the current year i.e 2015. Assuming a

2 year construction period, the cost has been escalated at the rate of 5% per annum to

estimate the landed project cost. The landed construction cost could be of the order of

Rs. 140 Crores.

Considering contingency, preliminary & pre-operative expenses and interest during

construction (IDC) the total Project Cost has been estimated at Rs. 144.9 Crores.

Table 17: Project Cost

Sl. No Item Amount (Rs. Crores)

1. Construction Cost 140



54

2. Contingency (2% of construction cost) 2.8

3. Preliminary expenses (1.5% of construction cost) 2.1

Thus, considering all components, the total project cost is estimated to be around Rs.

144.9 Crores.



55

11. Way Forward

10.1 Critical Success factors

The success of the implementation of the project under PPP would mainly depend on

the following factors:

Figure 14: Critical Success Factors

10.2 Way Forward

The following actions need to be taken in order to proceed further on the project:

a. Identification of large contiguous land in proximity the Bengaluru city.

b. Critical Support Infrastructure Projects- Augmentation of basic civic amenities and

improvement of road linkages, public transportation, parking facilities & signage

in the region.

c. Finalization of project structure.

• Development of a world class theme park.

• Development of allied infrastrucutre like restaurants and food courts.

• Roads and Connectivity improvement for the catchment region and Public Convenience (Civic amenities like drinking water, toilets, etc. parking facilities at tourist locations and signage).

Development Activities

•Coordinated efforts required to involve all State level agencies such as:

•Karnataka State Tourism Development Corporation (KSTDC)

•Department of Tourism, Government of Karnataka (DoT)

•District Administration (DC’s office)

•Local Tourist operators

Coordination

•Aggressive marketing and promotion of the theme park at national and international levels.

Marketing Activities



56

Annexure I - Case Studies

A number of international amusement and theme parks were analyzed. Successful

amusement & theme parks from across the world would form part of the basket of case

studies which includes a mix of both Western and Asian. The parks listed below would

be studied in detail to understand the relevant critical success factors (CSF)

1.1 Walt Disney World Resort, Florida, USA

Location

The Walt Disney World Resort is located 22 miles

southwest of Orlando, Florida, on approximately

25,000 acres of owned land. The resort includes

theme parks (the Magic Kingdom, Epcot,

Disney’s Hollywood Studios and Disney’s Animal

Kingdom); hotels; vacation club properties; a

retail, dining and entertainment complex; a

sports complex; conference centers;

campgrounds; golf courses; water parks; and other recreational facilities designed to

attract visitors for an extended stay.

Operator

It is owned and operated by the Walt Disney

Parks and Resorts segment of The Walt Disney

Company. The Walt Disney Company, together

with its subsidiaries, is a diversified worldwide

entertainment company with operations in five

business segments: Media Networks, Parks and

Resorts, Studio Entertainment, Consumer

Products and Interactive Media.

The Company owns and operates the Walt Disney World Resort in Florida, the

Disneyland Resort in California, the Disney Vacation Club, the Disney Cruise Line, and

Adventures by Disney. The Company manages and has effective ownership interests of

51% and 47%, respectively, in Disneyland Paris and Hong Kong Disneyland Resort. The

Company also licenses the operations of the Tokyo Disney Resort in Japan. The

Company’s Walt Disney Imagineering unit designs and develops new theme park

concepts and attractions as well as resort properties.



57

Facilities

Sl no Facilities Descriptino

1. Theme Parks Magic Kingdom

Epcot

Disney’s Hollywood Studios

Disney’s Animal Kingdom

2. Water Parks Disney’s Blizzard Beach

Disney’s Typhoon Lagoon

2. Hospitality Totally about 31 hotels under various

categories with different themes such as

Animal Kingdom Villas (Jambo House, Kidani

Village) , Bay Lake Tower, Beach Club Villas,

Lodge concepts, Contemporary hotel

concepts etc.

There are Villas, Resorts and Hotel typologies

under various segments as Deluxe Villa,

Deluxe, Moderate and Hotels

Deluxe Villas: 8 types

Deluxe: 8 types

Moderate: 15 types

Value : 5 types

Campground: 1 type

Beach Destinations: 2 types

Other Select Deluxe Hotels: 2 types

3 Other Facilities Downtown Shopping

Disney’s Golf Courses

Disney’s Board Walk

ESPN Wide World of Sports Complex

Cirque Du Soleil Theater

Spas

Richard Petty Driving Experience



58

Theme Parks and Resorts

The Walt Disney World Resort includes theme parks (the Magic Kingdom, Epcot,

Disney’s Hollywood Studios and Disney’s Animal Kingdom); hotels; vacation club

properties; a retail, dining and entertainment complex; a sports complex; conference

centers; campgrounds; golf courses; water parks; and other recreational facilities

designed to attract visitors for an extended stay.

1. Magic Kingdom — The Magic Kingdom, which opened in 1971, consists of

seven themed lands: Main Street USA, Adventureland, Fantasyland,

Frontierland, Liberty Square, Mickey’s Toontown Fair and Tomorrowland. Each

land provides a unique guest experience featuring themed rides and

attractions, live Disney character interaction, restaurants, refreshment areas

and merchandise shops. Additionally, there are daily parades and a nighttime

fireworks extravaganza, Wishes.

2. Epcot — Epcot, which opened in 1982, consists of two major themed areas:

Future World and World Showcase. Future World dramatizes certain historical

developments and addresses the challenges facing the world today through

major pavilions devoted to showcasing science and technology improvements,

communication, energy, transportation, using your imagination, nature and

food production, the ocean environment and space. World Showcase presents

a community of nations focusing on the culture, traditions and

accomplishments of people around the world. Countries represented with

pavilions include the United States, Canada, China, France, Germany, Italy,

Japan, Mexico, Morocco, Norway and the United Kingdom. Both areas feature

themed rides and attractions, restaurants and merchandise shops. Epcot also

features Illuminations: Reflections of Earth, a nighttime entertainment

spectacular.

3. Disney’s Hollywood Studios — Disney’s Hollywood Studios, which opened in

1989, consists of four themed areas: Hollywood Boulevard, Sunset Boulevard,

Animation Courtyard, and Backlot. The four areas blend together as a large

movie set and provide behind-the-scenes glimpses of Hollywood-style action

based on movies and TV shows. The park provides various shows, attractions,

themed food service and merchandise facilities. Disney’s Hollywood Studios

also features Fantasmic!, a nighttime entertainment spectacular.

4. Disney’s Animal Kingdom — Disney’s Animal Kingdom, which opened in 1998,

consists of a 145-foot Tree of Life centerpiece surrounded by six themed areas:



59

Dinoland U.S.A., Africa, Rafiki’s Planet Watch, Asia, Discovery Island and Camp

Minnie-Mickey. Each themed area contains adventure attractions,

entertainment shows, restaurants and merchandise shops. The park features

more than 300 species of mammals, birds, reptiles and amphibians and 3,000

varieties of trees and plants.

5. Downtown Disney: The Walt Disney World Resort also hosts a 120-acre retail, dining and entertainment complex known as Downtown Disney, which consists of the Marketplace, West Side and Pleasure Island. Downtown Disney is home to the 51,000-square-foot World of Disney retail store featuring Disney-branded merchandise, Cirque du Soleil, the House of Blues, and the Company’s Disney Quest facility. A number of the Downtown Disney facilities are operated by third parties that pay rent and license fees to the Company. In September 2008, the Company commenced a multi-year project to enhance Pleasure Island, which will feature new shopping and dining experiences to entertain guests of all ages.

6. Hotels and Other Resort Facilities — As of October 2, 2010, the Company

owned and operated 17 resort hotels at the Walt Disney World Resort, with a

total of approximately 22,000 rooms and 468,000 square feet of conference

meeting space. In addition, Disney’s Fort Wilderness camping and recreational

area offers approximately 800 campsites.

7. In the Downtown Disney Resort area, seven independently-operated hotels

are situated on property leased from the Company. These hotels include

approximately 3,700 rooms. Additionally, the Walt Disney World Swan and the

Walt Disney World Dolphin hotels, which have approximately 2,300 total

rooms, are independently operated on property leased from the Company

near Epcot.

8. ESPN’s Wide World of Sports, which opened in 1997 under the name Disney’s Wide World of Sports, is a 220-acre sports complex providing professional caliber training and competition, festival and tournament events and interactive sports activities. The complex’s venues accommodate multiple sporting events, including baseball, tennis, basketball, softball, track and field, football and soccer. Its stadium, which has a seating capacity of approximately 9,500, is the spring training site for MLB’s Atlanta Braves. The Amateur Athletic Union hosts more than 40 national events per year at the facility.

9. Disney's Board Walk contains more than 90,000 square feet of shops,

restaurants and nightclubs. It encompasses Crescent Lake and is "a village on



60

the water" near many Disney Resort hotels in Walt Disney World Resort. This quarter-mile entertainment, dining and shopping area is also conveniently close to 2 Disney Theme Parks.

Magic Kingdom Park

Enchanting entertainment, classic

attractions, beloved Disney

Characters and spectacular

parades and fireworks in a place

where fairytale dreams can come

true.

Epcot

Attractions and entertainment

dedicated to technological

innovation and the culture and

cuisine of 11 nations.

Disney's Typhoon Lagoon

Attractions for the whole family—from fast waterslides to a children's area with pint-sized raft rides. Catch 6-foot waves in the Surf Pool and snorkel Shark Reef—with real sharks!

Disney's Blizzard Beach

Featuring one of the world's tallest and fastest waterslides, as well as slides and rides for the whole family.

http://disneyworld.disney.go.com/parks/magic-kingdom/

http://disneyworld.disney.go.com/parks/epcot/

http://disneyworld.disney.go.com/parks/typhoon-lagoon/

http://disneyworld.disney.go.com/parks/blizzard-beach/

http://disneyworld.disney.go.com/parks/typhoon-lagoon/

http://disneyworld.disney.go.com/parks/blizzard-beach/



61

Disney's Animal Kingdom Park

The world's largest animal-

themed park full of attractions,

adventure and fantastic animals.

Disney's Hollywood Studios

Shows, attractions and tours

offering behind-the-scenes

glimpses of Hollywood-style

action.

Disney Board Walk

It has 90,000 sq ft of retail, leisure and entertainment with a crescent shaped lake. It

has many resorts part of DWR and is conveniently located near to Theme parks

Other recreational amenities and activities available at the Walt Disney World Resort include four championship golf courses, miniature golf courses, full-service spas, tennis, sailing, water skiing, swimming, horseback riding and a number of other noncompetitive sports and leisure time activities. The resort also includes two water parks: Blizzard Beach and Typhoon Lagoon.

Other Attractions Disney's Wedding Pavilion, Disney's Board Walk, Disney's Wide World of Sports Complex, Walt Disney World Speedway, Downtown Disney and Disney Resort Hotels

http://disneyworld.disney.go.com/parks/animal-kingdom/

http://disneyworld.disney.go.com/parks/hollywood-studios/

http://disneyworld.disney.go.com/parks/animal-kingdom/

http://disneyworld.disney.go.com/parks/hollywood-studios/



62

Hospitality

There are total of 40 hospitality projects within and outside of Disney World Resort. The

resorts/.villas within DWR are planned under various categories with different themes

such as Animal Kingdom Villas (Jambo House, Kidani Village), Bay Lake Tower, Beach Club

Villas, Lodge concepts, Contemporary hotel concepts etc.

There are Villas, Resorts and Hotel typologies under various segments as Deluxe Villa,

Deluxe, Moderate and Hotels.

Sl no. Resort/Hotel Type No of Hospitality

Projects

No. of

Rooms

1 Deluxe Resorts 10 8,261

2 Moderate Resorts 4 7,083

3 Value Resorts 1 8,324

4 Cabins and Campgrounds 7 800

5 Disney Vacation Club Resorts/Disney

Deluxe Villa Resorts

7 3,908

6 Future Disney Resorts 1 864

7 Future Residential Areas 1 450

8 On-site Non-Disney Hotels 9 5,781

Total 40 35,471

Pricing & Revenue

The pricing details of various components of the park are listed below:

Particulars Price Remarks

Theme Parks – One Day

Pass

USD 87.33 – Adult



63


USD – 78.81 - Child Adult – 10 years and above

Children – 3-9 years Annual Pass USD 531.44 – Adult

USD 479.25 - Child

Annual Pass - Premium USD 669.89 – Adult

USD 603.86 - Child

Water Park USD 48.99 – Adult

USD 42.60 - Child

Disney Quest USD 44.73 – Adult

USD 38.84 - Child

Parks and Resorts segment generates revenue from the sale of admissions to theme parks,

the sale of room nights at hotels, merchandise, food and beverage sales, sales and rentals of

vacation club properties and the sale of cruise vacation packages. Operating expenses include

labor, costs of sales, repairs and maintenance and entertainment.

Capital expenditures for the Parks and Resorts segment are principally for theme park and

resort expansion, new rides and attractions, cruise ships, recurring capital and capital

improvements.

The Walt Disney Company (Parks and Resorts) – (USD million)

Category 2006 2007 2008 2009 2010

Total revenue 9,925 10,626 11,504 10,667 10761

Admissions 3,221 3,454 3,653 -- --

Food,

merchandize

and games

3,085 3,342 3,623 -- --

Accommodation

and other 3,619 3,830 4,228 -- --

Operating

Income 1,534 1,710 1,897 1,418 1,318



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Operating

Income (%) 15.5% 16.1% 16.5% (25%) (7%)

Source: Company Annual Financial Report – Fiscal Year 2010



65

Map of Walt Disney World Resort at Florida



66

Map of Magic Kingdom in Walt Disney World Resort at Florida



67



68



Infrastructure Development Corporation (Karnataka) Limited Page 69

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Future Plans

The $4.4 billion Shangai Disney Resort is planned on 963 acres of land. The project was approved recently by the Chinese central

government, with share of 43% of the project to Disney and 57% to a trio of state-owned businesses, collectively known as the

Shanghai Shendi Group. The project's costs and profits are to be divided along those proportions.

The ground breaking ceremony was on 8th April 2011 and is expected to be completed in 5 years time period. Location at Shangai is

within 3 hour drive from 300 million people.

Key Takeaways

Development Time Period

Disneyland at Florida started in 1971 and there has been constant addition of new concepts, themes, rides till late 1990’s. The time-

period involved in development process is long with high capital investment and reinventing of ideas. This is one of the key success

factors of Disneyland at Florida which to date commands highest footfall in the world among the Amusement/Theme parks.

Wide gap in footfall (India vs the US)

There is a huge gap in the footfall generated by top amusement parks in India in comparison with leading international parks

worldwide. Most popular international parks see an average annual footfall that is over 10 times greater than that generated by the

any of the larger amusement parks in India.

Disney Cost Management Strategy

Disney employs majority of workers on contractual basis to reduce labor costs which comprise huge share of outgoings. The strategy

helps company to scale back its excess workforce during lean period.

A Comparison of all the Disneyland Parks structures:



70

Location Area

(acres)

Facilities Number of Visitors

and Employees

Investment

Sources

Remarks

California 510 1. Theme Parks- 2 (140 acres)

2. Hotels – 3 (2224 rooms)

3. Entertainment area- 20 acres

4. Convention area- 2,00,000 sq.ft

Employees- 20,000

Visitors- 21.95 million

Wholly owned US$17 million in 1955

Florida 25,000 1. Theme Parks- 4 (985 acres)

2. Water Parks-2

3. Golf courses- 5

4. Entertainment area- 120 acres

5. Hotels- 23 (~25,000 rooms)

6. Convention center- 6 L sq.ft

7. Sports complex- 220 acres

Employees- 62,000

Visitors-47.51 million

Wholly owned NA

Tokyo 494 1. Theme Parks- 2 2. Hotels -3 (1712 rooms) 3. Convention area- 1,61,000

sq.ft 4. Entertainment town- 29 acres

Employees- 20,000 Visitors- 25.65 million

Owned and Operated by Oriental Land Co., Ltd- pays license fees to Disneyland

Total Investment- USD 1.4 billion in 1983

Paris 4,800 1. Theme Parks-2 (188 acres) 2. Hotels- 7 (5760 rooms) 3. Disney Village- largest

entertainment complex outside Paris

Employees- 12,300 Visitors- 12.74 million

Public Company Walt Disney- 39% Price Al-Waheed-17%

US$ 5 billion in 1994; Govt. provided US$770 million at very low interest rates and connectivity to project site



71

Hongkong 457 Hotels- 2 (1000 rooms) Employees- NA Visitors- 4.6 million

Walt Disney- 43% HK Govt. -57%

US$1.5 billion (80% contribution from HK Govt.)

DEVELOPMENT OF DISNEY LAND THEME PART AT BENGALURU Project Structure Report

Infrastructure Development Corporation (Karnataka) Limited Page 72

1.2 Genting Highlands, Malaysia

Genting Highlands Resort with world-standard entertainment facilities encompassing indoor

and outdoor theme parks and gaming facilities, has become the "City of Entertainment" and

Malaysia's Premier Resort.

The first hotel was started in 1971 and there has been continued development of the area

to this present day to enhance Genting Highlands Resort as the premier holiday destination

in the region while ensuring that the natural beauty of the rain forest is maintained.

Location

Genting Highlands, only fifty kilometers (less than an hour) from Kuala Lumpur, is the most

developed hill resort in Malaysia. It is nestled on a mountain peak within the Titiwangsa

Mountains on the border between the states of Pahang and Selangor of Malaysia.

It is accessible by car from Kuala Lumpur in one hour, or also accessible by a cable car called

Genting Skyway (3.38 km) which at its opening used to be the worlds fastest and South East

Asia's longest gondola lift.

At 2,000 meters above sea level, it offers a cool respite from Malaysia's capital city

combined with all of the excitement, luxury, and entertainment of an international resort

destination.

Location of Genting Highlands at Kuala Lumpur

Accessibility

Genting Malaysia offers a wide variety of transportation to Resorts World Genting. Daily

tour bus services for WorldCard members have expanded from eight locations when first

introduced in 2009 to an existing 41 locations throughout Peninsular Malaysia. The “Go



73

Genting” express bus fleet provides timely, convenient

and economical journeys from five locations within the

Klang Valley. The limousine fleet has grown to 56

vehicles over time, bolstered by a replacement plan

policy of five years to ensure safety and comfort.

While the resort is directly accessible by road, many

visitors choose to enhance their experience by riding on

the Genting Skyway and Awana Skyway. The cable car rides sold 2.8 million tickets in 2010

(2009: 3.1 million)

Operator

Resorts World Genting is operated by Genting Malaysia

Berhad (formerly known as Resorts World Bhd), which also

operates Awana chain of resorts & hotels.

Genting Berhad is an investment holding and management

company. The principal activities of the subsidiaries

include leisure and hospitality, gaming and entertainment

businesses, plantation, the generation and supply of

electric power, property development and management,

tours and travel related services, genomics research and development, investments and oil

and gas exploration, development and production activities

Facilities at Genting HIghlands

Sl no Facilities Description

1. Genting Theme

Park

Multi-million Ringgit theme park with over 40 rides. Has 3

Theme Parks : Genting Outdoor Theme Park, First World

Indoor Theme Park and Water Park

Signature

Attractions at

Theme Park

Flying Coaster

Genting Sky Venture

Haunted House

Ripley's Believe It or Not! Museum

Snow World

Space Shot

2. Casino De

Genting

Only Land based Casino at Genting

http://en.wikipedia.org/wiki/Ripley%27s_Believe_It_or_Not!



74


3. Hotels First World Hotel is largest hotel in world with 6114 rooms.

There are total of six hotels in the resort.

Maxims Hotel

First World Hotel

Genting Hotel

Highlands Hotel

Resort Hotel

Theme Park Hotel

4. Convention

Facilities

20,000 square feet (1,900 m2) Convention Halls, 87,400

square feet (8,120 m2) of Meeting Rooms, Business Centre,

Three discussion rooms and three boardrooms

5. Retail – First

World Plaza

The First World Plaza has over 200 shopping outlets

6. Live Performance

Venues

Arena of Stars

Genting International Showroom

Genting International Convention Centre

Pavilion Hall

First World Plaza

7. Others Nearly 8 Dining Options

Nightlife Safari

Theme Park

The Genting Theme Park is a sprawling, multi-million Ringgit theme park with over 40 rides

that are either indoor or outdoor. The resort has three theme parks which are Genting

Outdoor Theme Park, First World Indoor Theme Park and Water Park. There also is a Casino

which is one of the main attractions and crowd puller.

The First World Plaza has over 70 retail outlets selling things such as trendy merchandise

and fashion accessories.

Outdoor Theme Park

The cool mountain air makes it an exhilarating experience

to enjoy the many rides at the Outdoor Theme Park.

The major attractions include Thrill Rides, Spinner, Cyclone,

http://en.wikipedia.org/w/index.php?title=Maxims_Hotel&action=edit&redlink=1

http://en.wikipedia.org/wiki/First_World_Hotel

http://en.wikipedia.org/wiki/Genting_Hotel

http://en.wikipedia.org/wiki/Highlands_Hotel

http://en.wikipedia.org/w/index.php?title=Resort_Hotel&action=edit&redlink=1

http://en.wikipedia.org/wiki/Theme_Park_Hotel



75

Bumper Boats, Corkscrew, Family Rides, Tea Cup, Flying Jumbo, Boating, and Dinosaur Land.

There are over 20 signature attractions which include:

Flying Coaster Genting Sky Venture Haunted House Ripley's Believe It or Not Museum Snow World Space Shot

The Sky Venture simulates actual skydiving without the risks.

. Cork Screw Spinner

Snapshots of some of the rides are shown below

Indoor Theme Park

Both in the indoor and outdoor parks, rides have been grouped into three categories –

Family, Thrill and Children’s rides.

The casino can be accessed from the indoor park zone.The map below shows broadly the

layout of the indoor amusement park area with the various rides offered



76

Water Park

The heated water play area is the only water park at 6,000 feet above sea level. The heated

pool is sheltered and the attractions include Action River, Big Bucket, Rainforest Splash Pool

Tornado Slide and many more!

Layout Map at Indoor Theme Park in Genting Highlands

Hospitality

There are six hotels at Resorts World Genting. These are Maxims Genting, Highlands Hotel,

Theme Park Hotel, Resort Hotel, Awana Genting Highlands Golf & Country Resort and First

World Hotel. First World Hotel is the world’s largest hotel with 6,118 rooms as



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acknowledged by the Guinness World Records and Ripley's Believe It or Not. The map below

shows the layout of the theme park and hotels across Genting Highlands.

Layout of theme park and hotels at Genting Highlands

Awana Genting Highlands Golf & Country Resort also boasts an award-winning 18-hole golf course as well as other sporting and entertainment facilities.

Maxims Suite is catering to the VIP clientele visiting Genting with ADR between RM 1,200 – 4,750.

Majority of visitors stay at the First World Hotel, which is the largest hotel in the world with 6,118 rooms. Thus Genting Highlands has rooms to cater all types of visitors and for all budgets.

The check-in time is 3:00 pm and check-out at 12:00 pm. This is to encourage over night stays in the hotels. Also, the calendar year has been divided into four seasons depending on demand, public holidays and school holidays to price the rooms.

The key performance indicators are:

Six hotels (3-5 stars) at RWG with over 10,000 rooms

Average hotel occupancy of 93% in 2010 (2009: 92%)

Average Room Rate of RM81 (USD 27)

WorldCard member’s takes up more than 61% (2009: 53%) of room sold



78

Awana horse ranch offers equestrian activities, rides for children and lessons for beginners. For golfers, the Awana Golf and Country Resort offers a challenging 18-hole, par-71 golf course.

Meetings, Incentives, Conventions & Exhibitions

Genting International Convention Centre

Genting International Convention Center or GICC is a favourite international destination for meetings, incentives, conferences and exhibitions (MICE). IT constitutes of Grand Ballroom and Convention Hall and host of other live performance stages

Grand Ballroom: GICC has one of the largest column-free Grand Ballroom in Malaysia with a total built-up area of 181,467 sq ft and is equipped with state-of-the-art audio video and information technology equipment.

It can accommodate up to 2,000 delegates in banquet-style and 3,500 delegates in theatre-style seating, and the entire area can be split up conveniently into two to four sections according to clients' needs.

Convention Hall: The 20,000 square feet Convention Halls is multi-purpose and can be used for any functions. It can cater up to 1,200 delegates in theatre-style seating. The hall can be split up into 3 smaller halls according to clients’ needs.

The MICE facilities also have other support facilities like

Business center, Meeting rooms, Board rooms etc.

Live Performance Areas

These large amphitheaters and stages host large concerts, shows which are again crowd

pullers into Genting Highlands. These further add to the footfalls in the Theme Park.

Arena of Stars: a hall where wide range of concerts are staged live by international

superstars frequently. It is fully roofed amphitheatre is equipped with state-of-the-art sound

and lighting system

The Pavilion Hall located at First World Plaza, is suitable for concerts as well as sporting

events. It has a stadium seating capacity of more than 2000 persons and the whole Pavilion

can be set up to accommodate more than 6,000 persons.



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Arena of Stars The Pavilion Hall

Genting International Showroom is a state-of-

the-art showroom supported by the latest

sound and lighting system as well as theatrical

stage equipment including an impressive

revolving stage and flying towers. It has a

seating capacity of up to 1,700 persons.

Pricing


Typical Package - 2 Day

1Night

RM 110 per person Daily departure roundtrip to Genting via

Air-Conditioned VIP Coach with a one

night accommodation at First World Hotel

on twin sharing basis

Indoor – One Day Pass* RM 30 per person

Signature Attraction like Sky Venture

excluded

Outdoor – One Day Pass* RM 30 per person

Signature Attraction like Flying Coaster

excluded

Snow World RM 20 per person

RM 70 - Family

Snow Park

(Duration – ½ Hour)

Flying Coaster RM 12 per person Roller Coaster



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Genting Sky Venture

RM 46 - Adult

RM 21 - Child

RM 138 - Family

Simulated Skydiving

Genting Skyway RM 5 - Single Ride

RM 10 - 2 way Cable Car Ride up to Genting Highland

The day pass and unlimited ride pass is not entitled to Sky Venture, Snow World, First World

Cineplex, Genting X-pedition Wall, Ripley's Believe It or Not, Haunted Adventure & Flying

Coaster, Video Simulation Machine and Cyber Café.

Tourist visits/performance A snapshot of its performance is presented below:

Over 19.9 million visitors in 2010

Over 13,000 employees

Over 3 million Genting loyalty World Card members

Over 10,000 rooms at the Resorts World Genting

EBITDA of US$647 million in 2010

Day trippers - in excess of 70% of total visitors to RWG.

Malaysians took over 60% of rooms sold

Competitive Strategies:

The casino at Genting is a significant driver which attracts visitors. A strong 65% revenue mix

caters to the mass market business. Locals form bulk of the 19.9 million visitors. Also, the

variety of price points is offered to with competitive room rates, F&B and Theme Park

prices.

For the VIP market segment, 35% of revenue mix is derived from the premium players

business. Competitive marketing and high level of service delivery have ensured repeat

business.

In addition to counter the threat of other destinations joint marketing initiatives with

Resorts World Sentosa have been rolled out. Offerings at Genting have been expanded

similar to Macau.



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Future Plans

The Group has recently opened Resorts World New York. They wish to further expand

operations to UK, USA, Egypt and Vietnam. As far as RWG is concerned, there is a

continuous plan to upgrade facilities and infrastructure, with an estimated capex of RM500

million in 2011.



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1.3 Sentosa, Singapore

Sentosa was once a fishing village known as Pulau Blakang Mati. It later became a British

military fortress until 1967 and was handed back to the newly independent Singapore

Government. In 1968, the Government decided to develop the island into a holiday resort

for local visitors and tourists. The public was invited to suggest names for the island and

"Sentosa" - meaning peace & tranquility in Malay - was eventually chosen for the island

resort.

Sentosa Development Corporation (SDC) was constituted on 1st September, 1972 as a

statutory board under the purview of the Ministry of Trade and Industry. Presently Sentosa

is Singapore's premier island resort getaway with multi-faceted appeal, teeming with events

all year round.

It is a unique blend of leisure and recreational facilities including family attractions, sea

sports, golf as well as hotel accommodation and retreats. It covers an area of about 5000

acres with 3.2-kilometre stretch of white sand beach. It also offers beachfront

accommodation and over 670 hotel rooms with full facilities.

Resorts World Sentosa integrated resort or Sentosa IR is Singapore's first 49-hectare

integrated resort, officially commenced operation in early 2010. As the name states, this

new development is located on Singapore's prided island-attraction, Sentosa. Within this

area there are six hotels, a casino, Universal Studios Singapore, The Marine Life Park, the

Maritime Experiential Museum and the Equarius Water Park.

Location

Sentosa has an area of 5 kilometre square and is located 0.5 km from the main land

Singapore. 70% of the island is covered by secondary rainforest. Sentosa is a habitat of

monitor lizards, monkeys, peacocks, parrots and other native flora. It has a beach stretching

3.2 km.

Accessibility

Sentosa is connected to Singapore by road, monorail and

cable car. It is just 20 minutes from Singapore city accessible

through cable car. It also recently opened the Sentosa

Boardwalk this year - a new pedestrian facility. The opening

of the Sentosa Boardwalk was timely in easing the load

onboard the monorail system.

The monorail service operated at maximum capacity during peak periods, carrying 4,000

passengers per hour per direction, with five trains running at an average of 3-minute



83

intervals. The shuttle bus service to Harbour Front Bus Interchange operated at a frequency

of 3 to 5 minutes.

Over half of the visitors arrive on Sentosa by public transport. About ten per cent of the

guests took the new Sentosa Boardwalk to experience the new pedestrian facility. Eighteen

per cent rode on the Sentosa Express monorail, while the remaining twenty-two per cent

hopped on to the other public transportation services into Sentosa, including shuttle buses,

tour coaches and the Jewel Cable Car ride.

Guest ambassadors and traffic marshals are deployed at busier locations on and off the

island, including Harbour Front Bus Interchange, Siloso Point and Imbiah Lookout, and

additional queue holding areas were provided for at the Beach Station Bus Interchange, to

manage any surge in operations for outbound guests.

Operator

Resorts World Sentosa has been conceptualized by the same group behind Malaysia’s

reputed leisure and gaming destination Genting Highlands. The Sentosa offering has been

enhanced and strengthened when Resorts World at Sentosa opened in 2010. Spanning 49

hectares, this S$6.59-billion (~Rs. 30,973 Crores) mega resort features Southeast Asia’s first

and only Universal Studios theme park, the world’s largest Oceanarium, the region’s first

integrated destination spa as well as some 1,800 rooms spread across six hotels with varying

themes.

Facilities at Sentosa


1. Sentosa, Singapore It is a unique blend of leisure and

recreational facilities including family

attractions, sea sports, golf as well as hotel

accommodation and retreats. It covers an

area of about 5000 acres with 3.2-kilometre

stretch of white sand beach. It also offers

beachfront accommodation and over 670

hotel rooms with full facilities.

Signature Attractions Universal Studios Singapore

IFly

Wave House

Luge & Sky ride



84


Underwater World

2. Casino Resorts World Sentosa Casino - 15,000

square metre casino that runs all day long

3. Hotels Maxims Tower

Crockfords Tower

Hotel Michael,

Festive Hotel

Hard Rock Hotel

Equarius Hotel

Spa Villas

4. Convention Facilities The Grand Ballroom and its spectacular

grandeur with its theatre-style seating which

holds a capacity of 7,300 people. Beneath the

Festive Hotel is a 1,500 sqm plenary hall,

large enough to seat 1,600 people.

5. Retail – Vivo Mall Vivo Mall is Singapore’s Largest Mall located

at the MRT station leading towards Sentosa

Island. Further there are numerous retail

shops and kiosks around the island.

6. Live Performance Venues Songs of the Sea

Voyage de la Vie

Crane Dance

7. Others The park includes about 30 restaurants and

food carts together with 20 unique retail

stores and carts located around the park.

Theme Park

Sentosa is Singapore’s premier island resort getaway and Asia’s leading leisure destination.

This resort island is home to a plethora of themed attractions, award-winning spa retreats,

lush rainforests, white sandy beaches, resort accommodation, championship golf courses, a



85

deep-water yachting marina and luxury residences. Some of the keys highlights are defined

in the map below:

Map of Sentosa Island

There are various theme developments under each of the four concepts as defined on map.

Some of these are as follows:



86

IMBIAH LOOKOUT

Tiger Sky Tower: Singapore's tallest observatory tower offers panoramic views at 131

metres above sea level across Singapore, Sentosa, Southern Islands, right up to neighboring

Malaysia and the Indonesian islands. The Tiger Sky Tower has a capacity of 72 in its

enclosed, air-conditioned cabin. Day or night, views from the tower promise to be both

scenic and breathtaking. Located adjacent to the Sentosa cable car station, the Tiger Sky

Tower is a key point of interest and forms a distinctive landmark as it soars above the

surrounding natural greenery.

The Merlion is a 37m high structure featuring a sitting lion. It was opened in 1996. It recalled

the story of Sang Nila Utama who saw a lion in Temasek (sea town – Singapore old name).

Visitors may take a lift up to 12th floor to view the city state.

Singapore Cable Car: The 1.6 km ride to and from Sentosa offers expansive views of lush

greenery and stunning coastal sights.

Sentosa 4D Magix: The state-of-the-art 4D movie theatre offers a

whole new generation of movie magic. Through the

synchronization of a full spectrum of visual effects, surround

sound, individually-controlled motion seats and special

environmental effects such as water spray, etc.

Sentosa Cineblast was opened in 2007. It brings visitors on an extreme 3D long ride using

the latest technology equipped with unique sound and light technology that is found in the

Universal Studios in the United States.

Butterfly Park & Insect Kingdom: The Butterfly Park allows one to stroll through the lush

surrounds and cool outdoor conservatory. It has 15,000 butterflies of more than 50 species.

The Insect Kingdom houses some 3,000 species from all over the world.

SILOSO POINT

Dolphin Lagoon: In the Dolphin Lagoon one gets to observe the highly intelligent Indo-

Pacific Humpback Dolphins through a series of interactive, feeding and training sessions

specially designed to demonstrate their natural ability of tail-walking synchronization. Lucky

visitors might even score a peck on the cheek, or a chance to wade next to them, fully

supervised by the trainers, of course.

Underwater World: One of the attractions available in Sentosa is the Underwater World &

Dolphin Lagoon which is an oceanarium located at the western part of Sentosa. The

Underwater World Oceanarium on Sentosa is home to more than 2,500 fishes from 250



87

different species. The Touch Pool for some 'hands on' experience with starfish, stingrays and

baby sharks. A moving travellator ferries visitors to the ocean floor through an 83-metre-

long acrylic tunnel. The person is surrounded by sharks, stingrays, eels and schools of fish

glide past - engrossed in their own world. Interactive programmes such as 'Dive with the

Sharks' or 'Dive with the Dugong' are available upon advance booking.

BEACHES

Skyline Luge Sentosa: Part go-cart, part-toboggan, pure

excitement - the luge is a fun-filled gravity ride that's

safe for all ages. With a unique steering and braking

system that allows the ride as leisurely or as exciting as

one wants.

Songs of the Sea: Songs of the Seas show was started in

2007 replacing the 25 years old Musical Fountain show. It is the world’s only permanent

show set in the sea.

Songs of the Sea brings a mesmerizing show with a live cast and dramatic effects

pyrotechnics, water jets, brilliant lasers, special computer imaging, captivating music and

stunning flame bursts. It is a one-of-a-kind entertainment that's not to be missed. Songs of

the Sea is an outdoor all-weather event.

iFly: Visitors will have a chance to experience the feeling

of skydiving. They will have to wear jumpsuits and

helmets before they can enter this $16 million skydiving

simulator. It uses four fans to shoot air from the ground,

keeping fliers hovering in the air.

iFly Singapore, the first of its kind in Singapore and the

world’s largest skydiving simulator facility. The facility

will feature a five-storey high vertical wind tunnel that

accommodates up to 20 professional flyers at one time.

Wave House Sentosa: The main draw of the 70,000

square feet complex is the three-metre high barrelling

wave simulator, the first of its kind in Singapore. Guests

can enjoy the ultimate California beach experience as

they eat, dance and surf at this new three-in-one party hotspot on Siloso Beach.



88

RESORTS WORLD SENTOSA

Resorts World Sentosa integrated resort or Sentosa IR is Singapore's first 49-hectare

integrated resort, officially commenced operation in early 2010. Within this area there are

six hotels, a casino, Universal Studios Singapore, The Marine Life Park, the Maritime

Experiential Museum and the Equarius Water Park. Universal Studios has commenced

operation and the details are provided below. The other three attractions are underway and

to be operated in soon.

UNIVERSAL STUDIOS, SINGAPORE

Occupying an area of 20 hectares, Universal Studios Singapore has a

total of 24 attractions and 18 of them have been specially designed

for the new park. A theme park for the whole family, Singapore's

Universal Studios has attractions for everyone from the young, to

the young at heart. Adults can seek thrills on the heart-pounding

roller coasters and thrill rides while kids can enjoy the magic of

gentle rides like the Dino-Soarin’ attraction. Even senior citizens can

enjoy the park, with live shows like “Monstrocity” and family friendly

rides such as Madagascar: The Crate Adventure.

Seven Uniquely Themed Zones

Guests at Universal Studios Singapore will get to experience seven distinct zones in the park:

Hollywood, New York, Sci-Fi City, Ancient Egypt, Lost World, Far Far Away, and Madagascar.

The park boasts 24 rides and attractions in total, 18 of which are unique to Universal Studios

Singapore. Visitors will also enjoy a plethora of dining options and gift shops to satisfy even

the most discerning tastes.

Map of Universal Studios at RW Sentosa Hollywood



89

The entrance to the new park makes up the first zone, Hollywood. The Hollywood zone

replicates the gorgeous art nouveau buildings of 1940’s Hollywood and all of the glamour

that went with the time period. The streets of Hollywood are lined with unique shops, such

as Silver Screen Collectibles and tasty restaurants such as Mel’s Diner. Guests can watch a

live Boradway musical performance "Monstrocity" at Pantages Theater. It's the only themed

zone that opens at night every Friday to Sunday.

New York

From the streets of Hollywood visitors suddenly stroll onto

the streets of New York, the next zone in Universal Studios

Singapore. The streetscape of 1940’s New York, complete

with brownstones and faux gas lamps provides a front for

attractions that take guests behind the scenes of movies

and television.

Sci-Fi City After leaving New York visitors emerge into Sci-Fi City, the perfect zone for fans of science

fiction and fans of the hit show Battlestar Galactica. In Sci-Fi City guests can choose to side

with Humans or Cylons and ride one of two unique roller coasters that twine together

creating several “near misses” that are not only terrifying but also very symbolic of the

battle between Humans and Cylons in the show.

Ancient Egypt From the future to the past, guests next step into Ancient Egypt, the fourth zone in

Universal Studios Singapore. In Ancient Egypt guests can enter the popular movie The

Mummy or seek buried treasures.

The Lost World Trekking out of Ancient Egypt leads visitors even further back in time, to The Lost World. In

the Lost World guests can experience hit action movies Jurassic Park and Waterworld.

Whether riding down a river plagued with voracious T-Rex’s or watching talented stunt men

in the explosive Waterworld live action show, guests are in for a lot of excitement in this

area.

Far Far Away Based on the whimsical and hilarious movie Shrek, Far Far Away features exciting 4-D Shrek

films and live concerts with everyone’s favorite equine, Donkey. If guests need refreshing

they can make a stop at the Fairy Godmother’s potion Shop to mix up a quick magical potion

at the juice bar before heading to the final zone.



90

Madagascar Rounding out the experience at Universal Studios Singapore is the Madagascar zone. Based

on the charming animated movie chronicling the antics of shipwrecked animals, the

Madagascar zone offers a river ride for the whole family.

Hospitality

In total there are 11 hotels and 7 Spas at the Sentosa Island.

This comprises of 6 hotels within RW Sentosa IR and 5 on the

Sentosa island. The hotels on Sentosa Island are Costa Sands

Resort, Capella Singapore, AMara Sanctuary Resort, Movenpick

Heritage Hotel, Shangri-La’s Rasa Sentosa Resort.

Six Hotels each with a Unique Theme

Resorts World Sentosa integrated resort has six different

hotels with completely different themes. These in total offer

over 1800 rooms. The hotels at RW Sentosa IR are

Maxims Tower, Crockfords Tower, Hotel Michael, Festive Hotel, Hard Rock Hotel or Equarius

Hotel, every single one of them is distinctively created to sweep you off your feet.

Meetings, Incentives, Conventions & Exhibitions

Resorts World Sentosa integrated resort isn’t all about fun and play. The Grand Ballroom

with its spectacular grandeur with its theatre-style seating which holds a capacity of 7,300

people. Beneath the Festive Hotel is a 1,500 sqm plenary hall, large enough to seat 1,600

people. With the latest audio-visual equipment, the place is suited to host major events,

product launches and even its resident musical extravaganza, Voyage de la Vie.

Sentosa Flowers 2011

Sentosa Flowers 2011 ended on a high note with a record visitorship of 690,000. This is

almost double the number of visitors at the last Sentosa Flowers event in 2009. The 11-day

annual floral extravaganza featured more than 200 types of flowers, plants and trees from

around the world. For the first time, the festival stretched from the recently-opened

Sentosa Boardwalk, into Resorts World Sentosa and Sentosa’s Imbiah Lookout as well as

Beach Plaza, and spanned seven hectares of event grounds featuring colourful blooms and

unique photo points.



91

In 2010, Sentosa Flowers was replaced with Lights of Spring, a night-based Lunar New Year

event. Sentosa saw a total island visitorship of 845,000 visitors over the duration of Sentosa

Flowers. Of this, 690,000 visited the 11-day floral event.

Tourist visits/performance

Sentosa has been a seven-fold jump over the past decade, which saw visitors grow from 3.4

million in 2001 to 6.2 million in 2009. It is seen that 52% of the visitors are tourists and 48%

are localities.

Sentosa Guest Arrivals FY 2009/2010

Tourist 4,073,000 52%

Domestic 3,760,000 48%

7,833,000 100%

Source: Company Annual Report

Pricing

The admission fee to enter Sentosa Island has been listed below. Further, Sentosa has been

divided into distinct zones and the monorail has three stations for access into various areas

on the island.

Attraction Price Description

Sentosa Cable Car -

Jewel Cable Car

Ride

Adult - S$24/ 26

Child - S$14/ 15

One/ Two Ride by Cable Car &

Island Admission

Sentosa Express

S$3 Island Admission & Mono-Rail

Some of the prices of the distinct attractions on Sentosa have been listed below:

Attraction Price Description

Butterfly Park &

Insect Kingdom

Adult - S$16; Child - S$10

Images of Adult - S$10; Child - S$7 Museum showcasing history &



92

Singapore culture of Singapore

Sentosa 4D Magix Adult - S$18; Child - S$11

Sentosa CineBlast Adult - S$18; Child - S$11 State of the art cinema

simulator rides

Sentosa Luge &

Skyride

Luge & Skyride Combo -

S$12

3 rides - S$20

Ride - 1.2 km

World's first lit tracks for night

luge rides

Tiger Sky Tower Adult - S$15; Child - S$10 Air-conditioned ride. Height -

131m above sea level

The Merlion Plaza Adult - S$8; Child - S$5 37m high Merlion

Voyage De Lavie

S$68-128

Theatre

Underwater World Adult - S$25.90; Child -

S$17.60

83m long tunnel oceanarium

Meet the Dolphins Show

Wave House

Sentosa

Catch a wave - S$15-30/

hr

Flowrider - S$35/hr

Asia's first simulated wave

surfing & surf shop

Crane Dance Free Dance of 2 ten storey tall cranes

- a mulltimedia spectacle of

lights, sound and watre

Songs of the Sea S$10 Night Song & Dance Musical

Show

Duration - 20 mins

iFly S$89 – Adult; S$79 –

Child

Simulated Skydiving

Digital Photographs

of Rides

S$18-25 Entertainment Imaging

The pricing of tickets into Universal Studio has been listed below:



93

Universal Studios

Singapore Ticket

Pricing

Weekday/ Weekend

Adult (13-64

years) Child (4-12 years)

Senior (65 years &

Above)

One Day Weekday

Pass S$66 S$48 S$32

One Day Weekend

Pass S$72 S$52 S$36

Two-Day Pass S$118 S$88 S$58

Annual Pass

Adult (13-64

years) Child (4-12 years)

Senior (65 years &

Above)

Fun Pass S$318 S$238 S$188

Superstar Pass S$1098 S$828 S$736

Note –

1. Adult refers to 13 years old and above; child 4 to 12 years old and senior 65 years old and above.

2. Unlimited Access to all Shows & Rides including Battlestar Galatica - World's tallest dueling roller coasters

Competitive Strategies:

Think Big: Built at a cost of S$6.5 billion, Resorts World Sentosa, Singapore’s first Integrated

Resort (IR), houses the first Universal Studios theme park in Southeast Asia, and features

four luxurious hotels and a casino. Riding on the momentum of this first-phase opening in

February 2010 is the second phase development, including two other hotels, a destination

spa, the world’s largest Marine Life Park, and the Maritime Xperiential Museum. Among the

highlights at the Museum will be the replica of the “Jewel of Muscat”, a 9th Century Arab

dhow given to Singapore by the Sultanate of Oman.



94

Further, Universal Studios Singapore is the fourth Universal Studios theme park in the world

and Southeast Asia’s first. The 20-hectare park brings to life movie-themed attractions

within seven different themed areas ranging from ancient Egypt to exotic Madagascar.

Boosting the theme park’s offerings are eateries and retail outlets selling souvenirs, apparel

and film merchandise.

World’s Best Operators: Sentosa Development Corporation has roped in Resorts World and

Universal Studios – some of the world’s most successful park operators. Brand recall for

visitors, customized theme designs and professional management is likely to ensure long-

term success of Sentosa. Sentosa has been branded as “Asia Favorite Playground”.

Location and Accessibility: The S$6 billion Resorts World, situated on the island of Sentosa,

is near to some of Singapore's attractions and landmarks - Mount Faber, which makes for

the perfect place to enjoy the sights and sounds of the harbour and the Straits of Singapore,

and where you may ride on a Cable Car that brings you over to the island; VivoCity,

Singapore's largest shopping mall, conveniently connected to the Harbour Front MRT

Station, and a one-stop solution to all your shopping needs; St James Power Station, one of

Singapore's most happening nightspots for frequent clubbers; and Singapore Cruise Centre,

the place you should be if you want to sail the seas and explore the region.

Scale of Operations: The sheer size of the park and offering make repeat visits necessary.

The number of offerings has multiple options for all age groups and palates. The option of

annual passes encourages repeat visits and the island has the option and area for future

expansion and new rides.

Future Plans

Sentosa’s many priorities for the coming financial year

include helping Resorts World Sentosa to meet its

development objectives, enhancing the Merlion Plaza and

Merlion Walk between the integrated resort and its

beaches, and adding more child-focused attractions to its

family-themed Palawan Beach. These plans also include

developing the travel network leading into the island, with

a special focus on the new boardwalk. Pedestrians using the boardwalk can look forward to

canopy-covered travellators offering protection against the weather, and a range of food

and beverage offerings.



95

1.4 Six Flags

Six Flags Fiesta Texas is a seasonally operated

theme park located on approximately 216 acres of

land in San Antonio, Texas.

Six Flags Fiesta Texas is the major entertainment

component of USAA's La Cantera, a 1,600 acre

(6.5 km²) master-planned development in

northwest San Antonio. "La Cantera" means "rock

quarry" in Spanish and refers to the former use of

the property on which the development sits.

Six Flags Fiesta Texas has a combination of theme and water parks. Permanent resident

population of approximately 2.1 million people live within 50 miles of the park and about

3.7 million live within 100 miles.

Six Flags parks generally operate from May to September (approximately 85% of park

revenue comes from attendance during the second and third calendar quarters of the year).

They are also open on weekends, before and after the operating season, generally in

association with themed events.

Six Flags puts emphasis on exciting rides, cleanliness, through maintenance and good

theming and has novel characteristics such as ’pay-one-price’ access ticket, professional

shows and relaxing picnic areas.

Location

Six Flags Fiesta Texas is located just 15 minutes from downtown San Antonio. It is located

along the interstate I-10 West and Loop 1604. It is well situated with major road access and

can be easily accessed by care from main towns.

Accessibility

Six Flags Fiesta Texas is located just 15 minutes from downtown San Antonio. It is easily

accessible through the I-10 interstate near La Cantera Parkway.

Bus Services: VIA Metropolitan Transit bus to Six Flags Fiesta Texas from downtown on

Route 94 during park operations. Alternately visitors could board on Route 94 from

Crossroads Mall on weekends.

http://en.wikipedia.org/wiki/San_Antonio,_Texas

http://en.wikipedia.org/wiki/Quarry



96

Operator

Six Flags Inc is the one of the largest regional theme park operator in the world and owns or

operates 19 theme parks throughout North America. The company's only business segment

involves the operation of its regional theme parks which generates theme park admission

revenue and in-park sales income. Six Flags holds exclusive long-term licenses for the use of

Warner Brothers and DC Comics characters like Bugs Bunny, Daffy Duck, Batman, and

Superman; in addition to planting walk-around characters in its parks and using licensed

characters for advertising, Six Flags builds character-inspired rides that are an important

marketing tool.

The company’s parks have an annual attendance of around 24 million people. The company

earned $912 million in revenue but incurred a net loss of $64 million in 2009. Six Flags

operates as a seasonal business - over 84% of park attendance and revenues are generated

between the second and third quarters of the calendar year - and primarily generate its

income through ticket sales, in-park food and merchandise sales, and sponsorship revenue.

Facilities at Six Flags Fiesta Texas


1. Six Flags Fiesta Texas Six Flags Fiesta Texas celebrates the history, culture and uniqueness of Texas through five themed areas.

2. Signature Attractions at Fiesta Texas

The Rattler Kiddee Koaster Road Runner Express Boomerang: Coast to Coaster Poltergeist Superman: Krypton Coaster Big Spin Goliath

3. Hotels There are about eight hotels at proximity to the theme park. These hotels have grown around the park over the years to cater to the latent demand from visitors to the San Antonio area.

Westin La Cantera Inn & Suites Town Place Suites, Mariott Hyatt Place Comfort Inn Fiesta Howard Johnson Express Inn Courtyard San Antonio, Mariott Staybridge Suites Hampton Inn San Antonio



97

Theme Park

Concept & Planning of Fiesta Texas

When the owner group in San Antonio, Texas began to think in terms of developing a major

theme park, they faced significant competition in the area. There were parks in Dallas,

Houston, and the recent Sea World Park in San Antonio itself. Based on the competition, the

opportunity in San Antonio and the direction of the theme park industry in the USA, the

concept for Fiesta Texas was defined as a destination market and a musical show park.

The park contains all types of activities, many of which are not dependent upon good

weather, including indoor shows, games and arcades. While some rides and shows may

close due to rain or wind, these rides and shows are opened as soon as the weather clears.

Refunds and rain checks are not offered.

There are broadly five theme areas within Fiesta Texas:

Sl

no

Facilities Description

1. Crackaxle Canyon This western town is home to country music, mouth-watering barbeque, and awesome shows. Crackaxle Canyon is also the home of the famous Rattler, a 180-foot tall wood coaster that races at 65 miles per hour. In the evenings, head to Lone Star Lil's Amphitheatre where an incredible laser and fireworks extravaganza can be experienced.

2. Los Festivales Guests at Los Festivales will be provided with the perfect party atmosphere. Take a ride on Goliath, a coaster that climbs 10 stories before literally flying up and over a heart-pounding vertical loop. After you've finished screaming, head to Teatro Fiesta for an elaborate Latin show.

3. Spassburg This German village includes all sorts of attractions, including the Schi-Kugel Family Arcade. You can also take a ride on Superman: Krypton Coaster, Der Twister, or Die Fledermaus. After experiencing your favorite rides and games, make your way back to Sangerfest Halle to enjoy a delicious meal and an award-winning show.

4. Fiesta Bay Boardwalk The Fiesta Bay Boardwalk will sweep you away with the sounds of summer. Get your adrenaline pumping on the Big Spin - a thrilling coaster that defies gravity, then enjoy a panoramic view of the park from the top of the



98

Sl

no

Facilities Description

Crow's Nest Ferris Wheel

5. Rockville Turn on the jukebox and twist and shout on the unforgettable 50's! Then take a ride on Poltergeist, which propels you from zero to 60 mph in just under 3.5 seconds. Then, cool your jets with a ride on the Amerigoround or relive your high school days with the Rockville High School gang in our energetic and zany musical production.

ENTERTAINMENT

In addition to the thrilling rides there are various family entertainment programs that are

present here. The kind of entertainment that is planned is described below:

Show Description

Bugs Bunny and Friends

Texas State Square & Outside Rockville High School - Grab a hug and a picture with some of your favorite Looney Tunes characters including Bugs Bunny, Daffy Duck, Sylvester, Tweety, Pepe Le Pew, Foghorn Leghorn

Ritmos del Corazon Teatro Fiesta This energetic Latin show features talented singers and live musicians.

Straight Country Sundance Theater Program to Join the performers and live band for a tribute to some favorite Bluegrass and Country Classics.

Rockinâ the Country

Sundance Theater A showcase of the many diverse styles of country and Southern Rock music (from present and past). Show runs late May through mid-August.

Looney Toons Show The show has Bugs Bunny, Daffy Duck, Tweety and the Looney Toons pals charm and delight kids of all ages



99

Rockin' at Rockville High

The Rockville High Theater - energetic, fun musical production featuring high school students as they prepare for a TV talent show.

Groovinâ at Rockville High

The Rockville High Theater - A musical journey through the decade of the 70's. – pop, rock classics of the era and disco fever.

Lone Star Nights — New Addition in 2011

Lone Star Nights Laser & Fireworks Celebration is recent addition. This technically-advanced presentation includes enhanced video projection, new lasers, audio, pyrotechnics and special effects. The resulting spectacular features not only bigger, brighter, more animated images, but a new celebratory storyline as well.

WATER RIDES

The huge two-tier water park features numerous tubes, slides, kid's area and wave pool in

the shape of the state of Texas.

Ride Location within the

Park Description

Texas Tumble White Water Bay Large-scale rafting experience featuring high speed, steep drops, and a maze of twists and turns.

Big Bender White Water Bay Bender has plummeting dips, dark twisting tunnels, and refreshing waterfalls.

Texas Treehouse White Water Bay You man the controls in this family-friendly, interactive waterpark. Just watch out for the massive water tank spill. 36" min. for slides.

Whirlpool White Water Bay

Get slammed to the wall of an awesome 40-foot bowl by irresistible centrifugal force&mdashthen, drop fifty feet to a thrilling splashdown.

Hill Country Racer White Water Bay The whole family will love this super-fast water slide. Up to six riders race downhill on individual mats.

Lone Star Lagoon White Water Bay A wave pool shaped like Texas, the Lagoon



100

Ride Location within the

Park Description

holds over half million gallons of water.

Splash water Springs

White Water Bay Designed especially for young children, Splash Water Springs is a kid-sized water complex featuring numerous rides and attractions

The Mine Shaft White Water Bay Take the whole family on this enclosed, tubular water slide. Ride in a single or double person tube.

The Six Chuter White Water Bay This wild and wooly tubing delivers tight twists and turns — and a good soaking. Ride in a single or double person tube.

White Water Canyon

White Water Bay A relaxing river journey with whirlpools, waterfalls, river rapids, and cliffs.

Tornado White Water Bay Drop more than seven stories into a 60-foot-tall, 132-foot-long water funnel. Then navigate through 5,000 gallons of churning water

Tourist visits/performance Six Flags operates as a seasonal business - over 84% of park attendance and revenues are

generated between the second and third quarters of the calendar year - and primarily

generate its income through ticket sales, in-park food and merchandise sales, and

sponsorship revenue.

A snapshot of its performance is presented below:

Park Location Type Primary

Market

Secondary

Market

Site

(Acres)

Visitors Year of

Opening

Six

Flags

Fiesta

Texas

San

Antonio

Theme

&

Water

Park

2

million

people

3.6 million

people

216 1.5

million

1992

Note: Primary Market – Permanent residing population within 50 miles Secondary Market – Permanent residing population within 100 miles



101

1.5 Universal Studios

Universal Orlando Resort is a theme park resort in

Orlando, Florida. It is a joint partnership between

NBC Universal and the Blackstone Group. The

resort consists of two theme parks- Universal

Studios Florida and Universal's Islands of

Adventure, Universal CityWalk (a night-time

entertainment destination), and three Loews

Hotels. Unive rsal Orlando Resort is the largest

property owned by Universal Studios Theme Parks.

It is also the second-largest resort in Greater

Orlando, after the Walt Disney World Resort.

It is a unique blend of leisure and recreational facilities including family attractions, sea

sports, golf as well as hotel accommodation and retreats. It covers an area of about 5000

acres with 3.2-kilometre stretch of white sand beach. It also offers beachfront

accommodation and over 670 hotel rooms with full facilities.



102

1.6 Wild Wadi Water Park, Dubai

Wild Wadi Dubai or Wild Wadi Water Park is

considered to be among the top ten Dubai

attractions. Wild Wadi Dubai is a popular water

theme park with several options for

entertainment and fun. It has a wave pool, along

with several water slides as well as artificial

surfing machines. It has one of the largest water

slides that are located in the region. There are also

two gift shops in the theme park from where the

guests can collect their souvenirs and gift items.

There are three restaurants where the visitors can

order for sumptuous meals. In addition, there are

several snack stands as well, from where the guests can pick up items for their munching.

The park is available to host corporate and family events too.

This water park was designed like an Arabian wadi (oasis) with characteristics from Arabian

folklore and has rides and attractions, many of which interconnect. The Arabic word “wadi”

means a type of riverbed or valley that fills with water when rainfalls are heavy. Wild Wadi

UAE is patterned after an incredible oasis with many interconnecting attractions and rides.

Location

Tucked in between the Burj Al Arab and the Jumeirah Beach Hotel bordering famous

Jumeirah Beach, is one of the most exciting family attractions in the UAE, Wild Wadi

Waterpark Dubai. Aside from the sandy shores along Dubai beaches, Wild Wadi Water Park

is one of the most exciting places to visit for water sports and leisure.

Accessibility

Comprising twelve acres of incredible ‘wet and wild’ fun, Wild Wadi in Dubai is less than a

half hour drive from the heart of the city. Those heading to the park can easily get there

along Jumeirah Beach Road. Public transportation makes the trip numerous times daily.

Travellers to the United Arab Emirates (UAE) for a holiday are

likely fly into either the Dubai International Airport or the Abu

Dhabi Airport. There are more and more flights landing in

neighboring Sharjah as well as travel to the UAE increases.

Service from Dubai and Abu Dhabi is offered to the majority of

main European destinations, throughout the Gulf region as well



103

as to India, Africa and Australia.

Operator

Wild Wadi is managed and operated by Jumeirah International LLC which is owned by HH

Sheikh Mohammed Bin Rashid Al Maktoum. Jumeirah Hotels & Resorts is regarded as

among the most luxurious and innovative in the world and have won numerous

international travel and tourism awards.

Facilities at Wild Wadi

Snapshot of facilities at Wild Wadi


1. Wild Wadi, Dubai Wild Wadi has emerged as a popular water

park within the city of Dubai

2. Signature Attractions at

Wild Wadi

Jumeirah Sceirah

Flow Riders

Juha's Journey

Breaker's Bay

Juha's Dhow and Lagoon

Wadi Wash

Flood River Flyer

Tantrum Alley

Burj Surj.

3. Other facilities At Wild Wadi, shopping is another pleasure visitors can enjoy. Wild Wadi"s Souq Al Wadi, fashioned after a deep, mysterious cavern, offers numerous retail items and souvenirs for the entire family.

Wild Wadi dining includes favorite fast food items like pizza and hotdogs as well as healthy options, a barbeque station and a number of stands offering treats like ice cream and sodas.



104

Theme Park

Wild Wadi's variety of rides suit kids of all ages, make it a favourite water sports area in

Dubai. The theme park is purely water-based and has thirty heart-racing, modern slides,

rides and other attractions ideal for all ages to enjoy.

Wild Wadi has the largest water slide outside of North America and also has other features

like the 18m (59 ft) waterfall that goes off every 10 minutes and the family-friendly wave

pool that is the largest in the Middle East. There are surf simulators, single and double ring

rides, and giant tubes which can be ridden in groups. There also are two gift shops, three

restaurants and two snack stands.

Wild Wadi Waterpark Dubai closing hours differ throughout the year. The park always opens

at 11 am. From November through February the park closes at 6 pm, in September and

October and from March through May it closes at 7 pm and June through August the closing

hour is 9 pm.

Some of the highlights are defined in the map below

Map of Wild Wadi



105

RIDES AT WILD WADI

The most popular ride is the Jumeirah Sceirah. This ride is the tallest and fastest free-fall

water slide outside of North America. Rising to 33 meters (108 feet) and thrusting riders up

to 80 kmph, make it a great experience for thrill-seekers.

Master Blaster: With 8 Master Blaster slides in Wild Wadi that are described as uphill water

roller coasters, where riders can sit on either a single or double ring, which are propelled

uphill by high-powered water jets. These rides are Flood River Flyer, Wadi Leap, White

Water Wadi, Falaj Fury, Wadi Twister and Wadi Basher. There are certain height restrictions

for the rides for the guests.

Ring Rides - Wild Wadi Dubai contains 7 Ring Rides that are

described as downhill gravity slides, where riders sit in

either a single or double ring sliding down fast to the

bottom of the slide.

There are many traditional slides in Wild Wadi Water Park,

which go downhill. There are two types of sitting

arrangements in each ride - one, which includes single

sitting arrangement, and the other, which includes double sitting arrangement.

Ring rides are quite popular among all the Wild Wadi Rides, as they are downhill rides.

There are other adrenalin gushing thrilling modifications of this ride, which include Rushing

Rapids, Tunnel of Doom, Falcon Fury, Tumble Falls and other similar kinds of fun rides.

The different rides available for the visitors who are hungry for extreme fun and excitement

include – the falcon fury, tunnel of Doom, Rushing Rapids, Tumble Falls, and the Thunder

Rapids.

Other Rides - The other rides in Wild Wadi Dubai include Flow Riders, Juha's Journey,

Breaker's Bay, Juha's Dhow and Lagoon, Wadi Wash, and Flood River Flyer.

Family Ride is another family ride. This is actually a 2-part

ride. Summit Surge is the first half of this exciting ride, in

which the riders can have an uphill blast in a pool area. The

second part of the ride is the Rushdown Ravine, in which

the riders are taken on a 560 ft downhill slide.

Other rides include the lazy river trip down Juha’s Journey,

Flood River with more than 20-foot waves and over

100,000 liters of cool water and Breaker’s Bay wave pool.



106

Breakers Bay is another attraction of the Wild Wadi Water Park. This is said to be the largest

wave pool of the Middle East. In this pool, swimmers can enjoy crossing and parallel waves,

which are almost 5 feet high and splash in many configurations.

Flood River: This is all fun in 100,000 liters of water. Swimmers

enjoy in the wave, which are over 1 meter in height. Like in

Breakers bay, there is no restriction on age of the swimmers,

but to keep infants and toddlers safe, parental supervision is

made mandatory. Lifejackets are available free of cost, as

protection for the guests.

Juha’s Journey, is a 360-meter long lazy river. Guests of all ages can enjoy this relaxing ride

around a river with a gentle current.

Juha’s Dhow: This is another popular ride among the other Wild Wadi rides, which can be

the perfect family getaway, where they can have hours of fun surfing the waters and

enjoying some of the best colorful body rides

Surfing

FlowRider Rides, Ripetide and Wipeout are the

rides for those who are fond of surfing or would

like to try out surfing in this theme park. There

are surfing stimulators that shoot out water in

great sheets through various foam sheets. These

rides are able to create realistic effects, and the

riders get to feel the effects of knee board

surfing, body board surfing or other types of

surfing.

Another interesting ride of the several Wild Wadi Rides is the flowrider. Surfers get a

thrilling wave effect which is just perfect for the adventure sports lovers who are fond of

knee boarding and body boarding. There are some restrictions for these rides also.

Wild Wadi Waterpark Dubai also features the Wave Park where a double-point wave break

is tackled by some of the best surfers and visitors.

Wild Wadi Waterpark unveiled the latest additions to the park - Tantrum Alley and Burj Surj.

The Tantrum Alley: It incorporates two large sections of downhill waterslides and three

exciting tornadoes. Guests seated on a four-person tube will travel downhill to enter the

first tornado where they slide back and forth several times, then circle around and around in

the eye of the storm before exiting and hitting the second tornado, after which they splash



107

out into the pool. The new rides are the first in the world to push thrill seekers to the limit

through the incorporation of three funnels.

The equally adventurous ‘Burj Surj’ consists of three large sections of downhill waterslides

and two looming ‘Bowls’. Guests are seated on a four-person tube, travelling downhill to the

bowls, where they are hurtled into a spiralling spin and then dropped into the slide, ending

with a screaming splash in the pool.

Pricing

The admission fee to enter Wild Wadi has been listed below.

Type of Pass Price Description

One Day Pass AED 200 - Adult

AED 165 - Child Single day admission fee

Sundowner AED 170 - Adult

AED 135 - Child

For admission for the last 2

hours before the park closes

Summer Pass AED 850 – Adult

AED 650 - Child

Unlimited use of Wild Wadi for

the season of Ramdan

Annual Pass AED 2000 – Adult

AED 1000 - Child

Unlimited use of Wild Wadi for

the entire year

Note – Child refers to children below 1.1m

Admission includes body boards, rubber tubes and life jackets as well as access to all the

park’s attractions. Almost one hundred lifeguards are on throughout each day allowing

parents to relax and have fun too

Tourist visits/performance

A snapshot of its performance is presented below:

Park Location Type Number

of Rides

Site

(Acres)

Visitors Year of

Opening

Wild

Wadi

Dubai,

UAE

Water

Park

30 12 677,000

(2009)

1999



108

Wild Wadi has been Dubai’s favorite family destination for the last eleven years and the new

rides, which are a first for this region, can be enjoyed by the entire family, providing thrilling

hours of fun for all ages.

Competitive Strategies

Right Sizing to weather visitor and economic downturns:

Wild Wadi had 677,000 (2009) guests visiting the park which was a 17.9% drop from the

previous year. Wild Wadi was able to weather the economic downturn unlike other parks in

the region. The most significant fall-out was the shelving of Dubai-Land.

The once-high expectations for Dubai and the UAE have been curtailed, for the time being at

least. Dubai is playing a major role in the large scale touristic process with the planning of

very large parks like Dubailand. However the economic turmoil in 2008 resulted in the

mega-project to being temporarily shelved.

Partnering ensures mutual success:

A new and exciting partnership between Wild Wadi UAE and Ski Dubai, located inside the

Mall of the Emirates, marks the beginning of both surfing and snowboarding competitions.

The Burj Al Arab offers complimentary admission to Wild Wadi Water Park while the

Madinat Jumeirah and a host of other Dubai hotels offer discounted rates and up to one

hour early admission to beat the crowds. With ticket prices, pick-up and drop-off are also

included; it is an attractive option for all travelers.

Further the concept of sundowner is interesting as Wild Wadi is located within Dubai City

and number of people can visit the park after work and yet cant burdened by paying the full

day price.