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AttractionPros brings you into the room with the top leaders, executives, and influencers in the attractions industry, to gain the widest possible perspective of all areas of the industry. Most people are only exposed to the practices of their own organization without seeing how the rest of the industry operates. By following AttractionPros, you will gain the skills and knowledge needed to succeed and learn from the best of the best, whether you are the CEO or just beginning your career.
Episodes
Tuesday Aug 15, 2023
Tuesday Aug 15, 2023
Sascha Czibulka is the Executive Vice President for Intamin Amusement Rides, one of the world’s leading suppliers of rides and roller coasters. Sascha began his professional career with Huss Rides, which he later left for the purpose of joining a startup until his plans changed again when Intamin offered him the role of Managing Director. What Sascha thought would be a role for one or two years has now lasted more than 23 years, and he now serves as Executive Vice President. Additionally, Sascha has remained heavily involved with IAAPA throughout his career, serving on and chairing multiple committees and the board of directors. In this interview, Sascha talks about persistence, starting with safety, and creating extraordinary experiences.
Persistence
"You will never hear, 'No, it cannot be done.'"
One of Intamin’s cornerstone characteristics is persistence. When Sascha was initially offered the opportunity to join the company, he turned it down to pursue his startup, but the calls kept coming. This persistence can also be sensed in Intamin’s sense of innovation and pushing the envelope toward unique experiences.
Intamin is a family business, currently in its third generation, and the sense of persistence can be felt today just the same as it did several decades ago. Whenever ideas are brought to the table, whether from external stakeholders such as park operators or if they are developed internally, Intamin takes a “go for it” mentality toward innovation.
Starting with safety
"It starts with safety. That's the cornerstone of everything we do."
The only caveat to Intamin’s innovation process is if the project is deemed to be unsafe. Through thorough examination, Intamin’s engineering team can make a determination of whether an idea is feasible or not, and if it is not feasible due to safety reasons, they will suggest alternative configurations to ensure it meets the safety standards.
The team follows the norms and safety standards in place, including similar standards in all global regions. While there may be slight differences from one standard to another depending on the region, the one commonality is that the goal is to ensure that rides are kept completely safe.
Creating extraordinary attractions
"Our target is to design a coaster that the passenger can only be torn out of their seat because they instantly want to do it again and again. Then you know you have a winner.”
Every project that Intamin takes on is fueled by the passion of the team. The engineering team is passionate about creating the best ride experience possible while working within the constraints of space or the client’s budget. Then, seeing riders’ reactions when they get off the ride determines if the ride is a hit.
Sascha also says that success is defined by years to come and how the attraction continues to be popular year after year. Sascha says that the goal of every project is to build rides that stand the test of time and maintain their popularity year after year, which helps the client continue to gain a return on their investment.
To learn more about Intamin, visit their website. To connect with Sascha, find him on LinkedIn or send him an email at sascha.czibulka@intamin.com.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
Tuesday Aug 08, 2023
Tuesday Aug 08, 2023
Sondra Shannon is the CEO of Gatemaster Technology, one of the leading ticketing solutions for the attractions industry. Sondra’s career in the industry began with Q-Zar Laser Tag as General Manager, where she was a self-proclaimed “super-user” of Gatemaster in the late 1990s. When that facility was sold, Gatemaster’s founder recruited Sondra to help build the next iteration of the product, which enabled the company to expand into water parks, zoos, museums, and theme parks. Now, as CEO of the company, Gatemaster has evolved as the trends in technology continue to shift, and Sondra remains an avid enthusiast of the industry. In this interview, Sondra talks about making heroes out of operators, guest-driven transactions, and building an inspirational culture.
Making heroes out of operators
“Their focus should be on the guest experience, and not trying to figure out how to make something work in their system.”
When an attraction implements Gatemaster, the software often replaces anywhere from three to six systems. This makes it a much more efficient operation, and Sondra stresses that her goal is to not only make things easier for guests, but also for the operator. If staff have a difficult time navigating their own system, it reflects poorly on the business, and the guest experience suffers.
Gatemaster was founded by people within the attractions industry who know and understand the experience. Even though Gatemaster is a software company, Sondra ensures that she is regularly visiting attractions with her family and encourages her team to do so as well. This allows them to see the experience through the lens of the guest, which inspires innovation in technological development that further helps the operator deliver a superior experience and be the hero for their guests.
Guest-driven transactions
"We're trying to empower hospitality."
Everything that Gatemaster has created has led to what Sondra refers to as the guest-driven transaction. A few years ago, Harvard Business Journal conducted a study with more than 200 companies and determined that self-service technology empowers customers. The study showed that wait times were reduced by 30-50%, and customer satisfaction increased by 50%.
Guest-driven transactions allow the guest to take more control over their own experience and feel more empowered. The results also show that guests are investing more in their own experience and thus spending more. By intuitively offering upsells and add-ons, the guest also feels like the business knows them a little bit better by crafting a personally-curated experience.
Building an inspirational culture
“I want to encourage more people to enter this space.”
Sondra meets with her team every Friday, and at the end of the meeting, everyone is asked what attraction(s) they are visiting over the weekend. By encouraging every member of the team to visit attractions and understand the guest experience, it enables them to bring back ideas for how they can help the operator, and others like them, improve the guest experience, resulting in fewer angry guests and, therefore, fewer burnt-out team members.
When describing Gatemaster’s culture, Sondra says that it’s easy to get people to buy into the idea that they can help people create memories. Gatemaster’s core values align with what needs to go into building a product that enables attraction operators to create memories for their guests that last a lifetime.
To learn more about Gatemaster, visit https://gatemaster.com. To reach Sondra directly, connect with her on LinkedIn or email her at sondra@gastemaster.com.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
Tuesday Aug 01, 2023
Tuesday Aug 01, 2023
Eric Bertch is the General Manager of Lost Island Themepark in Waterloo, IA. Having started his career as a lifeguard at Lost Island Waterpark in 1999, Eric worked his way up from checking pool chemicals to leading a team, and has served as the theme park’s general manager since the project began. Opened in 2022, Lost Island Themepark is one of the Midwest’s only themed entertainment experiences, immersing guests into a story, versus building the tallest and fastest rides like the comparable amusement parks in the region. In this interview, Eric talks about building a city, creating new IP, and employees being part of the attraction.
Building a city
“When we started this project, at one point we had over 400 different workers at the same time trying to put this together.”
Eric compared the construction of Lost Island Themepark to building a city, which is apparent of all major theme parks and many other similar attractions. They require a massive amount of infrastructure, a significant number of construction workers, and are as organizationally complex as geographic regions and municipalities.
Through these complexities, Eric shared several hurdles that the park had to overcome to reach completion. He talks about supply chain issues, weather delays, cost overages, and the COVID-19 pandemic that slowed down the progress of the park. Despite the hurdles, Lost Island Theme Park opened on June 18th, 2022; however, Eric shares that even though the park was able to open on time, it was not fully complete, meaning that construction continued even while the park was operating.
Creating new IP
“Our background is in themed entertainment, and it’s an area we felt was underserved in this part of the country.”
Intellectual property is often used as a strong driver of attendance in theme parks due to familiarity and fandom of popular brands, stories, and characters. However, rather than leveraging existing IP, Lost Island immerses guests into new stories and characters that were created in-house. This allows for more latitude in storytelling as the brand parameters for the IP are internal to Lost Island.
Eric shares that the theming that has gone into the park extends far beyond rides, and is positioned to enhance the atmosphere of the experience. This includes several Easter eggs that can be discovered throughout the park, which creates more “wow” moments for guests as they encounter unplanned experiences. These discoveries help to increase dwell time and overall spending, along with the memories that guests carry with them when they leave.
By focusing on the park’s cohesive theme of elements including fire, water, air, earth, and spirit, Eric also shares that it creates an experience that is more cost-effective than building the tallest and fastest rides, all while enhancing guest satisfaction.
Employees being part of the attraction
“If you ever want someone to learn something, it better be fun.”
Eric shares a glimpse of Lost Island’s recruitment and training process. Rather than individual interviews with the same 15 questions asked to each individual, Lost Island conducts group interviews that are able to assess a team member’s intention rather than history from their past experience - many of whom have none as they are applying for their first jobs.
In training, Eric stresses to employees that they are part of the attraction, not a wallflower who is just facilitating the experience. This has led to Lost Island’s hospitality standard being exceptionally high, and team members are regularly mentioned in online reviews. When a team member sees themselves mentioned in a positive review online, it further motivates them to continue their enthusiasm for the experience and builds momentum within the guest service standard.
To learn more about Lost Island, visit www.thelostisland.com to learn about both the theme park and the water park, and you can also download the Lost Island Adventure Guide app on Google Play or the Apple Store. To follow Eric on Twitter, check out @LostIslandChief (Disclaimer: sometimes Eric says crazy things and hopes he doesn’t offend too many people!).
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
Tuesday Jul 25, 2023
Tuesday Jul 25, 2023
Faith Mmbando is the CEO of Best Northern Tours and Safari, a tour operator in Tanzania that offers hiking, safari and adventure experiences to guests from around the world. A few years ago, Faith decided to take a dormant family business and turn it into a world-class experience. Now, just 21 years old, she is making her mark in a male-dominated industry and has a clear vision for future success. In this episode, Faith talks about finding a niche, sustainable tourism and socioeconomic factors.
Finding a niche
"Ensuring your clients that you have a safe space to put them in makes it more validating."
One of the ways that Faith intends to set her adventure tour apart is through the addition of lodging for the guests that come to experience Tanzania. This way, she can remove a worry and potential roadblock from people booking a trip and a tour destination.
Faith is also passionate about setting her company apart from many other tour operators in the area by employing women in all roles within the organization. Her goal is to provide opportunities to women historically taken by men such as bus drivers, tour guides and admin staff so that valuable talent is not overlooked.
Sustainable tourism
"I am amazed every time I go into the wildlife because it's different every time."
Faith inspires us to not take what is in our backyard for granted, while at the same time acknowledging that it takes all of us to ensure that the wildlife and ecosystem can be sustained for generations to come. She communicates this through her staff but also takes the opportunity to educate and inspire the guests on tour to clean up after themselves and take care of the fragile environment.
The company is currently pursuing using solar energy wherever possible and in time, switching to electric vehicles that would be used on safari. Diesel trucks are very noisy, and can scare off animals (not to mention what the exhaust does to the environment). Faith said she can imagine being able to observe wildlife in a silent vehicle, which would be less jarring to the animals and thus create a better experience for her guests.
Socioeconomic factors
"It's never easy dealing with things that are out of your control. Keep a positive mindset."
Running a business is hard, especially when factors outside of your control dictate whether or not a guest may choose to visit you. Political unrest, wars, and inflation are just some of the factors that Faith mentioned that she has found can impact her and all tourism businesses.
True to form, Faith does not let this damper her spirit. She approaches each of these challenges with an open and positive outlook, seeking solutions that will help overcome the external impacts. She also credits some of her success from not starting her business during COVID as she got to learn from others and how they dealt with the pandemic.
To learn more about Best Northern Tours and Safari or to connect with Faith, she invites you to check out her LinkedIn page, or the Best Northern Tours and Safari website and social channels. She also hopes people will reach out directly via email at faith@bestnorthernsafari.com.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
Tuesday Jul 18, 2023
Tuesday Jul 18, 2023
Dawn Foote is the Co-Founder and CEO of Katapult, a design agency that works with themed attractions and experiences across the globe. Katapult was formed by a group of university students who worked with nightclubs to put on live events. By the time they graduated, the co-founders were able to expand into other industries and sectors and began specializing in themed entertainment in the early 2010s. Today, Katapult designs and creates themed experiences globally and is fortunate to work with some of the world's most-known intellectual properties. In this interview, Dawn talks about a rebel sense of creativity, stakeholder glue, and creating emotions.
Rebel sense of creativity
"We always have to think in a rebel sense around creativity."
As a teenager, Dawn states that she was a “rebel with a cause” as she campaigned heavily for the environment and preferred to create her own path rather than conform to standards. This attitude ultimately led to Katapult’s creation and initial success. When working with large brands and intellectual properties, however, there are often strict processes in place that partners need to conform to.
However, when it comes to coming up with creative ideas, Dawn says that they need to have a rebel sense of creativity, fueled by curiosity, that leads to innovative ideas. It also leads to adaptability and being not only suitable to change but knowing that change is part of the process. The rebel sense ensures that they recognize that there is always a way to improve upon something and that they can never sit still.
Stakeholder glue
“We’re the glue between those parties to make sure the needs are met.”
A critical portion of the project management process is managing the stakeholders involved. Whenever it seems that a project might be shifting, it’s important to bring it back to the “why” of the key stakeholders involved in the process. While there may be several opinions from various stakeholders, the project needs to balance the needs of what will make it successful commercially and creatively.
Stakeholders can include the operator, the investors, or the intellectual property, meaning that many needs must be met in order for a project to be considered successful across all parties. Dawn says that Katapult acts as the glue between all of the stakeholders to ensure that each party’s needs are met equally.
Creating emotions
“Part of the design thinking is what the feeling and emotion is that you want people to get.”
Part of Katapult’s guest experience audit when entering into a new project is referred to as emotional journey mapping, which is a less quantifiable form of measuring the guest experience when compared to other metrics that audit objective or binary factors. Emotion, however, is often brought up in initial brainstorming sessions and drives much of the creative process.
Emotional journey mapping takes into consideration the various emotions we want our guests to feel at various times. While many assume that we always want our guests to be happy, there are many other emotions to consider - such as being comfortable, secure, scared, quiet, tranquil, and joyful. All of these emotions play a large role in the design process that can then be felt in the final product.
To learn more about Katapult, visit their website, and to reach out to Dawn directly, you can connect with her on LinkedIn.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
Tuesday Jul 11, 2023
Tuesday Jul 11, 2023
Massimiliano Freddi is the Founder and CEO of Wonderwood, an adventure park in Italy where “little ones can have grown-up adventures and grown-ups can become children again for a day.” Massi is also the Second Vice Chair of IAAPA and will be taking the reins as chair in 2024. In this fascinating and inspiring conversation, Massi talks about resistance, being close to the product and the power of word of mouth.
Resistance
“People aren't waiting their entire lives for you to open your venue. They have busy lives.”
There are many forms of resistance when it comes to starting and running a business, and the first one we often have to overcome is our own resistance to taking action or following through on our dreams. Wonderwood is a great example of what can be accomplished when you stop thinking about what holds you back and begin thinking about the path forward.
Resistance can also look like guests not choosing your location as the place where they want to spend their time and money. We have to realize that as much as we are behind our product and that we believe in it, not everyone is sitting around just waiting for your gates to open. This means finding new and innovative experiences to entice them, as well as creative marketing strategies to build awareness.
Being close to the product
“I love getting 5-star reviews, but I'm not growing from that.”
Massi explained that one of the drivers for wanting to open his own park was so that he could be closer to the product, i.e., the guest experience. He takes pride in the fact that he learns so much by watching and listening to the guests in real time.
Massi also shared that while he loves hearing about the great things the guests are experiencing, he recognizes that growth lives in the uncomfortable state of getting constructive feedback. Massi and his team seek this out in order to find ways to take the guest experience to the next level.
The power of word of mouth
“Wonderwood is a safe and beautiful place where people leave better than they arrive.”
“Transformation” is a word Massi used to describe the experience at Wonderwood. Building confidence, competence and inspiring guests to take on challenges that may not have taken on in other walks of life. That leads to a transformative experience.
When people have a good time, they will tell a few people. However, when their lives are transformed, they will tell everyone, and that is the kind of word of mouth Massi and his team attempt to drive every single day. Word of mouth advertising is not seen as a marketing initiative, but an operational one where the experience is laid out, and honest feedback from guests becomes the most powerful (and cost-effective) marketing campaign available.
To learn more about Wonderwood, you can visit their website or check them out on Facebook or Instagram. To connect with Massi directly, he suggests LinkedIn or sending him an email at massimiliano.freddi@gmail.com.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
Tuesday Jul 04, 2023
Tuesday Jul 04, 2023
Mpume Mabuza is the CEO of Downtown Music Hub, an iconic music heritage facility in the heart of Johannesburg, South Africa. Additionally, Mpume is the President and Board Chairperson of the African Association of Visitor Experiences and Attractions (AAVEA). Mpume began her career in the industry as a marketing executive at uShaka Marine World in Durban, at which point she also volunteered with the organization that later became AAVEA. Her goal at Downtown Music Hub is to create an experience that is immersive, transformative, and interactive. In this interview, Mpume talks about music as an attraction, the industry’s growth in Africa, and seeing barriers as opportunities.
Music as an attraction
“This is quite topical right now - how music plays a role in tourism, and it truly does.”
South Africa has a rich music heritage and was the only location where musicians could record music on the entire continent for decades. This gives the Downtown Music Hub a unique positioning that allows guests to immerse themselves into the music culture that has developed in South Africa and learn about international artists who recorded in that space, such as Dolly Parton and U2.
Mpume stresses that music is the attraction and is the universal language that connects people. Her goal is to take the museum to the next level to expand the facility and visitor experience, including inspiring people to sing, be happy, and maybe even discover their hidden talents!
Industry growth in Africa
“There is innovation that comes out of collaboration.”
As the President and Board Chairperson of AAVEA, Mpume says that days of attractions operating in a silo are gone and that there is a need to collaborate with attractions across the region to share what has worked in countries such as South Africa, where the industry has seen success.
Part of what will fuel the growth goes back to the basics, and that includes defining what an attraction is. AAVEA’s website has spelled out how an attraction is defined because there is a perception that an attraction consists of large destinations, marine parks, monuments, and national parks. However, attractions come in all shapes and sizes, and irrespective of the type of facility, AAVEA’s goal is for those operators to know that the association represents them as well as the larger players in the industry.
Barriers as opportunities
Connecting with industry professionals throughout Africa has presented its challenges. Historically, barriers have existed within the continent that have prevented people from being able to travel from country to country easily. For instance, for many years, traveling from South Africa to Nigeria required connecting through Germany, making it extremely restrictive to be able to travel.
When the restrictions on travel and trade were lifted in East African countries, the attractions industry saw immediate success and a boost in business. By identifying the barriers put in place, the industry can see these as opportunities to fuel its growth. For instance, AAVEA partners closely with IAAPA to share initiatives, which allows them to adapt to global industry trends while simultaneously embracing their rich cultural heritage.
To learn more about the Downtown Music Hub, visit their website. To get in touch with AAVEA, you can visit the website or email info@aavea.org.za.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
Tuesday Jun 27, 2023
Tuesday Jun 27, 2023
There is a lot of talk these days about guests having autonomy and agency to create and curate their own experiences within our attractions. What about the other side of the coin, where guests may need the help and assistance of our expert employees to truly have the experience they want to have? In this episode, Matt and Josh explore the concept of cultivating experts, using your awareness of the guest and how to find answers.
Cultivating experts
“You’re in my domain. I’m going to tell you how to have the best experience.”
We all want our team members to be experts… experts at the functional portion of their jobs, experts at providing service and experts at explaining all of the features and benefits of your facility to your guests. The problem is, that level of expertise takes longer to cultivate than most team members will be around.
So the first strategy of cultivating experts to serve your guests is to realize it takes time. On top of that it takes coaching, repetition, practice, teaching, coaching and a bit more time. Malcolm Gladwell says that it takes upwards of 10,000 hours of deliberate practice to become world-class at something. That’s just over 9 years someone would have to spend becoming an expert in your business.
Using your awareness of the guest
“Be aware of what’s around you and what people are saying.”
Sometimes the biggest impact gesture comes from the act of being aware of your surroundings so you can react in the moment or even anticipate a guest's need because you almost see what they need before they see it.
Maybe you are passing someone on the midway and you overhear them talking about ice cream or how to get to a show venue. Taking a few seconds to respond could mean the difference in a good guest experience and a great one. However, we can get so focussed on the operation and efficiency that we can lose sight of those in-the-moment opportunities that only present themselves if we are aware of our guests and what they need.
How to find answers
“Give people the opportunity to learn how to find the information, rather than expecting everyone will know everything.”
We’ve all heard a manager say, “We don’t want you to say, ‘I don’t know’ when a guest asks a question.” Okay, then what SHOULD I say? That is the frustration many team members go through when learning the finer points of their job. The sentiment, of course, is that we want our “experts” to be able to provide any assistance a guest may want.
In order to do this and help cultivate experts, organizations need to provide tools for team members to learn where to get this information. For example, a park map or app likely has answers to 95% of questions a guest may have, so teach your team how to use the app. It could also be a hotline/helpline that people can call, maybe it goes directly to Guest Services who likely have the answers our operators are seeking.
It’s intimidating to say, “don’t say I don’t know.”, but it’s empowering to provide a way for people to find the information they need at a moment’s notice.
To connect with AttractionPros: attractionpros@gmail.com
This episode would not be possible with the incredible work of our team!
- Abby Giganan - audio/video editing
Tuesday Jun 20, 2023
Tuesday Jun 20, 2023
Traveling for leisure can be rejuvenating, relaxing, educational, and an opportunity to disconnect from the real world for a short time. And when you work in the attractions industry, it can also inspire you to come up with new ways to improve your operation back home! Recently, Matt and Josh both traveled internationally and came back with several guest and employee experience examples worth talking about. Even better, they recorded their findings in person at the Florida Attractions Association annual conference in the middle of the networking center. In this episode, Matt and Josh share insights from recent trips to Ireland and Turks and Caicos, respectively.
It takes people to make the dream a reality
“It’s the human beings that are going to determine whether the experience is positive or negative.”
Walt Disney said, “You can design and create, and build the most wonderful place in the world, but it takes people to make the dream a reality.” This quote resonates throughout the attractions industry and any other business where the team members truly deliver the experience. In Josh’s recent experience, he stayed at a Ritz Carlton, whose brand commands a high standard of premium service. With that said, it was the individuals with whom he interacted that made the experience what it was, and a select few truly made the dream a reality. Despite the warm weather, blue skies, sandy beach, and crystal clear waters, the biggest memories from the trip were the team members who went above and beyond.
It takes years – sometimes decades – to make skills appear seamless
“When we are training people to be great service providers, it takes time.”
We expect a lot from our team members, especially when there is a high standard for service and excellence. We also know that we need to train them efficiently so that they are proficient from their first day interacting with guests. True service skills, however, come with time. Matt shares an experience in a Pub in Killarney where the bartender interacted with guests with his authentic personality, which created an enjoyable experience, even though his service could be described as “non-traditional.”
When a guest made an obscure off-menu request, the bartender fully understood what she was asking for and her response was that it was exactly what she wanted. The bartender’s reply was, “I should hope so. I’ve been doing this for 20 years!” Had it been earlier in his career, he may have sought assistance from a coworker or made a drink that did not align with the guest’s request, but after two decades of experience, the unusual request was able to be seamlessly delivered.
The challenge of exceeding expectations is that it raises expectations
“When you have a high guest experience standard in place, you need to keep pushing it forward.”
We all strive to exceed the expectations from our guests. But what happens when our guests get used to us exceeding expectations for them? Josh shares an encounter he had that met the definition of “wow” moment – the staff found a way to do something that most guests wouldn’t expect that would leave a lasting impression. However, Josh expected it based on previous experience at other properties within the brand and even other brands with similar standards.
This is not to say that it wasn’t a positive experience, but it met his expectations for what the brand is known for, rather than go above and beyond. We need to continually think of ways to surprise and delight our guests so that once they pick up on certain patterns, we can push the envelope even further.
A genuine experience can transcend, or exceed, what you know is happening
“I knew that the offer was coming, but I didn’t feel like I was being sold to.”
In the attractions industry, much of the experience is predictable. In a theme park, after you ride a ride, you expect to walk through a gift shop at the end of the experience. On a tour, you expect the guide to present a solicitation for gratuity. However, when the experience is genuine, the feeling of “being sold to” disappears, because it’s a natural part of the experience.
When Matt partook in an experience where he made his own scones and ate them after, the owner said to the group, “If you enjoyed the scones, you can buy the recipe.” In response, guests lined up to buy it. While Matt knew it was coming, he didn’t feel like he was being sold to or manipulated as part of a retail experience. The recipe solicitation was a natural extension of the experience, which was delivered so excellently, Matt felt like his group was the only one in the world who had done it – despite multiple tours running daily.
If we look at it from the lens of the employee experience, if every part of the culture shows that leadership wants them to have the best employee experience, when it comes time to have difficult conversations, they should come across seamlessly, just like the sales opportunity at the end of the guest experience.
Use your knowledge of how guests can have an even better experience
“Sometimes you need to help your guests have the best experience that they can.”
One of the core tenets of guest service is anticipating guests’ needs, which recognizes that guests may not have all the information to have the best experience possible. It Josh’s case, it wasn’t just information, it was talent and skill when he rented a paddleboard in relatively choppy water. After falling several times in a short period of time (providing quality entertainment for everyone on the beach), the guide called Josh back to shore and gave him several tips that he could use to improve his skills. The guide didn’t need to do it; his responsibility including efficient paddleboard rentals and ensuring that all guests were safe – but he saw an opportunity to help Josh have a better experience, which was even more satisfying than it gone well from the start.
This also connects to the employee experience. As employees are learning their jobs and building their proficiency, leaders can recognize opportunities where they can give their employees the chance to fail, learn, adjust, and improve – similar to Josh’s experience on the paddleboard.
The environment plays a significant role in the experience
“In the physical environment that we put people in, what kind of mood does that create?”
Matt visited a pub in Waterford that was more than 300 years old, and possibly even owned by the original family. The pub remained mostly untouched, with modern fixtures like restrooms only being installed in the 1960s. The environment was supported by a musician playing songs and the wobbly tables that allowed guests to appreciate the historic significance of the pub.
In modern-day structures, we create the environments that put guests in certain moods, and supplement them by the amenities that go along with them to match the mood you are seeking to create, which leads to full immersion and escapism. By fully immersing guests into the desired emotional outcomes, it allows them to disconnect from the challenges and stresses of their daily lives, and be fully present in the experience.
We hope you enjoyed these takeaways as much as we enjoyed collecting them!
To connect with AttractionPros: attractionpros@gmail.com
Tuesday Jun 13, 2023
Tuesday Jun 13, 2023
Peter van der Schans is the Executive Director & Vice President IAAPA EMEA, which represents IAAPA member interests in Europe, the Middle East and Africa. Peter will be the first to tell you that these areas are not only diverse culturally, but are also wide ranging in terms of industry maturity and development. Peter’s background in operations helps him relate to the members and provide support in navigating their most difficult challenges. In this episode, we get to hear Peter’s thoughts on selling emotions, up and coming markets and supporting young professionals.
Selling Emotions
"It’s young, it’s old, it’s laughs, it’s fear. In the end, it comes back to that emotion."
Many people will say that our real “product” in the attractions industry is fun or memories or experiences. Peter distills this down to its core by saying we sell emotions. An emotion will drive our behavior and our willingness to come back and tell our friends. Our emotions, if expectations aren’t met, can also prevent us from returning.
Peter also shares that those emotions can come from many different places, such as riding a roller coaster or sitting on a bench to enjoy the view. No matter the size or scope of the operation, it’s critical to look at all of the opportunities a guest has to feel something, because those are decision points and will determine if we have done our jobs or not.
Up and Coming Markets
"You can see that there is a gray zone that is not the obvious theme park that is our member."
Peter talks about the diversity of the markets he and his team support, stating that on the whole, Europe would be considered mature, the Middle East is developing and Africa is up and coming. He is sure that in the coming years Africa will gain ground and develop as a great spot for attraction development.
What Peter acknowledges that what he doesn’t know is what the timeframe or the attraction mix will look like in that region. Currently, you have safaris, cave tours, and other nature-based attractions and experiences. Will we see full blown theme parks in Africa? Tough to say, but the desire to expand the tourism base is there, and where there is a will, there is a way!
Supporting Young Professionals
"We try to touch their hearts to see if we can persuade them to pursue a career in our industry."
In sharing his own journey, you can tell that Peter is passionate about developing his own skills as well as the skills of others, particularly Young Professionals in, or interested in, the attractions industry.
Peter outlined some of the initiatives and strategies to engage the future leaders of our industry. At the Europe Expo in Vienna in 2023, a job fair is being held to attract students and young professionals who may be interested in pursuing a career in the industry, but may not realize their area of study has a place. For example, those focusing on tech, as well as operations, F&B, and hospitality are all needed as the industry continues to grow. In addition, Peter talked about his desire to have Young Professionals represented across the board in committees and strategic planning to get their perspectives and provide exposure to the inner workings of the industry.
To connect with Peter, check out the IAAPA team members page. To learn more about IAAPA EMEA, click here.
To connect with AttractionPros: attractionpros@gmail.com