Market Research

Amicably, Ocean Park is known theme park in Hong Kong as many people predicted that the open of Disneyland would be a threat to Ocean Park. However, the attendance has an increase even through Disneyland opened. One of the reasons is Ocean Park doing very well on its public relations. The industry comprises establishments, known as amusement parks, primarily engaged in operating variety of attractions, such as mechanical rides, water rides, games, shows, theme exhibits, refreshment stands and picnic grounds. These establishments may lease space to others on a concession basis. Ocean Park Hong Kong, opening hours from 10am to 6pm, and after hours for special events, social functions or parties. Thus, admission costs HK$ 140 for adults and HK$ 70 for children between 3 to 11 years old and inclusive of admission to all rides, exhibits and shows. Since it opened in 1977, Ocean Park had been pretty much the only game in town for parents who wanted a day out with their kids. Ocean Park edge: It knew the local market better than Disney did. During its 30-year anniversary celebrations, for instance, Ocean Park featured its animated sea lion mascot Whiskers with bamboo basket filled with traditional buns symbolizing longevity.

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Moreover, in measuring satisfaction and building such satisfaction survey requires essential knowledge of satisfaction dimension text as it is combined with customer satisfaction experiences. The need for utilizing customer satisfaction surveys to be given at the entrance gate of Ocean Park as true that, customer satisfaction is the most common of all marketing surveys and is part of crucial studies in marketing that include market segmentation and concept testing and measures how well the parks product services meet and or exceed customer expectations. These expectations reflect many aspects of Ocean Park’s business activities including actual product, service and the business nature and how the Park operates within the global environment (Cited from, Athanassopoulos, 2000; Hallowell, 1996). Effective marketing focuses on two activities: retaining existing customers and adding new customers. Customer satisfaction measures are critical to any product or service company because customer satisfaction is strong predictor of customer retention, customer loyalty and product repurchase. Aside, satisfaction measures involve such psychological elements for evaluation of service experience the, cognitive, affective and behavioral as the satisfaction measurement questions can include items like: (Cited from, Athanassopoulos, 2000; Hallowell, 1996)

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An overall satisfaction measure (emotional) Overall, how satisfied are you with Ocean Park’s services? A loyalty measure (affective, behavioral) Would you recommend Ocean Park to your family and friends? A series of attribute satisfaction measures (affective and cognitive) How satisfied are you with the regular price rates of Ocean Park? How important is promotional discounts to you in visiting Ocean Park instead of other parks? Intentions to revisit (behavioral measures) Do you intend to revisit Ocean Park together with your family? Then, customer satisfaction is influenced by perceived quality of service attributes, features and benefits, moderated by customer expectations regarding the service as it constructs that influence customer satisfaction need to be defined by the researcher (Cited from, Homburg, Workman and Krohmer, 1999; Woodruff, 1997). Then, it is important to address what are the specific customer expectations for visiting Ocean Park in dealing with interpersonal expectations involves the relationship between the customer and service provider. Person to person relationships are increasingly important, especially where products require support for proper use and functioning (Cited from, Homburg, Workman Page 3

and Krohmer, 1999; Woodruff, 1997).

Expectations for interpersonal support

include technical knowledge and ability to solve the problem, ability to communicate, time to problem resolution, courtesy, patience, enthusiasm, helpfulness, understood my situation and problem, communication skills and customer perceptions regarding professionalism of conduct and can be measured in the following ways: -

Importance-Value of the service fulfilling the expectation

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Overall Affect-Satisfaction Expectations

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Fulfillment of Expectations

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Expected Value from Use

The best timing for measuring customer satisfaction and building customer satisfaction surveys depends on the kind of service provided, the kinds of customers served, how many customers are served, the longevity and frequency of customer interactions and what you intend to do with the results (Cited from, Homburg, Workman and Krohmer, 1999; Woodruff, 1997). The continuous Satisfaction Tracking Satisfaction feedback is obtained from the individual customer at the time of service delivery. Satisfaction tracking surveys are often part of a management initiative to assure quality is at high levels over time (Cited from, Rea and Parker, 1992).

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The advantages of the survey can involve the flexibility in sequencing the questions, details and explanation with such opportunity to administer complex questions as well as the improved ability to contact respondents sample with higher response rates and increased confidence that data collection instructions are being followed. There are some disadvantages that includes higher cost of the survey also researcher bias as well as some respondent’s reluctance to cooperate having greater stress for the respondents and researcher and with possible less anonymity (Cited from, Fowler, 1993; Goulding, 1999). The nonrespondent problem can be addressed in two ways: (Cited from, Lambert and Harrington, 1990) -

by trying to increase response rate

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by trying to identify the non-respondents to control whether they are different from the respondents

Response rates can be increased considerably when subsequent follow-up are being applied: (Cited from, Lambert and Harrington, 1990) -

after one week a notice card is sent to everyone

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after three weeks letter and replacement surveys are sent only to nonrespondents

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final mailing similar to previous one

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There can be sample customer satisfaction survey as a method that can be used by Ocean Park in Hong Kong as illustrated below. 1. Overall, how satisfied are you in visiting Ocean Park? Very Satisfied Satisfied Neutral Slightly Dissatisfied Not Satisfied 2. How would you describe your experience upon your frequent visits of the Ocean Park? Very Satisfied Satisfied Neutral Slightly Dissatisfied Not Satisfied 3. Are you satisfied with the park’s customer services, attractions and prices? Very Satisfied Satisfied Neutral Slightly Dissatisfied Not Satisfied

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4. Compared to other Hong Kong amusement parks, how well did Ocean Park perform in satisfying your wants? Very Satisfied Satisfied Neutral Slightly Dissatisfied Not Satisfied 5. As a loyal visitor to the park, how satisfied are you in speaking of its overall impact to you and your family? Very Satisfied Satisfied Neutral Slightly Dissatisfied Not Satisfied

References: Athanassopoulos, A.D. (2000), Customer satisfaction cues to support market segmentation and explain switching behavior, Journal of Business Research, Vol. 47 No.3, pp.191-207 Fowler, F.J. (1993), Survey Research Methods, Sage Publications, New York, NY Goulding, C. (1999), Consumer research, interpretive paradigms and methodological ambiguities, European Journal of Marketing, Vol. 33 No.9/10, pp.859-73 Hallowell, R. (1996), The relationships of customer satisfaction, customer loyalty and profitability; an empirical study, International Journal of Service Industry Management, Vol. 7 No.4, pp.27-42 Homburg, C., Workman, J.P. Jr, Krohmer, H. (1999), Marketing’s influence within the firm, Journal of Marketing, Vol. 63 No.2, pp.1-17 Page 7

Lambert, D.M., Harrington, T.C. (1990), Measuring nonresponse bias in customer service mail surveys, Journal of Business Logistics, Vol. 11 No.2, pp.525 Rea, L.M., Parker, R.A. (1992), Designing and Conducting Survey Research, Jossey-Bass, San Francisco, CA Woodruff, R.B. (1997), Customer value: the next source for competitive advantage, Journal of the Academy of Marketing Science, pp.139-53.

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