UNIVERSITI TEKNOLOGI MARA

CAWANGAN SELANGOR

HTM750
GLOBAL STRATEGIC MANAGEMENT
IN HOSPITALITY & TOURISM

GROUP ASSIGNMENT 1
ANALYSIS OF THE THEME PARK INDUSTRY
IN MALAYSIA

PREPARED BY:

NUR EMYRA BINTI MOHD 2022650254 HM7122A1

SALEHUDDIN
FARAH ATIQAH BINTI FARID 2022689306 HM7122A1
NURUL SYAFIQAH BINTI MOHD 2021270674 HM7113A1
NOOR AZMAN
SHARIFAH BINTI AHMAD FAUZI 2022297072 HM7122A1

PREPARED FOR:

DR. MOHD RAZIFF BIN JAMALUDDIN

FACULTY OF HOTEL AND TOURISM MANAGEMENT
 ABSTRACT

The World Health Organization (WHO) announced that Coronavirus disease (COVID-19) is a
global pandemic that has badly hit many countries in the world. The impacts of the COVID-19
pandemic have changed the nature of the country's economy as well as social cultures. The aim
of this study is to analyze the issues and challenges faced by the industry players especially in
the Malaysia theme park industry and suggest several potential solutions in order to overcome
the problems. This study consists of three main parts, namely:(1) the analysis of the theme park
industry in Malaysia, (2) the comprehensive analysis of the current issues and challenges
occurring in the industry especially after industry rebound from the battle with COVID-19, (3)
the potential of solutions regarding the current issues that emphasizing on the solutions for
short-time, medium and long-term issues. This study asserts secondary data analysis is a viable
method to utilize in the process of inquiry knowledge and understanding about the theme park
industry. Thus, by looking at all the topics discussed, it is possible to portray a clear projection
of the current issues faced by the theme park industry in Malaysia’s tourism industry.
 TABLE OF CONTENT

ABSTRACT
TABLE OF CONTENT

1.0 THE ANALYSIS OF THEME PARK INDUSTRY IN MALAYSIA

1.1 The Theme Park Concept
1.2 Theme Park in Research Perspective

2.0 ISSUES & CHALLENGES IN THE INDUSTRY

2.1 Impact of Covid 19
2.2 Tourism Recovery
2.3 Safety and Health Measures
2.4 Financial Sustainability
2.5 Intense Competition
2.6 Seasonality and Weather
2.7 Workforce and Talent Management

3.0 SITUATIONAL ANALYSIS OF THE THEME PARK

INDUSTRY BEFORE AND DURING COVID
3.1 Market Growth
3.2 Rising Attendance
3.3 Technological Advancements
3.4 Expansion and Diversification
3.5 Park Closures and Attendance Decline
3.6 Travel Restriction and Reduced Tourism
3.7 Shift Towards Online Experiences
3.8 Safety and Health Concern

4.0 INTERNAL SCANNING ON MALAYSIA CONTEXT

4.1 SWOT Analysis
4.1.1 Strengths
4.1.2 Weaknesses
4.1.3 Opportunities
4.1.4 Threats

5.0 SOLUTIONS TO THE SHORT, MEDIUM, AND LONG-TERM ISSUES

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 5.1 Solutions for Short-term Issues
5.2 Solutions for Medium-term Issues
5.3 Solutions for Long-term Issues

6.0 CONCLUSION

7.0 REFERENCES

8.0 APPENDIX

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1.0 THE ANALYSIS OF THE THEME PARK INDUSTRY

Tourism is one of the world's most important industries (Bogwasi, 2023). This industry gives a
significant contribution to a country's Gross Domestic Product growth. Notably, the tourism
industry is one of the main economic sectors in Malaysia. Statista Research Department (2023)
reported that Malaysia's tourism industry has contributed around RM 102 billion to Malaysia
GDP before the pandemic hit. Other than that, this sector also is labor-intensive that was
providing employment to 3.5 million workers or 23.1 percent of jobs (Saari, 2021) as well as
contributing to RM 86 billion from tourism receipts.

Basically, the economic activities consist of three main sectors which are primary,
secondary and tertiary sectors. Primary sector involves the production or extraction of raw
material such as the agriculture sector. Meanwhile, the secondary sector includes all the
economic activities that mainly involve the process of transforming all raw materials into goods.
The raw materials will be transformed into tangible outputs such as automobiles, computers,
food and beverage products etc. Manufacturing is one of the examples for the Secondary sector.
Lastly is the tertiary sector that includes all the economic activities that mainly focus to provide
and deliver services to the businesses and consumers. Basically, the tertiary sector emphasizes on
the production of intangible outputs. Tourism is one of examples in the tertiary sector
(Kamaruddin & Shamsudin, 2021).

Figure 1 shows the statistics of the economic share in the Malaysian Gross Domestic
Product from 2011 to 2021. Based on this figure, the services sector will consistently become a
main contributor to the Malaysian GDP from 2011 to 2021. In 2021, the share of the service
sector contributed around 51.55 percent, which is a significant decrease from 2020 when the
service sector contributed around 54.76 percent. The decrease of the share was impacted by the
COVID-19 when the government imposed restriction movement to mitigate the spread of
COVID-19.

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 Figure 1: Economic Share in Malaysia Gross Domestic Product from 2011 to
2021 (O’neill, 2023).

There are four major sub-sectors in the service sector, which are: (1) wholesale & retail trade,
food & beverages and accommodation, (2) information & communication, transportation and
storage, (3) Health, education and art and entertainment & recreation and (4) professional and
real estate agent. These four sub-sector are ranked based on their contribution to the service
sector. Table 1 and Table 2 indicate the performance of the service sector in the third quarter
2021 and the first quarter 2022. The analysis will focus more on health, education, art,
entertainment & recreation because this study is about the theme park industry, which is one of
entertainment & recreation. Based on the Table 1, health, education and arts as well as
entertainment & recreation contributed around RM 10.9 billion in the third quarter 2021.
Meanwhile, Table 2 shows that this industry contributed RM 15.2 billion. It was indicated that
the industry was rebound from the pandemic and expectedly will keep increasing in the future.

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Table 1: The Performance of Service Sector, Third Quarter 2021 (Source: Department of
Statistics Malaysia (DOSM))

Table 2: The Performance of Service Sector, First Quarter 2022 (Source: Department of
Statistics Malaysia (DOSM))

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1.1.1 Contribution of Theme Park Industry to Sustainable Development Goals (SDG)

On top of that, according to Kamaruddin & Shamsuddin (2021), travel and leisure activities are
included in the customer services that fall under the 12th of Sustainable Development Goals
(SDG), namely responsible consumption & production. The aim of this goal is to ensure that
current consumption and production of goods and services are sustainable for the next
generation. The Sustainable Development Goals (SDGs) was launched by United Nations
members in 2015. It also can be described as Global Goals in which the objective of these goals
are to support all countries in this world to transform the world to become better. The goals are
used as a guideline to take better, responsible action in order to ensure all people can enjoy
health, justice and prosperity. So that, nobody will be left behind.

Malaysia is also one of the countries that is very committed to achieve the global goals by
implementing the 11th Malaysia Plan (Kamaruddin & Shamsudin, 2021). Figure 2 shows the 17
developed goals which included no poverty, zero hunger, good good health & well-being,quality
education, gender equality, clean water & sanitation, affordable & clean energy, decent work &
economic growth, industry, innovation & infrastructure, reduced inequalities, sustainable cities
& communities, responsible consumption & production, climate action, life below water, life on
land, peace, justice & strong institutions, and partnership for the goals.

Figure 2: The Sustainable Development Goals (Source: The United Nations, 2023)

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 Meanwhile, Figure 3 shows the tourism industry's contribution to Malaysian GDP.
According to the Department of Statistic Malaysia (DOSM)(2022), it reported that the industry
contributed around 0.9 percent to Malaysian GDP in 2021. It indicated a major decline in the
contribution of the sector due to COVID-19 pandemic. However, this industry has rebounded
after the pandemic. The number of visitor arrivals in Malaysia increased significantly when it
recorded an estimated 1,839,892 people in December 2022 after Malaysia reopened its border in
April 2022 (CEIC, 2021) compared to the visitor arrival recorded in 2020 which is 5411 people,
a very small number of visitor arrivals.

Figure 3: The Tourism Industry Contribution to Malaysian GDP from 2012 to 2021
(Source: Statistic Research Department, 2023)

The tourism industry is one of the industries that was severely hit by the pandemic
Covid-19 including the theme parks industry (Ahmad, 2020). According to Malaysian
Association of Amusement Theme Park & Family Attractions (MAATFA) president, Tan Sri
Richard Koh, the family theme park, attraction and recreation industry was severely affected by
the pandemic. The industry lost RM 2.8 billion in 2020, and plus RM 2 billion in 2021 and 2022.
So the business has suffered total losses of RM 4.8 billion over the three years (Genesan, 2023).
In addition, Shahrul Nizar Ahmad, also one of the committee members of MAATFA stated that

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Malaysia theme parks have sustained losses estimated at RM 500 million for the four months of
the movement control order (MCO) that is one of government efforts to mitigate the spread of
Covid-19. The figure represents the total losses that were borne by 88 theme parks registered
under MAATFA during the MCO.

During the pandemic, the industry also has witnessed several permanent closures of
theme parks including the RM 520 million Perak Corp Bhd's Movie Animation Park Studios
(MAPS) in Ipoh and Sanrio Hello Kitty Town theme park Sanrio Hello Kitty Town theme park
in Johor Bahru Puteri Harbour building (Ahmad, 2020; Genesan, 2023). The MAPS only
operated for three years from 2017. Similarly, the Sanrio Hello Kitty Town theme park was
reportedly shuttered on January 1, 2020. The theme park has been open to guests since 2012 and
cost RM110 million to create.

1.2 THE INTRODUCTION OF THEME PARK CONCEPT

The term “theme park” is a combination of the words “theme” and “park”. The term “park” can
be defined as a dedicated and private area or lands intended for the aim of recreation and
preservation (Brisker, 2004). Meanwhile, the term “theme park” originated from the concept of
amusement parks that have a specific unique theme. Other than that, Bao (2016) was defined
theme parks are typically capital intensive, managed in enclosed areas, have one or more
entertainment themes and have a single entry price for most or all services. Theme park is one of
businesses or industries that require a huge amount of investment in order to produce a good or
service, thus, it has a high percentage of fixed assets such as equipment, property, etc. Based on a
rigorous and research synthesis, Liang & Li (2021) have described a theme park as an allocated
space with five primary features, which include thematic identity, closed space with controlled
access, hybrid consumption, performative labor as well as merchandising.

First, theme parks should have a thematic identity. A theme is commonly derived from a
tale, film, cartoon, myth, daily routine or envisioned future and expressed through a logo, brand,
slogan, vision and entire idea (Liang & Li, 2021). Then, the thematic identity will be
incorporated with a park’ entire design, landscape, costumed employees, rides, performance,
food services, marketing and other aspects that give significant impacts on visitors' theme

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experiences (Bao, 2016). Generally, there are seven specific themes proposed by Wong &
Cheung (1999) that have been summarized in Table 3.

Table 3: Theme Type Grouping adopted from Wong & Cheung

(1999)

Second, theme parks are commonly characterized as a closed area with limited access, in
which there are several physical boundaries that are controlled by the management to ensure only
authorized visitors can access the closed area. Due to limited access, the admission systems have
been implemented. There are numerous types of admission system such as universal pass,
sectional ticker, package ticket, points system as well as free entry. On top of that, the capacity
management also will be addressed by the theme park managers.

Third, “hybrid consumption” is a set of potential consumption that is located within a

particular location. With this hybrid concept, modern theme parks tend to provide and merge
several attractions within the theme park location that lead to a “one-stop” experience such as
rides, games, shopping, shows, dining, facilities both indoor and outdoor. This type of
consumption can encourage people to stay longer at the theme park. According to Liang & Li

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(2021), instead of contributing to park financial performance, it also can enhance parks’ quality
and improve visitors’ overall experience.

Fourth, theme parks also emphasize on performative labor. Tourism industry, especially
theme parks, is also labor intensive because it requires many employees to entertain visitors at
the theme parks’ attractions. Performative labor refers to the process of managing the employees’
emotion and expectation that fulfill the requirement to perform their job. Basically, the theme
parks employees have a close interaction with the visitors. Hence, the employees’ performance is
a successful key to create a memorable and pleasant visitors’ experience to the theme parks that
can lead to visitors’ loyalty.

Fifth, “theme park merchandising” is a practice that introduces and promotes sale of
theme park-related goods and services to visitors. The merchandising in the theme parks usually
implement the best promotion practices to encourage the sale of goods with exclusive brand
image and logos. Notably, merchandising will generate high profit for the theme parks thus it is
not only dependent on admission fees. Food and beverage as well as souvenir shops can be the
example of merchandising in the theme park.

1.3 THEME PARK RESEARCH IN BUSINESS PERSPECTIVE

Liang & Li (2021) stated that theme park research is multidisciplinary (Clave, 2017; Liang,
2019), in which the studies of theme parks have focused on sociological, spatial as well as
business. The early studies of theme parks started with sociological aspects, then during the
1980s when the theme parks rapidly expanded in North America, the studies were emphasized
on spatial research. After that, the opening of Euro Disney in Paris in 1992, the theme park
became a global industry then the studies started to focus on the business point of view.

In addition, the research of theme parks in business context is most common (Liang & Li,
2019). Figure 4 shows the multidisciplinary research on theme park studies. The hospitality and
tourism is one of elements that are very close to the business context, thus, the theme parks
studies in tourism are focussing on the business perspective. Theme park can be considered as a
business unit, which is one of the global tourism products. The researchers have integrated the
studies on marketing, management, tourism, leisure and hospitality that focus on the five main of
theme park characteristics.

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 Many studies have been conducted with the aim to accomplish objectives by emphasizing
on thematic, cultural, financial, technological and human resources. For instance, the researchers
are concerned about target markets’ needs and expectations, market segmentation, visitors
behavior and preferences, theme unique experience, turnover rate about employees, performative
labor issues etc.

Figure 4: A Visual Depiction of Multidisciplinary Research on Theme Parks (Adopted

from Liang & Li (2021)

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2.0 THE CURRENT ISSUES AND CHALLENGES IN THEME PARK INDUSTRY

2.1 Impact of COVID-19

The theme park industry in Malaysia has been significantly affected by the COVID-19
pandemic. A report from the Adventure Travel Trade Association (ATTA) (2020), claimed that
tourism enterprises and organizations are struggling in the current economic climate. Theme
parks have faced financial losses and operational challenges due to the impact of the pandemic.
In the face of COVID-19-related societal restraints, even the company's most basic obligations to
earn money are unachievable, causing financial issues with each day when mobility and travel
limits are applied (Moosa & Khatatbeh, 2020). Expenses are rising while revenues are falling.
Sector cash flow is a major issue. Lockdowns, travel restrictions, and reduced tourist arrivals
have resulted in prolonged closures and reduced visitor numbers. The epidemic has disrupted
foreign visitor arrivals in various Southeast Asian nations about a year after the first verified
cases of COVID-19 were found in Wuhan, China (Beh & Lin, 2021). Before and after closing
the borders, Table 1 displays the main tourist groups' foreign arrivals in Malaysia. COVID19 has
reduced international tourism to Malaysia, as seen in Table 1. This is mostly due to visitors'
health worries and their governments' travel restrictions.

From February 2019 to February 2020, numerous international tourists' arrivals in

Malaysia have fallen, especially those from Brunei and South Korea, which dropped by 55.15
and 52.34 percentage points, respectively. In February 2020, only Indian visitors increased 15.63
percent. Malaysia's Visit Malaysia 2020 campaign has been frightened by COVID-19. 64 percent
of Malaysia's tourism business came from China, Singapore, and Indonesia, which were all
significantly hit by the pandemic (Yucel, 2020). From January to March 2020, the Tourist, the
Arts, and Culture Ministry of Malaysia (MOTAC) forecasts RM 9 billion in losses for Malaysia's
key tourism operators in transport, housing, restaurants, and events (Foo et al., 2020).

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 Table 4 : Change of International Tourist Arrivals in Feb 2019 vs Feb 2020

2.2 Tourism Recovery

Malaysia heavily relies on international and domestic tourism, and the recovery of the
tourism industry is crucial for theme parks. However, the ongoing pandemic situation and travel
restrictions continue to hinder the recovery process. The slow return of international tourists and
uncertainties surrounding travel guidelines have posed challenges to attracting visitors to theme
parks. Currently, the COVID-19 pandemic has had an unprecedented negative economic impact
on numerous . industries, including tourism, which is suffering primarily because of international
travel restrictions imposed in many parts of the world. In the short and possibly long term, the
pandemic will decrease international visitors to tourist destinations. It is projected that the
number of foreign arrivals would decline by nearly 20-30 percent, resulting in revenue losses in
the worldwide tourist industry of between USD300 and 450 billion.

Other than that, in 2020, a reduction in the number of foreign passengers resulted in
revenue losses for airlines of roughly USD 252 billion and revenue losses for airports of
approximately USD 77 billion (Farías-Torbidoni & Barić, 2020). Millions of livelihoods and
jobs have been eliminated because of travel restrictions and border closures in virtually every
country across the world (Comerio & Pacicco, 2020) .The Malaysian Institute of Economic
Research’s

1
(MIER) projection of 4 percent GDP growth was reduced to just 2.9 percent in 2020, resulting in
employment losses of up to 2.4 million, with 67 percent of those losses occurring in the unskilled
group. Initial estimates from the International Labor Organization (ILO) indicate that
unemployment and underemployment are growing substantially as the crisis worsens
(Garcia-Muñoz Alhambra et al., 2020).

According to external sources, A Malaysia Report in July 2019, it is anticipated that the
unemployment rate and real GDP growth in Malaysia would decline in both the baseline and in
several scenarios. According to the report, Malaysia's GDP will expand faster than the rest of
the world's economy in the near future (refer to Figure 4). COVID-19's effects on the Visit
Malaysia 2020 campaign in Malaysia have been frightening. In the first six months of 2020,
Movement Control Orders (MCO's) economic impacts on the country have resulted in an
estimate of about RM45 billions of losses from the tourism sector according to the Ministry of
Tourist, Arts and Culture (MOTAC) as reported from Malaysia Tourism 2021. The leading
tourist sectors are transport, accommodation, restaurant sector, and event business. Until
recently, tourism was one of the most significant economy-boosting sectors in Malaysia. The
tourism sector also experienced incredible growth worldwide. Tourism generates income through
tourist spending at a rapid pace. Tourists spend on travel expenses, lodging services
expenses, hotel-staying expenses, food expenses, and other tourist destination-related expenses.
According to Malaysia Tourism Report 2021 in the tourism and hospitality business, there are
about 197 million extra employment hazards alone, with a projected 5.5 billion losses in travel
and tourism of GDP this year as a result of long-standing travel constraints and MCO's imposed
by the countries.

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 Figure 5 : Economic Growth In Malaysia

2.3 Safety and Health Measures

Safety and health measures in the theme park industry are of utmost importance to ensure
the well-being and protection of visitors and employees. These measures encompass various
aspects, including entertainment variety and quality, courtesy, cleanliness, safety and security,
food variety and value for money, quality of theming and design, availability and variety of
family-oriented activities, quality and variety of rides and attractions, and pricing and value for
money (Ji et al., 2021). Proper training programs should be implemented to educate employees
on safety procedures, emergency protocols, and the proper use of equipment and machinery (Ji et
al., 2021). Regular inspections and maintenance of equipment and facilities are essential to
identify and address any potential safety hazards (Ji et al., 2021). The provision of personal
protective equipment (PPE) such as helmets, gloves, goggles, and masks is crucial to protect
against physical, chemical, and biological hazards (Ji et al., 2021).

Additionally, the establishment of a strong safety culture within the organization is vital,
which includes promoting open communication, encouraging employees to report any safety
concerns or incidents, and fostering a proactive approach towards safety (Ji et al., 2021).
Interacting with animals in theme parks can also have positive effects on visitors, leading to a
physiological response reminiscent of a theme park experience and a decrease in mental stress
(Sahrmann et al., 2015). Furthermore, the theme park industry has generated a wide circle of
social, economic, and political influences, ranging from town planning to historic preservation,

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building architecture, shopping mall design, and landscaping (Milman, 2010). The continuous
growth of the global theme park industry is influenced by factors such as marketing and
advertising campaigns, development of new products and guest experiences, as well as external
variables like competitors' strategies, weather, economic conditions, and government regulations
(Milman, 2010).

Overall, implementing comprehensive safety and health measures in the theme park
industry is crucial to create a safe and enjoyable experience for visitors while ensuring the
well-being and protection of all individuals involved.

2.4 Financial Sustainability

The pandemic-induced closures and reduced visitor numbers have impacted the financial
sustainability of theme parks in Malaysia. Theme parks face financial challenges in covering
operational costs, maintaining infrastructure, and investing in new attractions. Securing funding
and managing cash flow during periods of low visitation and revenue is a significant
hurdle.Financial sustainability in the theme park industry is a crucial aspect that requires careful
decision-making and strategic planning. Permana & Harsanto (2021) highlight the importance of
understanding decision-making in the cultural and creative industries environment, drawing
lessons from cultural villages. They emphasize the need for a culturally-led consensus approach
to reshape group decision-making processes, particularly in the Global South.

Ma et al. (2022) discussed the rise of domestic theme parks in China compared to
overseas markets. They suggest that future research and development in the Chinese theme park
industry should focus on improving business strategies, learning from international counterparts,
and integrating Chinese traditional cultures to develop original intellectual properties
(IPs).Managing the perception of service quality is crucial for the financial sustainability of
theme parks. Fotiadis & Kozak (2017) emphasize the importance of evoked quality management
and continuous innovation to keep visitors coming back. They highlight the need for theme park
managers to be visitor-centric, improve service quality, safety, security, and create a unique
environment to attract more visitors.

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 Cluster developments in the theme park industry also play a significant role in financial
sustainability. Jamal et al. (2017) discuss visitors' experiences of cluster developments at theme
parks in Malaysia. They highlight the benefits of industry clusters, where interrelated firms
located in a defined geographical area can benefit from shared infrastructure and services. This
approach has prompted positive responses from various industries, including tourism.In terms of
financial risk management, weather derivatives can be used by theme parks to hedge against
weather-related fluctuations in demand. Pike & Pollard (2009) explain how weather derivatives
can be used to hedge against low-risk, high-probability events such as dry or wet periods or cold
or warm seasons that can affect the demand for goods and services in the theme park industry.

Efficiency in individual theme park attractions is also crucial for financial sustainability.
Kim & Kim (2016) discuss the measurement of operational efficiency in individual theme park
attractions. They emphasize the role of hygiene factors, such as the physical environment, in
providing information on service quality and improving customer trust.Overall, financial
sustainability in the theme park industry requires a comprehensive understanding of
decision-making processes, strategic planning, service quality management, cluster
developments, risk management, and operational efficiency. By considering these factors, theme
parks can enhance their financial performance and ensure long-term sustainability in a
competitive market.

2.5 Intense Competition

The theme park industry in Malaysia is characterized by intense competition, as highlighted by

various studies. Bayang et al. (2022) emphasize the importance of managing waiting times in
theme parks, as it influences visitors' experiences and their intention to revisit. This suggests that
reducing waiting times and improving service efficiency can contribute to the financial
sustainability of theme parks in Malaysia.

Learning from the success and failures of other theme parks is also crucial for
maximizing the chances of success in the industry. Meng & Abdul-Talib (2019) discuss the case
study of Genting Group Malaysia, highlighting the importance of observing and learning from
other theme parks' experiences. By adopting best practices and avoiding pitfalls, theme park
developers can enhance their competitiveness and financial sustainability.

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 Food offerings in theme parks also play a significant role in attracting visitors and
enhancing their experiences. Khairatun (2020) notes that international and trendy flavors are
prevalent in the food sold in Malaysian theme parks. This indicates the importance of catering to
diverse culinary preferences and providing unique dining experiences to meet the expectations of
visitors.

Furthermore, visitors' emotions and perceived quality in theme park environments

significantly influence their satisfaction and intention to revisit. Omar & Evin (2012) highlight
the importance of creating enjoyable and amazing experiences for visitors, as theme parks have
become major tourist destinations in Malaysia. By focusing on enhancing visitors' emotions and
perceived quality, theme parks can foster customer satisfaction and loyalty, contributing to their
financial sustainability. The theme park industry in Malaysia faces intense competition,
necessitating strategic measures to ensure financial sustainability. This includes managing
waiting times, learning from other theme parks' experiences, offering diverse and unique food
options, and prioritizing visitors' emotions and perceived quality. By addressing these factors,
theme parks can attract and retain visitors, ultimately contributing to their long-term success in
the competitive Malaysian market.

2.6 Seasonality and Weather

Numerous factors can have an effect on the operations and financial performance of the theme
park sector. One such factor is seasonality, which refers to the fluctuation in theme park
attendance levels based on the time of day, day of the week, and season of the year (Heo & Lee,
2009). Seasonality can have a significant impact on the demand for theme park goods and
services, which in turn affects the revenues, costs, and income of theme park operators (Pike &
Pollard, 2009).

To manage the risks associated with seasonality, theme parks can employ various
strategies. One strategy is the use of weather derivatives, which are financial instruments that
allow firms to hedge against low-risk, high-probability weather events that can affect the demand
for their goods and services (Pike & Pollard, 2009). For example, theme parks can use weather
derivatives to hedge against the economic impact of a wetter-than-average summer (Pike &

1
Pollard, 2009). By using weather derivatives, theme parks can mitigate the financial risks
associated with unfavorable weather conditions and ensure a more stable revenue stream.

In addition to seasonality, theme park operators also need to embrace high-risk,

high-maintenance, and constant innovation efforts to thrive in the industry (Kawamura & Hara,
2010). The success or failure of theme park investments is highly dependent on the operator's
ability to adapt to changing market conditions and meet the evolving demands of visitors
(Kawamura & Hara, 2010). This requires a commitment to constant innovation and a willingness
to take risks in order to stay competitive in the market (Kawamura & Hara, 2010).

Furthermore, responsible tourism management practices are crucial in the theme park
industry to ensure the safety and well-being of visitors (Tham, 2021). Theme park disasters can
have severe consequences, highlighting the need for crisis management and a duty of care
towards visitors (Tham, 2021). Responsible tourism practices, which involve making ethical
decisions and embedding responsible principles into operational design, can help mitigate risks
and create a positive brand image for theme parks (Tham, 2021).

In conclusion, seasonality is a significant factor in the theme park industry, impacting the
demand for goods and services and subsequently affecting the financial performance of theme
park operators. To manage the risks associated with seasonality, theme parks can utilize weather
derivatives as a hedging strategy. Additionally, theme park operators need to embrace high-risk,
high-maintenance, and constant innovation efforts to thrive in the industry. Responsible tourism
management practices are also crucial to ensure the safety and well-being of visitors and mitigate
the risks associated with theme park operations.

2.7 Workforce and Talent Management

Workforce and talent management in the theme park industry is a critical aspect of ensuring the
success and sustainability of theme parks. The theme park industry, like the hospitality and
tourism industry in general, faces various challenges in managing its workforce (Jayawardena,
2017). These challenges include attracting and retaining talented employees, ensuring employee
engagement and satisfaction, and adapting to changes in the industry such as globalization and
technology acquisition (Biswas & Bhatnagar, 2013).

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 One important aspect of workforce and talent management in the theme park industry is
employee retention. Retaining hourly employees, who make up a significant portion of the theme
park workforce, is particularly important. Research has shown that factors such as perceived
organizational support, organizational commitment, and job satisfaction play a role in employee
engagement and ultimately in employee retention (Milman & Dickson, 2014).

Another area of focus in workforce and talent management in the theme park industry is
the use of technology, including robotics. Theme park visitors' attitudes toward interacting with
robots and the qualities and functions of robotic servers can have an impact on customer loyalty
(Milman et al., 2020). Therefore, understanding the role of technology and its impact on both
employees and customers is crucial in managing the workforce in theme parks.

Furthermore, workforce and talent management in the theme park industry is closely
linked to the overall success and profitability of theme parks. The theme park industry is a
significant contributor to the global economy, with millions of people employed in various roles
within the industry (Vogel, 2012). Effective management of the workforce, including attracting
and retaining talented employees, can contribute to the overall success and competitiveness of
theme parks.

In a nutshell, workforce and talent management in the theme park industry is a complex
and multifaceted task. It involves addressing challenges such as attracting and retaining talented
employees, ensuring employee engagement and satisfaction, and adapting to changes in the
industry. Factors such as employee retention, the use of technology, and the overall economic
impact of the industry are important considerations in managing the workforce in theme parks.
By effectively managing their workforce, theme parks can enhance their competitiveness and
ensure the satisfaction of both employees and customers.

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3.0 SITUATIONAL ANALYSIS OF THE THEME PARK INDUSTRY BEFORE AND
DURING COVID

In the pre-COVID period, theme parks were thriving and attracting a large number of
visitors. Studies have shown that visitors to theme parks had positive attitudes and behavioral
intentions (Zhu et al., 2022). The image of the theme park played a significant role in shaping
visitors' perceived value and behavioral intentions (Zhu et al., 2022). Visitors perceived theme
parks as valuable and were willing to engage in active participation and recommend the parks to
others (Pan et al., 2022). The positive service experience and desire for active participation
contributed to visitors' recommendation intentions (Pan et al., 2022). Additionally, the
availability of well-maintained facilities and infrastructure, as well as compliance with
management protocols, were factors that contributed to visitors' positive perceptions of comfort
(Jannah & Mindara, 2021).

However, the situation drastically changed in the post-COVID period. The COVID-19
pandemic brought about fear and perceived risk among theme park visitors (Pan et al., 2022).
Visitors' fear of COVID-19 enhanced their perceived risk, reduced their desire for active
participation, and impaired their service experience (Pan et al., 2022). This fear and perceived
risk had a negative impact on visitors' recommendation intentions (Pan et al., 2022). The
pandemic also led to capacity constraints in theme parks, resulting in decreased revenue and
visitation (Gabe, 2020). COVID-related capacity constraints significantly reduced the estimated
annual attendance at theme parks (Gabe, 2020).

The impact of COVID-19 was not limited to visitor behavior and attendance. COVID-19
related policies had uneven impacts on the landscape of bike-share usage, with areas surrounding
public transit nodes experiencing a higher decrease in bike-share usage compared to other
regions such as parks and residential blocks (Song et al., 2022). The pandemic also had
implications for the housing market, stock market, and unemployment rate (Yang & Zhou,
2021). Furthermore, the pandemic affected compliance with health protocols in parks, with
fitness spaces equipped with COVID-19 mitigation measures not providing optimal stimuli for
people to comply with health protocols (Agusintadewi et al., 2023).

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 In summary, the situation analysis of theme parks pre-COVID and post-COVID reveals a
significant shift in visitor attitudes, behaviors, and experiences. The fear of COVID-19,
perceived risk, and capacity constraints have had a negative impact on visitor intentions and
attendance. The pandemic has also affected other aspects such as bike-share usage, the housing
market, and compliance with health protocols in parks. Theme parks and related industries have
had to adapt to the new normal and implement measures to ensure visitor safety and confidence.

3.1 Market Growth

The theme park industry has experienced significant growth in recent years, both globally
and in specific regions. In South Korea, for example, annual revenue from water parks increased
by more than 40% between 2000 and 2011, with total annual sales exceeding $38 million (Jin et
al., 2013). Similarly, North American theme parks saw a 10.4% growth in revenues from $16.6
billion in 2014 to $18.3 billion in 2015 (Torres et al., 2017). The rise of domestic theme parks in
China has also been significant, driven by the country's rapid economic growth and increased
demand for entertainment and cultural experiences (Ma et al., 2022).

The expansion of the theme park industry is not limited to specific regions. Large theme
parks hosting over three million visitors per year have emerged in Europe and the Asia Pacific
region, indicating a global presence and increasing popularity of themed amusement parks
(Milman et al., 2012). This growth has led to increased competition among theme park
companies, prompting a focus on understanding the factors that influence customer satisfaction
and return patronage. Factors such as experience quality, perceived value, satisfaction, and
image have been identified as important in influencing customers' behavioral intentions and
overall satisfaction with water parks (Jin et al., 2013).

Revenue management, traditionally practiced in the hotel and airline industries, has also
found its way into the theme park industry. Pricing and revenue management accounted for 6.6%
of the total literature in hospitality marketing research, indicating its growing importance in the
industry (Line & Runyan, 2012). The future health of the theme park industry is associated with
economic forces and the quality of service provided (Milman, 2001). Additionally, the success
of

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theme parks is influenced by marketing and advertising campaigns, development of new
products and guest experiences, as well as external variables such as competitors' strategies,
weather, economic conditions, and government regulations (Milman, 2010).

The growth of theme parks as tourist attractions has significant economic implications,
including increased tourism revenues and the provision of leisure and entertainment activities
(Omar & Evin, 2012). The introduction of innovative recreational products, such as theme parks,
in the tourist infrastructure of a country can contribute to raising its economic level, attracting
more tourists, and improving the quality of recreation (Masliak et al., 2021).

3.2 Rising Attendance.

Before COVID-19, the theme park industry experienced significant growth in attendance.
In Asia and the Pacific Rim, theme park attendance grew by 16.5% from 2007 to 2012, with
visitor spending also increasing during that period (Ali et al., 2018). However, in the United
States, the growth rate in theme park attendance was slower compared to other regions,
indicating that the market had entered a mature stage (Heo & Lee, 2009). Despite this,
investments in new attractions continued to rise, and the effects of these attractions on theme
park attendance were studied (Cornelis, 2010). It was found that parks that invested in new
attractions once every three years had the highest impact on visitor numbers (Cornelis, 2011).

Revenue management practices, such as demand-based pricing and optimal attendance

level strategies, were also applied in the theme park industry (Lewison, 2017). The concept of
demand-based pricing played a crucial role in revenue management, and some theme parks
started offering discount tickets online in advance to attract visitors (Lewison, 2017).
Additionally, the quality of service provided by theme parks was identified as a factor that
influenced the future health of the industry (Milman, 2001).

The popularity and visitation of theme parks were influenced by various factors,
including geographical distance, demographics, and the theme of the park. Minority visitation
was often highest at park units with a particular theme, and parks located in areas with large
populations of African Americans and Hispanics did not always reflect their visitation statistics

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(Weber & Sultana, 2012). Furthermore, the impact of on-screen tourism, such as films and TV
shows featuring theme parks, also contributed to the attraction of visitors (Li et al., 2017).

Overall, the theme park industry experienced rising attendance before COVID-19, with
investments in new attractions, revenue management practices, and the quality of service playing
significant roles. The popularity and visitation of theme parks were influenced by factors such as
geographical distance, demographics, and the theme of the park. However, it is important to note
that these trends and factors may have been affected by the COVID-19 pandemic, which had a
significant impact on the theme park industry worldwide.

3.3 Technological Advancements

Prior to the outbreak of the COVID-19 pandemic, the theme park sector had already
begun witnessing technological advancements that were revolutionizing different facets of park
operations and enhancing the overall visitor experience. One significant technology that was
gaining traction in the industry was Radio Frequency Identification (RFID) tag sensors (Singh et
al., 2017). These sensors had multiple applications, including tracking lost visitors in theme
parks, monitoring supply chains, and managing assets (Singh et al., 2017). RFID technology had
the potential to revolutionize the theme park industry by improving operational efficiency and
enhancing visitor experiences.

In addition to RFID technology, other digital technologies were also being adopted in
theme parks. Virtual reality (VR) technology, for example, was being used to create immersive
experiences for park visitors (Zhang et al., 2021). VR allowed visitors to explore virtual worlds,
participate in interplanetary voyages, and engage in fantasy adventures (Yang et al., 2021). This
technology had the potential to attract more visitors and enhance their overall satisfaction with
the park experience (Sun & Zhang, 2019).

The adoption of technology in theme parks was not only aimed at improving visitor
experiences but also at enhancing operational efficiency and safety. Construction technologies,
for instance, were being used to improve communication among project stakeholders and
increase project efficiency (Yang et al., 2021). These technologies facilitated closer
collaboration, cleaner construction sites, and a more resilient supply chain (Yang et al., 2021).

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The COVID-19 pandemic further accelerated the adoption of advanced digital technologies in
the construction industry (Yang et al., 2021).

Furthermore, technology adoption in theme parks was also driven by the need to stay
competitive in the industry. Theme park operators recognized the importance of innovation and
customization to attract and retain visitors (Lillestol et al., 2015). Technology played a crucial
role in enabling theme parks to offer personalized and unique experiences to their guests
(Lillestol et al., 2015). By leveraging technology, theme parks could customize products and
services to meet the specific preferences and needs of their target audience (Lillestol et al.,
2015).

Overall, the theme park industry was experiencing significant technological

advancements before the COVID-19 pandemic. RFID tag sensors, virtual reality, construction
technologies, and customization through technology were some of the key areas of focus. These
technologies aimed to improve operational efficiency, enhance visitor experiences, and maintain
competitiveness in the industry. The COVID-19 pandemic further accelerated the adoption of
digital technologies, as theme parks sought to adapt to the changing consumer perception and
ensure sustainable development (Wu & He, 2022).

3.4 Expansion and Diversification

One aspect of expansion and diversification in the theme park industry is the introduction
of new attractions and experiences. Theme parks continuously strive to offer unique and
innovative rides, shows, and themed areas to attract visitors Chang et al. (2021). This can include
the introduction of new types of attractions, such as water parks or virtual reality experiences (Jin
et al., 2013). For example, the rise of domestic theme parks in China has been fueled by the
introduction of novel recreational facilities and the hosting of various festivals and events to
showcase their uniqueness (Ma et al., 2022).

Another aspect of expansion and diversification is the incorporation of new technologies.

Theme parks have embraced technologies such as robotics and augmented reality to enhance the
visitor experience (Milman & Tasci, 2022; Taylor, 2022). Robotic servers and animatronics can
provide interactive and immersive experiences for guests, while augmented reality can be

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integrated into attractions to create a more engaging and dynamic environment (Milman & Tasci,
2022; Taylor, 2022).

Furthermore, theme parks have expanded their offerings beyond traditional rides and
attractions. They have diversified into areas such as dining, shopping, and entertainment,
creating a more comprehensive and immersive experience for visitors (Ali et al., 2018). This can
include the development of themed restaurants, retail stores, and live performances that align
with the overall theme of the park (Hazbun, 2004).

In terms of geographical expansion, theme park operators have been exploring new
markets and expanding their presence globally. Asia, in particular, has seen significant growth in
the theme park industry, with the region being home to some of the world's most-visited theme
parks (Ali et al., 2018). Theme park operators have also sought opportunities for international
expansion, establishing partnerships and joint ventures with local companies to enter new
markets (Ma et al., 2022).

3.5 Park Closures and Attendance decline

The closure of businesses, including theme parks, was a necessary measure to prevent the
spread of the virus and ensure public safety (Austin, 2022). These closures were often temporary
but had a profound impact on the industry. The closure of theme parks resulted in a sharp decline
in attendance. With parks closed and travel restrictions in place, people were unable or unwilling
to visit theme parks, leading to a significant decrease in visitor numbers (Austin, 2022). This
decline in attendance had a direct impact on the revenue and financial stability of theme park
operators.

The effects of the pandemic and park closures were not evenly distributed among
different groups. Precarious workers, including those employed in the hospitality industry, such
as theme parks, were particularly hard-hit by the economic downturn caused by the pandemic
(Austin, 2022). Many workers in the theme park industry faced job losses or reduced working
hours, exacerbating the financial strain on individuals and families.

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 The decline in attendance and prolonged closures also had broader economic
implications. Theme parks are major contributors to local economies, generating revenue for
surrounding businesses such as hotels, restaurants, and retail establishments (Austin, 2022). The
closure of theme parks had a ripple effect, leading to job losses and financial hardships for
businesses that rely on the tourism and hospitality industry. As the pandemic continues, theme
parks have had to adapt to new health and safety protocols to ensure the well-being of visitors
and employees. This includes implementing measures such as capacity restrictions, enhanced
cleaning procedures, and social distancing measures (Austin, 2022).

The COVID-19 pandemic has resulted in park closures and a significant decline in
attendance in the theme park industry. The closure of theme parks and travel restrictions have led
to a sharp decrease in visitor numbers, impacting the financial stability of theme park operators
and causing job losses for workers in the industry. The effects of the pandemic have been
particularly challenging for precarious workers and have had broader economic implications for
local economies. As the industry continues to navigate the challenges posed by the pandemic,
implementing health and safety measures has become crucial to ensure the well-being of visitors
and employees.

3.6 Travel Restrictions and Reduced Tourism

The implementation of travel restrictions, both international and domestic, has severely
limited the ability of tourists and visitors to reach theme parks, resulting in a sharp decline in
attendance and revenue (Lee et al., 2021)Siddiqui et al., 2022). International travel restrictions
have been particularly impactful, as borders have been closed and travel advisories have been in
place, making it difficult for international tourists to embark on long-distance trips to visit theme
parks (Lee et al., 2021). This has resulted in a substantial reduction in international visitation,
which has traditionally been a significant source of revenue for many theme parks (Siddiqui et
al., 2022).

Domestic travel restrictions have also played a role in the decline of tourism to theme
parks. Many countries and regions have implemented lockdowns and travel limitations within
their own borders, preventing people from traveling to different areas where theme parks are

2
located (Siddiqui et al., 2022). This has led to a decrease in domestic visitation as well, as people
have been unable to freely travel and visit these attractions (Siddiqui et al., 2022).

The impact of reduced tourism and travel restrictions has been far-reaching for the theme
park industry. Theme parks are major contributors to local economies, generating revenue for
surrounding businesses such as hotels, restaurants, and transportation services (Siddiqui et al.,
2022). The decline in tourism has led to job losses and financial hardships for businesses that
rely on the influx of visitors to theme parks (Austin, 2022).

To mitigate the impact of travel restrictions and reduced tourism, theme parks have had
to adapt their operations and implement new strategies. This includes focusing on attracting local
visitors and implementing stringent health and safety measures to instill confidence in visitors
(Pan et al., 2022). Theme parks have also explored virtual experiences and online content to
engage with audiences who are unable to physically visit the parks (Siddiqui et al., 2022).

As travel restrictions gradually ease and vaccination rates increase, there is hope for a
recovery in the theme park industry. However, the industry will need to continue monitoring and
adapting to changing travel regulations and consumer preferences. Implementing effective
marketing strategies, enhancing safety protocols, and diversifying offerings can help theme parks
attract visitors and recover from the impact of reduced tourism (Pan et al., 2022).

3.7 Shift towards online experiences

The theme park industry has witnessed a shift towards online experiences, driven by
advancements in technology and changing consumer preferences. Online experiences have
become increasingly important for theme parks to engage with visitors, especially during periods
of travel restrictions and reduced tourism.

Virtual reality (VR) and augmented reality (AR) technologies have played a significant
role in providing immersive online experiences for theme park visitors Back et al.
(2019)Alyahya & McLean, 2021). These technologies allow visitors to explore virtual theme
park environments, interact with virtual attractions, and experience the thrill of rides from the
comfort of their own homes (Alyahya & McLean, 2021). VR and AR experiences have the

2
potential to recreate the excitement and sensory elements of a physical theme park visit, offering
a unique and engaging alternative for those unable to visit in person.

Online platforms and social media have also become essential tools for theme parks to
connect with their audience and provide virtual experiences. Theme parks have utilized live
streaming, virtual tours, and interactive content to engage with visitors and maintain a sense of
connection (Wei et al., 2021). These online platforms allow visitors to explore theme park
attractions, watch shows and performances, and participate in virtual events and activities (Wei
et al., 2021). Additionally, theme parks have encouraged visitors to share their experiences on
social media, creating a sense of community and generating online buzz (Prideaux et al., 2016).

The shift to online experiences has not only provided an alternative for visitors but has
also opened up new opportunities for theme parks to reach a wider audience. Online experiences
can transcend geographical boundaries, allowing theme parks to attract visitors from different
parts of the world who may not have had the opportunity to visit in person (Godovykh et al.,
2022). This has the potential to expand the reach and global presence of theme parks, increasing
brand awareness and attracting new visitors.

However, it is important to note that online experiences cannot fully replicate the
physical experience of visiting a theme park. The sensory elements, social interactions, and
physical sensations that come with being in a theme park environment are difficult to replicate
online (Milman et al., 2020). Therefore, while online experiences can provide a temporary
solution during times of restricted travel, they are not a complete substitute for the in-person
theme park experience.

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3.8 Safety and Health Concerns

Health and safety concerns in the theme park industry are of paramount importance to
ensure the well-being of visitors and employees. The nature of theme parks, with their large
crowds, diverse attractions, and complex operations, presents unique challenges in maintaining a
safe environment. Several studies have addressed various aspects of health and safety in the
theme park industry.

One study focused on the causes of safety accidents in temporary workers in theme parks
(Lee et al., 2023). The research highlighted the importance of establishing a safety management
system that considers the factors perceived as important by temporary workers. By addressing
these factors, theme parks can effectively prevent safety accidents and create a safer working
environment.

Another study examined the relationship between service quality and brand trust in the
theme park industry (Jingjing, 2020). Service quality and brand trust are crucial for the success
of theme parks. The study aimed to understand the linking role of service quality in building
brand trust among visitors. By providing high-quality services, theme parks can enhance visitors'
trust in their brand and create a positive perception of safety and reliability.

Furthermore, the COVID-19 pandemic has brought health and safety concerns to the
forefront in the theme park industry. Theme parks have had to implement strict health and safety
protocols to protect visitors and employees from the spread of the virus. These protocols include
enhanced cleaning and sanitization measures, social distancing guidelines, and mandatory
mask-wearing (Milman, 2010). The pandemic has highlighted the need for theme parks to be
agile and adaptable in responding to health and safety challenges.

In addition to the pandemic, other health and safety concerns in the theme park industry
include ride safety, food safety, and emergency preparedness. Theme parks must ensure that their
rides and attractions meet stringent safety standards and undergo regular inspections (Milman,
2010). They also need to maintain high standards of food safety to prevent foodborne illnesses
among visitors. Moreover, theme parks must have robust emergency response plans in place to
handle any unforeseen incidents or emergencies.

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 To address these concerns, theme parks can leverage technology and innovation. For
example, the use of advanced surveillance technologies can help monitor and regulate the
industry, ensuring compliance with safety protocols (Geesin & Mollan, 2019). Additionally, the
integration of Industry 4.0 principles with quality management systems can drive continuous
improvement in health and safety practices (Fonseca et al., 2021).

In the nutshell , health and safety concerns are of utmost importance in the theme park
industry. Studies have highlighted the need for effective safety management systems, the
relationship between service quality and brand trust, and the impact of the COVID-19 pandemic
on health and safety protocols. Theme parks must prioritize the well-being of visitors and
employees by implementing rigorous safety measures, addressing ride and food safety, and being
prepared for emergencies. By embracing technology and innovation, theme parks can enhance
their health and safety practices and provide a safe and enjoyable experience for all.

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4.0 INTERNAL SCANNING OF THE THEME PARK INDUSTRY IN MALAYSIA
CONTEXT

The theme park industry is an important contributor to the tourism sector in Malaysia, with its
attractions drawing both domestic and foreign visitors alike (Nik Hashim et al., 2019). According
to the International Association of Amusement Parks and Attractions (IAAPA) in 2016, there are
more than 20 theme parks operators in Malaysia, with a total of 50 theme parks operating in the
country (IAAPA,2016). As the industry has continued to grow in recent years, there has been
greater emphasis place in innovation to meet the changing needs of consumers (Wang et al.,
2019).The Malaysia Technology Development Corporation (MTDC) and Technology Park
Malaysia (TPM) have established incubation centers to aid industries in developing high
technologies (Hizam-Hanafiah & Soomro, 2021). This indicated a potential for the theme park
industry to leverage on these resources and develop innovative solutions to enhance visitor
experience (Wu et al., 2022). Additionally, Sulaiman et al.(2020) identified the importance of
providing visitors with good service and accommodating their food tastes, as satisfied visitors
are more likely to recommend the theme park to others and return for future visits.

Internal scanning is the process of analyzing internal factors within an organization,

specifically a theme park in Malaysia, to identify its strengths, weaknesses, opportunities and
threats (SWOT). Consider these factors for conducting internal scanning in the context. In order
to conduct internal scanning in the theme park industry of Malaysia, several considerations must
be taken into account. First and foremost, the range and quality of attractions available at the
park must be evaluated to identify strengths and weaknesses regarding visitor experience (Wang
et al.,2019). This information could be gathered through visitor surveys of feedback from park
staff (Pan et al.,2022). Secondly, scrutinizing the level of service quality provided by park staff
and ensuring that it aligns with visitor expectations is essential in identifying potential weakness
or areas for improvement (Bayang et al.,2022). Furthermore, analyzing the park's financial
performance and cost structures could provide key insights into areas for improvement and
potential new revenue streams (Cho et al., 2019).

Offering a diverse range of high-quality rides and attractions is essential for theme parks
to stand out from their competitors and attract visitors. The variety of experiences that a theme
park can offer plays a crucial role in determining its appeal to potential visitors (Bappy & Bappy,

3
2019). To increase visibility and attract more visitors, theme parks must employ effective
marketing strategies. Promotions and marketing play a critical role in getting the word out to
potential visitors about the park's offerings, special events, and attractions. By highlighting the
unique experiences that the theme park offers and showcasing the quality and variety of rides
and attractions, a park can appeal to a broader audience (Chen et al., 2022). This can give these
theme parks an advantage over newer or lesser-known ones as they can leverage their brand
recognition to attract a larger audience and generate higher revenue. However, it also means that
newer or smaller theme parks may need to invest more resources in marketing and branding
efforts to establish their presence and attract visitors (Azevedo et al., 2021).

Providing high-quality customer service in theme parks in Malaysia can have a

significant impact on visitor experiences, leading to positive outcomes such as repeat visits and
positive word-of-mouth marketing (Wei et al., 2022). When visitors receive excellent customer
service, they are more likely to enjoy their time at the park and recommend it to others. This can
help increase the park's reputation and attract more visitors in the future (Munawir et al., 2019).
Wan Ismail et at. (2017) conducted a study in Malaysian theme parks and discovered that
customer service plays a significant role in determining customer satisfaction. This definition is
similar to that found in (Yusof et al.,2018) who wrote examined the factors that influence
customer loyalty in Malaysia theme parks. A previous study found that customer service was one
of the most important factors affecting customer loyalty, along with park cleanliness, safety and
ride quality.

However, the theme park industry in Malaysia has grown significantly, with many
large-scale parks opening across the country. Maintaining theme parks is crucial to ensuring
visitor safety and the smooth operation of rides and attractions. According to the research
(Maulana et al., 2019) we can determine that MAPS Perak is a theme park in Malaysia with over
40 attractions. The park faces problems such as low awareness, expensive tickets, unsatisfactory
games and political issues. However, the government has advised the park to close due to
excessive liability. It is to ensure upkeep of their facilities, including building, pathways and
landscaping to ensure a positive visitor experience and satisfaction. Thus, theme parks in
Malaysia have faced criticism over maintenance with some visitors citing concerns over safety
and negative impact on visitor experience. In the previous year, Lost World of Tambun water

3
park was shut down for maintenance issues to maintain hygiene and cleanliness in theme park
hotels to prevent the spread of COVID-19 and to ensure customer satisfaction (Noor et al.,2022).

In an effort to remain competitive in the market, the Malaysian amusement park industry
has been implementing numerous technological advancements to improve the visitor experience
and expedite operations. One of the most prominent technologies is virtual reality (VR). In the
context of virtual reality tourism, it is related to the ideas of telepresence and flow, where the
enjoyment of the activity completely submerges participants' mental states to the point where it
results in a loss of time and space (Lee & Kim,2021). It provides visitors with an immersive
experience on rides and attractions. Many theme parks, including Sunway Lagoon Theme Park
in Kuala Lumpur, have implemented VR technology in their rollercoaster rides. With the
advancement of computer technology, augmented reality (AR) and image recognition have
become widely employed. Since mobile processors have improved recently, it has become
possible to create an AR system on the Android platform using EasyAR and Unity 3D (Liu et al,
2021). Augmented reality (AR) is also being used in Malaysia's theme parks, allowing visitors to
interact with virtual objects in the real world. For example, Legoland Malaysia Resort uses a
mobile app to unlock AR experiences throughout the park (Iskandar, 2021).

Additionally, many theme parks in Malaysia now have their own mobile apps that
visitors can use to view maps, check wait times, and even order food and merchandise. Some
theme parks are also experimenting with facial recognition technology for admission and access
control. Dispensation is done by detecting the face of the people at the ticket counter and
classifying them into three different categories to issue tickets (Harisudhan et al, 2022). The
Malaysian government has announced plans to use facial recognition technology at entry points
to theme parks and other public spaces. Furthermore, AI-powered virtual assistants are being
developed by some theme parks to provide personalized recommendations and assistance to
visitors. AI improves tourist services, but it cannot take the place of the human touch, which is
essential to the experiential travel experience. In place of traditional travel agents, it provides
automated, insightful, and personalized travel services (Samala et al., 2020). As an illustration,
the upcoming 20th Century Fox World Malaysia theme park will feature a virtual assistant
named Foxie. Overall, the theme park industry in Malaysia is embracing technology to improve
the visitor experience and stay competitive in the market.

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4.0 POTENTIAL SOLUTION

Based on the previous chapter where the issues and challenges faced by the theme park industry
were discussed, several solutions have been designed to overcome them. In this chapter, the
solutions will be discussed by classifying the challenges into three (3) stages namely short-term,
medium-term, and long-term issues.

4.1 Short-term Issue: Meeting Customers’ Changing Demands and Staying

Competitively Relevant

These issues are considered short-term issues as these challenges occur periodically but can
be tackled in an immediate manner. Customer demands are always changing and upgrading
along with time and trends, especially with social media influences. The only effective way
to handle this is to actively respond to the demand and keep up with the trend or an
advanced method, to start a new trend. To respond to the demand, theme parks managers
need to study their customers and the current trends. With the data and information
collected, upgraded themed experiences can be designed and introduced to their visitors. For
instance, I-City had a successful opening and introduction to the public eyes by providing a
brand-new concept of digital lights and unique attractions such as the snow walk trick art
museum, wax museum, and many more. This has given them a competitive benefit in the
industry with their unique attraction and concept of the theme park (Abd Razak et al., 2020).

Next, theme parks should now incorporate technology into their attractions. Virtual reality
rides and attractions will enhance the visitors’ experience with such trendy and tech-savvy
concepts of attraction (Choi et al., 2019). By incorporating high-tech into their rides and
attractions, they can offer an immersive experience that is currently in-trend and highly
searched for among the public who are enthused by theme parks (Kim et al., 2020). The
immersive experience here refers to the out-of-the-world experience that transports visitors
to different worlds, cultures, or time periods. This can be achieved by adapting high-quality
technology and creative attraction design and engineering. Every theme park should put
extra effort in order to consistently meet their visitors’ changing demands, thus proving how
much they value their visitors. By meeting changing customer demands, theme parks can
continue to attract and retain visitors and remain competitive in the industry.

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4.2 Medium-term Issue: Safety Concerns

Safety and unwanted incidents have naturally been a global concern among visitors when
visiting any theme park. The difficulty to put the trust of our safety as a visitor in
amusement rides and devices is normal especially when there have been cases of injuries
and unwanted incidents happening in theme parks that have been reported and made
known among the visitors. However, according to the International Association of
Amusement Parks and Attraction (IAAPA), the occurrence of serious injuries happening
in theme parks is rare, and most incidents that have been recorded were minor injuries
and not death-threatening (Woodcock, 2022). With that being said, every theme park
manager and operator is responsible to take preliminary steps to prevent and avoid any
harm and injuries during operation hours. The most crucial responsibility that needs to be
carried out prior to the opening of the theme park is to ensure that all of the rides,
devices, and attractions in the theme park complied with the safety standard set by
authoritative bodies such as the IAAPA. The standards provided comprehensively
explain and state the ideal condition of a theme park, from the ride design and
manufacturing to operation and maintenance (Woodcock, 2022). Complying with these
standards will effectively lessen the probability of major incidents occurring during the
operation.

Next, run safety inspections regularly and schedule periodic maintenance.

Complying with the standards does not guarantee zero accidents. Every device and ride at
the theme park is bound to be worn out due to the daily operation. To ensure these
attractions are always in their best condition to be enjoyed by the visitors, regular
inspections before the opening need to be executed strictly. This will help to identify any
potential hazard that could cause harm to the visitors and even to the staff. The
inspections should not be limited only to the rides and attractions but should include
every infrastructure within the theme park ground, for instance, the walkway, the resting
area, the cafeteria, etc. Theme parks must have maintenance teams that conduct routine
inspections, repairs, and maintenance on rides and other park facilities to ensure they are
functioning safely and correctly. Accidents can occur anywhere and anytime; thus, it is
advisable to take extra precautions to prevent them.

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 Another crucial solution to this issue that needs to be stressed on is educating and
training staff on safety procedures such as emergency protocols and ride operation
procedures. The managers need to make sure that the staff is fully capable of handling
and performing first-aid and/or handling the malfunctioning rides and attractions. A
well-trained operation team will give visitors confidence that they are in good hands
throughout their time there (Fotiadis & Vassiliadis, 2016). Selecting competent workers
to work in the team is crucial as the staff attitude and competency are the factors affecting
customer satisfaction (Torres et al., 2018). Hence, these solutions are suggested by
several studies to overcome the issues regarding customer safety concerns in theme
parks.

4.3 Long-term Issue: Maintaining Visitors’ Satisfaction

Customer satisfaction is a wide concept that is difficult and almost impossible to measure
and comprehend accurately. Satisfaction is the customer’s response to the overall
performance of the product or service that heavily relies on their expectations towards the
said product or service (Abd Razak et al., 2020). In this context, the visitors’ satisfaction
will be affected from the very moment they survey the ticket price until the end of their
journey of exploring the theme park. That being said, to maintain the level of satisfaction
among the visitors of theme parks, the management needs to ensure every little aspect of
the business is impeccable.

There are several factors that can be said to be the definite factors affecting
customer satisfaction in the context of theme parks which are the perceived reasonable
ticket price, customer service, safety, and security, and the environment of the theme park
(Torres et al., 2018). There are several studies that showed how the ticket price could
affect visitors’ satisfaction. The expensive ticket is usually perceived to be of higher
value than the much cheaper tickets, thus, the visitors will unintentionally expect a
different and vast experience from the theme parks with expensive entry fees. This will
either make or break the high expectation that was placed on the theme parks by the
visitors. The theme parks manager should consider setting some pricing strategies such as
offering discounts, family deals, etc. This dynamic pricing is especially attractive in the

3
eye of the visitors. The managers need to critically plan the pricing so that the entrée fees
will be perceived as valuable by the visitors and simultaneously will enhance their
satisfaction with their theme park experience (Fyall et al., 2018).

The second initiative is to provide notable customer service. This step is precisely
for the staff that works closely with the visitors. The theme parks’ workers that are
perceived as well-trained, knowledgeable, and equipped with excellent communication
skills are proven to positively affect customer satisfaction (Torres et al., 2018). Friendly
theme park staff is said to give the visitors a pleasant experience and will enhance their
level of satisfaction with their visit. This shows how crucial the human touch is in an
industry despite the improvement of savvy technologies around us. Next, the safety and
security of the theme park is positively affecting the level of customer satisfaction. A
well-maintained theme park will give visitors a sense of security and ease their paranoia
and anxiousness while interacting with the rides, attractions, and facilities of the theme
park. In contrast, shabby and unkept-looking theme parks are often perceived as
unreliable and unauthorized theme parks and will jeopardize customer satisfaction and
affect their intention to revisit. This brought us to the last point which is maintaining the
environment of the theme park. A clean and organized theme park equipped with
well-maintained facilities and infrastructures will give a positive impression to the
visitors (Torres et al., 2018). This sensory experience is likely to be memorable and
formed a lasting impression on the said theme park. Hence, theme park managers must
ensure the level of hygiene and maintenance of the theme parks are always in their best
condition in order to enhance and preserve the level of customer satisfaction.

To conclude, customer satisfaction is challenging to preserve, thus why the

solutions suggested are long-term implementation. Every theme park should consistently
study its visitors and observe the changes happening in the industry. Being flexible,
adaptable, and quick to improve will assist the theme park organizations to stay relevant
in the business and industry.

3
5.0 CONCLUSION

In conclusion, theme parks have attracted several millions of tourists every year (Manoharan &
Sathish, 2020). The changes in demand and lessons learned since the pandemic could provide an
opportunity for the tourism sector to regain momentum. Many travel companies are small
businesses, so partnering with larger companies can increase sales while reducing operating
costs. More sustainable and resilient business models for tourism-related industries can be
considered, such as the use of technology and crowdsourcing models. Therefore, continual
retraining and upskilling of tourism industry employees should also be emphasized when
reviving the potential of our tourism industry.
Other than that, the tourism industry, especially the theme park sector, faces several
challenges to remain successful. Despite some challenges, assessing the emotional state of
customers has contributed significantly to the industry's success. Over time, customer
experiences and emotions at amusement parks can easily be distorted. Thus, the understanding of
visitors’ emotion and excitement is also crucial for industry players to enhance the visitors’ total
experience in order to motivate more people to visit the theme park.

3
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7.0 APPENDIX

Source: Department of Statistics, Malaysia (DOSM), (2020)

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Source: Department of Statistics, Malaysia (DOSM), (2021)