What is price?

The amount of money charged for a product or service or the sum of the values that customers exchange for the benefit of having or using the product. New product pricing strategies: Price strategies usually change as the product posses through its life cycle. There are two broad categories of pricing strategies. These are:-1. Market skimming pricing: This strategy refer to set a high price for a new product to skim maximize revenue. Layer by layer the segment willing to pay high price. 2. Market penetration pricing: It means setting a low price for a new product in order to attract a large number of buyers. From this two pricing strategies, we choose the first one market skimming for this project, because we believe in producing quality goods & fewer but more profitable sales. Price of the element used in liquid detergent:

The ultimate price: We package it in three categories so that users can easily afford it size Big Middle Small price 100 70 55

The economic impact of leisure park development analyzed by input-output analysis. Significant impact is identified in the industrial sectors construction and light electricity before opening, and services after opening. The structures of inter-industry relations are discussed in the context of land use, political support, and the quality of experience. The issue of deregulation for the rational development of leisure parks and promotion of local industry is identified as particularly important. The study concludes that it would be of advantage to the cause of leisure development to identify more accurately and more systematically the effect of leisure developments on inter-industry relations in the local economy, by more widespread use of

Introduction
The theme park has several historical antecedents, including the ride-based amusement parks of early 20th century America and the garden parks of Europe. The birth of the modern theme park, however, is commonly recognized as occurring with the opening of Disneyland about 30 years ago. Economics Research Associates (ERA) has completed many assignments for the Walt Disney Company over the years, and, since Disneyland, theme parks have multiplied throughout the world. And they all bear the following primary characteristics: 1. They have a family appeal; 2. They contain one or more themed environments; 3. They have some form of ambient entertainment. That is, strolling, musicians, performers, costumed characters and the like, who performs for free; 4. They have a high investment level per unit of ride or show capacity; 5. They have high standards of service and maintenance and cleanliness; 6. They contain enough activities (entertainment content) to create an average visitor length of stay of typically 5 to 7 hours; and finally, 7. They will usually, but not always, have a pay-one-price admission policy.

Europe
Europe has a number of existing parks. The industry is spread throughout western Europe with a large concentration of attractions in Germany, France, the Benelux countries, and the United Kingdom. Expansion of the industry into southern Recently, there have been variations from the formula. These include theme parks oriented around one theme or toward one market. This includes aquatic parks and childrens parks. A second departure from the traditional theme park is indoor theme parks combined with retail shopping centers. The largest examples of these are West Edmonton Mall in Canada, Lotte World in Seoul and Mall of America in Minneapolis.

Europe is now taking place, with several planned or implemented projects in Spain, Italy, Turkey, and Greece. There are also a number of proposed projects in North Africa and the Middle East. Currently, the European theme park industry consists of 19 major attractions with annual attendance of over 1 million, and some 45 moderate-scale attractions with attendance between 500,000 and 1 million. Europes parks generate annual attendance of about 70 million persons, and revenues of around $1.5 billion. The European industry is about 1/3 the size of the U.S. industry in terms of revenues. The European market is changing, of course, with the recent opening of the Euro Disney project. The watchwords for Europe are ANTICIPATION, REPOSITIONING, EXPANSION and CONSOLIDATION.

1. Anticipation Wherever Disney theme parks enter new markets there are significant structural changes to the indigenous theme park industries. In the U.S., Disneys first attraction, Disneyland, founded the industry. In Florida, Disneys attraction converted an unknown swamp into Americas premier

tourist destination and attraction market, and in Japan, Tokyo Disneyland spurred growth of the Japanese theme park industry. We believe Disney will have a significant impact on the attractions industry in France and Europe. 2. Repositioning Many of the European parks have been expanding and repositioning with a renewed emphasis on reinvestment and marketing. Many European attractions have undertaken major expansion programs increasing ride and show capacity and expanding visitor services such as restaurants and merchandise areas (areas where European parks have traditionally lagged behind the U.S.). Major expansion programs have occurred at Alton Towers in England, De Efteling, in Holland, Gardaland in Italy, Parc Asterix in France, Walibi in Belgium, and other European attractions. 3. Expansion The European theme park industry has also been marked by new development activity in recent years. In the last four years, new attraction development has been focused primarily in France.

4. Consolidation A final trend in the European theme park business is the consolidation of the industry into key ownership groups. This occurs in industries as they mature and has also been a trend in the U.S. In Europe, several attraction acquisitions have begun this process. In 1990, Madame Tussauds purchased Alton Towers (Madame Tussauds also owns several smaller attractions on the Continent and the Rock Circus attraction in London). The Walibi organization purchased The Smurf Park (now called Walibi Smurf), increasing their theme park industry holdings to four parks. Finally, Accor, Frances largest hotel operator, acquired a controlling interest in Parc Asterix. With European unification and the continuing maturation of the European theme park industry, this trend will continue. It is too early to determine trends for the Soviet Union and Eastern Europe but a number of schemes have surfaced including theme parks oriented toward

increasing tourism based foreign exchange. Because of the rapid changes in these markets, we may have to wait some time before we see any significant development in the amusement and theme park industry. However, we should keep our eye on them. Winston Churchill may have put it this way Never in the history of mankind have so many been so un-amused for so long.

Economic impact on Developing World

Developing countries are concerned with many economic and social development issues. Some see tourism as a major force for economic improvement and look to themed attractions as part of the tourism product. There is also a growing resident market that has the income necessary to afford attractions. It is instructive to look at the worlds population distribution. Right now, 78 percent of the worlds 5.4 billion people, or 4.2 billion people, live in developing countries. By the year 2010, 82 percent of the worlds population will live in these countries. Even if 20 percent of these people are income-qualified for a theme park product, that is a market approaching 1 billion people! And many of these economies, particularly in Asia, are expanding and have rising income levels. It will be some time before the developing countries have major theme or amusement park industries, but some countries should be seeing development activity in the near term. Countries to keep an eye on are Brazil, Mexico, India, Thailand, the Middle East, and the Southeast Asian growth triangle of Singapore, Malaysia and Indonesia.

Economic impact on North Asia

The Japanese industry at present has about 29 large parks with annual attendance over 1 million persons, and 30 moderate-scale parks with attendance between 500,000 persons and 1 million persons. As a whole, the Japanese industry generates about 75 million attendees and about $1.5 billion in annual revenues. This places the Japanese industry at about 30 percent of the U.S. industry in terms of revenues. On a revenue per capita basis, Developing World

Developing countries are concerned with many economic and social development issues. Some see tourism as a major force for economic improvement and look to themed attractions as part of the tourism product. There is also a growing resident market that has the income necessary to afford attractions. It is instructive to look at the worlds population distribution. Right now, 78 percent of the worlds 5.4 billion people, or 4.2 billion people, live in developing countries. By the year 2010, 82 percent of the worlds population will live in these countries. Even if 20 percent of these people are income-qualified for a theme park product, that is a market approaching 1 billion people! And many of these economies, particularly in Asia, are expanding and have rising income levels. It will be some time before the developing countries have major theme or amusement park industries, but some countries should be seeing development activity in the near term. Countries to keep an eye on are Brazil, Mexico, India, Thailand, the Middle East, and the Southeast Asian growth triangle of Singapore, Malaysia and Indonesia. however, they are reasonably close.

Economic impact on North America

The U.S. theme park industry is by far the largest in the world. There are approximately 40 large-scale parks with annual attendance of over 1 million, and approximately 55 moderate-scale parks with attendance between 500,000 and 1 million. Annual attendance at these attractions totals 159 million persons with revenues of $4.5 billion. The U.S. industry dominates the world, in scale, product innovation, marketing sarvey, and operating knowledge. The U.S. is a mature industry. Growth has been at a compounded annual rate of about 3 percent over the last 10 years. About of this growth has come from the addition of new parks and not from attendance increases in existing parks. Per capita expenditures have slightly exceeded the rate of inflation, reflecting admission price increases and strong growth in merchandise sales and games revenues. When we combine attendance growth with per capita expenditure

increases, we see an annual revenue growth of about 9 percent over the last 10 years.

When one looks ahead at the larger number of tourists who are expected to travel to new destinations (particularly within the Asia - Pacific region), there will be increasing pressure on sensitive environmental and social resources at the destination. A new role for theme parks is emerging. By their nature, they are designed to handle large numbers of people within a controlled space and with manageable impacts. In the future they will embody a greater educational function to introduce, interpret, and sensitize the overseas tourist to the environment and to the host community and its values. They can become a new gateway for host country tourism. Rather than being viewed as a stand alone attraction, theme parks will become part of the economic development, employment, and resource preservation of an entire region.