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Introduction to Marketing
Target Marketing Product
The Entertainment Dining Industry
Competitor #1: Medieval Times: Dinner and
Tournament
Competitor #2: The Pirate’s Adventure Dinner
Dustin McCormick
May 15, 2013
Marketing Environment Analysis
Industry Potential
As with the entire restaurant industry, the entertainment dining industry is now on
the rise after a crippling two years of post recession (Articles #1, #2). In America alone,
the restaurant industry has grown by 2.1% in the last financial quarter (Article #2,
Professional Interview #1). Families are beginning to see eating out as more
economically sound than staying home and cooking their own meals (Article #2). Today,
the average family is earning 4.5% more overall income than in 2009, they are looking
for “healthy, friendly atmospheres to dine in as an alternative to cooking a meal in the
home” (Article #2, #3). However, getting a family to break their average spending on
food (around $151 dollars per week) can be difficult. Only 35% of the population is
willing to break that limit (Article #). People look for 3 things when dining: efficiency,
quality, and entertainment. The entertainment dining industry not only needs to meet the
amusement needs of its customers, but complete this task with some quality and
efficiency. Medieval Times holds a total of 11 shows a week, one each day and three a
day on the weekends, not including their private shows held weekly for tourists and class
visits from local schools (Website #1, Professional interview #6). The Pirate Adventure
Dinner show holds 7 shows a week and brings in huge numbers of traveling students
form across the Untied States (Website #2, Professional interview #5). It is not
uncommon for Medieval Times, because of its brand recognition, to sell out a Saturday
within 3 days of the weekend; in late spring (Medieval Time’s busiest season), Medieval
Times in Buena Park can fill 1,100 seats, producing a total of $62,480 on seat ticket sales
alone (Professional Interview #5). Now factor in upgraded ticket packages, souvenirs,
dining options, and separate alcohol sales. This leaves Medieval Times with total revenue
of approximately $75,000-$85,000 a night on sold-out shows (Professional Interview #5).
Needless to say, if a competitor can enter the market and overcome the many start-up
obstacles, there is huge chance that the restaurant will thrive.
Implications: Understanding what could possibly lie in store for the wise marketer in this
industry should spur great encouragement and vigor towards creating some new form of
entertainment dining. However, there is a need to proceed with caution: competitors like
Medieval Times and The Pirate Adventure Dinner have already established a
recognizable, 20-40 year old, brand image. Customers rave about the excitement and
thrill of the shows, and mothers and fathers who saw the shows as a child and bring their
own children, thus creating a lasting fan base. The main question lies in the factor of
competing during the off season. This should also beg the biggest question for the
marketer: “How will I stand out and create ’hype’ within my restaurant”? Creating this
brand image and attracting loyal customers will be the key to unlocking the treasure chest
that is the entertainment dining industry.
Current Trends in the Industry
As with all forms of entertainment, customers are always craving new, original
material for the shows they choose to see. Tackling this concept has proved both a
struggle and a form of lasting competitive advantage for the two competitors
(Professional interviews #7, #8). Medieval Times best understands this customer longing,
and is always serving to provide new material for its guests of all ages (interviews #6, 7).
In order to appeal to more women and girls attending the shows, Medieval Times has
done there best to put in a new element of romance between the winning knight and
princess (Website #1, Professional Interviews #3, 7). The new storyline called “Return of
the Warrior Prince” has a “bachelorette-like feel” as the lights dim down on the princess
and the prince for a kiss to end the finale (Customer #2). There are also a number of
ways that medieval tries to tackle its main niche market, adolescent and elementary aged
boys: The online cite provides detailed information on each characters bios, as well as
footage of previous battles and vivid descriptions of each weapon used in combat
(Website #1). Pirate’s offers minor differences in shows, such as a difference in the pirate
who wins the overall battle, but the shows haven’t changed substantially for its audience
in the last 3 years (Customer interviews #9). Each Company also is constantly cycling
through new deals depending to the season of year and holidays surrounding the show.
Upcoming for the Medieval Times is the Mother’s Day special, where Mom’s get in for
free, and the “Spring Break BOGO”, or buy one ticket get one free sale (Website #1).
Both companies have emailing lists and set-ups for birthdays, which allow free admission
on a birthday, and reduced prices for party members on booked celebrations (Websites
#1, 2 Professional interviews #5, 6, 8). These deals are constantly changing with the
times of year, fluctuating during the busier seasons.
Implications: There is definitely competition when entering the entertainment dining
industry. Medieval and Pirate’s search to serve a primary target market of children in
elementary school, which also allows them more easily to tap into the family’s market.
With the brand recognition and years of success that back each of my competitor’s
franchises, chasing the same market would probably end in utter failure. Where they fail,
however, is where my main advantages will be; targeting basic trends alone will not earn
me a competitive advantage in this market, but the satisfaction of a niche market’s needs
that my competitors abuse will give me a huge leap into opening my new company.
Competitive Factors
Our culture is constantly craving new forms of entertainment; America spends a
total of 705 billion dollars a year on entertainment related goods (article #13). A vast
majority of all entertainment industries are thriving, but competition in this open market
is diverse and cut-throat. Within the entertainment dining industry, Medieval Times, The
Pirate’s Adventure Dinner, and Benihana restaurant seem to be the most outstanding
direct competitors within Northern Orange County (Article #2,3, 6 Professional
interviews #3, 4, 6, 8, 9). The indirect competitors are seemingly endless for the
entertainment dining industry. Movie theatres, like AMC and Cinemark, are
entertainment dining’s main form of indirect competition; movies are a cheaper
alternative to dine-in restaurants, and are considered by some much more entertaining
than a night out at dinner (customer interviews #4, 15, 16, 18). Last year the total of box
office tickets rose worldwide from 32.6 billion to 34.7 billion (Article #17). Fast food
franchises like McDonalds also deliver another form of highly competitive secondary
completion. Providing an efficient and cost effective alternative to entertainment dining,
McDonalds serves 1% of the world population daily, and has yearly revenue of 24 billion
dollars (Article #14). Predicting future events of the entertainment dining industry is
often foggy and unclear for most managers and employees (Professional Interview #
1,2,6,8). Within the next 5-10 years, indirect competition through new technology will
prove to be a problem for most entertainment restaurants (Professional interview #).
Profitability fluctuates rapidly with the season of year, and the demand for new content in
shows makes the industry a challenge for marketing departments (Professional Interviews
#1,2,3,6,8). A niche market at one time of year may become unavailable in another
season; without some form of sustainable competitive advantage that has a lasting impact
on multiple markets, your show will slowly lose the spotlight, and you could possibly
your business (Article #, Professional interview #3, 11, 12).
Implications: In light of the competitive factors revealed in the professional interviews
with high- ranking staff of both my competitors, the future does not seem bright for an up
and coming show. Unless I am able to target a niche market that affects another separate
market to attend my shows, my job could be difficult (for example targeting elementary
school students between the ages of 7-12, and getting their parents to also come to
shows). Even if I am able to target that market, I need to ask myself how I am going to
best serve their desire for new content and material. However, if I can enter in the right
season, target that market, and oppose my goliath competitors, I should see the fruits of
my labor quickly in this market of endless opportunity.
Technological Factors
Technology plays a key role in entertainment dining, especially in the sales and
word of mouth surrounding the competing shows. Nationwide, ticket distributers, such as
live nation (accounting for number one seller of tickets) and stub hub, account for about
86% of all entertainment-based ticket sales, and in 2012 made about 3.39 billion dollars
in revenue (article #8). Using these outside brokers is the primary way (besides when
customers are looking to book large parties for schools and social events) that customers
purchase their tickets for themselves and family (professional interviews #5, 6). Because
these shows tend to run at a higher price, Customers expect to be able to order tickets
online for “less” through a broker than through the actual website (customer interviews
#1, 2, 5, 8). Social networking is another way that the entertainment dining industry
reaches their extreme fan base. For example, Medieval Times just had a spring break
completion on Facebook, where the users that could submit the most creative sand castle
would win free tickets to a royal package show (the highest valued tickets) (website #3).
After seeing the show, customers that visited the company’s Facebook pages often
expressed their high regards for the show (customers #2, 3). Online links have been set
up on Medieval Times website, where fans can see the weapons that will appear in the
night’s show, the knights that will be competing in the tournaments, bios on the actors
and horses, and places to upload pictures of you at the event that will be posted on the
website (website #2). However, only a few subtleties in technology are being made to
change up the quality of the shows. The Pirate adventure dinner in Orlando, Florida are
testing out a brand new sea dragon water show, with an animatronic dragon that interacts
with the actors and audience (website #2). This industry is not a competitor because of its
technology; both franchises look to keep offering family entertainment that creates a
lasting “memory” for the child rather than an improving the technology and flow of the
entire show (professional interviews #5, 6). The show itself may be always be slightly
changing, but the technology seems to be consistent for both competitors.
Implications: However unimportant this part of the development process may seem to
my competitors, there is a definite need for new technology and updates to keep
customers happy and coming for more action. Obviously, this could work as a huge
advantage to me in my own business, but should not serve as the main driver of my
company’s competitive advantage. Technology, as with any industry, is always changing
and developing; a miscalculation or overemphasis in this category could easily put me
out of the race when competing with my competitors. There is a lot of technological
ground that could be covered within the industry, but this will not be the main focus of
my project.
Political/ Legal issues
An often overlooked aspect of the entertainment dining experience is the political
and legal liabilities that are involved in an every show. Originality and Copyright play a
huge role in the entertainment industry. Mimicking a show, or even the style of how a
show is set up could be detrimental to your company. Last April, the Pirate’s Adventure
Dinner in Orlando, Florida, drew a lawsuit from Medieval Times after releasing their
show “Camelot Knights Dinner Adventure” which combined King Arthur’s knights of
the round table with the action of the classic pirate’s adventure (Article #9). The second
major concern for an entertainment restaurant the safety of its customers. In 2011,
Medieval Times suffered from a 2 million dollar lawsuit when a piece of scrap metal flew
off the sword and blinded a 40-year old man in his left eye (article #5). The company has
since invested heavily in audience safety features, such as placing stronger nets and
impact glass in front of the first royalty seating section (Professional interview #10). Not
only is audience’s safety a huge liability, but the well being of a company’s employees.
Both companies have an extreme application process, involving hand-to-hand combat,
acrobatic, and weapons training (Professional Interview #7, 9, 10, 11). However, there is
still always the chance of an error or injury during the show. After Attending the April
27th show for the Pirate’s Adventure Dinner, customers witness the horror of a man
breaking his leg on stage, followed by an actor slicing his eye open after a misjudged
sword swing (customer interviews #14, 15, 16, 17, 18, 19, 20, 21). The audience was sent
into a minor panic over the wounds of the actors, but after staff rushed off the injured
thespians, the show resumed and was finished with a standing ovation from the audience
(Professional Interview #13) The repercussions of an injury during the show could be
harmful to the flow of the show, destructive for the motivation of staff, and detrimental
for the individual wounded.
Implications: The haze of lights and glamour in entertainment-based restaurants comes
to a sobering close when analyzing legalities involved in the industry. Originality should
be an obvious, anticipated concern of a manager entering the industry; if you are seeking
to gain individual, revolutionary competitive advantage in the market, do not copy the
theme of a competitor. However, understanding the danger and liability of having a show
that you want people to enjoy is an unpredictable fear. Dangers and thrills of
entertainment could easily turn messy, and the life of a customer or employee could be
saved if a manager premeditates on the possible hiccups and room for error in a show. It
would be more than wise to invest heavily in this area of the company.
Social/Cultural Factors
Understanding the effects cultural and social factors have on the entertainment
dining industry is absolutely essential before even considering starting a business. The
industry is heavily impacted by recession, and rests on the perceived value of the show to
its customers (Articles #1, 2 Professional Interview #3). In America, people are making
more money while performing less work; this post-recession leisure time and extra
income makes the entertainment market even more profitable than ever (Article #4)!
However, when the shock of recession comes around, an independent restaurant can
experience a 60 to 65% drop in overall profits (Article #13). Society also has the biggest
say in a show’s content. Without a show that changes based on the customer’s demands,
failure is imminent. Buffalo Bill’s Wild Extravaganza, a company that was a huge
competitor in the entertainment dining market in 1992, filed for bankruptcy after 5 years
of business in 1997; Customers blamed this in lack of alteration and uniqueness in the
shows performance (Website #3). Medieval Times and Pirate’s Adventure Dinner change
their shows bi-annually, and have slight variance in a shows outcome nightly
(Professional interviews #5-11). Customers are also extremely frugal about the time they
are willing to see a show; the more convince in show times, the better likelihood
customers will attend (Professional interviews #5, 6 Customer interviews #10, 11, 17,
18). Medieval and Pirate’s both offers 7-10 shows weekly, once every night, and 2-3
shows on a weekend starting mid-day (Website #1, 2).
Implications: After reporting on this section of the project, it is clear that I need to focus
a majority of my efforts of making this business centered on the desires of my niche
customer. I need it to fit their schedule, be especially convenient and entertaining to
them, and overall a positive experience that has an impact that keeps drawing them back.
This is much easier to say than execute. After reviewing the legal and political liabilities
section, it is clear that perform at peak with a variation in shows could easily crumble
before the audience’s eyes. Without a variance in show, I can also say goodbye to ticket
sales. This section teaches me that I need to be alert and aware of every trend and longing
my audience is craving, and struggle to serve them and (hopefully) make their experience
unforgettable.
Customer Behavior Factors
1. Quality of entertainment/ storyline (Customer Interviews #1, 2, 3, 4, 5, 6, 8, 9, 10, 11,
12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28)
2. Quality of food (Customer Interviews #1, 2, 3, 4, 5, 8, 9, 10, 11, 12, 13, 14, 17, 20,
21, 22, 23, 24, 25, 26, 28)
3. Price of the Product/ Deals (Customer Interviews #1, 2, 3, 6, 7, 8, 10, 11, 17, 18, 19,
20, 21, 22, 24, 26, 27, 28)
4. Family experience/ lasting memory (Customer Interviews #1, 2, 3, 6, 7, 8, 10, 11, 12,
13, 14, 16, 20, 21, 22, 23, 24, 25, 27)
5. Food offered (Customer Interviews # 3, 6, 8, 9 ,10 ,11, 13, 14, 15, 17, 19, 20, 22, 23,
25, 28)
6. Seating selection (Customer Interviews #1, 5, 6, 8, 11, 12, 17, 19, 24, 25, 26, 27, 28)
7. Social Media/ online community (Customer Interviews # 1, 2, 3, 4, 5, 6, 8, 9, 23)
8. Audience interaction (Customer Interviews # 9, 11, 13, 16, 17, 24, 25, 26 )
9. Believability/ enthusiasm of Actors (Customer Interviews # 1, 2, 4, 17)
10. Obstructions/ view of the show (Customer Interviews # 1, 2, 22)
11. Comfort/ Spacing of seating (Customer Interviews # 8, 10, 17)
12. Attractiveness of Actors (Customer Interviews #1, 2, 7)
13. Accessibility/ location for tourists (Customer Interviews # 1, 2, 5)
14. Smell/ Sound in building (Customer Interviews # 2, 12)
15. Allergies (concerning dust) (6, 8)
* Note: customer interviews 29-34 are not included, because they did not attend the either
Medieval Times or Pirate Adventure Dinner. Instead, these customers fit all the
requirements for my niche target market.
Competitor Analysis #1
Medieval Times: Dinner and Tournament
Positioning Map
My first competitor, Medieval Times and Tournament, has a moderately high
quality of food, but a very low selection of food to choose from (Customer Interviews #1-
4, 7-9). This is customers number one complaint/ concern when visiting (Professional
Interview #13); Medieval offers a wide selection of drinks, both alcoholic and non-
alcoholic, but provides only one vegetarian alternative to the nights preset dish
(Professional Interview #12, Website #1). The dish, served in a cafeteria-style manner,
has been said it was slightly undercooked or cold (customer interviews #2,9 Reviews #2).
High Quality Food
Mediocre Food
Low Food Selection (Set Meal)
Large Food Selection
-‐ Medieval Times -‐Pirate’s Adventure -‐ Benihana’s Restaurant -‐ Dave & Busters
Positioning Map
Competitor 1, Medieval Times, is the most expensive of the 4 competitors,
costing more than an average trip to Benihana’s for a family of 4 (Reviews #4). Although
pricey, Medieval Times makes for a great family outing (Customer Interviews 1, 4-6, 23).
The show primary market is to reach children from the ages of 7-12, looking to learn
about the Medieval Times; the niche market attracts many local and touring out of state
schools, as well as local and out of state parents (Customer Interviews #6, 23-26).
Expensive Outing
Affordable Outing
Family/ Child-‐based Entertainment
Adult –based Entertainment
-‐ Medieval Times -‐Pirate’s Adventure -‐ Benihana’s Restaurant -‐ Dave & Busters
Target Market Analysis
(#1) Primary Demographic
Medieval Times is looking to advertise to young children, primarily males around
the ages of 6-12. The website itself sells the idea of whom it is advertising to: detailed
layouts of weapons used during combat with easily understood grammar, make believe
warrior biographies and stories of knights from the past, battle videos ready to be
watched with the click of a button (Website #1). According to Kathi Mitchell teachers
(Website #5) the student begins to learn about the Middle Ages briefly during 2-5 grade,
with a heavy emphasis on the subject in 4th. Most of the non-weekend customers/ tourists
to the Medieval Times show are mid-week field trips by elementary and middle schools
(Professional Interview #3, 6). Even family trip rooms are available for the “valuable
knight” at the Marriott, where, buy purchasing a special (and very expensive) ticket and
hotel room, guests will receive a free themed Medieval Times room for there children to
stay in (Website #1).
(#2) Primary Psychographic
There is and interesting psychology behind the fascination with Medieval Times
which seems to be plastered all over there internet and on the minds of there fans. It is
such an established brand name built over the last 40 years in the entertainment dining
industry that almost someone from any family has been to a show in there lifetime. The
brand is so popular, often in late spring touring bands, like Fall Out Boy and Trapt, stop
to see a show during the packed weekends (Professional interview #6). The memory of
the show seems to stick with many people, and the word “memories” is seen several
times on the website and company flyers (Website #1, Professional Interview #3). It is a
show that you remember as a child, and in turn want your children to experience the same
feelings you had toward the exhilarating performance. The entire show is family based;
the website is plagued with pictures of corny, stereotypical upper-class families enjoying
the jousting, chivalry, and fun that the night has to offer (Website #1). There are always
deals pertaining to family vacations: a mothers day special includes a free ticket for mom
with any children purchase, and the spring BOGO has a picture of a family cheering on
their favorite knight.
Medieval Times is also known for its die-heart fans that plague the company’s
social media page (website #3, Customer interview #2, 5). The franchise often gives
special treatment to these medieval enthusiasts, including special viewings and emails for
deals and more.
(#3) Primary Benefit
People online are looking for affordable entertainment, and Medieval Times is
always offering it in one form or another. There is a constant flow of deals that fluctuate
with the heavier and lighter seasons (late spring through late fall seem to be the most
packed times at the restaurant, so the Medieval Times gives there best deals like BOGOs
and free admission during the late fall and early spring seasons) (professional interview
#6). The customers feel like they are getting the best experience and the lowest price, and
the employees and customers benefit most from sold out shows (Customer #2, 3, 4, 5
Professional Interviews #3, 6).
(#4) Primary Geographic
The obvious location of the show brings in wandering tourists to Knott’s Berry
Farm and Disneyland. However, their competitor is right next-door (literally!). This
would prove as an advantage, but shows like the Buffalo Wild Bill Extravaganza (may
his show rest in peace) went bankrupt at the turn of 1997 even with the fantastic location
(Article #11). With competition lurking right across the street, all individual advantages
found with this location are quickly stolen away.
Project Objectives (Customer Experience) & Strategies Discussion
Product Objectives: The main focus of the Medieval Times show is to maintain a loyal
cross-generation fan base and original brand image while targeting new, elementary-aged
customers, with innovative new story line and battle scenes to create new life fans of the
show.
Product Strategies: The Medieval Times show enters the entertainment dining market
with a strong, 40 year-old brand image that stands out from all other competitors. It is a
show that has spanned over 3 generations, and continues to bring in “a new generation of
customer through maintaining loyal customers; fathers bring their families, and their sons
bring their sons” (Professional Interview #8). For example, maintaining the same basic
show outline; the opening ceremonies, gruel (dinner), jousting and knight games,
followed by the knights’ tournament have been parts of the performance since the
creation of Medieval Times (Website #1, Professional Interviews #8, Customer Interview
#23). However, minor detail improvements are constantly being made to add variety and
differentiation between shows yearly: more realistic costumes (made with steel mail
chain, and armored horses now), new sets of weapons (the Alabarda and Bola), variation
in endings (the evil knight of Costilla appears and fights the winner of the tournament),
and a new romantic aspect of the show (a bachelorette-like sub-story with princess
Catalina) are all enhancements the show has made in the last 3 years (Website #1,
Professional Interview #8, Customer Interview #2). Actors, to ensure that new and old
customers alike are seeing the most realistic sword fighting and jousting possible, are
constantly practicing new combat routines and horsemanship to keep fighting fresh and
fun (Professional interviews #8, 15).
Strengths: The Audience goes crazy for the storyline and skirmishes of the show
(Customer interviews #1-9, 21). The actor’s interaction with the customers before and
after the show makes many customer’s nights (Customer Interviews #1-3, 5, 8-9), and
catching a tossed flower of one of the knights makes many of the female fan’s nights
(Customer Interviews #1-2).
Weakness: For the most part, many of the Medieval Times problems struggled to come
up with many critiques about the show. The universal complaint with Medieval Times
was always concerning the food; people were frustrated with the foods blandness,
portions, and lack of options (with the exception of a vegetarian option) (Customer
Interviews #1-9, 21, 23). Some complained that the show wasn’t interactive enough
(Customer Interviews #1, 4, 7), and others were disappointed that they could understand
some of the stories’ dialogue because of the Shakespearian-style script (Customer
Interviews #5, 6, 21, 23).
Pricing Analysis and Strategies Discussion
Products Pirate's Adventure Dinner Medieval Times Industry Norm
Average Ticket Price $52.95 $59.95 $55
Discount Spring Price $29.95 $35.95 $30
Pricing Objectives: Medieval Times is priced in order to meet its competition’s
objectives. With the brand recognition and unique competitive advantage that the
company holds, it seems that Medieval would have an easy time offering a prestige price
on tickets. However, Medieval’s largest competition, Pirate’s Adventure Dinner, prevents
the company from raising prices by offering a slightly discounted, completely unique
alternative to the dining show (Professional Interview #6). The company still holds a
slightly higher price for their tickets over Pirate’s Adventure Dinner because of its brand
image, but between ticket brokers and seasonal discounts, Medieval tickets can range
from sixty dollars to the mid-thirties (Reviews #2, 3, 5).
Pricing Strategies: The customer is usually looking to get the best deal on tickets, so
people often pay less if shows are not happening on the weekends (Professional Interview
#4, 6). When purchasing the ticket, a person has two options to purchase tickets at a
discount: look at the seasonal discount sections of the website, or purchase tickets
through a ticket broker (Reviews #1, 2, Professional Interview #4, 6). Deals change with
the seasons, making the tickets an extreme elastic product. Usually the lowest prices
appear around February and January, When attendance would become more stagnant
(Professional Interview #6). Medieval Times rarely struggles with selling out shows, but
the more packed a performance on slower nights, the more ecstatic a crowd becomes
during the show (Professional Interview #6). On arrival to Medieval Times, The first
question the clerk asks a customer is if they would want to upgrade their experience at
Medieval Times; for $10-$20 more, a person can upgrade seats, visit actors, and receive
extras like DVDs and souvenirs (Professional Interview #4). This allows the customer a
choice to control the quality of show they receive.
Strengths: The option to control your overall show experience by purchasing upgrade
options gives customers a desired power over their adventure; people who buy the
upgrades are pleased with the results, and others who did not regret it after the
opportunity has passed (Customer Interviews #1-6, 8). Customers often feel like the
experience is well worth the money they spend of the event (Customer Interviews #1-9).
Weakness: Because the overall show can become pricey, Medieval Times may loose
customers to less expensive outings, like the Pirate Adventure Dinner (Customer
Interviews # 10, 11). Also, selling through a ticket broker does help fill seats at Medieval
Times during slow months, but contracts for a fix amount of tickets per month with Trip
Advisor means Medieval looses an opportunity to make more money during busy seasons
(Professional Interview #8).
Medieval Place Objectives & Strategies Discussed
Place Objectives: The main objective of Medieval Time’s placement is to attract local
tourists and vacationers to the performances.
Placement Strategy: Like most branches in other locations across the nation, Medieval
Times Buena Park is located in an area of heavy tourism, outside Knott’s Berry Farm
Theme Park, and within 5 minutes driving distance from Disneyland. By teaming up with
Trip Advisor and Marriot, Medieval offers special deals and discounts to local
vacationers in the area (Reviews #1, #2). The storefront is located on Beach Boulevard,
one of the area’s busiest and most traveled streets.
Strengths: With the deals offered through ticket brokers and travel agencies, customers
from out of the are often drawn into the shows (Professional interview #8, Customer
Interviews #1, 2, 5). This opens Medieval Times to secondary sub-niche market of
traveling families (Website #1, Review #1).
Weakness: The location has a high amount of indirect and direct competition
surrounding the store. Claim Jumper, Outback, and Black Angus Steak House all provide
cheaper alternatives for dining compared to Medieval, and Pirate’s Adventure Dinner,
Medieval’s number one competitor, is located literally next door. This pits Medieval
Times and Pirate’s Adventure into a Cannibalistic pricing war (Review #2, #4). Even
without the vicious amounts of competition, past entertainment dining industries, like
Buffalo Bill’s Dinner Extravaganza, fell into bankruptcy even with the “ideal” location
(Article #11).
Medieval Promotion Objectives & Strategies Discussion
Promotion Objectives: Although the promotion strategies change with the course of the
year, Medieval Times focuses their promotion strategies is to accentuating overall
product value. A close secondary objective is to stabilize sales over the course of the
year.
Product Strategies: Because of the surrounding area creating so much “white noise”
with competitive advertising, simply providing information alone through advertisement
often gets canceled out (Professional Interview #8). In past years, Medieval Times
attempted a company wide banner campaign on bust stations and subways, with a picture
and brief slogans like “Do you feel like you belong in another time?”; the overall
campaign was a failure, and medieval reanalyzed there promotion strategies (article #10).
By using commonly searched traveling websites and elementary school websites (like
cartoon network’s and nickelodeon’s website) and advertising on side banners (based on
search smart technology, which tracks a users search history and then advertises to
customers that would take an interest in Medieval Times) with a picture and season
discounts, Medieval increases it’s perceived value and demand for the it’s target market
(Article #10, Professional Interview #8). Seasonal discounts like “Spring Breaker
BOGO” where students get a buy one get one free pass to Medieval, or “Summer
Fun[d]s” where customers receive $15 dollars off normal purchase with free upgrades,
keeping customers coming at all times of the year. “People are coming to this specific
area [Buena Park] to be entertained”, so by showing customers the values and discounts
they can receive by going to the show verses advertising the content of the show, and
letting word of mouth carry information about your show to the customer, you’re
advertising becomes much more effective (Professional Interview #8). Numerous
websites and traveling agencies also take the liberty of reviewing Medieval Times, so by
performing their best for existing customers, word spreads quickly to their target market
(Reviews #1, #3, Article #10, Professional Interview #8, Customers #1, 2, 5). However,
A separate article ranked Medieval Times “#1 product placement advertiser” (a form of
informational advertising) in 2011 after the show appeared on an episode of “Hell’s
Kitchen” [which aired June 25, 2011]. The company saw an overall profit jump of 4.2%
the following month (Article #11).
Strengths: If the product can sell itself in an aggressive market based on customer
reviews, the company is in good shape (Professional Interview #13). No matter what time
of the year it is, Medieval Times has a great audience turn out (Customer Interviews #1,
2, 23). Most customers who attended Medieval were attracted to the discounted ticket
price (Customer Interviews #1-9, 23), and heard about the show from a friends and
family (Customer Interviews #2, 5, 6, 8, 9, 22, 23).
Weaknesses: Word of mouth advertise can turn sour fast; if customers are unsatisfied
with your show, there is a good likely hood you will loose attendance fast (Reviews #1,
#3, Professional Interview #13).
Website Objectives & Strategies Discussion
Website Objectives: The objective of the Medieval Times website is to entertain and
inform existing customers about additional information concerning the show, as well as
inform about upcoming show deals and build community between customers. The
website also proves to draw in new customers who are specifically searching Medieval
Times Buena Park.
Websites Strategies: Medieval Times Buena Park stands technologically unmatched
with the most highly advanced, interactive, and beautiful website out of any competitor in
the entertainment dining industry (Professional Interview #13). The website provides pre-
existing customers with information about the royal court, the weapons of used within the
performance, bios on the horses, online stories and history about real Medieval Times,
and customer dining options and seating charts to look over pre and post show (Website
#1). The homepage provides a tab showing live news feed from Facebook, that
automatically scrolls through statuses and photos posted at the specific nights that a
customer attends; followers of the page can post show critiques and even request pictures
taken of family and friends by the staff at the event, which are promptly posted to the
Medieval Times Facebook page (Website #1, #3). While the website is geared primarily
toward customers who know about the show or have previously attended, it displays
enough simple information to attract new customers and lead them to purchase tickets
and package upgrades (Professional Interview #13).
Strengths: The website provides a limitless amount of information about the show, yet
maintains a simple, easy-to-use customer interface. It Provides a connection with the
Medieval Times community, and allows customers to freely post new ideas and critiques
on how to improve the overall show (Website #3). The site makes buying tickets stress-
free, and gives additional deals (like a birthday BOGO) to members who have previously
purchased tickets from the site (Website #1). It is family-appropriate heaven for existing
fans of all ages.
Weaknesses: Some customers do post harsh reviews about Medieval Times that are
displayed on the web page. The video on the website is not strong enough to sell the
show alone; there are three 30 seconds clips that give no real details into the show, pop
up first when the person hops on the site (Professional Interview #13).
Competitor Analysis #2 The Pirate’s Adventure Dinner
Positioning Map
My Second Competitor, Pirate’s Adventure Dinner, had a similar but lower rating for the
overall quality of food. Small portions (customer interviews #10-13, 16, 21) and
inadequate dining options (customer interviews #14-17, 21) seem to be the most glaring
imperfections with the company’s dining options. The overall quality of the meal is
bearable (Customer Reviews #13-19); customers of both Medieval and Pirate’s
Adventure often preferred Medieval Times food to The Pirate’s adventure Dinner
(Customer Interviews # 18-20, Reviews #1,2 Professional Interview #13). The company
understands the lack of pizzazz in the mean, and states that this aspect of the show is “not
the focal point of the entire show” (Professional Interview #4).
High Quality Food
Mediocre Food
Low Food Selection (Set Meal)
Large Food Selection
-‐ Medieval Times -‐Pirate’s Adventure -‐ Benihana’s Restaurant -‐ Dave & Busters
Positioning Map
Pirate’s Adventure Dinner is slightly more cost efficient than Medieval Times (Customer
Interviews #5, 23, Website #2, Reviews #2); people tend to find better deals through
brokers and limited-time offers with Pirate’s than with Medieval (Professional interview
#5, Reviews #4, Customer Interview #3, 23). The show is highly interactive and involves
a lot of child participation, but the show does contains subtle material that geared toward
adult humor (Customer Interviews # 18, 20, 23, 25).
Expensive Outing
Affordable Outing
Family/ Child-‐based Entertainment
Adult-‐based Entertainment
-‐ Medieval Times -‐Pirate’s Adventure -‐ Benihana’s Restaurant -‐ Dave & Busters
Target Marketing Analysis
(#1) Primary Benefit
When customers were asked why they would attend Pirate’s Adventure over
Medieval Times, the main decision making factor was the overall price (Customer
Interviews #10-11, 17-19, 22, 25). Pirate’s is very lenient and willing to work around
large group prices, up-grades, and parties, making them an wonderful substitution for the
often more expensive Medieval Times for holding events (Customer Interviews #17,
#25). Even the marketing department acknowledges this fact: “When people have already
seen Medieval or are deciding which show to see, Pirate’s Adventure provides a less
pricey alternative with the same quality entertainment” (Professional Interview #14).
Typically people can save 5 to 15 dollars per ticket more than Medieval, which adds up
when large parties and families are trying to attend an entertainment dinner (Customer
Interviews #10-11, 22, 25, Review #3, Website #4, Professional Interview #13, 14).
(#2) Primary Demographic
Much like Medieval Times, Pirate’s Adventure Dinner is looking to profit off a
younger audience. The only minor variation from Medieval Times is that Pirate’s
Adventure Dinner pursues a slightly older male audience of 9-16 visiting from out of
state, and a subset of extremely young children (around the ages of 4-6). When
interviewing the head of Pirate’s marketing department, he stated “although the main aim
of the show is to pull families in for a night of interactive fun, there is a fascination in
elementary and early middle-school boys over weapons fighting and acrobatics that we
target” (Professional Interview #14). After attending the show, there were classes of
middle-school aged students who attend the show with their schools from out of state; the
boys particularly enjoy the show (Customer Interviews #14-16, #24, 26 Professional
interview #13).
(#3) Primary Psychology
Pirate’s Adventure Dinner, although it lacks the same crazed fan base that
Medieval, produces fans that prefer the instructiveness within the show to the Medieval
Times (Customer Interviews #14-16, 23). Employees thoroughly enjoy being able to
interact with the people of the audience (Professional interview #7, 9-11), and customers
For birthdays and large groups, get to have members of their party get onto the stage.
Getting the chance to get on stage for even the most minor moments, like taking the
pirates oath or be chosen to wave your team’s flag, for any audience member can make a
person’s night (Customer #10, 14, Professional interview #11).
(#4) Primary Geographic
Pirate’s Adventure Dinner is located across the street from the Knott’s Berry
Farm Theme park, and next door to the Medieval Times show. The strategy seems to
attract tourists in the area, but having your competition within 100 yards of your
entertainment show eliminates much of the competitive advantage the location has to
offer (Professional interview #13). As stated previously, basing your advantage on this
location will end harshly (refer back to Medieval Time’s Marketing Analysis
Geographic Section for further details) (Article #11).
Product Objectives (Customer Experience) & Strategies Discussion
Product Objectives: The Goal of Pirate’s Adventure Dinner is to draw customers in with
lower prices than their Competitor, and then provide a more interactive and equally
entertaining show. The show targets tourists and large parties, intending to make a lasting
impact on young males in the audience, hoping to gain loyal customers that will
encourage entire families to attend shows.
Product Strategies: Most strategies of the Pirate’s Adventure Dinner are clear imitations
and enhancements of Medieval Times’ strategies. In the actual show, actors and cast
members are stressed to involve all audience members through out the entire
performance: standing up, screaming out your pirate’s color, and even taking part in a
series of “pirate games” are mandatory for all audience members; unlike Medieval, you
can be kicked out at Pirate’s NOT participating (Professional Interviews #7, 9-11, 14)!
The pirates are trained to focus their attention on specifically incorporating children of
large parties, and told specific seats where they are to pick out audience members to
participate (Professional Interviews #11, 14). The different dimensions of combat and
acrobatics in the performance give the show a one –up on Medieval Times show
(Reviews #4, Customer Interviews #5, 14-16, 18, 19, 23). Actors are trained in not only
weapons combat, but undergo a series of physical acrobatic tests before being hired, so
fighting can take place at various levels on the stage (ship), so combat avoids become
repetitive (Professional interview #7). This constant conflict and skirmishing tends to be
a favorite for younger males (Customer interviews #12- 15). After the show, to end the
night on a high note, Pirate’s offers an open bar, dance floor, and souvenir shop available
for all guests.
Strengths: Customers love getting involved with the show, and enjoy the balance of
down time and interaction; the show is not too demanding for participation to the point of
irritation (Customer Interviews#10-20, 22, 24-26). The combat and acrobats continue to
wow audience members show after show (Customer Interviews 10, 12-13, 15-20, 22, 26).
The levels in the stadium also provided a clear view of the show from all angles of the
theatre (Customer Interviews 14-16, 20, 25, 26).
Weaknesses: Although the stunts in the show proved entertaining, the actual storyline of
Pirate’s proved to be the weakest aspect of the show (Customer Interviews #10, 11, 14-
16, 20, 22, 25). The performance was hard to follow (Customer Interviews 10,11,14-16,
20, 22), and some improve lines were “risqué” and inappropriate for a family
performance (Customers Interviews #10-11, 25). On a night where a main actor in one of
the surveyed shows was injured, customers expressed disappointment in the lack of a
“back up plan” and frustration with the improved latter half of the show (Customer
Interviews #18-20, 25). While the dinner exceeded many of the customer’s expectations
(10, 11, 20, 22), it was considered cold to some (Customer Interviews #20, 22) and there
was no variation offered for the preset meal; this proves a pain for vegetarians and gluten
free (Customer 13, 20 Professional Interview #13). Other tiny complaints included
uncomfortable seating (Customer Interviews #18, 22) and space of seating (Customers
#14-16).
Pricing Analysis and Strategies Discussion
Products Pirate's Adventure Dinner Medieval Times Industry Norm Average Ticket
Price $52.95 $59.95 $50
Discount Spring Price $29.95 $35.95 $30
Price Objectives: The main objective of the Pirate’s Adventure Dinner is
profitability by meeting and beating its Competition’s prices. The prices vary so wildly
with season and promotion, that it seems that the Pirate’s Adventure Dinner is simply
trying to match the its competitors; many of the prices and offers directly reflect the
prices and discounts of Medieval Times (Professional Interview #14, website #2).
However there doesn’t seem to be fluctuating demand; online, ticket orders for weekends
need a three days prior purchase, or they could get sold out (customer interviews #15, 17,
18 Website #2).
Pricing Strategies: The Pirate’s Adventure, much like Medieval Times, has one
main priority: to fill their shows (Professional Interview #5, 14). A larger audience means
not only larger profits for the night, but a better experience for the actors and overall
atmosphere for the customer (Professional interviews #3, 6, 7). Pirate’s often mimics or
one-ups seasonal deals offered by the competing shows (Reviews #3,4 Professional
Interview #14). For example, during spring break, buying a full ticket at Medieval Times
would allow the customer to sit in royal seating, while Pirate’s offered a spring 30%
discount, with an additional free ticket and improved seating options (Websites #1, 2).
Medieval began advertising a free pass for mother’s day with the purchase of another
ticket in mid-April; within the last two weeks, Pirate’s has started the “Queen of the
Ocean” campaign, where mom’s get in free and get an additional $20 off their guest’s
ticket on mother’s day, with flowers and Champaign for upgraded packages (Website #2,
#4). Tickets to mid-week shows with lower attendance are often sold in advance to ticket
brokers, like Trip Advisor and Goldstar, who then turn around and sell the tickets to
tourists in traveling packages or at a reduced price (Review #5, Professional Interview
#14). This saves a lot of trouble with promotion, and fills seats faster (Professional
Interview #14).
Strengths: Most customers purchasing the ticket agree that Pirate’s Adventure
Dinner is a great lower-priced alternative to Medieval Times (Customer Interviews 10,
11, 20, 23, 25). Pirate’s Adventure works around many large parties and tourism groups’
budgets, with a concern about the customer over the price (Websites #4, Professional
Interview #14, Customer Interviews #19, 25). The low price lowers expectations of the
audience, and they are shocked to see the quality of the performance for the ticket price
(Customer Interviews 10-11, 25).
Weakness: Participating in the price game hurts the Pirate Adventure’s overall
brand image, convincing customers the show is just a “cheaper” alternative to Medieval
Times (Customer Interviews #5, 6, 10, 11, 17, 21). The entire mindset of the show is
altered with the price game; for customers that go and enjoy the show, they immediately
think “if the show was that good, we need to see Medieval Times!” (Customer Interviews
10-13, 16, 22, 25). Their attempts to beat their opponent through pricing may work short
term, but turns their own customers against them in the long run.
Pirate’s Promotion Objectives & Strategies Discussion
Promotion Objectives: Pirate’s Adventure Dinner’s main objective in regards to
promotion is to stabilize sales, followed by accentuating product value.
Promotion Strategy: As previously stated, one of the main objectives of the Pirate’s
Adventure Dinner is filling seats to improve the overall experience at the performance for
the customer (Professional Interview #14). Pirate’s is constantly advertising new seasonal
discounts online to match or decrease the price of a ticket compared to Medieval Times;
See Pirate’s Adventure Dinner’s “Pricing Strategies” section for more information
and examples concerning seasonal promotions. Additional examples of upcoming
ticket sale stabilizers include a “We Salute You May” which includes discounts for all
veterans, active military and policemen, and teachers for 60% off normal ticket prices
(Website #4). Another strategy for stabilizing ticket sales and accentuating the
performance includes a bi-annual change in show; the entire performance is reset with a
new script, new actors, and new stunts (Professional Interview #7, 9, 14). The show has
just recently been updated from “The Curse of Davey Jones’ Treasure” to “Rise of the
Sea Dragons”, and now runs a huge animatronic dragon that breathes fire and sprays
water (Website #4, Professional Interview #14). With a new performance comes one
killer element unique to the specific show; the dragon serves as an expensive investment
in remolding the flow of the show (Professional Interview #5).
Strengths: The Pirate’s Adventure Dinner does a wonderful job of exceeding customers’
expectations with the reduced price of the show (Customers #14-16, 24, 26).
Weaknesses: Pirate’s is constantly playing with the price of the show based on their
competitor’s prices; often draws in disloyal customers, who would “prefer to Medieval
Times over Pirate’s if it was cheaper” (Customer Interviews #17, 18, 22, 25). See
Pirate’s “Pricing Analysis and Strategies Discussion: Weaknesses” for more
information concerning the weakness in price promotion.
Website Objectives & Strategies Discussion
Website Objective: Pirate’s webpage is designed to inform new and pre-existing
customers about special offers and to provide access to ticket sales.
Website Strategies: The layout of Pirate’s webpage is very simple to access and
navigate. There are several tabs lining the top and bottom of the page that perform minor
tasks like take the customer to a ticket sales page (Website #4). In the middle of the
webpage is a list of current deals that allow quick admittance into a page for purchasing
tickets with details and regulations of the special offers. Another tab leads the customer
to a page that shows 3 thirty second spanning commercials; all three are fairly low
budget, and lacks the quality be aired on public access television (professional Interview
#13). The entire site seems as if it were half completed, or under construction, but never
seems to change (Professional Interview #13).
Strengths: The sites’ simplicity is its strongest feature. Customer’s who went searching
to order tickets directly from the website were able to do so with little hassle, and the
tickets were printable after purchase (Customers 10-11, 22).\
Weaknesses: After reviewing the Orlando Florida Pirate’s Adventure site as a
comparison, It is obvious that the website for Buena Park is underfunded and neglected
(Professional Interview #13). Tabs on the page such as “gift shop” and “contact us” lead
to incomplete articles, and often load with an error 404 (which means an incomplete or
non-existent page) (Website #4, Professional Interview #13). The sites layout and
background are poor in quality, and the commercial fail to add any desire for the
customer to attend the show (shown to Customer #20, 22). Overall, the website proves a
poor reflection of the overall company, and turns away potential customers. Where
Pirate’s could utilize and gain a unique competitive advantage like it’s sister show in
Orlando, the Buena Park Pirate’s cite acts as a thorn in the companies side (Professional
Interview #13).
Time Out
Ethical Issue and Action Plan
Ethical Case #1
The Problem: Within the first half year of opening The Edge: Extreme sports and
dinner show, I receive an angry letter from Women for Women international. The
women’s rights group is upset at the depiction of women within the show: especially the
flag girls, whose clothing is seen as “provocative” and “an exploitation of the female
body”. The feminist group The clothing is seen as uniform for racing and x game events,
and flag girls have no problem with wearing their suits. After discussing with upper
management, the company makes an executive decision to pull the flag girls from the
show for two weeks, along with all Flag girl memorabilia (namely the bikini calendar),
and see the results. Results come back tremendously negative; a 35% drop in overall
profit is predicted if flag girls and their souvenirs are pulled from the show. This drop
would mean necessary cut backs on employment as well (namely the elimination of most
flag girls) in order to make up for lost profits.
The Tension: The pressure of this decision makes or breaks the company: Pulling
them from the company would mean a crippling blow to my brand new business (and
very well could cause a company collapse), yet leaving the girls as they are means
offending a huge group of women.
Ethical Dilemmas: 1.) I am offending a huge group women by letting the flag
girls perform for the crowd. 2.) Eliminating the flag girl position means a drop in profits,
affecting all my employees. 3.) My personal view of keeping a women’s body sacred is at
jeopardy by refusing change. 4.) I would have to fire employees who have done nothing
worthy of termination 5.) Refusing change would reflect poorly on my Christian walk,
since people are stumbling over the uniforms of my employees.
Biblical Principles: I am to encourage a young woman in all purity (1 Timothy
5:2). Although you don’t see something as evil, if you make someone stumble, avoid it (1
Cor. 8:31; Romans 14:12). Ignoring Purity prevents a person from ever feeling satisfied,
opening the heart to every lust (Eph. 4:17). We were once slaves to our impurities, but
now we are redeemed and pure (Romans 6:19)!
Action Plan: Instead of taking the flag girls away from the track, I would
approach the board and ask that the uniforms themselves be slightly altered. The suits
would still resemble racing wear, but would cover more of the model. I would also alter
the calendars and other memorabilia to focus on the entire facility with the girls rather
than the girls in their bikinis.
Why?: There is a definite need for the for differentiation from the completion; not
only because we want a competitive advantage, but because we are a Christian Company
and need to stand out as a company that answers a call to higher ethics. However, we will
not alter the position of women within the sport to honor the desires of one group (a
group that adds conflicts with our primary target market); We cannot fully meet all
demands if we want to be a competitor in the market. We are trying to change a view of
women at our facility, not the role of women within the sport.
S.W.O.T Analysis
Strengths
• I have performed an adequate amount of research in the entertainment dining
industry as a whole to help begin planning a 3rd product
• I have located and interviewed a specific, neglected market of people to find what
their desires are for an entertainment dinning restaurant
• I have done the research and located points of frustration in my competitor’s
restaurants
• With that information gained from surveying, I can better serve customers in the
places where my opponents fail
Weaknesses
• I start with no brand recognition or customer loyalty entering into the industry
• I would be entering an industry that constantly requires upkeep and a steady flow
of funding to improve
• I currently lack an enthusiastic staff that could make or break my show
• I lack the expertise of owning and operating a business
Opportunities
• The overall growth in the restaurant businesses makes it a great time to join the
industry
• The direct competition is low in entertainment dining industry
• I would be serving a market in need after being overlooked by big competitors
• I have the chance to make a unique, competitive advantage
Threats
• Entertainment dining is an industry effected by seasonal changes in customers;
beginning out of a prime season will set me back
• The constant stress for new forms of entertainment with the change of customer
demands
• The legal liabilities and lawsuits that my business could face with an actor or
customer injury
• Without convincing and evolving 3rd party businesses, my plans could fail
Competitive Advantages
Problem #1: Many competitors in the entertainment dining industry overlook the dining
aspect of the entertainment experience. Customers struggle with the a lack of quality and
variety of foods offered at entertainment dining restaurants (Customer Interviews #1-13,
17-21, 23, 24-30)
Solution(s)#1: Instead of giving a set meal to my customers, I would give them a meal
ticket that they could then take to one of four food trucks owned by 3rd party businesses.
Each would have an individual and distinct type of food, but would not spare the quality
of the dining experience.
Problem #2: A majority of customers dislike the fact that shows are set in stone, and
display little variation from year to year. Customers want more say in what they are
watching (Customer Interviews #1, 12, 13, 14-16, 18-29).
Solution(s) #2: Instead of having a set dialoged or script that my show runs by, it will be
divided into 10 different events. Customers would then get the chance to text into a
number their choice of event, and the top 5 picks of the night will be shown to the entire
audience. Instead of having a storyline with characters, each section of the stadium will
be given a separate rider, and he or she will tell a real clip of their life story. TO
determine a winner, eliminations would come in the 3rd round, and we would have one
winner by the 5th round.
Problem #3: Customers are frustrated at the fact that they do not get to pick their own
seating options for the upcoming shows. This affects the team that a customer joins, and
can impact the entire customer experience (Customer Interviews #4, 6, 9, 12, 17, 22, 27-
30)
Solution(s) #3: If the customer pre-orders his or her tickets online, he will see a map of
the stadium, and get to choose his own seating (based on what package/upgrades he
ordered), much like ordering tickets to a baseball game.
Problem #4: Repeat customers of entertainment dinning restaurants complain that some
seats have obstructions and a poorer line of sight. Consumers are upset having a poor
view of the show when they pay so much for a single show (Customer Interviews # 1,2,
5, 17, 22, 27, 30)
Solution(s) #4: by placing layered bleachers far enough back, and giving the stage proper
light compared to the stands, the entire audience will have equal sight lines rounding the
stadium. If sight becomes an issue, large replay screens will be placed one each side of
the stadium, and monitors will be placed by food lines and in the bathrooms so customers
do not miss one second.
Problem #5: Individuals have a hard time paying full price for an entertainment dining
show (Customer Interviews # 1-3, 6-8, 10-11, 17-23, 27-30). This limits a person to
maybe one or two visits a year, even though they may be crazy for the show (Customer
Reviews #1, 2, 22).
Solution(s) #5: I would make the flat price for a ticket with meal included $30, with
promotions monthly and party packages that would decrease prices by $5 to $10, making
the show cost a third of what other dining entertainment shows cost.
Problem #6: When people are looking for lasting memories when they visit dining shows
(Customer Interviews #1-3, 6-8, 10-11, 15-25, 27).
Solution(s) #6: like my opponents I would offer upgrade packages, but for a lower price.
At $35, the customer gets preferred seating and a poster. At $40, the customer gets VIP
seating, a DVD of the night, signed poster, and a meet and greet with the athletes post
show.
Intentional Marketing Strategies
Quality/Consistency
Understanding that I have just started a brand new company in the already
established industry of entertainment dining, I need to be open to trial and error based on
the reviews and ideas of my niche market. Flexibility will be the key to success. I have
preconceived ideas through research about what my customers want, but I cannot be
absolute how they will respond until I survey attendance figures and on sight patrons
about likes and dislikes of the show. Having an incentive with my post show survey such
as a $10 off coupons or meet and greets with the edge extreme performers. I need to
swallow my pride and understand that I could be wrong. Liabilities are another huge
aspect that I need to analysis with my new business. After seeing a Pirate’s Adventure
Show performance where a man dislocated his knee on stage, there needs to be a backup
plan ready for the eminent possibility that one of the performers could be injured or
worse. An EMT staff would be standing by on the sidelines of every show, and back-up
actors who would be working other stations during the show would be promptly prepared
to take the place of an injured actor at all times. Pre-show run through would take place
once a week Wednesday nights along with a formatted emergency action plan drill,
where back ups would be established weekly, and the show wouldn’t be delayed more
than necessary during an in-show injury.
Employee Satisfaction & Training
In the entertainment dining industry, the passion of your actors and staff fuels the
performance of your show. My staff would need to have the same extreme mindset as
t[qhe niche market I am chasing, with a passion for extreme sports that brings energy to
the patrons upon entering The Edge. The core of my show would revolve around the
performance of my lead athletes. I would target seasoned extreme sport professionals to
serve as my A support athletes; these team members would do a majority of the stunts
and hold the biggest parts of the show. Underneath them I would put young, experienced
interns as B support athletes, who would partake in some extreme events during the
show, and work one-on-one with A support on improving their own skills. After so many
A/B support sessions (lessons with professionals) and shows performed (30 sessions and
100 shows performed) actors would prestige from B to A, and/or receive a tenure bonus
for their commitment to the company. For the rest of my staff, I would seek out extreme
sport enthusiasts from local Orange County Community Colleges involved in local
churches, specifically between the ages of 20-25, to help upkeep and maintain the
facility. Other employees would include bouncers and non-employed 3rd party vendors at
the events. It is absolutely essential to show love, concern and care for staff members in
order to cerate a family-like work atmosphere (Professional Interview #1, 2, 13). Staff
would receive free tickets monthly for themselves and 3 additional tickets to shows, and
once a month a staff outing would be held. Events like a Baseball game, movie night, or
river rafting as a team creates bonds between staff members, and will increases the
overall employee satisfaction at The Edge.
Customer Service
Customer service is the number one priority at The Edge; meeting and exceeding
the desires of our patrons is our day-to-day mission. The entire show is geared toward
serving our key niche market of extreme young men attending Orange County
community colleges. Our target loyal customers’ input will determine all the music, food,
and stunts performed within the show. Seasonal extreme sports vendors, like Oakley,
Plan B Skateboarding brand, Go-Pro, Burton, and Monster would all have booths set
around the Warehouse, and customers would determine what brands they want to see
come and go from the show seasonally. Quarterly, The Edge will throw community
events, like “Cutting Edge” (a dining show/ after party and rave) with the intentions to
simply satisfy our customers. At “The Edge: Extreme Sports and Dinner Show”, we are
driven to serve more than just our customers’ needs; we believe the business can serve
overall as a ministry to our niche market. At the entrance of the store will be a “The
Edge: College Ministries” tent, will would partner with Campus Crusades and local
churches to throw a young adults ministry Tuesday nights. The facility would also be
open Sundays to a local church, where the youth group could plug in new Christians or
young men debating about faith. I will hire under management who can officiate and run
the place without my help, People who could relate to the market we are trying to reach,
and better serve that community with creative and innovate new Ideas I could not think of
myself. My goal would be to be recognized by fans while attending the even, and being
able to call them by first name and personally thank them for stimulating and creating an
amazing business.
Research
Without research, my entire project would collapse onto of itself. Research is the
lifeblood of a business, and provides updated information and a pulse on trends for the
key target market I am attempting to reach. Mailing lists and attendance tracking will find
out who our most valuable niche customers are, and then through communication via
email or in person, we will ask for highlights and suggestions on how to improve the
shows, and offer discounts and deals for the input we can receive from them. Sales
statistics and food ticket counts will allow us to see what 3rd party meal and merchandise
vendors making the biggest impact on our customers, and which should be expelled or
improved in order to better serve our patrons. Getting feedback from frontline employees
is also another great way to access customer insight about the entire business. An online
suggestions page will be available too, but not our main focus in finding our customer’s
desires.
Purpose Statement/Mandate
The Edge: Extreme Sports and Dinner Show is committed to delivering quality, high-
adrenaline entertainment for extreme college students within the Orange County Area.
Through the work of a highly trained professional staff, we are committed to providing
electrifying amusement with the intention of serving the customer before making a profit.
Our intention is never to persuade or manipulate a customer, but operate according to
their specific needs and desires. The Edge functions to serve the extreme physical and
spiritual wants and desires of target clients. We are foremost a ministry to our customers,
and above all else differentiate ourselves from competition based on the love we show
our niche market.
Product #3
The Edge:
Extreme Sports and Dinner Experience
Positioning Map
The Edge: Extreme Sports and Dinner Show looks to distinguish itself from the
competition by meeting the consumers’ needs for higher quality food in higher variety at
an entertainment based show (Customer Interviews #1-13, 17-21, 23, 24-30). By
allowing 3rd party vendors to sell food at our events, customers will have access to a
larger selection of food without sparing the overall quality for the meal of choice.
High Quality Food
Mediocre Food
Low Food Selection (Set Meal)
Large Food Selection
-‐ Medieval Times -‐Pirate’s Adventure -‐ Benihana’s Restaurant -‐ Dave & Busters -‐ The Edge
Positioning Map
Understanding that we cannot meet the desires of all customers, The Edge has
decided to target college students between the ages of 18-25. This means ultimately
excluding elementary students, my competitors’ main target markets (Professional
Interviews #5, 8, 14). Consequently, my show needs to be much cheaper in order to
attract my niche market; after survey college student’s who fit the niche market, a
majority said the there willingness to pay decreased when the price was higher than $30
(Customer Interviews #22, 27-30). This is still moderately expensive, but trumps the $50
ticket average of my competitors.
Expensive Outing
Affordable Outing
Family/ Child-‐based Entertainment
Adult –based Entertainment
-‐ Medieval Times -‐Pirate’s Adventure -‐ Benihana’s Restaurant -‐ Dave & Busters -‐ The Edge
Target Market Analysis
(#1) Primary Demographic
Both major entertainment show competitors focus their efforts on bringing in an
elementary-early middle school audience, ignoring a slightly older audience that is
attending their shows. The Edge has locked onto that market, and is geared to serve local
Orange County males ages 18-25 currently attending one of six local community
colleges.
Why? In Orange County alone, there are over 59,000 students attending the
junior community colleges within the area yearly; this huge yet specific market of males
with similar interests that has gone untapped by the entertainment dining industry
(Website #5). After survey customers and close friends who have attend these colleges,
many stated that there was a “lack of things to do outside of work” (Customer Interviews
#27, 28) and a “desire for community” around college (Customer #27-30).
(#2) Primary Psychographic
The Edge: Extreme Sports and Dinner separates itself from competitors Medieval
Times and Pirate’s by focusing on targeting a mindset seen within the customers who
found both of my competitors’ shows fairly mediocre (Customer Interviews #3, 9, 16, 22,
26-30). These people have an extreme mindset geared toward more dangerous and
extreme stunt shows.
Why? According to customer input, the most similar event to a live show that
community college students are passionate about are sports, specifically extreme sports
(Customer Interviews #22, 27-34). Customers of both competitors age 18-20 believed
that the shows were “corny” (Customer interviews #22) and a “One-time-visit event”
(Customers Interviews #20, 22, 27). An article by the La Times also stated that the
“spark of the x games” that started with Tony Hawk has continued to grow as fans grow;
the main group of people that are attending and watching the x-games are late teenagers
to men in their mid to late twenties (Article #11).
(#3) Primary Geographic
Moving into an area with my completion and mimicking their placement
strategies will end in my demise. Instead of basing The Edge in Buena Park, It will be
located in Northern Cerritos, South of the 91 Freeway.
Why? This location provides ideal access to all of the Community Colleges in the
Orange County Area; the location is a 3-minute drive from Cerritos Community College,
and 15 min drive from the furthest Orange County campus (Fullerton Community
College). Students of Community colleges are willing to commute on average 30 minutes
away from school to school (Website #5). This puts my restaurant in the center of my
target market off a freeway, for easy and low maintenance accessibility.
(#4) Benefits
One of the primary focuses of my competitors is to provide deals for their
customers; unfortunately, some customers still have a hard time committing the high
amount of money each show costs for a one-night event. At The Edge: Extreme Sports
and Dinner Show, overall price would be significantly lower than our competitions ($30
dollars per ticket).
Why? This is primarily based on the “willingness to pay” of our target market; college-
aged students being more frugal, but because they have more time to work, community
college students are more willing to spend on entertainment related items (Customer
Interviews #27-32).
Product Objectives (Customer Experience) & Strategies Discussion
Product Objectives: The Edge’s goal is to create an original, extreme sports
performance based on the input of our customers to meet their specific dining and
entertainment needs.
Product Strategies: The Edge: Extreme Sports and Dinner Experience is going to be a
completely individual, innovative show distinct from competitors like Medieval Times
and The Pirate’s Adventure Dinner. It will be geared entirely toward satisfying the
current needs of our target customers. For example, while Medieval Times and Pirate’s
Adventure Dinner have shows set to a script, The Edge: Extreme Sports and Dining
Experience’s show will be entirely original based on the decisions of our customers. The
night of the performance, customers will have the opportunity to choose from a list of
extreme events that the athletes will perform during the routine. A selection of ten
separate x-game style events on various vehicles (including crowd favorites like BMX
Super Park, Skateboarding Big Air/ Best Trick, and Moto-x Racing) will appear on mega
screens set around the track 30 minutes pre-show. Guests will have the opportunity to
text in their favorite three of the ten events to a toll-free number, and the top five overall
choices will perform that night. Like my opponents, the stadium would be divided into
different sections to cheer for a specific colored rider; however, my customers will have
the opportunity to choice their own color and race team to represent them. With the
purchase of a ticket online for an upcoming event, a “choose your team” icon with athlete
bios will pop up for the customers. The dinner at The Edge will also be a polar-opposite
compared to its competition. During the rearranging of ramps and equipment for the next
event, patrons will be provided a meal ticket to visit a food truck for dinner. After further
surveying customers, The Edge: Extreme Sports and Dinner Show would choose 4
popular, diverse fast food businesses to provide food-trucks to prepare their own
specialty foods for customers. This would allow customers to choose from a higher
variety of food without sacrificing the overall quality of the meal. There are also other
smaller aspects of the show that will also allow customers the right to satisfy their unique
needs.. Unlike my competitors, the final need that I should satisfy in my customers is a
longing for community. The Edge would partner with Campus Crusades and local
churches, offering a Tuesday night ministry inside the building. A stand for the Young
men’s group would be at the entrance of the building, with representatives that would
distribute flyers and provide information for interested customers at the end of the show.
Why?: Customers feel a sense of dissatisfaction when they do not receive a proper
amount of say in the show they spend there own money on (Customer Interviews # 1, 3-
6, 8-12,15-34). Making allowing minor changes and alterations, like seating options
(Customer Interviews #1, 5, 6, 8, 11, 12, 17-23, 30-24) and verity in food (Customer
Interviews #3, 6, 8, 10-11, 13-26, 28-34) gives clienteles a greater personal experience.
Hearing the needs of my target market is an essential part of my business, but seeking an
opportunity to fill a customer need through a ministry is indispensible. After surveying
Non-Christian potential customers attending community colleges, they all stated that they
felt a “disconnect” from fellow classmates on campus, and had greater desire to get more
involved in community (Customer Interviews #27-31, 33-34). With the hope of the
ministry drawing in loyal repeat customers in curiosity, it would be an open opportunity
for customer relationships and to hear the gospel.
Pricing Objectives & Strategies Discussed
Pricing Objectives: The obvious pricing objective of The Edge: Extreme Sports and
Dinner Experience is to enter the market with volume pricing to meet our target market’s
willingness to pay.
Products Pirate's Adventure Dinner Medieval Times Industry Norm The Edge Average Ticket
Price $52.95 $59.95 $50 $29.95
Discount Spring Price $29.95 $35.95 $30 $19.95
Pricing Strategies: See chart above. The Edge: Extreme Sports and Dining Experience
wants to make its shows as affordable as possible for the niche market it is targeting.
Upgrades opportunities would be available for customers looking to optimize their
experience. For $35, the customer gets preferred seating and a poster. At $40, the
customer gets VIP seating, a DVD of the night, signed poster, and a meet and greet with
the athletes post show. Discounts, however, would be less frequent in comparison to
Medieval Times and Pirate’s Adventure Dinner. On rare seasonal occasions, prices would
be reduced for promotional events, like “Cutting Edge” (a show combined with ticket to
after show dance/rave). However, the purpose of these events would not to be to sell
tickets, but instead geared more toward getting new customers to the performances.
Why? After surveying my niche target market, $30 seems to be the max a customer is
willing to pay to go to the event (Customer Interviews #29-33). Instead on focusing on
getting “once a year” customers like competitors, We are trying to establish relationships
to achieve loyal customers who attend shows frequently. Because the lower fixed cost of
our facility (a warehouse), paying alternate businesses to provide food, we also have
more room to give our customers a lower price.
Place Objectives & Strategies Discussed
Place Objectives: Unlike competitors who target areas filled with heavy amounts of
tourism, The Edge: Extreme Sport and Dinner Experience will target a location most
easily accessible to the highest amount of students from all six local community colleges.
Placing Strategies: By locating an Area toward Northern Cerritos below the 91
freeways, Students from Cerritos, Cyprus, and El Camino Community Colleges will have
easy 5 minute or less access to restaurants location. The farthest campus, Fullerton
Community College, requires an 18-minute drive by freeway.
Why? research shows that most students live within 15 minutes of campus (Website #5).
Outside of that rage, the surveyed target market said they would most likely not attend
the event (Customer Interviews #28-31, 34). Increasing the distance away from home
could easily scare off customers; but providing a local location that has quick freeway
accessibility for customers who have driven a distance is also a key to improving overall
customer experience. Taking into account the rent cost and size of the event, which
requires full dirt bike and stunt tracks, also lowers the chances that we will find an ideal
location in a densely populated area like a mall (Professional Interview #13). Searching
for Areas with high amounts of parking and large facilities leaves tow options: move to a
rural location, or seek warehouses on densely populated areas. Understanding the
demands of our target market, The Edge: Extreme Sports and Dining Experience will
choose the latter.
Promotional Objectives & Strategies Discussion
Promotion Objective: The Edge: Extreme Sports and Dinner Experience is a completely
new entertainment dinning restaurant with no customer recognition. The main objective
of the show will be to increase awareness about the product. Creating positive buzz
among ideal niche customers is a must have if The Edge: Extreme Sports and Dinner
Experience plans to survive.
Promotional Strategies: using on campus campaigns and throwing a promotional event
will be the easiest way to reach the target market of The Edge: Extreme Sports Dinner
Experience. The Edge: Extreme Sports Dinner would throw a massive promotional event,
called “Cutting Edge”. First the franchise would find a “hook”; a celebrity athlete to
guest host or participate in the events. Danny Way, Matt Hoffman, Dave Mirra, or Travis
Pastrana would all be perfect candidates (although this would most likely be pricey).
Many of the athletes mentioned are not household names, but for a target market
obsessed with the X Games, these athletes are gods among men. Reaching out to
previously established college groups, like rugby clubs, football teams, men’s would be
the company’s second priority. Next, the restaurants would offer these extreme themed
groups reduced price for on-campus promotion. The Edge: Extreme Sports and Dining
Experience would contact the student union buildings of each community college, and
also provide discounts to the students who purchased tickets through the schools. When
The Edge: Extreme Sports and Dining Experience throws this event, we will set ticket
prices around $19.95 to attract first time customers. It is essential that we are generous
with portions, throw the best show possible, and emphasis on fan use of Facebook,
Twitter, and Instagram using #TheEdge, to like up pages and offer promotionals through
the social websites (for example, picture of the week, best tweet, helpful tips all receive
specials on merchandise bought at the stores). Post-show, the restaurant will be turned
into a rave, and the celebrity will be available to take pictures and sign autographs with
fans. In weeks following the show, The Edge: Extreme Sports and Dining Experience
would continue to gain more research and feedback from customers. The Edge: Extreme
Sports and Dining Experience would put an emphasis on being be open to all critiques on
Facebook or Twitter.
Why? The Edge: Extreme Sports and Dining Experience wants to satisfy the wants and
needs of their target market before catering to the needs of all other people. Bringing set
groups into the show not only raises awareness of the show, but also creates a team bond
through experiencing the performance. Customers who were fans of the third product
idea raved about being able to see professionals up close and performing (Customer
Interviews #28, 30-34). Just imagine that same customer being able to meet their hero
after watching a brilliant performance; there would be an instant connection between that
memory and The Edge: Extreme Sports and Dining Experience. Calling out to customers
to use social media is a great way to make news spread like wildfire; daily, 96% of all
college aged students hop online, and 82% of those students are checking some form of
social media (Website #6). If the show does serve the needs of the customers, positive
reviews of the show will be posted on social media pages, and an increased demand will
come pouring out.
Website Objectives & Strategies Discussion
Website Objective: The Edge: Extreme Sports and Dinner Experience’s primary
objective is to use the website to connect existing customers to a community through
social media, and providing easy access to tickets and special promotions.
Website Strategies: This is the only category that The Edge: Extreme Sports and Dining
Experience wants to implement the same layout and strategy as Medieval Times
restaurant’s website. See Medieval Times’ Website Objectives & Strategies
Discussion for more details. The only addition to the web strategy our restaurant would
focus on is the integration of social media and community within the website. A tab
would be made for “Event Photos”, where customers could come back and retrieve
pictures taken by the staff to post on Facebook or Instagram (both options would appear
underneath the picture, making the process hassle free). At the top of the Tab page would
be the “photo of the week”, a weekly contest to see who can capture the greatest
moments during the show and post them on The Edge: Extreme Sports and Dining
Experience’s page for rewards and memorabilia from the show.
Why? Having an amazing website provides the niche customer with another opportunity
to enjoy and express his feelings about the overall performance of the company to an
online community. In addition to maintaining the happiness of customers, websites act to
pull interested customers to a certain product. Often times it does not matter what the
perceived value of the product, if the website reflects a product poorly, customers will
look elsewhere to invest their money. Taking advantage of social media is a huge new
trend within the industry. According to a study performed by USA Educate, 40% of daily
interactions between people happen online (Article #12). If those reviews are positive and
easy to access on the Internet, it becomes a huge source of competitive advantage.
List of Works Consulted
Articles
Article #1- Christopher Borrelli, Chicago Tribune, "Ancient Thrills at Medieval Times.", Pg. 27 Web, 26 Mar. 2013. This article provides key understanding for a critics view of the Medieval Times show. Article #2- Lyneka Little, ABC News, "Medieval Times Sued By Guest Blinded in Sword Match." [Buena Park], Pg 1, 20 Sept. 2012. 26 Mar. 2013. For my liabilities section, this article provides one of the few legal formalities that Medieval Times has experienced. Article #3- Unknown, Statistics Brain Financial, “Dining Out Statistics”. Pg. 1, August 4, 2012. 26 Mar. 2013. This Public record provides me with statistics on the rate and number of people dine out on a weekly, monthly, and yearly basis. Article #4- Cambel Robertson. The New York Times, “Off Ye Olde Jersey Turnpike”. Pg 4, October 21, 2007. 26 Mar. 2013. This unique article provides a review of the show while also giving the reader an idea what the life of a knight of Medieval Times is like. Article #5- Nancy Luara, Orange County Register, “Medieval Times gets a Royal Revamp”. October 24, 2011. 26 Mar. 2013. This article provided essential changes that Medieval Times has made in the last 2 years to improve business. Article #6- Tiffany Hsu, Los Angeles Times, “Restaurants in China, U.S. and Europe reflect Worldwide Economy”. December 21, 2012. 19 April. 2013. This Article tells us the dining restaurants is beginning to thrive again, and is slowly gaining profits. Article #7- Huffington Post, “Food Spending: Gallup pole tracks how much Americans Spend on what they eat”. Pg. 13, August 2, 2012. This Article shows statistics of America’s eating habits, and dining out data. Article #8- Unknown, Statistic Brian Financial. “Concert and Other Ticket Sale Stastics”. February 2, 2012. The statistics from this survey show the sales of concert tickets as well as the sale of movie tickets in America; it will help prove my indirect competitors in the industry. Article #9- [Unknown Author] Down Jones. Los Angeles Times. “Wild Bill’s Show Sold to Los Vegas Based Firm”. Pg. 1, December 30, 1997. April 12. 2013. Provides back story to bankrupt entertainment dining business. Article #10- Nate Ives, Ad Age. “How Medieval Times Delivered Reality TV’s Most Memorable Product Placement in July”. 18. Aug. 2011. 10 May. 2013. Shows unique, unexpected marketing campaign against Medieval Time’s company nature. Article #11- Mike Brensnahan. Los Angeles Times. “Appeal of the X Games Is a Growth Enterprise”. August 11, 2010. 11 May. 2013. Shows the potential market that the X Games appeals to for my final product.
Websites
Website #1- The primary website for competitor #1, Medieval Times.com. This is used for the Web Strategies Section, and gives interesting insights how Medieval Times reaches their customers online. 26 March. 2013. Website #2- Facebook Page for competitor #1, www.facebook.com/MedievalTimes. This is primarily used to analyze the community surrounding Medieval Times, and gives insight into what fans are thinking about the show. Website #3- The primary website for competitor #2, www.piratesdinneradventureca.com. This is used for the Web Strategies Section, and displays the lack in performance for Pirate’s Adventure Dinner’s online campaign. 26 March. 2013. Website #4- An education information database, www.kathimitchell.com. The website provides age statistics for students learning at different grade levels, and shows average age for subject matter taught. May 10, 2013. Website #5- A statistics sight for community college, www.aacc.nche.edu. The website displays charts and clear statistics about students attending community college. May 10, 2013. Website #6- A statistics based website for education, www.usatodayeducate.com. Used to describe the negative effects and consequences [as well as basic statistics] about college students and the use of computers. May 10, 2013.
Reviews
Review #1- "Medieval Times at Buena Park Castle, Buena Park." Tripadvisor. N.p., n.d. Web. 26 Mar. 2013. Article for Trip Advisor is bias toward Medieval Times, but offers insight into the discount of shows and vocal points of the company’s marketing department. Review #2-“Medieval Times at Buena Park Castle, Buena Park."Yelp. N.p., n.d. Web. 26 Mar. 2013. This webpage offers the marketer ideas on how to improve the show by offering key details that people want. Review #3-"Pirates Dinner Adventure, Buena Park." Tripadvisor. N.p., n.d. Web. 26 Mar. 2013. Article for Trip Advisor is bias toward Pirate’s Adventure Dinner, but offers insight into the discount of shows and vocal points of the company’s marketing department. Review #4- "Pirates Dinner Adventure, Buena Park." Yelp. N.p., n.d. Web. 26 Mar. 2013. This webpage offers the marketer ideas on how to improve the show by offering key details that people want.
Professional Interviews
PROFESSIONAL INTERVIEW #1- Brad Winsbury. Busboy, Rainforest Café. March 25, 2013.Worked one year. Understands basic trends in dining industry. At Biola PROFESSIONAL INTERVIEW #2- Clayton Sly. Server, BJ’s Restaurant. Works at BJs, three year staff member. March 25, 2013. Experienced server who understands dining industry. At Biola PROFESSIONAL INTERVIEW #3- [None Provided]. Cashier, Medieval Times. April 13, 2013. 1 year staff member. Frontline employee who provided excellent information about ticket sales and some show information. At Medieval. PROFESSIONAL INTERVIEW #4- Mark. Cashier, Pirate Adventure Dinner. April 13, 2013. Newly hired staff member. Frontline employee with grasp on ideas behind pricing at Pirate’s adventure. At Pirate’s. PROFESSIONAL INTERVIEW #5- Heather. Marketing Secretary, Pirate Adventure. April 19, 2013. Two year staff member. Being beneath head of marketing, shared much of the same keen insight about overall company marketing. at Pirate’s. PROFESSIONAL INTERVIEW #6- Mariah (?). Marketing Secretary, Medieval Times. April 19, 2013. One year staff member. New a huge amount about deals, happenings, and marketing of Medieval Times tickets. at Medieval. PROFESSIONAL INTERVIEW #7- Ed. Pirate and Stunt Trainer, Pirate’s Adventure Dinner. April 20, 2013. 5 year staff member. Had as experience as part of the acting crew and has been training the pirates for the last 3 years. Recognizes struggles in business and with actors, provided detailed train facts. At Pirates. PROFESSIONAL INTERVIEW #8- Dylan. Head of Marketing Department, Medieval Times (Buena Park). April 20, 2013. One year staff member. Short conversation lead to struggles and positives of working at Medieval Times. PROFESSIONAL INTERVIEW #9- [no name Provided]. Evil Pirate (actor), Pirate’s Adventure Dinner. April 21, 2013. Unspecific, possible half year Working? Gave small insight into difficulties and training behind being a Pirate at Pirate’s Adventure Dinner. At Pirate’s. PROFESSIONAL INTERVIEW #10- Veronica. Female Pirate (wench), Pirate Adventure Dinner. April 21, 2013. One year of working. Brief Interview; ran over same questions set as previous pirate and received much of the same feedback. At Pirate’s. PROFESSIONAL INTERVIEW #11- Lenard. Green Pirate, Pirate’s Adventure Dinner. April 21, 2013. Main actor for show; 3 year veteran got Pirated rjhy. provided wonderful perception on life through the eyes of an Actor for Pirate’s Adventure Dinner.
PROFESSIONAL INTERVIEW #12- Cole. Server, Medieval Times. April 21, 2013. Brief Interview; Newly hired employee. Found out struggles and positives of being a frontline employee for Medieval Times. At Medieval. PROFESSIONAL INTERVIEW #13- Dustin McCormick, attended both shows and interviewed professionals and customers. PROFESSIONAL INTERVIEW #14- James Engelby. Corporate Sales Manager, Pirates Adventure Dinner. May 11, 2013. 4 year employee. (20 min phone call with notes) After on phone interview, gain huge amount of understanding in Pirate Adventure Dinner’s Marketing process. Over Phone. PROFESSIONAL INTERVIEW #15- Christopher [stage name]. Green Knight, Medieval Times. April 19, 2012. Worked for 2 years. Amy Freet, fellow marketing student whom I took to the show, interviews for me and saved information on her phone. At Medieval.
Customer Reviews
CUSTOMER INTERVIEW #1- Female, late 30’s, from Hawaii. Interviewed March 24, 2013 via [EMAIL]. Facebook Fan/ Customer of Medieval Times. Tourist to California. CUSTOMER INTERVIEW #2- Female, Mid 20’s, From Northern California. Interviewed March 24, 2013 via [Phone Call]. 6 Time Customer of Medieval Times, Loyal Customer, Tourist (Southern California). CUSTOMER INTERVIEW #3-Male. 3 Time Customer of Medieval Times. Male, Age 21. Tourist, Went to Medieval Times in Los Vegas. March 25, 2013. [Facebook] CUSTOMER INTERVIEW #4- Male, Late Teens, Local. Interviewed March 9, 2013. Biola Attended two years ago in party. 1 Time Customer to Medieval. In Person. CUSTOMER INTERVIEW #5- Male, Teen, Tourist from Northern California. Interviewed March 9, 2013 in Simi Valley. 3 Time Customer of Medieval Times/ 1 Time Pirate Adventure. In Person. CUSTOMER INTERVIEW #6- Male, late 30’s, Local. Interviewed April 5, 2013 after show. Frequent attendee, went with wife as couple to show as present form his wife. In Person. CUSTOMER INTERVIEW #7- Female, pre-teen, visiting from Fullerton, CA. Interviewed April 5, 2013 after show. 1st time seeing show. In Person. CUSTOMER INTERVIEW #8- Male, early 20’s, visiting from Garden Grove, CA. Interviewed April 5, 2013 pre-show. 3rd time seeing medieval times. In Person. CUSTOMER INTERVIEW #9- Males, young adult, early 20’s. Local. Medieval Times. Interviewed April 5, 2013 after show. In Person. CUSTOMER INTERVIEW #10- Female, mid 40’s, Local. Interviewed April 13, 2013. 1st time to pirate adventure show with children. In Person.
CUSTOMER INTERVIEW #11-Male, late 40’s, Local. Interviewed April 13, 2013. 1st time to pirate adventure show with children. In Person. CUSTOMER INTERVIEW #12- Male, Child (probably 7), Local. Interviewed April 13, 2013. 1st time to pirate adventure show with parents. In Person. CUSTOMER INTERVIEW #13- Male, Child (probably 9), Local. Interviewed April 13, 2013. 1st time to pirate adventure show with parents. In Person. CUSTOMER INTERVIEW #14- Male, Teens (age 15), Tourist from Kentucky. Interviewed April 25, 2013. Visiting Pirate’s Adventure with fellow band members. In Person. CUSTOMER INTERVIEW #15- Male, Teens (also age 15), Tourist from Kentucky. Interviewed April 25, 2013. Visiting Pirate’s Adventure with fellow band members. In Person. CUSTOMER INTERVIEW #16- Female, Teens (age 17), Tourist from Kentucky. Visting with Band members (gives female perspective of show). April 25, 2013. In Person. CUSTOMER INTERVIEW #17- Male, Mid-40’s. Local in area. Rated show mediocre. April 25, 2013. In Person. CUSTOMER INTERVIEW #18- Female, Late-40’s. Local, Bringing daughter to show for her 10th Birthday. April 25, 2013. In Person. CUSTOMER INTERVIEW #19- Female, 10 years old. Local. April 25, 2013. Celebrating her birthday at the show. In Person. CUSTOMER INTERVIEW #20- Male, 20 years old. Biola. March 3, 2013. Attended Pirate Adventure Dinner. In Person. CUSTOMER INTERVIEW #21- Female, 18 years old. Biola, March 3, 2013. Attended Medieval Times show. In Person. CUSTOMER INTERVIEW #22- Male, Age 22. Biola. March 3, 2013. Attended Pirate’s Adventure Dinner on April 26th. In Person. CUSTOMER INTERVIEW #23- Female, mid 40’s. Simi Valley. March 6, 2013. Mother of 2, attended Medieval Twice. Mother. CUSTOMER INTERVIEW #24- Male, age 14. Touring from Connelly middle school in Arizona. Attended Pirate’s Adventure Dinner on April 26th. In Person. CUSTOMER INTERVIEW #25- Female, age 35. Teacher at Connelly middle school in Arizona. In Person. Attended Pirate’s Adventure Dinner on April 26th. In Person. CUSTOMER INTERVIEW #26- Male, age 13. Touring from Connelly middle school in Arizona. In Person. Attended Pirate’s Adventure Dinner on April 26th. In Person.
CUSTOMER INTERVIEW #27- Male, age 20. May 10, 2013. Attended Medieval once as child, currently attending Cypress college. Over the phone. CUSTOMER INTERVIEW #28- Male, age 21. May 10, 2013. Attends Saddleback Community College, loves dirt biking. Over the phone. CUSTOMER INTERVIEW #29- Male, age 19. May 10, 2013. Passionate Dirt bike rider, attends Cerritos Community College. Over the phone. CUSTOMER INTERVIEW #30- Male, age 21. May 10, 2013. Extreme sports enthusiast, attends Diablo Valley Community College. Over the phone. CUSTOMER INTERVIEW #31- Male, age 19. May 10, 2013. Student at Cerritos Community College (attempt to see target market’s opinion). In person. CUSTOMER INTERVIEW #32- Male, age 24. Student at Cerritos Community College (attempts to see target market’s opinion). In Person. CUSTOMER INTERVIEW #33- Male, age 21. Student at Fullerton Community College, friend of friend currently attending (attempts to see target market’s opinion). Over the Phone. May 11, 2013. CUSTOMER INTERVIEW #34- Male, age 20. Student at Fullerton Community College, friend of friend currently attending (attempts to see target market’s opinion). Over the Phone. May 11, 2013.