RUNNING HEAD: EPCOT MARKET
Final Assignment Part B:
Market Analysis & Forward Strategies for Disney World’s Epcot
Submitted by: Alyson Swarbrick
Student #329759
Submitted to: Rod Harris
Royal Roads University
TRMN504
Product and Market Innovations
Sunday, January 19th, 2014
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Table of Contents
Introduction ..................................................................................................................................... 3
Disney World: Epcot................................................................................................................... 3
Situation Analysis ........................................................................................................................... 5
Marketing Environment Analysis ............................................................................................... 5
Location and Community Analysis ............................................................................................ 7
Primary Competitor Analysis ..................................................................................................... 7
Market Potential Analysis ........................................................................................................... 8
Services Analysis ........................................................................................................................ 9
Marketing Position and Plan Analysis ........................................................................................ 9
Marketing ...................................................................................................................................... 10
Segmentation – Target Market.................................................................................................. 10
Positioning Strategy .................................................................................................................. 11
Conclusion .................................................................................................................................... 12
Appendix I: SWOT Analysis for Epcot ........................................................................................ 13
Appendix II: PEETS Analysis for Epcot ...................................................................................... 14
References ..................................................................................................................................... 15
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Introduction
Disney World: Epcot
In the early 1960’s Walt Disney purchased 27, 800 acres of swampland in Florida
(“Epcot – Disney Wiki”, n.d.). Epcot, which stands for Experimental Prototype City of
Tomorrow, was built on an area in that purchased land that covered 305 acres in 1982. The
theme park’s design was divided into two opposite areas, Future World and the World Showcase.
The idea was a journey through the past into the future. Future World sets its sights on science
and technology. Whereas the World Showcase features 11 country pavilions which are America,
Canada, Mexico, China, Germany, Italy, Japan, France, United Kingdom, Norway, and
Morocco. Milman (2013) states, “The country pavilions offer ‘staged authenticity’ experiences
through architecture, landscaping, food and beverage, merchandise, rides, shows, music and even
accents of the employees, originally from the respective countries featured in the pavilions” (p.
75). Pine and Gilmore (1998) further encourages the success of Epcot by reminding us that the
experience economy is just as stated above, a blend of staging and authenticity (p. 99).
In 2012 Epcot saw a 2.2 percent increase in visitors from 2011 to over 11 million guests
(See figure 4B below- TEA, 2013, p. 28). This is within the country’s recession. Therefore it is
easy to see that since Epcot is ranked the 3rd most popular theme park in the North America, it is
not struggling for business. But could they attract even more guest? It is believed so. For the
purpose of this paper, the objective is to examine and develop strategies for Epcot to increase its
lesser demographic. Epcot and Disney’s primary market is families with children. Therefore the
focus will be to increase the single (or married without children) adult market. The paper will
begin with a situation analysis, and then a marketing strategy which will include segmentation
and positioning. The key will be to appeal to the great visitor experience as noted by the idea of
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the experience economy. And in doing so retain a sense of authenticity in Epcot’s guests.
Finally it will cap off with a selection of media venues in order to reach the adult market.
Figure 4B (TEA, 2013, p. 28)
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Situation Analysis
As indicated by Morrison (2009) a situation analysis although similar to a market
analysis, is done for an existing business such as that of Epcot (p. 133). The situation analysis
for Epcot will focus on the strengths, weaknesses, opportunities and threats posed to this
business (see Appendix I for SWOT analysis). In order to identify these areas the following six
tools have been used: Marketing environment analysis, location and community analysis,
primary competitor analysis, market potential analysis, services analysis, and marketing position
and plan analysis (as per indicated by Morrison, 2009, p. 137). The analyses will start with the
marketing environment.
Marketing Environment Analysis
A marketing environment analysis takes into account 6 factors and their impact on the
business; they are: competitors, the economy, laws and government regulations, society and
culture, technology, and organizational priorities and goals (Morrison, 2009, p. 138). The
research in this section is modeled after the Figure 5.4 Marketing environment analysis
worksheet provided by Morrison (2009, p. 139). According to Figure 4B provided above, the
pattern of growth in the industry was approximately 2 percent overall in 2011 (TEA, 2013, p.
28). In fact, theme park visits in North America increased by 3.6 percent in 2012 (TEA, 2013,
p.26). This indicates that theme parks are continuing success moving forward despite the
economic downturn. The top three companies benefitting from this success are all Disney
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properties: Magic Kingdom, Disneyland, and Epcot in that order. Disney owned theme parks
clearly understand the movement of the experience economy.
Working alongside the growth are other factors in the market that will aid the business. It
is widely known that the U.S. President has been working hard for country wide medical and
health coverage as well as improving the other all well-being of Americans. This political and
social movement will allow patrons more mobility and therefore more likelihood of travelling to
large theme parks such as Epcot. As their interest increases as does their ability to gain
information regarding the company with the technological advances in today’s society.
Interested parties can gain information via the internet, apps, and even register for in home
DVD’s.
The last factor is the business’s organizational priorities and goals. The following is
Epcot’s dedication, “EPCOT is inspired by Walt Disney's creative vision. Here, human
achievements are celebrated through imagination, wonders of enterprise and concepts of a future
that promises new and exciting benefits for all. May EPCOT Center entertain, inform and inspire
and above all, may it instill a new sense of belief and pride in man's ability to shape a world that
offers hope to people everywhere in the world. -E. Cardon Walker, March 1, 1982” (“Epcot –
Disney Wiki”, n.d.). Epcot’s priorities remain the same today, which is important as it is your
past that will shape your future in business. The next step is to provide a location and
community analysis.
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Location and Community Analysis
A location and community analysis is used to determine how the business’s surrounding
will contribute or impede the success (Morrison, 2009, p. 757). The location of Epcot is very
unique to this theme park. Epcot is one of six theme parks located on the Disney World Resort
grounds. Additionally, Disney World has its own transportation, lodging, and food services in
the complex as well as fire, ambulance, and police services. This creates a world unto itself;
almost completely self-reliant. Due to these circumstances, a full scale location and community
analysis is not truly necessary. The business will then continue on with a primary competitor
analysis.
Primary Competitor Analysis
A primary competitor analysis looks at the strengths and weakness of the business’s
competitors (Morrison, 2009, p.143). Again, Epcot faces an interesting set of competitors; its
sister companies Magic Kingdom and Disneyland. Outside those companies Epcot’s major
competitors are Universal Studios Florida and SeaWorld (TEA, 2013, p.26). Universal Studios
attracted 5.9 million visits, an increase of over 750 thousand mostly attributed to the addition of
their ‘Transformers: The Ride 3-D (p. 24). SeaWorld also had an increase of 3 percent in 2012.
Although it is noteworthy that a film was released in 2013 called Blackfish. It is a documentary
exposing the treatment of orca whales at SeaWorld which has prompted protests and concert
cancellations. This negative press will most likely effect their sales in 2013-2014. Moving on,
the business addresses the market potential analysis.
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Market Potential Analysis
A market potential analysis is an overview of the past and potential customers for a
business (Morrison, 2009, p. 144). Milman (2013) provides a very current case study of Epcot,
of which delivers a current overview of the market:
General profile of the respondents
The respondents had a median age of 19-30 years. Over one half of the respondents (53.4
percent) had a college degree or an advanced degree. The gender distribution between
females and males was 57.2 percent and 42.8 percent, respectively. The respondents’
medium household income was in the $40,000-59,000 range (Table I). The majority of
the respondents were Central Florida residents (57.4 percent), while other participants
were domestic and international tourists (42.6 percent). Most of the tourists were US
residents (95.9 percent) and the remainders were international tourists from the Bahamas,
Brazil, Canada, Colombia, Denmark, France, Ireland, Netherlands, and the UK.
General theme park and Epcot’s visiting characteristics
of
The respondents had an extensive theme park visiting experience reporting an average of
4.7 visits and a median of three visits in the past 12 months. The typical Epcot patron
visited the theme park an average of 2.2 times and a median of one visit in the past 12
months. On a typical visit, patrons spent an average of 6.3 hours and a median of 6 hours
in the park. Their visiting time was not divided uniformly between the two sections of
Epcot. A typical visit to Future World was an average of 2.6 hours and a median of 2
hours. A typical visit to the World Showcase was an average of 3.5 hours and a median
3 hours. (Milman, 2013, p. 77)
It is important to know that all respondents had to be 18 years of age or older in the above
study. Items to note are that the average consumer at Epcot were relatively local (from Florida)
and made on average of 4.7 visits a year to a theme park. This shows that although the
respondents on average visited Epcot twice a year, there was still plenty of potential for them to
double that amount. Moving on, a services analysis is addressed.
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Services Analysis
A services analysis is a method of determining what the business’s strengths and
weaknesses are in terms of the services it provides to its customers. Below is the most recent
park map for Epcot. It shows the extensive list of services and amenities available to its patrons.
This includes at least one restaurant in each of the 11 country pavilions, as well as many more in
Future World. Additionally, there are many restrooms, first aid locations, ATMs, guest relations
centres, etc. Our final step the situation analysis is the marketing position and plan analysis.
(“Epcot – Disney Wiki”, n.d.)
Marketing Position and Plan Analysis
A marketing position and plan analysis is a way to determine how best to position and
market the business. This will transition into the second half of this paper which is the marketing
plan. This has been divided into two parts: Segmentation and Positioning.
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Marketing
As discussed in the introduction the focus of this paper will be to increase the single adult
market. Since Epcot via Disney are clearly experts in the guest to experience economy, the
purpose will be how to market to our designated segmentation. Within this idea it will be
important to retain a sense of authenticity. Some would argue that Epcot is the definition of
staged however authenticity is highly objective (Milman, 2013, p. 73). For the purpose of this
paper, the following idea of authenticity will be used, “…authenticity… is one in which
individuals feel themselves to be in touch both with a real world and with their real selves”
(Wang, 1999, p. 351). When asked guest felt that Epcot was more ‘real’ than ‘fake’ and more
‘authentic’ than ‘staged’ (Milman, 2013, p. 74). In order to provide the ‘authentic’ marketing we
must further define our target market.
Segmentation – Target Market
Market segmentation is a group derived from the entire (service or experience) market, of
which have something in common and for which a specific service or experience will appeal
(Morrison, 2009, p. 207). Within this idea the following criteria defines the target market:

Who: We will pursue adults (18+ years of age), single or married without children.

What: They will be seeking a ‘date night’ alternative to dinner and a movie.

How: In order to develop marketing programs to best fit their needs and wants we will
adapt prices structures, open till times, and VIP (adult only) areas.

Where: We will promote our service on commercial slots during TV popular shows and
through adult geared apps. Main focus will be local Florida residents.
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When: Promotion will occur after 8 p.m. on TV. An increase of promotion will occur
around Valentine’s Day and ‘wedding season’.
Using the above list, a positioning strategy will be used in order to reach the goal to
increase attendance.
Positioning Strategy
The positioning strategy or marketing plan is essential in order to utilize the
aforementioned adult market. Pine and Gilmore (2008) state that you must “treat that future not
as a destination but as a guide to the path before you. Such a process provides the best means of
ensuring you not only have a future but that it will be an authentic, vigorous, and prosperous
one” (p. 40). This is important as it is also important that you learn from your history. Epcot via
Disney’s greatest feat was to allow children to be children in their own land of make-believe and
magic. The same could be used to drawn in adults.
Using the target market points, the message here would be ‘feel like a kid again’ or ‘let
your inner child out’. It would become their new date night. In order to make it more financially
viable Epcot would offer a ‘twilight’ price such as half price after 5 p.m. As well as an adults
only section in Epcot. The offers would be made via television commercials after children have
gone to bed. Epcot would use marketing media such as adult geared apps and signage in the
financial district.
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Conclusion
The objective of this paper was to examine and develop strategies for Epcot to increase
the local adult market (those travelling without children). The paper included a situation analysis
and marketing strategy. The guide is to appeal to Florida residence to see Epcot as a date night
alternative. Media outlets included apps, commercials, and signage placed in adult dominant
areas. Ultimately to goal was to deliver ‘the great visitor experience’ by reconnecting these
adults with their inner child.
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Appendix I: SWOT Analysis for Epcot
INTERNAL
STRENGTHS





WEAKNESSES
3rd largest theme park in North
America in terms of attendance
Disney themed
Duality of past and present worlds
Within Disney World
Employees are more like cast
members



Not the top ranked theme park in
North America
Not much change in World Showcase
from original build
Competing against its own company
parks (Magic Kingdom, Animal
Kingdom)
EXTERNAL
OPPORTUNITIES


Backlash to Sea World from
documentary “Blackfish”
Globalization; need for worldwide
travel from out-of-country tourist
THREATS




Growth of Universal Studios
Growth of all-inclusive family
holidays to the south
Economic recession
Price for low to mid-income families
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Appendix II: PEETS Analysis for Epcot
Trend
Political
 President Barack Obama is deeply
Impact
 May allow for people to be
devoted to Nation-wide health
coverage
Economic
 Epcot is located in the United States

Environmental
which has been experiencing an
economic downturn (recession)
 In the travel and tourism industry
there is a strong push for sustainable
tourism

Technological
 We are known to be in the

technological age; all media is
viewed through smart apps and we
require information immediately
Social
 Dependence on social media (linked
to technological trends)

more active in their health and
wellness; increase quality and
quantity of life, allowing for
more travel/activities
Potential for decrease in leisure
travel, decrease in theme park
attendance
Disney/Epcot will need to be
more accountable for their
waste and efforts to maintain
the ecological environment
Disney/Epcot need to stay with
or forward of the trends to
reach their audience; apps,
interactivity, immediate
news/press releases, up-to-theminute information
Companies can reach more
people (globalization) through
the use of Facebook, twitter,
LinkedIn, etc.
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References
EPCOT – Disney Wiki. (n.d.). Retrieved January 12, 2014 from the Disney Wiki:
http://disney.wikia.com/wiki/Epcot
Houston, H. R., & Meamber, L. a. (2011). Consuming the “world”: reflexivity, aesthetics, and
authenticity at Disney World’s EPCOT Center. Consumption Markets & Culture, 14(2),
177–191. doi:10.1080/10253866.2011.562019
Milman, A. (2013). Guests’ perception of staged authenticity in a theme park: an example from
Disney's Epcot's World Showcase. Tourism Review, 68(4), 71–89. doi:10.1108/TR-092013-0052
Morrison, A. M. (2009). Hospitality and Travel Marketing (4th ed.). Delmar Publishers.
Pine, I., & Gilmore, J. H. (2008). The eight principles of strategic authenticity. Strategy &
Leadership, 36(3), 35–40. doi:10.1108/10878570810870776
Pine, I., & Gilmore, J. H. (1998). Welcome to the experience economy. Harvard Business
Review, 76(4), 97–105.
Wang, N. (1999). Rethinking authenticity in tourism experience. Annals of Tourism Research,
26(2), 349–370. doi:10.1016/S0160-7383(98)00103-0