0
KAZAKHSTAN INSTITUTE OF MANAGEMENT, ECONOMICS AND STRATEGIC RESEARCH
DEPARTMENT OF MANAGEMENT AND MARKETING
MK3140 INTERMEDIATE MARKETING
GROUP PROJECT
COMPANY: DETA GROUP
NOMADIC PARK
Battalov Tarim ID 20082898
Kochetkova Yekaterina ID 20081452
Lapina Olga ID 20080296
Nenashev Kirill ID 20080169
Shuklin Dmitriy ID 20080062
Slivkin Nikolay ID 20081898
Smailova Alma ID 20083175
1
Outline
EXECUTIVE SUMMARY .....................................................................................................................4
SWOT ANALYSIS................................................................................................................................5
Macroenvironment............................................................................................................................5
Economic factors ..........................................................................................................................5
Social-Cultural factors ...................................................................................................................5
Market Research ..............................................................................................................................6
Market Segmentation .......................................................................................................................7
Competition ......................................................................................................................................8
Direct competitors .........................................................................................................................8
Indirect competitors.......................................................................................................................9
Strengths, Weaknesses, Opportunities and Threats .........................................................................9
Strengths: .....................................................................................................................................9
Weaknesses: ................................................................................................................................9
Opportunities: .............................................................................................................................10
Threats: ......................................................................................................................................10
MARKETING OBJECTIVES ..............................................................................................................11
Strategic Thrust ..............................................................................................................................11
Strategic Objectives .......................................................................................................................11
CORE STRATEGY ............................................................................................................................13
Target Markets ...............................................................................................................................13
Competitive advantage ...................................................................................................................13
MARKETING MIX DECISIONS ..........................................................................................................15
Product – Service Offering .............................................................................................................15
Brand ..........................................................................................................................................15
Product/Service ..........................................................................................................................15
Promotion .......................................................................................................................................20
2
Place ..............................................................................................................................................21
People ............................................................................................................................................22
Physical Evidence ..........................................................................................................................22
Process ..........................................................................................................................................23
Price ...............................................................................................................................................24
ORGANIZATION, IMPLEMENTATION, AND CONTROL...................................................................25
Organization ...................................................................................................................................25
Implementation ...............................................................................................................................25
Management Control System .........................................................................................................26
CONCLUSION ...................................................................................................................................27
Appendices ........................................................................................................................................28
Appendix A Estimate of population income....................................................................................28
Appendix B Customers served by tourist firms ...............................................................................29
Appendix C Non-resident customers served by tourist firms ...........................................................30
Appendix D Quantity of the tourist firms .........................................................................................31
Appendix E Entertainment parks ....................................................................................................33
Appendix F Price List......................................................................................................................34
Appendix G Yurtas .........................................................................................................................35
Appendix H Marketing Budget ........................................................................................................36
Appendix I Leaflet Samples ............................................................................................................38
Appendix J Web Site Home Page ..................................................................................................40
Appendix K Questionnaire samples ................................................................................................41
Appendix L Focus group transcript (partial) ....................................................................................43
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EXECUTIVE SUMMARY
Executive Summary
The Purpose of This Marketing Plan
This marketing plan is designed by group of KIMEP students for DETA company. The main purpose
of this plan is to help DETA to identify and develop a new segment of business in entertainment
industry.
Market Analysis
Increasing attention from foreigners to Kazakhstan along with governmental efforts to restore
traditional Kazakh historical legacy and economic stabilization within the country allow DETA to
launch such as ambitious project as you are about to read. The project is specially designed for two
categories of customers, the middle class families and foreigners visiting Kazakhstan.
About Company
DETA Company is a small service company operating two businesses in tourist and cargo industries.
Currently its main business is airline transportation which occupies around 80% of its overall
operations.
By launching the Nomadic Park project DETA will expand its tourist business by offering its clients a
great change to get familiar with nomadic culture and traditions. DETA will satisfy the current need for
ethnic entertainments and currently no such offering exists on the market.
Marketing Activities






The Nomadic Park will offer the greatest opportunities to potential DETA’s clients to discover
nomadic culture by full immersion in nomadic atmosphere. Client will get an opportunity to live
in real yurtas, eat traditional Kazakh food and engage in various activities that will introduce
them to nomadic way of living.
Comfortable and fair prices for clients based on incurred costs are applied in “all inclusive”
option for those who want fully devote themselves to the recreation.
Clients are put in the center of Nomadic Park’s strategy as well as quality of the services and
products it offers.
The park is a very unique and located near Almaty – the biggest financial and cultural center
of Kazakhstan.
The modern web-technologies make it easier and efficient to get information about the park
via the Internet. Its web-site is well organized and designed for quick and suitable use.
Its promotional mix is especially designed to reach as much as possible people in a very
effective and affordable way for the company.
Park helps develop the idea of positioning Kazakhstan as a tourist destination around the globe.
4
SWOT ANALYSIS
Macroenvironment
Analyzing the company’s macro-environment we discovered such current condition in which company
operates:
Economic factors
o
Steady growth of income per capita for the
period from 2003 to 2010, with a capital
aggregate growth rate of 295%. At the same
the depth and sharpness indexes of poverty
drop, too (from 2.3 and 0.7 in 2003 to 0.4 and
in 2009, respectively). This two observations
show that not only nominal income has raised
also the overall percentage of middle class
increased. This excess wealth results in a
higher consumption of superior goods.
Income per capita, in KZT
59370
58214
51703
0.1
38190
2003
29347
24235
20123
2004
2005
2006
time
but
2007
2008
2009
Pic.1, source: www.stat.kz
Number of customers served by touristic
agencies, persons
261,377
250,938
150,913
101,332
100,205
2003 2004 2005 2006 2007 2008 2009
Pic.2, source: www.stat.kz
o
o Number of customers served in tourist agencies
was increasing till 2007 from 100 205 to 250 938, but
from 2007, to 2009 this figure has dropped to the level
100 467 of 2003.That could be reasoned, by the fact that each
year more and more people make they trip without the
help of tourist agencies, by using on-line booking
2010
facilities. Also, with the rise of income, more people
acquired own vehicles, and now prefer to make their
trips by their own means.
212,663
168 165
Concerning the foreigners, whose trend is just
same-steady increase from 2003 with picks in
2006 and 2007, and down sloping, from 2007,
now. High number of tourists in 2006 and
2007 could be explained as the effect of Borat
broadcast in European countries and North
America, which increased the interest to our
country abroad.
the
Number of foreign customers served by
tourist firms, pesons
52,718
till
53,017
35,062
28,746
27 743
24,281
15 505
2004
2005
2006
2007
2008
2009
Pic. 3, source: www.stat.kz
2010
Statistical information is available in the
Appendices A-E
Social-Cultural factors
o
From the moment of Independence, trend of renaissance of national culture, customs and
language has gone upward. Government tries to support, by all means, any activity directed to
that development. Since the millennium, Kazakh language and literature entered Top 5
important disciplines in Kazakhstan middle school; TV channels are obliged to broadcast
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programs and cinema on Kazakhs language at least 50% of show time. All this shows high
propaganda of language and customs among domestic population, giving the way for the
culture-oriented business
Market Research
Our team has developed two questionnaire surveys aimed at foreigners and local citizens separately.
Results are displayed below
Most foreign people interweaved belonged to three age gaps: 18-30, 30-40, 40-50. Those who are
below 30 are mostly exchange students from Korea, USA, France and Spain studying in KIMEP and
other universities. People over 30 are staying in Kazakhstan for business purposes. Some foreign
comers admit they preferred doing work and study in Kazakhstan because they could have some
pleasant experience simultaneously. We will describe youngsters and adults separately.
Foreign Youngsters. 16 people were interviewed. 10 males and 6 females. All came for period equal
or more than 6 months. All of them live in dormitory or rented flats in a company of 2-5 persons.
Majority of young foreigners are Bachelor or master students. Most foreign students don’t work thus
possess a lot of free time (up to 30 hours per week). Most popular places of interest in Almaty for
them are: coffee houses (Gloria Jean’s, Coffeemania, Segafredo, Maroon Rosso), night clubs
(Copacabana, Gogol’, Da Vinci) and others. They also like doing extreme sport in Almaty, due to high
availability and relatively low cost. Fine art sometimes is not suitable for foreign youngsters, due to
lack of language knowledge. Generally, service is market as moderate or lower, however, young
students don’t put much attention on it. Among places desired to visit, are – Charyn Caniyon, Big
Almaty Lake and Turgen’. Traditional culture of Kazakh people is not very attractive for this group of
survey. Concerning the traditional Kazakh cuisine, people reported it to be very different from what
they are used to, too fatty and sometimes contradicting to their principles (e.g. eating horse meat).
Regarding transportation means. This group reported preference to taxi services, and few said they
used public transport. Young foreigners appeared to be active and open to any new experience, both
luxury and exotic.
Foreign Adults. 25 were interviewed. 20 females to 5 males. 28% are staying in Kazakhstan for period
of 3 month to 1 year. This is linked to their consultancy business; others are developing long-term
business relation in Kazakhstan (setting their own or merging with existing local partners). All live in
rented flats, mostly in the center of the city or close to office. From the questionnaires we found a
tendency from this group to high self-organizational skills which results in much free time left. 18/25
speak Russian well enough to visit places of fine arts. Among natural sights, most wanted to visit are
Charyn, Turgen’ and Kulsay Lakes. Awareness of these places at foreigners comes from Word of
Mouth. They also marked that distance factor plays an important role. Surprisingly, foreign comer
market quality of Kazakhstan service as normal and better. Adult foreigners are more conservative
about food preferences than youngsters are. 80% do eat Kazakh food during their stay in Almaty, but
not very often – once or twice in a month. Transportation: two respondents from Netherlands use
bicycles as a mean of transportation, other 23 commit their travelling by feet or taxi.
After following conversation our team revealed that foreign adults don’t put acquaintance with Kazakh
culture as a premium aim to coming to Kazakhstan. Still, they are never against cultural places if trip
is well organized.
A team has interviewed people of all mentioned age gaps: 20-30, 30-40, 40-50, above 50.
Total number of respondents is a sample of 30 people. After questionnaires were completed and
follow-up conversations held, we classified initial data so that it brings more value. Below are
outcomes of survey of single youngsters below 30 who have no children.
Results of investigation show that the lifetime from 20 to 35 is characterized as a most active
period, merely 80% reported both studying and working, so they have very little free time. The rest
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20% have much more free time due to the fact that they have graduated. Two subgroups gave
different answers regarding their leisure. First group (busier) rarely has active rest. Second group
prefers active recreation. Vehicle usage and distribution corresponds to personal income: 30% have
own car, 20% use taxi services, 10% travel on foot, rests use public transport. Interviewed people
reported different demand of comfort: very few (7%) said it is very important, 10% don’t care about
comfort at all, because first concern for them is cost, the rest estimate a need of comfort adequately.
All of interviewed youngsters said they would like to have more outdoor recreation, irrespectively to
how much they do at present. 32% experience transportation problems when go outside and use
services of tourist bus. 43% of young KZ citizens prefer organizing picnics, thus they mark comfort
level demand as low. 45% of respondents like feeling a touch with nature only in combination of
minimal or normal living conditions. 12% of participants showed high concern about the comfort
Culture of Nomadic tribes captivated 67% of respondents, yet primary as entertainment. One more
outcome of the survey is that there is no sex dominance in any answers of stated questions
Local adults, with children, aged above 40: 12 respondents involved 8 females and 4 males. 4 of them
have 3 kids, 5 have 2, 3 have only 1 at present. Representatives of survey group prefer to disclose
family income rather than personal. 70% stated income between 250 000-400 000 KZT, 8 % own
monthly income over 700 000 KZT, 12% reported family income as 100 000 – 250 000 KZT per
month, rest 10 % earn less than 100 000 KZT. Questionnaire answers and follow-up conversations
showed that adult Kazakhstan citizens have free tome available different without respect to income,
number of kids or age. Among respondents there are 64% who like having active leisure and regularly
spend their weekends outdoor, 6 respondents admire winter sports. Those who reported low level of
active leisure write it off to high busy condition. Still these people don’t deny they would like to go out
more with their kids and elder relatives. 10 reported having own car, other two admitted impossibility
to reach some desired places due to absence of own transport. Representatives of Kazakh nationality
were very enthusiastic speaking about reviving a cultural roots and spirit at children and youth. This
resulted into high interest of holding family celebrations in national style
Focus group survey analysis: our team has conducted a focus group survey among foreigners
aged 30 doing their in Almaty. Discussion with invited guests resulted in generating following ideas for
our product, First, members proposed creating events specially organized fro corporate meetings
which in turn creates separate target group. Further discussion brought an understanding of necessity
of transport solution. Also, they suggested that menu should be differentiated to satisfy needs
different tastes. Another proposal was to set up both yurtas and traditional Euro accommodation.
Regarding entertainment, participants of survey expressed interest to thematic fair and craft master
classes. All of these innovative ideas are reflected later in respective sections of our marketing plan.
Samples of questionnaires and partial focus group transcript are submitted in Appendices K, L
Market Segmentation
After studying the whole tourist market we decided to divide it by six different parameters:
1. Country of origin (geographic). Although the majority of the market is Kazakhstani citizens,
foreigners contribute quite big share to the tourist market.
2. Social groups. In this aspect of market we can differentiate 3 community groups: family,
friends, and colleagues.
3. Family status. The determining factor here is the presence of children. According to Kotler,
children have a great influence on the family choice of what to buy or where to take vacations
(p. 138, Principles of marketing, 2008).
4. Income. As long as the personal economic situation is very influencing on purchasing
decision. Here we have three classes: with high, middle, and low income.
5. Lifestyle. Under the lifestyle we mean preferences to the particular type of rest – active or
passive.
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6. Age. The personality and preferences are changing over the time, and the stage of the life can
be an important factor in predicting the attitude of the client toward our product. Age groups:
children (under12), teenagers (13 - 18), young people (19- 30), adults and family people (3055), mature people (over 56).
Table 1 Market segmentation
Country of origin
(Geographic)
 Citizens
 Foreigners
Social group
 Family
 Friends
 Colleagues
Family
status
 With
children
 Without
children
Income
Lifestyle
 High
 Middle
 Low
 Active
 Passive
Age
 Adult children (<12)
 Teenagers (13 - 18)
 Youth (19-30)
 Adults and family
people (30-55)
 Mature people (> 56)
Competition
According to the Strategy “Kazakhstan-2030” tourism is one of the most priority directions of the
development of state economy. Therefore, state tries to support all activities connected with it. The
competition in the tourism sphere becomes harsher with every year. The number of touristic firms and
entertainment businesses was continuously increasing at least for the last seven years. According to
the Statistics Agency of the Republic of Kazakhstan (www.stat.kz) there were 713 tourist firms, in
2007 the number has exceeded 1000, and by the end of June 2010 1247 firms operate in this sphere.
However, the number of customers served by tourist firms has inverse relationship. This indicates that
our company has severe risk of losing its market share. The number of different parks also has risen
but not so fast. If in 2003 we had 41 parks, in 2008 this amount has doubled and become 88. From all
this facts we found that the increasing competition is one of our main threats today.
Then, we analyzed our competitors from the market point of view. According to Kotler, our
competitors are all “companies that are trying to satisfy the
Number of parks
same customer needs or build relationships with the same
customer group” (Principles of marketing, Kotler, 2008, p.
517)
Direct competitors
66
63
53
50
Direct competitors, competitors, who compete with us for
the same market share:
2003
o
o
o
o
o
Tabagan – ski-resort, high range of facilities,
operating 12 month in a year. It offers similar
services for same price.
Chimbulak – ski-resort, very popular among
citizens and foreigners, provides world class
infrastructure.
Kapchagai resorts – favourite place for rest on
summer weekends. Operated at same time as we
do. Has diversified price range.
Week-end tours – high range of destinations,
could be very interesting and exciting. Quite
developed sphere.
Amusement park – entertainment park, nice place
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42
41
2004
2005
2006
2007
2008
Pic. 4, source: www.stat.kz
Number of tourist firms
494
500
551
553
587
639
690
2003 2004 2005 2006 2007 2008 2009 2010
Pic. 5, source: www.stat.kz
707
o
o
o
o
to have family rest, attractive for children, not much expensive
Koktobe – most popular site sign and symbol of a city, provide different services, among which
are museums, zoo, restaurants, funicular, and souvenir shops.
All restaurants along the Navoi Avenue. Wide variety of national cuisines. Yurta facilities.
Landscape advantage and pleasant view.
Tau Dastarkhan – restaurant and spa complex. Offers cuisine of many East and West nations
with an option to have a rest in spa-centre.
Individual entrepreneurs – private households, offering Yurtas on the nature.
Indirect competitors
Indirect competitors, any activity, which is an adequate alternative to our offerings:
o
o
o
o
o
National state museum – can give vision about nomadic culture and provide visitors with
appropriate information. The main advantage is very cheap price. All other national museums
(Museum of musical instruments, etc) also could be indirect competitors.
Arbat – one of the site signs of Almaty, very popular among different demographical groups.
Provide souvenirs, arts, place of events,
Medeo – High-mounting skating facility, most popular among foreigners.
Entertainment-shopping malls – trade-complexes, offering services other than simple shopping.
Includes cinema, skating rinks, etc., could be popular among family guys, as well as singles.
All agencies that offer separate services (fishing, horse-riding, camping, etc)
Strengths, Weaknesses, Opportunities and Threats
Strengths:
Weaknesses:
 Diversification: reduces the risk of general
losses, allowing Deta to be confident in its
actions. The company is managing its activities in
four distinct spheres, which are air freight
transportation, air ticket brokerage, cargo and
tourist agency. Circa, in all of those spheres
company achieved enough market shares to
maintain its current market competitive position,
as a market follower.
 Networks: as an adequate consequence of
diversification, company possesses wide network,
which is extremely helpful, particularly in
Kazakhstan
 Assets: main assets of a company include several owned aircrafts; professional personnel in
each division.
 Competitive position: appropriate
competitive identification for Deta is “Market
follower” because it has very low market
share, doesn’t try to beat the leaders, and is
not a nicher, however.
 No competitive advantage: Deta doesn’t
offer anything unique to customers, or
different from what competitors offer; all of
its activities are easy to copy and even
improve
 Brand: though, the company has high
loyalty, still number of customer is small;
brand recognition among population is low,
if any.
 Competitive position: Being a market
follower restricts company’s ability to
expand the market share and develop
 Customers: According to company’s statistics,
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almost all Deta customers show absolute loyalty,
and, moreover, their number is steadily growing
with the help of Word of Mouth
existing products.
 Expertise: large amounts of air freight contracts
result in company’s efficiency of scale, allowing to
decrease average total cost and price, while
leaving the markup constant
 Capacity to launch new product: company has
enough resources to develop and launch new
product
Opportunities:
Threats:
 Incoming tourism: increased popularity of
Kazakhstan among foreigners allows developing
new offer for them, since they can provide
robustness of demand. Touristic boom is
expected, especially, due to Asian Winter Games
in 2011.
 Government regulations: Companies are
obliged to have their touristic or any other
activities licensed, which may become
problematic with the Kazakhstan
bureaucracy
 Economical stabilization: gradual escape from
financial crisis results in increased population
wealth and, consequently, consumption. Also, this
is another source of incoming foreigners, who
become the customers of Country market, despite
they, originally, came with business purposes.
 Culture restoration: During the last 10 years,
there is a high tendency among autochthonous
nation of Kazakhstan – Kazakhs to revive national
culture: mother tongue, customs, arts, etc. Also,
government is interest in that development and
subsidizes any activity in it.
 Customer tastes: wide variety of customer tastes
and wants and large population may allow
becoming a very profitable in any niche market
which company chooses
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 Climate: generally, all activities of Deta
depend on climate and weather conditions,
either directly or indirectly, thus volatile
weather of Kazakhstan is almost crucial
factor of company’s operations
 Demand uncertainty: high tendency
population to prefer activities other than
tourism is definitely the main threat of on
industry as a whole. Particularly domestic
population shows low willingness to visit
nature due to habitualness of the landscape
 Competitors: besides advantages of
escaping financial crisis, it has some
threats, since competitors also have ability
to grow their business
MARKETING OBJECTIVES
Strategic Thrust
When we were deciding what type of product for which market we should develop, we had several
options:
1.
2.
3.
4.
Market penetration or expansion: existing product – existing market.
Product development: new related product – existing market
Market development: existing product – new market.
Diversification: new product – new market
While working with the company, we found that the strategic goal of our company is to expand
themselves to begin to work with the local products for a local market. The majority of company’s
activities are directed to the import of tourist services, not to the export and internal ones. While we
were identifying a portfolio planning tool for company growth we understand that there is a serious
lack of entertainments with national and cultural coloring. However, strong demand for them exists. As
long as our current products are well developed and profitable, and don’t need further expansion, our
choice is a new product.
But, for what kind of markets can we aim on? One of the Deta’s strengths is very loyal clientele, so we
decide to emphasize them first of all. The highest percentage of our clients are business tourists who
goes abroad for business purposes, the same clients, return to us, because of our high quality of
services and the reasonable prices, to buy private tours. We can describe our typical client as a
man/woman:







30-50-years-old
Of middle class
With high education
With family and children
With car and house
With good carrier, or having own business
Frequently visits foreign countries
However, number of our current clients, cannot be considered as satisfactory in order to build enough
sales and strong market share. Consequently, here appears a clear need of the entry on the new and
related markets.
Our firm is not foreigner-oriented, at whole, but the number of foreigners interested in entertainments
mentioned above is quite high. So, the first new target markets are tourists from abroad visiting
Kazakhstan. One more probable dimension of our expansion is corporate clients who would use our
product for corporative, teambuilding and celebrating events. Our target markets would be described
in details in respective section.
So, we came to the conclusion that our strategic thrust is – diversification.
Strategic Objectives
The strategic objective of our new product is to build sales and market share. To be concrete we put
five strategic aims of different time-ranges and spheres to be reached.
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1. To be equally known and perceived as resort “Tabagan” in a 3 years of operations.
2. Have an average customer satisfaction level not less than “good” beginning from the first year
of operation.
3. To have a pay-back period not longer than five years.
4. Continuously increase our profit margin ( increase revenues and reduce costs)
5. To be nominated for the one of consumer-preference awards.
Reaching each of these aims is not an easy task; however, if our company initiates, improves and
controls their activities being guided by these strategic objectives, the process of implementation will
be more specialized and be leading to further development and success of our product.
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CORE STRATEGY
Target Markets
By the combining different demographic parameters described in the section “Market segmentation”
we got many different groups to aim. As we mentioned in the section “Strategic thrust” finally our
company chose to gain new and related markets.
The first one is related to our existing clientele – middle-class family with children. We can attract this
segment of customers by the offering a good time outdoors in a place with special atmosphere of
nomadic culture for a family as a whole and for each member of the family, depending on their
interest and aims. There will be events which are interesting for every member of the family in order to
spend time together. Also especially for family with small children we will provide such services as
babysitting and activities in children playrooms which will allow their parents to amuse themselves
instead of being worried and anxious.
A new market for us is foreigners. For them our product will introduce historical atmosphere and
culture of tribes lived in central Asia. It will be an interesting way of perceiving knowledge and
experience of nomadic culture by recreation of historical events in a form of a performance. The
opportunity of spending time usefully and pleasantly is a very good point to attract the tourists from
abroad to try our product.
Thirdly, our product would extremely attractive for active young people. It is an ideal place for a group
of young people to spend time together, to have fun, to try active entertainments, e.g., falcon hunting,
bow shooting, horse riding.
Table 2 Needs and corresponding features/benefits
Targeted segment
Customer need
Foreigners


Discover the new culture
Spend pleasantly free time


Spend time together
Satisfy personal needs of
each member
Many different activities for
each family member

To have fun and try active
entertainments
Falcon hunting, bow shooting,
horse riding
Middle class family (with
children)
Active young people
Corresponding
feature/benefit
Very educative resort with
good infrastructure
Competitive advantage
The competitive advantage is the distinctive feature which allows our firm to be recognized among all
other similar competitors. The possible alternatives of the competitive advantage are being faster at
anticipating and responding to customer needs, being closer by establishing close long-term
relationship with customers or being better by offering superior quality of a product. The last one
became our choice. We are going to be perceived by clients as a high-quality resort where they can
have the best weekends. Our competitive advantage is that we offer a full pack of services of superior
quality for our clients.
13
As long as we position ourselves as a product with national and cultural colouring, the best
competitive strategy for us is differentiation. We tend to be the class leader among the entertainment
businesses with such colouring. In order to create a highly differentiated product we are going to
stress such features of our product as high quality, uniqueness, culture-oriented and educative
activities.
We value highly our customers and their loyalty to us, so we want to gain their loyalty through the
product with attractive characteristics, timely but not officious services, kind personnel, and
unforgettable experience of the ancient nomadic atmosphere.
To be precise we sketch the positioning mind map of our clients.
High price
Chimbulak
Tabagan
Koktobe
Nomadic Park
Restaurants
Kapchagai
Low
quality
Individual
entrepreneurs
Weekend tours
Amusement
parks
Low price
14
Tau spa
High
quality
MARKETING MIX DECISIONS
We identified three target markets for our park. They are Visiting Foreigners, Local Families and
Corporate Clients. For these categories of customers we have developed the following marketing mix
consisting of different services and products along with powerful promotion and affordable prices. We
locate our park in a very convenient and beautiful place and design a very efficient processes and
procedures that maximize customers’ value. Our staff is well trained and organized to deliver the
highest possible service in Kazakhstan. Finally our clients can take a piece of memory with them
buying various souvenirs and gifts.
Product – Service Offering
Brand
Our product is Nomadic Park – Where History Revives. This name fully exposes our idea of telling the
world about nomadic culture, traditions and our way of living. Nomad is the most broadly used term to
describe independent peoples (tribes) who were inhabiting this part of the world and were not settled
to the ground. It bears the idea of freedom, diversity, and cheerfulness. The word “park”, however,
states that this is an enclosed area which is created by people where our clients can fell relaxed and
secured. We believe that this name is the best choice for our park, because it helps us to
communicate our idea in the most direct way through the name of our project.
We have chosen the motto that helps communicate this idea more deeply. We do not want to tell our
customers about our modern life which is almost the same as life of other people in many other
countries. We want to tell our customers about the life of our ancestors, about their traditions and
customs. And using this motto helps us to communicate the historical legacy of our people to the
customers.
For our logo we have chosen the image of yurta – the most recognized symbol of nomads – that is
one of the main features of our park as well. This symbol constitutes our brand making it more
recognizable and even clearer.
Thus using such brand we want our clients to clearly understand what they may anticipate making
their choice to visit our park. Also this brand is directly related to what we want to deliver to the
customers and what we want to achieve when working on this project.
Product/Service
The Nomadic Park is not just a place to hang around. This is the complex of different products and
services that work as a whole in order to deliver as much value as possible to our customers. Thus,
we have developed five categories of products and services that are offered to our customers. They
are:





Yurta-hotel category
Restaurants and Snack bars category
Entertainment category
Fair category
Camping category
15
Yurta-hotel
We assume very intensive and interesting activities for our customers. In order to try and participate in
various cultural activities and performances we expect our customers to stay at least 3-4 days in our
park. To do so we need a very comfortable place for them to sleep and relax. Yourtas satisfy this
need in many perspectives.
First of all yurta is the nomadic movable house that was used for many years by our ancestors.
Hence, it is a part of historical/cultural offering that we want to deliver to our customers. Living in
yurtas helps to create necessary atmosphere for our customers. They can discover how our
ancestors were living in these things and how their everyday life was organized. We also use some
traditional furniture and tableware of nomads to accomplish a full immersion in nomadic life.
On the other hand, a modern yurta is the most appropriate solution to accommodate our customers
for short periods of time in an open air. It protects people almost from all weather conditions – from
cold and heat to rain and snow.
Another advantage of using yurtas is their mobility. We can change the place of their placement and
can demonstrate how they were constructed and transported many years ago.
We need to make a note here that we use only modern yurtas that have very few things in common
with the historical ones. We construct them using only the up-to-date technologies and materials to
achieve the highest possible level of comfort.
And as we pointed earlier we have chosen the yurta for our logo and branding, so we simply cannot
omit using it in our product/service mix.
Restaurants and Snack Bars
As people spend several days in our park taking part in various activities, they need somewhere to
eat. This category along with using yurtas as hotels forms a hospitality part of our product and service
mix. Like many other things in our park food must be adjusted for our main goal to introduce the world
with nomadic way of living and food plays here one of the crucial roles.
Nomadic cuisine is a very unique one. It is mainly associated with food that is provided by animals
that were the source of food, prestige and prosperity for nomads for many centuries. Such food is
very energetic and contains very nutritious elements. The variety of meat and vegetable meals are
offered to our customers that familiarize them with nomadic cuisine. We offer the following meals and
drinks:




Drinks
o Kumys, Shubat, Airan
o Tea with milk of cream
Main Meals
o Kazy, Shuzhuk, Zhal, Zhaya
o Beshparmak, Kyyrdak, Manty
Bread
o Tandyr cookies, Baursak
Kurt and other
Also it is necessary to note that we expect our customers to take park in many games and
performances which are very energy consuming and people need to compensate the lack of energy
by very nutritious food. In addition to that we know that even a just being in a fresh air rises people’s
appetite two or three times.
16
In our restaurant customers will find very warm atmosphere and enjoy very tasty and healthy food
prepared with love. Customers can order very big meals as well as the small snacks which can be
carried out with them.
The design of the restaurant is performed in very nomadic way. This is a big wooden summerhouse
with pretty big tables in order to put on them as much food as possible. It is decorated by branchy
plants such as fence. All the food is prepared in a way that it was being prepared by nomads on an
open fire and in traditional ovens such as tandyr.
Also for those who are not ready for any experiments with food our restaurant also prepare several
European meals.
Entertainments
This is the biggest part of our offering and our core product. This category contains of everything what
our customers can do in our park. We divided this category into two main parts; activities that our
customers can take part in and activities they can watch and listen to. We arrange them into
Performances and Participation subcategories.
Performances
Participation
Legends & Story Telling
Falcon Hunting
Traditional and Historical
Reconstructions
Bow Shooting
Ethnical Games
Horse Riding
Mini Zoo
Play Room for Children
Legends and Storytelling
Performances include such activities as Legends and Storytelling where our customers can listen to
various stories about historical events that were happening in different periods of our history. For
example, they can learn about Gungar Invasion or listen to stories about Tamerlan. In order to
perform it well, we gather people into small groups of 10 and make a little excursion telling them
stories and showing different things such as weapon, costumes, and other tools that were in use
many years ago. For this reason we arrange a small exhibition hall in the yurtas.
17
Traditional and Historical Reconstructions
Here people are offered to watch some historical and ceremonial reconstructions. They can see with
their own eyes how different ceremonies and historical events may have been happening in a real life.
We show our customers how nomads were dressed, what kind of weapons were in use, how they
fought, what and how they played.
Many music and literature events are part of these reconstructions.
Ethnical Games
Here customers are offered to watch various nomadic games. They can learn about what nomads
were playing and how they were playing.
Kyz kuu originated from the saks tribes traditions. One of the conditions of the marriage was that the
fiancé should run down the bride. In this game by the signal girl starts ride away from boy. If he
reaches girl, he can kiss her, otherwise he have to turn around and escape the punishment – if girl
catches up him, she will lash him with all her might.
Altybakan – Kazakh swing. Traditionally every evening youth had meetings near the site where
altybakan was placed where they were chatting, singing and, of course, swinging in couples – a boy
and a girl.
Kokpar – many horsemen stand at a distance of 50-60 meters, at the command they rush to the
carcass (туша) of goat. The goal of the game is to grasp and keep it until the end. In old days the
game lasted from the midday (noon) until the evening. The winner was the strongest or the most
cunning one.
Audaryspak – fight on the horses. Two guys on the horses are fighting and try to pull down each one.
This game requires not only power and will to victory, but the cunning and deftness.
Falcon Hunting
Participation part consists of activities in which we expect our customers to take part. The falcon
hunting is the very powerful and interesting activity. Here our customers can experience very exiting
hunting with real falcons. We give a brief explanation about how to treat such gorgeous birds and then
customers can actually hunt. The stuffed fox is bind to horse by the long rope. Then a rider tries to
gallop as fast as the horse can. The stuffed fox follows the horse. This is the time then hunting starts.
Those who managed to catch the fox we will reward by certificates and gifts.
Bow Shooting
Nomads were using a special type of bow. It was called Compound Bow. It was designed and used
mainly by nomadic tribes during many centuries. In order to shot an arrow it does not require strength
and even women can use it. This type of bow allows its user to shot on the top of a horse durian a
battle.
Customers can use it for shooting both on the top of a horse and on feet. We prepare shooting marks
and those who managed to hit them will be rewarded by certificates and gifts.
Horse Riding
18
After yurta a horse is the second thing which nomads are mainly associated with. They live and died
on the top of their horses and usually horses play a crucial role in life of our ancestors.
In our park customers get a chance to learn how to ride a horse. Then they can travel to various
places on horses with our guiders who can show them the most interesting and beautiful places in our
Mountains. Such tours usually take the whole day and people are very exiting about them.
Mini Zoo
This activity is designed for children and adults who want to know about domestic animals. Here our
customers can learn how to look after the animals, how to feed and milk them. We tell children about
various domestic animals that our ancestors used and what place in life they occupied.
Play Room for Children
Customers can visit our park with their children. For this reason we made a special room for children
where parents can leave them and take part in activities without any concern about their safety.
On the other hand children can play with each other as well as go to the mini zoo or to ride a small
horse under supervision of our staff.
As we stated earlier Entertainments that we offer is the core service that we offer to our customers.
We believe that this service mix can fully satisfy and deliver the greatest value to them.
These entertainments are specially designed according to historical content of out park and all of
them are connected to the main idea of out park – to immerse our customers into nomadic
atmosphere.
Fair
Our park is history oriented. It shows our customers the life of nomads their traditions and customs.
We hope that our customers will take a piece of our park with them. And the Fair is well suitable for
that.
People visiting our fair can buy various souvenirs and gifts that will remind them about time they spent
in our park. Here they can buy craft goods that they cannot get anywhere else. For example carpets
with patterns or traditional Kazakh pottery which they can try to do themselves. National costumes,
carpets, musical instruments, tools and weapons are traded here. All this can be found here.
We order these goods from craftsmen who can produce them in a customers’ sight. These are very
experienced cunning people who can make outstanding products.
Customers can try to do these things by themselves. They can try to sew some shawls with traditional
patterns or to make drinking bowls that are broadly used in Central Asia. We believe that such
engagement can be very exciting and our customers can have a unforgettable experience with our
park.
Camping Zone
Our park is located in a beautiful and scenic place. This is the best place to have a picnic. We made
very simple and suitable tables and sheds out of wood for those who are merely interested to have a
rest in a fresh air. We locate those zones along the river, the most suitable place for the camping.
19
Customers can bring their own food and roast it on an open fire or they can order some food in our
restaurant and take it to many camping zones in the park.
Promotion
Our promotional mix consists of internet and visual advertising; Personal Selling in Deta tourism
agency, Sales Promotion during different time periods, Public Relations through blogs and articles
and Direct marketing.
For advertising we use particularly the Internet. Our interactive web-site provides customers with
updated information about the park, about our services, entertainment events, and latest news. Also
in the site there are a lot of photos, comments from our customers and online videos for more visual
representation about Nomadic Park. More over customers can plan theirs holidays online by making
reservation through special form on the site that allows them to create their own list of activities and
have a very attractive schedule for them.
In addition for our foreign customers there is an English version, and for citizens - Russian and
Kazakh language pages. For customers who are already have experienced Nomadic Park and want
to share their opinion there is online evaluation survey on the web site. It will help us to improve the
park and to get more satisfied and loyal customers.
To take our target customers to Nomadic Park web site we have Internet banners on timeout.com.
Because it will reach wide variety of audience especially both our targets: foreigns and family middle
age who visit timeout.com to find information about how to spend their free time. There is our chance
to compete with entertainment businesses.
Another effective advertising is leaflets, Booklets and Cut-aways. Main places for distributing leaflets
are Almaty airport and Hotels: Rixos, Ankara, Kazahstan, Hayat, Intercontinental, Dostyk to attract
foreings. Also we locate distribution of leaflets, Booklets, Cut-aways in Almaty malls such as Mega,
Aport, Magnum and in Deta tourism agency to inform public about our Park.
One more important distributor of adversing is magasines. We choose Tengry magazine for placing
advertisement because several reasons: Tengri Magazine is distributed at all local and international
flights of Air Astana. Every passenger gets individual free issue of the magazine. During 2 months
around 500 000 passengers will see our advertisement (daily more than 6 000 passengers). Tengri
magazine is the source of interesting and useful information, which stays in the memory of tourists.
For many foreign guests, especially who visits Kazakhstan for the first time, Tengri magazine is a
visiting card of the country.
We will register online our Nomadic Park in “Справочник Наш Город “which is published each year.
Our advertisement will be place in “Справочник Наш Город 2011 “ It is a biggest source of data
about companies that operate in Almaty. ”Справочник Наш Город” is well known and widely used as
a hard copy as well as internet source of information.
Also outdoor our advertisement will be located on Alfaraby-Navoi and Alfaraby-Lenina during 2 month
March and June. We launch billboards in March in order to create awareness around Nomadic park.
Then in June we again advertise our billboards to attract more customers in the middle of operation.
On this streets city billboards reach attention to Nomadic park in short period because of big flow of
potential target customers.
In order to promote our opening of Nomadic Park on march, 22 (Nauriz) we decided to use radio
advertisement on Retro FM. Because it is fast and easy way to communicate with audience of Retro
20
FM coincides with our target market: 35-49 age and it is very popular among ordinary people of our
county.
Next, for personal selling we have agents who will represent Nomadic park In Deta tourism agency.
They will provide with all necessary information and details about the tour, give colorful and useful
Leaflets, Booklets, Cut-aways.
Sales promotion also play great role in our promotional mix. Firstly we have discounts: If our customer
will stay in our park more than 2 days he/she will receive 10% discount on accommodation for each
next day.
If our customers will come in group of 5 people and more they will receive 5% discount on all services
that Nomadic Park by card.
To reward our consumers for their frequent, continuing coming in Nomadic Park we have Loyalty
program. Each time when customer buys a weekend tour to Nomadic Park at Deta agency he
receives a Leaflet, when he collects 4 leaflets Deta will provide a free tour for him.
Also we have Promotional products that companies give out, stuff like free pens,notebooks, shirts,
thermos, calendars with a company’s logo. The purpose is to keep the brand top of mind by keeping it
visible in the channel partner’s daily life.
In public relations we include traditional tool – press release. In which we describe our new business,
give short information about Nomadic Park to the media in hope that they will write about it. We
agreed with Time Out magazine to write an informative article about Nomadic Park consists of a very
nice story with attractive photos wrought by a person who has already been in Nomadic Park to
convince the reader that Nomadic Park is a perfect place to spend a weekend.
Moreover we create blogs on bb.ct.com.kz where our customers describe their good experience with
Nomadic Park and create buzz marketing.
As direct marketing we use social networks, Group in Vkontakt,odnoklassniki.ru and tourism
exhibitions. Also we distribute leaflets booklets and Cut-aways as was mentioned above in advertising
section.
Considering everything, our promotion is ideal mix of marketing tools that will reach out target market
and attract more customers to Nomadic Park.
Place
The greatest advantage of our park is its mobility. It consists of several yurtas, traditional nomadic
movable houses, summerhouses and necessary equipment. Everything can be gathered and
transported in any place within several days. During winter we can store all the equipment in a
storehouse in our office. This makes our park extremely attractive for those who quickly get bored by
unchanging environment.
Our park is located near the most recognized symbols of Almaty – Medeu and Shimbulak. The place
itself is called Kok-Zhai’lyau which it is meant a Green Valley. This is one of the greatest and the most
beautiful places in our mountains, which is untouched by people. There a lot of nice trees around this
site such as spruce, birches and elms. The small river goes along the valley setting many nice places
for camping.
The valley is very vast and convenient for horse riding and various games that we perform in our park.
Many hills that surround the valley can be used for walks and camping.
21
The valley is located near to the main road to Medeu and Shymbulac. To get to the valley people can
only on foot or by riding a horse. We offer quadracycles for those who are not able to get there by foot
or are afraid to use horses.
We order a very comfortable bus to get our customers into place. The bus gets them to the parking
zone where people take horses or start their little journey to our park on foot. Their baggage is carried
out by our staff is necessary.
Tickets for group tours can be ordered by customers in hotels where they are accommodated, also
they can visit our office in the center of Almaty or they can order the tickets via our web-site.
Customers can fill into the form and send it to our office within few minutes. Our office is well
organized to gather people and preparation. People can get all necessary information about our park,
activities and other things which are offered to them.
People
Our main values that we demand from our staff are to treat customers as we want others to treat us
and full commitment of everyone to our goals and strategy. Special guides and polices are created in
order to instruct personnel how to comply with them.
Our employees are able to speak several languages and especially English. We want our staff to be
very people oriented. We prefer young people who are very passion about their work here and are
very communicative.
We create very warm and kind atmosphere for our employees. We do not create very formal and
stressful environment for our people. In a contrary to such practices we want our people to get
satisfaction from what they do here. We give our people real freedom to make decisions about
various things when serving the customers or engaging in other activities. We do not bind our people
to particular activities for a long time. We shift them once a two-week period from one activity to
another. We believe this makes their work for our company more interesting and productive.
Our staff consists of guides, historians and trained young people who participate in various cultural
performances and games. Every day starts with a meeting where all personnel is gathered and
instructed about recent changes and news.
We provide intensive training for our employees that helps them in various aspects of our business
from serving a particular customer at the moment of truth to learning how to settle different conflicts
with customers that results in beneficial outcomes for both parties.
Each person is proved to deliver the highest value for our customers and our company.
Physical Evidence
The number one physical evidence is souvenirs. People are offered to buy variety of things for good
memory about their experience with our park. Traditional Kazakh accessories such as adornments,
bracelets, beads, belts, symbolic weapons, little figures and so on are traded at our Fair.
Also we develop a line of journals for our customers describing culture, history and traditions of
nomadic peoples. Brochures and programs are distributed for each customer in order to inform them
about activities and schedule their time in the park.
Organized places for camping with special place for fires, tables and sheds. Comfortable environment
and traditional furniture in our yurtas create unforgettable experience. Traditional Kazakh food and
super delicacies make people exciting.
22
Customers can take part in various games and performances wearing traditional Kazakh cloth.
People get familiar with Kazakh tools and weapons that were in use in different periods of our history.
Customers can try them in falcon hunting – the traditional way of hunting of nomads.
Process
For convenience of our customers and their satisfaction we assume the following process strategies.
In order to get a ticket for visiting our park a customer can visit our web-site where (s)he fills the form
that provides us with all necessary information about him/her. Or (s)he comes to our office where
(s)he learns about services and activities. Then within no more than several minutes we prepare
necessary documents and check what dates are available and how they are convenient for the
customer. Using site or inside of our office the customer can choose among different programs and
time periods (s)he wants to spend in our park.
Site
Manager
Manager
Order
Office
Park
This is simplified scheme of the ordering process:
Docs
Preparation
By the blue rectangles we indicate where involvement of customers is necessary.
We get customers to our park and help them with everything while they are in the park. This type of
service is “all inclusive”, which means that customers pay only once and do not have to pay for any
additional service or activity.
We schedule our customers’ time to deliver very intensive and interesting experience to them.
Customers need not to think how to spend their time in the park. Everything is scheduled and
prepared in advance for them.
Also we assume that some of our customers like middle income families can visit our park without
coming to our office or web-site. If they are aware about ways how to get to our park, they are
welcome to do so. They get to the parking zone by their cars and get to the park in a way which is
described earlier.
We do not limit this category of customers by scheduling and they are free to choose whatever activity
Restaurant
Camping
Arrival
23
Yurts
Entertainments
they want to do in our park.
Price
Our prices are mainly based on our costs and expenses. We use very slight markup in order to
generate our income. This type of strategy is very convenient and can be applied in a very easy and
quick way. This prospects us from any harsh economic conditions that may occur in Kazakhstan.
For our foreign customers we use “all inclusive” type of tickets in order to make their being in our park
very pleasing and fine. Customers prepay their tickets in our office or on the web-site by credit card or
other means.
Customers visiting our park by their own pay for each activity separately.
For the detailed information see Appendices F, G, H.
24
ORGANIZATION, IMPLEMENTATION, AND CONTROL
Organization
Our main operations include ticket procession, transportation and operation of the park itself. For the
various activities we have signed additional agreements with our partners – companies other than
DETA. Their responsibilities include preparation and carrying our cultural activities such as
performances, games, falcon hunting, horse riding and other.
We strictly request them to comply with our practices and policies in terms of quality and service. We
have developed an integrated system where our partners have a full access to all necessary
information to guide their decisions. We are open to new companies that want to become a part of our
community and increase the value delivered to our customers in exchange of course for a good
compensation.
Director of the park is key operations manager who is responsible for all operations in the park. His
responsibilities include morning briefings for employees, supervision of all operations provided by
both our internal work force and by our partners via simultaneous control.
His performance as well as performance of the park is evaluated based on performance marks
described above.
Implementation
This is our schedule of implementation Nomadic Park Project.
#
1
2
Activity
Registration of a new entity1
Getting Permissions
-
3
4
5
6
7
8
1
Responsible Person
Legal Manager
Legal Manager/
Chief Accountant/
Sanitary Control
Firefight Control
Ecological Control
Tourism Agency
Emergency Ministry
Tax Authorities
Land rent negotiations
Searching for
partners/Negotiations
Capital Investments
-
Duration
Two weeks
Two months
Household Manager
Three weeks
One month
Director/Operational Manager
Director
One month
Director/Operational Manager
Three months
Two weeks
One week
HR Manager
Operational Manager
Operational Manager
Procurement
Equipment setting
Contracting developers
Employment process
Preparation/Installation/Testing
Starting operation period
as a branch of DETA company
25
Management Control System
We established a very efficient management control system that aids and coordinates planning and
key decisions in our park. We use all the information gathered by this system to guide the behavior of
our managers and employees. We divided this system into four main categories:
Financial category – net income, return on investment, cash collected from operations, efficiency
and necessity of expenditures.
Customer-related category – customer satisfaction surveys, lead time to respond to a customer
request, repeat ordering.
Internal business process category – quality of food and restaurant experience, quality of room
services, cleanliness of yurtas, friendliness of employees, speed of service in the office, web-site
management.
Learning-and-Growth category – employee satisfaction, absenteeism, information system
capabilities.
We calculate and compare the figures each month trying to identify the problematic spheres, where
necessary adjustments are needed. We try to identify trends and act quickly to resolve any problems
that arise.
For each category of performance measurement we set a pretty high target level of performance such
as high level of customers and employees’ satisfaction or very low level of absenteeism and lead
times. We require our staff to deliver the best possible quality to our customers from absolute
cleanliness of rooms and restaurant to high speed of service on each stage where we customers deal
with us.
Also we believe that management control system consists not only of informal rules, procedures, and
performance measurements, but it mainly consists of our informal control system that includes shared
values of our employees, their commitments, our company culture and unwritten norms of behavior.
26
CONCLUSION
During the work on the plan we really enjoyed every part of it. We developed this product being
completely involved in the process and led by the passion to make the valid product for the market.
The main features of our product – the uniqueness, national and cultural colouring, and high quality –
are our means to the success. Details of the product were improved basing on the research what
market demand is. We tried not to forget about every tiny nuance in order to satisfy the client as better
as possible.
We believe that the Nomadic Park is a great project – entertaining, educative, with the full range of
services and not only financially profitable, but necessary for the society of Kazakhstan to remind
about the past we had, necessary to demonstrate to the world community the richness of the culture
of ancient tribes lived here.
27
Appendices
Appendix A Estimate of population income
Оценка номинальных денежных доходов населения
в среднем на душу в месяц, тенге
Республика
Казахстан
Акмолинская
Актюбинская
Алматинская
Атырауская
ЗападноКазахстанская
Жамбылская
Карагандинская
Костанайская
Кызылординская
Мангыстауская
ЮжноКазахстанская
Павлодарская
СевероКазахстанская
ВосточноКазахстанская
г. Астана
г. Алматы
в % к предыдущему году
2003
2004
2005
2006
2007
2008
2009*
10 533
12 817
15 787
19 152
25 226
30 781
33 877
7 976
9 441
11 443
14 945
20 053
25 859
29 158
11 351
6 594
27 371
13 750
8 193
29 970
16 982
9 486
39 197
19 347
12 534
37 774
24 702
16 838
50 363
30 296
21 959
66 150
32 146
27 045
75 210
14 287
15 313
17 873
17 864
23 816
30 828
37 854
5 567
11 549
8 573
7 771
24 372
6 917
14 051
10 474
9 553
29 417
9 101
15 561
12 574
12 385
35 713
11 885
18 738
16 558
14 602
38 317
16 669
24 164
21 860
18 889
43 914
21 251
30 948
26 424
25 727
56 128
25 935
34 022
27 569
31 574
61 051
5 288
13 808
8 206
10 790
14 308
17 639
20 154
11 327
10 084
15 326
17 978
23 455
31 549
34 234
8 145
6 433
11 405
14 939
19 033
24 286
27 381
10 095
11 883
12 793
16 665
22 073
26 508
29 385
20 441
20 123
26 196
24 235
32 738
29 347
38 127
38 190
48 669
51 703
59 290
58 214
63 419
59 370
28
2003
2004
2005
2006
2007
2008
2009*
117,6
121,7
123,2
121,3
131,7
122,0
110,1
117,9
116,4
114,9
135,6
118,4
121,1
124,2
109,5
121,2
123,5
115,8
130,8
130,6
113,9
132,1
96,4
134,2
127,7
134,3
133,3
129,0
122,6
130,4
131,3
112,8
106,1
123,2
113,7
115,7
112,5
107,2
124,3
116,7
131,6
99,9
130,6
133,3
140,3
129,4
127,5
122,8
122,0
113,8
120,7
118,9
117,6
121,7
122,2
122,9
120,7
110,7
120,0
129,6
121,4
120,4
131,7
117,9
107,3
129,0
132,0
129,4
114,6
128,1
120,9
136,2
127,8
109,9
104,3
122,7
108,8
112,8
115,9
121,7
121,9
127,6
111,0
131,5
117,3
132,6
130,5
123,3
134,5
114,3
108,5
114,3
123,8
113,1
131,0
127,4
127,6
112,7
108,6
124,5
116,7
117,7
128,2
120,4
107,7
125,0
121,1
130,3
116,5
130,1
132,5
127,6
135,4
120,1
121,8
112,6
110,9
107,0
102,0
Appendix B Customers served by tourist firms
Обслужено посетителей туристскими фирмами, всего
Республика Казахстан
Акмолинская
Актюбинская
Алматинская
Атырауская
Западно-Казахстанская
Жамбылская
Карагандинская
Костанайская
Кызылординская
Мангистауская
Южно-Казахстанская
Павлодарская
Северо-Казахстанская
Восточно-Казахстанская
г.Астана
г.Алматы
2003
229 014
14 125
2 264
21 300
1 624
367
5 630
6 147
1 374
271
7 877
4 005
4 119
2 610
17 597
39 499
100 205
2004
292 738
8 861
3 740
61 633
692
3 035
6 127
11 500
1 365
1 139
4 225
3 597
6 164
6 799
17 462
55 067
101 332
2005
434 943
20 041
5 235
41 369
18 133
10 546
6 797
15 393
3 572
3 425
10 061
4 216
5 999
14 432
25 299
99 512
150 913
29
2006
520 972
19 104
5 721
50 711
1 661
3 210
7 578
15 032
7 503
3 996
14 554
4 603
12 438
12 790
27 689
83 444
250 938
2007
541 930
29 038
6 499
59 541
2 049
2 464
12 237
16 814
8 624
1 281
10 863
4 616
12 462
11 056
39 960
63 049
261 377
2008
473 947
34 289
8 714
20 970
3 397
2 611
4 708
14 856
7 203
609
14 762
5 422
12 197
6 167
59 667
65 712
212 663
2009
347 413
40 726
8 082
11 144
5 863
3 181
4 286
13 704
7 889
467
12 703
5 355
9 863
4 718
22 533
28 734
168 165
2010
181 354
9 482
3 211
8 983
3 452
1 928
875
6 211
2 854
254
5 028
2 219
6 006
2 746
10 455
17 183
100 467
Appendix C Non-resident customers served by tourist firms
Обслужено посетителей по въездному туризму (нерезидентов) туристскими фирмами
Республика Казахстан
Акмолинская
Актюбинская
Алматинская
Атырауская
Западно-Казахстанская
Жамбылская
Карагандинская
Костанайская
Кызылординская
Мангистауская
Южно-Казахстанская
Павлодарская
Северо-Казахстанская
Восточно-Казахстанская
г.Астана
г.Алматы
2003
44 990
20
608
136
87
23
22
86
337
1 407
559
41 705
2004
31 367
38
20
475
104
2
242
12
16
124
63
2
1 649
4 339
24 281
2005
39 872
6
10
797
724
1 313
15
132
78
358
143
2
25
1 395
6 128
28 746
30
2006
56 203
364
26
301
7
137
6
39
267
153
2
37
624
1 522
52 718
2007
62 117
60
138
200
156
2
217
4
42
31
36
551
7 663
53 017
2008
37 937
2
256
266
255
424
20
34
25
53
14
1 313
213
35 062
2009
31 246
13
30
65
40
132
63
1 584
10
9
1 179
378
27 743
2010
17 073
14
23
2
399
184
635
311
15 505
Appendix D Quantity of the tourist firms
Jay - Mar
Республика Казахстан
Акмолинская
Актюбинская
Алматинская
Атырауская
Западно-Казахстанская
Жамбылская
Карагандинская
Костанайская
Кызылординская
Мангистауская
Южно-Казахстанская
Павлодарская
Северо-Казахстанская
Восточно-Казахстанская
г.Астана
г.Алматы
620
10
11
24
11
2
8
26
6
2
8
2
21
6
20
25
438
Jay Mar
Республика Казахстан
Акмолинская
Актюбинская
Алматинская
Атырауская
Западно-Казахстанская
Жамбылская
Карагандинская
Костанайская
Кызылординская
Мангистауская
Южно-Казахстанская
Павлодарская
Северо-Казахстанская
Восточно-Казахстанская
г.Астана
г.Алматы
664
15
14
26
17
5
11
24
7
3
15
6
20
13
23
17
448
Jay - Mar
Республика Казахстан
Акмолинская
Актюбинская
Алматинская
Атырауская
Западно-Казахстанская
801
15
17
38
23
6
2003 год
Jany JanJun
Sep
685
691
10
9
12
12
24
24
12
12
3
4
11
11
28
28
6
7
2
2
8
10
8
10
21
21
6
6
21
22
29
34
484
479
2005 год
Jany JanJun
Sep
756
834
16
16
17
20
29
31
20
22
6
6
11
11
28
41
9
10
3
3
15
15
15
16
23
23
13
14
24
30
23
25
504
551
2007 год
Jany JanJun
Sep
853
904
18
20
19
20
43
45
23
23
9
9
31
Jan Dec
713
10
11
29
13
4
13
25
5
3
10
5
25
7
22
37
494
Jay Mar
685
9
14
28
14
4
8
22
5
3
10
4
30
7
22
23
482
Jan Dec
Jay Mar
846
16
20
30
22
6
11
46
10
3
15
16
23
15
34
28
551
795
13
15
32
23
5
11
46
9
4
18
6
28
15
30
25
515
Jan Dec
1 007
20
20
47
24
10
Jay Mar
955
19
20
53
23
9
2004 год
Jany JanJun
Sep
706
724
9
9
14
16
33
39
15
17
4
4
9
12
25
28
5
6
3
4
8
10
7
11
33
20
7
9
20
21
24
25
490
493
2006 год
Jany JanJun
Sep
860
903
14
15
15
17
38
50
23
23
8
8
12
13
47
52
9
12
4
4
21
21
12
16
30
32
16
16
36
38
31
33
544
553
2008 год
Jany JanJun
Sep
1 029
1 122
22
25
25
27
53
55
24
25
11
11
Jan Dec
751
19
16
37
18
5
10
29
6
4
12
12
21
12
24
26
500
Jan Dec
921
17
18
50
23
8
13
52
13
4
21
18
32
16
39
44
553
Jan Dec
1 163
26
27
54
25
11
Жамбылская
Карагандинская
Костанайская
Кызылординская
Мангистауская
Южно-Казахстанская
Павлодарская
Северо-Казахстанская
Восточно-Казахстанская
г.Астана
г.Алматы
13
46
17
3
19
8
35
16
31
42
472
Республика Казахстан
Акмолинская
Актюбинская
Алматинская
Атырауская
Западно-Казахстанская
Жамбылская
Карагандинская
Костанайская
Кызылординская
Мангистауская
Южно-Казахстанская
Павлодарская
Северо-Казахстанская
Восточно-Казахстанская
г.Астана
г.Алматы
Jay Mar
1 040
21
24
45
19
10
20
66
25
2
30
18
47
20
45
83
565
14
19
52
53
19
19
3
4
20
22
14
18
38
42
18
18
34
37
51
55
478
500
2009 год
Jany JanJun
Sep
1 122
1 162
21
25
24
25
45
45
20
20
10
10
20
21
73
73
25
29
2
2
30
31
20
21
55
56
22
22
46
48
86
87
623
647
32
19
54
19
4
22
18
48
18
40
57
587
14
59
20
2
22
19
47
17
43
67
521
Jan Dec
1 203
26
26
43
18
10
21
76
26
2
29
22
56
23
48
87
690
Jay Mar
1 139
20
22
37
17
11
21
65
28
3
28
22
56
24
38
119
628
16
20
63
68
21
21
2
3
26
26
22
24
49
51
20
20
46
47
71
85
558
614
2010 год
Jany JanJun
Sep
1 247
21
25
37
19
11
21
71
30
3
28
24
58
24
39
129
707
21
72
26
3
26
26
52
20
47
88
639
Jan Dec
Appendix E Entertainment parks
2003
Number pf parks in Kazakhstan, units
41
33
2004
42
2005
50
2006
53
2007
63
2008
66
Appendix F Price List
Price - List
For service provided by "Nomadic park"
Price on
weekday
s
Price
on
holida
y
Bow shooting lessons
Play room
25000
2400
1000
20000
500
900
1500
2500
1000
1500
30000
2400
1000
22000
700
1250
2300
3800
1200
1700
5-7 hours
per 1 hour
per 1 hour
4-6 hours
Fof 3 attempts
Fof 6 attempts
Fof 12 attempts
Fof 24 attempts
per 1 hour
per 1 hour
Baby sitting
Mini Zoo
1200
500
1500
300
-
1200
400
500
2000
2000
800
500
2000
per 1 hour
per 1 person
per 1 person (duration 2
hours)
per 1 person (duration 2
hours)
Per 1 game (with iinstructor)
per 1 person 12 hours
12 hours
Name of a service
Falcon Hunting
Horse Riding
Horse Riding lessons
Horse Trip
Bow shooting
Traditions Reconstraction Performase
Traditional Games Reconstraction
Performase
Asiki
Camping
Grill rent
34
comment
Appendix G Yurtas
Name of the yurtas
Number
of
places
Tipe of the yurtas
Price of the yurtas
per 24 hours
Price on
weekdays
Price on
holiday
comment
Red
On the territory there are 8
double place yurtas and 4
single.
1
double room 
7 500
10 500
1
single room 
5 600
8 000
1
double room 
10 500
13 500
1
single room 
7 000
9 000
1
double room 
17 500
19 500
1
single room 
15 000
15 500
Standart
Gold
On the territory there are 9
double place yurtas and 1
single.
Platinum
On the territory there are 5
double place yurtas and 1
single.
35
Standart + TV,
refrigerator
VIP all included
Appendix H Marketing Budget
Nomadic Park Marketing budget for 2010
Januar
y
Februar
y
Staff
Salaries for marketing
managers
Salaries for marketing support
e.g. marketing assistants.
Awards and bonuse
Taxes (10% Surtax Rate)
Staff Total
0
0
10 000
5 000
10 000
5 000
15 000
15 000
Septembe
r
Octobe
r
Novembe
r
Decembe
r
March
April
May
June
July
August
525 000
525 000
525 000
525 000
525 000
525 000
3 150 000
280 000
280 000
280 000
280 000
280 000
280 000
-80 500
724 500
-80 500
724 500
-80 500
724 500
-80 500
724 500
-80 500
724 500
-80 500
724 500
0
1 680 000
0
-483 000
4 347 000
0
20 000
10 000
0
30 000
0
0
0
TOTAL
Marketing researches
Primary research
Secondary research
Library management
Market Research Total
0
0
0
0
0
0
0
0
0
Marketing communications
Branding
Website Development &
Hosting
Direct-Marketing
PR
Brochure Design
Adverticing
Internet Adverticing
Radio Advertising
Newspaper Magazine
0
15 000
50 000
80 000
120 000
300 000
200 000
300 000
400 000
400 000
150 000
100 000
120 000
750 000
750 000
36
100 000
50 000
15 000
870 000
700 000
0
1 500 000
0
Advertising
Outdoor (Posters or billbord)
Marketing and Adverticing
communications Total
65 000
80 000
820 000
900 000
50 000
50 000
50 000
50 000
440 000
440 000
1 440
000
1 310
000
880 000
100 000
50 000
0
0
0
0
4 765 000
Distributors
Training and communication
Motivation and advancement
The commission / bonuses
60 000
60 000
60 000
60 000
60 000
200 000
200 000
200 000
200 000
200 000
Distributors Total
Other
Communication and phone
Equipment Stationry
Other Totall
Overall Marketing budget
50 000
50 000
50 000
50 000
260 000
260 000
260 000
260 000
260 000
10 000
16 000
26 000
156
000
10 000
16 000
26 000
10 000
16 000
26 000
1 620
500
10 000
16 000
26 000
1 700
500
10 000
16 000
26 000
2 450
500
10 000
16 000
26 000
2 320
500
10 000
16 000
26 000
1 110
500
10 000
16 000
26 000
1 060
500
10 000
16 000
26 000
171 000
37
286 000
60 000
200
000
260
000
10 000
16 000
26 000
286
000
200 000
360 000
1 200 000
0
0
1 760 000
0
0
0
0
100 000
160 000
260 000
11 162
000
Appendix I Leaflet Samples
38
39
Appendix J Web Site Home Page
40
Appendix K Questionnaire samples
Questionnaire for foreign respondents:
1.
2.
3.
4.
Sex
male
female
Age
<18
18-30
30-40
40-50
>50
Country of origin ____________________
Purpose of coming to Kazakhstan (for foreign citizens only):
a. Work
b. Travel
c. Other ____________________
5. Duration
<3 days
1 week
1-2 weeks
1-2 months
>2 months
6. Accommodation:
a. hotel _____________
b. rent
c. friends, relatives
7. How much free time do you possess?
a. Couple hours a day
b. Half a day
c. 1-2 days a week
8. What type of rest do you prefer?
a. Fine Art (concerts, cinema, exhibitions, theater)
b. Sport
c. Tourism
d. Other _____________
9. What places of interest have you already visited? ___________________________________
___________________________________________________________________________
_
10. Which of them you liked most (round previous)
11. Where would you like to go? ____________________________________________________
___________________________________________________________________________
_
12. How do you evaluate the quality of a service
13. 0
14. 1
15. 2
16. 3
17. 4
18. 5
19. awfu
l
20. bad
21. unfavora
ble
22. Modera
te
23. goo
d
24. Excelle
nt
25. Level of comfort demanded (1-5)
a. 1 = Comfort is not the point
b. 2 = Minimum conditions
c. 3 = Moderate
d. 4 = Can’t stand lack of comfort
e. 5 = 5 star is desired
26. What aspects of national culture of Kazakhstan are you interested in?
a. Traditions
b. Crafts
c. Sports
d. Clothes
e. Art
27. Have you tasted the Kazakh cuisine?
Yes/No
28. Did you like it?
Yes/ No
29. If not, because it was:
a. Spicy b. Fatty c. Hard
d. Contradicts with principles (non-vegetarian, exotic)
30. What is your mean of transportation?
a. Corporate/rented car
b. Own car
c. Public transport d. Taxi e. On feet/bicycle
31. Would you like to try living in Yurta?
41
Questionnaire for local respondents
1.
2.
3.
4.
5.
Пол
муж
жен
Возраст
20-30 30-40
40-50
>50
Семейное положение:
замужем/женат холост
Количество детей: Нет Один
Два более трех
Доход персональный/ на семью : менее 100,000 100,000 – 250,000
250,000 – 400,000
6.
7.
8.
9.
10.
11.
12.
13.
400 000- 700 000
Как вы проводите выходные?
a. Выезд за город
b. Дома с семьей
c. Культурные развлечения в городе
Часто ли вы выезжаете на природу?
a. Каждые выходные
b. Раз в месяц
c. Несколько раз в годd. Редко
Куда? __________________________________
У вас есть собственное авто?
Ваша потребность в комфорте (1-5)
a. 1 = комфорт не принципиально
b. 2 = минимальные условия
c. 3 = нормальные условия проживания
d. 4 = не могу без цивилизации
e. 5 = 5 звезд минимум
Интересует ли вас национальная культура кочевых племен?
Где вы проводите торжества?
a. Дома
b. Кафе/ресторан
c. Другое
Интересует ли вас проведение праздников в национальном стиле?
42
более 700,00
Appendix L Focus group transcript (partial)
Focus Group Research
Objective: discussion and implementation of “Nomadic Park” project
Date 5 10 10
Time 12 00 13 20
Moderator: Nikolay Slivkin
Members:
John Neshwill (42 years old expat manager in Investment fund, American)
Fridrich Wessergolf (37 years old, lector at Kazakhstani German University, German)
Victoria Potillard (27 years old, Corporate development manager at private equity fund, native FrenchArmenian)
Katherine Hurdley (32 years old, top executive at Swiss pharmaceutical company, English)
Eliza Hassetti (37 years old, director of Italian language school, Italian)
Transcript
Moderator: Hello, everybody. First of all, let me thank you for coming here. Today we will present you
our project, and will be glad to get some feedback from you. Hope you’ll enjoy it.
(SHOW PRELIMINARY PRESENTATION)
Moderator: Uh, so the presentation is over, and before asking you prepared questions, I would be
glad to hear your comments on it so far. Victoria, let’s start from you, please.
Victoria: Uh…oh. Good day, colleagues! Very impressive! So, it was interesting to me, to familiarize
with your project. I think that it is a quite good idea, to make foreign tourists to get familiar with
nomadic culture in such an absorbing way. As for me, personally, I am absolutely sure, that if such
kind of park existed in real, I, probably, would be the first visitor of it. You know, there is a plenty of
times, when I don’t know how to entertain myself on weekends, so this park would become absolute
remedy for my boredom, even for first few times. Hope, I’ll still be in Kazakhstan when the park
opens, not to lose my chance. I liked it!
Moderator: Oh! Victoria! Thank you for such kind and touching words. First shoot – success! Sure, if
we open it in the nearest future, we’ll send you an exclusive trial invitation.
Victoria: (Laughs) All right, I’ll package my sac de voyage, then!
43
Moderator: So, let’s turn to others. John, what is your opinion?
John: Ahh, thank you. Quite attractive business, but, actually, the project seems to be not so real, as it
is on presentation, maybe, partially, because I am a manager in an investment fund and due to
professional experience, I’ve got some questions regarding the project.
Moderator: Great! You are welcome to ask.
John: First of all, can you assure the adequate demand for your specific product?
Moderator: Actually, that’s why we are all here. We’re trying to find out, how popular the park will
probably be.
John: I see. Why I am asking, is that I doubt the attractiveness of such entertainment, because,
frankly speaking, personally I don’t see Kazakhstan as a popular touristic destination…
Fridrich: (raising hand) Sorry for interrupting you, John, but why do you think so? You and me are
foreigners and we are here, so doesn’t this prove the popularity of a country?
John: Ok, let me break it down for you. I am in Kazakhstan because of work, not traveling, as well as
anybody here, except our Moderator. Isn’t it so?
Fridrich: It isn’t. Yes, I work here, but when choosing the country to go for a work, I had an opportunity
to select from wide list - both East and West countries. And the reason, I chose Kazakhstan, is
because of my friends’ stories, who traveled a lot, including Central Asian countries. Moreover, I’ve
got plenty of friends here, who travel in Kazakhstan just for fun.
John: Oh, c’mon, we can’t compare Kazakhstan and….for example Thailand!
Fridrich: Yes, we can’t, because the purpose of visiting is absolutely different. Thailand is for diving
and … hm … girls, Kazakhstan is for…
John: Work!!!
Moderator: Brake! Gentlemen, prior you start fighting, let’s listen to Eliza. She’ll, probably, bring us to
some consensus. Eliza?
Eliza: Seniors, seniors, keep calm! Let me tell my vision of the issue. As for me, I live in Kazakhstan
for 4 years. Nothing keeps me here, I mean not work or family, I am here just because I like that
nature, I like that people, their mentality, and I don’t know why that idea does not suit you, John,
wouldn’t you really like to visit such kind of place? You can’t think only about work…
]ohn: Oh, please, don’t treat me as an enemy of society. Yes, may be for you I am like a devil’s
advocate, but you can’t judge me for that! Because, that’s why I am here, to discuss not only positive
aspects, but a drawbacks as well. And now, if you don’t mind, I’ll continue. Why I said that
Kazakhstan is not a so popular among foreigners is because, being an experienced and crafted in
business, I can easily see that this project, has too narrow target customers.
Moderator: Really? So, maybe you would like to suggest something?
John: Why be oriented only on us? I mean foreigners. Though, there are quite lot of us – working,
living, traveling here, but still it’s relatively small number of customers. What about your own local
people?
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Moderator: Oh , John. You are quite right, but, fortunately, we predicted such kind of situation. Our
market is oriented not only on foreigners, but also on a local people, mainly families of middle and
upper classes, who just want to keep in touch with their roots. Therefore, we have two target sectors.
John: Oh, so excuse me, then. Now, I got the point and ready to take my words back.
Katherine: Sorry, I have some thoughts concerning the customers. What about local business
segment?
Moderator: Sorry, Katherine, what do you mean?
Katheleen: I mean, what about….uhm… kind of corporate events....like teambuilding…or business
trainings. Is it included?
Moderator: Very interesting, could you continue, please…
Katheleen: I mean, ordinary people visit such parks not often, also, as we understood, prices are quite
high, so that even middle class families rarely afford such a rest. So, you could look for additional
profit, by involving business people in the way of teambuilding services. At my work, we conduct
teambuilding campaigns about once a month, and choose different places somewhere out of the city,
most of which are often not comfortable at all. So, if you invite white collar workers, through event
agencies or by yourself, there would be many of them willing to conduct this event in your park,
because it is at the same time natural place but with signs of civilization. Also, there are different
games and services in the Park, which are useful for teambuilding activities.
Moderator: Excellent! Thank you, Katherine, no doubt we’ll include this idea! Any other suggestions,
so far? (Silence) If not, let me ask you some questions. The first is concerning the civilization, which
was mentioned by Katheleen. Are you really willing to keep some sings of civilization, or do you want
to fully emerge in the Nomad lifestyle? Victoria, haven’t heard you so long?
Victoria: Yes, thanks. Good question, it really needs huge concern. On the one hand, it is exciting to
feel the aura of Nomads, to integrate yourself into that age, to get that experience of Medieval Asians’
life… but, on the other hand, if we are supposed to stay there over night, some of us may be
unwilling to sleep in Yurtas. Of course, it is exotic, exciting, cool, extreme and et cetera, but still, we
are not used to that environment, which sometimes is dangerous. I mean, no one is saved from such
small but strong personal disasters as insectophobia, squeamishness, needs in a hot shower in the
morning… you see what I mean.
Moderator: Ya, I got your point, thanks. Fridrich wants something to add, Fridrich?
Fridrich: Agree with Victoria, and want to complete the answer. Though, some wishes Euro-comfort
and Jacuzzi in a luxury room, however, there is a majority of visitors, who came to the park for exactly
that “experience’ of wildness. So, you need to balance the wild and civil aspects. Default
accommodation is Yurtas, and optionally there should be some, maybe, trailers to be as alternative
room, which include standard bathroom and bed.
Eliza: Totally agree, that would be safest choice. Especially for non-local foreigners, that is, who are
only recently came to Kazakhstan. They may be too “culture shocked” if stayed in Medieval houses.
However, such desperate foreigners, as me and, probably, Fridrich, don’t mind to stay in Yurta. It is
interesting! I mean – It is really cool, same as to taste the croissant when visiting France, or dancing
on Carnaval when in Brazil. It is an essential chain of culture.
Moderator: All right, thank you all for such a complete answer. Next question is about which services
in our presentation you liked the most, which didn’t at all, and which you would suggest to include?
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John: Can I start? Thanks. I liked the riding most. Think it will be one of the main services in park,
because horse riding is already somewhat popular hobby, and with the cultural flavor, I mean if you
make it even Nomadian style, with some special features for hunters or warriors, you know, it would
be incredible entertainment for those, whom you treat as your target customers.
Katherine: Right, I liked the horse riding, too. But, actually, you need very strong advantage over
competitors, so that we chose you. I mean, there are lots of other places, where we can ride a horse,
so you need to persuade us somehow, that your horses are the best horses we have ever ride.
However, personally for me, the fact, that besides horses I can enjoy many other activities at the
same place, could be persuasive enough.
Moderator: Thank you, Katherine. What about others – would you prefer our horses to competitors’
ones, because we have other offerings at same place?
Victoria: Don’t know about others, but for me it is valid argument.
Fridrich: As for me, it depends on the other services you offer.
Moderator: Ok, let’s go to them, then. What can you say about craft fairs?
John: Hm… for me all that national souvenirs, that are very popular among my American friends, are
too expensive. May be I live here not so long but I know only two or three places in your city where I
can buy them. And, prices for them are too high. I think it is all because of markups, that retailers put
on them. So, if in your park all souvenirs will be sold just from the first hands, you can treat it like one
of your competitive advantages.
Fridrich: Yes, John said the truth. Tubeteika that I have bought, cost like it was Tomy Hilfliger
one’s.(loughing).
Victoria: Hm…right. Moreover, I think in your park, we could not only buy souvenirs, but it will be
fascinating if we could try to do our own. What about craftsman master classes in your park? It will be
very interesting not only for children but for adults also. I was always dreaming about work on a
potter’s wheel.
Moderator: Wow! Wonderful idea, very interesting and useful! Thank you so much Victoria. Any other
ideas about craft-fair?(silence) So, our next question. What do you think about our menu? Isn’t it too
severe for you?
Fridrich: I don’t know about other, but for me as a German, menu is quite all right, our national cuisine
is quite fatty and hard for stomach. And as for me Kazakhstani cuisine, are appropriate for an
amateur, but I think more German beer, would not contradict with anything. Ha-ha.
Eliza: Yea, quite right, Fridrich. For me it is good, too. But there is a high tendency among other
Europeans to be vegetarian. Does the park have some vegetarian offers, as an optional menu?
John: And, by the way, guys, what about traditional, I mean traditional for West, cuisine? I don’t want
to say something bad about Nomadic food, but rare people can easily switch from their usual meal to
something exotic. Maybe you include both East and West?
Moderator: Yes, yes. Just now our menu is under consideration, and it is flexible enough to include all
your suggestions.
Fridrich: Oh, don’t forget about bear!
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(LAUGH)
Moderator: So, probably, our last question for today is about our location and road to it. What do you
think about that?
Fridrich: Well, I saw your location on the map – and I think it’s affordable in terms time and length, but
if you have your own car, preferably outlander.
John: Though, on map it seems to be near, but the quality of road is quite uncertain. And secondly, I
am not so familiar with local landscape to find the place by myself.
Victoria: Actually, John is right. We’re not such an Indiana Jones. Maybe you could post some
tips…ah, like road signs?
Katherine: Ya, ya, you know like am… signs all around the Almaty city about the shopping mall…
which is called..umm… “Airport” or “afford” with an apple on the logo…
Eliza: Aport!!! Yea, it seems like a good idea! Moreover, personally for me, these signs are not so
much the pointers, but rather the advertisement.
Moderator: O’kay, thanks. But imagine you don’t have a car?
Fridrich: O mein Got!!! It would be a huge disaster for me, but if so, I think we wouldn’t mind to get
there by local bus. Is it possible to launch couple of shuttles a day?
Moderator: Yes, we thought much about this issue, but still are not sure about the demand for these
busses, especially during working week.
John: Well, don’t think you need them during these days, because of the nature of your Park, which is
supposed to be visited mostly at weekends.
Moderator: Ok.
Finish
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