MARKETING 4320 – TOURISM MARKETING PROJECT
VULCANIA
Revitalizing a failing theme park
Spruha Mehta and Sophie Galante
Winter 2012
Table of Contents
I.
Executive Summary ........................................................................................................................ 2
II.
Introduction .................................................................................................................................... 3
III.
Situation analysis: SWOT ............................................................................................................ 4
IV.
Current Marketing Strategy........................................................................................................ 5
1)
Target Market .............................................................................................................................. 5
2)
Marketing Mix ............................................................................................................................. 6
a.
Product .................................................................................................................................... 6
b.
Place ........................................................................................................................................ 7
c.
Price ......................................................................................................................................... 7
d.
Promotion ............................................................................................................................... 7
V.
What went wrong ? ........................................................................................................................ 8
VI.
Recommendations .................................................................................................................... 11
Bibliography........................................................................................................................................... 13
APPENDICES:.......................................................................................................................................... 14
Appendix A: Regional origins of Vulcania’s French public................................................................. 14
Appendix B: Origins of International Tourists : ................................................................................. 14
Appendix C: Location of Vulcania in France ...................................................................................... 15
I.
Executive Summary
This report was commissioned to examine the underlying reasons of the failure of Vulcania,
an educational theme park based on volcanoes in France, as a tourist spot and to
recommend ways to turn this property into a high valued tourist destination.
The research draws attention to the fact that Vulcania failed to meet the target visitors’
number of a reasonable 800,000 in the first year of its opening itself. This number
plummeted over years due to the lack of introducing new and innovative attractions
doubled by poor connectivity to its location via regional transport system. Furthermore, it
identifies the problem of unclear branding and product positioning as an unsuccessful
marketing strategy which affected the long term brand image of Vulcania. Moreover,
criticism over Vulcania’s environmental hazards, and personal motives of the former French
President, Valéry Giscard d’Estaing in developing this property also aided in creating a poor
image of Vulcania in the tourism industry.
The report evaluates and concludes that Vulcania has the potential to be a landmark site in
France provided that it took immediate strong action to fix its evident problems while
playing on its relevant strengths.
It is recommended:
 that Vulcania accommodates modifications to the property to project an image of a
theme park only
 that Vulcania offers promotions and concessions on price are to its visitors
 that necessary advertising is taken up to create a buzz
 that supporting sponsors and partners are sought for this revision project
II.
Introduction
Vulcania, the "European Park of Volcanism", is a theme park on volcanism which was
opened in February 2002 thanks to the strong support of Valéry Giscard d’Estaing, former
French President and, at the time, Chairman of the Regional Council of Auvergne. The
activity of the park is managed by a company named Volcans. It is situated in Saint-Ours-lesRoches, Auvergne, France, a place known for its amazing natural landscape. The slogan is
“the adventure of the land”, which shows how strategically important the environment is for
the park’s marketing. This park being one of its kinds in the whole of Europe enables visitors
to discover an actual volcano from the inside, as ¾ of the park is underground, but it also
offers around 30 activities, two 3D and 4D theatres and regular exhibits displaying the great
mysteries of volcanoes.
Goals and objectives
As described on the official website of Vulcania1, its two main objectives are:
 To diffuse expertise and the latest knowledge in volcanology, and in earth and
universe sciences
 To be a tool of economic development, culture and tourism of the region Auvergne
Regarding the second objective, despite the uniqueness of this theme park, this
initiative has not met with its initial expectations in terms of visitors and promotion of the
area in all. Vulcania wanted to position itself as the “motor for tourism” in Auvergne and has
1
Vulcania. (s.d.). retrieved March 25, 2012, from http://www.vulcania.com
defined clear objectives regarding tourism. It was supposed to attract at least 800,000
visitors during its first year of opening in 2005. It was aimed at firstly attracting a large
audience including natural sciences amateurs, secondly, to be priced like any other
amusement park and finally, create an economic impact for the region.
III.
Situation analysis: SWOT
Strengths

Educational values with entertainment

Has something to offer for every age group

Perceived as a family outing spot

One of a kind in Europe: novel idea of using Volcanoes as a theme for creating
unusual media of educational entertainment—great adventure rides, 3D movies,
parks, volcano walks
Weaknesses

Located in one of France’s poorest areas2

Remote location of Clermont-Ferrand

Neither an amusement park nor a museum—not good enough

Seasonal tourism of the area only draws tourists in summer to the region
Opportunities

Political support due to the creator’s former alliance to the French Government –exPresident Valery Giscard D'Estaing
2
White, C. (2002, March 11). Bloomberg Businessweek. Retrieved March 25, 2012, from Will this French idea
crater?: http://www.businessweek.com/bwdaily/dnflash/mar2002/nf20020311_1382.htm

Increasingemployment and tourism

Ability to boost local economy through increased socio-cultural and economic
development in the area

Development of new technology to keep the park up-to-date

Geo-tourism at regional, national as well as international scale

Eco-tourism trend

Central geographic location in France strategic to draw tourism from across the
nation
Threats

Local discontent of regional money directed to fund this project

High targets set to be achieved in the first decade to turn profitable

Failure of Futuroscope, a competitor, that showcased technology and innovation
overshadowing the chances of Vulcania’s success

Disneyland Paris (12million fans a year3 as per 2002 records) and Walt Disney Studios
are the strongest tourist attractions in France—very strong competition
IV.
Current Marketing Strategy
1) Target Market
As defined during the launch of the theme park, the primary target markets for Vulcania
were families, tourists and schools.
3
White, C. (2002, March 11). Bloomberg Businessweek. Retrieved March 25, 2012, from Will this French idea
crater?: http://www.businessweek.com/bwdaily/dnflash/mar2002/nf20020311_1382.htm
However, visitors are mostly families and schools, with kids representing 40% of the total
of visitors4. The park’s whole attractions are aimed to children but it has had difficulties to
adapt the scientific knowledge to an ideal target market for kids that would be the 8 to 14
years old. The activities are considered too difficult and not attractive enough for kids.
Moreover, Vulcania’s intention was to attract tourists from all other Europe in order to
revitalize the region and gain increasing revenues and notoriety. However, Vulcania has
managed to attract neither the locals nor the international visitors. In fact, locals from
Auvergne only represent less than 1 out of 5 visitors (see Appendix A) which indicates clearly
their region. Only 11% of visitors are international and mostly from nearby countries such as
Belgium, Norway and Switzerland, which represent 50% of the total of International visitors
(see Appendix B).
2) Marketing Mix
a. Product
The core product of the park is a variety of fun and cultural activities around
volcanoes aimed at sensitizing the younger audience to natural sciences and entertaining
them. An emphasis is stressed on creating a unique atmosphere in the park thanks to its
natural environment.
A range of attractions and theatres constitute the main tangible products of the park.
Itoffers around 30 activities, two 3D and 4D theatres and regular exhibits displaying the
great mysteries of volcanoes.
4
Number of Visitors. (s.d.). Retrieved March 25, 2012, from Vulcania: http://www.vulcania.com/a-propos-devulcania/nos-visiteurs.html
Moreover, Vulcania offers a range of augmented products such as services for
visitors with special needs, car parking, catering and retailing, large opening times, etc…
The services cape is a very important part of the product marketing of the park. In
fact, Vulcania relies mostly on exterior attributes such as the landscape and the exterior
design, which is built in a very modern way in order to put an emphasis on the environment.
However, interior attributes are also very important as the park seeks to generate an
atmosphere for its customers, enabled thanks to the layout, interior design, signage and
lighting.
b. Place
Tickets for the park are essentially sold through their website with an emphasis
placed on making it easy for visitors. However, tickets are also available through two main
distributors, la FNAC, first distributor of tickets in France, and Carrefour. We think it is a good
strategy to sell tickets online, as the online sales of tickets are annually increasing from 15 to
20% in France. Moreover, la FNAC is a good partner as it represents more than 55% of
market share5.
c. Price
Vulcania uses Yield Management techniques in order to offer prices that change
depending on the time and profile of the visitor. Prices are affordable and ranged in the
average for any parks, between 11 and 24€ (between 14 and 31 CAD).
d. Promotion
5
Roland Berger. (2010, July). Panorama du marché de la billetterie en ligne. Retrieved March 25, 2012, from
http://www.weezevent.com/images/download/ROLAND_BERGER_Marche_de_la_billetterie_en_ligne_Panora
ma.pdf
Vulcania has a communication budget divided into four main categories: strategic
consulting, consumer communications, corporate communications and web marketing.
Since the opening of the park, Vulcania has been working with the same creative
agency,One, to build its communications campaign6. However, in 2008, due to the
repositioning of the park and the lack of positive results from the marketing campaigns,
Vulcania changed its communications agency in order to redefine its strategy.
Vulcania’s first promotion goals didn’t consider encouraging people to come back
after their first visit. Therefore, no new attractions were launched during its first three years
of opening. It is only in 2005 that new attractions began slowly to appear into the park. To
break the bad image issues due to the lack of innovations, Vulcania operated a brand
repositioning in 2007, with a name changed into “the New Vulcania” that would later lead
to“Vulcania II” launched in 2008.
V.
What went wrong ?
There are a number of potential sources of errors concerning the marketing of
Vulcania, from its opening to now, that Vulcania has not been able to overcome. They are all
potentially responsible for the failure of the park.
First of all, we have observed that the core product is obviously lacking attractiveness
for visitors. In fact, the experience that Vulcania tries to convey to their visitors doesn’t seem
to be as attractive as planned regarding the low number of visitors. Attractions fail to gain
the attention of the younger audience and technology is not proficiently used. Concerning
6
Leitus, C. (2008, April 24). Vulcania se réveille. Retrieved March 25, 2012, from Strategies Magazine:
http://www.strategies.fr/new-business/competitions/r48354W/vulcania-se-reveille.html
the tangible product, concerns can be raised as to how small the park is compared to its
competitors and how it offers little high-sensation attractions. Globally, the on-site
attractions may not be attractive enough as it is estimated that a visitor only spends about 3
hours in the park during its visit.
Secondly, the target market is not clearly defined. The project has deliberately been
constructed as a mix between a park and a museum. This positioning is risky as neither
families nor science amateurs may feel targeted and be attracted by the park. This is a huge
mistake for Vulcania as they do not know who the park is trying to target –kids and families
or science amateurs? Moreover as highlighted before, neither international visitors nor
locals have been attracted to the park due to a bad marketing strategy. For example, the
official website is only available in two languages, French and English, but the English part is
very poor and not everything has been translated for an easy access from international
visitors.
Thirdly, the place, Auvergne, is also a loophole that Vulcania has not managed to
overcome. In fact, in a first place, it has deliberately been constructed in the middle of an
amazing natural landscape, but barely inhabited, in order to revitalize the region and
promote the landscape (see Appendix C). However, many issues have risen due to the lack of
effective transportation for international visitors and the total absence of tourist spots in
the region. Transportation is a key element for a tourist spot, especially when it is so far
from any major city. Moreover, very problematic issues have been addressed by
environmental pressure groups concerning the location of the park. They have been fighting
since the opening for the protection of the environment it is built on that they fear will be
damaged by the number of tourists gathering there. Those groups were defending “another
form of tourism”, recalling that the Charter of the Auvergne Volcanoes Parks favors “light
and widespread facilities”7.
Furthermore, we believe that the initial objectives weren’t properly decided and
clear enough. In fact, a huge scandal rose as the park first opened concerning the links
between the park and the former French President, Valéry Giscard D’Estaing. The park was
directly associated with his image and named “Giscard’s Volcanoes”, “the beloved child of
Valéry Giscard d’Estaing”8 or even the “Giscardoscope”9. Many critics believe that the park
was only built to boost the former president’s image and reinforce his ego. That creates bad
images for the park, reducing its potential attractiveness for tourists.
Finally, Vulcania’s promotion tools have been ineffective up to now. In fact, a 2011 study
from IFOP, the French Institute of Public Opinion,has underlined poor performance from
Vulcania’s promotion tools. In fact, only 74% of French people have heard about Vulcania 10,
which places the park in the last known parks regarding French parks notoriety. Moreover,
concerning the frequentation of the park, only 10% of French people said they had already
been there, which is not only a potential loss of visitors in the country itself, but also a result
of a bad marketing campaign. Finally, only 65% of people declared been impressed by the
7
Théodora, Y. (1997, February). L'éruption freinée du Giscardoscope. Retrieved March 24, 2012, from
Liberation: http://www.liberation.fr/france/0101206520-l-eruption-freinee-du-giscardoscope-face-auxoppositions-le-debut-des-travaux-du-centre-de-volcanisme-est-ajourne
8
Sylvie, O., & Benjamin, S. (1997, August). Les volcans de Giscard. Retrieved March 25, 2012, from L'Express:
http://www.lexpress.fr/informations/les-volcans-de-giscard_623874.html
9
d'Istria, G. C. (1997, September). Vulcania, vitrine de l'Auvergne . Retrieved March 24, 2012, from Le Point:
http://www.lepoint.fr/actualites-politique/2007-01-25/vulcania-vitrine-de-l-auvergne/917/0/85763
10
Survey: Notoriété et image des parcs d’attraction. (2011, July 3). Retrieved March 2012, from IFOP:
http://www.ifop.com/?option=com_publication&type=poll&id=1561
park and ¾ of the visitors would encourage a friend to go. Those results are poor for a theme
park that could be so much more attractive.
VI.
Recommendations
We believe that Vulcania can turn into a dynamic and unique spot drawing tourists’
attention locally and internationally. For Vulcania to be a viable entity we recommend the
following strategy:

Vulcania is neither good enough to be a theme park nor a museum. The undecided,
unclear image should be changed to turn this property completely into an
outstanding theme park by focusing more on entertainment. More attractions and
innovative rides should be added to cater to kids and families, also giving Vulcania a
defined target audience.

With a new face for Vulcania as an exclusive theme park promising fun, adventure
and thrill, appropriate promotions need to put out at the same time to pull people to
give this place another chance to succeed. A package that includes entry ticket,
transportation and accommodation can be promoted for foreign visitors (not local). It
is observed that the people of Clermont-Ferrand region do not acknowledge this site
as a local attraction, there is no sense of belongingness. To integrate the people of
this region to this theme park, promotional Annual Pass with multiple entries can be
issued at a promotional price as done at other theme parks like Disneyland in Paris.
Similar packages and concession rates can be offered to students of French
universities.

As Vulcania gets its make-over, supportive advertising should be done to create the
buzz, nationally as well as internationally. This should be done by running print ads in
newspapers, travel magazines, tourist travel guides, and getting the French Tourism
Board to promote Vulcania through its website and other channels of advertising.

Furthermore, Vulcania should take advantage of newtechnologies to create the buzz
and especially throughsocial media. It is important for Vulcania to build a community
of fans online who will spread the word of mouth about the park to the large
majority of people seeking information online. Vulcania also needs to engage
mothers who will ultimately be the purchaser of the family’s vacation. As a strong
technology-based park, Vulcania needs to be a trend leader on social media
technology, starting by an increase presence on Facebook and Twitter, where they
only have respectively 3,490 fans and 250 followers, to develop interaction and
engagement with their fan base. Therefore, we recommend Vulcania to create
excitement and buzz amongst mothers.

To lower costs of redoing the property and advertising, strategic partnerships and/or
sponsorships should be sought. For instance, McDonalds which is well-known in
France and internationally, and more so is a favorite among the kids, could be signed
as one of the main food sponsor at theme park. A special Ronald McDonald ride can
be designed and in turn McDonald’s shall promote Vulcania through its Happy Meals
or a special Vulcania dessert running as a month’s special.
Thus, all in all, Vulcania, a failed property, can be redefined for it to take advantage of its
untapped potential and eventually achieve a well deserved success.
Bibliography
d'Istria, G. C. (1997, September). Vulcania, vitrine de l'Auvergne . Retrieved March 24, 2012, from Le
Point: http://www.lepoint.fr/actualites-politique/2007-01-25/vulcania-vitrine-de-lauvergne/917/0/85763
Leitus, C. (2008, April 24). Vulcania se réveille. Retrieved March 25, 2012, from Strategies Magazine:
http://www.strategies.fr/new-business/competitions/r48354W/vulcania-se-reveille.html
Number of Visitors. (s.d.). Retrieved March 25, 2012, from Vulcania: http://www.vulcania.com/apropos-de-vulcania/nos-visiteurs.html
Roland Berger. (2010, July). Panorama du marché de la billetterie en ligne. Retrieved March 25, 2012,
from
http://www.weezevent.com/images/download/ROLAND_BERGER_Marche_de_la_billetterie_en_lign
e_Panorama.pdf
Survey: Notoriété et image des parcs d’attraction. (2011, July 3). Retrieved March 2012, from IFOP:
http://www.ifop.com/?option=com_publication&type=poll&id=1561
Sylvie, O., & Benjamin, S. (1997, August). Les volcans de Giscard. Retrieved March 25, 2012, from
L'Express: http://www.lexpress.fr/informations/les-volcans-de-giscard_623874.html
Théodora, Y. (1997, February). L'éruption freinée du Giscardoscope. Retrieved March 24, 2012, from
Liberation: http://www.liberation.fr/france/0101206520-l-eruption-freinee-du-giscardoscope-faceaux-oppositions-le-debut-des-travaux-du-centre-de-volcanisme-est-ajourne
Vulcania. (s.d.). retrieved March 25, 2012, from http://www.vulcania.com
White, C. (2002, March 11). Bloomberg Businessweek. Retrieved March 25, 2012, from Will this
French idea crater?:
http://www.businessweek.com/bwdaily/dnflash/mar2002/nf20020311_1382.htm
APPENDICES:
Appendix A: Regional origins of Vulcania’s French public
Source: http://www.vulcania.com
Appendix B: Origins of International Tourists :
Royaume-Uni = United Kingdom
Suisse = Switzerland
Allemagne = Germany
Belgique = Belgium
Espagne = Spain
Italie = Italy
Pays-Bas = Norway
Autres = Others
Source: http://www.vulcania.com
Appendix C: Location of Vulcania in France