Whereas investments in new attractions continue to rise within the theme park indus- try, knowledge regarding the effects of new attractions on theme park performance and attendance remains scarce. In order to predict the impact of new attractions on the performance of European theme parks, this article presents an Attraction Response Matrix (ARM). The Attraction Response Matrix offers an integrated framework in which research into the effects of new attractions can take place in a systematic manner. The ARM attempts to transform post priori knowledge into a priori knowledge by better understanding the impact of a new attraction and its' mediating causes. The main premise of the ARM is: "in situation A, attraction B will most likely have effect C on target audience D." By performing research into the relevant effects within certain cells of the ARM and consecu- tively investigating the relationship between the various cells, a better insight will be gained in the working of new attractions. ARM is based on an extensive ZMET study conducted in The Netherlands.
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Whereas investments in new attractions continue to rise within the theme park industry, knowledge regarding the effects of new attractions on theme park performance and attendance remains scarce. In this article results from a research amongst general managers of theme parks in Europe will be presented. Different methods were used to investigate what the impact of adding a new attraction on the number of visitors to a theme park would be, according to the general management. The managers first responded to a written survey and then answered some detailed, elaborative questions by email or telephone. The majority of managers also participated in an in-depth interview. Results show that investing in new attractions is considered to be the most important (controllable) factor on the number of visitors in both the short and long run. Most theme parks in Europe invest in major new attractions once every three years, combining it with a minor investment every year. Large differences in effects were found between parks. Parks that invest once every three years showed the highest effect on number of visitors for their latest new attraction.
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The higher education sector has become increasingly aware of how the increasing diversity in society affects their institutions. The student population has become more diverse and future employers increasingly require trained students who are able to meet the demands of dealing with a more diverse market/clientele. In this regard, education institutions need to align their strategic approach to diversity within their organization. The purpose of this paper is to examine strategical reasons to diversify in different education teams in relation to two different diversity practices: attraction and selection of culturally diverse lecturers and utilization of cultural differences in team interaction.
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