Harvard Case - Ontario Place Revitalization
"Ontario Place Revitalization" Harvard business case study is written by Mary Heisz, Paul Bigus. It deals with the challenges in the field of General Management. The case study is 17 page(s) long and it was first published on : Sep 6, 2012
At Fern Fort University, we recommend a comprehensive revitalization plan for Ontario Place that prioritizes a multi-faceted approach encompassing entertainment, education, and sustainability. This plan will leverage the site's unique location and existing infrastructure while incorporating innovative technologies and engaging experiences to attract a diverse audience.
2. Background
Ontario Place, a waterfront entertainment complex in Toronto, has faced challenges in recent years, struggling to maintain relevance and attract visitors. The case study presents the complex's history, declining attendance, and the need for a revitalization strategy. The key protagonists are the Ontario government, tasked with revitalizing the site, and the various stakeholders with vested interests in its future, including local residents, businesses, and environmental groups.
3. Analysis of the Case Study
Strategic Framework: To analyze the case, we employ a combination of frameworks, including:
- SWOT Analysis:
- Strengths: Unique waterfront location, existing infrastructure, potential for diverse attractions, and strong brand recognition.
- Weaknesses: Declining attendance, outdated facilities, lack of clear identity, and competition from other entertainment venues.
- Opportunities: Growing tourism in Toronto, demand for unique experiences, potential for partnerships, and increasing focus on sustainability.
- Threats: Economic downturn, changing consumer preferences, environmental regulations, and competition from other attractions.
- Porter's Five Forces:
- Threat of New Entrants: High due to the relatively low barriers to entry for entertainment venues.
- Bargaining Power of Buyers: High as visitors have numerous entertainment options.
- Bargaining Power of Suppliers: Moderate, with a mix of specialized and general suppliers.
- Threat of Substitutes: High due to the availability of alternative entertainment experiences.
- Competitive Rivalry: High, with numerous existing and potential competitors.
- Balanced Scorecard:
- Financial: Increase revenue, improve profitability, and achieve a positive return on investment.
- Customer: Enhance visitor experience, attract a diverse audience, and build brand loyalty.
- Internal Processes: Improve operational efficiency, optimize resource allocation, and enhance sustainability practices.
- Learning and Growth: Foster innovation, develop new partnerships, and attract and retain skilled talent.
Key Findings:
- The revitalization plan needs to address the declining attendance and outdated facilities while capitalizing on the site's unique location and potential for diverse attractions.
- A clear and compelling brand identity is crucial to attract and retain visitors.
- Sustainability should be a core element of the revitalization plan, aligning with the growing environmental consciousness of visitors.
- The plan should consider the competitive landscape and offer unique experiences that differentiate Ontario Place from other entertainment venues.
4. Recommendations
Phase 1: Re-imagining Ontario Place (Year 1-2)
- Develop a Master Plan: Create a comprehensive plan that outlines the vision, objectives, and key components of the revitalization project. This plan should be developed through extensive stakeholder engagement and incorporate a diverse range of perspectives.
- Define a Clear Brand Identity: Establish a strong and compelling brand identity that reflects the unique characteristics of Ontario Place and resonates with the target audience. This identity should be communicated through branding, marketing, and visitor experiences.
- Focus on Sustainability: Integrate sustainable practices across all aspects of the revitalization project, including energy efficiency, waste management, and water conservation. This will attract environmentally conscious visitors and contribute to a positive environmental impact.
- Invest in Infrastructure: Upgrade existing facilities and infrastructure to meet modern standards and enhance visitor experience. This includes improving accessibility, safety, and aesthetics.
- Develop a Diverse Range of Attractions: Offer a variety of attractions that cater to different interests and age groups. This could include interactive exhibits, cultural performances, educational programs, and innovative entertainment experiences.
Phase 2: Implementation and Growth (Year 3-5)
- Implement Technology and Analytics: Leverage technology to enhance visitor experience, optimize operations, and collect data for informed decision-making. This includes implementing digital ticketing, interactive maps, and personalized recommendations.
- Foster Partnerships and Collaborations: Partner with local businesses, cultural institutions, and educational organizations to create unique experiences and expand the reach of Ontario Place.
- Develop a Robust Marketing Strategy: Implement a multi-channel marketing strategy to reach the target audience and promote the revitalized Ontario Place. This includes digital marketing, social media engagement, and public relations.
- Focus on Employee Development: Invest in employee training and development to ensure a high level of service and create a positive work environment.
- Monitor and Evaluate Performance: Establish key performance indicators (KPIs) to track progress and measure the success of the revitalization plan. Regularly evaluate performance and make adjustments as needed.
5. Basis of Recommendations
- Core Competencies and Consistency with Mission: The recommendations align with the core competencies of Ontario Place, which include its unique location, existing infrastructure, and potential for diverse attractions. They also support the mission of providing a world-class entertainment experience for visitors.
- External Customers and Internal Clients: The recommendations consider the needs and preferences of external customers, including tourists, families, and individuals seeking unique experiences. They also take into account the needs of internal clients, including employees, partners, and stakeholders.
- Competitors: The recommendations address the competitive landscape by offering unique experiences that differentiate Ontario Place from other entertainment venues.
- Attractiveness: The recommendations are expected to generate a positive return on investment through increased attendance, revenue, and profitability.
- Assumptions: The recommendations are based on the assumption that the Ontario government is committed to investing in the revitalization of Ontario Place and that there is a strong demand for unique and sustainable entertainment experiences.
6. Conclusion
The revitalization of Ontario Place presents a significant opportunity to create a world-class entertainment destination that attracts a diverse audience and contributes to the economic and cultural vibrancy of Toronto. By adopting a comprehensive and strategic approach, the Ontario government can transform the site into a thriving hub of entertainment, education, and sustainability.
7. Discussion
Alternatives Not Selected:
- Selling the Site: This option was not considered due to the significant historical and cultural value of Ontario Place.
- Minimal Investment: This option would not address the site's challenges and would likely lead to further decline.
Risks and Key Assumptions:
- Economic Downturn: A downturn in the economy could impact visitor spending and affect the financial viability of the revitalization plan.
- Changing Consumer Preferences: Consumer preferences are constantly evolving, and the revitalization plan needs to be flexible to adapt to these changes.
- Competition: The entertainment industry is highly competitive, and Ontario Place needs to offer unique experiences to stand out.
8. Next Steps
- Develop a detailed project plan with timelines and milestones.
- Secure funding and resources for the revitalization project.
- Establish a project management team with expertise in entertainment, sustainability, and technology.
- Engage with stakeholders to ensure their input and support for the project.
- Implement the revitalization plan in phases, starting with the most critical elements.
This case study solution provides a comprehensive roadmap for the revitalization of Ontario Place, highlighting the importance of strategic planning, stakeholder engagement, and innovation. By embracing these principles, the Ontario government can create a vibrant and sustainable destination that will attract visitors and contribute to the economic and cultural landscape of Toronto for years to come.
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Case Description
In 2012, the Ontario provincial government announced that after 41 years in operation, the iconic Toronto tourist attraction Ontario Place would be shut down. The immediate closing would save the province and tax payers an estimated $20 million a year and eliminate at least 48 full-time jobs and 600 summer positions in the process. Ontario Place attendance had dropped sharply from an average of three million visitors during the early 1980's, to just over 327,000 in 2010. The Ontario government planned to keep the park closed until 2017 and spend the five years following closure to redevelop the majority of the site. It established an advisory panel empowered with the task of evaluating how to once again make Ontario Place a popular city venue and tourist destination. The advisory panel was expected to submit a full report outlining the best ideas for the Ontario Place revitalization to the provincial government by the end of the summer.
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