Assignment Prompt & Instructions
– ## EmployerSWOTAnalysisWorksheet.docx
– IMG_0437.png
– Hands-OnExcelExercisesPivotandReports.xlsx
**## EmployerSWOTAnalysisWorksheet.docx**
2
**Employer SWOT Analysis Worksheet**
Shaquira Wearing
Winthrop University
PFST 401
Professor
**Pat** **Guilbaud**
09/19/2025
**Employer SWOT Analysis Worksheet**
| | |
| — | — |
| Strengths | Weaknesses |
| What does the organization do well?<br>U.S. Park Southeast has a strong operational reputation for providing fun, safe, and family-oriented entertainment experiences. Its management team excels in organizing large-scale events, coordinating ride operations, and delivering consistent guest services. Staff are trained to support safety and cleanliness standards, which is especially important as the park reopens post-pandemic. The organization also performs well in marketing localized family entertainment through school partnerships, loyalty offers, and seasonal promotions. This agility allows it to adapt offerings to school calendars and holiday schedules to capture peak family attendance.<br> <br>Which products or services are most profitable?<br>The park’s most profitable revenue streams are admissions, food and beverage sales, and merchandise. Seasonal passes and family ticket bundles generate stable upfront cash flow and encourage repeat visits. High-margin food products (snacks, beverages, and branded dining outlets) produce consistent profits, while on-site branded merchandise (toys, apparel, souvenirs) contributes significantly to per-capita spending. Additionally, premium add-ons like express ride passes, VIP seating for shows, and photo packages yield high margins and help offset fixed operating costs.<br>How do customers/clients find the organization?<br>Customers primarily discover U.S. Park Southeast through targeted digital marketing, local advertising, word-of-mouth, and community sponsorships. The organization has built local brand equity from years of operation, making it a known weekend and holiday destination. Social media channels, especially Facebook and Instagram, serve as key awareness platforms for family audiences. Partnerships with local schools, youth organizations, and hospitality businesses also bring in group bookings. In addition, location-based digital ads and geofenced mobile promotions drive conversions from nearby markets. | **Why do clients/customers stop coming or visiting?**<br>Visitors sometimes stop returning after experiencing long wait times, inconsistent service, or overcrowding during peak days. Post-pandemic concerns about sanitation and safety could also discourage repeat visits if not consistently addressed. Families may also scale back due to high total visit costs—ticket prices, food, parking, and souvenirs can be prohibitive for price-sensitive households. A lack of new attractions over time can contribute to “experience fatigue,” especially among local guests who seek novelty.<br>**What are the negative comments or reviews seen?**<br>Past visitor reviews have occasionally highlighted poor food quality compared to price, long queues at popular rides, limited shaded seating, and insufficient digital ticketing convenience. Some guests report slow customer service response to complaints or missing items from online ticket purchases. Negative comments often mention outdated signage and lack of mobile app functionality, which reduces ease of navigation and planning. These reviews suggest operational inconsistencies and digital capability gaps that weaken guest satisfaction.<br>**What are the challenges or difficulties being faced?**<br>Major challenges include rising operational costs (labor, utilities, safety compliance), workforce shortages in seasonal roles, and limited digital marketing capabilities to reach teen segments effectively. The organization also faces a data gap on current consumer preferences post-pandemic, making it harder to tailor promotions accurately. Furthermore, the park operates with high fixed costs and limited off-season revenue, creating cash flow stress during slow months. This financial inflexibility restricts investment in large-scale upgrades or aggressive marketing campaigns. |
| Opportunities | **Threats** |
| What are potential ways to attract new clients?<br>Several strategies can attract new guests. The park can introduce seasonal themed events (Halloween fright nights, summer splash weeks) to draw first-time visitors and encourage word-of-mouth buzz. Offering discounted family bundles, weekday school group packages, and loyalty rewards will help reduce cost barriers and increase frequency of visits. Expanding digital advertising, influencer collaborations, and referral programs will also broaden reach—especially among teens on TikTok and Instagram. In addition, building a dedicated mobile app with gamified rewards and in-park navigation can increase engagement and convenience for new customers.<br>What are the competing businesses in the region?<br>Regional competitors include other amusement and water parks, indoor trampoline centers, bowling alleys, arcades, and movie theaters. These alternatives compete for the same discretionary family entertainment budgets. Local community centers and free public recreation events also serve as indirect competitors by offering low-cost entertainment options. In the digital space, streaming platforms and at-home gaming pull teen audiences away from physical attractions. Because these competitors are often lower cost and less logistically complex to visit, the park must differentiate with immersive, high-quality, safe, and social experiences.<br>How can the organization be more innovative?<br>The park can innovate by adding interactive technology such as AR ride experiences, mobile food ordering, and cashless wristband payments to streamline operations. Launching exclusive behind-the-scenes tours, collectible digital souvenirs (NFT-style), and social media content creation zones would appeal to teens. Implementing sustainable practices—like solar-powered lighting, waste reduction stations, and visible green messaging—can attract environmentally conscious families and earn positive PR. Data analytics on visitor movement and spending can personalize offers and drive higher per-capita revenue. These innovations can reposition the park as a modern, tech-enabled, and socially responsible destination. | **What is declining (e.g., demand, staff, quality)?**<br>Post-pandemic, there is still uncertainty about consistent demand levels for crowded venues. Attendance may fluctuate based on news cycles, public health guidance, and household economic stress. Seasonal staff availability is declining as workers look for more stable employment options, which can lead to understaffing and service quality issues. Equipment aging without prompt upgrades could also reduce ride reliability and safety feeling, damaging brand reputation.<br>**What are the competing products or services?**<br>Nearby amusement parks, indoor adventure parks, water parks, and national chain entertainment centers compete directly. They may offer newer rides, aggressive promotions, or loyalty programs that attract local families. In-home entertainment—streaming services, VR games, and esports—also compete indirectly by offering low-cost, convenient alternatives, especially appealing to teenagers. Travel destinations like beaches or national parks can divert family vacation budgets during peak summer months.<br>**Do clients have difficulty reaching or connecting?**<br>Clients sometimes face difficulty with limited public transport access, congested parking areas, and lack of digital support. Poor mobile reception in some areas of the park hampers app usage and online ticket validation. Customer support channels are limited, with slow response times for phone or email inquiries. This creates friction in the pre-visit and on-site experience. Additionally, the absence of a dedicated park mobile app reduces real-time communication opportunities (push alerts for events, queue times, or weather updates). |
**Summary & Strategic Action Plan**
**Synthesis of SWOT Insights:**
The SWOT analysis shows that U.S. Park Southeast's strengths include its local reputation, stable ticket and concession revenue, and safety-focused operating culture. Despite these benefits, the park has underdeveloped digital capabilities, occasional service discrepancies, and expensive operational costs that hinder growth. Externally, themed events, digital advances, and community partnerships offer potential opportunities. While battling regional rivalry, economic volatility, and personnel constraints, these opportunities must be cautiously pursued.
**Strategic Recommendations:**
To address these findings, the park should set up a mobile app with ticketing, park maps, queue time updates, and loyalty benefits to improve its digital infrastructure. Mobile ordering and contactless payment technologies would improve visitor experiences, while data analytics dashboards would help the marketing team personalize offers and measure ROI.
Strengthening labor capability is essential. Referral bonuses, training stipends, and clear communication about long-term career options help revive recruitment efforts, while cross-training personnel improves operational flexibility and reduces labor shortage disruptions (Murfat et al., 2025).
Expand marketing to enhance reach and engagement. Influencer collaborations and user-generated content campaigns will boost brand relevance with teens, while school alliances, group discounts, and community fundraisers can attract local families (Xu, 2023). Geofenced advertising to two-hour driving radius households would boost regional visibility.
On-site guest experience must also be improved. Shaded seats, family rest zones, and improved visual messaging would make the park more inviting, while timed-entry reservations would reduce wait times and enhance crowd flow.
All reopening initiatives must prioritize financial stability and safety. Major investments should be staged to conserve cash and keep contingency reserves for lower attendance, while visible, strict safety procedures are enforced to support public trust and justify premium pricing.
**Ethical Decision Framework:**
These acts should follow the Human Relations “Making Ethical Decisions” approach. Data usage, price, and safety policies must be transparent to guests and workers (Yallop et al., 2021). For inclusion, pricing should be fair and include low-income tiers. Honoring worker safety, fair compensation, and diverse, inclusive marketing techniques shows responsibility. Finally, corporate social responsibility should be prioritized through local hiring, environmental sustainability, and community-benefitting relationships.
**References**
Murfat, Moh. Z., Mohamad, M., & Nasir, M. (2025). Effectiveness of Recruitment Policies in Attracting and Retaining Qualified Talent in the Company.
_Advances in Human Resource Management Research_,
_3_(1), 60–72. https://doi.org/10.60079/ahrmr.v3i1.421
Xu, X. (2023). Influencer Marketing with Social Platforms: Increasing Brand Awareness and User Engagement.
_Journal of Education, Humanities and Social Sciences_,
_19_(19), 228–234. https://doi.org/10.54097/ehss.v19i.11039
Yallop, A. C., Gică, O. A., Moisescu, O. I., Coroș, M. M., & Séraphin, H. (2021). The digital traveller: implications for data ethics and data governance in tourism and hospitality.
_Journal of Consumer Marketing_,
_40_(2). https://doi.org/10.1108/jcm-12-2020-4278
**IMG_0437.png**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-0437-png-10412463)
**Hands-OnExcelExercisesPivotandReports.xlsx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/hands-onexcelexercisespivotandreports-xlsx-10412461)
**Hands-OnExcelExercisesPivotandReports.xlsx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/hands-onexcelexercisespivotandreports-xlsx-10412461)
**## EmployerSWOTAnalysisWorksheet.docx**
2
**Employer SWOT Analysis Worksheet**
Shaquira Wearing
Winthrop University
PFST 401
Professor
**Pat** **Guilbaud**
09/19/2025
**Employer SWOT Analysis Worksheet**
| | |
| — | — |
| Strengths | Weaknesses |
| What does the organization do well?<br>U.S. Park Southeast has a strong operational reputation for providing fun, safe, and family-oriented entertainment experiences. Its management team excels in organizing large-scale events, coordinating ride operations, and delivering consistent guest services. Staff are trained to support safety and cleanliness standards, which is especially important as the park reopens post-pandemic. The organization also performs well in marketing localized family entertainment through school partnerships, loyalty offers, and seasonal promotions. This agility allows it to adapt offerings to school calendars and holiday schedules to capture peak family attendance.<br> <br>Which products or services are most profitable?<br>The park’s most profitable revenue streams are admissions, food and beverage sales, and merchandise. Seasonal passes and family ticket bundles generate stable upfront cash flow and encourage repeat visits. High-margin food products (snacks, beverages, and branded dining outlets) produce consistent profits, while on-site branded merchandise (toys, apparel, souvenirs) contributes significantly to per-capita spending. Additionally, premium add-ons like express ride passes, VIP seating for shows, and photo packages yield high margins and help offset fixed operating costs.<br>How do customers/clients find the organization?<br>Customers primarily discover U.S. Park Southeast through targeted digital marketing, local advertising, word-of-mouth, and community sponsorships. The organization has built local brand equity from years of operation, making it a known weekend and holiday destination. Social media channels, especially Facebook and Instagram, serve as key awareness platforms for family audiences. Partnerships with local schools, youth organizations, and hospitality businesses also bring in group bookings. In addition, location-based digital ads and geofenced mobile promotions drive conversions from nearby markets. | **Why do clients/customers stop coming or visiting?**<br>Visitors sometimes stop returning after experiencing long wait times, inconsistent service, or overcrowding during peak days. Post-pandemic concerns about sanitation and safety could also discourage repeat visits if not consistently addressed. Families may also scale back due to high total visit costs—ticket prices, food, parking, and souvenirs can be prohibitive for price-sensitive households. A lack of new attractions over time can contribute to “experience fatigue,” especially among local guests who seek novelty.<br>**What are the negative comments or reviews seen?**<br>Past visitor reviews have occasionally highlighted poor food quality compared to price, long queues at popular rides, limited shaded seating, and insufficient digital ticketing convenience. Some guests report slow customer service response to complaints or missing items from online ticket purchases. Negative comments often mention outdated signage and lack of mobile app functionality, which reduces ease of navigation and planning. These reviews suggest operational inconsistencies and digital capability gaps that weaken guest satisfaction.<br>**What are the challenges or difficulties being faced?**<br>Major challenges include rising operational costs (labor, utilities, safety compliance), workforce shortages in seasonal roles, and limited digital marketing capabilities to reach teen segments effectively. The organization also faces a data gap on current consumer preferences post-pandemic, making it harder to tailor promotions accurately. Furthermore, the park operates with high fixed costs and limited off-season revenue, creating cash flow stress during slow months. This financial inflexibility restricts investment in large-scale upgrades or aggressive marketing campaigns. |
| Opportunities | **Threats** |
| What are potential ways to attract new clients?<br>Several strategies can attract new guests. The park can introduce seasonal themed events (Halloween fright nights, summer splash weeks) to draw first-time visitors and encourage word-of-mouth buzz. Offering discounted family bundles, weekday school group packages, and loyalty rewards will help reduce cost barriers and increase frequency of visits. Expanding digital advertising, influencer collaborations, and referral programs will also broaden reach—especially among teens on TikTok and Instagram. In addition, building a dedicated mobile app with gamified rewards and in-park navigation can increase engagement and convenience for new customers.<br>What are the competing businesses in the region?<br>Regional competitors include other amusement and water parks, indoor trampoline centers, bowling alleys, arcades, and movie theaters. These alternatives compete for the same discretionary family entertainment budgets. Local community centers and free public recreation events also serve as indirect competitors by offering low-cost entertainment options. In the digital space, streaming platforms and at-home gaming pull teen audiences away from physical attractions. Because these competitors are often lower cost and less logistically complex to visit, the park must differentiate with immersive, high-quality, safe, and social experiences.<br>How can the organization be more innovative?<br>The park can innovate by adding interactive technology such as AR ride experiences, mobile food ordering, and cashless wristband payments to streamline operations. Launching exclusive behind-the-scenes tours, collectible digital souvenirs (NFT-style), and social media content creation zones would appeal to teens. Implementing sustainable practices—like solar-powered lighting, waste reduction stations, and visible green messaging—can attract environmentally conscious families and earn positive PR. Data analytics on visitor movement and spending can personalize offers and drive higher per-capita revenue. These innovations can reposition the park as a modern, tech-enabled, and socially responsible destination. | **What is declining (e.g., demand, staff, quality)?**<br>Post-pandemic, there is still uncertainty about consistent demand levels for crowded venues. Attendance may fluctuate based on news cycles, public health guidance, and household economic stress. Seasonal staff availability is declining as workers look for more stable employment options, which can lead to understaffing and service quality issues. Equipment aging without prompt upgrades could also reduce ride reliability and safety feeling, damaging brand reputation.<br>**What are the competing products or services?**<br>Nearby amusement parks, indoor adventure parks, water parks, and national chain entertainment centers compete directly. They may offer newer rides, aggressive promotions, or loyalty programs that attract local families. In-home entertainment—streaming services, VR games, and esports—also compete indirectly by offering low-cost, convenient alternatives, especially appealing to teenagers. Travel destinations like beaches or national parks can divert family vacation budgets during peak summer months.<br>**Do clients have difficulty reaching or connecting?**<br>Clients sometimes face difficulty with limited public transport access, congested parking areas, and lack of digital support. Poor mobile reception in some areas of the park hampers app usage and online ticket validation. Customer support channels are limited, with slow response times for phone or email inquiries. This creates friction in the pre-visit and on-site experience. Additionally, the absence of a dedicated park mobile app reduces real-time communication opportunities (push alerts for events, queue times, or weather updates). |
**Summary & Strategic Action Plan**
**Synthesis of SWOT Insights:**
The SWOT analysis shows that U.S. Park Southeast's strengths include its local reputation, stable ticket and concession revenue, and safety-focused operating culture. Despite these benefits, the park has underdeveloped digital capabilities, occasional service discrepancies, and expensive operational costs that hinder growth. Externally, themed events, digital advances, and community partnerships offer potential opportunities. While battling regional rivalry, economic volatility, and personnel constraints, these opportunities must be cautiously pursued.
**Strategic Recommendations:**
To address these findings, the park should set up a mobile app with ticketing, park maps, queue time updates, and loyalty benefits to improve its digital infrastructure. Mobile ordering and contactless payment technologies would improve visitor experiences, while data analytics dashboards would help the marketing team personalize offers and measure ROI.
Strengthening labor capability is essential. Referral bonuses, training stipends, and clear communication about long-term career options help revive recruitment efforts, while cross-training personnel improves operational flexibility and reduces labor shortage disruptions (Murfat et al., 2025).
Expand marketing to enhance reach and engagement. Influencer collaborations and user-generated content campaigns will boost brand relevance with teens, while school alliances, group discounts, and community fundraisers can attract local families (Xu, 2023). Geofenced advertising to two-hour driving radius households would boost regional visibility.
On-site guest experience must also be improved. Shaded seats, family rest zones, and improved visual messaging would make the park more inviting, while timed-entry reservations would reduce wait times and enhance crowd flow.
All reopening initiatives must prioritize financial stability and safety. Major investments should be staged to conserve cash and keep contingency reserves for lower attendance, while visible, strict safety procedures are enforced to support public trust and justify premium pricing.
**Ethical Decision Framework:**
These acts should follow the Human Relations “Making Ethical Decisions” approach. Data usage, price, and safety policies must be transparent to guests and workers (Yallop et al., 2021). For inclusion, pricing should be fair and include low-income tiers. Honoring worker safety, fair compensation, and diverse, inclusive marketing techniques shows responsibility. Finally, corporate social responsibility should be prioritized through local hiring, environmental sustainability, and community-benefitting relationships.
**References**
Murfat, Moh. Z., Mohamad, M., & Nasir, M. (2025). Effectiveness of Recruitment Policies in Attracting and Retaining Qualified Talent in the Company.
_Advances in Human Resource Management Research_,
_3_(1), 60–72. https://doi.org/10.60079/ahrmr.v3i1.421
Xu, X. (2023). Influencer Marketing with Social Platforms: Increasing Brand Awareness and User Engagement.
_Journal of Education, Humanities and Social Sciences_,
_19_(19), 228–234. https://doi.org/10.54097/ehss.v19i.11039
Yallop, A. C., Gică, O. A., Moisescu, O. I., Coroș, M. M., & Séraphin, H. (2021). The digital traveller: implications for data ethics and data governance in tourism and hospitality.
_Journal of Consumer Marketing_,
_40_(2). https://doi.org/10.1108/jcm-12-2020-4278
**IMG_0437.png**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-0437-png-10412463)
**Hands-OnExcelExercisesPivotandReports.xlsx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/hands-onexcelexercisespivotandreports-xlsx-10412461)
**## EmployerSWOTAnalysisWorksheet.docx**
2
**Employer SWOT Analysis Worksheet**
Shaquira Wearing
Winthrop University
PFST 401
Professor
**Pat** **Guilbaud**
09/19/2025
**Employer SWOT Analysis Worksheet**
| | |
| — | — |
| Strengths | Weaknesses |
| What does the organization do well?<br>U.S. Park Southeast has a strong operational reputation for providing fun, safe, and family-oriented entertainment experiences. Its management team excels in organizing large-scale events, coordinating ride operations, and delivering consistent guest services. Staff are trained to support safety and cleanliness standards, which is especially important as the park reopens post-pandemic. The organization also performs well in marketing localized family entertainment through school partnerships, loyalty offers, and seasonal promotions. This agility allows it to adapt offerings to school calendars and holiday schedules to capture peak family attendance.<br> <br>Which products or services are most profitable?<br>The park’s most profitable revenue streams are admissions, food and beverage sales, and merchandise. Seasonal passes and family ticket bundles generate stable upfront cash flow and encourage repeat visits. High-margin food products (snacks, beverages, and branded dining outlets) produce consistent profits, while on-site branded merchandise (toys, apparel, souvenirs) contributes significantly to per-capita spending. Additionally, premium add-ons like express ride passes, VIP seating for shows, and photo packages yield high margins and help offset fixed operating costs.<br>How do customers/clients find the organization?<br>Customers primarily discover U.S. Park Southeast through targeted digital marketing, local advertising, word-of-mouth, and community sponsorships. The organization has built local brand equity from years of operation, making it a known weekend and holiday destination. Social media channels, especially Facebook and Instagram, serve as key awareness platforms for family audiences. Partnerships with local schools, youth organizations, and hospitality businesses also bring in group bookings. In addition, location-based digital ads and geofenced mobile promotions drive conversions from nearby markets. | **Why do clients/customers stop coming or visiting?**<br>Visitors sometimes stop returning after experiencing long wait times, inconsistent service, or overcrowding during peak days. Post-pandemic concerns about sanitation and safety could also discourage repeat visits if not consistently addressed. Families may also scale back due to high total visit costs—ticket prices, food, parking, and souvenirs can be prohibitive for price-sensitive households. A lack of new attractions over time can contribute to “experience fatigue,” especially among local guests who seek novelty.<br>**What are the negative comments or reviews seen?**<br>Past visitor reviews have occasionally highlighted poor food quality compared to price, long queues at popular rides, limited shaded seating, and insufficient digital ticketing convenience. Some guests report slow customer service response to complaints or missing items from online ticket purchases. Negative comments often mention outdated signage and lack of mobile app functionality, which reduces ease of navigation and planning. These reviews suggest operational inconsistencies and digital capability gaps that weaken guest satisfaction.<br>**What are the challenges or difficulties being faced?**<br>Major challenges include rising operational costs (labor, utilities, safety compliance), workforce shortages in seasonal roles, and limited digital marketing capabilities to reach teen segments effectively. The organization also faces a data gap on current consumer preferences post-pandemic, making it harder to tailor promotions accurately. Furthermore, the park operates with high fixed costs and limited off-season revenue, creating cash flow stress during slow months. This financial inflexibility restricts investment in large-scale upgrades or aggressive marketing campaigns. |
| Opportunities | **Threats** |
| What are potential ways to attract new clients?<br>Several strategies can attract new guests. The park can introduce seasonal themed events (Halloween fright nights, summer splash weeks) to draw first-time visitors and encourage word-of-mouth buzz. Offering discounted family bundles, weekday school group packages, and loyalty rewards will help reduce cost barriers and increase frequency of visits. Expanding digital advertising, influencer collaborations, and referral programs will also broaden reach—especially among teens on TikTok and Instagram. In addition, building a dedicated mobile app with gamified rewards and in-park navigation can increase engagement and convenience for new customers.<br>What are the competing businesses in the region?<br>Regional competitors include other amusement and water parks, indoor trampoline centers, bowling alleys, arcades, and movie theaters. These alternatives compete for the same discretionary family entertainment budgets. Local community centers and free public recreation events also serve as indirect competitors by offering low-cost entertainment options. In the digital space, streaming platforms and at-home gaming pull teen audiences away from physical attractions. Because these competitors are often lower cost and less logistically complex to visit, the park must differentiate with immersive, high-quality, safe, and social experiences.<br>How can the organization be more innovative?<br>The park can innovate by adding interactive technology such as AR ride experiences, mobile food ordering, and cashless wristband payments to streamline operations. Launching exclusive behind-the-scenes tours, collectible digital souvenirs (NFT-style), and social media content creation zones would appeal to teens. Implementing sustainable practices—like solar-powered lighting, waste reduction stations, and visible green messaging—can attract environmentally conscious families and earn positive PR. Data analytics on visitor movement and spending can personalize offers and drive higher per-capita revenue. These innovations can reposition the park as a modern, tech-enabled, and socially responsible destination. | **What is declining (e.g., demand, staff, quality)?**<br>Post-pandemic, there is still uncertainty about consistent demand levels for crowded venues. Attendance may fluctuate based on news cycles, public health guidance, and household economic stress. Seasonal staff availability is declining as workers look for more stable employment options, which can lead to understaffing and service quality issues. Equipment aging without prompt upgrades could also reduce ride reliability and safety feeling, damaging brand reputation.<br>**What are the competing products or services?**<br>Nearby amusement parks, indoor adventure parks, water parks, and national chain entertainment centers compete directly. They may offer newer rides, aggressive promotions, or loyalty programs that attract local families. In-home entertainment—streaming services, VR games, and esports—also compete indirectly by offering low-cost, convenient alternatives, especially appealing to teenagers. Travel destinations like beaches or national parks can divert family vacation budgets during peak summer months.<br>**Do clients have difficulty reaching or connecting?**<br>Clients sometimes face difficulty with limited public transport access, congested parking areas, and lack of digital support. Poor mobile reception in some areas of the park hampers app usage and online ticket validation. Customer support channels are limited, with slow response times for phone or email inquiries. This creates friction in the pre-visit and on-site experience. Additionally, the absence of a dedicated park mobile app reduces real-time communication opportunities (push alerts for events, queue times, or weather updates). |
**Summary & Strategic Action Plan**
**Synthesis of SWOT Insights:**
The SWOT analysis shows that U.S. Park Southeast's strengths include its local reputation, stable ticket and concession revenue, and safety-focused operating culture. Despite these benefits, the park has underdeveloped digital capabilities, occasional service discrepancies, and expensive operational costs that hinder growth. Externally, themed events, digital advances, and community partnerships offer potential opportunities. While battling regional rivalry, economic volatility, and personnel constraints, these opportunities must be cautiously pursued.
**Strategic Recommendations:**
To address these findings, the park should set up a mobile app with ticketing, park maps, queue time updates, and loyalty benefits to improve its digital infrastructure. Mobile ordering and contactless payment technologies would improve visitor experiences, while data analytics dashboards would help the marketing team personalize offers and measure ROI.
Strengthening labor capability is essential. Referral bonuses, training stipends, and clear communication about long-term career options help revive recruitment efforts, while cross-training personnel improves operational flexibility and reduces labor shortage disruptions (Murfat et al., 2025).
Expand marketing to enhance reach and engagement. Influencer collaborations and user-generated content campaigns will boost brand relevance with teens, while school alliances, group discounts, and community fundraisers can attract local families (Xu, 2023). Geofenced advertising to two-hour driving radius households would boost regional visibility.
On-site guest experience must also be improved. Shaded seats, family rest zones, and improved visual messaging would make the park more inviting, while timed-entry reservations would reduce wait times and enhance crowd flow.
All reopening initiatives must prioritize financial stability and safety. Major investments should be staged to conserve cash and keep contingency reserves for lower attendance, while visible, strict safety procedures are enforced to support public trust and justify premium pricing.
**Ethical Decision Framework:**
These acts should follow the Human Relations “Making Ethical Decisions” approach. Data usage, price, and safety policies must be transparent to guests and workers (Yallop et al., 2021). For inclusion, pricing should be fair and include low-income tiers. Honoring worker safety, fair compensation, and diverse, inclusive marketing techniques shows responsibility. Finally, corporate social responsibility should be prioritized through local hiring, environmental sustainability, and community-benefitting relationships.
**References**
Murfat, Moh. Z., Mohamad, M., & Nasir, M. (2025). Effectiveness of Recruitment Policies in Attracting and Retaining Qualified Talent in the Company.
_Advances in Human Resource Management Research_,
_3_(1), 60–72. https://doi.org/10.60079/ahrmr.v3i1.421
Xu, X. (2023). Influencer Marketing with Social Platforms: Increasing Brand Awareness and User Engagement.
_Journal of Education, Humanities and Social Sciences_,
_19_(19), 228–234. https://doi.org/10.54097/ehss.v19i.11039
Yallop, A. C., Gică, O. A., Moisescu, O. I., Coroș, M. M., & Séraphin, H. (2021). The digital traveller: implications for data ethics and data governance in tourism and hospitality.
_Journal of Consumer Marketing_,
_40_(2). https://doi.org/10.1108/jcm-12-2020-4278
**IMG_0437.png**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-0437-png-10412463)
**Hands-OnExcelExercisesPivotandReports.xlsx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/hands-onexcelexercisespivotandreports-xlsx-10412461)
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