Six Flags Entertainment Corporation · NYSE:FUN
Six Flags Entertainment — Cedar Fair — Investor Day (June 2013)
139 slides from Six Flags Entertainment's investor day presentation, Jun 27, 2013
Slide 1: The Decisions We Make
June 27, 2013 The Decisions We Make Exhibit 99.1
Slide 2: Forward Looking Statements
2 Forward Looking Statements Some slides and comments included here, particularly related to estimates, comments on expectations about future performance or business conditions, may contain “forward looking statements” within the meaning of the federal securities laws which involve risks and uncerta
Slide 3: Experienced Management Team
3 Experienced Management Team Management team with proven experience both with Cedar Fair and in the leisure and hospitality industry Name Position Years with Cedar Fair Years In Industry Matt A. Ouimet (55) President and Chief Executive Officer Richard A. Zimmerman (52) Chief Operating Officer Bria
Slide 4: The Decisions We Make
4 The Decisions We Make Decisions at all levels of the organization are focused on maximizing growth and unitholder value • Solidify and protect our core business Cedar Point voted “Best Amusement Park in the World” for 15 consecutive years • Extract additional value from our strong attendance base
Slide 5: Our Approach
5 Our Approach Entertainment of Choice Employer of Choice Investment of Choice People Have Choices… • Deliver the “best-day-of-the-summer” experience for our guests • Respect, value and appreciate our employees • Drive attractive total return
Slide 6: Cedar Fair
Cedar fair i. Entertainment Company.
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Slide 9: Cedar Fair's Fundamentals are Strong
6 Cedar Fair’s Fundamentals are Strong Excellent Regional Brands • Best-in-Class parks within the regions we operate • High Net Promoter Scores (NPS) • Loyal, high-repeat customer base Experienced Management Teams • Deep bench of talent • Diverse backgrounds of experience • Long history of deliverin
Slide 10: Deliver strong, consistent returns
7 Deliver strong, consistent returns (a) Includes attendance for amusement parks and separately-gated outdoor water parks (b) Acquisition of Michigan’s Adventure and Knott’s Soak City – Palm Springs in2001 (c) Acquisition of Geauga Lake in 2004 (d) Acquisition of Kings Island, Canada’s Wonderland, K
Slide 11: Continuous Expense Discipline
8 Continuous Expense Discipline Focus on maintaining and modest expansion of industry- leading Adjusted EBITDA margins (a) (a) Source: SEC filings for 2008 – 2012 (b) Information not available for SeaWorld
Slide 12: 2013 YTD Attendance and Revenue Trends
9 2013 YTD Attendance and Revenue Trends We remain on track to meet our 2013 Net Revenue and Adjusted EBITDA guidance • Through June 23, total revenue increased 5% Average in-park guest per capita spending up 4% Attendance up 1% Out-of-park revenues up 5% • 2013 capital projects on plan and on budge
Slide 13: 2013 YTD Attendance and Revenue Trends
10 2013 YTD Attendance and Revenue Trends We remain on track to meet our 2013 Net Revenue and Adjusted EBITDA guidance • 2013 guidance Net revenues between $1.090 billion and $1.115 billion Adjusted EBITDA in the range of $400 million to $410 million
Slide 14: Strategic Growth Opportunities
11 $317 $359 $375 $391 $400-$410 $450+ 2009 2010 2011 2012 2013 2016 ~4% CAGR Strategic Growth Opportunities Adjusted EBITDA (a) Growth • Enhanced guest experience • Improved consumer messaging • Dynamic pricing and advance purchase commitments • Premium product offerings • Strategic alliance fees a
Slide 15: Excess Cash Flow Decisions
Distribution Increase Unit Buyback Investment in Organic Growth 12 Debt Repayment Excess Cash Flow Decisions Sustainability and growth of the distribution is forefront in the decision-making process 2013 Distribution of $2.50 per unit represents a yield of 6.4% (a) Future distribution growth in line
Slide 16: Financial Overview
FINANCIAL OVERVIEW Brian Witherow Executive Vice President and Chief Financial Officer
Slide 17: Financial Overview
14 Financial Overview Our business model provides substantial operating and financial flexibility allowing us to maximize unitholder value • Long history of delivering strong results Recession resilient business model • On track to achieve short & long-term financial targets • Solid capital structur
Slide 18: Stable & diversified cash flows has allowed us to perform well
Stable & diversified cash flows has allowed us to perform well $450 $400 $350 3 $260 $200 (in milions) $150 $100 $60 $0 during times of recessions Early 2000's 7 Recession Early 1990's (6.1%) Recession —-— EEE ES Se I EESES 8 PS Ms Adj. EBITDA .Cedarsair i. Entertainment ebinbany.
Slide 19: Diversified Cash Flow
16 Diversified Cash Flow Diversified revenue and Adjusted EBITDA stream across the Company portfolio
Slide 20: Early Season Attendance and Revenue Trends
17 Early Season Attendance and Revenue Trends As we head into our core operating season, we feel very good about our plans, progress and potential. • Revenues up 5%, or $18 million through June 23, 2013 Strong early season performance by KBF, CP and CGA in both attendance and in-park spend • Season
Slide 21: Strategic Growth Opportunities
18 $317 $359 $375 $391 $400-$410 $450+ 2009 2010 2011 2012 2013 2016 ~4% CAGR Strategic Growth Opportunities Adjusted EBITDA (a) Growth • Enhanced guest experience • Improved consumer messaging • Dynamic pricing and advance purchase commitments • Premium product offerings • Strategic alliance fees a
Slide 22: Advance Purchase Commitment (APC) Opportunities
19 Advance Purchase Commitment (APC) Opportunities • E-commerce sales have increased more than 50% since the new platform was introduced in February 2012 Response to installment payment program remains strong, resulting in incremental sales Year-to-date, season pass sales up in units in price on the
Slide 23: Advance Purchase Commitment (APC) Opportunities
20 Advance Purchase Commitment (APC) Opportunities • Data capture supports new customer relationship management platform • To-date, approximately 1/3 of Fast Lane tickets sold online • Provides hedge against time poverty and other entertainment offerings APCs provide protection against visitation di
Slide 24: Dynamic Pricing Opportunities
21 We offer all consumers the right price (and no less), focused on true incremental behavior • Fast Lane and other Premium Benefit Offerings • Resort Hotels • Advanced implementation of POS systems allows for more consistent, real-time data • Development of an in-house Revenue Management department
Slide 25: Capital Expenditures
22 Capital Expenditures • Marketable capital investments average 9% of net revenues Invest an additional 9% for labor and material for annual maintenance expense through P&L ~18% of revenue spent on physical plant • Incremental capital investments of ~$20 million in deferred infrastructure Advance i
Slide 26: Expense Productivity
23 Expense Productivity We apply disciplined metrics to the prioritization of capital and management of expenses • High fixed cost structure provides leverage for incremental visits and in-park spending Labor is largest cost - ~55% of operating expenses Large seasonal workforce with minimal impact f
Slide 27: Solid Balance Sheet
24 Solid Balance Sheet Our focus on de-leveraging has provided us with the financial flexibility to capitalize on future opportunities • Reliance on revolving credit facility has been significantly reduced over past 5 years • 2012 Consolidated Leverage Ratio was 3.9x Based on 2013 guidance expected
Slide 28: Debt Profile
25 Debt Profile • Total variable-rate term debt has been converted to a fixed- rate through the use of interest rate swap agreements • No maturities until our revolving credit facility matures in 2018 Revolver capacity = $255 million • Cost of debt is expected to be ~6.3% in 2013 • Call premium on t
Slide 29: Why an MLP?
26 Why an MLP? • Strong cash flows that exceed the needs for organic growth and expansion • Structure is flexible to allow Cedar Fair to operate and manage its business and financial position without significant restrictions No restriction on partnership from both “owning” and “operating” its assets
Slide 30: Cedar Fair
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Slide 31: Operational Overview
OPERATIONAL OVERVIEW Richard Zimmerman Chief Operating Officer
Slide 32: Operational Overview
29 Operational Overview Our core operations are strong with opportunities to grow. • High quality, well maintained parks • Loyal high-repeat customer base • Seasoned, dedicated management • Resort lodging compliments our core properties • FUNforward growth opportunities Enhanced guest experience Pre
Slide 33: High Quality, Well Maintained Parks
30 High Quality, Well Maintained Parks Our core operations are strong with opportunities to grow
Slide 34: Loyal, High-Repeat Customer Base
31 Loyal, High-Repeat Customer Base Ingrained tradition has led to a loyal, high-repeat customer base • 9 out of 10 guests are repeat visitors • ~40% of attendance from season passholders Expected to grow in 2013 • Strong Net Promoter Scores • Majority of guests come from within a 150 mile radius CP
Slide 35: Seasoned, Dedicated Management
32 Seasoned, Dedicated Management New employee initiatives introduced to ensure deep bench of talent is maintained for the future Name Park Years with Cedar Fair Years In Industry H. John Hildebrandt (64) Cedar Point Raffi Kaprelyan (51) Knott’s Berry Farm Norm Pirtovshek (59) Canada’s Wonderland Gr
Slide 36: Cornerstones
33 Cornerstones Cedar Fair is dedicated to providing our guests with world-class thrills, fun and family entertainment, guided by the principles of safety, service, courtesy, cleanliness and integrity.
Slide 37: Our Properties: Cedar Point
34 Our Properties Cedar Point: Sandusky, Ohio • Voted “Best Amusement Park in the World” for 15 straight years (a) Only amusement park to ever hold this title Home to Millennium Force, the “#1 Steel Coaster in the World” Highest attended seasonal amusement park – more than 3 million guests annually
Slide 38: Our Properties: Cedar Point
35 Our Properties Cedar Point: Sandusky, Ohio • America’s only super-regional amusement park Resort lodging compliments seasonal operations Draws guests from all 50 states • Highest margins and in-park guest per capita spend in our portfolio • Highest guest length-of-stay
Slide 39: Our Properties: Cedar Point
36 Our Properties Cedar Point: Sandusky, Ohio Growth opportunities: Attract unique visitors from outer markets Growth in season pass sales Advance Purchase Commitments Additional premium product offerings Increased capture rates on food • In-park spend • Attendance
Slide 40: Our Properties: Cedar Point
Our Properties Cedar Point: Sandusky, Ohio Growth opportunities: “Place-making” – 144 year old park has areas that could be “refreshed” - Additional focus on rides and attractions the entire family will enjoy Under-utilized assets (i.e. beach, waterfront property) Resort hotels – good, better, best
Slide 41: Our Properties: Knott's Berry Farm
38 Our Properties Knott’s Berry Farm: Buena Park, California • Year-round park with renowned seasonal events “Haunt” consistently voted one of the “Best Halloween Events in the World” (a) • Deep in heritage and tradition Fondly known as “The Farm” Fits the competitive landscape as the “park of the l
Slide 42: Our Properties: Knott's Berry Farm
Our Properties Knott’s Berry Farm: Buena Park, California Growth opportunities: Growth in season pass sales Advance purchase commitments (i.e. Haunt) • “Place making” • Premium product offerings • Dynamic pricing around special events • Value proposition within the region it operates
Slide 43: Our Properties: Canada's Wonderland
40 Our Properties Canada’s Wonderland: Toronto, Ontario • Canada’s “National Amusement Park” • Largest collection of roller coasters and attractions in Canada • Large season passholder base More than 50% of their annual attendance • Balanced mix of thrill, family and water attractions
Slide 44: Our Properties: Canada's Wonderland
Our Properties Canada’s Wonderland: Toronto, Ontario Growth opportunities: • Special events • Expansion of mass transit system • Extending the length of stay • Premium product offerings
Slide 45: Our Properties: Kings Island
42 Our Properties Kings Island: Cincinnati, Ohio • Voted “Best Kids’ Area in the World” for 12 years in a row (a) • Deep in heritage and tradition • Large season passholder base More than 50% of their annual attendance • Employees with multi-park experience allows for successful testing of new produ
Slide 46: Our Properties: Kings Island
43 Our Properties Kings Island: Cincinnati, Ohio Growth opportunities exist: • Strong value proposition for park size and regional market location • Premium product offerings • Introduction of additional “thrill” attractions
Slide 47: Resort Properties Complement Seasonal Business
44 Resort Properties Complement Seasonal Business Staying onsite allows guests to enjoy our parks at their own pace, creating more memories with their family and friends • We own and operate: 5 Hotels - ~1,700 rooms 5 Campgrounds, including deluxe RV sites and cabins 2 Marinas • Resorts and upscale
Slide 48: Resort Properties Complement Seasonal Business
45 Resort Properties Complement Seasonal Business • Opportunities exist to expand these offerings at many of our regional park locations Cabins and upscale campgrounds are an attractive, low cost investment Significant undeveloped land adjacent to majority of our parks Staying onsite allows guests t
Slide 49: Enhanced Guest Experience
46 Enhanced Guest Experience We deliver compelling value for the price paid, at every park, every day • Balance of thrill and family-friendly offerings sustain valuable family:teen audience mix • Broader entertainment offerings; improved “Streetmosphere” • Changing the way we think about in-park rev
Slide 50: Enhanced Guest Experience
47 Enhanced Guest Experience We deliver compelling value for the price paid, at every park, every day • Quality enhancements in food to drive greater capture and support pricing premiums Introduction of Corporate Foods Department to ensure best practices utilized across all properties Re-engineered
Slide 51: Premium Product Offerings
48 Premium Product Offerings We will continue to expand our premium offerings to benefit-oriented consumers • Fast Lane Sales up when compared with this time last year 2012 was the first year of implementation across all properties Most popular at parks with large number of thrill rides Expanded cap
Slide 52: sCedarsairk
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Slide 53: Building Fun
BUILDING FUN Rob Decker Corporate Vice President, Planning and Design
Slide 54: Strategic Growth Opportunities
51 $317 $359 $375 $391 $400-$410 $450+ 2009 2010 2011 2012 2013 2016 ~4% CAGR Strategic Growth Opportunities Adjusted EBITDA (a) Growth • Enhanced guest experience • Improved consumer messaging • Dynamic pricing and advance purchase commitments • Premium product offerings • Strategic alliance fees a
Slide 55: Planning and Design Overview
52 Planning and Design Overview • What makes FUN fun • Strategic planning • Decisive execution • Controlled investment • Targeted development • Opportunities for future growth Long-term strategic planning allows us to optimize capital expenditures through controlled spend and increased marketability
Slide 56: What Makes FUN Fun
53 What Makes FUN Fun • Long-term focus on the guest experience • Investing to scale • Strong identity for new rides and attractions Diamondback Leviathan GateKeeper • Experienced in-house design team Balanced mix of thrill and family rides and attractions creates memories for all generations
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Slide 62: Strategic Planning
59 Strategic Planning • Execute the business plan Analysis – understand our audience and how our parks work Translates company objectives near term Monitor progress Set clear direction and goals for the future Strong in-house design team guides the process ensuring a unique, timeless and memorable e
Slide 63: Decisive Execution
60 Decisive Execution • Customer-centric creative division Serves all Cedar Fair properties Keeps all design activity in-house Match creativity to business plan • Create, innovate and drive mass appeal • Develop entertaining, unique products • Customize our product to fulfill operation needs to exce
Slide 64: Controlled Investment
61 Controlled Investment • Build on strengths and fill gaps Best practices across the parks Alternate thrill rides, family attractions and infrastructure improvements to maximize target audience and customer spending • Manage development costs Cedar Fair soft costs are 1-2% on major projects and are
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Slide 68: Targeted Development
65 Targeted Development • Attractions: Focus on creating memorable, repeatable, reprogrammable and unforgettable experiences • Seasonal Events: Haunt, parades, nighttime experiences • Revenue Centers: Retail shops, resorts, restaurants, snack stands, carts and games
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Slide 79: Targeted Development: Placemaking
76 Targeted Development • Placemaking Roots in Urban Design Creating identity Invest in guest comforts by providing appealing and welcoming places The guest is our key consideration Placemaking is forefront in the development process as we build an attraction or area that the guest is able to identi
Slide 80: Targeted Development 2013
77 Targeted Development 2013 • Cedar Point – GateKeeper and front gate Create a “sense of place” – a strong visual statement Evoke an emotional response Generate excitement around a one-of-a-kind place
Slide 81: June 26, 2013
78 June 26, 2013
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Slide 88: Targeted Development 2013
85 Targeted Development 2013 • Knott’s Berry Farm - Boardwalk area Family ride product Cluster to reach critical mass, scale Style and environmental planning
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Slide 91: Targeted Development 2013
Targeted Development 2013 Classic seaside architecture combined with water and boardwalk elements to create a tranquil setting for family attractions
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Slide 93: Targeted Development 2013
90 Targeted Development 2013 • Knott’s Berry Farm - Renovated Log Ride Restore, refresh, reflect Classic log ride – a heritage piece for the park Market feedback – “Restore the legacy of the park”
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Slide 98: Opportunities
95 Opportunities • Updating areas within aged parks • Undersized parks relative to market size Example: Carowinds • Activation of unused, low-traffic areas • Adjacent resorts
Slide 99: Opportunities - Resort
96 Opportunities - Resort • Cedar Point’s Hotel Breakers Full renovation – a strategic niche to raise the bar on everyone’s park experience • Cabins & Campgrounds Cedar Point, Carowinds, Kings Dominion, Kings Island and Michigan’s Adventure Strong ROI, length of stay and customer loyalty Adjacent re
Slide 100: IT Update
IT Update Jim Rein Corporate Vice President, Information Technology
Slide 101: Today's Technology
98 Today’s Technology Ready to adapt a changing environment with an emphasis on enhancing our guest experience • Infrastructure • Ticketing • E-Commerce • Mobile • Point-of-Sale (POS) • Opportunities
Slide 102: Infrastructure
99 Infrastructure The completion of basic technology infrastructure allows us to begin focusing on enhancing the overall guest experience • Expanding beyond traditional networks Real time services Wifi, Wimax, Cellular Ability to connect anything to anywhere Wireless turnstiles, real time surveys Wi
Slide 103: Ticketing
100 Ticketing Evolution of ticketing has revolutionized the offerings available to guests as they plan their day(s) in advance • Need to support dynamic pricing and marketing programs • Bundling Admissions, food, parking, Fast Lane all on one ticket • Expand Advance Purchase Commitments Cabanas, Str
Slide 104: E-Commerce Platform
101 E-Commerce Platform • Outsourced in 2012 to accesso Industry leader in online ticketing • Expanded menu of available online products Season passes - “multi-level offerings” Halloween events - “dynamic pricing” Special promotions - “Cleveland Clinic” • Installment payment programs Season passes,
Slide 105: Actionable E-Commerce Ticket Sales
102 Actionable E-Commerce Ticket Sales • Green ticket buttons are intuitive and clear for purchase of tickets • Several options for purchase on one page gives the guest choices • Prices and specials are clearly featured for various options
Slide 106: Upsell Opportunities
Upsell Opportunities E-Commerce Ticket Sales • Guests have the opportunity to bundle packages • Upsell opportunities with premium benefits, parking, fast lane and meal offerings • Easy and intuitive to plan for vacation
Slide 107: Mobile
104 Mobile Capitalizing on mobile trends through park specific apps • >1 million app downloads in 2012 • Rapidly expanding sales vehicle for tickets • Hotel reservations • Expanding the “Plan Your Day” before and during the visit
Slide 108: Point-of-Sale Systems
105 • Room charges available at 450 locations at Cedar Point • Knott’s Berry Farm and Worlds of Fun added in 2013 • Accepts E-tickets for food, Fast Lane, etc. • 2D scanners everywhere • Process RFID devices as payments Point-of-Sale Systems 2D scanners allow us to accept mobile devices anytime and
Slide 109: Opportunities
106 Opportunities Technology remains a major opportunity across our parks as we continue to drive a better, more connected guest experience • Mobile Payments • Gate Keeper • CRM • Wireless • Augmented Reality
Slide 110: Jason McClure
Jason McClure Vice President & General Manager, Dorney Park
Slide 111: Dorney Park & Wildwater Kingdom
108 Dorney Park & Wildwater Kingdom Allentown, PA • Combined Amusement and Water Park “Two Great Parks for the Price of One” • Founded in 1884, one of the oldest traditional amusement parks in operation • Attractive markets – Philadelphia, Baltimore, and New York
Slide 112: Challenge
109 Challenge: Average guest spend in water parks has historically been lower than in amusement parks….Why? Wallet is in the locker
Slide 113: FastPay
110 FastPay Our incubator of 11 unique parks allows us to test a concept such as FastPay before broadly rolling it out • FastPay is a pre-paid gift card program • Media options include: Multiple use RFID wristband Single use RFID wristband Bar code enabled gift card • FastPay may be used at all in-p
Slide 114: FastPay
111 FastPay Multiple methods of activation and universal redemption make the product easily accessible and front-of-mind • Purchase at park Front gate ticket booths or guest services Merchandise locations FastPay kiosks
Slide 115: FastPay
FastPay Multiple methods of activation and universal redemption make the product easily accessible and front-of-mind • Purchase online and exchange voucher for a wristband at the front gate
Slide 116: FastPay
113 FastPay Guest awareness is vital to the success and launch of new programs
Slide 117: FastPay Update
114 FastPay Update Guest awareness is vital to the success and launch of new programs • In-Park Main Plaza – web redemption booth Kiosk displays Merchandise locations: counter displays & window clings In-park displays and banners
Slide 118: FastPay
115 FastPay FastPay provides convenience for the customer and increased in-park spend and enhanced data on guest spending patterns for the Company • Enhanced guest experience Money is easily accessible without the hassle of carrying cash or visiting a locker • Capital and Expense Productivity Levera
Slide 119: FastPay
116 FastPay FastPay provides convenience for the customer and increased in-park spend and enhanced data on guest spending patterns for the Company • Dynamic pricing and advance purchase commitment Funds committed to Dorney Park Bonus cash and other incentives – Manage and promote spending without me
Slide 120: Marketing Overview
MARKETING OVERVIEW Kelley Semmelroth Executive Vice President and Chief Marketing Officer
Slide 121: Marketing Overview
118 Marketing Overview 1. Our Approach - Planning and Execution 2. Short & Long Term Goals - Building for the future while maximizing today’s opportunity 3. Messaging Strategies - Thrills Connect and Certified Fun 4. CRM Evolution - Building relationships while growing attendance & sales
Slide 122: Our Approach
1 Our Approach Our unique marketing planning process allows for shared learning and increased efficiencies across the portfolio while driving optimal performance at the local level Portfolio Level Planning, Messaging & Creative CRM, Web/Ecommerce, Pricing & Season Pass In-Park POS, Event, PR, Social
Slide 123: Priorities Today
120 Priorities Today • Maintain & Grow Season Passholder Segment Acquire incremental Passholders with pre- season pricing strategies Increase renewals of existing Passholders Improve value exchange • Build Unique Visits Attract new households into our franchise Break down cost and time barriers Full
Slide 124: Priorities Today
121 Priorities Today • Leverage the Base Build CRM data infrastructure and test more timely, relevant Guest communications Cross-Sell “one more”…ticket, pass, beverage, meal, etc. Drive awareness and consideration of premium services/products before, during and after ticket purchase
Slide 125: Longer-Term Goals
122 Longer-Term Goals • Build brand differentiation and own our positioning(s) • Increase loyalty and extract additional value from our growing Guest base • Continually improve marketing effectiveness and optimize spend Guest Acquisition Cost • Seed new growth initiatives
Slide 126: Our Guests
123 Our Guests Research tells us that Cedar Fair rides, particularly our Coasters , are a big reason for their visit(s) year after year. However, Connecting with Friends and Family is consistently our highest ranking motivator.
Slide 127: Our Messaging
124 Our Messaging Thrills Connect advertising campaign launched in 2012 for all seasonal parks. We continue to build on this very own-able positioning in 2013. World’s Best Amusement Parks With the Best Collection of Thrills Over Friended, Under Connected; Seeking Active Getaway Get- togethers Thril
Slide 128: Our Messaging
2 for 1 Water Park CP GateKeeper CGA Gold Striker Halloween/Haunt Coaster Thrills Promo Shell Season Pass Dinosaurs Alive! 2 Halloween/Daytime Kid Appeal Our Messaging We continuously manage the right mix of emotion, product and urgency messaging as we drive consideration and purchase throughout the
Slide 129: Our Guests
126 Our Guests • Fans have a true and deep emotional connection with this park • Rooted in nostalgia, but also grounded in today’s experience Connecting is just as important for our Guests at Knott ’ s Berry Farm , but we have a different opportunity at our SoCal park.
Slide 130: Our Messaging
127 Our Messaging By reclaiming and focusing its authentic story, Knott’s Berry Farm is now building a strong and differentiated position within the market The guy next door who is easy to be around, with an inviting daredevil spirit that keeps you on your toes Be the local champion. Create Orange C
Slide 131: Our Messaging
128 Boardwalk/3 New Rides Halloween/Haunt Season Pass Our Messaging We continue to build the new Knott’s Berry Farm brand positioning, weaving “ The Farm ” throughout. Promotion Product
Slide 132: Customer Relationship Management (CRM) Defined
129 At Cedar Fair, CRM is all about knowing our Guests and delivering on their needs and wants. • Capturing and mining Guest-level information Self-reported data Sales transaction history Visitation/redemption data Marketing response behavior • Presenting customized and meaningful value-add offers a
Slide 133: Customer Relationship Management (CRM) Defined
130 At Cedar Fair, CRM is all about knowing our Guests and delivering on their needs and wants. • The 2013 CRM programs provide: The ability to test various offers and messaging Refine targeting ability to increase revenue while gaining spend efficiencies Increase speed to market; event triggered co
Slide 134: CRM Acquisition Program
3 CRM Acquisition Program • Leveraged TV creative look and feel to deliver integrated campaign • Customized images and copy based on Guest behavior as well as specific park • Multi channel promotion utilizing targeted direct mail, email and social • Message focus on the benefits of Season Pass, incl
Slide 135: CRM Trigger Program
132 • Personalized creative to the “buyer” of the single day tickets • Acknowledge recent visit while promoting the Season Pass upgrade offer • Use of one time promo code to control sharing of the offer • Reminder to connect with the park through mobile media channels CRM Trigger Program
Slide 136: CRM Metrics
133 Increase Renewal Rate Increase SP Activation Deliver Incremental Revenue Increase Visits per Passholder Drive Incremental Unique Visits Deliver Incremental Revenue – PreArrival Upsell/Xsell Improved ROI – modeling and analytics Increase Visits per Guest – Bounce Backs Migrate to SP Increase Leng
Slide 137: Cedar Fair
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Slide 138: Cedar Fair
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Slide 139: Cedar Fair
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