Unlocking Growth in Attractions Through Data

Keeping It Simple 

24Indoor’s need for data has grown alongside its operation. Everts walked the audience through several pricing strategies, from cost-plus and competitor-based models to value-based and dynamic pricing, along with the data sources required to make informed decisions. 24Indoor follows a value-based approach and reviews pricing regularly.  

Everts observes, “You have an actual price and a willingness-to-pay price. We use all the data—and the data sources that we have [available] to close that gap.” 

Monkey Town play centers make pricing simple for customers. “We have only three types of tickets. We want to keep things very clear, very easy. We don’t change prices,” Everts says. The company positions itself to offer strong value, aiming to be the most affordable day out in Europe. Additionally, Everts wants the company’s self-service kiosks to highlight the right products at the right time and effectively promote upsell opportunities.  

Data Drives Redesigns 

According to Kosmadakis, the rapidly expanding Paradox Museum brand takes a different approach. “We have a limited capacity, so we are trying to make the most money possible out of the capacity that we have. We are not the cheapest, by design. We believe our product has value, so we do dynamic pricing.” 

At only three years old, the Paradox Museum—which has 13 sites across the globe—built their strategy around data findings within a short time. “In the beginning, we focused on growth. We opened eight museums in 18 months, but after that, we started having more data.” Kosmadakis says Paradox used the collected information to go back to the drawing board and redesign the whole product. The company can now deliver a museum within six months. 

Paradox Museum was also able to use the visitor behavior insights to address several key challenges. One problem was long queues, particularly at the Zero Gravity Room, where guests experience a space flight illusion. The team decided to charge extra for the attraction and found people are willing to pay. The decision cut queue times, reduced complaints, and increased dwell time and revenue. “We didn’t see a decline in demand. We are actually selling out,” he says. Around a third of museum visitors now go to the Zero Gravity Room.  

Uncovering Untapped Opportunities 

Rocío Trujillo Alba showed how shrewd data analysis can reveal untapped commercial opportunities and challenge assumptions that limit company growth. She shared the example of Fever’s Candlelight Concert series, attended by millions of guests. Fever saw the interest in classical music but realized that people wanted something fresh. Combining classical music with operational metrics, Fever came up with the concept of classical music concerts, lit by candlelight, in iconic places worldwide. “That’s a simple, scalable, profitable idea,” she says. “We’ve already done this format in 1,500 places and 50 different countries.”  

Using data, Fever and its partners can anticipate future trends, according to Rocío Trujillo Alba. First, organizations can examine who is going to buy and when. “Personalization is the second step,” she says. Marketers can reshape how they sell products, crafting personalized messages to engage target groups. Data can also help in building loyalty, driving repeat visits and sustained revenue growth.