SeaWorld Brand Audit Final Report

Prepared for
Professor Steven Brister
MKT 372 - Brand Management

Prepared by
Kate Barnhart, Chase Bennett, Karina Gonzalez, and Alia Hernandez

November 14, 2016

 TABLE OF CONTENTS

I. Introduction
II. History
III. Target Markets
IV. Competitive Brands
A. Theme Parks / Entertainment Destinations
B. Animal Discovery
V. Current Market Situation
A. Brand Performance
B. Market Dynamics
VI. Positioning
A. Fun-loving Families
B. Educational Groups
VII. Brand Portfolio and Architecture
VIII. Brand Identity
IX. Consumer-Based Brand Equity
A. Brand Salience
B. Brand Performance
C. Brand Imagery
D. Consumer Judgments
E. Consumer Feelings
F. Consumer Brand Resonance
X. Brand Marketing Advertising Campaigns
XI. Brand Marketing The Marketing Mix
A. Price
B. Place
C. Product
D. Promotion
XII. Brand Challenges
A. Blackfish Backlash
B. Misunderstood Mission
C. Outdated Look
XIII. Recommendations
A. SeaWorlds Current Efforts
B. Recommendations Going Forward
XIV. Conclusion
XV. Appendix
XVI. Works Cited
 SEAWORLD FINAL REPORT

INTRODUCTION

For the past few years, SeaWorld has been facing multiple challenges since the airing of Blackfish and the
tragic deaths occurring at its marine parks. The company has been struggling with consumer interest,
severe financial problems, and weak brand image due to negative publicity. SeaWorld has taken a number
of approaches to fixing its brand challenges and has attempted to influence how consumers feel and think
about its brand and services. Currently, SeaWorld is taking a more conversationalist approach with several
advertising campaigns; however, SeaWorlds reaction time and overall response can be considered
considerably slow and weak. The following audit has been conducted in order to further analyze the
challenges facing SeaWorld and provide applicable recommendations to improve and revive its brand.

HISTORY

SeaWorld first opened its gates in 1964 (SeaWorld Parks and Entertainment, 2016). Although SeaWorld
was originally planned to be an underwater restaurant, founders George Millay, Milt Shedd, Ken Norris
and David DeMott developed the concept into a marine zoological park along the shore of Mission Bay in
San Diego (SeaWorld Parks and Entertainment, 2016). The four UCLA graduates were inspired by the
initial success of Marineland, the worlds largest oceanarium park (Niles, 2013). SeaWorld San Diegos
initial investment was $1.5 billion, with 45 employees, dolphins, sea lions and two saltwater aquariums
(SeaWorld Parks and Entertainment, 2016). Dolphins had become a national sensation with the debut of
the television show Flipper; therefore, the dolphins at SeaWorld San Diego were a main attraction for the
21-acre park (Niles, 2013).
In December 1965, Shamu arrived at the park after being acquired from a Seattle aquarium. Shamu was
the first healthy orca to be captured intentionally. Although she died in 1971, Shamu became a brand
name for SeaWorld and her name was lent to the many orcas that would follow (Butterly, 2015). In 1968,
SeaWorld became publicly-traded and was able to invest in expansion (Niles, 2013). SeaWorld expanded
to Ohio in 1970 and to Orlando in 1973. During this expansion period, SeaWorld partnered with the
Newhall Land Company in 1971 to open a more traditional theme park, Magic Mountain (Niles, 2013).
However, SeaWorld backed out of the investment after further review (Niles, 2013).
Harcourt Brace Jovanovich, a textbook publisher, bought the three SeaWorld parks in 1976 (Niles, 2013).
HBJ continued investing in the parks, including SeaWorld San Diegos Shark Encounter, Shamu Stadium
and Penguin Encounter. Also, HBJ acquired Marineland in 1987, closing the park and moving a majority
of its marine life to SeaWorld San Diego (Niles, 2013).
Anheuser-Busch bought the theme parks from HBJ in 1989; HBJ was facing serious levels of debt (Niles,
2013). Anheuser-Busch had experience operating animal-themed attractions with its Busch Gardens
theme parks (Niles, 2013). Busch added the following attractions to SeaWorld San Diego: the Wild Arctic
ride and exhibit in 1997, the Shipwreck Rapids ride in 1999, and the Journey to Atlantis roller coaster ride
in 2004 (Niles, 2013). Busch owned the theme park rights to the Sesame Street characters; the Sesame
Street Bay of Play kiddie-ride opened at SeaWorld San Diego in 2008 (Niles, 2013).
InBev acquired Anheuser-Busch in 2008, and the parks were subsequently sold to The Blackstone Group
(Niles, 2013). Under Blackstone, SeaWorld San Diego opened its Manta roller coaster in 2012. Also,
Blackstone made SeaWorld a publicly-traded company by offering another initial public offering in 2013
(Niles, 2013).
Since its inception, SeaWorld has developed many of the standard practices for the care and breeding of
marine mammals in captivity (Niles, 2013). For example, SeaWorlds first animal rescue team was
formed in 1964 in San Diego (SeaWorld Parks and Entertainment, 2016). Milestones for the SeaWorld
Animal Rescue Team include: helped save more than 20,000 oiled penguins after the Treasure oil spill in
South Africa; rescued 14 injured/displaced sea lions after Hurricane Katrina in 2005; and assisted wildlife
and 100 endangered sea turtles affected by the BP oil spill (SeaWorld Parks and Entertainment, 2016).
Throughout the years, there have been a number of minor injuries and some serious altercations between
the trainers and the captured orcas (Butterly, 2015). The most notable incident was in 2010 with Dawn
Brancheau and the orca Tilikum; Dawn was dragged into the water and died in front of park guests at
SeaWorld Orlando (Butterly, 2015). Tilikum and other captive orcas were the subject of the 2013
documentary, Blackfish. Blackfish claimed that the orcas experienced stress and increased aggression
while being held in tanks that were not adequate living spaces (Niles, 2013). Following the film, a
number of campaigns against SeaWorld came about - all demanding that the animals be released into the
wild (Niles, 2013). SeaWorld has responded to Blackfish and the campaigns by declaring them
propaganda and misleading to what SeaWorld actually does (Niles, 2013).
As a result of Blackfish, SeaWorld faced declining attendance at its marine life parks (Levine, 2016).
Currently, SeaWorld is taking bold moves to address the controversy. As of 2016, SeaWorld announced
that it will end its killer whale breeding program and the current animals under its care would be the last
generation (Levine, 2016). SeaWorld will also be modifying its orca shows to show a more natural
setting, instead of the variety show with choreography and music (Levine, 2016). Partnering with the
Humane Society, SeaWorld aims to include educational experiences that engage visitors, as well as invest
in rescue and conservation efforts for marine life (Levine, 2016). SeaWorld looks to 2017 as an
opportunity to present a new vision and evolve the park (Levine, 2016).

TARGET MARKETS

Through research and analysis of SeaWorlds business model, it becomes clear that SeaWorld has two
distinct target markets, one larger, and one smaller. SeaWorlds primary target market is the fun-loving
family, and its secondary target market is educational groups.

It is evident through SeaWorlds marketing, communications, advertising, and park feel that the fun-
loving family is its primary target audience, and this group composes the majority of its millions of
annual visitors to the parks. The fun-loving family typically has young children (often elementary-aged),
has a disposable income, and enjoys family outings. The parents, or other caretakers, are looking for
wholesome, relevant entertainment for their children that will also be somewhat enjoyable for adults.
They have enough disposable income to spend on park tickets, food, and souvenirs. However,
affordability is still a big factor in their decision to go to SeaWorld (or any other theme park). These
families may or may not be frequent theme-park visitors, but they do value making memories and actively
seek out opportunities to do so. Parents or other caretakers are looking for teachable moments with their
children while at the park in addition to an escape from their everyday lives. They desire a bonding
experience with their family as well as a feeling of togetherness (Jacques, 2012). SeaWorld targets the
fun-loving family with thrilling rides, entertaining shows, kid-oriented fun, enticing food, and educational
animal exhibits. Typically, SeaWorld targets fun-loving families living in the areas immediately
surrounding its parks (Florida, California, and Texas) as well as those families who are willing/planning
to vacation in these areas. Those looking to travel could be from within the United States or some other
international location.

SeaWorlds second target market is made up of educational groups. Though this is a relatively smaller
market for the parks, it remains an important part of SeaWorlds business model. This market includes
teachers and students, leaders and youth groups, and directors and summer camps. The groups that visit
the park can be small or large, but the children in the groups are typically elementary-aged. Group leaders
(or educators) are looking for organized, fun, manageable, and worthwhile field-trip activities for their
student group. These leaders are often stressed, crunched for time, and budget-oriented. Their goal in
coming to SeaWorld is for their students to learn about marine life and careers in marine biology
(SeaWorld, 2016). The students in these groups are looking for an exciting, entertaining, and memorable
experience at the SeaWorld parks. SeaWorld targets educational groups with specific programming,
discounts, and hands-on activities, in addition to its usual attractions. Typically, SeaWorld targets
members of this market in the areas immediately surrounding its parks (Florida, California, and Texas)
due to travel conveniences.

COMPETITIVE BRANDS

SeaWorlds unique offering makes it difficult to fit into a concrete frame of reference among a fixed
group of competitors. For this reason, it is best to view the SeaWorld parks as competing on a continuum
of other businesses ranging from the traditional theme park to an animal discovery destination. Below are
four specific examples of some of SeaWorlds competitors in the destination entertainment industry.
Sample competitors include Six Flags, Main Event, Disneys Animal Kingdom, and National Aquarium.
Each is compared to SeaWorld concerning the four elements of a positioning statement.

Theme Parks / Entertainment Destinations

Six Flags is a main competitor to SeaWorld in the theme park market. Six Flags is one of the most well-
known and largest amusement park companies in the country (Morgan). Its product offering consists of
theme parks, thrill parks, water parks, and family entertainment centers. Six Flags operates parks in 19
different locations, all with thrilling roller coaster rides and differently themed areas within the parks
(Morgan). Six Flags target market consists of adventure-seekers and families who want to have a thrilling
and memorable time. Six Flags is similar to SeaWorld in that it offers roller coaster rides, water rides and
entertainment shows for its guests to enjoy. However, Six Flags is different from SeaWorld in that it has a
wider array of roller coasters and is more focused on thrilling and exciting its guests, rather than
providing any educational benefits.

While it may not be an obvious competitor of SeaWorld, Main Event is a top destination for consumers
within SeaWorlds target markets. Main Event has an eat, bowl, play philosophy, and offers a variety of
experiences for its customers to choose from (Main Event Entertainment, 2016). Although bowling and
partying are the main attractions at Main Event, the many centers across the country offer a variety of
entertainment - including multi-level laser tag, high ropes adventure courses, billiards, interactive and
virtual video games, and dining experiences ranging from fast-casual to chef-inspired (Main Event
Entertainment, 2016). Main Events target market is people who are looking to play, which can range
from families wanting to spend fun, quality time together to young adults looking to party and have fun
(Main Event Entertainment, 2016). Main Event is similar to SeaWorld in that it is a destination park that
offers dining experiences and interactive activities for its guest to partake in. Main Event differs from
SeaWorld by its game offerings, including bowling, laser tag, high ropes courses and video games.

The Walt Disney World Resort in Orlando, Florida is easily SeaWorlds largest competitor. Specifically,
Disneys Animal Kingdom Theme Park is the brands main offering that competes within the scope of the
market for SeaWorld. Animal Kingdom offers its visitors rare creatures to observe, authentic adventures
to go on, and world-class entertainment to enjoy (Walt Disney World, 2016). In contrast to SeaWorlds
focus on marine life, Animal Kingdom encompasses all kinds of wildlife - including lions, tigers,
elephants, sharks, stingrays, sea turtles and migratory birds. Animal Kingdom offers Broadway-style
musicals and performances and high-speed roller coasters that are exotic themed. Most notably, Animal
Kingdom gives its guest the opportunity to go on a 3-hour Wild Africa Trek, which is a safari-style
adventure within the park. Most recently, Animal Kingdom has implemented nighttime entertainment,
with night attractions, dining and shows (Walt Disney World, 2016). Disneys Animal Kingdom is
targeted towards families, adventure-seekers and animal lovers of all ages. Animal Kingdom is similar to
SeaWorld in that it has a marine life exhibit, allows guests to interact with the animals, and has different
forms of entertainment (shows and roller coasters). However, Animal Kingdom differs in that it exhibits
an interactive showing of all animals and all types of wildlife, while also offering extravagant musicals
and themed dining experiences.

Animal Discovery

The National Aquarium competes with SeaWorld by being a non-profit aquatic education and
conservation organization that simultaneously acts as tourist destination in its local communities
(National Aquarium, 2015). The National Aquarium strives to engage its visitors to actively participate in
the preservation of aquatic life and natural resources. Currently, the National Aquarium features a living
collection of more than 20,000 fish, birds, amphibians, reptiles and marine mammals (National Aquarium,
2015). Its newest attraction is the Blacktip Reef, which features a school of blacktip reef sharks in an
exhibit that replicates the Indo-Pacific reef (National Aquarium, 2015). The National Aquariums target
market consists of families and school/organization-related visitors. Similar to SeaWorld, the National
Aquarium displays a wide array of marine life and provides plenty of opportunities for its guests to learn
and interact with a variety of different animals. The National Aquarium differs from SeaWorld in that it is
more focused on education and leaving guests with an understanding of humankinds effects on wildlife
and resources.

CURRENT MARKET SITUATION

Brand Performance

SeaWorld Entertainment Inc., SeaWorlds parent company, operates 12 theme parks in the United States.
The company has 3 marine parks, which are the focus of this audit: SeaWorld San Diego, SeaWorld San
Antonio, and SeaWorld Orlando.

SeaWorlds performance has slowed since 2014 due to negative factors affecting attendance, and
compared with the amusement and entertainment park industry as a whole, SeaWorlds performance has
been relatively slow. SeaWorlds market growth has been slower than its competitors for the past 3 years,
since 2013. One of its main competitors, Walt Disney World, has experienced positive revenue growth
since 2013, while SeaWorld has experienced negative growth during that time. SeaWorlds main
competitive advantages include being geographically dispersed across the U.S. and having over 89,000
animals. With over 57 years in existence, the brand is considered a pioneer in the industry. SeaWorlds
experience in the industry also gives it competitive advantage, since the industry is so close to being
saturated and few new parks are able to enter the market due to high barriers to entry.

Due to negative media attention following the 2013 release of Blackfish, SeaWorld has continuously
struggled to grow financially. SeaWorlds stock has plummeted, reaching an all time low of $12 in
September of 2016. In addition, SeaWorlds revenue is expected to remain stagnant at around $1.3 billion
for the next few years. In 2014, SeaWorld attendance decreased sharply. The sharpest attendance falls
occurred in San Diego, where attendance fell by 17% in 2014 and 4% in 2015 (Weisberg, 2016).
SeaWorld blamed the decrease in attendance on lowered spring break tourism due to the timing of Easter,
adverse weather conditions due to rain and below average temperatures in Texas and Florida, and brand
challenges in California (Rhoda, 2015). In 2015, the overall attendance was about 22.5 million guests,
which was slightly higher than in 2014 when attendance reached about 22.4 million guests. In 2016,
SeaWorld saw 494,000 fewer guests during summer season than the year before. Similar to 2014,
SeaWorld also blamed a decrease in attendance of the years 2015 and 2016 on uncontrollable
occurrences, such as bad weather, rather than accepting potential public distaste for the brand. SeaWorld
is attempting to increase attendance for 2016 and 2017 by introducing three new major attractions, Mako,
Cobras Curse and Discovery Point, which are scheduled to open in Texas and Florida (Weisberg, 2016).
However, it remains to be seen if this method will prove successful.

Market Dynamics

The amusement park industry is extremely competitive with high entry barriers due to investment and
development costs. There are over 400 amusement parks in the United States, with five companies
dominating the field. North American theme park annual attendance surpasses 375 million guests
(Amusement Park and Attractions Industry Statistics). The amusement park industry is worth over $16
billion dollars, and by 2021 it is projected to reach over $17.9 billion in revenue (Petrillo, 2016). Between
2011 and 2016, the industry annual growth rate has been about 3.7%, and it is projected to decrease to
2.4% from 2016 to 2021 (Petrillo, 2016). The major segments in the industry are: theme and amusement
parks, water parks, family entertainment centers, zoos, aquariums, science centers, museums, and resorts.
The industrys market concentration is very high, with the top four companies controlling almost 90% of
the industry total revenue.

As mentioned above, the amusement park industry is extremely concentrated and competitive. The five
major competitors in the Amusement Park and Entertainment Industry are The Walt Disney Company
with 52.4% market share; Universal Parks and Resorts with 22.1% market share; SeaWorld Entertainment
with 8.3% market share; Cedar Fair with 8.1% market share; and Six Flags with 7.5% market share
(Petrillo, 2016). These companies have been in the industry for a long time and have the most control of
the industry revenue, making it difficult for new companies to enter the game.

Although the amusement park industry is in the growth phase of its life cycle, it is nearly saturated in
the United States. Many of the top operators are expected to keep growing through international
expansion in emerging markets due to market saturation. Most financial threats in the amusement park
industry derive from economic uncertainty, public safety regulations, adverse weather conditions, and
tourism trends.

POSITIONING

Because SeaWorld has two target markets and positions itself a bit differently to each one, it operates best
under two positioning statements. Although SeaWorld offers an almost identical product - its parks - to
both target markets, the target markets differing needs require SeaWorld to market itself differently to
each.

Fun-loving Families

For fun-loving families, SeaWorlds positioning statement is as follows:

For fun-loving families, SeaWorld offers an enjoyable and memorable escape into the wonders of our
oceans among other theme parks because it boasts exceptional zoological attractions, has countless kid-
oriented activities, offers captivating shows for all ages, and has one-of-a-kind thrill-inducing rides.

SeaWorld markets itself to this segment as a fun destination able to provide sweet memories for any
family, any time. While SeaWorld boasts many attractions geared towards children, it also has elements of
fun for the whole family to attract parents or other caretakers.

Educational Groups
For educational groups, SeaWorlds positioning statement is as follows:

For various educational groups, SeaWorld offers an exciting and enlightening escape into the wonders of
our oceans among other field trip destinations because it boasts a world-class collection of marine life,
provides specialized field-trip programming, and offers many educational and interactive animal shows
and encounters.

SeaWorld is able to emphasize its educational features and impressive zoological attractions to appeal to
these groups who desire a fun learning experience. SeaWorld offers programming for student groups as
well as discounts for teachers and other educators. The company is now releasing a new program in which
it goes to schools via educational Skype sessions which further highlights its dedication to this particular
target market (SeaWorld, 2016).

BRAND PORTFOLIO AND ARCHITECTURE

SeaWorlds parent company, SeaWorld Parks and Entertainment, could be considered close to a house of
brands on the brand relationship spectrum (See Exhibit 2). SeaWorld Parks and Entertainment owns
multiple parks including Busch Gardens, Sesame Place, Aquatica, Adventure Island, Discovery Cove,
Water Country, and SeaWorld. Though each park benefits from association with the parent brand of
SeaWorld Parks and Entertainment, each park has its own product offerings and carries its own
associations and images.

SeaWorld, the focus of this brand audit, is owned by SeaWorld Parks and Entertainment and is its own
brand in the companys house of brands. For the purposes of this project, SeaWorld can be considered a
primary brand. When SeaWorld is considered in isolation as a primary brand, it could be seen as closer to
a branded house on the brand relationship spectrum because of its use of sub-brands. SeaWorlds
locations in Orlando, San Antonio, and San Diego represent SeaWorlds three sub-brands. Calling the
parks by their name in conjunction with their location (i.e. SeaWorld San Antonio) helps to clearly
distinguish between the personalities and geographies of the three parks.

SeaWorld is also involved in many other spin-off brands. Until the release of Blackfish, SeaWorld has
invested in the Shamu brand. Though the original orca whale named Shamu passed away in the 1970s,
her name lived on through SeaWorlds shows and in its advertising of its previously most popular
attraction: killer whales. Aside from the Shamu brand, SeaWorlds name appears in its conservation and
film initiatives, including: SeaRescue, SeaWorlds new TV show; SeaWorld Pictures, Seaworlds movie
company; and SeaWorld Cares, SeaWorlds conservation blog. Special events at the park have their own
brand identity but are endorsed by SeaWorld. Some examples of these events include SeaWorlds
Christmas Celebration and SeaWorlds Halloween Spooktacular. The parks also on occasion partner
up with other brands either for special events. For example, SeaWorld Orlando is planning a Guy Harvey
Weekend in the coming months in partnership with the popular marine artist and conservationist. Lastly,
SeaWorld also brands its specific animal shows, and some of them are consistent across the three parks.
SeaWorld only changes its shows every few years. Examples of SeaWorlds current branded shows
include Pets Ahoy and One Ocean.

It is important to note that underneath its parent company, SeaWorld has two primary peer brands,
Discovery Cove and Aquatica. First, Discovery Cove has a similar product offering to SeaWorld in
regards to animal discovery. However, it is much more narrowly focused on animal encounters; at
Discovery Cove, you can swim with dolphins, snorkel in a coral reef, and feed exotic parrots. Discovery
Cove is only located in Orlando and is considered a sister park to SeaWorld Orlando. Since the brands
complement one another so well, purchasing admission to Discovery Cove also allows a customer
unlimited access to SeaWorld Orlando and Aquatica Orlando. The Aquatica parks could also be
considered peer brands to SeaWorld as they are underneath the same parent company. However, they may
also fit as endorsed brands due to their official name, Aquatica, SeaWorlds Waterpark. This
endorsement not only shows a strong association and relationship to SeaWorld Parks and Entertainment,
but also to the three primary SeaWorld parks. With this association, Aquatica is able to benefit from the
knowledge and associations of SeaWorld. Aquatica water parks are located in the same cities as the three
SeaWorld parks, and Aquatica incorporates marine life in its rides for continuity between the two parks.
Admission to SeaWorld and Aquatica can be purchased together, and the parks different offerings
complement one another well. With SeaWorld, Aquatica, and Discovery Cove as peer brands, a family
traveling for a destination vacation is presented with multiple options to enjoy these unique parks either
together or separately, and SeaWorld is able to maximize its attendance and profits.

BRAND IDENTITY

SeaWorlds logo features the name SeaWorld under two fins. The brands colors are dark blue, cerulean,
yellow, and orange. These help emphasize the aquatic theme of the brand. This logo connects the viewer
to the thought that SeaWorld is truly connected to the ocean. Whether it be by the slight curvature of the
blue in SeaWorld or the two fins, this logo shows that when you enter SeaWorld, you enter a world
different than ours. The font of the logo comes off as a bit serious, which could be because SeaWorld is
about more than just entertainment; it also does work in conservation and research animals. The logo is
highly recognized and is part of the companys merchandise and advertisements: television, print, social
media, etc. The tone of voice of SeaWorld is kid-friendly, high energy, and personifies animals. The look
and feel of the brand is vibrant, colorful, interactive, open-space, it makes you want to be outdoors, it
connects you to nature, and unfortunately, it is a bit outdated.

SeaWorld is an aquatic-themed park, with shows, rides, water parks and exhibits incorporated into the
brand. Water is all around you when you enter a SeaWorld park, and this environment helps customers
feel closer to the ocean and its inhabitants. There are several rides and shows that are the same across all
three U.S. parks, and if a customer wants familiarity, then they can look for their favorite show on the
schedule. SeaWorld offers the opportunity to come close to marine life through shows, learning exhibits,
and open water exhibits in which a customer can come face-to-face with aquatic animals. This entire
experience is part of SeaWorlds brand identity.

Major elements of SeaWorld that have survived or evolved over time are the types of interactions a
customer can have with animals, thrill rides inside the parks, and its star mascot, Shamu. Shamu is part of
the SeaWorld brand; this is the name given to the star of the orca shows at SeaWorld. The name Shamu
has been trademarked, (as well as the names Namu, and Ramu) and is internationally recognizable. In
March of 2016, SeaWorld announced that it would end its breeding program, and that it would phase out
orca theatrical shows by 2019. This will bring a change to a brand staple that has been around since the
1960s (Bender, 2015). Other associations include trainers of the animals, the shows, conservation, fun,
marine life, the ocean and sea. Efforts to be known as an educational brand have been slow to be accepted
by the public, but the parks are popular places for field trips. SeaWorlds look is vibrant, colorful and fun,
but also a bit outdated. There have been many changes to SeaWorld over the years, but it has not kept up
its look and feel. However, the parks are very open and encourage customers to connect and interact with
nature.

CONSUMER-BASED BRAND EQUITY

To enable further understanding of SeaWorlds brand resonance in the entertainment marketplace, eight
interviews were conducted and 49 surveys were distributed to members of both target markets. To
reiterate, SeaWorlds target markets are fun-loving families with disposable incomes who value
togetherness and entertainment, and educators who desire valuable educational and interactive
experiences for their students. All interviews were conducted either in-person or over the phone, and all
surveys were distributed via various social networks.

The interview responses and survey results assisted in shedding light on SeaWorlds strengths and
weaknesses in regards to its Consumer-Based Brand Equity pyramid. To understand the foundation of the
SeaWorld brand, a Consumer-Based Brand Equity analysis was composed (See Exhibit 1). The summary
of this examination below identifies SeaWorlds brand salience, brand performance, brand imagery,
consumer judgments, consumer feelings, and consumer brand resonance. SeaWorld has strengths in its
awareness, performance, and imagery. However, it needs significant work in its strength of resonance and
its level of trustworthiness with its consumer judgments and feelings.

Brand Salience

SeaWorld has successfully categorized itself as a theme park and family entertainment destination. In
terms of depth of brand awareness, consumers can easily recall and recognize the SeaWorld brand.
Survey respondents recognized SeaWorld as a theme park and a source of family entertainment, as well as
a place to encounter marine life. According to interviewees, family entertainment needs to be cost
effective, age appropriate and kid friendly. In general, a theme park and entertainment venue must satisfy
consumers needs for entertainment, affordability, and age appropriateness. SeaWorld encompasses these
qualities and meets the needs of consumers, while providing a fun learning environment for families to
enjoy. SeaWorld also has a strong breadth of brand awareness. Interviewees placed SeaWorld in the
consideration set when considering animal discovery locations, theme parks, and entertainment
destinations in Orlando, San Antonio, and San Diego. The SeaWorld experience is consistent across these
three parks, and consumers are aware of this. Interviewees also noted that summer was a specific time
period for attending SeaWorld, and weather was a determinant in whether or not one of the interviewees
thought of attending a theme park. These responses indicate that consumers consider SeaWorld when
family vacations generally occur during the summer months and good weather conditions. SeaWorlds
ability to be easily categorized as a theme park indicates that SeaWorld has a strong brand salience.

The survey provided further understanding of consumer awareness of the SeaWorld brand. When
educators were asked if they believed SeaWorld provided valuable educational opportunities for children,
approximately 70% of respondents answered positively. These responses display that the target market
understands the SeaWorld brand in terms of its category and basic offerings.

Brand Performance

Throughout the interviews, SeaWorld was rated highly on its ability to provide family entertainment and
was even considered better than other theme parks. Specifically, one interviewee noted that SeaWorld
executed family entertainment more effectively than other theme parks because of its marine life shows
and interactive entertainment. These responses related to SeaWorlds performance indicate that
SeaWorld successfully provides the functional characteristics of a theme park entertainment, interactive
displays, and captivating shows. Also, consumers are aware that SeaWorlds entertainment and shows are
focused around aquatic life and marine education. Along with these primary characteristics, interviewees
noted that SeaWorld has the secondary attributes of a theme park, including concession stands, themed
restaurants, and long lines to wait in for shows and food. SeaWorld effectively satisfies customer service
requirements customers expect SeaWorld to execute exciting shows, stay on schedule, and have plenty
of facilities and staff available. Lastly, price is relevant in consumers minds when deciding on attending a
theme park. As the interviewees illustrated, consumers associate SeaWorld as an affordable and cost
effective option for a source of family entertainment. As a leader in affordable and marine-based family
entertainment, SeaWorld is able capitalize off of its performance advantages and provide clear points of
parity and competitive points of difference.

Brand Imagery

For SeaWorld, the majority of its audience attending the park consists of families. These families are
typically younger with elementary-aged children. They have enough discretionary incomes to take their
families on a small adventure, such as a visit to SeaWorld. The interviewees reflect this user profile.
When asked what comes to mind when they thought of SeaWorld, interviewees answered with unique
descriptions such as marine life, Shamu, and water-related shows. The name of the brand itself warrants
these descriptions SeaWorld implies a water environment and aquatic life. SeaWorld is imagined as an
outside arena, although there are various indoor activities for educational and interactive purposes. As the
interviewees indicated, consumers envision SeaWorld in the summertime during prime family vacation
times. In terms of personality traits and values, SeaWorld is mostly associated with the brand personality
of excitement. Consumers are aware that SeaWorld is an imaginative and spirited theme park. As for the
history of the brand, consumers draw on their past experiences at SeaWorld to develop their own imagery
of the brand. One interviewee commented that her image of SeaWorld was associated with a special time
in her life; SeaWorld was her childs first excursion outside of Austin and her family's first vacation
together. SeaWorlds uniqueness in providing a marine-oriented theme park allows the brand to develop
an exciting and fun-filled image in the minds of consumers.

Consumer Judgments

According to interviewees, SeaWorlds quality is considerably medium-to-high in its service as a fun-

filled, family-oriented theme park. However, consumer judgments of the SeaWorld brand are where the
company faces many of its brand challenges and begins to fall short of its potential. An air of skepticism
appeared in the majority of interviews when the question, How much do you trust SeaWorld? was
asked. In the interviews, SeaWorlds quality was suddenly viewed as lower and its credibility called into
doubt when trust was addressed. As a result, its consideration suffered. One interviewee indicated that her
feelings of trust were definitely iffy as the company was a for-profit institution that was likely guilty
of some mistreatment and abuse. In her eyes, as a mother, she was not necessarily willing to go back to
SeaWorld without doing more research on its animal treatment practices. However, she mentioned that a
steep discount on tickets would influence her to go to the park. Another interviewee first said, with
hesitation, I feel like I could trust SeaWorld. Later on, however, she mentioned concern for the killer
whales in captivity, and that the Blackfish film caused her to question the integrity of the company.

Additionally, the survey provided some insight on both target markets judgments regarding SeaWorld.
On a scale of 1-10 (1 being no trust at all, 10 being complete trust), parents were asked to rate how much
they trusted SeaWorld. The mean response for parents was a rating of 6.69. Asked the same question,
educators responded with an average score of 5.74. These findings indicate that SeaWorlds
trustworthiness is neutral at best and needs to be improved to better connect with the parent and educator
consumer group. Although these survey responses were more positive than expected, it is necessary that
SeaWorld works to improve the public's trust of the brand.

Consumer Feelings
When questioned on their emotional reactions to the SeaWorld brand, interviewees instantly reported
feelings of warmth, fun and excitement. One interviewee stated that her emotions associated with her last
visit to SeaWorld were fun and happy because it created good memories of her and her family. Another
interviewee explained that although SeaWorld was fun and exciting, it was also overwhelming with all
that it had to offer to visitors. Her perspective indicates that the immense amount of attractions and
entertainment at SeaWorld may have a negative effect on consumers feelings of security; their comfort
level may be distorted due to everything that is available at SeaWorld. In terms of social approval,
interviewees were asked if their opinion of SeaWorld was altered by the release of the documentary
Blackfish. Respondents indicated that they had feelings of distrust with SeaWorld and had mixed
emotions regarding the negative media surrounding the company.

In the survey, parents and educators top three associations with SeaWorld were fun for kids (66% to
70%), joy (30% to 54%) and education (42% to 59%), indicating that SeaWorld is associated with its
target markets in three positive ways. These responses reinforce the intense feelings of warmth, fun and
excitement associated with SeaWorld. Survey respondents bottom associations with SeaWorld were
inspiration (3% to 4%), and trustworthiness (8% to 12%). Again, these responses display that despite
SeaWorlds positive associations, consumers have developed negative connotations with the brand in
response to backlash from the documentary Blackfish.

Consumer Brand Resonance

Consumer brand resonance with the SeaWorld name is weak and presents a serious challenge to
SeaWorlds bottom line. A majority of those interviewed had relationships with SeaWorld earlier on in
their lives, but now, with the Blackfish film and controversy in the news, the SeaWorld brand has been
tainted in their minds. One interviewee, though she had positive experiences with SeaWorld in the past,
said that her family would probably choose to go other places, as SeaWorld has broken its trust with
the public as a whole. Another interviewee said she would be willing to take her students to SeaWorld on
the condition that the experience was educational, related to her curriculum, well organized, and safe. No
consumer interviewed had what could be described as a loyal relationship with the brand. Their
relationships were contingent on price as well as resolution of the Blackfish drama. Respondents
suggested that the company needed to do something extremely radical to represent that they care about
the animals. Also, respondents desired for SeaWorld to make more of an effort to educate the public
about its positive contributions to the oceans as well as its attentive care of the animals.

The survey results provided additional feedback regarding SeaWorlds resonance among consumers in the
target markets. When asked if SeaWorld were to make changes such as innovative efforts to show its
commitment to marine life, make the parks more affordable, or better its business practices, 96% of
parents indicated they would trust the brand more. Approximately 70% of educators indicated that they
too would trust the brand more if SeaWorld made innovative changes. Overall, consumer resonance with
the SeaWorld brand is low in intensity and very low in activity. It is imperative that SeaWorld continue to
take into consideration the impacts of Blackfish on its brand resonance.

BRAND MARKETING ADVERTISING CAMPAIGNS

Prior to Blackfish (2013), SeaWorlds marketing campaigns focused on connecting families to marine life
through its parks. SeaWorld has grown into one of the top theme park destinations around the world, and
below are some of the advertising campaigns that helped them achieve that status (See Exhibit 3).

In the 1970s and 1980s, SeaWorlds advertisements focused on Good times and you and No other
day makes you feel this way. A specific commercial from the 1980s has no spoken words, but sounds of
crowds cheering, applauding, laughing, and oo-ing and aww-ing with its slogan flashing for seconds
after the commercial. Its print ads also went with the notion of connecting audiences with the emotions
that they would feel while at SeaWorld. These ad campaigns were focused on what feelings could be
experienced at SeaWorld that could not be experienced elsewhere. A key factor in both campaigns was
Shamu, the various animal shows, and interaction with the animals.

In the late 1980s and 1990s, the new SeaWorld slogan was Make Contact. Once again, this focused on
what shows and exhibits could be seen and experienced as while at SeaWorld. The television ads
encouraged the viewer to come closer and to watch this as if they were at one of the shows in the
parks. The key message was that you could interact with the animals at the parks in ways that you could
not do anywhere else, not even through television. In the 1995 movie starring Mary-Kate and Ashley,
SeaWorld is a focal point of the movie, providing a setting for the popular movie stars to solve a mystery.
SeaWorld gained access into the homes of families with small children and increased exposure to its parks
and products. With more media channels available, SeaWorld began exploring different ways to reach its
target markets.

The ad campaign that ran for a large part of the 2000s focused on discovering ...a place where worlds
connect. This television ad featured more aspects of the parks such as the rides, the exhibits, the water
park areas, and shows where Shamu was not the star. Technology was growing and access to information
was getting easier, so the ad emphasized that there were some things that you could not learn from
technology and had to experience in real life. While the orcas are highly featured in the ad, they are not
the only stars.

After the Blackfish (2013) backlash, SeaWorld focused on educating the public on what it was that
SeaWorld actually did for the animals in its care. Eventually, SeaWorld conceded that it was time to
change not only its strategy but the way it interacted with the public. SeaWorld Cares is a website made
by SeaWorld to combat the negative image that Blackfish (2013). SeaWorld directly addressed Blackfish
in a post on SeaWorld Cares, called Why Blackfish is Propaganda, not a Documentary and launched
the #AskSeaWorld campaign on Twitter. Using questions from the campaign, SeaWorld addressed various
issues on its website AskSeaWorld.com (Lobosco, 2015). In 2016, SeaWorld announced The Future of
SeaWorld campaign, where it explains why it cannot free the orcas, how it will no longer breed the
orcas, and that it will no longer have theatrical shows involving its orcas. The campaign was announced
through television ads, SeaWorldCares.com, social media, and print ads in the New York Times, Wall
Street Journal, Washington Post, and local papers in each SeaWorld park market (SeaWorldCares.com,
2016).

On social media, SeaWorld expresses that it cares about both its animals and the opinions of its
customers, and frequently posts educational videos in multiple languages about the animals the company
is helping. However, not many people are responding to the new techniques SeaWorld is using to contact
its customers, such as posting Facebook Live videos. Additionally, activists and animal rights campaigns
are still combative towards SeaWorlds efforts.

BRAND MARKETING - THE MARKETING MIX

Price

SeaWorld is a place where families and young adventure-seekers enjoy spending their disposable income.
Compared to local aquariums, SeaWorlds price is high, but compared to local theme parks, such as Six
Flags, the price is on par. Compared to Disney World and Universal Studios, SeaWorld is much less
expensive and a more viable option for a family of four. Admission prices for SeaWorld range from $58
for single day admission to $105 for an annual pass. There are various kinds of passes available, ranging
from single day to multi-day discounted passes. Educational groups and youth groups receive discounts
for prices as low as $10 per person (Pedicini, 2015).

There are many price promotions used to bring more visitors to the parks, including coupons available at
registers of McDonald's, Taco Cabana, and various tourist blogs. Educational groups are one of the major
benefactors of discounts, and the more tickets bought, the higher the savings rate.

SeaWorld also offers Quick Queue Unlimited, which comes at an extra cost and allows customers to skip
lines and wait times. These add-ons vary in price by park and are more expensive on peak days. The cost
of meals and souvenirs are not included in SeaWorlds admission price. Since visiting SeaWorld is
typically an all day activity, it can be expected that customers will be purchasing food inside the parks.
Lastly, SeaWorlds brand is such that people from around the country and world travel to visit, and they
are likely to buy something to help them remember their trip. Souvenirs range from pencils and stuffed
animals to pictures and t-shirts.

Place

SeaWorld has three locations across the United States in San Antonio, San Diego, and Orlando. This
requires that some visitors must travel long distances to the parks in order to enjoy them. The parks are
spaced out across the country so that there is a SeaWorld park at every coast of the US.

SeaWorld emphasizes that the experiences available at its parks are exclusive, and people are willing to
travel to be a part of this. However, in the three cities that SeaWorld is located, there are a number of
competitors in the vicinity of each location. This could be an advantage for SeaWorld; for example, if a
group of people were heading to a city to visit another theme park, then they may decide to stop and go to
SeaWorld too. However, this could also present a disadvantage for SeaWorld. If a group of people are
travelling to a city and only have a certain amount of time to be there, then they may choose to visit the
competition instead of SeaWorld (Pedicini, 2015). SeaWorld must also compete with local attractions,
such as aquariums, and entertainment venues, like Main Event. Competition by location varies: San
Diego boasts one of the most famous zoos in the world; Orlando is home to Walt Disney World and
Universal Studios; and San Antonio has a popular Six Flags location.

Tickets to SeaWorld may be purchased online through its website, through discounted travel websites, at
grocery stores in the customer service department, or in various locations where gift cards are sold. With
these many options available, access to park tickets is not limited. SeaWorld has a park app, SeaWorld
Discovery Guide, which allows fans and visitors to access park hours, show times, exclusive offers,
exhibit cameras, and park tickets. Through its app, SeaWorld can connect with customers without them
being physically in the park.

Product

SeaWorlds product is the experience that comes with visiting the theme park. The various shows, rides,
exhibits, and character greetings entertain the consumers while they learn new things about marine life.
SeaWorld is one of the top research institutes for marine life, and it is willing to share its findings with
customers and school groups. Animal encounters allow visitors to interact with marine life in a safe
environment; these visitors would likely not be able to do this in the wild. The point of differentiation
with other theme parks is the interaction with and education about aquatic animals and marine life.

Similarities with other theme parks include SeaWorld food and beverage offerings at its parks. There are
many types of restaurants and snack stations at SeaWorld, ranging from popcorn and soda stands to full-
service restaurants. There is also a meal with Shamu available to visitors for an extra price, where
customers can enjoy their meals next to the tanks of the orcas. SeaWorld also has souvenir shops around
its properties, and even at some airports. Seasonal themes like Octobers Howl O Scream and
Decembers Christmas Celebration help bring in visitors when tourist levels are low. During these
themed events, the parks boast extravagant decorations in order to attract new visitors looking for a
themed holiday experience.

Promotion

SeaWorld has been around since the 1960s. Since then, SeaWorld has been using traditional methods of
promotion to reach its target markets. More recently, SeaWorld has been very active on social media and
uses this approach as a way to interact with its customers in a more personal way. A positive aspect of this
is that consumers feel that they are important to the company, that their concerns are being addressed in a
positive way, and that they have an impact on the company. However, since SeaWorld is using its
resources to target social media users, it may be neglecting groups that have not adopted this form of
technology or who do not follow brands closely online. SeaWorld also promotes its brand through travel
blogs and tourist-focused media. These sites allow SeaWorld to send out information through credible
sources that may have more reach than its websites do. SeaWorld has partnered with many fast food
restaurants in the past in order to encourage consumers to purchase discounted tickets with the purchase
of meals. Examples of its partners include McDonalds and Taco Cabana in Texas.

SeaWorld offers price promotions to groups, people who purchase tickets in advance, and people who
purchase tickets through authorized discount vendors. School groups are one of the largest benefactors of
these promotions.

BRAND CHALLENGES

Brand Challenge 1: Blackfish Backlash

SeaWorlds worst nightmare began after the release of the Blackfish documentary in 2013. The films
depiction of the negative effects of whale confinement at the theme park resounded greatly with the
public and resulted in uproar against the brand. As a result, SeaWorld is now associated with captivity and
animal cruelty, and consumers are increasingly uncomfortable about giving such a controversial brand
their hard-earned money. SeaWorlds decline in park attendance, its financial struggles, and the sharp
increase in media criticism reflect negative public sentiments surrounding the SeaWorld brand. This
tainted brand image has impacted SeaWorlds bottom line in a major way. After the airing of Blackfish,
SeaWorld faced an 84% drop in net second-quarter income, from $37.4 million in 2014 to $5.8 million in
2015. The companys revenue also fell from $405.1 million in 2014 to $391.6 million in 2015 (Rhoda,
2016). Clearly, the company is facing a huge brand image issue, and has had difficulty rebounding from
the damage Blackfish caused.

In response to Blackfish, SeaWorld has poured millions of dollars into changing its core business and
revitalizing its brand (Titlow, 2015). It has committed to cease breeding orca whales and holding them in
captivity, and has zeroed in on marine conservation initiatives; however, its efforts in reaching the public
to inform them of these plans have not achieved the desired effect. The firm released a huge campaign to
improve communication with the public called Ask SeaWorld and has pledged $10 million to go
towards orca whale research (Titlow, 2015). Though these initiatives allowed SeaWorld stock to improve
marginally, the brand continues to suffer from poor consumer judgments and feelings towards it.
Something is missing in the companys chosen strategy. In order to fully recover, SeaWorld needs to do
significantly more brand repair.

Brand Challenge 2: Misunderstood Mission

On a related note, the public largely misunderstands SeaWorlds mission. SeaWorld is an organization
committed to wildlife conservation, animal welfare, and marine education, and has proven this through 50
years of service (SeaWorld Parks and Entertainment, 2016). Though conservation is a main tenet of the
company, the public does not view SeaWorld in this light. Instead, the public views SeaWorld as a theme
park focused on entertainment and animal showmanship. Though entertainment is positive, animal
showmanship too often translates into exploitation in the mind of the consumer. Though animal care
should be a differentiator for SeaWorld in the theme park market, it has become a detriment to the
companys success. These negative associations limit the SeaWorld brand in the minds of consumers. The
brand survey conducted further highlighted SeaWorlds struggles in this area. Although SeaWorld has
donated millions to conservation efforts and has rescued and rehabilitated thousands of animals, the
majority of survey respondents were unaware of this.

The brand is currently attempting to change this view by focusing its marketing efforts more on the
conservation components of its business. If the SeaWorld brand was more clearly associated with
conservation, customers might be more likely to spend their money at SeaWorld parks, comforted by the
knowledge that some of their money will go towards conservation efforts for the animals they love and
appreciate. In fact, over 80% of survey respondents answered that if they were made more aware of
SeaWorlds charitable initiatives, then they would likely see the brand more positively than they currently
do. This second brand challenge presents SeaWorld a great opportunity to improve its perception in the
mind of consumers.

Brand Challenge 3: Outdated Look

SeaWorld has an outdated look and feel to its brand, and as a result, struggles to remain relevant with its
target audiences. SeaWorld has not updated its logo since the early 1990s, and in the brand survey
conducted on SeaWorld, only 36% of respondents believed that the SeaWorld logo was up-to-date.
SeaWorlds social media lacks an identifiable personality, and could be described as weak. A key example
of SeaWorlds outdated approach to connecting with the modern consumer is the #AskSeaWorld
campaign. The campaign was launched in response to the Blackfish controversy and was intended to open
up communication about SeaWorlds practices and care for animals. Instead, the online thread was filled
with controversy, cruel jokes, and hatred for the SeaWorld brand. Instead of helping SeaWorld, the thread
made them look silly and unprepared.

SeaWorlds parks look very industrial, with gray concrete covering the majority of the floor, very few
shaded areas, and dull-colored walls. There are a lot of open spaces throughout the parks, which could be
used to engage customers, or provide shade during the hot summer months, but instead are left unused.
Additionally, SeaWorlds exhibits and tanks are relatively small when compared to the area of the parks.
This not only gives an outdated feel, but it further links SeaWorld with exploitation and captivity. Lastly,
the seating arrangements at some of the show venues make it hard to see the animals.

In conjunction with its parks, SeaWorlds promotions fail to resonate with its audience and result in the
audience maintaining a negative or neutral stance towards the brand. In order to better reflect the business
changes SeaWorld has made in recent years and to visibly demonstrate its reform to the world, SeaWorld
may need to make some major changes to its brand. A notable change in the brands modernity and
relevance could allow SeaWorld to take on a newer identity in the mind of consumers and leave the dark
elements of its past behind.

RECOMMENDATIONS
SeaWorlds Current Efforts

1) #AskSeaWorld Campaign. Seeking to repair its brand image, in 2015, SeaWorld responded to the
Blackfish documentary with an aggressive ad campaign, Ask SeaWorld, which was to be featured in
publications such as the New York Times, Los Angeles Times, and Wall Street Journal. The campaign
would also highlight conservation initiatives such as a $10 million donation to study endangered killer
whales (Pedicini, 2015). Next, SeaWorld launched a series of television commercials and a new website,
www.AskSeaWorld.com. These advertising series were aimed to reverse declining attendance, increase
revenue, and gain a more favorable image by addressing the companys care and concern for the killer
whales.

2) Emphasize Conservation Efforts. SeaWorld combined its Ask SeaWorld efforts with a new
movement called SeaWorld Cares, where the company not only aimed to inform consumers about
actions taken to protect animals, but also inspire consumers to be a part of the change. The new website,
www.SeaWorldCares.com, highlights SeaWorlds rescue, research, and conservation efforts through
written articles, videos, and pictures. This effort also aims to educate families and inspire others to take
action to protect the animals and the oceans.

3) Phase Out Animal Shows. In March of 2016, SeaWorld revealed plans to phase out its killer whales
and to cease the breeding of the killer whales (Allen, 2016). New SeaWorld CEO, Joel Manby, has
decided to focus on conservation and rescuing efforts. Despite SeaWorlds multiple efforts to gain a more
positive image, consumers do not find the brands attempts to be relevant or noteworthy. Also, the
company is still pressured by companies like PETA to release the whales. SeaWorld has also announced
that it will phase out killer whale shows by 2019. Regardless of its efforts to appease the publics demand
for ethical treatment of the whales, SeaWorld has still remained unsuccessful at changing peoples views
on the brand.

Recommendations Going Forward

1) Improve Communication and Credibility. Through interviews conducted and survey results
gathered, it has become clear that the public expects SeaWorld to do something newsworthy and
noticeable to recapture the attention of its target audiences and to reestablish its lost credibility. When
questioned about possible solutions to improve their perception of SeaWorld, the majority of parents
wanted SeaWorld to be more affordable and believed that SeaWorld should do something newsworthy to
show its commitment to marine life. Survey respondents also indicated that if SeaWorld were to make
these changes, 96% of respondents would trust the brand more. This increased communication and public
display of care for animals would help to increase the publics trust of SeaWorld, which is currently at
mediocre levels. Though SeaWorld has made efforts to change its relationship with the public through
conservation efforts and marketing, they have received weak results and have been ineffective in
changing the publics perception. This is due to failed communication strategy. If SeaWorld improves its
communications and transparency with the public and heavily promotes it to reach its target audiences in
the same way Blackfish has, it may be successful. This effort needs to happen in the next year, and will
effectively address SeaWorlds second brand challenge: its misunderstood message.

First, SeaWorld needs to improve and increase its communication with its target markets via social media.
SeaWorld and SeaWorld Cares need to increase the frequency and amount of mediums through which
they reach out to consumers. Although SeaWorld has many videos and written content on its personal
website, this information does not reach many consumers. SeaWorld should focus on leveraging social
media advertisements on YouTube and create Snapchat stories and filters to bring attention to the
company. This would help SeaWorld reach audiences that are not currently following or interacting with
the brand online. SeaWorld could also engage and educate consumers through live broadcasts, such as
Facebook Live and Periscope, to broadcast its conservation approaches and help shift consumer
perception about the brand. SeaWorld could also feature professional marine biologists in weekly blogs
that would provide consumers with more information on what the brand is doing to improve the life of
many marine animals. Both of these efforts would provide consumers with more information about the
brand that will help increase trust and shift the negative attitude towards the brand.

Next, in addition to leveraging social media, SeaWorld should increase the frequency of ads that show its
conservation initiatives on television or streaming sites. This effort would help to spread information
about the brand in a controlled environment. In addition to these advertisements, SeaWorld could also
reach out to popular millennial news sources and commentary outlets, such as The Huffington Post, in
order to increase content about SeaWorld Cares efforts and share the brands future vision with
consumers. These online media outlets would be more accessible to millennial consumers and could
influence more conversations about SeaWorld. This would provide more positive information about the
brand in a setting that customers trust and would not make readers feel manipulated.

Lastly, SeaWorld should focus its efforts in creating a documentary of its own to combat the image that
Blackfish painted of SeaWorld. This documentary could follow the story of one rescued animal, from
abandonment to rehabilitation. The documentarys goal would be to tug on the heartstrings of its viewers
while educating them about SeaWorlds conservation tactics and the importance of caring for the worlds
oceans and their inhabitants. Simultaneously, the film could also focus on what SeaWorld has done in the
past as far as conservation efforts, address Blackfish, and explain why SeaWorld has decided to change its
business structure. This documentary would not need to be lengthy, but should be made available on
Netflix, YouTube, SeaWorlds website, and other popular streaming services. To ensure high numbers of
views and positive responses to the media, SeaWorld should promote the video via an attention-grabbing
trailer, a heavy social media presence, and consistent advertisements to its target markets.

2) Reposition SeaWorld. SeaWorld needs to reposition itself as a theme park and focus on the theme of
all the fun of the sea. This repositioning will address SeaWorlds brand challenge number one: the
backlash it has received from Blackfish. When asked what identity would be most important for SeaWorld
to embrace in the future, the majority of survey respondents (about 41%) said SeaWorld as a theme
park as opposed to SeaWorlds aquarium and conservation/research entity functions. Though its animal
and conservation elements are key to its identity, SeaWorld needs to leverage its brand even further as a
unique entertainment center among other theme parks in the next five years as it rebounds from the
Blackfish crisis. This will allow it to move away from its image of animal exploitation and towards, once
again, a family-fun destination for theme-park entertainment. SeaWorld should emulate the strategy and
model employed by Disneys Animal Kingdom. Animal Kingdom encompasses all wildlife and creates an
experience for consumers as they enter the park; visitors feel as if they have been transported to a new
land where animal life thrives. Currently, SeaWorlds parks are extremely concrete-based and reflect a
traditional amusement park setting. SeaWorld has the unique opportunity to create a new image and
follow the success of Animal Kingdom by restructuring the facilities and environment of its three parks.
SeaWorld should update its parks by creating a more aquatic-like environment; consumers should feel
that they have been transported under the sea when visiting the parks. Specifically, SeaWorld can
reposition itself as an aquatic theme park by revamping the parks environments, the overall look and feel
of the parks, and the companys communication efforts.

In order to effectively communicate this change in positioning, SeaWorld needs to redefine itself as a
theme park that encompasses all the fun of the sea. Originally, SeaWorld stressed that its main point of
difference among theme parks was its ability to encompass all the wonders of the ocean through kid-
oriented activities and educational and interactive animal shows and encounters. Although educational
and enlightening opportunities are a necessary aspect of SeaWorlds messaging, it is in SeaWorlds best
interest to refocus itself as the place to go to explore the ocean and be a part of the sea. This shift will be
most clearly represented to its fun-loving families target market. Its educational offerings already serve a
niche market, and SeaWorld will continue to serve these groups. However, it will do so as it has in the
past, in a less overt manner. Due to its repositioning, SeaWorlds point of difference and one of its reasons
to believe will change in its positioning statements. Below are the recommended positioning statements
SeaWorld should uphold:

For fun-loving families, SeaWorld offers an enjoyable and memorable escape into all the fun of the sea
among other theme parks because it boasts exceptional zoological attractions, has countless kid-oriented
activities, and has one-of-a-kind thrill-inducing rides.

For various educational groups, SeaWorld offers an exciting and enlightening escape into all the fun of
the ocean among other field trip destinations because it boasts a world-class collection of marine life,
provides specialized field-trip programming, and offers many educational opportunities.

In addition to recreating the look and feel of the SeaWorld park and improving its communication with its
target consumers to successfully reposition itself in the mind of consumers, SeaWorld needs to make
changes with the display of the animals it currently owns and cares for. Since animal shows are no longer
of interest to the public, SeaWorld should convert SeaWorlds animal population to humane aquarium-like
habitats for viewing and education. This aquarium-like setup, with a focus on entertainment and education
mixed in, will allow for guests to enjoy all the fun of the sea, but will not detract from SeaWorlds main
purpose as a theme park.

If SeaWorld repositions itself as more of an entertainment-focused theme park than it has in previous
years, then this would help improve the overall brand architecture of SeaWorlds parent company,
SeaWorld Parks and Entertainment. SeaWorld and its two peer brands, Aquatica and Discovery Cove,
cover three distinct businesses: theme parks, water parks, and animal discovery parks. Aquatica is solely a
water park, Discovery Cove is solely an animal discovery park, and SeaWorld has positioned itself
between a theme park and animal discovery park. However, since the animal discovery elements of the
SeaWorld parks have recently become unfavorable and controversial, SeaWorld needs to move away from
this area of its identity and move towards being, primarily, a theme park. This will allow Discovery Cove
to cover animal discovery and will move SeaWorld away from the Blackfish crisis. Then, SeaWorld can
further emphasize its partnerships with Aquatica and Discovery Cove to attract more consumers.

3) Refresh the Brand. In order for SeaWorld to ensure a successful and clear reposition, the company
needs to refresh its brand. This refresh will allow consumers to associate SeaWorld with new, animal-
friendly ideals. The refresh should occur simultaneously with SeaWorlds repositioning. Additionally, it
will address SeaWorlds third brand challenge - its outdated look and feel, both online and in its parks. In
order to reinvigorate its look, SeaWorld could update its logo and revive the park environment. Currently,
SeaWorld parks have much of their floor made up of gray concrete, or street type paths, this takes away
from the under-the-sea theme the parks strive for. If SeaWorld were to add more features to make
customers feel more in-tune with the ocean and sea, customers would feel more engaged and be more
likely to purchase more souvenirs and branded items. The parks buildings and attractions colors have
faded into dull versions of their once vibrant selves, and would benefit from a new coat of paint. Exhibits
and tanks for the animals could greatly benefit from an upgrade in features such as larger viewing areas as
well as larger areas for the animals to inhabit.

Part of SeaWorlds outdated look and feel is that people still associate the parks with captivity and
exploitation of animals, with its outreach and expansion of media relationships SeaWorld can reposition
themselves as a sanctuary and rehabilitation center for hurt marine animals who could not survive in the
oceans without SeaWorlds help. This change in image starts with the end of the killer whale breeding
program and the entertainment-based shows. SeaWorld can also improve its brand image by showing
consumers that a certain percentage of the ticket revenue will go towards the rescuing animals and ocean
conservation.

Brand extensions and ideas for SeaWorld to reposition its image include category extensions, such as on-
site hotels with in-park perks for those staying there, as well as partnering with a cruise line to take
customers to the sea instead of bringing the sea to the customer. SeaWorld can also invigorate the brand
by launching core products and service innovations, such as: books targeted towards kids, focusing on
marine life; documentaries and movies for kids; TV shows for kids with characters from the parks; a
swimwear line; partnerships with universities in areas like marine biology; partnerships with companies
like Build-A-Bear and Lego to sell Shamu branded toys.

CONCLUSION

In conclusion, SeaWorld has a lot of work to do in regards to improving its brand resonance with the
public. First, it needs to improve its communications with the public by increasing promotions and
developing a noteworthy documentary to improve the publics perception of its brand. Next, it needs to
reposition its brand to focus less on presenting itself as an entity providing animal shows and
conservation efforts, and more as a theme park with family-friendly, destination entertainment. In addition
to repositioning itself, SeaWorld needs to refresh its brand look and feel so that the consumer can
associate a new feel with the new SeaWorld. Along with this, SeaWorld will work towards building better
habitats for the marine animals in its care and will invest in newer and more thrilling rides. Through all of
these efforts, SeaWorld will focus more on providing the most unique and memorable experience to
consumers by bringing them all the fun of the sea.
 APPENDIX

Exhibit 1 SeaWorlds Consumer-Based Brand Equity Pyramid

Exhibit 2 SeaWorlds Brand Architecture

Exhibit 3 SeaWorlds Advertising Campaigns
 WORKS CITED

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way/2016/03/17/470720804/ seaworld-agrees-to-end-captive-breeding-of-killer-whales

Amusement Park and Attractions Industry Statistics. (n.d.). The International Association of Amusement
Parks and Attractions. Web. Retrieved September 27, 2016, from:
<http://www.iaapa.org/resources/by-park-type/amusement-parks-and-attractions/industry-
statistics>.

Bender, Andrew. (2015, Nov 11). Sayonara, Sham; SeaWorld To Close Killer Whale Show in San Diego.
Forbes Magazine. Web. Retrieved September 28, 2016 from:
<http://www.forbes.com/sites/andrewbender/2015/11/11/sayonara-shamu-seaworld-to-close-
killer-whale-show-in-san-diego/#4e1d3981121f>.

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