"LEGOLAND � WINDSOR"
LEGOLAND – WINDSOR Student Resource Pack Contents Page 1. The Main Features of LEGOLAND - Windsor 2. The LEGO Group 3. LEGOLAND Windsor: Design and Creation 4. LEGOLAND Windsor: Additional Visitor Facilities 5. LEGOLAND Windsor: Business Support Services – HRM 6. LEGOLAND Windsor: Business Support Services – Marketing 7. LEGOLAND Windsor: Business Support Services – Health and Safety 8. LEGOLAND Windsor: Business Support Services – Customer Services 9. Guests comments on LEGOLAND Windsor LEGOLAND WINDSOR Student Resource Pack 1. Main Features of LEGOLAND Windsor LEGOLAND Windsor’s entertainment is slightly different to other theme Parks in the UK, here the entertainment is hands on and the children are in control. Set in 150 acres of wooded landscape the seven themed activity areas occupy around 40 acres of the Park. Around 32 million LEGO bricks have been used in building the models in the Park, a large job conducted by expert model makers. Areas of the Park: The Park has over 50 interactive rides, live shows, building workshops, driving schools and attractions. The Beginning: This is the entrance to the park, home of the admissions department and guest services. The Big Shop is situated here next to the Hill Top café. Facilities available to guests at the beginning include cash machines, buggy and cart hire, a camera shop and the Hill Train. LEGO Racers is an exciting computer simulated ride where guests are able to design their racing driver, then design and build a virtual racing car to their own specification, before taking on the opposition in purpose built racing car to their own specification, before taking on the opposition in purpose built racing pods. The LEGO creation Centre is a magnificent glass fronted building situated at the highest point in the Park. The LEGO Creation Centre provides a home to LEGOLAND’s talented team of models in the Park. The building will also welcome lifelong LEGO fans to see the history of the LEGO brick unfold before their eyes. Miniland: This area of the Park contains the greatest concentration of LEGO bricks in the Park some 28 million pieces have been used to recreate scenes from Europe, including London, Amsterdam, Edinburgh and Paris. There are around 800 model buildings and 700 other models of vehicles, cranes, bridges and people in this area. Miniland took 100 model makers three years to complete. The Imagination Centre: The Imagination Centre and FreeStyle Workshops provide the tools and stimulus for creative play. Children are able to design buildings to test on earthquake tables, engineer LEGO cars or build and control LEGO models through computer technology. Also in the Imagination Centre, families can find the Sky Rider and Space Tower, which are both interactive rides, and watch the show in the Imagination Theatre. The DUPLO Gardens: Especially designed for the younger members of the family with bright and bold DUPLO play areas. Appropriate rides include the Whirlybirds, the DUPLO Train, and the Fairy Tale Brook. Playtown and the Waterworks are two separate play areas where the children can take charge and learn from interactive activities. For older children and adults there is the Extreme Team Challenge, a water ride utilising the use of two-seater dinghies to hurtle down a 100-meter chute. LEGO Traffic: Here, two driving schools allow children to take charge of their own electric car. After a road safety lesson drivers negotiate traffic lights, pedestrian crossings and roundabouts to earn their LEGOLAND driving licence. The boating and balloon schools are two more examples of rides where the child has a large degree of control over the ride. My Town: This area is where the stunt show is performed from the top of a 30ft lighthouse. Inside the Explorer’s Institute a world of walk-through experiences are designed to surprise and delight all ages. Magic secrets are revealed in the Magic Theatre, and mechanical skills can be learnt in the My Town Garage. Brickadilly’s Circus Tent and the Carousel, Chairoplane and Ferris Wheel can also be found here. The Wild Woods: You can pan for pirate gold, follow a treasure trail through the Rat Trap or ride the Pirate Falls log flume in the Wild woods. There are three Amazing Mazes each with it’s own historical theme. The Muscle Maker is an energetic child powered ride in this area. Shows and Spectacles: This season’s programme includes a new “Life on Mars” show in the Imagination Theatre and the exploits of the elite Alpha Team are chronicled at the Harbour Stunt Show. The Toy Box magic show returns to the Brickadilly Circus Tent, while The Hare and the Tortoise, and Jack and the Beanstalk, are showing at the puppet theatre. CW285S 08/02/12 2 Active Learning Programmes: New educational programmes for 2001 will feature hands on Early Years workshops for children aged 3-5, in addition to the workshops for Key Stage 1-3. The sessions are developed with educational advisers from around the UK, and meet with the needs of the National Curriculum and Early Learning Goals. This season will also see the introduction of a GNVQ Teachers Resource Programme. Opening: In 2001 LEGOLAND Windsor will be open daily from the 10 March until the 4 November. The Park is closed on 11-12, 18-19 & 25-26 September 2-3, 9-10 & 16-17 October. The Park will open from 10 am daily. Opening dates after 4 November have not been confirmed at present. 2. The LEGO Group The LEGO Group: The LEGO group is owned and managed by the Kirk Christiansen family in Billund, Denmark. It comprises 50 companies in 30 countries. It has a total of around 10,000 employees, 4,300 who work in Denmark. The Group’s core business is the development, manufacture and marketing of the LEGO toy system. There are production facilities in a number of countries including Denmark, Switzerland, USA and Korea. The USA production plant caters for the large North and South American markets. Last year LEGO products were sold in over 130 countries throughout the world. In recent years the LEGO Group has seen exciting new possibilities and challenges in extending the related business areas: LEGO DACTA – manufacturing and marketing of products for the pre-school and school markets. LEGOLAND Parks – LEGOLAND Billund, Windsor, California – LEGOLAND Germany opens 2002. LEGO Lifestyle – clothes, books and watches for children LEGO Media – software development Over the past 40 years, more than 300 million children and adults have bought LEGO bricks. The early days: Ole Kirk Christiansen, who started his working life as a carpenter in 1916 in Billund, Denmark, founded The LEGO Group in 1932. During the depression of the 1930’s Ole Kirk believed that, although people couldn’t afford to build houses, children still needed toys and saw there was a business potential in producing wooden toys. So, in 1932 he began making wooden toys by hand in a small workshop. Two years later Ole Kirk came up with a name for his toys and his workshop by combining the two Danish words “Leg Godt” meaning “play well” to become LEGO. Later it was discovered that “LEGO” in Latin means “I put together” or I assemble”. Running the business under the motto “only the best is good enough”, Ole Kirk Christensen succeeded in selling his well-made, sturdy toys to toyshops throughout Denmark. In the early days it was an uphill struggle but the foundations were laid for what was to become a worldwide success story. A single idea: In 1947 his son, Godtfred Kirk Christiansen (GKC), bought the first injection moulding machine in Denmark and from that point onwards many toys were made from plastics. Rattles, small dolls, animals and building bricks were all made alongside the wooden toys of the LEGO range. This continued until 1960 when the wooden toy workshop burned down and GKC made the decision to concentrate on a single product idea LEGO building bricks. 1954, GKC began a development project for the production of a system of toys, which would be based on the LEGO bricks. With a few technical improvements to the bricks, the “LEGO System of Play” was introduced to the Danish market in 1955. In 1957 GKC discovered a way of fixing the bricks together by placing inner tubes inside the hollow bricks, increasing the bricks clutching strength. As a result, the bricks could build stable models and the number of ways in which the bricks could be combined was virtually infinite. Exports to Norway and Sweden began in the early 1950’s and the first proper sales company outside Demark was founded in Germany in 1956. During the late 1950’s LEGO sales companies were established in a number of European countries including Great Britain, France, Switzerland and Sweden. CW285S 08/02/12 3 Developing a product: The LEGO toys are sold in more than 60,000 shops in 130 countries. Over the past 40 years LEGO has established itself as one of the leading names in the international toy industry. Today, the LEGO Group is consistently the only European toy manufacturer in the World’s top ten best seller’s list. The LEGO range comprises of over 500 sets, made up of over 2000 different components. There are seven product brands – LEGO PRIMO, LEGO DUPLO, LEGO SYSTEM, LEGO TECHNIC, LEGO DACTA, LEGO MINDSTORMS AND LEGO MEDIA. Almost every element can be combined with the original products from the mid 1950’s. Between 1949 and 1998 approximately 203 billion elements were moulded. The LEGO Group continues to be innovative and yet remains based around one concept – everything is designed to satisfy children’s fundamental needs. Every product is of a high technical quality and has substantial play and educational value. Godtfred Kirk Christansen once said, “We must not necessarily be the biggest, but still the best”. These words are still relevant. Principle with perspective: The policy underlying the wide – and still growing – LEGO range, with its richly varied building possibilities and opportunities for play, is to take children’s needs and developments seriously. Every LEGO set appeals to children’s creativity, stimulating children to build different ideas from the components, which make up a single set. The only limit is the child’s own imagination. A single principle is applied to all LEGO products. Children should be able to learn and expand their world as they play, either through self-expression or building by following specific instructions. The brand: The LEGO brand has an outstanding reputation among consumers worldwide and thus is the most important asset for the LEGO Group. According to recent research conducted by Landor Associates, the LEGO brand is the 5th strongest in Europe and 13th strongest worldwide. LEGOLAND Billund: was opened in 1968. It is a family Park containing models and urban landscapes from many countries, all made from LEGO bricks. The Park also has interactive play areas, rides and shows to excite and delight the whole family. Over the years more than 45 million LEGO bricks have been used to construct the models in LEGOLAND Billund. It has become Denmark’s main tourist attraction outside Copenhagen. LEGOLAND Windsor: Details previously mentioned in this pack. LEGOLAND California: Situated 30 miles north of San Diego in Southern California, it opened in March 1999. The Park is 128 acres and combines features from the Billund and Windsor Parks with new adventures geared to the American market. Here the themed areas include, Village Green, fun Town, The Ridge, Castle Hill, Imagination Zone and Miniland. LEGOLAND Gunzbury: The LEGOLAND Park in Germany will be opened in the spring of 2002 after investment from the LEGO Group of around DEM 300 million. Gunzbury was chosen due to its excellent location, 16 million people live within a two-hour drive from the site. From 2003 the LEGO Group expects around 1.5 million visitors to the Park, during a season that lasts from Easter to November. A total of 50 million LEGO bricks are being used to complete all the models needed for opening, from giraffes and hippos to famous buildings. The LEGO Group today: The LEGO Group is a truly international company but still remains family owned by the Kirk Christiansen family. There are no outside shareholders. Kjeld Kirk Christiansen, grandson of the founder, has been president and Chief Executive Officer of LEGO A/S, the LEGO Group’s corporate management company in Denmark since 1979. He is also Chairman of the Board in the most important LEGO group companies. The structure and day-to-day administration of the LEGO Group may have changed over the years, but the driving force is, and always will be, a fundamental respect for children, their surroundings and their needs. CW285S 08/02/12 4 3. LEGOLAND Windsor: Design and Creation The design of LEGOLAND Windsor: The Design and development of LEGOLAND Windsor took the LEGO Group just over three years. From the “idea” to the completion of the Park, the process involved a series of steps that have been followed in order to achieve the overall mission of LEGOLAND development. “To be the preferred choice of children and their families as a result of delivering exceptional value and the highest standards of quality, care, service, safety in the leisure industry. LEGOLAND Windsor will be the ultimate LEGO clubhouse, not only for LEGO fans, its will be a world of enjoyable learning, family interaction and fun, a most exuberant play environment”. In order to simplify a very complex design process, the following outlines the major considerations that were made. The LEGO vision: In keeping with the LEGO Group’s core values of creativity, fun, development, play and learning, the idea or vision of a second LEGO family theme Park needed to be identified. A series of key objectives were established. For the visitor To create a family attraction focusing on children between the ages of 2-12 years. To provide high quality service – in amenity management, public relations, visitor comfort and catering To generate a green landscape – bring good example of “designing with nature” and develop a “Park within a Park” To educate as well as entertain. To provide a happy, memorable experience. For LEGO World A/S To build on the experience of 25 years of operating LEGOLAND Billund – in both technical know-how and the understanding of visitor needs. To develop a unique relationship between the toy products and the new Park experience –“bringing the LEGO philosophy to life”. Feasibility Study: Once the LEGO vision had been established; a feasibility study was carried out to decide if the “vision” was also a viable business proposition. A consultant group who specialised in the area of tourism was employed by the LEGO Group to carry out the study which involved addressing: The likely costs The expected annual turnover The length of return on investment The expected number of visitors The study was then presented to the Board of Directors of the LEGO Group in Denmark to convince them that investing approximately £85 million in such a project would be a worthwhile investment. CW285S 08/02/12 5 Choosing a site – Why Windsor? Location and Access: Reasons for location, Proximity to major population cluster and market, Suitable land Over 1000 sites were considered from all over the World – in Europe, USA, Australia and Japan – so out of all of these destinations why Windsor? The LEGO Group carried out intensive desk research into population densities, road, rail and air infrastructures of the different location worldwide. The research clearly pointed to a site west of London and near the M25 as one of the best options in the whole of Europe. Once the Thames Valley region had been selected there was still the problem of finding a site within the region that met with the criteria set by LEGO World. Each potential site had to be: Located in an attractive rural surrounding Located in a green belt area with planning permission for leisure development A minimum size of 100 acres Close to support services, i.e. local suppliers, hotels etc. Situated in an established tourist area which already attracted a steady flow of visitors. Then, in 1992, Windsor Safari site became available and a near perfect site was found: An 150 acre site outside a town with a world of famous reputation and an established tourist destination A perfect geographical location with over 20 million people, 9 million of them target families, living within a two-hour drive time. Ideal surroundings situated in a green belt with established oak woods and breathtaking views over the Thames Valley Only a two hour flight away from Denmark – home of the LEGO Group headquarters Design concept phase: Having found such an ideal location, the next major challenge was to match the “idea” or “vision” with the specifics of the chosen site. A key Master Plan Designer with a proven track record in designing theme Parks was employed to lead an in-house concept team. Their first task was to design and develop alternative approaches to site layout. These were then evaluated against the following specific criteria: The use of the site – sensitively maximising and enhancing the site’s natural assets The function of the Park – an excellent design for managing the site The guest experience – providing the best possible experience for guests The preferred concept master plan was selected which matched the desire of the LEGO team to experience “LEGO within nature… a park within a Park”. Appointment of consultants: A team of top consultants were appointed in July 1993, specialising in architecture, engineering, landscaping, traffic management, signage and Park attractions. A construction firm was also identified to manage the construction side. The consultant team’s major task was to translate the outline master plan to specific detail. However, unlike the majority of building projects where each consultant firm works from it’s own office, the LEGO Group insisted that all the consultants set up office on site. This was to enable them to work closely as one unified team, allowing them to pull together design input, provide a pool of expertise and an ongoing exposure to new ideas. Consultation of local bodies: At the same time as the Park was being designed, the LEGO Group needed to consult with numerous local bodies including the Local County Authorities, special interest groups like English Nature, the Council for the Protection of Rural England, Windsor Civic Committee, English Tourist Board and the local Chamber of Commence. This was to ensure that when the application for outline planning permission was lodged, the design had taken account of as many aspects as possible. CW285S 08/02/12 6 Model making and LEGOLAND: As well as appointing a team of designers, the LEGO Group employed a team of 30 model makers situated in Windsor. The original LEGOLAND Attraction Centre in Alma Road, Windsor was open in July 1993 and the model makers set to work to building nearly half the models for the Park. The rest were built in Billund by a further 70 model makers. The models and animators team is now based in the new Creation Centre. The construction phase: After nearly a year of careful planning and designing, LEGOLAND announced the start of the construction phase in April 1994. 4. LEGOLAND Windsor: Additional Visitor Facilities Catering Facilities LEGOLAND Windsor has a team of expert caters on site. There are 8 Restaurants and Cafes in the park and a further 27 catering carts and stands to accommodate many different tastes and styles of food. Other Facilities – Guests with special needs A Special Needs Guide is available for guests who require it. LEGOLAND Windsor was awarded Best- Disabled Facility Venue in 1999 and Best Children’s Attraction in the UK award in 1998/2000 at the Group Leisure Industry Awards. At LEGOLAND Windsor all shops, restaurants show venues and many of our rides are accessible to guests in wheelchairs. Hearing impaired guests can make use of staff members who can talk in sign language, indicated by the word “sign” on the their name badge. Guide dogs are welcome at LEGOLAND Windsor provided they remain on a lead; unfortunately they are not permitted to ride on the attractions for safety reasons. There is a large car Park for disabled guests allowing easy access to the Park. Each toilet block has two toilets available for wheelchairs, these are clearly indicated. A detailed breakdown of ride and area accessibility for disabled guests is available in the special needs guide, it indicates any special instructions that helpers of disabled guests may find useful. The pricing policy for guests with special needs is as follows: Disabled guest pays standard price and the disabled guest’s helper is permitted entry free of charge. Transport Routes By Road: LEGOLAND Windsor is on the B3022 Windsor/Ascot road just two miles from Windsor town Centre. It’s easily reached and clearly signed via the M25, from the M3 (junction3), M4 (junction 6) and all approach roads. Parking is free. By Rail: SouthWest Trains operate services from London Waterloo to Windsor and Eton Riverside (40- minute journey) Services to Windsor central station from London Paddington operate via Slough. A shuttle bus service is available from both Windsor stations to the Park. By Coach: From London, Green Line operates services from Victoria; Golden Tours operate from over 50 London hotels. National Express coach services from anywhere in mainland UK are via London Victoria. Organised coach trips are available from most UK towns. Entrances, Exits, Car Parks There is one main entrance and exit route to the Park, off the B3022 There are 5 main car Parks, a VIP car Park and disabled car Park – space for 4000 vehicles CW285S 08/02/12 7 LEGOLAND Windsor is aware that any increase in traffic is a matter of great local concern. LEGOLAND Windsor has worked very closely with the local council and has taken the following measures to minimise traffic congestion: Introduction of a new road layout – a roundabout at the Park road entrance followed by a long internal road leading to the main entrance at the top end of the Park. Re-phased the traffic lights on the B3022 (Winkfield Road) Provided a LEGOLAND Windsor shuttle service from Windsor town Centre for our guests travelling by train Provided a Park and Ride scheme introduced in 1998. The traffic issue was also the rationale behind the introduction of UK’s first pre-booking system, which helps to control the capacity of the Park. By making the flow of visitors more even, we can dramatically reduce the queuing in the Park – and on the roads – to the benefit of visitors and local residents. The Park opening times have also been controlled so that they don’t clash with peak traffic periods. 5. LEGOLAND Windsor Business Support Services – Human Resource Management The HR department is vital to the success of the LEGOLAND Windsor team. HR responsibilities include: Recruitment and Section Orientation Training, Staff and Organisational Development Performance Management Employee Communication Motivation and Reward Employment Policies Employee Relations and Employment Law Records and Administration Ray, Benefits and Manpower Planning Job Evaluation Staff Welfare The HR department must interact effectively with other departments within the Park in ensure LEGOLAND has the right people, in the right place at the right time, with the right attitude and skills. Only then can LEGOLAND attempt to not only meet but also exceed guest’s expectations at every single opportunity. Human Resource Planning Planning of HR activities within LEGOLAND Windsor must be precise, state of the art and with long term development in mind. With 234 full-time employees and up to a further 700 seasonal staff the HR planning activities have to be first rate. It is a stated objective of all LEGO Group companies to become part of the local community and pursue a good neighbour policy. This is especially relevant when considering HR and employees. LEGOLAND employs nearly 1000 people from the local community on a full or part-time basis. The majority of these employees are recruited from the local (consumer catchment) area of London and the SouthEast. LEGOLAND Windsor is as very significant employer in the area and makes use of local suppliers whenever possible, thereby contributing to secondary employment. Investment in the local community has had a significant impact on hotel accommodation in the Windsor area: “We have seen weekend occupancy rise from 52% to nearly 95% due to our preferred partner status with LEGOLAND Windsor” James Ramage, Sales Manager, Marriott Hotels. Also “People are staying for several days which is good news for the accommodation sector. The opening of LEGOLAND Windsor has put Windsor on the map” Sarah Dunn, Royal Windsor Information Centre. While many LEGOLAND employees are recruited from the immediate area a number of seasonal staff approach LEGOLAND Windsor from overseas. This ensures that, while the competition for employees may be fierce in the UK (as a large proportion of UK Theme Parks are located in the South), LEGOLAND Windsor’s appeal as an employer can stretch to many foreign shores. CW285S 08/02/12 8 Staff Motivation: People management at LEGOLAND Windsor – A focus on communication and training. Recruitment – selection techniques involve a screening interview designed by Gallup. Recruitment must ensure staff are hired with the correct image, the look is important, it says quality. The attitude of potential staff is more important that experience, a focus on children is a must. People are an important resource; it differentiates LEGOLAND Windsor from competitors. Orientation Training – On the first day the mission and values of LEGO and LEGOLAND are outlined, a Park tour is undertaken and new recruits meet key staff of the Park. The aim is that their first day will shape a new recruit’s expectations further. Alignment is important on an induction training day, communicating what LEGOLAND Windsor is about so everyone knows. The key business goals are attendance, guest satisfaction and profit. It is explained to the new recruits how they can play their part, the importance of word of mouth and its effect on repeat business is stressed. Departmental Training predominantly takes the form of on the job training. The primary aim is to increase the Park knowledge of the new recruit so as to provide the guests with accurate and reliable information. Empowerment of staff to allow them to solve problems is very high on the agenda at LEGOLAND Windsor. Appraisal at LEGOLAND comprises of feedback and goal setting on an individual basis. Apart from individual goals each department has key goals for the year to encourage a greater sense of teamwork and common purpose. These are communicated and sufficient feedback is required to ensure successful appraisal is achieved. Brilliant Guest Service Training allows staff to share experiences and focus on the behaviour of both staff and guests. Role-plays are used to see just how important positive behaviour can be to guests. Completion of this training is recognised by guests and fellow staff members because staff wear a visible pin showing they have completed the course. Delighting guests with special needs – Ensures more and more staff are able to satisfy the needs of LEGOLAND Windsor disabled guests. This training is supported by the Staff handbook, A-Z Park guide and departmental manuals. Rewards and Awards – LEGOLAND uses an informal feedback on a day-to-day basis form Team Leaders, Supervisors and Managers. Progress towards team goals is chronicled in a company newsletter “Susan’s Floorboard”. Also, departmental noticeboards and staff meetings are used to recognise positive performance by staff. Hero Awards are awarded to staff who provide brilliant service to LEGOLAND guests and who receive compliments – written or oral – about their conduct or effort during the day. Golden Bricks are awarded to staff who achieve and maintain a consistent high level of performance. Hit by the Brick is a teamwork reward, which can only be awarded by the Park Duty Manager. It is handed out for exceptional guest performance on a given day or by coping admirably with a difficult situation as a team. LEGOLAND staff are required to deliver excellent customer service standards, have a well-groomed personal appearance, have a friendly outgoing personality and be confident. LEGOLAND expects that its staff should enjoy interaction with children and adults, be able to work as part of a team and be able to work hard and have fun at the same time. CW285S 08/02/12 9 6. LEGOLAND Windsor Business Support Services – Marketing Marketing at LEGOLAND Windsor covers the following areas: Sales Promotion Media Planning Sponsorship Advertising Public relations Group Sales Education Events Market Research Corporate Hospitality Pricing and Admissions Print production Sales Promotion This involves promotion on-site or off Direct mail: promotional material sent direct to peoples homes within the target market Promotions with other members of the LEGO Group Promotions via a third party or partnership company Media Planning The marketing department is responsible for briefing media buying and advertising agencies on when and where to purchase media space for the season. Sponsorship Marketing looks at opportunities for sponsorship within the Park and controls sponsorship contracts. Advertising The marketing department oversees the production of adverts for all aspects of media. Public Relations LEGOLAND controls all public relations in-house. Co-ordinates and overseas the press when on site Responds to media requests Monitors media coverage of LEGOLAND Windsor Produces press packs and press releases Group Sales Marketing is responsible for the Group Sales team who take phone bookings for group visits and answer enquiries about the Park. Education This department deals with schools and colleges coming into the Park for an educational visit. Education is responsible for the LEGO workshops provided in the Park, monitoring competitor educational offering and creating teacher and student education literature on the Park, like this! Events This area involves the creation, planning, promotion and execution of any number of special events planned in the Park. Market Research LEGOLAND Windsor conducts a number of pieces of research in conjunction with external market research consultants. MEW Research conducts Guest exit and in-home surveys on behalf of LEGOLAND Windsor. CW285S 08/02/12 10 Corporate Hospitality The corporate hospitality team arranges for various large groups to use the Park for business meetings, events and as a venue for a day out for staff of businesses of all sizes. Prices and Admission Marketing is responsible for setting prices and the monitoring of admission levels. Design Marketing monitors the construction and quality of signs, posters, and Park literature for guests on their day of visit and information displays. Print Production This involves the design and production of all the publicity literature from concept to design through to print and stock control. Items include: The Park Guide Corporate brochure Press / Media pack Promotional literature Events posters Tourist information literature. LEGO Branding The LEGO brand is the 5th strongest Europe owned brand and the 13th worldwide. LEGO is the No. 3 quality brand amongst UK consumers. The LEGO Group is one of the World’s top ten toy manufacturers and has been producing exceptional toys for children aged six months to 16 years since 1932. The Council of the British Association of toy Retailers (BATR) recently chose the LEGO Company as the winner of the BATR Toy of the Century Award. It beat the teddy bear, Action man and Barbie. Fortune Magazine also recently selected the LEGO brick as the Product of the Century within the play category, citing it’s educational value, universal appeal and enduring popularity. In the 2000 Group Leisure Industry Awards, LEGOLAND Windsor was voted winner of the Best UK Attraction for Children More than 300 million children and adults have played with LEGO bricks. Annually there is 5 billion hours of play with LEGO. Corporate objectives: Out Mission “To give children and their families a real life experience of the LEGO core values – creativity, fun, development, play and learning – in a unique environment where the child is hero”. “We will strive to be the preferred choice of children and their families as a result of delivering exceptional value and the highest standards of quality, care, service and safety in the leisure industry.” LEGOLAND Windsor is an independent profit Centre within the LEGO Group. Marketing Objectives Achieve 2001 targets Balance Seasonality Express “The Difference” Repeat Visits Brand Synergy LEGOLAND Windsor Marketing Mix Place – Windsor is an existing tourist destination, LEGOLAND attracts a new market sector. There is excellent road, rail, air and sea infrastructure for LEGOLAND Windsor. The park is situated in a beautiful suite and there are 9 million families within a two-hour drive time. Price – 2001 admission = £18.50 adults, £15.50 children, £12.50 seniors, these prices are researched and competitive within the sector. Value for money – LEGOLAND Windsor is an all-inclusive day out, more than 50 rides, attractions and live shows. CW285S 08/02/12 11 Promotion Type Example Advertising TV, Press, Radio Partnerships Coca-Cola PR Press visits Sales Promotions Air Miles Product Development LEGO Racers Direct marketing Passport Promotion Promotional Print Brochures Sales Activity Schools, group sales Market Research MEW exit surveys Market Research There is an ongoing process of market research; this includes exit surveys and in-house surveys, focused interviews, self-completion questionnaires and off-site awareness tracking. Data is collected from a pre- booking system, promotions and competitions in the Park. There are over 300,000 contacts on the LEGOLAND Windsor database. 7. LEGOLAND Windsor Business Support Services – Health and Safety Ensuring Health and Safety Reasons for ensuring excellent health and safety: Company philosophy, public image, cost control, legal requirement. Health and Safety at Work, etc Act 1974 is the section of the law that governs companies to operate in a safe manner. Important areas relevant of LEGOLAND Windsor are Management of Health and Safety at Work regulations and Fairgrounds and Amusement Parks Guidance on Safe Practice. LEGOLAND Windsor Safety Policy: “LEGOLAND Windsor is committed to ensuring a safe environment for all Guests and Employees, free from risk of injury or illness and from unsafe physical conditions which might negatively affect their personal safety or security”. LEGOLAND Windsor has a safety strategy which includes the Safety Management System, health and Safety Policy, Emergency Plan, Accident Reporting and Investigation Procedure, Rules and Conditions for Contractors Working on Company premises. Regulatory Authorities: LEGOLAND Windsor rides are monitored by the Health and Safety Executive. The Local Authority monitors everything else. LEGOLAND Windsor conducts a thorough process of risk assessment, this is: “The systematic study of an activity or process to identify all the hazards associated with that activity and to quantify the risks involved” this involves: Identifying hazards – something with the potential to cause harm Evaluating risks – the likelihood that harm will occur, and its severity Risk Assessment forms the basis of all Health and Safety management, i.e. – to maintain a safe place of work you must know how your employees could be harmed and implement the control measures to prevent such harm occurring. Risk assessments are carried out annually or sooner, if the operations or materials used are changed. C.O.S.H.H. (Control of substances Hazardous to Health): Substances covered under the COSHH regulations include everything from window cleaner and paint to chemicals used by the Maintenance and Landscape departments. All substances that fall under this category are labelled as to their contents. Training is given in their proper use and what to do in the event of spillage. Manual Handling: Approximately 25% of all work time lost due to illness in the UK is a result of incorrect manual handling. Important to stop and think – Where? How? Adopt a good posture – Knees and Back Do not jerk – smooth life Position and load – Close to body and balanced Put down and then adjust – Push and slide CW285S 08/02/12 12 Food Hygiene: Any Leisure and Tourism organisation involved with food that is offered for sale to customers or visitors, must work with the Food Hygiene Regulations introduced under the Food Safety Act. External food hygiene and safety tests are held with the Environmental Health Office, which are then carried out in-house with all catering staff. All staff who have contact with food will hold the basic food hygiene in-house certificate. Security Staff: All staff carry an ID card that allows them into the Park. There is a team of permanent security officers who maintain 24-hour security, 365 days a year. There is also a larger team of seasonal security officers that are employed for the open season. They all receive training in security techniques and First Aid. The security team can be called to attend any situation such as, a suspicious package, a lost child, a fire alarm, a first aid call, cash transfers or suspected theft. There is a central computer monitoring system called BAMS (Building and Administration Management System) which has connected to it CCTV cameras throughout the Park, fire alarm warning system, access control system (doors opened with ID card). Radio communications are controlled by security, there are over 80 radios circulating the Park at any one time. Visitors: All visitors report to the security gatehouse, their details are recorded in the Security Daily Visitors Book. Without these details the visitor is refused access. Car Parks: All car Parks are patrolled by security as well as the use of CCTV coverage. The gates at the entrance and exit of the Park are locked until the next morning once the Park has shut. Contractors: All contractors are issued contractor passes; their vehicles are checked on a regular basis. All contractors carrying out work on the site must have understood the “Rules and Conditions for contractors Working on Company Premises” and completed the relevant certificate. First Aid: Their are three beds staffed by fully trained and registered nurses on site. Other members of staff who receive first aid training include all security officers and key seasonal staff. Emergency Procedures: There is a company Emergency and Disaster Plan, designed to help use cope with the majority of emergency situations that could occur, such as first or bombs. The plan was written in consultation with the First Brigade, Ambulance Service and Police. A sophisticated fire alarm system exists that continually sends reports back to a central computer bank (BAMS). The fire system contains 20 fire panels, over 500 smoke and heat detectors and approximately 140 break glass call points. There are 12 fire wardens and deputies in the administrative buildings. LEGOLAND Windsor has over 275 fire extinguishers on site. 8. LEGOLAND Windsor Business Support Services – Customer Services BRILLIANT GUEST SERVICE This is a training module which all LEGOLAND Windsor employees have to follow and the 4-hour course forms part of the customer service training. At LEGOLAND Windsor there exists a passion for delighting guests so, by developing interpersonal skills, knowledge and standards of service, they can ensure that guests are delighted first time, every time and always. What does LEGOLAND Windsor consider to be ‘Brilliant Guest Service’? o The guest comes first every time o Meeting and exceeding guests needs and expectations o Getting the details right –first time and every time o Making children HEROES every day NVQ Qualifications The Brilliant Guest Service module covers wide range of knowledge and skills which support the NVQ Level 2 in Customer Service. The Level 2 has five units, all of which are covered in part by this training programme: o Operate service delivery systems for customers o Store, retrieve and supply information o Develop and maintain a positive working relationship with customers o Solve problems for customers CW285S 08/02/12 13 Most commonly asked questions at Guest Services Trainees are told the most commonly asked questions at Guest Services so that they can prepare themselves to answer the questions correctly, giving accurate and up-to-date information to guests at all times in an appropriate manner. Here are the questions – after you have made a visit to LEGOLAND Windsor, how many of the questions could YOU answer correctly and accurately? The Most Commonly Asked Questions at Guest Services What time is the last shuttle bus to Windsor? Where should we first go? Do you have pushchairs for hire? How much are they? Where are the animals? Are there telephone boxes in the Park? Do you have a baby-changing centre? How much is the season’s pass? Can you direct us to Windsor Safari Park? Is the park undercover or completely out in the open? What can we do if it rains? My child is only two years old. What area / show / ride will suite her age group? Do you have discounts for students? How many people are in the Park today? Is it OK to leave my dog in the car? Is there a discount for guests with special needs? Do you sell a family ticket? Can I get a group discount? Is LEGO sold in the shops cheaper than elsewhere? How do the models stay together? How do the models move? Where can I make a complaint? (Unless at Guest Services – the answer should be “How can I help you?”) Can you recommend a family restaurant nearby? GUESTS LEGOLAND Windsor employees are asked to be sure that they recognise that: Guests are the most important people - in person or on the telephone Guests do not depend on us – we depend on them Guests are not an interruption o four work – they are the purpose of it Guests are not outsiders – they are human beings with feelings, emotions, likes and dislikes Guests are not people to argue with – no one every one an argument with a Guest Guests are our reason for being here and our purpose is to delight them with our hospitality GO FOR GOLD! BE THE ULTIMATE! Make Someone a Hero Today! CW285S 08/02/12 14 Delighting guest with special needs LEGOLAND Windsor recognises that every guest has their own individual needs and wants, and these must be met. Guests tend to be classified according to type – leisure, business, age, with young children etc, but some guests will have specific needs and require extra understanding and sensitive treatment. They include: Guests with mobility problems Guests with sensory and learning difficulties Non English speaking Guests, or those from a different cultural background Guests with small children and babies The elderly Delighting overseas guests For over half the visitors coming to Britain from abroad, English is not their first language. Employees are encouraged to make a difference to overseas guests’ perception of LLW just by greeting them in their own language. Research has shown that visitors really appreciate the efforts of staff. Staff are encouraged to learn a few simple multi-lingual phrases such as (these are written down phonetically for the staff to use): GOOD MORNING / GOOD EVENING/ WELCOME TO (place name) French Bon-jour / Bon-swar / Bee-en venoo ah German Gooten Morgen / Gooten Arbent / Vilkommen in LEGOLAND Spanish Boo-aynos Dee-as / Boo-aynos tardays / Bee-en benidoes LEGOLAND Japanese O-hay-o goz-ayeemas / Konban wa / LEGOLAND e yokoso Effective Communication skills The Communication Process LLW recognise that effective communication skills are as important as the product that is offered. It is vital that guests are delighted through brilliant guest service. The better the service, the greater the value of the experience. First Impressions Count From the moment employees start work at LLW, they must: Look the part – follow the Grooming Guide Have a positive mental attitude Wear a natural smile Feel confident about the role you perform Be informed as to the day’s events The FIVE Commitments LLW employees are encouraged to ensure that guests receive ‘Brilliant Service’ regardless of which attraction, restaurant or shop they visit. They are asked to observe the following FIVE commitments to themselves and their team: We understand our guests’ expectations We all have a positive attitude We support each other’s decisions We are proactive We communicate all the time CW285S 08/02/12 15 Turning a Negative into a Positive When guests have a problem, employees are expected to recognise it as: An opportunity to win them back Important feedback that we can learn from A moment of truth to show how professional you are Employees are asked to: Show that you are really interested If possible use the guests’ name, give yours too Show empathy – put yourself in their shoes, how would you feel? Show you are listening – paraphrase to show that there is not misunderstanding Own the situation – apologies, as if It is your fault Agree a solution together. If that is not possible involve a superior Thank the guest Delighting guests on the Telephone Employees may have the opportunity to deal with guests on the telephone, as well as internal customers such as fellow employees. The following handy tips on answering the telephone are given to employees: Answer the telephone with five rings Provide a sincere, warm and friendly welcome Always have a pen and paper handy to record details Repeat details back to the caller If you have to put the guest on hold – let them know Do not keep a guest waiting on hold for too long Thank the guest for their call Let the guest hang up first MEASURING SERVICE How does LEGOLAND measure how well they are doing? Guest Action Reports – comments on the day, positive and negative, suggestions on how LEGOLAND could do better Legged and tracked Feedback to dept manager by Guest services staff Action if appropriate It is important that LEGOLANDs Guests can see they take notice on their comments – if Guests return and LEGOLAND have said they will do something, LEGOLAND should make sure they do. Guests comments do matter e.g. minor safety issues / incidents are learned from – make improvements to insure it does not happen again. Exit and in-home surveys – detailed questions – feed back is how LEGOLAND measures key business goals 90% Guest satisfaction relating to staff is a key goal Feedback to staff through newsletters and meetings Guest letters – positive and negative feedback, suggestions All are tracked and logged 3 day response time is a key goal CW285S 08/02/12 16 EXAMPLES OF WHAT LEGOLAND HAVE LEARNED Common comments in 1999 What they did in 2000 Admissions Queue times in high season – Too high IT improvements (bar codes) Extra selling points Better training Season pass Room Response to letters – Too slow Dedicated staff ember Database track response Attractions Additional attractions Not enough rides per Guest Technical improvements to existing rides Quicker response to ride Focus on capacity Better training Improved operating procedures Queuing difficult with young children More queue entertainment Castle courtyard is setting for show with queuing around turrets Added shade to most rides Not enough info on height restrictions More signage In-Park Guide Operational Input into Park Guide Getting extra signs at the front gate Lots of other examples also relating to food offer, entertainment etc Dealing With Negative Feedback Guests have the right to complain if they feel the service or quality for which they have paid is not up to expectation. A high proportion of complaints in previous LEGOLAND seasons have concerned poor and sloppy service. This is frustrating and LEGOLAND Windsor is committed to reducing these complaints. Long-term, this type of complaint can be the most damaging as it leads to fewer Guests, fewer Guests means less revenue, which means lower profits. Ultimately, therefore jobs are at risk. On the positive side, negative feedback is vital, as it provides an opportunity to change and develop. It is worth noting that 95% of LEGOLANDs dissatisfied Guests, if their complaint is handled well and solved quickly, become loyal visitors. Bearing in mind that in high season, Park Capacity can top 15,000 Guests, some displeasure and negative feedback from certain guests are inevitable. Long queues, overcrowding, and ride restrictions (such as those for age and height) can cause a Guest to become irritated and it is important for employees to know the procedure, should a Guest approach them to complain. CW285S 08/02/12 17 When dealing with a Guest with a complaint, employees should try and avoid using the following: ‘it is not our policy’ – the Guest is not interested in the company policies ‘cannot’ –The Guest wants to hear what the employee can do ‘sorry, but that’s all I can do’ – if the employee is sorry, then the solution is not the best they can do. ‘I don’t know’ – Employees should always request assistance and let the Guest know they are doing so ‘you should have…’ An already unhappy Guest will not take kindly to being told what they should (or should not) have done Saying this will certainly aggravate the situation further: ‘sorry it is not my Department’ or ‘sorry I only started here today’ – The Guest wants help not excuses However, if the situation arises as a result of a Health and Safety issue (a child approaching a ride does not meet the age or height restriction for example) employees should be assertive, but not rude, to ensure the Health and Safety regulations are not compromised. Should the course of action be to direct the Guest to Guest Services, either in My Town or at the beginning, employees should phone ahead of the Guest arriving (an internal telephone directory is located near to each telephone point) and outline the complaint. This saves time and demonstrates understanding, as the Guest will not have to repeat it all over again. To Summarise ‘The customer is always right’ – but they do make mistakes (e.g. not reading or accepting rides restrictions). Never tell a guest they are wrong, it is better to say, ‘there has been a misunderstanding’. Rudeness and ignorance towards a Guest is not tolerated under any circumstances and will result in disciplinary action. 9. Guest comments about LEGOLAND Windsor Jo-An Price Dodds, mother and journalist “LEGOLAND has got to be a every parent’s – not just children’s – MUST visit list…. We’ll be back to LEGOLAND many times.” June Edwards, grandmother “I could eulogise for hours about LEGOLAND Windsor as we had seven hours of sheer pleasure in very pleasant company, in a wonderfully relaxing environment.” Adrian Braithwaite, aged 9 “I’ve been to LEGOLAND Windsor and I thought it was brilliant!” Evelyn Davis, mother “After spending a day at LEGOLAND I thought I would write and congratulate you. Being a qualified Nursery Nurse, I tend to look at things from a professional angle. You cover everything.” John Matthews, father “What a fantastic day. It is very easy to complain these days, but we found our first experience at LEGOLAND Windsor to be first class.” Mrs Boyd, mother “LEGOLAND entertained a 42 year old, a 35 year old, a 15 year old, an 11 year old, a 9 year old and a 7 year old – all at the same time. To do that is pretty amazing!” ATTENDANCE FIGURES 1996 1.42 million 1997 1.29 million 1998 1.51 million 1999 1.62 million 2000 1.49 million 2001 1.63 million CW285S 08/02/12 18