Amicably, Ocean Park is known theme park in Hong Kong as many people

predicted that the open of Disneyland would be a threat to Ocean Park. However,

the attendance has an increase even through Disneyland opened. One of the

reasons is Ocean Park doing very well on its public relations. The industry

comprises establishments, known as amusement parks, primarily engaged in

operating variety of attractions, such as mechanical rides, water rides, games,

shows, theme exhibits, refreshment stands and picnic grounds. These

establishments may lease space to others on a concession basis. Ocean Park

Hong Kong, opening hours from 10am to 6pm, and after hours for special events,

social functions or parties. Thus, admission costs HK$ 140 for adults and HK$ 70

for children between 3 to 11 years old and inclusive of admission to all rides,

exhibits and shows. Since it opened in 1977, Ocean Park had been pretty much

the only game in town for parents who wanted a day out with their kids. Ocean

Park edge: It knew the local market better than Disney did. During its 30-year

anniversary celebrations, for instance, Ocean Park featured its animated sea lion

mascot Whiskers with bamboo basket filled with traditional buns symbolizing

longevity.

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 Moreover, in measuring satisfaction and building such satisfaction survey

requires essential knowledge of satisfaction dimension text as it is combined with

customer satisfaction experiences. The need for utilizing customer satisfaction

surveys to be given at the entrance gate of Ocean Park as true that, customer

satisfaction is the most common of all marketing surveys and is part of crucial

studies in marketing that include market segmentation and concept testing and

measures how well the parks product services meet and or exceed customer

expectations. These expectations reflect many aspects of Ocean Park’s business

activities including actual product, service and the business nature and how the

Park operates within the global environment (Cited from, Athanassopoulos, 2000;

Hallowell, 1996). Effective marketing focuses on two activities: retaining existing

customers and adding new customers. Customer satisfaction measures are

critical to any product or service company because customer satisfaction is

strong predictor of customer retention, customer loyalty and product repurchase.

Aside, satisfaction measures involve such psychological elements for

evaluation of service experience the, cognitive, affective and behavioral as the

satisfaction measurement questions can include items like: (Cited from,

Athanassopoulos, 2000; Hallowell, 1996)

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An overall satisfaction measure (emotional)

Overall, how satisfied are you with Ocean Park’s services?

A loyalty measure (affective, behavioral)

Would you recommend Ocean Park to your family and friends?

A series of attribute satisfaction measures (affective and cognitive)

How satisfied are you with the regular price rates of Ocean Park?

How important is promotional discounts to you in visiting Ocean Park instead of

other parks?

Intentions to revisit (behavioral measures)

Do you intend to revisit Ocean Park together with your family?

Then, customer satisfaction is influenced by perceived quality of service

attributes, features and benefits, moderated by customer expectations regarding

the service as it constructs that influence customer satisfaction need to be

defined by the researcher (Cited from, Homburg, Workman and Krohmer, 1999;

Woodruff, 1997). Then, it is important to address what are the specific customer

expectations for visiting Ocean Park in dealing with interpersonal expectations

involves the relationship between the customer and service provider. Person to

person relationships are increasingly important, especially where products

require support for proper use and functioning (Cited from, Homburg, Workman

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and Krohmer, 1999; Woodruff, 1997). Expectations for interpersonal support

include technical knowledge and ability to solve the problem, ability to

communicate, time to problem resolution, courtesy, patience, enthusiasm,

helpfulness, understood my situation and problem, communication skills and

customer perceptions regarding professionalism of conduct and can be

measured in the following ways:

- Importance-Value of the service fulfilling the expectation

- Overall Affect-Satisfaction Expectations

- Fulfillment of Expectations

- Expected Value from Use

The best timing for measuring customer satisfaction and building customer

satisfaction surveys depends on the kind of service provided, the kinds of

customers served, how many customers are served, the longevity and frequency

of customer interactions and what you intend to do with the results (Cited from,

Homburg, Workman and Krohmer, 1999; Woodruff, 1997). The continuous

Satisfaction Tracking Satisfaction feedback is obtained from the individual

customer at the time of service delivery. Satisfaction tracking surveys are often

part of a management initiative to assure quality is at high levels over time (Cited

from, Rea and Parker, 1992).

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 The advantages of the survey can involve the flexibility in sequencing the

questions, details and explanation with such opportunity to administer complex

questions as well as the improved ability to contact respondents sample with

higher response rates and increased confidence that data collection instructions

are being followed. There are some disadvantages that includes higher cost of

the survey also researcher bias as well as some respondent’s reluctance to

cooperate having greater stress for the respondents and researcher and with

possible less anonymity (Cited from, Fowler, 1993; Goulding, 1999). The non-

respondent problem can be addressed in two ways: (Cited from, Lambert and

Harrington, 1990)

- by trying to increase response rate

- by trying to identify the non-respondents to control whether they are

different from the respondents

Response rates can be increased considerably when subsequent follow-up are

being applied: (Cited from, Lambert and Harrington, 1990)

- after one week a notice card is sent to everyone

- after three weeks letter and replacement surveys are sent only to non-

respondents

- final mailing similar to previous one

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There can be sample customer satisfaction survey as a method that can be used

by Ocean Park in Hong Kong as illustrated below.

1. Overall, how satisfied are you in visiting Ocean Park?

Very Satisfied
Satisfied
Neutral
Slightly Dissatisfied
Not Satisfied
2. How would you describe your experience upon your frequent visits
of the Ocean Park?
Very Satisfied
Satisfied
Neutral
Slightly Dissatisfied
Not Satisfied
3. Are you satisfied with the park’s customer services, attractions and
prices?
Very Satisfied
Satisfied
Neutral
Slightly Dissatisfied
Not Satisfied

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 4. Compared to other Hong Kong amusement parks, how well did
Ocean Park perform in satisfying your wants?
Very Satisfied
Satisfied
Neutral
Slightly Dissatisfied
Not Satisfied
5. As a loyal visitor to the park, how satisfied are you in speaking of its
overall impact to you and your family?
Very Satisfied
Satisfied
Neutral
Slightly Dissatisfied
Not Satisfied

References:

Athanassopoulos, A.D. (2000), Customer satisfaction cues to support market

segmentation and explain switching behavior, Journal of Business
Research, Vol. 47 No.3, pp.191-207

Fowler, F.J. (1993), Survey Research Methods, Sage Publications, New York, NY

Goulding, C. (1999), Consumer research, interpretive paradigms and

methodological ambiguities, European Journal of Marketing, Vol. 33
No.9/10, pp.859-73

Hallowell, R. (1996), The relationships of customer satisfaction, customer loyalty

and profitability; an empirical study, International Journal of Service
Industry Management, Vol. 7 No.4, pp.27-42

Homburg, C., Workman, J.P. Jr, Krohmer, H. (1999), Marketing’s influence within
the firm, Journal of Marketing, Vol. 63 No.2, pp.1-17

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Lambert, D.M., Harrington, T.C. (1990), Measuring nonresponse bias in customer
service mail surveys, Journal of Business Logistics, Vol. 11 No.2, pp.5-
25

Rea, L.M., Parker, R.A. (1992), Designing and Conducting Survey Research,
Jossey-Bass, San Francisco, CA

Woodruff, R.B. (1997), Customer value: the next source for competitive
advantage, Journal of the Academy of Marketing Science, pp.139-53.

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