Client Name

Onederland - Lucky Entertainment Pvt Limited

Faculty Advisor

Dr. Hassan Mahmood

SBS Thought Leadership Areas

Entrepreneurship and Innovation

SBS Thought Leadership Area Justification

This project falls under the section of Entrepreneurship and Innovation of the IBA School of Business Studies. It's essentially about business-model innovation – a way of rethinking how value can be added and captured from an existing asset, which in this case is a venue and its captive adult footfall. The advisory relationship is also oriented this way, as the project was supervised from the AMAN Centre for Entrepreneurial Development. The outcomes contribute to the area in two ways. First, they illustrate an opportunity-identification process based on actual observation of customers, in contrast to assumption, which is the hallmark of entrepreneurship. Second, the interventions that are recommended are also innovations in the client's value proposition and revenue model, which demonstrates how incremental, evidence-based innovation can tap into latent demand in a proven business model. A second level link is recognised to Behavioral Studies as the project's evidence base is based on a sound foundation on the systematic observation of consumer behaviour.

Aligned SDGs

GOAL 8: Decent Work and Economic Growth

Aligned SDGs Justification

The project has the closest connection with the Sustainable Development Goal 8 (Decent Work and Economic Growth) (United Nations, 2015). The Project helps a local enterprise to find a new stream of sustainable income, thereby contributing to the productivity driven growth of a small to medium sized enterprise (SME) in Pakistan and possibly generating new service related jobs, such as in the food and beverage or hospitality industry as part of the new adult offering. The work also aligns with Goal 9 (Industry, Innovation and Infrastructure) because its fundamental contribution is service and business-model innovation, a new way of thinking about how an existing venue can be used to service an underserved customer. A secondary connection is to 3 (Good Health and Well-being): Designing for the comfort, rest and enjoyment of accompanying caregivers to the wellbeing of leisure time in the family.

NDA

No

Abstract

In Pakistan family entertainment centres are fashioned around one customer; the kid. Prices and tickets are all based on the kid pricing and sold to children, nearly everything is for kids. But no child is an orphan. With every visit at least one person admits to the park for a fee and remains there for hours only to be gone with nothing in his or her possession. The question this ELP aims to answer and one that is often overlooked by the industry, is what are those ‘adults' doing while the kids play and could that downtime be a valuable revenue and engagement opportunity without contaminating the family atmosphere of the venue? The project uses a mixed method research design. Structured non-participant observation was first carried out at two areas of high adult activity in the venue, where the behaviour, group dynamics and environmental interaction of 55 idle adults was recorded for 15 minute intervals. Second, an intercept questionnaire was used to gather responses from 62 visitors who were approached both in English and Urdu via a QR code placed at reception and at waiting areas, which asked about demographics, self-directed spending, attitudes and willingness to pay for adult-oriented offerings. The results point to an obvious opportunity. When watching, we could see that adults, who had nothing to do, were inactive: they were watching children, talking each other, and paying attention to their phones, with little sitting or stimulation provided for them. The survey confirms this: 87% of respondents stated that they would be very or somewhat likely to use paid services or dedicated spaces targeted to adults, 81% said they would prefer the possibility of a “family deal” that combines children's play credits with an adult food or drink voucher and 84% said they would visit more frequently if adults could spend their time more comfortably. Among the 21% of those who indicated their budget was for “just the kids”, 85% noted that they would be willing to access programs for adults as well, indicating a significant latent demand. The results suggest that Onederland can expand its revenue per visit and also increase the number of visits per customer at the same time, if they consider accompanying adults as main and not secondary customers. The report suggests a series of interventions – better seating and an adult-friendly ‘me-time' area, a carefully selected food and beverage and ‘me time' menu, and family pricing packages – prioritizing low-cost wins, and followed by larger investments. The project falls under one of the areas of thought-leadership—Entrepreneurship and Innovation—and it is relevant to Sustainable Development Goal 8 (Decent Work and Economic Growth), with supporting relevance to Goal 9. In addition to the deliverables, the project provided hands-on experience of converting raw behavioural observation into a commercial recommendation for a live client. This research focuses on the family entertainment centre, the experience economy, servicescape, monetisation of idle time, the willingness to pay for the experience, the engagement of the customer and the business model innovation of Onederland.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

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