“CONCEPT PAPER: PROPOSED ADVENTURE PARK”

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 CHAPTER I

Background
1. Proposed Adventure Park

The project, Buda- Adventure park, consists of villas, water amenities, retail

outlets, and other recreational facilities. It contains a variety of physical activities and

mental challenges, such as, rope climbing, obstacle courses, and zipline. The project

will serve as a landmark that will help boost the tourism of the municipality, therefore,

it will also contribute to the economic development of Buda in Mindanao. Based on

its cultural and religious variety and medieval heritage, natural landscape and the

hydric resources and a renowned culinary tradition, BuDa Municipality has the

preconditions to develop as an attractive regional touristic center.

BuDa is a barangay in Davao City. Its population as determined by the 2015

Census was 1,885. This represented 0.12% of the total population of Davao City.

BuDa (Bukidnon-Davao) is known for its all-in-one resorts and vacation houses built

on the mountainside. One would surely enjoy the cool mountain breeze and the fresh

vegetables and fruits that can be harvested from the hills. The cool mountain air

temperature can drop up to 14 degrees, so bring those sweaters or jackets. 

It’s potential in the tourism sector in Davao is one thing to keep watching of.

The current developments of road infrastructure and cultural events have made the

location more accessible than ever. The easiness to reach places from City to
Mountains due to the newly built highway as well as the vivid cultural life that takes

place every summer and vacations.

ll. Proposed Concept and theme

The development concept is to create an adventure park complex which will

become a destination, rather than just a “adventure park”. Initially, the park complex

would consist of recreational facilities such as swimming, outdoor and field games,

rides and all. All elements of the project should be designed to capitalize on

Mindanao, particularly in BuDa growing national pride and promise of its future.

Eventually other attractions, hotels, etc. could be added as demand warrants.

ll. B.) Academic definition of a theme park:

1. Adventure parks as an aggregation of themed attractions, including

architecture, landscape, rides, shows, foodservices, costumed personnel, and

retail shops (Heo, 2009).

[Link] parks are extreme examples of capital intensive, highly

developed, user-oriented, man modified, recreational environments

(Pearce,1988).

3. Adventure parks is a destination in its own right, which combines

entertainment, food and beverage and shops, and an environment that is

different from that found outside its gates (Ap and Ho, 2009)
Ill. Market Support

The potential market support for the proposed adventure park derives from

two sources; residents and tourist.

IV. Rides and Attractions

Except for parking, it is neither economical nor necessary to plan a physical

plant to accommodate absolute attendance peaks at a theme park. A good balance

is achieved if facilities are planned for an average of the top 15 to 20 days of the

year, in this case all July and August weekend days. The result is a park large

enough to accommodate the exceptionally large number of visitors who come on

three or four peak days, albeit with some crowding. At the same time, the park is not

so large that it appears empty during the more slack days which inevitably occur on

on weekdays near the start or close of the season.

I. The Features of the Proposed Adventure Park

According to Kotler and Swar brooke,there are three levels of product in a adventure

park, and each level has its own features:

Level 1: Core product;

Level 2: Supporting (Tangible)product; and

Level 3: Facilitating (Augmented)product.

In fact, visitors visit a adventure park for an expectation of a wonderful experience

that combines all the features from the three levels of product.
Level 1: The Core Product

The core product is the most fundamental level and is what the visitor is really

buying. The product consists of benefits sought by the visitors but they are intangible

in nature, such as:

•ExcitementAtmosphere
•Fun
•Value for money/ Variety of on-site attraction
•The company of others/family gathering

Level 2: The Supporting Product (Tangible Product)

Adventure park’s management needs to turn the core product in Level 1 into tangible

product. Furthermore, supporting product is extra products to offer the added value

to the core product itself and to help to differentiate it from the competitors (other

theme parks). The supporting product includes:

•Rides, activities and shows

Level 3: The Facilitating Product (Augmented Product)

Facilitating product is not the core product that visitor is buying, but it helps to

make the experience more satisfying and enjoyable. This includes all the additional

services and facilities that enhance the visitors’ experiences, and they are both

tangible and intangible in nature

I. Spaces and its Functions

The proposed total area of the said Adventure Park is around 200m x 600m or a

astounding 12ha (hectares). And is to be located at East Dalurong Buda with its

coordinates of 7°36'51.6"N 125°05'46.8"E

B. Major Spaces

1. Drop-off Pavilion
 It acts as the forefront attraction of the Park which gives an Idea of what they
can expect inside. It gives a grandiose feeling to the residents and tourist who

would be staying in the Adventure Park. Also, It’s basically a drop-off and waiting
point for everyone going and leaving.

2. Administration Building
 This is where the technical things and documents proceeds. Whenever a

visitor/tourist/employee are coming, they should first report to the admin building of

the park. It’s where we can find the billings, reservations, transactions and

information’s before we can proceed inside the Park.

3. Residential/ Cottages/ Rest house

comfortability while they’re enjoying, relaxing and exploring the park. This gives

them leeway to not rush things up for they can continue their activities the day

after.
4. Overview of the Park ( Aerial Perspective)

Instead of visiting an a adventure park passively, visitors are expecting a

more interactive and participative experience such as feeding the animals, photo-

taking with park’s characters and participate in activities.

A systematic and professional management approach benefits theme park in

all areas of operation. Its implementation requires a well-qualified and

experienced management team. This management team comprises of specialists

across all aspects of the operation including (I) strategic planning, (II) finance, (III)

marketing and (IV) maintenance.

In general, adventure parks can be defined as a subset of visitor attractions.

Visitor attractions are described as permanent resources which are designed,

controlled and managed for the enjoyment, amusement, entertainment, and

education of the visiting public. There are the main types of managed attractions

for visitors: ancient monuments; historic buildings; parks and gardens; theme

parks; wildlife attractions; museums; art galleries; industrial archeology sites;

themed retail sites; amusement and leisure parks.

Lastly, amusement parks and adventure parks are mass market activities that

appeal in some way or another to most people in a given community. While not

everyone will visit every year, it is a sure bet that most people living with a certain

radius of the park will visit at least a few times growing up and the again once

they have kids of their own.

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Parks. Secaucus, NJ: Citadel Press.
Milman, A. (1991). The role of theme parks as a leisure activity for local
communities. Journal of Travel Research, 29(3), 11.
Price, H. (1999). Walt’s revolution by the numbers. Orlando, Florida: Ripley
Entertainment Inc. TEA / AECOM. (2014). 2013 Theme index: The global attractions
attendance report, Themed Entertainment Association,
[Link]
Vogel, H.L. (2004). Entertainment industry economics, a guide for financial analysis.
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Weinstein, R. M. (1992). Disneyland and Coney Island: Reflections on the evolution
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