Introduction
We believe that Merlin is the most exciting company in the world. Our market, location based entertainment (or more specifically visitor attractions), is dynamic, fast growing and fun. Within this Merlin Entertainments Group is truly unique both in terms of its breadth of quality ‘branded’ businesses and its unrivalled commercial success.
The Story So Far
- Formed in 1999 via a buyout of Vardon Attractions from Vardon plc. Majority owned by Blackstone since 2005.
- 2000-2007 delivered double digit EBITDA growth every year (excluding impact of strategic acquisitions).
- Acquisitions of LEGOLAND Parks (2005), Gardaland (2006) and Tussauds Group (2007), increased scale by over 10 x in three years.
- Merlin Entertainments Group is now the clear market leader in Europe and second only to Disney worldwide.
- Today the Group comprises 55 attractions in 12 countries across three continents welcoming over 33 million visitors a year.
- A unique portfolio of household name brands including LEGOLAND, SEA LIFE, Madame Tussauds and The London Eye.
Our Vision
To become the world wide leader in branded, location based entertainment.
Our Strategy
To build on our position as a high value, international, family entertainment group with strong, chainable brands and a portfolio that is naturally hedged against external factors such as weather or localised market conditions.
Our strategy will be delivered through:
Organic growth
Planned and predictable capital expenditure cycles appropriate to each Operating Group will provide the main drivers to growth across our existing estate. This will be complemented by strong price and yield management strategies based on continually improving guest experience.
Rolling out proven chainable brands internationally
We have strong, internationally recognised brands in LEGOLAND, Madame Tussauds, SEA LIFE and Dungeons. We have the development skills internally to identify, secure and build up to five new midway attractions every year. In addition we aim to deliver one new LEGOLAND themepark every five years, utilising our own or partners’ money.
Destination positioning
We intend to position all our themeparks as short break destinations in order to optimise their market reach and asset utilisation. Hotels and/or holiday villages are a clear market signal in achieving this and we plan to add new developments to our existing estate of six hotels and one holiday village on an ongoing basis.
Acquisitions
The visitor attraction market is highly fragmented and we consider ourselves well placed to take advantage of consolidation opportunities that will enhance our strategic aims.
Our number one priority
The delivery of memorable experiences to our millions of guests underpinned by the very highest Health & Safety standards.