Hasper World ACCA SBL Pre-Seen – September 2026

Introduction

If you are preparing for the ACCA Strategic Business Leader (SBL) exam, the September 2026 SBL pre-seen centres on Hasper World (HW), a family-owned theme park located in the country of Deeland. This blog provides a thorough breakdown of the company, its industry, the competitive environment, and the key strategic themes that are likely to shape your exam day.

Hasper World was established over 50 years ago by brothers Henrik and Arthur Glen, who used farmland in the northern region of Deeland to build a small themed attraction celebrating Deeland's vibrant history and the legend of Hasper, a mythical giant. From those humble beginnings, HW has grown to become the third largest theme park in Deeland by both revenue and visitor numbers, operating across two square kilometres and attracting approximately 2.7 million visitors in 20X5.

Understanding HW's strategic position, its family governance structure, its operational challenges, and the competitive dynamics of the Deeland theme park market is central to your SBL exam preparation.

Area 1: Company Introduction

What Does the Company Do?

Hasper World (HW) is a theme park that offers visitors a wide variety of rides, attractions, food outlets, and retail shops, all built around the central theme of Hasper, a mythical giant from Deeland's history and folklore. HW positions itself as a provider of both entertainment and education, combining the thrill of theme park attractions with an immersive experience of Deeland's cultural heritage. It is the only privately owned, family-run theme park operating in Deeland.

HW's ride and attraction portfolio currently includes:

• 11 rollercoasters, including the tallest and longest in Deeland, installed four years ago
• 2 dark rides
• 1 drop ride
• 2 water slides
• 10 flat rides
• Multiple playgrounds spread across the site

The park is divided into themed areas or 'lands', including Hasper's Magical Mountain, the Forbidden Forest, and the Raging Rapids, creating an immersive experience as visitors move through the park. All food and retail outlets on the site are owned and operated by HW, meaning the park controls the full visitor revenue stream.

Unlike its two largest rivals, HW does not operate an onsite hotel or resort accommodation. The board has deliberately chosen to remain focused on its core theme park operations, believing accommodation to be out of line with that focus.

Location of the Company

Hasper World is located in the northern region of Deeland, on land originally owned by the Glen family as farmland. Deeland is a country with a population of over 60 million people and a well-developed economy, with a significant proportion of the population having disposable income available for leisure and tourism activities.

Deeland also enjoys a warm and sunny climate for several months of the year, making it a popular international tourist destination. However, Deeland experiences heavy rainfall during November to February, which affects HW's operations by necessitating the closure of its largest rollercoasters, water slides, and drop ride during those months for safety reasons. As a result, HW's main operational season runs from March to October, with smaller rides, dark rides, flat rides, and playgrounds remaining open all year round.

Ownership and Governance

HW is 100% family owned by the Glen family, making it unique among Deeland's major theme parks as the only privately owned, family-run operator. The ownership structure is as follows:

• Henrik Glen (co-founder): 10% of share capital (retired, no board involvement)
• Arthur Glen (co-founder): 10% of share capital (retired but serves as Chair of the board)
• Current executive board members (sons and daughters of the two founders): 50% of share capital collectively
• Other Glen family members (non-business-active, or NBA, shareholders): 30% of share capital; most play no active role in the business

All board positions have historically been held exclusively by Glen family members. The board holds an annual family shareholder meeting called the family council, attended by both business-active and NBA shareholders, at which performance and strategic matters are discussed. At the most recent family council, some of the NBA shareholders expressed concerns about slowing performance and the potential need to bring in fresh ideas.

HW does not appear to follow a formal corporate governance code. As a privately held, family-owned business, it has no obligation to report against the standards expected of listed companies, and the absence of independent directors is a notable governance gap.

Key Stakeholders

HW's principal stakeholders include:

• The Glen family (founders, board members, and NBA shareholders)
• Employees: over 100 full-time equivalent (FTE) staff and nearly 300 seasonal workers
• Visitors: approximately 2.7 million in 20X5, spanning families with children, teenagers, young adults, and adults over 30
• Organisation for Amusement Park Operators (OAPO): the industry body responsible for operating licences and safety standards
• Local community in the northern region of Deeland
• Suppliers of food, retail merchandise, engineering and maintenance services
• Competitors: SpaceParc (27% market share), Dynoland (22% market share), and a wide range of smaller regional parks
• Deeland government and local authorities: for licensing, planning, and regulatory compliance

Capital Structure and Funding

The pre-seen is silent on the specific details of HW's capital structure. No information is provided on debt levels, gearing ratios, or financing arrangements. What follows therefore represents educated inferences based on the information available.

As a 100% family-owned business that has grown over 50 years from a small family farm venture, HW's capital base is most likely predominantly equity-funded, with retained earnings having played a significant role in financing the growth of the park and its attractions. The significant capital investments made over the years, particularly the installation of the tallest and longest rollercoaster in Deeland four years ago, suggest that HW either has strong operating cash flows to fund capital expenditure or has utilised external debt financing at key points in its development.

The absence of an onsite hotel, which represents a major capital investment made by both SpaceParc and Dynoland, may in part reflect HW's capital constraints as well as the board's stated strategic preference to focus on core theme park operations. Candidates should be cautious about drawing definitive conclusions on HW's capital structure in the examination and should frame observations around what the pre-seen implies rather than what it directly confirms.

Performance Insights

Note: The financial and non-financial data in the pre-seen is presented in graphical form. The figures used below are approximate estimates extracted from those graphs. They should be treated as indicative rather than precise.

HW's financial performance over the five-year period to 20X5 shows a business that has grown its top line consistently, but which faces a more complex picture when examined against industry benchmarks.

Total revenue has grown steadily from approximately $122.5 million in 20X1 to approximately $146.5 million in 20X5, representing growth of approximately 20% over the period. Revenue per visitor has also increased year-on-year, rising from approximately $49.5 in 20X1 to approximately $54.2 in 20X5, reflecting HW's ability to generate more spend per head, likely through food, beverage, and retail sales.

Visitor numbers have grown from approximately 2,475,000 in 20X1 to approximately 2,701,000 in 20X5. However, the rate of growth in visitor numbers has consistently lagged behind the industry average. HW's year-on-year visitor attendance growth has ranged between 2.4% and 2.9% over the period, whilst the industry average has grown from 5.0% in 20X1 to 6.9% in 20X5. This widening gap is a significant strategic concern.

The consequence of this underperformance in visitor growth relative to the industry is a declining market share. HW's visitor number market share has fallen from approximately ~18% in 20X1 to approximately 16% in 20X5, a loss of around two percentage points in five years. This indicates that HW is growing, but the wider Deeland theme park market is growing faster.

The Net Promoter Score (NPS), which measures visitor satisfaction and the likelihood of recommending HW to others, presents a more nuanced picture. HW's NPS rose from approximately 59 in 20X1 to around 60 in 20X2, fell to around 55 in 20X3, and partially recovered to approximately 57 in 20X5. The industry average NPS has followed a similar trajectory, declining in 20X3 before recovering to approximately 60 in 20X5. HW's NPS now marginally trails the industry average, a reversal from 20X1 when they were broadly aligned.

Taken together, these indicators point to a business that is generating more revenue and more revenue per visitor, but is failing to grow its visitor base at the rate of its competitors, is losing market share, and is experiencing modest visitor satisfaction underperformance relative to the industry. These are the strategic challenges that will frame the examination.

Note: growth rates and revenue per visitor are derived from the estimated visitor-number and revenue series above, so the table is internally consistent; all values are graph-based estimates and should be treated as indicative. The pre-seen separately states that the combined visitor numbers of Deeland's three largest parks grew by around 4% in 20X5 — slower than the estimated whole-market growth, implying smaller operators are growing fastest.

Business Model

1. Value Proposition

HW positions itself as Deeland's entertainment and education theme park, offering an immersive experience built around Deeland's cultural heritage and the legend of Hasper. Its value proposition rests on:

• A broad and diverse ride portfolio, including the tallest and longest rollercoaster in Deeland
• A unique educational and cultural experience rooted in Deeland's history and folklore
• A family-focused environment spanning visitors of all ages, from young children in playgrounds to thrill-seekers on rollercoasters
• An affordable, all-inclusive ride model: once admitted, all rides and attractions are free to use
• A locally owned, family-run identity that many visitors find more personal and community-connected than corporate competitors

2. Operating Model

HW operates as a single-site theme park across two square kilometres, divided into themed lands. The park employs over 100 FTE staff supplemented by nearly 300 seasonal workers during the main season (March to October). A central control centre manages the day-to-day safe operation of rides, CCTV monitoring, weather reporting, and communications across the site.

The park is closed to its largest rides during November to February due to weather conditions, during which time comprehensive maintenance programmes are undertaken. Smaller rides, dark rides, flat rides, and playgrounds remain operational all year round.

3. Revenue Model

HW generates revenue from four streams:

• Ticket sales: the primary revenue source, representing approximately 58% of total industry revenue in 20X5 (industry benchmark; HW's specific split is not disclosed)
• Food and beverages: approximately 23% of industry revenue in 20X5, all outlets owned and operated by HW
• Retail merchandise: approximately 7% of industry revenue in 20X5
• No hotel or resort income: unlike SpaceParc and Dynoland, HW generates no accommodation revenue, missing out on the fastest-growing industry revenue segment (hotels/resorts grew from 3% to 12% of industry revenue between 20X1 and 20X5)

The shift in industry revenue towards hotels and resorts is a structural trend that HW is currently not positioned to capture. This is both a strategic risk and a potential opportunity, depending on whether the board decides to revisit its stance on accommodation.

4. Technology and Systems

HW operates a website and a mobile app, both enabling ticket booking and providing information on rides and attractions. The app and website are functional but are not described as industry-leading. HW also maintains social media channels to publicise the park and gather visitor feedback. RFID wristband technology and more advanced mobile app features (such as real-time queue management and restaurant pre-booking) are available in the industry but not explicitly confirmed as deployed by HW.

Prospects of the Company

HW's long-term prospects are grounded in its strong heritage, unique family-owned identity, diverse ride portfolio, and position as the third largest theme park in a growing Deeland market. The Deeland theme park market is estimated to grow by over 10% in the next five years, providing a positive external environment.

However, HW's underperformance in visitor growth and its declining market share suggest that organic growth is not being achieved at a rate consistent with its market opportunity. To sustain and grow its position, HW must address several pressing strategic issues:

• Closing the visitor growth gap with industry competitors
• Reassessing the strategic case for onsite hotel or resort accommodation
• Investing in digital technology and visitor experience enhancements, including AR/VR and advanced mobile app features
• Strengthening governance by considering whether the board's exclusively family composition remains appropriate given the scale of strategic challenges
• Developing a credible sustainability strategy to meet the growing expectations of environmentally conscious visitors, particularly young adults
• Maintaining OAPO licence compliance and the highest possible safety standards

Area 2: Governing Body and Ownership of the Company

Board Composition and Governance Framework

HW is a 100% family-owned business. All executive board positions are currently held by members of the Glen family, the sons and daughters of founders Henrik and Arthur Glen. Arthur Glen, despite having retired from day-to-day management over ten years ago, continues to serve as Chair of the board.

The board structure is as follows:

• Chair: Arthur Glen (co-founder, retired from operations)
• Managing Director: Claud Glen (Arthur's son; over 30 years at HW in roles including ride operator, customer services manager, and marketing and commercial director)
• Finance Director: Susan Glen
• Human Resources Director: Joe Glen
• Marketing and Commercial Director: Leif Glen
• Operations Director: Marta Glen

HW does not appear to have independent non-executive directors on its board. There is no reference in the pre-seen to formal governance committees (audit, remuneration, nomination), and as a private, family-owned company, HW has no obligation to report against a corporate governance code.

Family Council

Once a year, HW holds a family council meeting, attended by all Glen family shareholders, both business-active board members and non-business-active (NBA) shareholders. This serves as the principal mechanism for NBA shareholders to receive updates on performance and strategic direction.

At the most recent family council, some of the NBA shareholders expressed concerns about HW's slowing performance and raised the potential need for fresh ideas — a signal that may point towards outside perspectives. This is a significant signal within the pre-seen and is likely to be a governance theme explored in the examination.

Assessment of Governance Effectiveness

Strengths

• Strong family commitment: board members have deep, long-term personal and professional investment in HW's success.
• Claud Glen's broad operational experience across multiple roles at HW provides relevant and informed strategic leadership.
• The family council provides a structured forum for NBA shareholder engagement and transparency.
• The founders' vision of entertainment, education, and community engagement remains embedded in the company's values and mission.

Weaknesses

• Absence of independent non-executive directors limits external challenge and fresh strategic thinking at board level.
• All board positions filled exclusively by family members creates a risk of groupthink and resistance to transformational change.
• Arthur Glen's continued role as Chair despite retirement from operations over ten years ago raises questions about governance independence and succession.
• No formal governance committees are referenced, limiting independent oversight of financial controls, risk management, and remuneration.
• The concerns raised by NBA shareholders at the recent family council suggest that the current governance model is under internal pressure.

Recommendations for Governance Enhancement

1. Appoint at least two independent non-executive directors with relevant expertise in leisure, tourism, technology, or sustainability to broaden strategic thinking at board level.
2. Establish formal governance committees, particularly an audit committee and a remuneration committee, to strengthen independent oversight.
3. Develop and implement a formal succession planning framework, particularly for the Chair and Managing Director roles.
4. Consider formalising the family council's role and governance structure to provide NBA shareholders with more structured engagement and oversight rights.
5. Review whether Arthur Glen's continued role as Chair is consistent with good governance practice, given his retirement from operations and the potential for conflicts between family legacy and strategic necessity.

Area 3: Ethics and Corporate Social Responsibility (CSR)

Ethical Positioning and Public Perception

HW's stated values explicitly reference safety, the planet, local community, and visitor entertainment needs. These are the foundations of an ethical and socially responsible organisation. HW's mission to entertain, educate, excite, and bring joy to the people of and visitors to Deeland reflects a public-facing commitment to positive social impact.

HW also benefits from its family-owned identity, which many visitors associate with authenticity, community connection, and values-led management, in contrast to the more commercially driven image of its corporate competitors. However, as with many organisations, the gap between stated values and embedded practice is an important area of examination focus.

Main Ethical Threats

1. Safety and Visitor Welfare

The safety of visitors and staff is HW's most fundamental ethical obligation. Theme park rides carry inherent risks, and any safety incident, however rare, carries the potential to cause serious harm and to damage HW's reputation severely. The pre-seen explicitly notes that HW's risk register highlights safety and security as a key risk category, including risks from ride failure, inadequate maintenance, sabotage, and cyber-attacks on ride systems.

Ethical best practice: HW must maintain rigorous compliance with OAPO standards, conduct regular internal and external ride inspections, and foster a strong safety culture across all staff, particularly seasonal workers who receive only one to two days of training.

2. Sustainability and Environmental Responsibility

Theme parks have a significant environmental footprint, including high energy consumption, large volumes of waste from food and beverage operations, and the impact of visitor travel on carbon emissions. HW's stated values include a commitment to minimising the park's impact on the planet's resources, but the pre-seen does not describe any specific sustainability initiatives or targets currently in place.

This gap is commercially as well as ethically significant. A recent Deeland Travel and Tourism industry report found that 53% of visitors prioritised sustainable choices when deciding which attractions to visit, and young adults under 30 are increasingly making spending decisions based on sustainability credentials. Given that young adults aged 20 to 29 represent 29% of industry visitors, this is a direct commercial risk as well as an ethical one.

Ethical best practice: HW should develop a formal sustainability strategy with measurable targets, including investment in solar energy, waste recycling systems, reduction of single-use plastics, and sustainable food sourcing.

3. Seasonal Worker Welfare and Training

HW employs nearly 300 seasonal workers each year, over 80% of whom are aged between 18 and 25. Most receive only one to two days of induction training before commencing their roles. Whilst some positions require more detailed training, the brevity of the general induction raises ethical questions about the adequacy of preparation, particularly for roles involving visitor safety such as ride assistants and security staff.

Ethical best practice: HW should review the adequacy of its seasonal worker training, consider extending induction periods for safety-critical roles, and develop a clearer duty of care framework for its young seasonal workforce.

4. Data Protection and Cyber Security

HW collects visitor data through its website, mobile app, and social media channels. RFID wristbands are highlighted in the pre-seen as an industry development; were HW to adopt them, the volume and sensitivity of visitor data collected would increase further. The risk register identifies cyber-attack and data loss as significant risks, noting that loss or corruption of customer personal data could result in a loss of visitor confidence. HW has a legal and ethical obligation to protect the personal data of its visitors and to be transparent about how it is used.

Ethical best practice: Ensure robust data governance and cyber security frameworks are in place, with regular security audits and a transparent privacy policy communicated to visitors.

Corporate Social Responsibility (CSR) Practices

HW demonstrates several embedded socially responsible behaviours:

• Community Engagement: HW's values explicitly reference care for the local community and active engagement with local community projects and events, reflecting its roots as a family business in the northern region of Deeland.
• Educational Mission: HW's founding purpose and ongoing identity as an entertainment and education park reflects a social responsibility to preserve and celebrate Deeland's cultural heritage.
• Accessible Visitor Experience: Free entry for children under five, discounted online tickets, family tickets, school group offers, and season tickets demonstrate a commitment to making the park accessible to a wide demographic.

However, a formalised CSR strategy with measurable environmental and social targets, published progress reports, and board-level accountability for ESG matters is notably absent. This represents both a risk and an opportunity as visitor expectations continue to evolve.

Area 4: PESTEL Analysis

A PESTEL analysis examines the Political, Economic, Social, Technological, Environmental, and Legal factors shaping HW's operating environment. As a theme park in a growing Deeland leisure market, HW operates within a broadly favourable external environment but faces evolving pressures across all four dimensions.

Political Factors

Regulatory Framework: Deeland's theme park industry is regulated by the Organisation for Amusement Park Operators (OAPO), which sets and monitors all standards on ride design, manufacture, testing, operation, maintenance, inspection, and quality assurance. Operating licences are issued and reviewed annually by the OAPO. Theme parks must pass rigorous inspections to maintain their licences. This represents a significant compliance obligation for HW, given the size and complexity of its ride portfolio.

Health and Safety Legislation: Like all Deeland businesses, HW must comply with employment, health and safety, consumer protection, competition, and data protection legislation. The safety of visitors and staff is both a legal obligation and a core stated value.

Tourism Policy: Deeland is described as a popular international tourist destination with a warm climate and vibrant history. Government policies supporting international tourism and leisure infrastructure investment provide a broadly favourable political context for HW.

Key Political Considerations for HW:

• Maintain full and ongoing compliance with OAPO standards to protect the park's operating licence.
• Monitor any changes to Deeland's employment legislation relevant to seasonal worker contracts and conditions.
• Engage with Deeland tourism promotion initiatives to support international visitor attraction.

Economic Factors

Market Growth: The Deeland theme park market earned an estimated revenue of nearly $1 billion in 20X5 and is estimated to grow by over 10% in the next five years. This is a genuinely positive macroeconomic context for HW, provided it can capture its share of that growth. The three largest theme parks together attracted over 10 million visitors in 20X5, up 4% on the prior year.

Consumer Spending Sensitivity: Theme park operations are sensitive to global economic conditions. Slow economic growth or recession can reduce visitor spending power and confidence, impacting visitor numbers and per-head spending. Given HW's reliance on ticket, food and beverage, and retail revenue, any sustained economic downturn would have a direct impact on performance.

Capital Investment Requirements: The theme park industry is capital-intensive. Maintaining a competitive ride portfolio, investing in new technology, and potentially developing accommodation or sustainability infrastructure all require significant capital expenditure. HW's capital allocation decisions will be a key strategic theme.

Key Economic Considerations for HW:

• Monitor economic conditions in Deeland and key international visitor markets.
• Assess the capital investment required to close the visitor growth and market share gap.
• Explore revenue diversification opportunities, particularly in the accommodation and digital channels.

Social Factors

Visitor Demographics: the pre-seen's industry segmentation for 20X5 shows theme park visitors comprising families with children under 12 (40%), teenagers aged 13 to 19 (22%), young adults aged 20 to 29 (29%), and adults aged 30 and over (9%). As Deeland's third largest park, HW can reasonably be assumed to serve a broadly similar mix. The dominance of family and young adult visitors reflects the broad appeal of HW's ride portfolio and its family-friendly identity.

Sustainability Consciousness: Young adults under 30 are increasingly making leisure spending decisions based on sustainability and environmental criteria. The 20 to 29 age group represents 29% of industry visitors, and the teenager segment a further 22%, making sustainability credentials commercially important for HW's core demographic.

Growing Appetite for Themed Entertainment: The pre-seen notes that the growing popularity of themed entertainment, driven by global entertainment brands and movie franchises, is a key growth driver for the theme park industry. HW's theme is rooted in Deeland's cultural heritage rather than global franchises, which is a differentiating factor but also a potential constraint in competing for visitors drawn to franchise-based parks.

Key Social Considerations for HW:

• Develop a credible sustainability strategy targeted at HW's young adult and teenage visitor base.
• Invest in new ride and attraction experiences to maintain relevance and excitement for repeat visitors.
• Leverage HW's educational and cultural identity as a distinctive social proposition.

Technological Factors

Virtual and Augmented Reality: VR and AR technologies are becoming increasingly used within theme park rides and attractions globally. These technologies allow visitors to experience immersive digital environments alongside physical ride experiences. VR headsets on rollercoasters and AR interactive overlays on dark rides represent significant innovation opportunities for HW to differentiate its attraction offering.

Mobile Apps and Digital Experience: Some theme parks have developed mobile apps providing real-time queue updates, restaurant pre-booking, live weather reports, and hotel room access. HW operates a website and a mobile app for ticket booking, but the pre-seen does not confirm that advanced features such as queue management or personalised offers are currently deployed.

RFID Wristbands: RFID technology allows parks to monitor visitor movement, manage queues, and send personalised real-time information to visitors. The data generated can enable personalised offers and improve visitor satisfaction. The pre-seen references RFID wristbands as an industry development but does not confirm their current use at HW.

Cyber Security: HW's risk register identifies cyber-attacks as a significant risk, including physical and cyber attacks on ride systems and the risk of visitor data loss. As HW increases its digital infrastructure, cyber security investment becomes increasingly critical.

Key Technological Considerations for HW:

• Invest in VR and AR technologies for existing rides and attractions to differentiate the visitor experience.
• Develop the HW mobile app to include real-time queue management, personalised offers, and restaurant booking.
• Consider deploying RFID wristband technology to improve visitor flow management and data collection.
• Strengthen cyber security frameworks as digital infrastructure expands.

Environmental Factors

Environmental considerations cut across the case. Deeland's climate drives HW's seasonality: heavy rainfall between November and February forces the closure of the largest rollercoasters, water slides, and drop ride, concentrating revenue into the March-to-October season. At the same time, sustainability expectations are rising — younger visitors in particular are making leisure choices based on environmental credentials, and visible initiatives such as reducing single-use plastics and sustainable food sourcing are becoming industry norms. HW's lack of a formal, published sustainability strategy is therefore both an environmental and a commercial exposure (see Area 3).

Legal Factors

HW operates under the licensing regime of the OAPO, which grants the annual operating licences on which the park depends, alongside health and safety obligations for rides and visitor welfare, data protection law governing the visitor data HW collects, and employment law obligations towards its large seasonal workforce. Loss of, or conditions attached to, an OAPO licence would be an existential risk, which is why regulatory compliance features prominently in the risk register (see Areas 1 and 3).

Area 5: Ansoff's Matrix

Ansoff's Matrix helps evaluate HW's growth options across four strategic directions: market penetration, product development, market development, and diversification. For HW, this framework helps clarify where the greatest and most realistic growth opportunities lie.

1. Market Penetration (Existing Services, Existing Markets)

HW's current primary strategy is to serve its existing visitor base with its existing range of rides, attractions, food, and retail. However, its visitor growth rate of 2.4% in 20X5 against an industry average of 6.9% indicates that market penetration alone is insufficient.

Opportunities:

• Invest in digital marketing, social media engagement, and loyalty programmes to drive repeat visits and attract lapsed visitors
• Improve the visitor experience through mobile app enhancements including queue management and personalised offers
• Enhance food and beverage and retail offerings to grow revenue per visitor beyond the current level of around $54

Risks:

• Market saturation in core Deeland family theme park segment
• Visitor loyalty increasingly dependent on new ride investment, which requires significant capital expenditure

2. Product Development (New Services, Existing Markets)

HW has significant opportunities to develop new attractions and services for its existing visitor demographic.

Opportunities:

• Install VR and AR technology on existing rollercoasters and dark rides to create entirely new experiences without building new physical rides
• Develop premium tier ticketing options, such as fast-track passes or exclusive experiences, to grow revenue per visitor
• Expand the mobile app to include queue management, restaurant booking, and personalised offers
• Introduce RFID wristband technology to improve visitor flow and enable data-driven personalisation

Strategic Consideration: Product development is the most capital-efficient growth option for HW in the near term, as it leverages existing infrastructure and visitor relationships.

3. Market Development (Existing Services, New Markets)

The pre-seen notes that Deeland's three largest theme parks — of which HW is one — already attract significant numbers of international visitors, supported by Deeland's status as a popular tourist destination.

Opportunities:

• Target international visitor markets more explicitly through partnerships with Deeland tourism promotion bodies and international travel operators
• Develop targeted marketing for specific visitor segments currently underrepresented, such as adults over 30 (only 9% of industry visitors) and corporate group events
• Explore extending the operational season through weather-proofing of rides or development of indoor attractions

Risks:

• International visitor marketing requires investment in brand awareness campaigns in overseas markets
• Extending the season may require significant capital investment in weather-resilient infrastructure

4. Diversification (New Services, New Markets)

The most significant diversification opportunity for HW is the development of onsite accommodation, which both SpaceParc and Dynoland have pursued. Hotels and resorts have grown from 3% to 12% of industry revenue between 20X1 and 20X5, making this the fastest-growing revenue segment in the market.

Opportunities:

• Develop onsite themed holiday lodges or a boutique hotel, consistent with HW's Hasper mythology theme, to attract overnight and multi-day visitors
• Develop an educational and cultural centre or visitor experience attraction building on HW's heritage theme, targeting school groups and tourists

Risks:

• Accommodation development represents a significant capital investment and a departure from HW's stated strategic focus
• The board regards accommodation as out of line with HW's core theme park focus, meaning any diversification into accommodation would require a fundamental strategic repositioning

Strategic Consideration: The family council's recent concerns about slowing performance and the need for fresh ideas suggest that the board may be increasingly open to reassessing the diversification question.

Area 6: Porter's Diamond Analysis

Porter's Diamond Framework explains why certain industries in specific nations develop competitive advantages. Applying it to Deeland's theme park industry contextualises HW's strategic position and helps identify sources of sustainable competitive advantage.

Note for SBL candidates: Porter's Diamond was originally designed to explain why nations develop internationally competitive industries, rather than to profile an individual firm. It is applied here at industry level to contextualise the competitive environment in which Hasper World operates, and candidates should be aware of this distinction when deciding whether to deploy this framework in their examination answers. The core SBL toolkit of PESTEL, Porter's Five Forces, Ansoff's Matrix, SWOT, and Mendelow's Matrix remains the primary set of examinable frameworks.

1. Factor Conditions

Deeland has several relevant factor conditions supporting its theme park industry:

• Climate: Deeland enjoys a warm and sunny climate for several months of the year, providing a natural advantage for outdoor leisure and tourism. However, heavy rainfall from November to February creates a seasonal constraint that reduces HW's full-year operational capacity.
• Skilled Labour: HW employs over 100 FTE staff with specialist knowledge of ride operations, engineering, maintenance, and visitor management. However, the reliance on nearly 300 seasonal workers with only one to two days of training represents a human capital vulnerability.
• Heritage and Cultural Assets: Deeland's vibrant history, traditions, and the legend of Hasper provide HW with a unique and distinctive theming foundation that cannot be replicated by competitors. This cultural factor condition is a genuine competitive advantage.
• Technology Infrastructure: Deeland's well-developed economy provides access to advanced technology for ride development, digital visitor experience tools, and operational management systems.

Strategic Implications for HW:

• Invest in building a more skilled and stable seasonal workforce through better training and retention incentives.
• Leverage Deeland's cultural and heritage assets more deeply in HW's ride and attraction development.
• Develop weather-resilient infrastructure to reduce the impact of Deeland's November to February rainfall on operational capacity.

2. Demand Conditions

Demand conditions in Deeland's leisure and tourism market are sophisticated and growing:

• Deeland has a population of over 60 million with significant disposable income for leisure and tourism activities.
• The Deeland theme park market earned nearly $1 billion in 20X5 and is forecast to grow by over 10% in the next five years.
• Visitors are increasingly demanding more immersive, technologically advanced, and sustainable entertainment experiences.
• International tourists are attracted to Deeland as a destination, adding a significant international demand dimension to the domestic market.

Strategic Implications for HW:

• Respond to increasingly sophisticated visitor expectations through investment in technology, sustainability, and immersive experience design.
• Develop international marketing strategies to capture a larger share of Deeland's international tourist market.

3. Related and Supporting Industries

Deeland's theme park industry benefits from a range of supporting structures:

• Organisation for Amusement Park Operators (OAPO): Provides a rigorous licensing and standards framework that raises the quality bar for all operators and protects the industry's safety reputation.
• Deeland Tourism Sector: A well-developed international tourism infrastructure, including hospitality, transport, and destination marketing, supports visitor flows to theme parks.
• Ride and Technology Suppliers: Global manufacturers of theme park rides, VR/AR technology, and digital visitor experience tools provide HW with access to world-class innovation.
• Food and Beverage Suppliers: HW's ownership of all food and retail outlets on site means its supplier relationships in this area are an important part of its operating model and sustainability profile.

Strategic Implications for HW:

• Engage proactively with OAPO to stay ahead of evolving safety and operational standards.
• Partner with Deeland tourism bodies to improve international visibility and visitor attraction.
• Build relationships with VR/AR and digital technology providers to accelerate innovation investment.

4. Firm Strategy, Structure and Rivalry

Deeland's theme park industry is characterised by:

• Concentrated competition among three major players: SpaceParc (27% market share), Dynoland (22%), and HW (16%), with smaller regional parks sharing the remaining 35%.
• Intense rivalry for leisure time, not only from other theme parks but from a wide range of competing leisure activities including coastal resorts, museums, zoos, historic landmarks, and international tourist destinations.
• SpaceParc and Dynoland have both invested in onsite hotels, creating a multi-day resort model that extends visitor stays and diversifies revenue. HW has not followed this strategy.

HW's family governance structure, whilst providing strong commitment and cultural continuity, may constrain the speed and scale of strategic response compared to its more corporately governed competitors.

Strategic Implications for HW:

• Accelerate investment in ride innovation and digital experience to close the competitive gap with SpaceParc and Dynoland.
• Reassess the strategic rationale for not developing onsite accommodation, given the competitive advantage it provides to rivals.
• Consider governance reform to bring external expertise to bear on strategic decision-making.

Area 7: Porter's Generic Strategies

Porter's Generic Strategies framework identifies three primary approaches to competitive advantage: cost leadership, differentiation, and focus. Understanding HW's current strategic position and its alignment with one of these approaches is central to SBL analysis.

HW's Current Strategic Position

HW is best described as pursuing a Differentiation Focus strategy, although a case can also be made for broad differentiation given HW's national market and wide demographic reach — in the exam, either classification is defensible if justified.

Differentiation Characteristics:

• Unique theming based on Deeland's cultural heritage and the legend of Hasper, a theme that cannot be replicated by competitors
• Entertainment and education proposition: the Glen family see the combined entertainment and educational experience as HW's key differentiator
• The tallest and longest rollercoaster in Deeland, a flagship ride that differentiates HW's thrill offering
• Family-owned identity providing a sense of authenticity, community, and personal values that corporate competitors cannot easily replicate
• All food and retail operated in-house, enabling a coherent and themed on-park experience

Focus Characteristics:

• Serves Deeland's domestic leisure market with a strong emphasis on family visitors and young adults
• Positioned within Deeland's theme park market rather than pursuing international expansion
• Deliberately focused on core theme park operations, without diversifying into accommodation

Not a Cost Leader:

HW does not compete primarily on price. It offers discounted online tickets and family packages, but its core proposition is the quality and uniqueness of the visitor experience rather than being the cheapest option in the market.

Strategic Evaluation

Strengths of Current Approach:

• Unique cultural and heritage theme provides genuine differentiation that is difficult for SpaceParc and Dynoland to replicate
• Family-owned identity resonates with visitors seeking a more personal and community-connected experience
• Broad ride portfolio, including Deeland's tallest and longest rollercoaster, supports a strong thrill-seeker attraction

Weaknesses and Risks:

• Visitor growth consistently below industry average suggests that current differentiation is insufficient to drive competitive growth
• Absence of onsite accommodation limits HW's ability to capture the growing resort and multi-day visitor market
• Technology gap in VR/AR and advanced mobile app features may weaken the quality of the visitor experience relative to competitors
• The cultural and heritage theme, whilst distinctive, may be perceived as less exciting than franchise-based themes at competing parks

Recommendations: Strengthening Strategic Focus

1. Deepen the differentiation through investment in VR and AR technology that brings the Hasper mythology to life in an immersive, interactive way.
2. Develop premium experience offerings (fast-track passes, exclusive behind-the-scenes tours, VIP dining) to further differentiate HW's premium product tier.
3. Reassess the strategic logic of excluding accommodation, given the competitive disadvantage it creates relative to SpaceParc and Dynoland.
4. Invest in a formal sustainability strategy to differentiate HW's brand on environmental credentials, which are increasingly valued by HW's core young adult demographic.
5. Introduce governance reforms to bring external strategic expertise to the board, supporting more agile and ambitious strategic decision-making.

Area 8: Porter's Five Forces Analysis

Porter's Five Forces framework assesses the competitive intensity and attractiveness of HW's industry, identifying the primary sources of competitive pressure and strategic risk.

1. Competitive Rivalry – High

Competition within Deeland's theme park industry is intense:

• SpaceParc (27% market share) and Dynoland (22%) are both larger than HW and have invested in onsite hotel resorts, creating a multi-day visitor model that HW cannot currently match.
• The three largest parks together attracted over 10 million visitors in 20X5, and both SpaceParc and Dynoland are growing their visitor numbers faster than HW.
• Competition for leisure time extends beyond other theme parks to coastal resorts, museums, zoos, aquariums, historic landmarks, and international tourist destinations, significantly broadening the competitive set.

Strategic Implications for HW:

• Accelerate investment in ride innovation, digital experience, and sustainability to close the gap with SpaceParc and Dynoland.
• Differentiate on the cultural heritage and family-owned identity to attract visitors seeking something different from the corporate theme park model.

2. Threat of New Entrants – Low to Moderate

Barriers to entry in the theme park industry are high:

• Significant capital investment is required to build and operate a viable theme park, particularly one of the scale needed to compete with the three largest operators.
• OAPO licensing requirements create regulatory barriers that new entrants must navigate.
• The established brand recognition and visitor loyalty of SpaceParc, Dynoland, and HW create meaningful competitive moats.

However, the threat of new entrants is not negligible. Smaller regional parks could scale up, and international theme park operators could potentially enter the Deeland market. The growing attractiveness of the Deeland market, forecast to grow by over 10% in the next five years, may attract such attention.

3. Bargaining Power of Suppliers – Low to Moderate

HW's supplier relationships span ride manufacturers and technology providers, food and beverage suppliers, retail merchandise suppliers, and seasonal labour:

• Ride and technology suppliers tend to be specialised global players with limited competition, giving them some pricing power in contract negotiations.
• Food and beverage and retail merchandise suppliers are more competitive markets, giving HW more flexibility.
• Seasonal labour is drawn largely from students and those seeking flexible work, predominantly in the 18 to 25 age group, providing HW with relatively strong bargaining power in this area.

4. Bargaining Power of Customers – Moderate

HW's visitors have meaningful alternatives:

• SpaceParc and Dynoland offer comparable or superior theme park experiences with the added attraction of onsite accommodation.
• A wide range of other leisure alternatives exists within Deeland, providing visitors with significant choice.
• HW's online ticketing, family packages, and season tickets create some switching costs and loyalty incentives.
• HW's NPS of approximately 57 in 20X5, slightly below the industry average of approximately 60, suggests that visitor satisfaction is not yet at the level needed to drive strong advocacy and repeat visits.

5. Threat of Substitutes – High

The threat of substitutes is a particularly significant force for HW:

• Coastal holiday resorts, museums, zoos, aquariums, historic castles and landmarks all compete for the same leisure and tourism spending.
• International travel and global tourist destinations offer Deeland residents the option to spend their leisure budget outside Deeland entirely.
• Digital entertainment, including video gaming, streaming services, and virtual experiences, particularly among HW's younger visitor segments, represents a growing alternative to physical leisure activities.

Area 9: SWOT Analysis

The SWOT framework provides a structured assessment of HW's internal strengths and weaknesses alongside the external opportunities and threats identified in the preceding analysis.

Strengths

• Unique Cultural Heritage Theme: HW's Hasper mythology theme is deeply rooted in Deeland's history and cannot be replicated by competitors, providing genuine and sustainable differentiation.
• Over 50 Years of Operating Experience: HW's long operational history has generated deep institutional knowledge of theme park operations, visitor management, and seasonal working.
• Deeland's Tallest and Longest Rollercoaster: Installed four years ago, this flagship ride represents a major competitive asset and a key driver of thrill-seeking visitor attraction.
• Broad Ride Portfolio: 11 rollercoasters, 2 dark rides, 1 drop ride, 2 water slides, 10 flat rides, and multiple playgrounds provide an extensive and varied attraction for all visitor demographics.
• Family-Owned Identity: HW's 100% Glen family ownership and family-run management provide authenticity, community connection, and a values-led brand identity that resonates with many visitors.
• All Food and Retail Operated In-House: Full ownership of food and retail revenue streams maximises HW's capture of visitor spend and enables a coherent themed experience.
• Entertainment and Education Mission: a distinctive social proposition that the family regard as HW's differentiator, supporting school group visits, cultural tourism, and community engagement.

Weaknesses

• Visitor Growth Consistently Below Industry Average: HW's 2.4% visitor growth in 20X5 against an industry average of 6.9% reflects a structural competitive underperformance.
• Declining Market Share: Visitor number market share has fallen from ~18% in 20X1 to 16% in 20X5, indicating the wider market is growing faster than HW.
• No Onsite Accommodation: HW is the only major Deeland theme park without hotel or resort facilities, missing out on the fastest-growing industry revenue segment.
• Governance Exclusively Family-Based: Absence of independent non-executive directors and formal governance committees limits strategic challenge and fresh thinking at board level.
• Seasonal Operational Closure: The need to close largest rides during November to February limits full-year revenue potential.
• Limited VR/AR and Advanced Digital Experience: HW has a website and app for ticketing but does not appear to have deployed the full range of digital visitor experience tools available in the industry.
• NPS Below Industry Average: HW's NPS of approximately 57 in 20X5, against an industry average of approximately 60, signals a visitor satisfaction gap that needs to be addressed.

Opportunities

• VR and AR Technology Investment: Overlaying immersive digital experiences onto existing rides could dramatically enhance the visitor experience and re-engage repeat visitors without requiring new physical ride construction.
• Mobile App Development: Adding real-time queue management, personalised offers, restaurant pre-booking, and RFID integration could significantly improve visitor satisfaction and spending.
• Onsite Accommodation Development: Developing themed holiday lodges or a boutique hotel consistent with the Hasper mythology could capture multi-day visitors and the growing resort revenue segment.
• Sustainability Strategy: Formalising a sustainability strategy aligned to the expectations of HW's predominantly young visitor demographic could strengthen brand appeal and differentiation.
• International Visitor Marketing: Partnering with Deeland tourism bodies and international travel operators to capture a larger share of international tourist visits to Deeland.
• Premium Tier Ticketing: Fast-track passes, VIP experiences, and exclusive behind-the-scenes tours could grow revenue per visitor beyond the current level of around $54.
• Governance Reform: Recruiting independent non-executive directors could bring commercial, technological, and sustainability expertise that accelerates strategic transformation.

Threats

• Competitive Gap Widening: SpaceParc and Dynoland are growing faster than HW, have hotel resorts, and may be investing more heavily in ride and technology innovation.
• Sustainability Expectations: Growing consumer demand for sustainable leisure choices, particularly among young adults, could disadvantage HW if it fails to develop credible sustainability credentials.
• Safety Incidents: Any serious safety incident at HW could cause catastrophic reputational and operational damage, potentially jeopardising the OAPO operating licence.
• Weather and Climate Risk: Deeland's heavy November to February rainfall restricts HW's full-year operational capacity and climate change may increase weather-related disruptions.
• Cyber Security Risk: As HW's digital infrastructure expands, the risk of cyber-attacks on operational systems or visitor data increases.
• Economic Downturn: A sustained economic downturn in Deeland could reduce disposable income and visitor numbers across the leisure and tourism sector.
• NBA Shareholder Pressure: Growing concerns among non-business-active shareholders about HW's slowing performance could create internal governance tensions.

Area 10: Mendelow's Matrix

Mendelow's Matrix classifies stakeholders based on their power to influence HW and their level of interest in its activities, guiding the appropriate engagement strategy for each group.

Strategic Implications

• The OAPO is a Key Player with both high power and high interest. Losing HW's operating licence would be catastrophic. OAPO compliance must be a non-negotiable strategic priority at all times.
• NBA shareholders, despite their Moderate power position, are generating increasing internal pressure on the board. Their concerns about slowing performance and the need for fresh ideas represent an important signal that the current strategy requires reassessment.
• Visitors are the central commercial stakeholder. HW's NPS of approximately 57, slightly below the industry average, and its declining market share indicate that the visitor experience must be a strategic priority. Digital investment and ride innovation are the most direct levers.
• Full-time staff, particularly ride operators and supervisors, are operationally critical. Their expertise, safety culture, and visitor-facing behaviours directly determine both the safety and the quality of the visitor experience.

Conclusion and Strategic Priorities

Conclusion

Hasper World stands at a pivotal moment in its history of more than 50 years.

As the third largest theme park in Deeland, HW has built a remarkable legacy on a foundation of cultural heritage, family values, and a genuine commitment to entertaining and educating visitors. Its unique Hasper mythology theme, its broad and diverse ride portfolio including Deeland's tallest and longest rollercoaster, and its family-owned identity give it a genuine and sustainable competitive differentiation that SpaceParc and Dynoland cannot easily replicate.

Yet the data tells a story that demands strategic attention. HW's visitor growth of 2.4% in 20X5, against an industry average of 6.9%, is not a statistical anomaly; it is a persistent and widening gap. Its market share has declined from ~18% in 20X1 to 16% in 20X5. Its NPS has fallen behind the industry average. And the fastest-growing revenue segment in the industry, hotel and resort accommodation, is one that HW has deliberately chosen not to participate in.

The strategic challenge for HW is clear: preserve and deepen what makes it distinctive whilst making the bold investments required to grow its visitor base, close the competitive gap, and meet the evolving expectations of a new generation of visitors for whom sustainability, digital convenience, and immersive technology are not optional extras but baseline expectations.

The governance question is equally pressing. A board composed exclusively of family members, with no independent challenge and no formal governance committees, may not be adequately equipped to navigate the scale of strategic transformation that HW needs. The concerns raised by NBA shareholders at the most recent family council suggest that this question is now on the agenda.

Strategic Priorities

To secure long-term competitiveness and market position, HW should consider the following five strategic priorities:

1. Invest in Digital Experience and Technology

• Deploy VR and AR technology on existing rollercoasters and dark rides to create immersive new experiences without physical ride replacement.
• Develop the HW mobile app to include real-time queue management, personalised offers, and restaurant pre-booking.
• Introduce RFID wristband technology to manage visitor flow and enable data-driven personalisation.

1. Reassess the Strategic Case for Onsite Accommodation

• Commission a feasibility study for themed holiday lodges or a boutique hotel consistent with the Hasper mythology.
• Evaluate the revenue and visitor retention impact of a resort model on visitor numbers and market share trajectory.
• If pursued, ensure the accommodation concept reinforces rather than dilutes HW's cultural heritage identity.

1. Develop a Formal Sustainability Strategy

• Set measurable sustainability targets covering energy consumption, waste reduction, and sustainable sourcing.
• Invest in solar energy and waste recycling infrastructure.
• Publish sustainability progress reports and incorporate sustainability messaging into visitor communications.

1. Reform Governance to Support Strategic Transformation

• Appoint at least two independent non-executive directors with expertise in leisure, technology, or sustainability.
• Establish formal governance committees, particularly an audit committee.
• Develop a succession plan for key board roles, including the Managing Director and Chair.

1. Close the Visitor Growth Gap Through Targeted Marketing and Premium Experiences

• Develop targeted international marketing in partnership with Deeland tourism bodies.
• Introduce premium tier ticketing (fast-track passes, VIP experiences) to grow revenue per visitor.
• Invest in new ride installation or major attraction upgrades to maintain excitement and relevance for repeat visitors.

By pursuing these priorities in a sequenced and considered manner, HW can build on its extraordinary heritage built over more than 50 years, rise to the strategic challenges of a rapidly evolving leisure market, and position itself for sustained growth and competitiveness in Deeland's theme park industry.

Preparing for the September 2026 sitting? Learnsignal's ACCA SBL course includes tutor-led guidance on applying the pre-seen on exam day. For more exam technique, read our breakdown of key insights from the SBL examiner's report, or see how we analysed the June 2026 SBL pre-seen.