Local Environment
Attracting Visitors
Visitor Experience
Technical & Operational
Economic Performance

Economic Performance

Since its inception, Imaginvest has developed a unique approach simultaneously incorporating:




We take an economic view on the attractions we work on from the beginning of each project.  Detailed market assessments and economic feasibility studies drive concept and budget development and ensure projects which will be sustainable and will meet market demand. We minimize the risks and ensure that our projects are grounded in economic reality.

Projected investment needs to offer an appropriate return to shareholders, and this objective is kept in mind throughout the design and development process.  This link between the creative and economic aspects of the industry is a key attribute in what makes Imaginvest different.  Even not-for-profit institutions must ensure the sustainability of their operations and the same tools are used to ensure their longevity and provide a surplus for their work.

Economic Analysis

The tools we use in this process include:

  • Market analysis
  • Drive-time based market models
  • Benchmarking
  • Detailed market and financial benchmarking
  • Financial analysis
  • Profit and loss
  • Cash flow
  • Financial indicators (IRR, NPV, payback etc.)
  • Sensitivity analysis

Our economic analysis begins with an assessment of the market conditions (size, demographics etc.) for the appropriate drive-time resident and tourist markets and an in depth review of benchmarking information for comparable developments.  These foundations allow us to learn from what others have done well and not so well.

This benchmarking driven approach is used to project the key drivers of attendance, per capita spend and operating expenses.  An assessment of capital requirements, funding and reinvestment requirements is made to project cash flow for the life of the business.  These tools allow us to mold our concepts to fit with the economic reality of the market and our clients’ financial expectations.

Our market analysis also allows us to correctly dimension our projects.  Through understanding the realistic market potential and visitation patterns, we are able to create attractions with the necessary capacity to deal with their future visitation without over-providing.

It is this approach which allows us to strike the right balance in terms of investment, matching market demand with the concept, the capacity and the budget.  This ensures happy visitors and happy investors and it is this approach which has engendered such loyalty from our long term clients.

Primary and secondary spending per visitor

Stable cash flows

"There's capital intensity in the sector, but it generates stable levels of visits and stable cash flow.

Year after year people will continue to visit tourist attractions, so if we concentrate on getting the attractions right, it should continue to be a stable business"

Joseph Barrata, senior managing director of the private equity firm Blackstone, March 6, 2007, Financial Times

Imaginvest past references prove that we know how to "get the attractions right".


Fun is serious business

Until the past couple of decades, the leisure industry was perhaps not considered as "serious" by all regional authorities or areas of the financial community.  Many operations were privately owned and were often not recognized beyond their local market.

The past two decades have seen increased professionalism and internationalization of the industry. Financial institutions have had strong participation in the growth of the business.

The impact of visitor attractions on the economy of a city, region or country is better appreciated, with authorities understanding the economic impact of induced tourism and sustainable job creation. Local authorities provide assistance for the creators of non-transferable jobs.

Souvenir from Paris