AECOM was commissioned to provide an expert review and market assessment for the then planned Jungleland theme park, part of the Sentul Nirwana development near Jakarta, Indonesia. The context is a rapidly urbanizing region with a growing middle class, expanding domestic tourism, and a need for compelling leisure destinations. The competitive landscape includes few local theme parks but numerous alternative attractions such as water parks, gardens, and animal parks.

The core tasks were to:

• Assess Jungleland’s concept, site, and market potential.

• Compare Jungleland with domestic and international theme parks.

• Analyze market size, penetration, income-qualified target segments, and competing attractions.

• Project 20 years of attendance, evaluate pricing strategies, and recommend programmatic and operational guidelines including food, beverage, and retail planning.

Scope

• Defined two income-qualification scenarios to estimate the available market.

• Benchmarked entrance pricing, attendance, and penetration against regional comparables—including China and Southeast Asia parks.

• Evaluated two pricing/admission strategies: lower price (broader market, higher volume, lower per-capita spend, greater infrastructure requirements) and higher price (narrower market, lower volume, higher per-capita spend, potentially improved guest experience).

• Factored effects of declining penetration rates over time and growth in qualified income segments.

• Compared ride capacity, types, and entertainment programming versus competitors.

• Developed recommendations for operational planning, “downtown” retail area, and promotional strategies to balance weekday and weekend attendance.

Result

• Jungleland’s potential annual attendance varies greatly by pricing scenario—from 900,000 under higher pricing to over 3,200,000 under lower pricing by 2030.

• Lower pricing is recommended in initial years to maximize market capture, build site awareness, and drive visitation, with regular price increases phased with market growth and improvements.

• A broad food, beverage, and retail program inside the park is feasible, but “downtown” commercial space outside the gates needs careful phasing and entertainment programming.

• The local theme park sector is relatively uncrowded, but competition from other leisure segments is substantial. Operational design must address visitor volumes, guest experience, and promotional flexibility to succeed.

• Final recommendations center on aligning the park’s pricing and operational strategy to project goals (high visitation, regional profile) and the evolving regional market.

• The park is now open and operating. You can view a video of it here: