In this increasingly competitive market for sports and entertainment, organizational structure and job allocation have become hot topics among investors in indoor amusement parks. Faced with the rising cost of human resources, it is an unavoidable challenge for store operations to improve overall efficiency while ensuring fairness in employee compensation. This article presents a basic model for the organizational structure and finely-tuned job allocation in indoor amusement parks to stimulate thinking on how to improve the overall efficacy of the team, reduce operating costs, and solve the core problem facing investors. In such a fiercely competitive environment, a scientifically planned organizational structure and a reasonable job allocation are not only the key to improving the efficiency of store operations, but also the cornerstone of realizing investment growth.

1.Navigator/Store Manager of Indoor Amusement Park: As the leader and navigator of the amusement park, the store manager needs to possess comprehensive management skills and sharp market insights. They are not only responsible for daily operation and management, but also for formulating long-term development strategies to ensure the sustainable prosperity of the park.

Job Allocation: In a standard single-attraction indoor amusement park, usually one store manager is assigned to oversee all aspects. For large multi-attraction indoor parks, we assign dedicated store managers for specific functional areas based on their unique requirements to ensure efficient and smooth operation of each area.

2. Sales Pioneer Marketing Manager: The marketing manager needs to use various channels and means to enhance the park's popularity and appeal. They need to plan effective marketing activities and use social media, advertising and other methods to attract more customers to come and experience it. At the same time, they are also responsible for the actual performance of store front-end sales.

Position establishment: In most indoor parks, the marketing director also assumes the role of front-end sales director, responsible for integrating marketing and sales strategies to improve customer experience and sales efficiency. For smaller single parks, these responsibilities are often combined with the store manager to ensure management continuity and cost-effectiveness.

 

3. Safety Guard Safety Director: The responsibility of the safety director is to ensure the safe operation of the park. The person required for the position must be very rigorous and have zero tolerance for safety procedures. He needs to formulate strict safety regulations and conduct regular inspections and inspections of facilities. Maintain and handle safety hazards in a timely manner to ensure the safety of visitors and employees.

Position establishment: Usually, indoor parks will set up a safety director to be responsible for supervising the safety management of the entire park. In some cases, the Safety Director's responsibilities may overlap with the Infield Supervisor's role to ensure the safety of venue operations. In addition, some parks adopt a model where coaches also serve as safety directors, using their professional knowledge to strengthen safety education and accident prevention.

 

4. Event master planning: Planning requires very good imagination and implementation ability. According to the actual business development direction of the venue (corporate team building, birthday party, school graduation season, cross-industry cooperation, etc.), he is responsible for designing novel and interesting activities to increase The park is interactive and fun. They need to continue to innovate, launch activity programs that are in line with market trends, and improve customer participation and satisfaction.

Position establishment: In general stores, there is usually no dedicated event planning position, but other team members share this responsibility. For larger comprehensive stores, in view of their business complexity and customer flow, full-time event planning specialists will be set up to focus on planning and executing various activities to ensure that the activities are innovative and attractive.

5. Park star coaches: Coaches and assistant coaches (safety officers) are important supports for the daily operations of the park. At the same time, they need to have a certain degree of affinity. We also hope that they can become friends with customers. In the daily operation of the store, they need to guide customers to use the facilities correctly to ensure the safety of the play process; coaches must cooperate with the safety supervisor to monitor the overall safety status of the park. Always be prepared for emergencies.

Position establishment: A standard park is usually equipped with 1 professional coach, while in larger stores, 2 coaches may be deployed to meet a wider range of customer needs. As for the configuration of teaching assistants, it is determined based on the actual area of ​​the store and the complexity of the project.

1000-2000㎡: Staffing of 3-8 people

2000-3000㎡: Staffing of 8-13 people

3000-4000㎡: Staffing 13-18 people

and so on

 

6. The king of performance - the front desk: The front desk cashier is the first step for customers to enter the store and is also the most important sales position, so they need to have a keen insight into sales. At the same time, the cashier is also responsible for the indoor park cashier system. Daily operations (such as invoicing and merchandise sales) to ensure financial accuracy;

Position establishment: The allocation of cashier staff at the front desk of the park is closely based on the actual area of ​​the venue.

1000-2000㎡: Staffing of 2-3 people

2000-3000㎡: Staffing of 3-4 people

3000-4000㎡: Staffing of 4-5 people

and so on

7. Cleaning with mysophobic attributes: Store cleaning must have a mysophobic character to ensure the environmental hygiene of the park and provide customers with a clean and tidy playing environment.

Position establishment: The standard park cleaning staffing ratio is usually 1 cleaning staff per 1,500 square meters. For stores that are smaller and do not have independent bathrooms, there may not be dedicated cleaning staff, but other employees will be responsible for daily cleaning work to maintain the neatness and hygiene of the store.

Through the reasonable setting and distribution of responsibilities of the above positions, an efficient organizational structure can be formed, laying a solid foundation for the stable operation and long-term development of the indoor park. In actual operations, the organizational structure and job responsibilities also need to be dynamically adjusted according to the specific conditions of the park to adapt to market changes and customer needs. In short, the success of indoor parks depends not only on high-quality facilities and services, but also on a scientific organizational structure and reasonable job settings. Only by continuously optimizing the management system can we stabilize our position in the fiercely competitive market and achieve sustainable development.