New Orleans Marketing Plan

Introduction
The City of New Orleans is a remarkable city and has enormous potential for expansion.
The “Big Easy” has always been known for the French Quarter, yet New Orleans is so much more than just a “party city.” I suspect there is a demand to show the “family friendly” side of the city. While there have been notable failures and setbacks along its progress, New Orleans is an international tourist attraction. Visitors come from all over the globe to witness its history and culture. My proposal is to offer new development in a vigilant and financially responsible manner, while offering a glimpse of the extraordinarily exciting and expansive visions that may occur in the future. The market feasibility and infrastructure demands
The general logic behind local government initiatives to promote their region as a tourism center is lying on the assumption that local residents will benefit from the employment income, and tax revenue generated from tourism. Tourist industry promoters argue that the impact on the local tax base is positive. First, the tourism industry will facilitate expansion of the property tax base through development, which will facilitate stable or declining tax rates. Second, a large portion of the tax burden may be exported through the use of sales and transient guest taxes paid by tourists. Thus, it would seem possible to import economic development at little or no expense, while at the same time exporting a significant share of the tax burden on local taxpayers (Wong, 1996,
New Orleans did have several theme parks here in New Orleans, however they

did not survive. One amusement park that was built in 1928, Ponchatrain Beach, had a good run and

lasted for 55 years. However, new technologies arose and the park could not compete with the changing

of times. Another theme park that was built in 2000, Jazzland, had little success due to location and lack

of support from locals that couldn’t afford the season passes. Instead of closing the park they sold it to Six
Flags in 2003. Six Flags tried to revive it by putting money into advertisement and bringing a mascot.

However, their attempt failed and Katrina was the nail in the failed theme parks coffin. The city of New

Orleans forced Six Flags to keep their 75 year lease and since then the property just sits there.
The big allure to our city has been our tasty food, culture and Mardi Gras. Unfortunately, New
Orleans loses money every year due to guests taking their families to other states that have more family oriented attractions. Unlike cities like Orlando and Lakeland California, New Orleans has a lot to offer the adults and now we would be able to offer the same level of fun to their kids as well. The start of