1. Chennai Park ramp-up - Wonderla Chennai opened December 2, 2025, and contributed ₹45 crore revenue and 2.4 lakh visitors in Q1 FY27, with EBITDA margin already \~30% in Q4 FY26. Management expects the park to reach Bangalore-level potential within 3-4 years, targeting 40-45% EBITDA margins versus the \~20-25% typical of new parks.
2. New park land deals - Management is in advanced talks with 3-4 state governments and targets announcing 1-2 new park projects before end of FY27, focused on Tier 1 cities like Bombay, Delhi, and Ahmedabad. Each large park costs \~₹500 crore and historically pays back in 6-8 years, so 1-2 signed deals would roughly double the current 5-park footprint over the next decade.
3. Non-ticket revenue mix shift - Non-ticket revenue already grew from under ₹200 crore to over ₹450 crore, and management targets lifting its share from \~30% to 40-50% of total revenue over 4-5 years. Q1 FY27 non-ticket spend per guest rose 20% YoY to ₹591, making this the primary ARPU growth driver as ticket pricing matures.
4. Bangalore roller coaster - A new large roller coaster imported from the U.S. (capex \~₹20 crore) is being installed at Bangalore Park, with launch expected by early FY27. Management reports the recently opened coaster already increased dwelling time, experience scores, and visit frequency, supporting ARPU and repeat visitation at the company's largest park.
5. Resort expansion - The ISLE (39 new premium keys) launched May 2025 and Terrea (84 refurbished rooms, \~₹18 crore investment) drove resort revenue up 92% YoY to ₹9.61 crore in Q1 FY27, with Bangalore occupancy reaching 68%. Management plans to replicate the resort model in other park cities once a full year of data confirms the economics.
6. Bhubaneswar small-format experiment - Bhubaneswar Park, launched September 2024 at \~₹190 crore capex with government-leased land, is already EBITDA positive and targeting \~2.5 lakh footfalls in FY27, up from \~2 lakh in FY26. Success here validates a lower-cost Tier 2 city model with 4-5 year payback, potentially opening 10+ additional Indian cities for expansion.
7. In-house ride manufacturing - Wonderla designs and builds most of its own rides in-house, making imported rides roughly 4x more expensive. This capability keeps new attraction costs at \~10% of each park's revenue annually, enabling continuous ride refreshes across all parks without the capital burden of external suppliers.