Keep it fresh. Keep it new. National amusement business experts say that’s the key for amusement park owners who want to stay successful.

And as Libertyland approaches 30, park managers say an “extreme makeover” may be in order.

Together, Libertyland and sister organization Mid-South Fair have lost $1.8 million over the past two years. To reverse this trend, Libertyland officials hired public relations firm McNeely Pigott & Fox to help reconnect with the community through renovations, outreach efforts, new logo and color scheme.

While trying to raise attendance and revenue this year, park managers also hope to improve the public’s perception of Libertyland. As more entertainment options are available in Memphis—and as some local officials consider asking the park to move from the county-owned fairgrounds— Libertyland must convince people it is still a viable operation, park manager Ron Hardin says.

How to do that is the $600,000 question. (That’s the amount earmarked by the park for marketing and renovation efforts.)

With an annual budget of $4.5 million and a peak-time staff of close to 400, Libertyland is unique among theme parks of its size in that it does not own its 26-acre footprint. Also, the park’s financial health is tied to its nonprofit status and its Mid-South Fair partner.

Hardin says big-time capital investment at Libertyland— like new multi-million dollar rides—is not possible now. He says the park doesn’t have the money for that, and even if it did, new major capital investments would wait until the Mid-South Fairgrounds’ future is decided.

The inability to put major capital into Libertyland is the park’s biggest obstacle to keeping things fresh and exciting, says amusement park developer Charles Smith, chairman of architecture firm Bullock, Smith & Partners in Knoxville.

To succeed, a park must grow its boundaries, make significant regular capital investments and have a strong marketing presence. Without these things, a park is “severely hampered in today’s economy,” Smith says.

But reinvesting in a park doesn’t necessarily mean a major new ride every year. Sometimes it can mean a new themed area. Dollywood in Pigeon Forge—a client of Smith’s—is doing that this year with its new “County Fair” area. But whether it’s a re-themed ride or new entertainment, newness every year is important, Smith says.

Libertyland is trying some new things this year, says park marketing manager Misty Craft. It has remodeled its games area, re-painted a popular ride with a “surfer” theme and now is showcasing local bands during the park’s April-to-October season.

There also has been a change from the red, white and blue colors of Libertyland’s patriotic heritage to a rainbow palette. Also, the new logo, “What a Ride!” trades on the popularity of Libertyland’s Zippin Pippin roller coaster. The ride—known as Elvis’ favorite park attraction—is one of the oldest wooden coasters in the country in operation.

Libertyland also should market its safe, hassle-free and family-friendly operation, according to amusement park marketing guru Bill Robinson in Cincinnati. Big theme parks have become overgrown and are overlapping each other’s market share, he adds.

The smaller parks with which he works—which Robinson says are making good money—are family-run operations offering low admission prices, shorter lines and better customer service.

“Maybe they don’t have ‘The Beast’ or whatever ride is hot,” he says. “But they do have roller coasters and Ferris wheels and can operate the park for less money and provide folks a better time.”

Libertyland hopes this year’s changes—like lowering ticket prices from $18 to $15 and opening doors seven days a week instead of five—can bring more people back and make the park a key part of the family entertainment business community.

We are an inexpensive and safe entertainment option,” Hardin says.