Madrid, Wednesday, 3 December 2025.
Parques Reunidos launched a Madrid campaign yesterday to sell 2026 corporate ‘Bono Parques’ season passes in fully digital, VAT‑inclusive, ready-to-issue voucher form—including a new Oro Plus Empresas tier priced from €159—targeting companies, institutions and campus channels. For retail and ticketing teams, the striking detail is the operator’s push to marry digital fulfillment with direct-email cart recovery and university code distribution to accelerate B2B conversion while simplifying tax and compliance for corporate buyers. The campaign pairs commercial distribution with a CSR activation—a Guardia Civil charity calendar supporting Confederación Autismo España—to boost local visibility and stakeholder ties. Operational implications for partners include scaling digital fulfillment, automating CRM flows, rethinking channel margining, and anticipating uplift in contracted group attendance and midweek revenue. The move signals a broader sector trend: packaged, electronically delivered products designed to convert institutional demand earlier in the funnel and reduce friction for corporate procurement.
Digital ‘Oro Plus’ roll‑out and key features
Parques Reunidos began a Madrid campaign to sell its 2026 corporate season passes in a fully digital, VAT‑inclusive voucher format with a new Oro Plus Empresas tier available from €159; the initiative is being promoted through institutional channels including a university code distribution process for members of the Universidad Politécnica de Madrid [2]. The operator’s public-facing Bono Parques site shows the multi‑tiered pass structure (Platino, Oro, Plata, Bronce and Zoolower) and the platform’s cart‑recovery mechanics that request an email to send a saved cart summary—an explicit signal that the commercial flow is designed to recapture near‑conversion buyers via direct email prompts [1][2].
What this means for B2B sales and tax/compliance simplicity
Packaging corporate passes as ready‑to‑issue, VAT‑inclusive digital vouchers removes a common procurement friction for companies and institutions: unclear tax handling on bulk leisure purchases. The UPM notice specifies that the Oro Plus Empresas vouchers are supplied ‘with IVA and management costs included’ and valid from issuance until 31 December 2026, which simplifies accounting for corporate buyers and the university’s internal approval processes [2]. Parques Reunidos’ on‑site cart recovery language also outlines lawful bases and data‑subject rights for email‑based follow ups—an operational detail that ties digital commerce to compliance and CRM workflows [1][5].
CRM automation and digital fulfillment at scale
The Bono Parques pages and affiliated park sites show explicit cart‑recovery popups and email‑capture prompts that feed a recovery flow intended to convert abandoned carts into completed B2B purchases; these widgets are visible on the main Bono Parques page and replicated on individual park sites such as Faunia, indicating a coordinated, network‑wide approach to CRM automation and fulfillment [1][5]. For retail and ticketing teams, the operational imperative is clear: scale digital fulfilment systems (e‑voucher issuance, redemption tracking, invoicing with VAT) and connect them to automated CRM sequences to recover institutional carts and validate corporate credentials (for example, university email authentication) before issuing group‑use vouchers [1][2][5].
Distribution channels: universities, direct email and campus partnerships
The Universidad Politécnica de Madrid details a purchase process where eligible members identify with an institutional email to request a purchase code allowing up to five Oro Plus Empresas vouchers—evidence that the campaign explicitly targets campus channels as distribution partners to accelerate institutional uptake [2]. That code‑based distribution model, combined with direct‑email cart recovery shown on Parques Reunidos pages, indicates a dual‑track conversion strategy that bypasses consumer retail windows and places electronically‑delivered products directly into institutional procurement pipelines [1][2].
CSR tie‑ins and stakeholder visibility
Alongside the commercial push, Parques Reunidos is featuring a Guardia Civil charity calendar produced across its venues to benefit Confederación Autismo España—an activation that the Guardia Civil promoted on its official social page, signalling a public‑facing CSR element linked to the parks’ network visibility and local stakeholder engagement [3]. Such CSR items can act as cross‑promotional merchandise or PR fixtures that reinforce corporate partnership narratives around community support and inclusive causes [3].
Retail operations implications: merchandise strategies and shop design
For park retail teams, a move toward packaged digital products implies several downstream merchandising opportunities and constraints. Digitally driven advance sales (institutional vouchers and timed‑entry passes) change footfall patterns—concentrating some groups midweek or on contracted dates—and that alters inventory planning, shop layout and exclusive SKU strategies. Parks that run seasonal or event programming (for example, the Bono Parques ‘Eventos Destacados’ calendar) can design event‑exclusive merchandise and limited editions tied to those calendar moments to capture additional per‑capita spend from voucher holders who redeem visits around special programming [4]. Parks and attractions using promotional posts to advertise payment flexibility or seasonal offers (as in social posts for other parks) demonstrate how marketing can be aligned with point‑of‑sale merchandising to soothe price sensitivity and convert intent into higher average transaction values [6][4].
Concrete retail tactics that align with digital B2B channels
Several practical tactics follow from the campaign dynamics evidenced on the sites: (1) reserve exclusive ‘corporate welcome packs’ (branded lanyard, map, small souvenir) that are redeemable at shop pickup upon voucher validation; (2) create midweek or group‑visit bundles (merch + F&B coupon) promoted through the institutional sales flow; and (3) use CRM‑driven email sequences (the same cart recovery and follow‑up channels displayed on the ticketing pages) to send pre‑visit merchandising offers and mobile‑only discount codes timed to the voucher redemption window—each tactic mirrors the digital conversion paths visible across Bono Parques and park microsites [1][2][5].
Operational challenges: fulfilment, margins and channel conflict
Operationally, scaling e‑voucher issuance and in‑park redemption requires reliable POS integration and clear channel margining policies so that institutional sales do not undercut retail partners or third‑party resellers. The Parques Reunidos and park site texts make explicit the joint‑controller and data‑processing notices tied to email‑based cart recovery, reflecting the broader integration work required between commerce platforms, data teams and park retail operations to maintain privacy, tax compliance and smooth guest experiences at redemption points [1][5].
Examples from the network and seasonal merchandising opportunities
Parques Reunidos’ events listings for the season show multiple park activations and Christmas programming across the network—slots that are natural anchors for exclusive merchandise drops and calendar‑themed retail assortments (for example, event‑branded ornaments, limited calendar tie‑ins, or charity‑linked products sold to support partner causes) [4][3]. Social promotions from parks in the wider sector illustrate how payment options and seasonal messaging (such as interest‑free instalments) can be combined with merchandising narratives to lower purchase resistance and drive accessory sales at point of redemption [6][4].
Gaps in the source material and interview availability
There are no direct interviews, sales figures, or in‑park merchandising KPIs published in the supplied sources, so details such as expected uplift in contracted group attendance, precise midweek revenue projections, or retailer margin schedules are not available in the material provided [alert! ‘no direct interviews or numerical merchandising KPIs in supplied sources’] [1][2][3][4][5][6].
Bronnen