BrianLo
Well-Known Member
You've mentioned the idea of a park exit (and entry too?) from DL's DF before and I've thought about it, and I'm not sure I've ever said anything because I'm conflicted. I understand the Monorail has opened that door but in a very special way. I'm not sure an entry/exit out in that park annex is a great way to orchestrate the brand experience. I get why AP holders who are dropping into the park all the time as a hang-out would appreciate it but I'd hate to see tourists use that and miss some of the imprint moments that are key to longterm brand loyalty.
I should clarify I’m coming at it from the tourist lens (which I am), not really about APs. An entry / exit for their hotel guests and that even includes the western flanks of Grand Cal. Not a bypass, but a more properly considered entry gate for the hotel district. A parking garage exit on the other hand would likely be more of an exit-exclusive end of night bypass. Those parking garages still need to send people to DCA and couldn’t handle morning entry crowds.
Probably - this includes an inevitable hotel. Fantasy springs entry more or less (but a much nicer hotel one would hope).
But the case was being made in this thread specifically that investments in DCA meant fewer investments in Disneyland. Full stop. Obliquely, likely. But they were also investing in 10-12 other major projects globally so it's arguably part of the truth but overly simplistic and not the whole truth. Even if they didn't build DCA it may have been difficult to make a business case in doing "major expansions" at Disneyland so long as there were other more lucrative ROI-wise investments they could make.
Absolutely! I wasn’t meaning to make it full stop, I brought up SDL’s impact from the jump start. I just abandoned the broader portfolio because if folks were rejecting intra gate investment delaying existing gates, it was harder to move onto the full portfolio.
Disneyland has always, from the start, had decade on decade outflow. Worse in their earlier years as the segment was tiny and the launch of Magic Kingdom then Epcot were huge competing priorities.
I wouldn’t per se blame the cruise ships. There were four of them and they are less significant in the grand scheme of things. Moreso the back to back of DAK, DCA, WDSP, HKDL with Magic/Wonder, where we can tell the company just did not have sufficient capital to pull that all off.
I just finished a deep dive back look and we’re at a pretty interesting juncture in Experiences. This is the first time ever that experiences seems to be bringing in more money than it is investing globally in capital. It is finally at scale that they can afford to invest in all their parks globally and still add cruise ships. But in my mind if we start getting lumpy gate investments that are not in part supported by external partners, something has to give.