lazyboy97o
Well-Known Member
No, the start really goes back even before Wells died. Eisner had this belief that an executive is an executive and could run any business. He also started the unsustainable growth goals that would really collide with his views of executives with Paul Pressler.
Prior to the mid-90s, the Disney parks were viewed in a more holistic manner. What was most important is if Walt Disney World was profitable. This is why things like the Antique Story in Liberty Square to exist. It was there for the atmosphere and what it lacked in sales were made up elsewhere. This occurred across the property where something would be sort of loss leaders to create a strong impression of value and experience. The 90s saw a shift to a more mall-based retail model where every square foot was assessed for its profitability.
That people have a good time at Cedar Point is not in dispute or really relevant. Theme parks are a distinct type of amusement park and different scales of visitation require different strategies.
The business has shifted now to focus more on providing “value” to deal with crowds that were assumed as a baseline instead of the base experience. As soon as there are fewer people it’s easier to notice that there is not much to do and no incentive to buy access to something that promises a respite from the crowds.
Are you admitting to violating site rules and having multiple accounts? But good job on a nonsense example as Herschend has been my go-to example for Disney’s out of control costs for awhile now.
They were priced to be discounted, like the merch at Kohl’s.
