Sir_Cliff
Well-Known Member
I feel we'll get told off for drifting off topic, but I agree with all of this! The impression is very much that the parks are being run by people who would never willingly visit them and so come up with all kinds of over-complicated systems that I'm positive sound great in their internal pitches in terms of maximising revenue, addressing complaints about over-crowding and long lines, avoiding the need to build so many new attractions, etc. However, no-one really seems to be thinking through the practicalities of what any of this means for those paying to spend a day in the park.We keep bringing this up over on the Disneyland side, but it's quite clear now that Bob Chapek and an increasing number of more local TDA and TDO senior executives don't have any real experience using the park products they are in charge of.
They have no idea what it's like to be a paying customer at their parks; wrangling a family of four through the daylong App-based, glitchy, impersonal, upcharged, theme park environment at great personal expense. They don't use their own products like their customers, much less pay for them, so they simply don't get it. It's painfully obvious now.
Also agree and was actually thinking about this when the new DVC tower for the Polynesian at WDW was announced; Is there anyone responsible for signing off on these things who would even recognise let alone care that a mid-rise apartment block doesn't fit with the rest of the resort? It seems to me an explanation for the wild swings in quality of new projects as, at the executive level including Chapek, no-one really knows what they're looking at beyond the numbers.And again back to the painful fact that Bob Chapek is a CEO who doesn't use his own theme park products. He could be selling dishwashing detergent, or dishwashers, or dishes. He doesn't know. He's reading a PowerPoint script. Badly.
The more you think about it, the more strange a choice Chapek seems for the CEO job. He doesn't appear to have any great feel for the creative aspects of the company, not even the parks which he was in charge of running let alone film and television. It is also becoming increasingly obvious on issues including this one that he isn't good at cultivating the personal relationships and good will being the CEO of Disney requires. Would be interesting to know how obvious this latter aspect was before he was elevated to CEO and what exactly the logic was behind the choice.I just mentioned this in another thread, but at a certain point Chapek's missteps reflect badly on Iger too.
It was Iger who chose him as his successor and presumably prepared him for this job. Handing over the company to an ill prepared and underqualified CEO does not look like good decision making on his part, even on the condition he stay with the company until Dec 2021.
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