No fastpasses available today?

[Tom Morrow]

It changes where the guests flow.. here right into the FP+ line. Contrast that when a ride goes down.. normally people would be forced to goto a standby line somewhere.. now they jump right into a FP+ line.. slowing both the existing FP+ line and the corresponding standby line.

Contrast this with existing behavior where Disney would just honor the late FP at the same attraction. Now, this kind of surge is dispersed over many attractions... vs causing a clog in this single attraction once it comes back online.

It's similar to the open FP passes Disney would often give out to people in line.. but on a bit more of an industrial scale.

It's lesser of evils in many ways... but I kind of would have preferred the token would have been released to be reused.. vs a 'golden ticket' for any FP+ line.

On the other hand, by letting the person use a Fastpass at multiple rides rather than just the one that temporarily closed, it helps prevent the closed attraction from experiencing a massive surge of FP users once it re-opens since some of those users will have used their FP elsewhere.

 

[Rob562]

The details have not been released but managers at WDW have told me they hear that AP holders will have a limit or quota to book in a time period, week, month, quarter, or ... . The time period is being studied. They want to find the perfect number that will not drive too many AP holders away but not use so many to discourage the high value visitor who spends more. A similar formula is being constructed for cast members who will also have a restriction on FP+ . AP and cast members are less profitable for many reasons. Like Vegas casinos WDW wants more high rollers and less nickel slot players.

Currently it's 7 days for AP holders who are *not* staying at a Disney resort. If you want to book an 8th day you either have to cancel (or use) a day's worth of FP+ reservations. I believe guests who have a regular ticket connected to their MDE profile are limited to that many days' of FP+ reservations. So even if they're staying on-site for a week, if they only have a 4-day ticket they can only reserve 4 days of FP+.

Personally I think the number for AP holders should be increased to 10 days, which would equal the maximum number of days on a MYW ticket.

-Rob

 

[Rob562]

Has anyone noticed a pattern in how close you can reserve fp+ times. Is it possibly to book 3 fp+ over 4 hours? I wonder if that possibility would actually result in people spending less time at the parks. Rather than waiting around and working the paper fp to get the 3 rides over the course of a full day befor fp+, perhaps they would center the visit around that 4 hour block leading to a less than full day visit.

You should theoretically be able to get three within a 3-hour period, one right after the other, as long as there are times available.

Though in practice you might be able to hit all three in an even shorter time. The system doesn't allow you to overlap any of the three FP+ times when you book them. But once you use your first one, you can go onto your phone app or to a kiosk in the park and try to move up the time of your next FP+ to an earlier time. Once a FP+ is used, it doesn't care about anything overlapping it anymore. And then after you're done with your second FP+ you could try moving up the third one.

It all depends on what's available in the system.

-Rob

 

[OswaldTheRabbit]

I curious what if you have your FP+ ressies made and the park is closed to new entrances.

We are going at Christmas time and booked some in late afternoon. I have seen where they don't allow people in because they are near capacity.

 

[RSoxNo1]

Just checked the Disney app and TSMM was 5:40-6:15. Looks like DHS is closing at 6 tonight, I assume there's an event?

 

[ParentsOf4]

The details have not been released but managers at WDW have told me they hear that AP holders will have a limit or quota to book in a time period, week, month, quarter, or ... . The time period is being studied. They want to find the perfect number that will not drive too many AP holders away but not use so many to discourage the high value visitor who spends more. A similar formula is being constructed for cast members who will also have a restriction on FP+ . AP and cast members are less profitable for many reasons. Like Vegas casinos WDW wants more high rollers and less nickel slot players.

Truth that. I'm hearing the same thing.

Disney intended to use FP+ to target their high value guests. Executives are really obsessed with per guest spending and, like Vegas, wanted to concentrate resources on high rollers. However, some of the original plans from when NextGen was pitched have been abandoned. FP+ is already having some unexpected results that are messing with the business model.

For us, the biggest change has been to allow guests to pick whatever FP+ attractions they want. The original plan was to more evenly distributed good FP+ selections across several days. Using Epcot as an example, the idea was that if you couldn't book both Soarin' and Test Track on the same day, you'd plan two days at Epcot. The goal was to encourage resort guests to stay within the bubble longer and spend more of their dollars at WDW, rather than visit other central Florida tourist destinations.

Preliminary feedback was so overwhelmingly negative that it now looks like they will abandon this. This totally messes with their business model. Given cost overruns, there's now some panic in Burbank that NextGen could be a boondoggle but since Iger and Rasulo have tied their reputations to it, they don't want to hear it. Saying NextGen might fail is a good way to end your career at corporate.

For the purposes of this thread, the takeaway is that Disney is scrambling to figure out how to make FP+ work and hasn't finalized anything yet. Corporate Disney wants to maximize its success, with "success" defined as maximizing revenue. It's almost guaranteed that the problems we see today will result in further changes. Don't use today's successes or failures to tout how wonderful or bad FP+ is. In 12 months, FP+ is going to be something different.

Ultimately, however, FP+ does not solve WDW's biggest problem: there simply isn't enough good attractions at 3 of WDW's 4 theme parks. Disney needs to be adding rides in Epcot, DHS, and DAK, not focusing creative and managerial talent on FP+. More (not replacement) good attractions at those 3 parks will get guests to stay longer, not FP+.

 

[fbb]

Using Epcot as an example, the idea was that if you couldn't book both Soarin' and Test Track on the same day, you'd plan two days at Epcot.

Any one of the thousands of Epcot CMs or millions of Epcot guests could have instantly told them how stupid a premise that was. Shame they spent time and money to come to that insane conclusion.

 

[Weather_Lady]

Has anyone noticed a pattern in how close you can reserve fp+ times. Is it possibly to book 3 fp+ over 4 hours? I wonder if that possibility would actually result in people spending less time at the parks. Rather than waiting around and working the paper fp to get the 3 rides over the course of a full day befor fp+, perhaps they would center the visit around that 4 hour block leading to a less than full day visit.

That's an interesting thought. The way my family tours, though, we'll be spending the same amount of time as before. We'll hit headliners at rope drop, then the attractions with shorter lines, then lunch/break, then return to finish the "short line" attractions and hit headliners again w/FP+. It's the same as before, although the lines will be longer and we won't be able to "re-ride" headliners with Fastpasses at all.

What Disney seems to have forgotten is that raising prices or limiting our ability to see attractions is not going to motivate us to spend any extra time or money there. That is because our income stays the same while Disney prices go up, and (for my family, formerly avid FP users) our ability to experience the attractions we want is going to go down. If anything, FP+ is going to cause us to cut our WDW vacations shorter and/or swap Disney days for time at Universal or Sea World. If I don't get to experience Soarin' and Test Track in the same day, for example, I'm not coming back to Epcot for an extra day -- I'm just leaving Epcot after the usual one day with a bad taste in my mouth, knowing I couldn't do as much as I used to and second-guessing Disney's business sense. I think we'll be able to plan around the stupid changes, though, to maintain a positive experience and attitude -- I just wish WDW would make it easier for us instead of harder!

 

[RandomPrincess]

I have two little kids I used FP+ for our must does for the first half of the day that way we can leave for a break if needed. We may or may not return later in the day it's all up to the kids. I like FP+ in theory since I know we have a certain time for TSMM, BTMRR, etc We will see we still like it after we use it.

 

[Bairstow]

Truth that. I'm hearing the same thing.

Disney intended to use FP+ to target their high value guests. Executives are really obsessed with per guest spending and, like Vegas, wanted to concentrate resources on high rollers. However, some of the original plans from when NextGen was pitched have been abandoned. FP+ is already having some unexpected results that are messing with the business model.

For us, the biggest change has been to allow guests to pick whatever FP+ attractions they want. The original plan was to more evenly distributed good FP+ selections across several days. Using Epcot as an example, the idea was that if you couldn't book both Soarin' and Test Track on the same day, you'd plan two days at Epcot. The goal was to encourage resort guests to stay within the bubble longer and spend more of their dollars at WDW, rather than visit other central Florida tourist destinations.

Preliminary feedback was so overwhelmingly negative that it now looks like they will abandon this. This totally messes with their business model. Given cost overruns, there's now some panic in Burbank that NextGen could be a boondoggle but since Iger and Rasulo have tied their reputations to it, they don't want to hear it. Saying NextGen might fail is a good way to end your career at corporate.

For the purposes of this thread, the takeaway is that Disney is scrambling to figure out how to make FP+ work and hasn't finalized anything yet. Corporate Disney wants to maximize its success, with "success" defined as maximizing revenue. It's almost guaranteed that the problems we see today will result in further changes. Don't use today's successes or failures to tout how wonderful or bad FP+ is. In 12 months, FP+ is going to be something different.

Ultimately, however, FP+ does not solve WDW's biggest problem: there simply isn't enough good attractions at 3 of WDW's 4 theme parks. Disney needs to be adding rides in Epcot, DHS, and DAK, not focusing creative and managerial talent on FP+. More (not replacement) good attractions at those 3 parks will get guests to stay longer, not FP+.

One thing about this- did Disney really anticipate people booking two days at EPCOT in advance rather than wait in the standby line of either Soaring over California or Test Track?
I find this implausible, even for Burbank.

 

[ParentsOf4]

One thing about this- did Disney really anticipate people booking two days at EPCOT in advance rather than wait in the standby line of either Soaring over California or Test Track?
I find this implausible, even for Burbank.

That's a great question. To answer it, you need to consider what happened during Iger's tenure before the NextGen initiative was launched. Iger joined Disney in 1996 when Disney took over ABC. Iger had absolutely no theme park experience and his opinion of the business has been formed by what has happened since then.

In 1998, Disney opened the very expensive DAK. Expectations were high yet financial results did not match those expectations. DCA opened in 2001 and had similar disappointing results. At that point, adding theme parks to existing facilities very much fell out of vogue. However, there still was a strong view under Eisner that "something" needed to be done to keep guests coming so Disney spent several hundred million to build attractions (e.g. Mission Space, Soarin', Expedition Everest, Toy Story Mania, etc.). With the exception of Expedition Everest, none had any appreciable affect on attendance and even EE didn't help revenue; guests simply spent more time in DAK and less time at WDW's other parks. (WDW has a similar problem today with the New Fantasyland.) Corporately, new theme parks and new attractions represented old-school thinking. Iger, a Blue Ocean Strategy convert, wanted an innovative business solution.

What was a rousing financial success was Disney's Magical Express (DME). Launched in 2005, corporate Disney discovered that offering "free" bus service boosted revenue on a self-sustaining budget (it's built into the price of the resorts). These captive guests spent more at WDW. Maybe, just maybe, the conventional wisdom went, the key to success was not traditional brick-and-motor investments but innovative business gimmicks.

Data at the time suggested Orlando tourism would be relatively flat for the foreseeable future. Thus, to grow business, Disney was going to have to figure out a way to get their deep-pocketed onsite guests to remain within the WDW bubble. Those were the ones spending the big dollars per day. Those were the high rollers corporate Disney wanted to chase.

New theme parks didn't boost WDW tourism, at least not enough to justify the cost. New attractions didn't have much effect financially. Yet something as simple as DME worked tremendously well. (By the way, so did targeting South American markets. It's these markets that have been slowly replacing declining domestic attendance.) With total Orlando tourism projected to be flat and with WDW having lots of deep-pocketed onsite guests spending their vacation money elsewhere, what could be done to boost revenue? Sure, prices could be raised (e.g. ticket prices up 25% in 3 years; food prices even more) but what else could be done? Higher prices only chased guests away. What else could Disney do to get their onsite guests to stay onsite?

Enter NextGen.

NextGen represented the innovative business thinking Iger so desperately wanted. NextGen was sold to corporate as a way to lengthen guest stays, reduce operating expense, and modernize WDWs antiquated systems. NextGen brought WDW into the 21st Century, something every Disney executive, who spends half their day with their heads buried in their smart phones, could appreciate.

DME got onsite guests to stay within the WDW bubble longer. The thinking was, so would the FP+ aspect of what now was being called MyMagic+. After all, it was CFO Jay Rasulo who said to Wall Street, "So if we can get people to plan their vacation before they leave home, we know that we get more time with them. We get a bigger share of their wallet. So that's one thing for you guys to think about."

Giving guests lots of good FP+ selections each day does not lengthen their time in the WDW's theme parks. If anything, it shortens it. Seriously, if I have FP+ selections on the same day for Soarin', Test Track, and Mission Space (or Turtle Talk), exactly why do I need to visit Epcot a second day?

It's not an unreasonable line of thought. If FP+ saves guests 50 minutes on Mission Space, 100 minutes on Test Track, and 140 minutes on Soarin', guests can reasonably expect to do all of Epcot in a day. The only way to get them to stretch out their time at WDW is to not offer all those FP+ selections for the same day. After all, being manipulated into to visiting Epcot on 2 days to get those additional time savings means guests can sleep in and still spend less time in line. Slowing down, sleeping in, and spending less time in line (and more time in WDW's restaurants and stores) sure sounds like a much more enjoyable vacation, the thinking went. All they have to do is make their FP+ selections from home for 2 days at Epcot and they'll be guaranteed short waits for 6 attractions, not just 3, including all of Epcot's headliners.

Remember, this was the same group that turned down Harry Potter at WDW. This is the group that has seen their NextGen budget triple. To date, their theme park success has been based mostly on higher prices and good advertising in South America. Until the recent success of Carsland at DCA, this was the group that was essentially 0-fer at making smart theme park decisions. (Even Carsland was ramrodded through by Lasseter.)

At the time the decision was made to move forward with NextGen, it seemed like a viable plan. Don't forget that it was conceived before the success of WWOHP and Carsland, before results suggested that the winning formula was to add well-themed and immersive lands, which is why, in the future, we'll get Avatar at DAK and Star Wars at DHS.

In hindsight, NextGen is beginning to look like a poor decision. Grossly overbudget, it's becoming Disney's albatross. Preliminary results suggest that large numbers dislike the preplanning and it will do little to discourage trips to other Orlando destinations.

In 2014, WDW is going to experience an attendance bump but it won't be because of NextGen. It will be from Diagon Alley's spillover.

I'm so looking forward to hearing corporate Disney's spin on the "success" of MyMagic+.

 

[danv3]

I think you've already hit on the spin. Disney's attendance and revenue will go up in 2014, and they will credit nextgen, even though the real reason will primarily be Universal.

 

[Bairstow]

When it comes to the bands, I think the real measure of their success or or failure will be whether they encouraged increased merch sales.

 

[englanddg]

When it comes to the bands, I think the real measure of their success or or failure will be whether they encouraged increased merch sales.

I don't see how they would...not any more than the older KTTW cards did. Tap and pay is "new"...but it's functionally no different when it comes to the "set it and forget it" features of the KTTW card.

Here's a question though, the old KTTW card used to have a charging limit based on the resort you stayed at (1k for a moderate, 750 for a value and 1500 for a deluxe, as I recall, but I could be remembering wrong)...anyhow, does the band / RFID KTTW have a similar limit? Or, since it's linked to your CC, does it no longer have a limit?

Of course, the limit never bothered me, because you could call the hotel front desk and authorize that the charges on your room be cleared by the card on file, and within seconds, your KTTW charges would be reset.

Perhaps that's why they are saying that it will increase merch sales? Because it now sends the charge processing straight to your credit card, instead of through an "internal room charge" system?

I'm really not sure...

Honestly, I haven't spent much on merch since 2011. They just don't change it out enough with interesting things to purchase. We spent almost nothing on merch (compared to the thousands dropped in 2011, and nearly 1500 dropped in 2010)...

 

[hpyhnt 1000]

That's a great question. To answer it, you need to consider what happened during Iger's tenure before the NextGen initiative was launched. Iger joined Disney in 1996 when Disney took over ABC. Iger had absolutely no theme park experience and his opinion of the business has been formed by what has happened since then.

In 1998, Disney opened the very expensive DAK. Expectations were high yet financial results did not match those expectations. DCA opened in 2001 and had similar disappointing results. At that point, adding theme parks to existing facilities very much fell out of vogue. However, there still was a strong view under Eisner that "something" needed to be done to keep guests coming so Disney spent several hundred million to build attractions (e.g. Mission Space, Soarin', Expedition Everest, Toy Story Mania, etc.). With the exception of Expedition Everest, none had any appreciable affect on attendance and even EE didn't help revenue; guests simply spent more time in DAK and less time at WDW's other parks. (WDW has a similar problem today with the New Fantasyland.) Corporately, new theme parks and new attractions represented old-school thinking. Iger, a Blue Ocean Strategy convert, wanted an innovative business solution.

What was a rousing financial success was Disney's Magical Express (DME). Launched in 2005, corporate Disney discovered that offering "free" bus service boosted revenue on a self-sustaining budget (it's built into the price of the resorts). These captive guests spent more at WDW. Maybe, just maybe, the conventional wisdom went, the key to success was not traditional brick-and-motor investments but innovative business gimmicks.

Data at the time suggested Orlando tourism would be relatively flat for the foreseeable future. Thus, to grow business, Disney was going to have to figure out a way to get their deep-pocketed onsite guests to remaining within the WDW bubble. Those were the ones spending the big dollars per day. Those were the high rollers corporate Disney wanted to chase.

New theme parks didn't boost WDW tourism, at least not enough to justify the cost. New attractions didn't have much effect financially. Yet something as simple as DME worked tremendously well. (By the way, so did targeting South American markets. It's these markets that have been slowly replacing declining domestic attendance.) With total Orlando tourism projected to be flat and with WDW having lots deep-pocketed onsite guests spending their vacation money elsewhere, what could be done to boost revenue? Sure, prices could be raised (e.g. ticket prices up 25% in 3 years; food prices even more) but what else could be done? Higher prices only chased guests away. What else could Disney do to get their onsite guests to stay onsite?

Enter NextGen.

NextGen represented the innovative business thinking Iger so desperately wanted. NextGen was sold to corporate as a way to lengthen guest stays, reduce operating expense, and modernize WDWs antiquated systems. NextGen brought WDW into the 21st Century, something every Disney executive, who spends half their day with their heads buried in their smart phones, could appreciate.

DME got onsite guests to stay within the WDW bubble longer. The thinking was so would the FP+ aspect of what now was being called MyMagic+. After all, it was CFO Jay Rasulo who said to Wall Street, "So if we can get people to plan their vacation before they leave home, we know that we get more time with them. We get a bigger share of their wallet. So that's one thing for you guys to think about."

Giving guests lots of good FP+ selections each day does not lengthen their time in the WDW's theme parks. If anything, it shortens it. Seriously, if I have FP+ selections on the same day for Soarin', Test Track, and Mission Space (or Turtle Talk), exactly why do I need to visit Epcot a second day?

It's not an unreasonable line of thought. If FP+ saves guests 50 minutes on Mission Space, 100 minutes on Test Track, and 140 minutes on Soarin', guests can reasonably expect to do all of Epcot in a day. The only way to get them to stretch out their time at WDW is to not offer all those FP+ selections for the same day. After all, being manipulated into to visiting Epcot on 2 days to get those additional time savings means guests can sleep in and still spend less time in line. Slowing down, sleeping in, and spending less time in line (and more time in WDW's restaurants and stores) sure sounds like a much more enjoyable vacation, the thinking went. All they have to do is make their FP+ selections from home for 2 days at Epcot and they'll be guaranteed short waits for 6 attractions, not just 3, including all of Epcot's headliners.

Remember, this was the same group that turned down Harry Potter at WDW. This is the group that has seen their NextGen budget triple. To date, their theme park success has been based mostly on higher prices and good advertising in South America. Until the recent success of Carsland at DCA, this was the group that was essentially 0-fer at making smart theme park decisions. (Even Carsland was ramrodded through by Lasseter.)

At the time the decision was made to move forward with NextGen, it seemed like a viable plan. Don't forget that it was conceived before the success of WWOHP and Carsland, before results suggested that the winning formula was to add well-themed and immersive lands, which is why we'll get Avatar at DAK and Star Was at DHS.

In hindsight, NextGen is beginning to look like a poor decision. Grossly overbudget, it's becoming Disney's albatross. Preliminary results suggest that large numbers dislike the preplanning and it will do little to discourage trips to other Orlando destinations.

In 2014, WDW is going to experience an attendance bump but it won't be because of NextGen. It will be from Diagon Alley's spillover.

I'm so looking forward to hearing corporate Disney's spin on the "success" of MyMagic+.

This should be required reading for any thread that discusses FP+ and NextGen. And it should be made a sticky on the News and Rumors thread. Bravo!

 

[luv]

Only a total simpleton would spend more money because they're wearing a wristband. People that simple rarely have a lot of extra money to spend. I don't see it being a big boost for sales.

I went to a park today for 3.5 hours. I spent $200 on baby clothes for a new family member. Between the two of us, we spent $26 on breakfast. That's just today.

But we are AP people. We don't count because we don't spend enough.

Wait until we are totally screwed. Then see how much we spend.

 

[danv3]

When it comes to the bands, I think the real measure of their success or or failure will be whether they encouraged increased merch sales.

How will they ever know? If 2014 sales are 3% greater than 2013, what portion of the increase is attributable to the bands?

Personally I don't see how they would increase sales anyway. They're only marginally more efficient than touch to pay KTTW cards.

 

[Bairstow]

I don't see how they would...not any more than the older KTTW cards did. Tap and pay is "new"...but it's functionally no different when it comes to the "set it and forget it" features of the KTTW card.

Here's a question though, the old KTTW card used to have a charging limit based on the resort you stayed at (1k for a moderate, 750 for a value and 1500 for a deluxe, as I recall, but I could be remembering wrong)...anyhow, does the band / RFID KTTW have a similar limit? Or, since it's linked to your CC, does it no longer have a limit?

Of course, the limit never bothered me, because you could call the hotel front desk and authorize that the charges on your room be cleared by the card on file, and within seconds, your KTTW charges would be reset.

Perhaps that's why they are saying that it will increase merch sales? Because it now sends the charge processing straight to your credit card, instead of through an "internal room charge" system?

I'm really not sure...

Honestly, I haven't spent much on merch since 2011. They just don't change it out enough with interesting things to purchase. We spent almost nothing on merch (compared to the thousands dropped in 2011, and nearly 1500 dropped in 2010)...

The Band's default card limits are the same as the KTTW. When we stayed at Animal Kingdom Lodge this past September it was preset to $1.5k. (or rather, it should have been had an error not temporarily fixed it at zero, but that's another story).

I strongly believe that while the RFID-based "tap-to-pay" functionality of the MagicBand is fundamentally identical to the KTTW card, the different kinetics of using the band are importantly different. With a KTTW card, you still have to reach into your wallet or back pocket or purse and pull out the card to use it, the same exact motions one goes through to use a credit card. With the band, you don't; there's no reaching into your pocket or purse or handling anything (other than the keypad) that looks anything like we see in or daily money-spending lives back home. There's a handsome-looking Mickey-shaped scanner that glows a pleasant green when it's used, the same as when we do other fun things like enter a theme park or return a Fastpass reservation to ride an E-ticket attraction. I feel like these differences are all very deliberate and will have a real psychological effect on the average Disney guest and the money-spending experience because it very carefully makes spending money not feel like spending money. Even if from a rational perspective there have been no changes here, I feel as though the psychological effect of the new band-charging equipment will cause a dramatic uptick on guest spending, if it hasn't already.

 

[englanddg]

The Band's default card limits are the same as the KTTW. When we stayed at Animal Kingdom Lodge this past September it was preset to $1.5k. (or rather, it should have been had an error not temporarily fixed it at zero, but that's another story).

I strongly believe that while the RFID-based "tap-to-pay" functionality of the MagicBand is fundamentally identical to the KTTW card, the different kinetics of using the band are importantly different. With a KTTW card, you still have to reach into your wallet or back pocket or purse and pull out the card to use it, the same exact motions one goes through to use a credit card. With the band, you don't; there's no reaching into your pocket or purse or handling anything (other than the keypad) that looks anything like we see in or daily money-spending lives back home. There's a handsome-looking Mickey-shaped scanner that glows a pleasant green when it's used, the same as when we do other fun things like enter a theme park or return a Fastpass reservation to ride an E-ticket attraction. I feel like these differences are all very deliberate and will have a real psychological effect on the average Disney guest and the money-spending experience because it very carefully makes spending money not feel like spending money. Even if from a rational perspective there have been no changes here, I feel as though the psychological effect of the new band-charging equipment will cause a dramatic uptick on guest spending, if it hasn't already.

I guess it just doesn't impact me all that much. Having to twist my arm to make a purchase (and it was worse at the hotel doors) wasn't all that attractive to me, and if I took my band off (which I didn't, but the kiddo did more than once), it took up a lot more space in my pocket.

I suppose I can see the physiological argument, but personally, it doesn't seem like that big a deal to me. But, hey, I've heard of marketing gimmicks like this working before (heck, I've done these sorts of psychological "plays" to make sales)...so, we shall see. Hopefully it does increase spending, and then Disney turns around some of those profits back to the parks (both in staffing, maintenance and new construction).

 

[awoogala]

Just spent over an hour trying to make fp+ selections. The entire system was a mess. Kept saying some people were not able to make selections. Lost half of our selections. Called tech. They suggested we wait until Monday to try, because the website isn't working. Lovely.