lazyboy97o
Well-Known Member
Unfortunately this is one of the big ways that, even early on, Eisner screwed up. He believed a good manager was a good manager, and this ultimately led to people from outside the theme park business being brought in to the theme parks. The mall mentality that was sealed in place by Paul Pressler remains to this very day (even at the Disneyland Resort where have just aimed for nicer mall). This is why all of these data point are also of interest, because its about guest spending and not the experiences that people are buying and cannot qualitatively define.This is the thing that bothers me. They signed off on this not truly understanding the implications. The thing that ticks me off the most is that they make these decisions without actually understanding what their product is, why it has been successful and how much it means to a great many people. Call me picky but I want the people who make long term-decisions to understand and care passionately about the things they are responsible for and how they work. Having finance and IT guys attempt to manage a Theme Park is just asking for trouble.
And during that shift, when costs were being cut, the competition and technology caught up with Disney. Some aspects of MyMagic+ are a sort of given, such as moving to RFID on the Key to Kingdom cards. Even the MagicBands are not entirely new, but they needed more when small, family owned parks such as HolidayWorld have wristbands for payment (and don't worry about it working for parking, drinks or sunscreen as those are all free).