FiestaFunKid
Active Member
And now people have rationalized it as the only way for Disney to succeed because it's the only thing they do at all.
I would think internally at Disney, including Iger over the years, IP is simply a path of least resistance, carrying with it less personal risk. Remember, these execs are making huge money with large stock incentives - so they do not want to rock the boat too much during their tenure, or risk a big mistake resulting in a shake up.
It's easy to make a case for attraction investments based on film revenues/merch sales, and to point to your reasoning should the ROI be deemed a failure....If Avengers Campus fails to draw sustainable crowds over the long haul, there is the fall back excuse 'hey, any reasonable leader would attempt something to leverage the franchise's extreme success at the box office'
Unfortunately, this has many negative consequences including hamstringing creativity of Imagineers to launch original stories, lowering the bar for attractions as long as the hot IP is present, and eroding the central theming of each park by making them interchangeably IP driven.