Just speaking to someone involved with and about MM+.
Still a mess.
Color me surprised - the money pit infrastructure "enhancement" from hell is a mess? Never! LOL.
Obviously they can't even get this working properly yet, so it's hard to move on to expanding it's usage - but do you know anything about what
else this all is intended to be besides Bracelet fun? Back a year or two ago when a lot of us were predicting this, there was a certain segment of folks saying, "Oh, you don't understand, it's meant to be so much more!" Those folks are strangely silent these days.
While I don't doubt some of the blue-sky stuff we heard about (character knowing your name before you speak, etc. - which personally, I always found creepy LOL), is possible, at some point (for those that pay), but this is really all there is to this, right? Folks made it sound like it was just the start of some ethereal, magical adventure possibilities - yet even working at it's fullest, aside from all this scheduling junk, maybe it's just my limited brain but I can't see much more to be done with it beyond kitchy stuff like the name thing - which Universal started doing 20+ years ago with ET in a much cheaper if not sexy way.
I enjoyed Fastpass + way more than I thought I would. I loved not having to run around the park to pick up fastpasses, and didn't miss getting to the parks a hour before opening.
The question is, though: undoubtedly it can be convenient if you go at certain times of the year (I avoid those times, LOL - so I've never had to get to a park an hour early to grab FP's), what would have
overall made your experience better - FP+, or 4-5 brand new D/E-ticket rides that knocked your socks off?
I don't think a lot of us question the utility of things like FP+, but it's the
value compared to what they could have spent the money on instead. They practically could have built another entire gate for 1.5B.
Good stuff.
Here is the real question. What will Disney do about this? Is there hope that a new CEO can really turn things around? Increasing the P&R investment percentage from 15% to 30% of revenue would mean an increase in capital spending of over $2B per year. I'm all for that as a fan, but is it realistic? It would take some pretty big stones to start your new job as CEO and show up at the first BOD meeting with a plan to spend an additional $2B per year essentially reversing the course set by Iger who is considered by Wall Street and the BOD as a very successful CEO. I have no doubt a guy like Eisner would have both the ego and the stones to do something like that, but unless they go outside TWDC I don't see anyone who fits that bill in house.
I actually am with "Wallstreet" -
overall, Iger has done some amazing things for the Walt Disney Company, many of which would have seemed like fantasy a decade ago, and that will ensure success for the company for decades after he is gone. He's the guy that brought Pixar, Marvel, and Lucasfilm under the Disney Umbrella. Leaving fanboi "Marvel/Star Wars doesn't belong at Disney!" nonsense aside - what he did was make Disney the undisputed home of the greatest character/franchise library of them all. The major franchises they
don't have is shorter at this point - Potter, LOTR, Star Trek, and the DC properties - other than that, they are going to be benefitting from these acquisitions for generations to come.
I think the issue has been that Iger just isn't the parks guy that Eisner was. He did what generally smart CEO's do, which is listen to the best advice of your trusted advisers when you don't know any better, but in this case, he simply had the wrong people in those positions who already wanted Next Gen to start rolling. I don't mean to give him a pass on the parks stuff - but if memory serves, we wouldn't have even gotten New Fantasyland the way we did if he hadn't insisted on changes - it would have been far less if the original plan had gone through. I just think he was very, very good for some parts of the company - but unfortunately, parks weren't part of it.
Understatement of the thread. I know socially, neighbors and such, many of the poor souls trying to make this disaster work, from front line to much higher up. Massive amounts of guests every day to educate who no nothing about it or could not figure it out before arrival. This will take years to change the awareness level since every day has once in a lifetime guests or every many years guests.
Can that ever really happen though? The general audience for WDW has never even been able to grasp the very simple original FP process, even with cartoon characters showing "1,2,3!" how to do it in every guidemap printed. If folks couldn't figure out that system, I don't think there is any hope that the majority will ever figure this out.
That's also the one sticking point of Next Gen that I also don't see a lot of folks mention these days - it's not for everyone. I'd love to know what percentage of guests actually have access to it, how many of those actually used it at all, and how many of those actually used it's "full" benefits. Particularly over time, I don't see those numbers getting incredibly high.
It may get better slowly with a continual infusion of $. $ that could have fixed the parks.
That's just it, though - endless pits of IT infrastructure rarely every turn out well. One of two things generally happen - the entire thing gets 86'd, and heads roll, or they try to just get what they started working and abandon any higher hopes for the system, and heads roll. Since they clearly aren't going to do the former, there is a decent chance of the latter - kind of like giving up and throwing a strobe light on an animatronic because what it's built on is just too fragile to be able to do anything else unless you just rip it out and completely rebuild.
On one hand I'm sure it was a nightmare getting things hooked up with the legacy systems already in place, which were infamously antiquated in many cases - but on the other hand, a lot of the problems I see reported aren't congruent with that being the underlying issue. There are also some really favorable things going for a project like this - that essentially, except for the web interface, all the interactivity takes place in a single physical location they have control over; WDW itself is about as closed an ecosystem as one can possibly have today. It's almost academically perfect for a project like this.
Once you've spent 1.5B on something, it's hard to turn around - but there is also a point where it's just absurd and they might as well just patch it up the best as they can, abandon any blue sky future for it, and move on.