I see an opportunity for a segue thanks to
@flynnibus and I'll take it. When talking about Parks and Resorts, WDI, and the Strategic Planning folks, the impact of EuroDisney's early foundering cannot be ignored.
In part due to the success of the hotels built at WDW in the mid to late eighties (Swan and Dolphin, Yacht and Beach Club, Caribbean Beach), a key component of EuroDisney was to have resorts designed and ready to go as capacity necessitated them to capture as much guest revenue as possible. At some point, according to DisneyWar, Michael wanted to build ALL of the designed resorts. He turned to his newly minted Strategic Planning group and they fudged the numbers to justify building all of that capacity for EuroDisney's Spring 1992 opening. And we all know how that went. While the park itself was doing well, the low occupancy rates and the debt from building and operating all of those large hotels at once brought down EuroDisney which lead to the situation DLP is currently in where TWDC, with Strategic Planners Rasulo and Staggs as CFO and EVP of P&R, will not take the short term hit to its bottom line to address the debt and the lack of additions.
Now WDI was thrown under the bus for EuroDisney as a result of the extravagant spending for every aspect of the resort. Folks in Strategic Planning believed the cost of Disneyland Paris Park, considered to be WDI's finest Eisner era park alongside the incomparable TDS, as a reason for the parks financial failure. Think about what happened after EuroDisney in Strategic Planning's heyday; Westcot/DisneySea was abandoned for the value engineered DCA 1.0, Animal Kingdom didn't get its planned opening day menu because Burbank did not want to increase the budget, Hong Kong Disneyland, a park that was likely sold to the HK legislature under the impression it would be their Disneyland Paris Park, had its attraction lineup cut back to its detriment in the resort's early years. One cannot not acknowledge the poor state of WDI; from the political infighting, the appointment of WDI heads like Tom Fitzgerald and Bruce Vaughn/Craig Russell who do not have the skills to run such an important division, the firing of WDI's top talent like Steve and Tim Kirk (Journey Into Imagination, Tower of Terror, Tokyo Disney Sea), Tim Delaney (The Living Seas, DLP Discoveryland, HKDL Tomorrowland and the aborted Pirates Mountain), Valerie Edwards (WDI's head sculptor and protege of Blaine Gibson), and Tony Baxter (You know what he has worked on), and lastly the abandonment of Audio-Animatronics and outsourcing of remaining AA production to Garner Holt.
I must also add that the attraction that are built are not the complete product of WDI. In addition to the three stooges, you have a division like TDO that is run by folks who don't care/know how to run a theme park. These are the kind of folks who will freak out because County Bounty was going to go away in one version of FLE even though the Fab Five meet and greets which drove its merchandise revenues was moving to the Main Street us Exhibition Hall/Theater/Hospitality House. How do you expect folks like that to get behind the next big E-Ticket or something ambitious like the original 1 Billion dollar FLE with the FL D-Tickets all being rebuilt from the ground up or just maintaining SQS? We know WDI is still capable of great things when conditions allow it do so as has been the case with DCA 2.0(Boy Georgie, you took all the credit for that one!
), HKDL's recent additions (Thanks Hong Kong Legislature!), and WDSP's new Ratatouille ride (Thanks Brad Bird and Roger Gould and co. at Pixar's Theme Park division!).