I appreciate your efforts in helping to decipher (rather than deconstruct) my original questions. Clearly my question is intended to be provocative.
I think you are right that the total of 43,000 applies to the full Disney hotel capacity rather than the budget resorts (either that or applies to the capacity after Pop Century is built). In any event, the numbers are intended to be illustrative.
As to the "failure" comment, I stand by the suggestion that Disney has failed to maintain and improve its theme parks and attractions at an appropriate pace to meet the traffic it is driving by virtue of building all the resorts and DVC complexes. More specifically, I am referring to the future plans for improving the parks. There is no plan for a fifth gate or concrete plans for what could be considered a major attraction in any of the WDW parks. I am sure someone will correct me if I am wrong on this, but I don't believe I am.
As for the past improvements Goofy referred to, I would argue that many people were and continue to be disappointed by the Animal Kingdom-it is poorly laid out making small crowds feel large, the average person is finished touring in 4-6 hours, and costs $50. If it weren't in WDW few would ever go see it. And MGM and Splash Mountain? I love them, but they were built in the 1980s for crying out loud! How does that demonstrate Disney's current commitment? Disney Quest? Closed in CHicago. Aladdin and Dino Rama? Carny rides with characters slapped on. I'll give you Rock 'N Roller Coaster and Test Track, but the fact they stand out over the last five years is telling.
As for the increasing value of points, no one can seriously question that our points will decline in value sometime since they expire in 2042. I am also concerned that the demand for DVC is not endless. We have all been the beneficiary of DVC's popularity through increased resale prices. But how many people are so crazy about Disney that they (i) feel compelled to go at least once every year, (ii) must stay on property every time they go; (iii) want to lock in 40 years of vacations up front. We all did, but do you think there are hundreds of thousands more people that fit our profile who think its a good idea to lay out a lot of money for DVC during economically troubled times. I would suggest that the supply will catch up with demand soon after Beach Club sells out and that will be the breakpoint for when point decreases will start. That is why Eagle Pines will be a DVC II; so that Disney can differentiate it from the prior developments and avoid an apples to apples comparison to the resale market and start to lower the price support levels.
As for the DVC II, I am a lawyer and strongly believe that while DVC owners can file a suit, making an allegation that someone after me got a better deal would not support a winning case.
I apologize for my negativity, but I cannot ignore how current management is taking their eyes off of the great Disney franchise to focus on the broadcast transmission business at the expense of the core entertainment businesses (movies and themeparks).
As always, all this is just my opinion.
DanG
I think you are right that the total of 43,000 applies to the full Disney hotel capacity rather than the budget resorts (either that or applies to the capacity after Pop Century is built). In any event, the numbers are intended to be illustrative.
As to the "failure" comment, I stand by the suggestion that Disney has failed to maintain and improve its theme parks and attractions at an appropriate pace to meet the traffic it is driving by virtue of building all the resorts and DVC complexes. More specifically, I am referring to the future plans for improving the parks. There is no plan for a fifth gate or concrete plans for what could be considered a major attraction in any of the WDW parks. I am sure someone will correct me if I am wrong on this, but I don't believe I am.
As for the past improvements Goofy referred to, I would argue that many people were and continue to be disappointed by the Animal Kingdom-it is poorly laid out making small crowds feel large, the average person is finished touring in 4-6 hours, and costs $50. If it weren't in WDW few would ever go see it. And MGM and Splash Mountain? I love them, but they were built in the 1980s for crying out loud! How does that demonstrate Disney's current commitment? Disney Quest? Closed in CHicago. Aladdin and Dino Rama? Carny rides with characters slapped on. I'll give you Rock 'N Roller Coaster and Test Track, but the fact they stand out over the last five years is telling.
As for the increasing value of points, no one can seriously question that our points will decline in value sometime since they expire in 2042. I am also concerned that the demand for DVC is not endless. We have all been the beneficiary of DVC's popularity through increased resale prices. But how many people are so crazy about Disney that they (i) feel compelled to go at least once every year, (ii) must stay on property every time they go; (iii) want to lock in 40 years of vacations up front. We all did, but do you think there are hundreds of thousands more people that fit our profile who think its a good idea to lay out a lot of money for DVC during economically troubled times. I would suggest that the supply will catch up with demand soon after Beach Club sells out and that will be the breakpoint for when point decreases will start. That is why Eagle Pines will be a DVC II; so that Disney can differentiate it from the prior developments and avoid an apples to apples comparison to the resale market and start to lower the price support levels.
As for the DVC II, I am a lawyer and strongly believe that while DVC owners can file a suit, making an allegation that someone after me got a better deal would not support a winning case.
I apologize for my negativity, but I cannot ignore how current management is taking their eyes off of the great Disney franchise to focus on the broadcast transmission business at the expense of the core entertainment businesses (movies and themeparks).
As always, all this is just my opinion.
DanG