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IN DEPTH: HOSPITALITY
Carowinds coasts into new season with regional draw
Tess Gadwa
Recent attendance trends at the region's top tourist draw, Paramount's Carowinds theme park, more closely resemble a merry-go-round than a roller-coaster ride.
Six of the past eight years have set attendance records for the park. And the ups and downs have been relatively mild.
This reflects a nationwide pattern, where regional theme parks have been less affected by the lingering economic malaise than national destinations such as Disney and Universal Studios parks.
Attendance at Carowinds in 2001 and 2002 returned to 1997 levels: about 1.85 million visitors each year, according to the estimates published by trade magazine Amusement Business. Carowinds showed a drop of only about 50,000 visitors between 2000 and 2002 -- compared with declines of more than a million visitors each at Disneyland in California, Disney's Epcot and Magic Kingdom in Florida, and Universal Studios of Orlando.
Regional and local parks were "nowhere near as influenced as larger California and Florida parks" by the decline in flying and international tourism following Sept. 11, says Joel Cliff, spokesman for the International Association of Amusement Parks and Attractions. In fact, fears of terrorism and a weak economy may have boosted attendance at Carowinds and other regional parks, as more people choose to take their vacations closer to home.
As a regional park targeting families and teens within a 200-mile radius, Carowinds has largely been able to go about business as usual. The challenge remains to keep the park fresh, attracting both new and repeat visitors.
"We do something new every year," says Carowinds spokesman Scott Anderson. "Either by a new ride or new themed areas." The park also annually revamps its special events such as concerts and touring shows.
Some years this means a big new ride for thrill-seeking teens and adrenaline junkies, like 1999's Top Gun roller coaster. Other years, the new attractions are more family-oriented, like this summer's Nickelodeon Central-themed area, a Rugrats kids' coaster, and SpongeBob SquarePants' 3D film-based motion ride. Anderson explains that Carowinds tries to alternate new attractions between the family and teen audiences from year to year.
Since purchasing Carowinds in 1993, Paramount Parks has poured $70 million into park improvements. While declining to provide an exact number, Anderson says continuing investment in the park is "in the millions each year."
The new attractions are aligned with several industry-wide trends. "Darkrides," the venerable indoor rides that run on tracks or water and tell a story with props and scenery, are back -- now with an interactive component. Scooby Doo's Haunted Mansion, which Carowinds installed in 2001, where guests shoot at ghouls that jump out at them and keep score, is one of the most successful of the new generation.
Film- and motion-based rides like SpongeBob SquarePants, are quickly catching up to roller coasters as a preferred form of family entertainment. Nationwide, there are 13 motion-based attractions and 19 roller coasters debuted this season, says Tim O' Brien, senior editor at Amusement Business.
A major asset for Carowinds has been its access to a host of cross-promotional media characters and concepts. Carowinds is one of five U.S. amusement parks owned by Paramount Parks, whose corporate office is also in Charlotte, and whose parent company is Viacom. In addition to characters from Paramount films, the park has potential access to all Viacom media properties: CBS, MTV, Nickelodeon, UPN, VH1 and most recently, Comedy Central. The Paramount Parks corporate office chooses each year's new attractions; in the past, they have brought branded rides such as Top Gun and Drop Zone, and special events such as Survivor-themed contests, MTV dance parties, and a touring Titanic exhibit with props from the movie on display.
Despite these assets, Carowinds faces formidable entertainment competition, not so much from other theme parks as from movie theaters, the beach, golf courses, TV and computers.
O'Brien outlines three challenges for regional parks such as Carowinds:
* Maintaining customer loyalty.
* Building the secondary market within an easy day's drive of the park.
* Providing value-added entertainment such as costumed characters to complement the main attractions.
O'Brien says prospects for this season are uncertain. While the main variables to a park's success used to be weather and a timely opening date, in 2003 park operators have had to plan for the possible effects of the economy, the war with Iraq, terrorism alerts and even the outbreak of SARS.
Industry statistics show overall growth in U.S. amusement and theme parks. But industry sources concur that in mid-May, it's too soon to know the outlook for the current season.
Tess Gadwa is a Charlotte-based free-lance writer who can be reached at info@tessgadwa.com.
© 2003 American City Business Journals Inc.
Carowinds coasts into new season with regional draw
Tess Gadwa
Recent attendance trends at the region's top tourist draw, Paramount's Carowinds theme park, more closely resemble a merry-go-round than a roller-coaster ride.
Six of the past eight years have set attendance records for the park. And the ups and downs have been relatively mild.
This reflects a nationwide pattern, where regional theme parks have been less affected by the lingering economic malaise than national destinations such as Disney and Universal Studios parks.
Attendance at Carowinds in 2001 and 2002 returned to 1997 levels: about 1.85 million visitors each year, according to the estimates published by trade magazine Amusement Business. Carowinds showed a drop of only about 50,000 visitors between 2000 and 2002 -- compared with declines of more than a million visitors each at Disneyland in California, Disney's Epcot and Magic Kingdom in Florida, and Universal Studios of Orlando.
Regional and local parks were "nowhere near as influenced as larger California and Florida parks" by the decline in flying and international tourism following Sept. 11, says Joel Cliff, spokesman for the International Association of Amusement Parks and Attractions. In fact, fears of terrorism and a weak economy may have boosted attendance at Carowinds and other regional parks, as more people choose to take their vacations closer to home.
As a regional park targeting families and teens within a 200-mile radius, Carowinds has largely been able to go about business as usual. The challenge remains to keep the park fresh, attracting both new and repeat visitors.
"We do something new every year," says Carowinds spokesman Scott Anderson. "Either by a new ride or new themed areas." The park also annually revamps its special events such as concerts and touring shows.
Some years this means a big new ride for thrill-seeking teens and adrenaline junkies, like 1999's Top Gun roller coaster. Other years, the new attractions are more family-oriented, like this summer's Nickelodeon Central-themed area, a Rugrats kids' coaster, and SpongeBob SquarePants' 3D film-based motion ride. Anderson explains that Carowinds tries to alternate new attractions between the family and teen audiences from year to year.
Since purchasing Carowinds in 1993, Paramount Parks has poured $70 million into park improvements. While declining to provide an exact number, Anderson says continuing investment in the park is "in the millions each year."
The new attractions are aligned with several industry-wide trends. "Darkrides," the venerable indoor rides that run on tracks or water and tell a story with props and scenery, are back -- now with an interactive component. Scooby Doo's Haunted Mansion, which Carowinds installed in 2001, where guests shoot at ghouls that jump out at them and keep score, is one of the most successful of the new generation.
Film- and motion-based rides like SpongeBob SquarePants, are quickly catching up to roller coasters as a preferred form of family entertainment. Nationwide, there are 13 motion-based attractions and 19 roller coasters debuted this season, says Tim O' Brien, senior editor at Amusement Business.
A major asset for Carowinds has been its access to a host of cross-promotional media characters and concepts. Carowinds is one of five U.S. amusement parks owned by Paramount Parks, whose corporate office is also in Charlotte, and whose parent company is Viacom. In addition to characters from Paramount films, the park has potential access to all Viacom media properties: CBS, MTV, Nickelodeon, UPN, VH1 and most recently, Comedy Central. The Paramount Parks corporate office chooses each year's new attractions; in the past, they have brought branded rides such as Top Gun and Drop Zone, and special events such as Survivor-themed contests, MTV dance parties, and a touring Titanic exhibit with props from the movie on display.
Despite these assets, Carowinds faces formidable entertainment competition, not so much from other theme parks as from movie theaters, the beach, golf courses, TV and computers.
O'Brien outlines three challenges for regional parks such as Carowinds:
* Maintaining customer loyalty.
* Building the secondary market within an easy day's drive of the park.
* Providing value-added entertainment such as costumed characters to complement the main attractions.
O'Brien says prospects for this season are uncertain. While the main variables to a park's success used to be weather and a timely opening date, in 2003 park operators have had to plan for the possible effects of the economy, the war with Iraq, terrorism alerts and even the outbreak of SARS.
Industry statistics show overall growth in U.S. amusement and theme parks. But industry sources concur that in mid-May, it's too soon to know the outlook for the current season.
Tess Gadwa is a Charlotte-based free-lance writer who can be reached at info@tessgadwa.com.
© 2003 American City Business Journals Inc.
