lockedoutlogic
DIS Legend
- Joined
- Apr 26, 2007
- Messages
- 15,781
well...i have no definitive take on this right now...but i'm suspicious of two things:
A. the goal is to integrate the rides even more with booked dining times and a blocked show schedule...thereby giving them a means to which points in the day i will have NOTHING to do but go in giftshops. (i've long suspected that they keep the restrooom -18 degrees just so you won't take your time and will get back out into...the giftshops)
B. as many have said - a precursor to more demanding more money to do the same things i've done 100 times.
I would think its a little of both...maybe for staffing...but probably to continue their goal of trying to squeeze every single second out of every single visitors day to attempt to generate more profit and use their low paid staff to a semi-ridiculous "super efficiency level".
There will be a point where the whole picture becomes clear - even to the average traveler - of whats been going on for 20 years now and it will suddenly just be too much. One price hike too many, one add-on more than will be tolerated, a few bucks on top of already ridiculously priced food and merchandise that will sour the appetite.
A point of critical mass.
It is clear that the management in place is determined to find that point, because their stock options will be worth more when they do it.
What's scary is that they think that they are smart enough to know where it is...and stop it.
And that is dangerous. In life and in business. We've seen many examples where business just rode their existing products and pricing as long as they could, and then slid backwards. The recent bankruptcy filing of Kodak is a prime example. IBM and McDonalds in the 80's...in a way, Microsoft (though they still are huge)...
you hope that disney doesn't think that they have "significant" potentials for new revenue streams with what they already have in place (though i'm sure they think they do). Because the WD parks have always been about reinvestment...it was never about being done and standing pat...let's hope that the Wharton types don't think they've got a better way.
I look at those viewing canopies on the safari everytime i go out there and laugh...because is still offers the same hit or miss views of the animals on what amounts to an overdesigned zoo exhibit - at 10 times the cost and size. But now they charge you $300 bucks to look at it. When you can just bounce up and down right through on a truck for a mere $93 bucks a day gate charge.
and the fast past thing sucks...back on topic
A. the goal is to integrate the rides even more with booked dining times and a blocked show schedule...thereby giving them a means to which points in the day i will have NOTHING to do but go in giftshops. (i've long suspected that they keep the restrooom -18 degrees just so you won't take your time and will get back out into...the giftshops)
B. as many have said - a precursor to more demanding more money to do the same things i've done 100 times.
I would think its a little of both...maybe for staffing...but probably to continue their goal of trying to squeeze every single second out of every single visitors day to attempt to generate more profit and use their low paid staff to a semi-ridiculous "super efficiency level".
There will be a point where the whole picture becomes clear - even to the average traveler - of whats been going on for 20 years now and it will suddenly just be too much. One price hike too many, one add-on more than will be tolerated, a few bucks on top of already ridiculously priced food and merchandise that will sour the appetite.
A point of critical mass.
It is clear that the management in place is determined to find that point, because their stock options will be worth more when they do it.
What's scary is that they think that they are smart enough to know where it is...and stop it.
And that is dangerous. In life and in business. We've seen many examples where business just rode their existing products and pricing as long as they could, and then slid backwards. The recent bankruptcy filing of Kodak is a prime example. IBM and McDonalds in the 80's...in a way, Microsoft (though they still are huge)...
you hope that disney doesn't think that they have "significant" potentials for new revenue streams with what they already have in place (though i'm sure they think they do). Because the WD parks have always been about reinvestment...it was never about being done and standing pat...let's hope that the Wharton types don't think they've got a better way.
I look at those viewing canopies on the safari everytime i go out there and laugh...because is still offers the same hit or miss views of the animals on what amounts to an overdesigned zoo exhibit - at 10 times the cost and size. But now they charge you $300 bucks to look at it. When you can just bounce up and down right through on a truck for a mere $93 bucks a day gate charge.
and the fast past thing sucks...back on topic
