EPCOT-O.G.
DIS Veteran
- Joined
- Dec 8, 2019
- Messages
- 710
Let me preface by saying that we’ve been twice since the start of COVID: once in the fall during a bad lull in attendance, and second more recently last week. For our first COVID trip, while it was definitely a selfish splurge, we felt like we were helping out those who worked there stay afloat, like going to a restaurant that is kind of hanging on. Many times we saw CMs with little to nothing to do, hardly any other visitors around, and felt we were doing our (very very small and insignificant part) to help justify keeping the operations going. Just so I’m unequivocal: I do not view our first trip as pure altruism, but it was something I thought about as we were hearing of so many layoffs and furloughs while we were there. I’m glad to hear many have been rehired or have had their jobs offered back to them
For our second trip more recently, the Parks were much, much more crowded. I view that as a good thing. I was happy to see things start to return to normalcy, and while we enjoyed the relative tranquility of an empty park, and the ability to come and go on rides without stopping, there was a vitality missing that’s since returned. Again, all very good things.
What concerns me is the direction the company is going. I don’t want to rehash the general complaints against corporate cost-cutting, but am worried that as demand is starting to outpace supply, it’s going to remove many incentives for the Parks to bring back some of those things (live entertainment, more flexible dining options, etc) since people are paying full freight for a reduced experience. (The bus transportation situation is atrocious right now, but I don’t chalk that up to corporate cost cutting so much as a combination of social distancing needs on transportation, a scarcity of drivers, and inherent fluid situation of transportation needs). I know WDW has been operating at a self-imposed reduced capacity for some time, but I cannot help but wonder how many people in C-suites are crunching the numbers at how profitable these operations are for the foreseeable future without having those costly things like live productions and fireworks, and people are still lining up to pay for their APs and park hoppers regardless of the absence of those things.
I’m not much of a live entertainment or fireworks kind of person, but I am a fan of making sure companies don’t dwindle down a product without adjusting the cost.
For our second trip more recently, the Parks were much, much more crowded. I view that as a good thing. I was happy to see things start to return to normalcy, and while we enjoyed the relative tranquility of an empty park, and the ability to come and go on rides without stopping, there was a vitality missing that’s since returned. Again, all very good things.
What concerns me is the direction the company is going. I don’t want to rehash the general complaints against corporate cost-cutting, but am worried that as demand is starting to outpace supply, it’s going to remove many incentives for the Parks to bring back some of those things (live entertainment, more flexible dining options, etc) since people are paying full freight for a reduced experience. (The bus transportation situation is atrocious right now, but I don’t chalk that up to corporate cost cutting so much as a combination of social distancing needs on transportation, a scarcity of drivers, and inherent fluid situation of transportation needs). I know WDW has been operating at a self-imposed reduced capacity for some time, but I cannot help but wonder how many people in C-suites are crunching the numbers at how profitable these operations are for the foreseeable future without having those costly things like live productions and fireworks, and people are still lining up to pay for their APs and park hoppers regardless of the absence of those things.
I’m not much of a live entertainment or fireworks kind of person, but I am a fan of making sure companies don’t dwindle down a product without adjusting the cost.