Mr. Rasulo's primary job at Euro Disney was to expand out the Festival Disney area (similar to Downtown Disney), sell land for more hotels and get the regional shopping mall built. Hardly WDI type projects. He also supervised the Disney Studio Paris development, again, not a really WDI-friendly enterprise.
And consider that time and time again Eisner has pushed international delolpment, along the lines of Hong Kong Disneyland, it the only growth opportunity for the parks. And since the business model for HK-DL is exactly the same as the business model used for Festival Disney, et al one can easily guess at where Rasulo's experience may come to play.
I think it's difficult for people outside California to understand how dependent Disneyland has become on the annual passholder. According to the latest posting on MiceAge.com, last weekend they accounted for 25% of Disneyland's attendance and 53% of DCA's attendance. They are, very literally, the only thing that stands between a profit and a loss.
The first, and best, thing Cynthia did when she arrived was to play up to the group. Certainly those trying to replace her understand the tactic and are attempting it too. Disneyland has fallen into a trap of its own making. They are being treated like a private country club and any management that disturbs the members are bound to fail.
And much like Cynthia earned a honeymoon by ordering the painters back into the park, no doubt whoever follows here will order the subs reopened or a film put back into the Circlevision theatre (an idea that was vehemently shoot down by Pressler and Eisner in the wake of 9/11) or, at the very least, spin a background that encourages hope.
But it will have to seen how much will actually change and which are improvements and which are window dressings. As the canceled Disneyland 50th plans, the prolonged Space Mountain rebuild and the lack of any real effort at California Adventure tend to, not much has changed.