Disney magic kingdom game revenue9/18/2023 ![]() Therefore, conservation organizations need to redefine their relationship with revenue operations and start asking hard questions like: The for-profits of the world face no such limitation. But these organizations are competing for shares of minds and wallets with one hand tied behind their back, because every dollar spent on conservation education programs is one that can’t be spent on marketing, or capital projects, or other revenue generators. For every dollar you spend, you must generate one. Operating a visitor attraction is a zero-sum game. ![]() While they articulate it in innumerable different ways, these organizations are essentially trying to save the natural world, and you know what that requires? Money. But this truism is in stark contrast to the stated conservation goals of zoos, aquariums, and botanic gardens. Above all, our visitors are looking to have fun. ![]() Research on conservation-based cultural attractions bears out time and again that the primary reason people visit these attractions is to spend quality time with their families. This inevitability stems from a growing realization within our industry that to make real progress towards the ambitious goals we’ve set out to accomplish, we’re going to have to be more aggressive, perhaps much more aggressive, with how we improve our financial posture. It’s only a matter of time until not-for-profit cultural attractions are emulating the strategies that Disney has put into place over the past year. ![]() In this article, Canopy’s Vice President Zachary Winfield and Business Analyst Gabe Buckley share their point-counterpoint on whether not-for-profit cultural attractions should emulate Disney’s behavior.ĭISNEY’S STRATEGIES ARE THE FUTURE OF NOT-FOR-PROFIT ATTRACTIONS Whether that experience is better or worse depends on who you ask, but it has resulted in the parks’ best financial performances ever. Our best attempt to objectively describe the changes in simple terms is this: Disney is leveraging supply and demand, which in practice means higher prices, fewer visitors in its parks, and a different experience for guests. The article, by WSJ staff writers Robbie Whelan and Jacob Passy, detailed the significant shifts in pricing strategy that were put into place at the two properties in the aftermath of the pandemic. Late in August, the Wall Street Journal published a story on a series of big changes at two gems in Walt Disney Co.’s crown: Walt Disney World Resort and Disneyland Resort. ![]()
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