Founded by the late Owen Godwin  and still family owned and run, the park nestles in 110 acres of prime Florida swamp,  just ten minutes from central Orlando.  Half of the acreage is devoted to the animal displays, the gators, the snakes and the shows and the remainder is an untouched forested swamp, through which visitors can walk on a raised walkway. This means that although the iconic alligator-jaws entrance, dating from 1962 , looks out onto a main road, once in the park, the visitor really feels as if he or she is in a quiet backwater of the state, with the trees providing a gorgeous backdrop on three sides of the park and a fine panoramic view.

Being in the industry can make one a pedant, always on the look out for things that could be done better, areas in which refurbishment is needed etc.  Attractions that can appear exciting and enticing on paper can seem commonplace and humdrum upon closer inspection.  However, this seemed to me a park which, if anything, is undersold by its marketing literature. Once through the entrance, it quickly became apparent that this was a thoroughly professional operation, with superb infrastructure, careful design and great attention to detail.  An indication of an attraction being on the ball is often the signage. If faded in the sun or tatty at the edges, signs point to a lack of care.  Gatorland’s were crystal clear, informative and engagingly written in the lingo of some Southern “good ol’ boy” (listen to their park’s voice mail for a taster!), managing to both impart useful and interesting information about the animals whilst retaining a sense of fun, a tough trick to pull off.

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I imagine gin-soaked retired colonels dozing in wicker chairs while solicitors from small market towns pootle round the greens in near silence.  “It’s not even a sport” as John McEnroe once observed.

So it  was with a degree of trepidation that I entered the IAAPA Charity Golf tournament last week, the 8th to be  held in aid of Give Kids the World (GKTW), a charity organisation that creates dreamlike vacations for children with life-threatening illnesses.

Golfers  start absurdly early. I headed for  the Peabody hotel for 6:30am and asked my hotel receptionist how long to get there . “Two minutes in a taxi” she said - nobody walks in Orlando. On the bus I met with Rachmat Sutiono, President of PT. Funworld Prima, over from Malaysia and a veteran of many years IAAPA golf.  I told him I couldn’t play golf.  That’s ok, he said, “but can you drink?”

The event took  place at Hawk's Landing Golf Club at the Orlando World Center Marriott Resort. It’s a gorgeous, lush course with azaleas tucked around the greens and native pines and Florida’s distinctive swamp cypress lining the fairways. Turtles scudded lazily through the waters of the many lakes and ponds with which I was shortly to become familiar.  As we queued to register I chatted with Miikka Seppala, a Finn and CEO of Sarkanniemi amusement park which boasts the world’s most northerly dolphinarium and with Tom Burnet, line management company Lo-Q’s new CEO. Registered and legitimate , those cold dolphins seemed a world away as we set off in our buggies and approached the first hole. 

My team was composed of Ravi Shankar (VP, Operations, ETI), Mark Simmons and Henry Tyson (Owner and Executive VP respectively at Colorvision International Inc.) and me. When our turn came and Mark teed off I experienced a strange and subtle feeling known well to those who both play and watch sport: a mixture of elation at being witness to sporting prowess - the precision and power of an athlete in his prime, the perfect hand-eye coordination - coupled with the sinking, creeping realisation that I was about to make a fool of myself. As he launched his ball into the sky, forming a huge arc aimed straight at the hole and immediately after it was followed by (almost) equally good shots from Henry and Ravi I prepared to take what would be the first of a great many ineffectual swipes at the ball.

Henry and Mark, it transpired, were serious golfers. At one stage Ravi and I, sharing a cart, left the two of them by the edge of a big pond, each equipped with some Heath-Robinson-style gadget designed for fishing golf balls out of lakes. After retrieving their own they lingered and found many more, lost to the world and as happy as two schoolboys fishing for sticklebacks in a creek. Mark also produced what I initially thought was a pair of defective binoculars as they had just one eye piece (a binocular?). Turned out it was a device for measuring the distance from any given point to the flag. I used it to calculate the yardage from where I teed off to the nearest body of water.

Our buggies were not wanting for technology either: screens told us everything we could possibly want to know about the course and about each hole, giving different viewpoints and suggesting the best approaches. The vehicles felt like they were on our side, just a few years and some clever software away from shouting “You da man”, “Way to go!” and throwing baseball caps in the air when we holed a putt.

After the golf we were treated to a buffet lunch and awards were given for various endeavours during the morning’s play. First prize went to a team from Congo River Golf in Traverse City, Mich. (Andrew Callies, Christian Vozza, Giorgio Vozza, and Tyson Vozza) and Second was the group from Ripley’s Entertainment in Orlando, Fla. Unfortunately there was not an award for most balls lost.

Thanks were given and speeches made. GKTW President Pamela Landwirth said, “Each year we look forward to the Annual IAAPA/Give Kids The World Golf Tournament. Our dearest friends from the entire amusement industry come together and raise an incredible amount of money for the precious children we serve. We just can’t say thank you enough.”

As we ate and drank, the Brits among us struggled like dogs in hot cars in the blazing midday sun. Simworx’s Terry Monkton - from the midlands where such weather is rare - and clearly a man with a sound technical mind, sat with a napkin over his head.

It would be tough to imagine a better or more successful event nor a more fitting way with which to kick start the expo: great sport, great friends and a great cause.  It’s just not cricket though.

Image: We were followed throughout the morning by a lady who insisted on plying us with beers and sandwiches. Here, she is being restrained by Henry Tyson of Colorvision International. Photo, thanks to Ravi Shankar.

Related: Theme Parks: A look at EuroDisney's 2010 results / EuroDisney’s Strategy to 2030: Doubling Capacity and Eco Tourism / OLC's 2013 Strategic Plan: Bringing Happiness

"The 2010 fiscal year was a financial and strategic success for The Walt Disney Company with performance driven by great content like Toy Story 3 and the way we benefited from that content across our many businesses. Our fourth quarter earnings grew solidly after factoring out a programming writeoff at one of our equity networks, the timing of ESPN revenue recognition and the effect of one fewer week of operations this year than last,” said Disney president and CEO Robert A. Iger. “With the acquisition of Marvel, our brand and franchise portfolio is stronger than ever and we’re confident our global growth strategy positions the company well to thrive in the coming years.”
 

Parks and Resorts

For the Parks and Resorts segment the results reflected a decrease in domestic operating income partially offset by international operations’ performance.

Domestic performance was affected by:
•    Lower hotel and occupancy rates at Walt Disney World Resort partially offset by higher guest spending
•    costs for new guest offerings including World of Color at Disneyland Resort
•    Higher labour costs (cost inflation, higher pension and post-retirement medical expenses)
•    Increased operating costs for Disney Cruise Line to support the fleet expansion of 2 new ships in 2011/12 and lower passenger days due to scheduled dry dock maintenance
•    One less week of operations compared to prior years

Increased results at our international operations reflected:
•    Hong Kong Disneyland Resort: increased attendance, guest spending, and hotel occupancy
•    Disneyland Paris: higher guest spending and a sale of a real estate property, partially offset by lower attendance
•    Higher guest spending at both resorts was driven by higher average ticket prices and average daily hotel room rates.

Consumer Products
 

The increase in Consumer Products’ operating income for the year was due to:
•    higher licensing revenue driven by the strength of Toy Story and Marvel merchandise,
•    lower costs at the Disney Store North America due to an improved global purchasing strategy

Capital Expenditure

Investment in parks and resorts increased from $1,182 million to $1,533 million in 2010 reflecting higher construction progress payments on the two new cruise ships, the expansion at Hong Kong Disneyland and Disney’s California Adventure, and the construction of a Disney Vacation Club Resort in Hawaii.

Image:copyright Disney/Pixar, all rights reserved. 

Related: EuroDisney’s Strategy to 2030: Doubling Capacity and Eco Tourism / All the Disneyland Paris magic at your fingertips on your iPhone! / OLC's 2013 Strategic Plan: Bringing Happiness

In the year to 30 September 2010 EuroDisney is reporting improved operating results:
•    Revenues up 4% to €1,276 million, driven by an increase in average spend per guest to €45.3 from €44.22 in 2009, offset by declining attendance (15.0 million visitors in 2010 compared to 15.4 million in 2009).
•    Operating costs and expenses increased 3% to €1,242 million largely due to increased labour costs.
•    EBITDA increased 8% to €202 million and EBIDTA as a percentage of revenue increased from 15.2% in 2009 to 15.8%, still significantly down on the 18.8% recorded in 2008.

The results also show a significant improvement in cashflow generated from operating activities: €237million for 2010 compared to €124 million in the previous year.   However, this increase is achieved after transferring a significant chunk of royalties, management fees and interest from working capital into long term debt ( €70 million relating to 2009 and €25 million attributable to 2008).  EuroDisney is limited on the amount that can be deferred each year by the terms of its loans.  The €45.2 million deferrals with respect to 2010 take it up to its maximum position and as such the lenders now get a say in the investment budget:

“As a result of utilizing the entire EUR 45.2 million of deferrals available to the Group with respect to the Fiscal Year, the Group must agree with the agent banks of the Group's lenders on the method to calculate the recurring annual investment budget for fiscal year 2011 and thereafter. If no agreement is reached, the recurring annual investment budget will be reduced, principally from 5% to 3% of the prior fiscal year's adjusted consolidated revenues. For fiscal year 2011, the impact of using this different method would lower the Group's recurring investment budget by approximately EUR 25 million.”

Cash and cash equivalents at the end of the year are €400m and scheduled debt repayments for 2011 are €123million.  In October EuroDisney announced its intention to pay back 25% of its €2billion debt by 2013 as well as continuing with the development plans set out in the amendment to the existing partnership agreement with the French State revealed in September.  The 2010 results do show modest improvements in operating performance, although the Group did not meet its annual performance objectives.  Given his ambitious plans to reduce debt at the same time as embarking on an expansion programme, Philippe Gas, Chief Executive Officer of Euro Disney S.A.S,  would appear to have his work cut out for him.

Commenting on the results, Gas said:

"In a year marked by the difficult economic context and challenging travel conditions, we achieved 15 million in attendance at our parks and 85% occupancy in our hotels, remaining Europe's number one tourist destination. Resort revenues were stable versus the prior-year, as an increase in guest spending offset lower attendance and occupancy. Total revenues ended the year up 4%, reflecting increased real estate revenues from a property sale in Val d'Europe.

During our second semester, we launched Disney's New Generation Festival and saw a marked improvement in both attendance and hotel occupancy, while growing guest spending. In August, we opened Toy Story Playland, with three new attractions in the Walt Disney Studios Park, bringing the magic of these popular Toy Story films to life. Iconic Disney-themed attractions and entertainment, together with great guest service delivered by our Cast Members, continue to create magical moments for our guests.

On September 14, we signed an important amendment to our existing partnership agreement with the State and other public parties, which outlines the future development of Disneyland Paris and the town of Val d'Europe. This amendment marks a significant milestone in the history of our company, and enhances our ability to further develop the Resort and surrounding area over the next twenty years."

By Katie Bruno

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I took a rather winding path to end up in the Amusement industry.   I worked at an amusement park as a teenager.  Almost everyone in my hometown worked at Geauga Lake or Sea World in the late seventies and early eighties.  My husband even had a stint as “Geauga Dog”.

But then we all went off to college and studied feverishly in our multiple chosen fields.  I was born a science geek and eventually went to graduate school in Polymer Science.  While there, I was part of a very small class of serious scientific students all looking forward to making the next great leap in materials science and changing the world.

Most of my colleagues have gone on to do important work in such diverse fields as space exploration, medical devices and fuel cells.   However,  I decided to spend a few years at home with my children while they were small before jumping into my quest for the Nobel Prize.

While home, in order to keep my sanity, I started doing a little work in the emerging new technology of the web.  That search for sanity led to the current insanity of my job as director of a company that specializes in website design for the amusement and attraction industry.

So now my life revolves around amusement parks and waterparks and family entertainment centers and the IAAPA show is a no brainer.  We go every year and love it.  I must admit it is a little more fun than the scientific meetings I used to attend.

But HERE is the interesting part…

I do the “LinkedIn” thing of course.  As a professional, especially a web professional, it is an important for me to be involved in social media and I enjoy keeping up with my colleagues and what they are doing.  Recently an old classmate of mine from Polymer Science, Allan Jones, touched base.  And lo and behold…he is going to be at IAAPA!

Allan is founder and CEO of a company that makes these cool kiosks where a robotic arm will make your ice cream sundae for you.  I guess “robotic arm” makes is a little scientific!  Allan did his time in polymer research before coming into this new venture, but just like me he was somehow drawn into this amazing industry.

So I guess, either it is a really small world or no matter what field you choose for a career, ultimately we will all end up working in amusement and attractions.   Looking forward to seeing you at the show Allan!

Related:   Scare Attractions: Halloween Goes Global / Themed Entertainment: Horrorwood Scares ‘em Silly at Janfusun with Mirage Entertainment / Theme Parks: Ocean Park to Celebrate 10th Anniversary of Halloween Bash

(See right: Neil The Mummified Hairdresser taking a well earned break from frightening the neighbours with a nice cup of tea.)

As discussed in Blooloop’s recent feature, Scare Attractions: Halloween Goes Global, although Halloween has its roots in ancient Irish Pagan tradition, the UK has been relatively low key about the celebration until the resurgence of interest in all things magical and spooky, largely thanks to Harry Potter and the Twilight sagas.  Always up for a new experience and keen to get some inspiration for next year, we visited the nearby Scare Kingdom to enjoy AtmosFEAR!’s Scream Park.  Jason Karl, co-founder of AtmosFEAR!, specialists in location based scare entertainment production, tells us that 2010, the second year of operation, has again delivered a huge growth in attendance: 400% up on 2009. 

The temporary attraction offered a day time dose of spooky fun for younger children, before transforming at dusk into a much scarier experience.  We visited the three after dark attractions, Unhallowed Hill, a maize maze, and the two indoor attractions, Tinglers Toy Factory and Hellfire Hall.  As promised by Karl, perhaps best known for presenting TV’s Most Haunted, the experiences were carefully planned to deliver a whole range of scares, and psychologically vetted to make sure all panic buttons got pressed.  From being chased by a chainsaw wielding mad man and evil clowns, to getting trapped in a claustrophobic labyrinth with the evil Morbius (left), the experience was like being in a terrifying theatrical performance with some fabulously zealous performances from the cast.

Were we inspired?  Well the kids in our party have spent the last week persuading us adults to follow increasingly “scary walks”.  We have been led blindfold along the washing line, poked with sticks, sprayed with water and most gruesomely been made to dip our hands in “entrails” (chicken noodle soup).  Can’t wait for next year!



 

Related:   NOW OPEN! - The Wizarding World of Harry Potter at Universal Orlando Resort  / Theme Parks - Marketing the Universal Orlando Resort: Vince LaRuffa / The Creature from the Black Lagoon returns, in a new attraction at Universal Studios Theme Park Hollywood

JK Rowlings magical world, recreated at Universal Islands of Adventure has turned around the Parks performance in 2010 and, compared to the same period in 2009, the quarter ended 26th September 2010 recorded:

·         paid theme park admissions increased 36%;

·         total operating revenues increased $139 million (62%);

·         Theme park ticket revenue – up 58% to $190m

·         EBITDA totalled $159 million, an increase of $72 million (82%)

Interestingly the “Harry” effect has been seen across all areas of Universal’s business; Universal’s travel company offering exclusive packages with extra added value like early admission to the Park helped to deliver a 61% increase in other revenue.  Increased volumes also allowed savings  in Cost of Product Sold as a percentage of Theme Park Food and Beverage Revenue and Theme Park Merchandise Revenue, which decreased 3.3% to 46.3%.

It seems that the extra visitors clamouring to visit Hogwarts also stopped off at The Three Broomsticks for a butterbeer and visited Ollivanders for a wand ; total theme park spending per guest increased by 21%.  Every category of revenue showed an increase in the last quarter, but merchandising seems to have flown off the shelves:

·         Theme park food and beverage – an increase of 59% to $43m

·         Theme park merchandise – a staggering 104% increase on the third quarter of 2009 to $49m

 Truly magical results!

Image:  © 2010 Universal Orlando Resort. All rights reserved.

By Katie Bruno

Related:  / The Absolute Best Time to go to Cedar Point /  The Major new Theme Park rides for 2010 /  Amusement Parks: Cedar Fair Wins Top Honors  /  Cedar Fair Drives Strong Year-To-Date Results Through Summer Season

I have worked with amusement parks for many years and attended many a media preview day.  I love the thrills but am never really scared.  I will ride any roller coaster out there without hesitation.  It is fun for me.  It is part of the reason I love this business.

That said, the new Windseeker ride being put in at four of the Cedar Fair parks this year scares the flippin’ bejesus out of me.  I just can’t see myself riding it. It defies all of my scientific logic and puts me in a state of panic just to look at the animation of the thing.

Basically it is a wave swinger on steroids.   At 301 feet tall, it is just shy of the height of the largest hill on the Millennium Force at Cedar Point.  It is a 30 story high pole with swings hanging off the top.  I don’t know about you, but to me that is really, really high.  The swings are on struts instead of chains, but that just barely reduces my terror.

Maybe I am just showing my age.    The kids will probably love it.  But, just like the General Manager of Cedar Point John Hildebrandt says in the interview video, I am “hedging my bet” on whether or not I am going to try this one.