Showing posts with label Jay Rasulo. Show all posts
Showing posts with label Jay Rasulo. Show all posts

Sunday, May 13, 2012

Inside The Mouse Trap...

Avengers does pretty a pretty face on a mouse...







Bloomberg News had a special series of interviews throughout the other day entitled: "Inside Disney" that you might find interesting...

It's a series of discussions with the various Suits within the Team Disney Building:

Bob Iger, CEO of the Walt Disney Company.

Jay Rasulo, Dark Lord of Evil Souless Non-Creativity, I mean, CFO of the Walt Disney Company.

Anne Sweeney, Co Chair of Disney Media Networks.

Kevin Feige, President of Marvel Studios.

John Lasseter, head of Pixar, WDAS and Chief Creative Consultant to WDI.

But no appearance by Tom Staggs, head of Walt Disney Theme Parks & Resorts? Hmmm...

If you want to see some of these interviews, we've broken them down for you in to bite size bits:

Disney's Financial Snapshot.

Bob Iger

Disney didn't shift fast enough to mobile.

I knew "Avengers" would be a strong movie.

I don't lose sleep over spending.

I was very worried about John Carter.

Interactive business more focused now.

Disney Cruises bring 'healthy' margins.

ESPN must constantly re-invent.

Jay Rasulo

Disney's Growth Engines.

John Lasseter

How does Pixar keep making movie magic?

Inside Disney's Cars Land.

Anne Sweeney

We have great solid programming.

Kevin Feige

Disney working on five new Marvel movies.

A billion dollars will make anything look better, even when it's already going good...

Friday, October 7, 2011

Iger's End And Openings...

Power corrupts, absolute power gets drunk on it...






Well Bob Iger has signed a two/three year extension of his contract...

But he's done something that Michael Eisner never did. He gave us an end game. Iger announced that he will gain the title of Chairman as of next year, and will leg go of the reigns of power as CEO on March 31, 2015. He will then stay on as Chairman of the Walt Disney Company at least till this new contract expires in June, 2016.

This is in stark contrast to Eisner who tried to maintain his hold on power well after he should have resigned. It also sets up a debate as to whom will become the next CEO. The obvious choices are Walt Disney Parks & Resorts Chairman, Tom Staggs and Dark Lord of the Sith, err, I mean Chief Financial Officer, Jay Rasulo. It's my belief that it will be Tom Staggs who gets the title as it appears he's a much better fit for the role. Jay belongs over in the bean counting department dealing with the numbers. Staggs has proven himself to be a savvy Suit working the parks and getting much respect from those that he's had dealings with.

It may be interesting to see which Suit comes out in the lead over the next four years...

Friday, September 23, 2011

Of Beasts And Burdens...

Yeah, king of the world baby...








As we learn more about this deal for an expansion of Disney's Animal Kingdom, some thoughts...

A lot of people are asking about how this deals with the possibility of fans seeing Beastly Kingdom? Well, to be honest, I'll let the dark lord of soulless numbers give you the answer:

”We just won’t do something else we were going to do”

- Jay Rasulo, Chief Financial Officer, Walt Disney Company

That was in response to a question he was asked about the cost of this new "Avatar" land and how it'll affect the bottom line. So for anyone expecting an announcement coming anytime in the near future, you better be patient. While the idea of Beastly Kingdom still lives in the halls of WDI in Glendale, it's not going to be happening anytime soon. And when/if it finally does, don't expect it to look exactly as the original proposal did. Somewhere, sometime in the future you could expect to see dragons, griffins and unicorns to make it to Animal Kingdom, but likely before the end of this decade. I'm willing to wait and watch it grow and evolve.

While "Avatar" wasn't my favorite film in 2009, I can see some appeal for putting it in DAK. And it does fall in the slot of fantasy or mythical creatures, but could likely be referred to as sci-fi creatures. So it would be a variation or play on the original theming of extinct animals, living animals and mythical animals. This would be a subset of that particular group.

And if James Cameron gets his way, which he's used to getting, then you can expect that every penny that he wants will get put into this project. And from what unnamed suits have been saying is this will be somewhere around $500 million dollars. To put that in perspective, Cars Land is somewhere close to $300 million and the Extreme Expansion of the Magic Kingdom's Fantasyland is a little under that. Keeping that in mind, remember that the Extreme Makeover of DCA is a little under one billion dollars. So for just a section of DAK Imagineers will have half of that funding. This could make for an extremely immersive world if done properly.

And if everything goes well, dragons, griffins and unicorns will join this place when another expansion finally comes...

Monday, July 18, 2011

August Projected...

A world filled with imagination...




One of the great things about the first D23 Expo was the Imagineer Display that everyone gravitated toward...

It was great to see the plans that WDI had for the upcoming future. At least what they were willing to reveal. Next month's D23 Expo will have another area that will display work throughout all 11 Disney Parks called the "Carousel of Projects."

It'll have much of what we've seen already, but several sections will have more detailed views of what to expect from the Fantasyland Expansion in the Magic Kingdom, the further progress of Hong Kong Disneyland and more elaboration on what to expect from Shanghai. Hopefully they'll show some of the incredible models for that River Run project we mentioned a while back, or perhaps what is to be expected in the very different Tomorrowland.

But what I'm looking forward to is the presentation by Tom Staggs who I'm greatly happy is in charge of the parks instead of the soulless Jay Rasulo. I always thought he was a creativeless, bean counter and it's good to see he is in the proper position now. The management team of Burbank is quite better than it was a decade ago, but the WDW management team seems more of an enigma to me. I wish they seemed to care about the parks as much as Anaheim. I expect that Staggs knows the problems and will slowly over the next few years make the moves that will put people in power in Florida that can advance that resort to its full potential.

Until August...

Friday, February 18, 2011

Tom's Text...

Make us proud, Tom...




For those of you that weren't able to attend the Walt Disney Company's 2011 Investor Conference, I have a gift...

For those that are curious and those that like to read. For your perusal, here in full is Tom Staggs' speech to investors earlier yesterday:


I was reflecting, actually when I was, when I knew I was coming here, that one of thing things that I really liked about my old job was that all of you when you had issues you wanted to discuss, would call and talk about them. So shouldn’t there be a few more billion that you’re putting into share purchase or, you know, digital media that ultimately good or bad for the business. The answer is still good, by the way. And now I’m glad to see that that hasn’t changed. I got two questions last night about what time the gym opens, and another person wanted to know if I could give them FASTPASS assets, access for their kids. So, it’s good to know you still come to me for the big stuff.

It has been a fantastic year. It was weird to go sort of cold turkey, though on the regular cadence of investor meetings and quarterly conference calls. As you’d imagine, I’ve listened in to a number of the calls, and I can tell you this… I haven’t missed me a bit. In all seriousness, Jay has done a great job, as you’ve seen firsthand, of jumping into the role. And I’ve had a bit of jumping in to do myself as I’ve tried to travel through all of our locations and immerse myself as much as possible into the world of Disney Parks And Resorts.

Now, this day and age, there’s always someone around with a video camera, which allowed us to pull together a few clips to show you a little bit about what my last year has been about. Take a look.

So right after we shot that video, Gary Marsh marched me straight over to Bob Cavallo’s office at Hollywood Records. That meeting didn’t go so well. Really, though, it has been a really fun and fascinating year, and fulfilling as well. And it’s a great time to be in this job. As a number of you have pointed out, the parks are really well-positioned to take advantage of the economic recovery, which should help fuel strong growth for the segment over the next couple of years.

We will capitalize on that economic recovery as it solidifies, but at the
same time, we have a significant number of long term initiatives underway in our business, and that’s really what I want to talk to you

So now having spent considerable time with you over the years, I know that when I say “initiatives” in the parks business, your thoughts immediately turn to capital requirements. And, to be sure, we are putting substantial capital to work – especially this year and in 2012. But let me say up front that I am very confident in our ability to create value with these investments.

Our principal financial objectives, for Parks and Resorts, are to deliver attractive double-digit returns on investment capital along with continued profit growth over the long term. As we look out over the next decade, we fully expect to deliver on those objectives. That confidence is bolstered by our tremendous competitive strengths and sources of differentiation in this business.

At Disney Parks, we are known for the iconic assets that we build -- our castles, hotels, cruise ships… but at the end of the day, these aren’t our core products. We aren’t in the attraction business, the hotel business, the cruise ship business… we are in the guest experience business. The great shared memories that guests cherish and create every day at our parks help keep people coming back year after year. Understanding that is essential to understanding how Disney’s unique assets and competitive strengths set Parks and Resorts apart. So let me briefly touch on four of these key strengths.

The first is, of course, the Disney brand. In the Family Travel and Leisure business, the Disney name truly stands apart. It’s uniquely powerful, is synonymous with quality, it evokes trust and it generates loyalty. It allows us to establish a connection with our consumers unlike any other company. We have the extraordinary benefit of having customers who actively seek a relationship with us, a relationship that is based on emotion and trust. And we understand that we must be relentlessly consumer-focused to sustain and grow those relationships. Our second major differentiator is the incredible wealth of fantastic intellectual property and creative talents available to us. At Parks and Resorts, we bring the company’s creative content to life in an immersive and tangible way. Many of our properties are evergreen, as Jay pointed out. They provide an ongoing source of strength and relevance for us. At the same time, the constant flow of stories, characters and music generated across the Disney company allows us to infuse our parks, resorts, cruise ships, etc. with vibrant new content on an ongoing basis.

The third competitive strength I want to touch on is our long-standing focus on leveraging technology and innovation throughout our business. While it may be chic to talk about innovation these days, it’s been a key focus at Disney since Walt famously said, “It’s kind of fun to do the impossible.” Trust me, if you spend time with our Imagineers, you’ll see that the drive for innovation is still inherent in everything that we do. And it’s inspiring because our opportunities to leverage technology and innovation are greater now than they’ve ever been.

The fourth strength I’ll highlight is one that I’m not sure we talk about enough, and that is our incomparable cast. It might surprise you, but in our research, people cite interactions they have with our cast as the single biggest factor in their satisfaction and intent to return. The excellence of our cast members is borne out of a deeply-rooted cultural commitment to quality and service that has been part of the organization for over half a century. What I’ve really come to appreciate this past year is that our cast’s commitment to guest experience is holistic – from designing our parks, attractions and resorts, to creating our entertainment offerings, and even down to the food that we serve - we want to wow our guests with every interaction.

Maintaining this culture of excellence across all the various disciplines required in our business is extraordinarily difficult, if not impossible, for others to replicate. The guest service orientation of our business does require a significant labor commitment, and operating labor comprises about a third of the segment’s cost base. But when so many of our guests single out interaction with our cast as the most important part of their visit, we know this continued investment is worth it.

So capitalizing and building on the key sets of competitive advantage that I’ve just listed is central to our investment decisions, and it’s an essential part of the initiatives we now have underway. Our current initiatives fall into three areas: Growing our established assets; Building out our new businesses; And expanding in geographic markets.

So looking first at our established assets, here at the Disneyland Resort we’re well under way with our expansion of Disney’s California Adventure. Since its inception, Disney’s California Adventure has featured some of Disneyland’s most popular attractions… But from the standpoint of delivering on the fundamental Disney differentiation and immersive storytelling, we missed the mark. So now, we are bringing more beloved characters, more atmosphere and more Disney DNA into it.

Last night you all saw World of Color, which opened just last summer. I hope you really enjoyed it. But I hope you also noticed that it’s not only astounding on a creative and technical level… it’s also firmly anchored by classic Disney characters, stories and music that people love. It’s been a huge hit with guests, and so far it’s been seen by over two million people. Since opening World of Color, through the end of our first quarter, attendance is up nearly 20% at Disney’s California Adventure. And that increase gives us even greater confidence in our ability to grow our attendance and better distribute it between the two parks.

This spring, we’ll open Little Mermaid – Ariel’s Undersea Adventure, and construction has already begun on Buena Vista Street, the re-imagined entry to the park that will transport guests into a romantic, idealized Hollywood of the 1920’s. In the summer we’ll open, of 2012, sorry, summer of 2012, we’ll open CARS LAND - a new 12-acre land that will transport guests to Radiator Springs and immerse them in the world of CARS.

Later this afternoon, Bob Weis, our lead Imagineer on this expansion,
will give you a deeper look at our plans, and I think you’ll see that we’re transforming DCA into a park that is truly differentiated and truly Disney.

Meanwhile, we’re also investing for growth at Walt Disney World… which is, of course, our biggest and most profitable asset. For most of our guests, the centerpiece of a Walt Disney World vacation is a visit to the Magic Kingdom. And the most popular land in the Magic Kingdom is Fantasyland, with its iconic characters and popular characters. But Fantasyland has seen relatively little expansion since the park opened in 1971. Consequently, it can be extremely congested and difficult to
navigate on busier days. That decreases the number of experiences guests can enjoy, which in turn directly impacts guest satisfaction. With this in mind, we are well into the expansion that is the largest in the Magic Kingdom’s history, and it will double the size of Fantasyland once complete. By expanding the offerings of our most popular land, we have a real opportunity to drive guest satisfaction even higher.

And we know that when we increase guest satisfaction, guests spend more time and more of their vacation dollars with us… and intent to return and positive word of mouth increase as well. We also have an opportunity to better utilize some of our most beloved stories and characters in new attractions, dining experiences and immersive environments to create a differentiated experience that no one else can match, like Under the Sea: Journey of The Little Mermaid, which will take guests into the world of Ariel, Sebastian, Flounder and all their friends.

Not far from Ariel’s new home, guests will be able to relive their favorite moments from Beauty and the Beast in Belle’s Village and Beast’s Castle. One of the most popular attractions of the Magic Kingdom, Dumbo the Flying Elephant, will double in guest capacity, and will also feature a circus-themed interactive queue that will delight guests of all ages as they enter the Big Top.

Finally, we’re adding an innovative new mine coaster based on one of our most iconic and enduring films, Snow White and the Seven Dwarfs. This attraction will feature a new ride vehicle that we patented, which twists and turns on its track… adding atmosphere, kinetics and adventure to Fantasyland.

We have additional opportunities at our resorts as well. In 2013, we’ll open our new Art of Animation Resort at Walt Disney World. This new property celebrates some of our most popular animated stories, including The Little Mermaid, Lion King, Finding Nemo, and Cars. The resort will have nearly 2,000 rooms, including 1,200 family suites, giving us significant boost in our attractive value-priced room inventory. Now our value resorts, and especially our family suites, play an important part in providing our guests with a broad range of hotel and pricing options. They’ve been extremely successful and have generated some of the highest occupancy rates on our property.

We believe these initiatives in Florida and California will allow us to deliver attendance growth that outpaces population growth by several percentage points. By delivering better value, we also feel we can generate real increases in per capita spending. For example, we’re already seeing a pricing benefit from World of Color. While previously, crossing between Disneyland and Disney California Adventure was essentially free for people on a two-day passes, there is now a $10 premium to park hop.

In addition to focusing on expanding and enhancing our physical assets, we’re also spending considerable time and energy to fundamentally change the way our guests experience our properties. As we’ve discussed in the past, consumers are changing: they have increasing access to information, an increasing array of choices, and an increasing desire and expectation for recognition and personalization and recognition. So we need to transform the guest experience to reflect that.

We know that our guests love creating great Disney memories with their friends and their families. We also know that they don't exactly relish waiting in line, checking at the resort, worrying about missing their favorite attractions or feeling uncertain how to best navigate and access our properties. In the coming years, we’ll introduce a broad, integrated set of systems and tools that will help us create a more seamless, personalized experience, and help guests to get more out of their visit with us. That’s our ultimate goal – to welcome more and more people, while making their experience more satisfying, more personal and more immersive.

We’ve launched a number of initiatives over the years, including FASTPASS and Magical Express, and they’ve been incredibly popular with our guests. But we plan to take these kinds of enhancements even further. Giving our guests faster and better access to the fun is the centerpieces of our investment in technology. As a result, we are currently developing an innovative system that will, in essence, create a version of FASTPASS for their entire Disney vacations. Now we define the guest experience as beginning from the time a potential guest sits down at a computer or picks up a phone to make a reservation. Our new tools will help them better understand all that we have to offer and better plan their time with us. They’ll be able to create a personalized itinerary that gives them the exact Disney vacation they want.

Guests will be able to reserve times for their favorite attractions and character interactions… secure seats at our shows and spectaculars… make dining reservations… and pre-book many other favorite guest experiences – all before even leaving their house. We also plan to simplify the check-in process so that guests will arrive at the resort with room key in hand. They will be able to go straight to their room or a theme park – again, allowing them to get to the fun faster.

We are also creating innovative new ways to pull guests into our stories. A picture with a Disney princess is a quintessential part of a Disney experience for many of our guests. So, in Fantasyland at the Magic Kingdom, our Disney princesses will soon have dedicated homes complete with Disney magic. And the tools that we’re creating will allow them to greet and interact with our guests in an immersive and highly personalized way.

We are rethinking the queue lines at many of our attractions, and are enhancing them in ways that make them part of the show, essentially creating a new “Scene One” for the attractions, if you will. For example, the Winnie the Pooh attraction in Florida we just opened has a new hands-on area where our younger guests can explore and play in the Hundred Acre Wood. It’s been so successful that we’ve heard kids asking their parents NOT to use FASTPASS in order to enjoy the new first scene that much longer. You know we are doing something right if kids are asking to wait in line.

We’re also developing the means to better assess and manage guest traffic throughout our theme parks so that we can use entertainment experiences, characters, and other forms of Disney magic to help improve the flow of guests during peak periods… and drive increased utilization as a result for our parks. Through this work, we will put better information into the hands of our cast, so they can deliver even better and more personalized service for our guests. Now, it will be some time before we roll out the bulk of these initiatives, but we are well into development, and in fact have a number of patents pending on our approach. So it’s too early for me to say much more than that… but our vision here is clear, and we see a real opportunity to further enhance and differentiate the Disney vacation experience.


We’re excited about our growth prospects at our existing sites, but at the same time, we have a real potential at our new and expanding businesses, with the most important of these being Disney Cruise Line. Cruise is a great example of Disney’s competitive strengths giving us the opportunity to successfully enter a new area of the vacation industry. In so doing, we created the blueprint for family cruising. In fact, over a third of our passengers say they would not have chosen a cruise vacation if it hadn’t been for Disney. From stem to stern, our ships have been designed to deliver a great Disney cruise vacation for every member of the family.

We’ve carved out a very attractive niche in this business, generated strong returns, and created a new avenue for growth. But the most gratifying aspect is the response of our guests. Virtually everyone who sails with us says they will recommend the product to others. And over 80 percent say they will come back to cruise with us again within five years.

I was just on the maiden voyage of our new ship, and I met a couple who was on their 80th Disney cruise. No, not 8th, not 18th – 80th! Their 80th Disney cruise. I love them.

At the breakout session later, Bruce Vaughn, head of creative for Walt Disney Imagineering, is going to give you an overview of our two new ships - the just-launched Disney Dream and the Disney Fantasy, which arrives next spring. I think you’ll be impressed with how beautiful these new ships are and how innovative we’ve been in their design and development. There’s literally a surprise around every corner – from the magic artwork to the virtual portholes.

Expanding in cruise allows us to take more guests to more parts of the world and test new markets, as well. We have repositioned the Disney Wonder to the West Coast, which will allow us to take, to sail to Mexican destinations, and for the first time ever… to Alaska this summer. Now while we’ve incurred significant costs to launch the Disney Dream this quarter, we expect our new ship to start contributing nicely to our profits beginning in Q3. Our cruise business has generated double-digit returns, and we anticipate having a similar return for the business after the two new cruiseships come fully online. Given our capacity increase, I am particularly pleased that our booked occupancy across the fleet is 12 percentage points above where it was at this time last year.

Now just as we were able to create a unique Disney vacation experience with Disney Cruise Line, our aim is to do the same in Hawaii with Aulani… our first stand-alone family destination resort, which is scheduled to open in late August. We are creating a stunning vacation destination in one of the most beautiful places on earth that will allow us to deliver an incredible Disney experience that captures the very best of Hawaii. The project will feature 359 hotel rooms and 481 of our popular Disney Vacation Club villas. Like our cruise vacations, Aulani will offer something for everyone. It will feature: a family friendly lagoon; a pool and water play area that literally needs to be seen to be believed; dedicated clubs and activities for kids and teens; an 18,000 square foot spa; and access to special Disney-created guided tours and adventures on Oahu.

We know the Disney Parks brand is already powerful in Japan, but we’ve been pleasantly surprised by the interest in Aulani and Disney Vacation Club in the Japanese market. As such, we fully expect this to be both a domestic and international tourist destination.

The experiences we create translate extremely well across geographic and cultural boundaries. And in the longer term, we expect expansion outside the United States to be our most important growth opportunity. And in building great guest experiences and destinations and around the world, we also are laying important foundations for the Disney brand. As you know, our current principal focus in new markets is China, and we think our timing here is right. Roughly 30 million Chinese enter the middle class each year, which will lead to significant growth in leisure travel. In fact, spending on domestic leisure travel in China is expected to more than double to over $200 billion by 2015.

Our first entry into China is, of course, Hong Kong Disneyland, where we are celebrating our 5th anniversary. Last year, Hong Kong generated record attendance, hotel occupancy and guest spending… and that momentum has continued this year. We opened Hong Kong with an eye towards expansion, so I’m pleased to say that construction is currently underway in Hong Kong on three themed lands: Toy Story Land opens this fall and will take guests into the world of Buzz, Woody and all the toys from Andy’s room. We opened a similar version in Paris last summer and it’s been a huge hit with guests there. In 2012, we’ll open Grizzly Gulch, Hong Kong’s take on Frontierland, but this time we have an Old West mining town built on erupting hot springs. Mystic Point, opening in 2013, is reminiscent of the Haunted Mansion and features a Disney take on a widely-known Chinese character called the Monkey King.

With the addition of these three new lands, we expect the upward momentum we’re seeing at Hong Kong resort to continue. Bear in mind that more than 40% of visitors to Hong Kong Disneyland come from Mainland China. Given that our penetration rate in Southern China is currently just 1% per year, we certainly have room to grow.

As we announced this fall, we’ve signed an agreement with the Shanghai government to build a new theme park there, and are awaiting final approval from the central government in Beijing. Again, we think there is huge potential for a Disney property in Shanghai, and I couldn’t be more excited about our prospects there.

We are well into our blue sky development, and once Shanghai opens in about five years, we know we will have a park that is distinctly Disney, yet authentically Chinese.

Taken as a whole, we believe China is the most exciting opportunity we’ve had since Walt first bought land in Florida in 1964. Walt Disney Parks and Resorts is a dynamic business - one that will continue to be enjoyed by guest around the world for generations. It’s a business with high barriers to entry and sustainable competitive advantage that provides attractive opportunities for us to profitably invest our capital.

The current investments we’re making in our existing assets, new businesses and new geographic markets leverage and expand our competitive advantages, and they enhance our growth prospects over the near, medium and longer term. They are right for our brand and for our business, and they will help us create value for our shareholders for many, many years to come.

Thanks very much, great to see you all again.


I can't tell you how much I respect Staggs, and what a great improvement he is over Jay Rasulo. In fact, most of the management in charge right now is the best they've had in decades. The only caveat are some of the questionable management at Walt Disney World. The jury is still out with a few of them.

But Tom gives me the feeling that there could be a great big, beautiful tomorrow...

Wednesday, September 15, 2010

From Postcards To The Past...


As many of you know, this week prep begins for the hubcap and bathroom tiles to come down...

We have to wait a little while before the alphabet joins it as most construction on the front takes place in the new year, but progress abounds. Once the metallic sun goes down, prep work will begin for the new weenie; the replica of the Carthay Circle Theater. The mosaic tiles will be slowly disappearing behind the California letters. The design, meant to appear as a postcard looking into the wacky world of the Golden State, never really connected with anyone. The artwork looked far better than the actual result, and the result didn't look that good. If you make theming that has to be explained then it's not good theming. A major problem is the fact that the real world the park was to represent, can be gotten outside for free. No need to pay almost $80 bucks for it.

The entire mark of the entrance (and park) were off. When you walk down the entrance, it doesn't take you out of the real world, it just tells you you're in a cheap replacement for it. Contrast this with Main Street U.S.A., which with each step you take, sends you into an idealised version of turn-of-the-century America. By the time you get to the hub, you've left reality and moved on to another world. One created by Walt and his dreams.

It's not the same over experience across the Esplanade. After moving that short distance from the gates to Sunshine Plaza, you're left wandering why you paid for something you can get outside. And usually better themed. That's a major mistake and one that made many a person not go through the turnstiles. I know a lot of people e-mailed me to say that I was saying the new theming is as good as DisneySEA. Anyone who says that hasn't been reading this blog for very long. No theme is as as strong as TDS, save for Disneyland itself. And both of those aren't perfect either. There are cases and places where things have been put that don't belong. That said, I accept the new layout and explanation for Anaheim's Second Gate. It works a great deal better than the original plan ever did. I like how the new plan is a compliment and be a flip on the whole concept of Main Street.

While Main Street U.S.A. is a romantic, idealized version of Marceline, Missouri that Walt saw in is days as a young boy and Disneyland is a reflection of his imagination. Buena Vista Street will be a romantic, idealized version of Los Angeles, California that Walt saw in his first years starting his company and California Adventure will be a reflection of the adventures created by his company. I like that. It's not perfect, but then again, the Arabian Coast in Tokyo DisneySEA is an attempt to wedge something from the desert, where there was no water anywhere to be seen, into an aquatic environment. And it works. You have to suspend your belief and reasoning when looking at it and also forget that the film makes no mention related to the ocean or water. But the Imagineers made it believable. DCA will have a connection to the magic of the Disney Brothers company that started in L.A. so long ago. The entire park will be transformed into the Disney experiences viewed through the times and themes of the state where Walt made it all happen.

And when it's all done in 2012, it won't be really done. There will still be work to be done. There always will be. But a kid coming into that new entrance is going to have a much better experience than the tykes that walked past those letters in February almost a decade ago. As time goes by, the theming and detail will get better and slowly we will forget the mess this park was in the beginning. Let's just make sure we never let the Suits forget.

The second decade of this park is going to shine like Sunshine Plaza never did...

Wednesday, December 16, 2009

Expanding Magic...

Coming Soon...





I've been running around do X-Mas shopping and things have been somewhat hectic so I forgot to mention this...

A couple days ago Hong Kong Disneyland broke ground(in ceremony and actual) on the Extreme Expansion of the park/resort. In attendance were representatives of the Walt Disney Company, government officials, ect., including my favorite Suit, Jay Rasulo. But the good news is that our little girl is growing up. Ain't that nice?

Expect some nice surprises about HKDL next year...

Sunday, November 15, 2009

Sightlines & Timelines (Part One)...


The one thing that has always separated a Disney theme park from any other park has always been details...

Details, details, details. From the original Anaheim park to the one that's in planning for Shanghai; a park by the Mouse is one to set the standards for the other guys.

Well, it's supposed to be that way. Work that way in theory at least. Where Disney has had successes and failures is in planning and details have broken or made the difference.

Many people blame the extravagant details that were put into the design of Euro Disneyland for it's failure, but it wasn't the problem that resulted in the financial mess the this park became. It was the over building of hotel rooms that created the economic problems for Paris. Michael Eisner deserves praise and scorn for the opening of Disney's European resort. He did encourage the Imagineers to go all out on designs for what we now know as Disneyland Paris. Eisner deserves credit for that. But he also was the one that told WDI to build six hotels instead of starting with two or three. Will all these empty hotels the debt that the company held increased greatly and caused Disney to lose/sell almost twenty percent of its investment (from 49% controlling interest to 39%). For than he should have a very harsh critique. And sadly, he didn't learn from his mistake... instead he spread the blame around to everyone else and didn't look inward into that mirror that showed him an ever balding man.

He thought it was the details and so on many of the future projects, the details suffered. DCA being the prime example of this. Not that it didn't have lavish detailing. But with the budget, not quality being the high standard to go by, Paul Pressler cut a third of the money from the park with no conception of what he was doing. Is it any wonder this man has been fired twice since leaving Disney? But even inside the budget there were other design problems with that park and several others that have been created in the past decade.

Sightlines and Timelines.

These are the main reason for such harsh criticism over the the past decade. As Eisner got further into his insular state he brushed aside design elements that Imagineers had mastered over the past quarter of a century. Not only were the budget cuts in California Adventure bad, the design had major misdirections. One thing that Eisner forget and several at WDI managed not to address was making things throughout the areas of the park contemporary. There is nothing so dated as to put something in the present. Five years from now it will feel weathered and outdated. If you look back to the original Disneyland you see lands that evoke times and places that don't exist anymore, never existed or idyllically exist in our minds. That way there is no permanent point for the brain to fix on and be critical of.

Main Street U.S.A. is an idealized representation of Walt's childhood, but it's not a literal example of the time he lived. Imagineers build what people wanted to remember, not what they strive to forget. Adventureland and Frontierland draw upon mythic memories of a past that may have existed, but they're shown to us as something of a tall tale, not a realistic grim presentation. Fantasyland is exactly that. Tales of wonder that never existed, but in a place you would love to go. And Tomorrowland was the representation of what the future could hold. It was this land that WDI has had so much trouble with. Trying to keep it contemporary with people's views of what the future would be like is why Euro Disneyland chose to call this land Disneycoveryland so as to not date the area and make it easier to add and take away from it without disrupting the theming.

Look at DCA with a front entrance that is supposed to be a postcard from California, but winds up being nothing more than a pop-culture nightmare. A collection of stores and signs that mark no distinction from any mall you can find within a hundred mile radius of the park. Did the Suits really think people were going to be willing to fork over forty to fifty dollars to see what they can get in a mall for free? One of many reasons this park has failed to impress up till now. Even the parks best themed land, the Golden State is a compromise at best. Although it is lush in greenery and detail, it's overly theming to a contemporary white water rafting company is flawed. Again, you can find this in other areas. The original concepts of having it in a turn of the century "Yosemite National Park" styled land with animatronic animals would have worked much better. Even the more current plan for turning it into a mid-fifties national park style land with animatronic animals works much better than layering the attractions in the hear now.

Thankfully, some of this is changing. And if all goes well then you'll more than likely see it continue. With the pier slowly evolving into a Victorian, seaside midway, a front entrance that brings to mind a late 20's/early 30's Los Angeles that Walt might have seen and a Hollywood Backlot that becomes more old Tinseltown, they're clearly on the right track. Turning all these areas into a throwback to times and places that most Californians don't even know is a great way to differentiate this park from the outside world. It's also a great place to show that it is Disney.

And hopefully in Disney's future we'll get more of Disney's past...

Thursday, November 12, 2009

There Is A God, Um Maybe...


Wow, what to say, what to say...

A blessing, but a mixed blessing. If you haven't heard the news reported in the article at the New York Times, Jay Rasulo and Tom Staggs have switched rolls kind of like Lindsey Lohan did in that movie a few years back. Well, not exactly, but Staggs will take over Rasulo's job and Rasulo will take over Staggs.

While I'm immensely happy that Jay will no longer be screwing up the parks, it doesn't give me any comfort that he'll now be in charge of financial aspects of the Mouse. But then, maybe a bean counter like himself will fit far more in that role than as the head of a very creative part of the parks.

As for Staggs, I don't know him extremely well, but he has handled the Walt Disney Company quite well over the last few years. Having met him, he comes off as a far more likable guy than Jay, but that doesn't say much about him. His biggest problem for me was his use of a Blackberry instead of an iPhone. Found out some interesting opinions on Steve Jobs that day... but I digress.

I'll try and have more commentary to follow, but until then, here's the press release:

THE WALT DISNEY COMPANY ANNOUNCES EXECUTIVE CHANGES

THOMAS O. TOM STAGGS TO BECOME CHAIRMAN, DISNEY PARKS AND RESORTS

JAMES A. JAY RASULO TO BECOME SENIOR EXECUTIVE VICE PRESIDENT AND CHIEF FINANCIAL OFFICER


BURBANK , Calif., November 12—In line with The Walt Disney Company’s goals of advancing its global businesses and brands while providing new opportunities and challenges to executives, Disney President and Chief Executive Officer Robert A. Iger announced today that two of the company’s most senior leaders would assume new roles at the end of the year.

Thomas O. Tom Staggs, Senior Executive Vice President and Disney’s Chief Financial Officer and 20 year Disney veteran, will become Chairman, Walt Disney Parks and Resorts. In his new position, Staggs will preside over the company’s vacation businesses, which span three continents and include five-world class destinations, a top rated cruise line and the most popular resort locations in North America, Europe and Asia.

James A. Jay Rasulo, Chairman of Disney Parks and Resorts and a 23-year Disney veteran, will become Senior Executive Vice President and Disney’s Chief Financial Officer. In his new role, Rasulo will oversee the company’s worldwide finance organization, corporate strategy and development, brand management, corporate alliances, investor relations, treasury and risk management activities, controller functions, information systems, corporate responsibility, real estate and taxes.

Both will remain members of the senior management group reporting to Iger.

“Jay and Tom are both dynamic and versatile executives, who have done a great job over the last several years and have helped me to shape Disney’s strategic direction,” Iger said. “By giving them exciting new challenges that build on both their strengths at a time when each of their respective areas are on the right strategic track, the change is good for them and good for the company.”

As CFO, Staggs has helped guide Disney through one of its most important periods of expansion and financial success while steering it effectively through two sudden global economic downturns in 2001 and 2008. Throughout, he’s been praised by Wall Street for his financial and communication skills and has consistently been voted the country’s top entertainment industry CFO by analysts polled by Institutional Investor magazine.

Working closely with Iger, Staggs has played a critical role in a wide variety of Disney’s strategic and operating initiatives, including the acquisitions of Capital Cities/ABC, Pixar and the pending acquisition of Marvel Entertainment. As CFO, he spearheaded Disney’s realignment of its performance goals toward a combination of profit growth and strong long term capital returns and free cash flow. He has also led company efforts to drive greater cost and capital efficiency throughout the organization and to put in place well-received company-wide environmental and healthy food policies.

“For over a decade, I’ve had a unique opportunity to build our business by collaborating with a group of great executives running a wide range of media and travel businesses,” said Staggs. “Taking the operational reins of one of our biggest and most complex businesses during the period of rapid global expansion launched by Jay is tremendously exciting and a challenge I’m really looking forward to.”

Under Rasulo’s leadership, Parks and Resorts has built on its traditional strengths as the world’s preeminent theme park operator to create a range of businesses that have made Disney a global leader in the family vacation industry.

As part of this growth strategy, Rasulo has overseen a major expansion of Disney’s California Adventure at Disneyland Resort, which culminates with the opening of Cars Land in 2012, and of Hong Kong Disneyland, where work is underway on the creation of three original new lands. He has also led negotiations with the Chinese government to begin development of a new theme park in Shanghai.

In addition to park expansion, Rasulo has been the principal architect of the growth of the award-winning Disney Cruise Line, which is currently adding two new ships, Disney Vacation Club and Adventures by Disney. Prior to becoming head of Disney Parks and Resorts in 2002, Rasulo greatly improved the operating performance of Disneyland Paris, now the number one tourist destination in Europe.

By emphasizing innovative marketing, strategic investment and financial discipline, Rasulo has also deftly managed the Parks and Resorts businesses through difficult periods, first as the unit’s President after tourism plummeted globally in the wake of 9/11 and later as Chairman during the 2008-09 economic downturn. Throughout, he’s been an important advocate for the tourism industry, serving as Chairman of the Travel Industry Association of America in 2006 and 2007. Rasulo was inducted into the Travel Industry Hall of Leaders in 2008.

“It’s been a tremendous honor to lead the almost 100,000 Cast Members, Crew Members and Imagineers during a period of unprecedented investment at Disney Parks and Resorts ,” said Rasulo. “I look forward to building on Tom’s success as CFO by working with Bob to advance Disney’s growth strategy, while continuing to strengthen our balance sheet and create shareholder value.”

Both Rasulo and Staggs are longtime Disney executives and both serve on the board of Euro Disney S.C.A., the French parent company of Disneyland Paris.

Rasulo joined Disney in 1986 as Director, Strategic Planning and Development, advancing to more senior positions there, and later became Senior Vice President, Corporate Alliances. He then led Disney Regional Entertainment before moving to Paris as President, Euro Disney before eventually becoming its Chairman and CEO in 2000. A native New Yorker, Rasulo has a degree in economics from Columbia University and both an MA in economics and an MBA from the University of Chicago. Before joining Disney, he held positions with Chase Manhattan Bank and the Marriott Corp.

Staggs joined Disney in 1990 as Manager of Strategic Planning and soon advanced through a series of positions of increased responsibility, becoming Senior Vice President of Strategic Planning and Development in 1995 before becoming CFO and Executive Vice President in 1998. Born in Illinois, Staggs received a BS in business from University of Minnesota and an MBA from Stanford University. He worked in investment banking at Morgan Stanley & Co. before joining Disney.

About The Walt Disney Company
The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified family entertainment and media enterprise with five business segments: media networks, parks and resorts, studio entertainment, consumer products and interactive media. Disney is a Dow 30 company with annual revenues of approximately $36 billion in its most recent fiscal year.

Tuesday, November 3, 2009

A Tinge Of Legitimacy...


It appears that Bob Iger has released a statement that, in affect, acknowledges they're building Shanghai Disneyland...

Brooks Barnes over at the New York Times has a nice article that details the process and what we can expect as the process moves forward. Nothing in depth and certainly no artwork for Disney Geeks/Fans to drool over, but that will come.

Details, details, details to follow...

UPDATE:
The official blog for Disney Parks has issued a statement about the project.

Saturday, September 12, 2009

Star Tours: Episode Two...


What you've all been wondering about for a couple years has now become official...

Now, I was privy to some of this, but not all of this a couple weeks ago. I knew that there was going to be a Star Wars/Star Tours announcement and all. I didn't know all the details and my Bothans asked me to not say anything since being employed has an added importance in this economy right now. It doesn't mean I didn't give you guys a hint. There was a reason why I put that picture up of a Stormtrooper/Clonetrooper when talking about the D23 Expo. I expect you guys to be smart and tag along, no room for stragglers here. I was hoping some of you would take the hint as to why is there such a Star Wars presence on the day Imagineering takes the spotlight. Then I posted the "Saturday Matinee" article which should have clearly got your attention. I just couldn't come right out and tell you anything at that time. Now, I can...

Jay Rasulo gave his big speech today and talked about a lot of expansion news. Strangely, there were advertisements of news about Paris and Tokyo that weren't mentioned in the keynote. But Jay did mention that Star Tours is getting a makeover. Sort of a "Pimp my Landspeeder" kind of thing, actually. The attraction will close in October 2010 to reopen in the later part of 2011. More details were expected than what the Chairman of Walt Disney Parks and Resorts mentioned, but I take it they're wanting to save some of those details for later. Perhaps a D23 Expo in 2010?

I'll be back at the end of the weekend with a recap of the other news from Saturday and Sunday, but I've got to get some sleep so I can get up early for a keynote tomorrow...

Sunday, September 6, 2009

Waiting For The East Wind...


It seems that things are shaping up in an interesting way...

From what my Bothans have been dropping hints at over the last couple weeks, we most likely will see the announcement of Shanghai Disneyland before the end of the year. All the details are finally falling into place. Unless of course, something dramatically alters the topography of the global economic situation, kind of like the recession that happened last fall. It put several projects on the back burner and caused the cancellation of a few that weren't planned. Some of those projects have slowly started to move forward again, but in the case of SDL, it actually helped.

With the downturn in the world market, the Chinese were more desperate than they were right before the crisis to give the Mouse as good a deal (percentage-wise) as the HKDL deal. After the bottom dropped out of the financial market the Walt Disney Company was in a far better hand. The Chinese needed them more than the company needed the government to enter the Chinese market. Jobs are after all, a great way to sedate unrest. Having a full stomach can shut a complaining mouth, one could put it. It got several concessions that previously weren't on the table. So plans actually moved forward, rather than backward in this present, unstable time.

All eyes will be watching though to see if Iger has learned from Eisner's follies. The former CEO's first foray into the foreign theme park business was Disneyland Paris aka: Euro Disneyland, a park of stunning beauty and much more fully developed than later parks bearing Eisner's touch. The glut of hotels he wanted help create a situation where everything after it was restrained when it came to letting WDI design wondrously magical parks. After the economic problems of Paris everything new felt small, calculated and cautious, the result of bean counters without imaginations. Not Imagineers, creators of worlds that took you to amazing places. Eisner seemed to blame them for the failures more than his own inflamed and overly protected ego.

Iger will have his ego tested when plans are produced for Shanghai. Will he have learned the lessons of under-building a park? Will the staples of almost every other park, the Pirates, Haunted Mansion and IASW attractions, be included in the first phase? How will he incorporate Pixar properties into this park? They're not partnered properties anymore, but fully owned and a staple of the Disney Empire as much as Winnie the Pooh or Darth Vader (ahem). Will he go for a unique design or just clone most of the elements of previous parks? Will the presentation art be as great as what we've seen for Euro Disneyland, Tokyo DisneySEA, even DCA and the original work from Hong Kong, or will it be like the lackluster, cartoony examples we got from the the HKDL Expansion? These and many more questions remain to be answered. This will Iger's first test on what his vision of a Disney theme park is and the entire Disney world will be watching.

And waiting...

Tuesday, August 18, 2009

The Time Machine...


Sometimes brevity is the best way to explain something...

If you didn't get a chance to see it over the weekend, I highly recommend taking a look at this Disney and More article. Alain takes a list of all that he, I and several other bloggers have talked about over the past year or so and puts it into a nice, concise time-line. This is the list of attractions we can expect under the current leadership of Jay Rasulo. Should Jay retire/get fired in the next year or so the schedule could change for better or worse. That would depend on who would take his place (Matt Oiumet please!).

In the article you can see the progression of projects that are planned over the next half decade. And he even gives a nice little surprise if you read through his article all the way to the end. Now, I can't vouch for everything, but most of what he mentions I can confirm is spot on or real close. There are a couple things he mentions that I'm not sure of, but sound reasonably believable. So go over and imagine what will/could be by 2012.

There goes that year again...

Thursday, April 23, 2009

Blue Sky Buzz: Toys For Everyone...


With every bit of good news sometimes comes the bad or at least indifferent...

I'm not sure how I exactly feel about this. At first hand, I don't like it, but I also understand that Disney is a business as well as a personal love. I also realize that many fans will look upon this as quite a positive development as well.

Remember how, if you've been reading this blog for a long time, that I mentioned attractions that can be found at just about every Disney theme park? Pirates of the Caribbean, Haunted Mansion, Space Mountain and Small World. All five are at almost every Disney theme park resort around the world... Anaheim, Orlando, Tokyo, Paris and Hong Kong(soon).

I know you're looking at that and saying it's only four. And you're right. I only listed four... the fifth is Toy Story Mania. The current plan by Disney Resorts fearless leader is to place the attraction in every park. We already have them in the American parks and Tokyo is getting theirs very soon, but Paris and Hong Kong are scheduled to get versions of this 3-D interactive attraction. I find the one we have here in DCA a very nice D-Ticket and by the middle of the next decade this little ticket will be in all five resorts... maybe six, but that's another story for another day.

I don't mind the parks having some attractions that are alike, I just don't want them all to be that way. I value the uniqueness of each park. I want there to be a reason to go to Orlando over Paris and a reason to see Tokyo over Anaheim. I don't mind certain attractions being cloned, I just don't want the parks cloned.

Jay Rasulo is not on my Christmas list as many may know, I only hope that addition of this attraction doesn't create a sense that everything has to go everywhere...

Saturday, February 21, 2009

Dark Clouds, Half Full...


I know that times are tough and the Walt Disney Company is looking where it can cut, but...

That genius of an executive, Jay Rasulo has a marvelous Recession/Depression/Concession plan to consolidate all of Walt Disney World and the Disney Resort's marketing/business and job cutting plan together into one Disney that's known as... One Disney. Get it?

And I have to say...

It might not be all bad. Some of it has been needed for a long time. The company's executives in TeamDisney Anaheim and TeamDisney Orlando have been bloated for far too long. Particularly in Orlando. And it appears the bad news in the economy may wind up doing what has been needed, but avoided or put off with excuses and explanations. I hate bureaucracy. I always have. I hate it when you have four people doing jobs that one person could do. It's inefficient, wasteful and diverts money that could be used for other things.

Orlando's Walt Disney World bureaucracy is known to be like quicksand when dealing with issues. There have been many more problems with the Suits in Florida than California with some treating their areas as their own little kingdoms. The bureaucracy you have to deal with trying to get through a simple idea rivals that of Washington D.C. in red tape. Cutting through all these layers will get rid of a lot of driftwood.

Now some of the negative aspects could be the homogenization of merchandising which has happened partially before. I like many of you hate seeing all the same merchandise at the parks. Having said that, it's a lot easier to change that plan over the long run than it is to get rid of these executives. This is one of those opportunities that comes along as blessing in disguise. It doesn't mean that there are things about it I don't like. But one of the ways you get the change you want is to be vocal. Make your voice known that you want different and unique merchandise. Or anything else for that matter. Let them know at City Hall. Send e-mails. Don't just whine on a chat board. There's power in your voices if you use them properly and wisely(don't be rude or use fowl language).

Change won't happen overnight, but it will happen. In the meantime, I look upon this reorganization as way to rid ourselves of most of the remainder of Eisner's bean counting, soulless Suits.

If only Jay Rasulo would surprise us and add his name to the list, that would be the best news of all...

Friday, September 19, 2008

Son Of Dreams...


Finally the "Year of a Million Dreams" celebration is over two years after it was unveiled...

Now we have its successor, "Celebrations". To be truthful, IMHO anything would be an improvement over the bland Dreams campaign, but this new one actually has a few things that I think are really smart marketing(if they'd only not call it "Disney Parks", but that's always been one of my beef's with Jay's running of the Parks and Resorts).

First off, if it's your birthday throughout 2009 you get into Disneyland free... that's right, free. Of course, we know almost no one goes to DL alone so they're banking on increased attendance to make up for you getting inside for free. There's going to be a new parade called "Celebrate Today", special decorations(again, anything would be better than those horridly ugly "clouds" in front of the entrance) and various other prices.

Jay Rasulo was interviewed by the Orange County Register talking about his retirement... errr, wait, wait. No, I'm sorry. That was a slip-up on my keyboard... that was what I hoped it would be about, but it's really about the new advertising campaign which I guess is appropriate. I guess.

Hey, it's Disneyland... You can wish, can't you?

Tuesday, September 2, 2008

Another Opening For Disney...


Sad Blessings can happen...

It appears Matt Ouimet, former head of the Disneyland Resort, is leaving the Starwood Hotels & Resorts Worldwide Inc. immediately. If you're a frequent reader of Blue Sky Disney, you know of my opinions of both Ouimet and Rasulo. I have championed for some time now for Matt to take the position that Jay now occupies... The way Matt handled Disneyland shows what one can do even with limited capabilities. I imagine what he would do were he in charge of the Walt Disney Parks and Resorts with help of Lasseter and others now in place inside TeamDisney Burbank.

I wish Matt Ouimet well where ever he lands. I only hope that it turns out to be a place where he looks comfortable wearing Mouse Ears...

Friday, May 30, 2008

The Fingerprints of Jay Rasulo...


Another example of my distaste for Jay Rasulo is the marketing campaign featuring the name of the "Toy Story Midway Mania" ride as it is known in WDW's Disney's Hollywood Studios...

Not to mention the billboards all around the Southland that feature misleading wording which makes it appear as if the attraction is in Disneyland. There are some signs actually at the Resort with DCA listed(in very, very small print, btw), but most guest tend to not pay that much attention to banners and displays. Add to this the commercial that is running on television which has the Toy Story characters walking down Main Street and I can tell we're going to have some angry guest this summer that buy a ticket to DL and wind up not being happy they can't ride the new attraction they saw advertised...

Thanks Jay. Thanks a lot.

Thursday, May 29, 2008

Work In Progress...


Yeah, I know...

I've gotten a lot of response to the latest "Blue Sky Buzz" update about Walt Disney World. Both here in the comments section and in my e-mails I've received an earful. Both positive and negative. But I just wanted to clear up some things...

First off, I haven't turned into one of those raving negative nabobs we have mentioned quite a bit. Second, I'm still not a tool for the Walt Disney Company, no matter what you think. And lastly, I wanted to address what I believe is a pivotal time for the Mouse, its Shareholders and its fans.

Everyone that's read my posts knows that I'm no fan of Jay Rasulo. I believe he's the single-most impediment to the theme parks shining and blooming under the watchful eye of some great Imagineers and John Lasseter's guidance. Thankfully Lasseter is there to counter many(but not all) of the boneheaded decisions he has made or at least wanted to make. If it was up to Jay the Finding Nemo Submarine ride wouldn't have been anywhere near as elaborate as the one we got. It would have been more along the lines of an aquatic version of DCA's Monsters Inc. ride. The budget alone would have been close to half what it wound up costing. Now I'm sure that would have save the Disneyland Resort a great deal of money, but it would have also cost it with the amount of guest coming to ride it... and even more so when having them return to ride it again. Those two hour lines people have had to wait in to ride it wouldn't be there, but neither would the desire to stand in an even shorter line for a mediocre attraction. And let's not get me started about what Toy Story Midway Mania would have wound up looking like had Lasseter not dove in to make sure this attraction had all the bells and whistles it needed to be a supremely fun, elaborate "D-Ticket". Lasseter has been the buoy that has kept many projects alive and his direct link to Iger has prevented Jay from screwing up a lot of projects.

While I may be frustrated by the cloning of "The Little Mermaid" attraction, I am happy that MK is getting an extremely nice addition to the park. I just wished it was one of several other rides that have been proposed and brushed off by WDW park management. Heck, I'd be happy if they went ahead with a Mermaid ride, but had it be different than the one DCA is getting. What looks like will happen is a repeat of TSMM with the same ride being built in both parks housed in entirely different buildings. Maybe if there is a bright side, if the attraction gives the park a boost maybe some of those Suits will figure out that more attractions, better attractions will actually help the park. I'm not holding my breath, but that's what I hope happens... then maybe one of two or three really cool attractions they've pitched will also be added to the World and we won't have such a long drought like we had between Splash Mountain and The Little Mermaid.

As for all the questions I got about Cars Land, I can't put it in writing, but it will be very difficult to clone. It is a whole land after all, not just a ride. There are no plans to add lands to WDW's parks so I really don't see it happening. Add to that the emphasis Lasseter and Weis have wanted to give the parks in California. See they believe somewhat in my idea about the parks being unique... but even they are not all powerful. Sometimes Rasulo gets his way. I'm just praying Lasseter keeps amassing power so that in a year or two he's able to walk Jay Rasulo to the door and nudge him or kick him out of it. Much of the management change at WDI has been for the good, but in the Parks and Resorts division of the Mouse there are still too many Suits left over from the past regime. I can't say for sure, but I know that Lasseter does recognize some of the problems with this management. I'm crossing my fingers that "Wall-E" and "Up" and "Bolt" wind up giving him the clout to sweep this crew out of Burbank, Orlando and Anaheim. Maybe they can stop by the unemployment office and chat with Paul Pressler as they search for a new job.

I will say that there are a lot of things that are going to be coming to the parks over the next four or five years that are really cool. Some things are moving through the proposal phase in Glendale that wouldn't have even been possible three years ago. Lasseter and his crew are busy trying to rid the place of the toxic atmosphere that has built up over the last decade and I'm a realist about it. This will take a long time. Perhaps it wont even be done for another decade. Perhaps it won't ever be done. But I can tell you it's moving in the right direction. It takes detours every now and again and sometimes there are stumbles, but I feel that WDI is making progress. It's not as much headway as he's done with the animation division, but that is his primary element. Once he's proven they're on the right track, he'll be able to devote more attention to the makeovers not only in the parks, but in the halls and walls of Glendale as well.

Sometimes magic happens slowly and maybe even I'm a little more impatient than I should be...

Thursday, April 24, 2008

Echoing Rumors...


There's a slightly interesting article in the OC Register today about an event that Ed Grier spoke at in the Orange County Forum. I say slightly because most of what it mentions are things that have been heard here and other sites in the blogosphere many times and months before it. The only news that's really new is the talk of a "Tinkerbell" attraction later this year. From what I've been told it's going to be a nice little tie-in but hardly anything close to an "E-Ticket", more of a meet and greet really. That being said, it'll be a nice thing for young girls and tweens... neither of which I am.

Ed is a nice enough fella, but he's a bit lacking in the charisma department and his people skills with the Cast Members aren't anywhere near what Matt Ouimet's were. They sometimes feel like he's detached and several just look at him as Jay's puppet. Don't know him well enough to confirm that but he will hopefully do a lot of bonding with Lasseter over the next few years. I can guarantee that John Lasseter will be there in four years, I can't say the same about Jay Rasulo...

and that's a good thing.