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The world’s busiest theme park is about to get a little bigger. Work has begun on the largest expansion ever at the Magic Kingdom, Walt Disney World, Florida. The project will nearly double the size of the park’s Fantasyland area and provide a new home for Ariel, the Little Mermaid
Scheduled to open in phases beginning late 2012, highlights of the new Fantasyland will include Under the Sea – Journey of the Little Mermaid (pictured right), a major new attraction where guests will travel with Ariel and her
ParkBloggin’ by Dennis Speigel
I have an idea but is it feasible?
Journey of the Little Mermaid
friends above and below the waves. It is to be set against a musical backdrop of songs from the classic film. Also planned is the Castle of the Beast, standing upon a hill just across an old stone bridge from Ariel’s new home, plus new dining and retail opportunities.
Just outside the village will be Belle’s cottage and Enchanted Tales with Belle. The adventure begins in Maurice’s workshop, where a magical mirror is the doorway to the Beast’s library where guests meet Belle and Lumiere and share in a lively, interactive, re-telling of the “tale as old as time.” The Magic Kingdom is also getting a new mine train attraction. The Seven Dwarfs Mine Train will take riders on an exhilarating ride into the mine “where a million diamonds shine.” The coaster will feature a first-of-its kind ride system with a train of ride vehicles that swing back and forth, responding to every twist and turn of the track. The journey will be accompanied by animated figures and music from the classic Disney film. In the new Princess Fairytale Hall, on the site where Snow White’s Scary Adventures stands today, Cinderella, Aurora and other Disney princesses will greet guests in an elegant royal court . Featured here will be a brand new area called Storybook Circus, featuring not one but two Dumbo the Flying Elephant rides. Before taking to the skies on this Fantasyland favourite, guests can experience an array of fun-filled family games and interactive wonders. The Barnstormer family coaster gets a bright new look as well.
New sponsor for London Eye
Merlin Entertainments has agreed a three-year partnership for its flagship London Eye, with the electricity provider EDF Energy.
The deal gives EDF naming rights to Eye for the period, which includes the London 2012 Olympics.
Since 2009, a year after British Airways ended its sponsorship, Merlin acted as an interim “sponsor” by using the ride to boost its profile as Europe’s leading visitor attractions operator. The observation wheel reopened as the EDF Energy London Eye towards the end of January after its annual two-week maintenance period.
Designed by the architects Marks Barfield and opened to mark London’s millennium celebrations, the London Eye has become one of Merlin’s premier attraction brands, recognised internationally and credited with sparking a “Ferris Wheel Renaissance.” EDF Energy supplies around one-fifth of the UK’s electricity from a combination of nuclear, coal and gas power stations, as well as combined heat/power plants and wind farms. The company is also a tier one sponsor and the first sustainability partner for the London Olympic and Paralympic Games. It now plans to use the Eye as, “a powerful way to help EDF Energy communicate our vision of a low carbon future.”
FEBRUARY 2011
In my opinion the most important aspect in the planning and development of a leisure project is the “First Step” – the feasibility study. During my time in the industry I have seen hundreds of projects cross my desk. The good, the bad and the ugly. Some have exhibited lunacy. Some have demonstrated enormous possibility. Except for the extreme cases, they all have one common denominator: they require proper analysis from the moment the idea is set in motion (when money is spent). For the most part the projects that get off the ground are supported by a bonafide feasibility study. The study becomes the “road map” for the project. It charts the course for the planning that will follow. Yes, there will be deviation along the way. This is normal. However, assuming there are not incredible swings or major changes in the original concept idea, size, scope or type of attraction, the feasibility study, if properly constructed will provide definite guidance in several areas.
The study will break down the potential market by various demographic segments: age, income, sex etc. From this data, conceptual design information can be developed covering retail, food & beverage and entertainment capacities, including virtually all sizing aspects for essentials such as benches, toilets, walkways, queue lines, parking spaces etc. Once the design data has been calculated, financial information will be estimated: departmental revenues, per capita spend, gross revenue, operating expenses and net revenues. Most important, a feasibility study will provide the project with the “net warranted investment” level. This is the number that dictates the cost of the project from the forgoing determinates, and I always tell our clients not to exceed this. I have seen many projects incur cost overruns either through idea expansion or overspending in construction. This can put a project in a major downward tailspin, from which it is difficult to reverse.
The following processes should typically be included in a top level feasibility analysis:
•Characteristics and trends of the leisure/amusement industry •Site identification and assessment •Concept review
•Characteristics of similar operating attractions •Definition and analysis of local market •Estimation of potential tourist support •Determination of potential market penetration •Estimation of attendance •Preliminary physical planning parameters •Revenue and cash flow analysis •Investment analysis
•Internal rate of return analysis Interestingly, the late Harrison “Buzz” Price was responsible for defining the process above during his legendary 50+ year career in the industry. It worked for Walt Disney, it can work for you!
The important thing is, if you are undertaking the development of a project, commission a feasibility study by a reputable organisation. It will be the most important money you spend. Even if it tells you the project is not viable, you will still be ahead. The time of “build it they will come” is over.
Dennis Speigel is president of International Theme Park Services (ITPS), based in Cincinnati, Ohio. ITPS is the industry's leading, independent management/consulting firm, offering services including feasibility analysis, design/masterplanning, pre-opening operational planning, on-site management, sponsorship & marketing, executive search and business audits.
www.interthemepark.com
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