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the pandemic. Facing considerable challenges, museums everywhere showed themselves to be innovative in pivoting to online content and virtual experiences to continue serving their missions - and stay connected to the communities that needed them more than ever. While full recovery is some ways off, post reopening numbers have been encouraging, reflecting substantial, pent-up demand for museum experiences.” ACCESS THE FULL REPORT
Beth Chang Jodie Lock
TEA/AECOM COLLABORATION "The TEA/AECOM Theme Index and Museum Index stands as an invaluable and meticulously researched business and educational resource, supporting TEA’s mission to educate and enrich its members and the industry,” said TEA Executive Director Lindsey Nelson. “The press, researchers, analysts, industry companies, operators and investors, students and many others turn to it year- round for statistics, industry background and insight. It shares a wealth of historical and current information. TEA is delighted to continue its longstanding collaboration with AECOM to produce this yearly report.” Since 2006, TEA and AECOM
Linda Cheu
have collaborated to produce and publish the annual TEA/ AECOM Theme Index and make the report available free as a resource and reference for business and education. It was expanded to include the Museum Index in 2012. The TEA/AECOM Theme Index and Museum Index is a definitive and widely cited global resource benefiting the international attractions industry and many other sectors including financial, real estate, education, hospitality, retail, travel and tourism. It is a vital reference for the media. It is published in PDF format in English and Chinese language versions on the TEA and AECOM websites, and in a limited print edition.
Lindsey Nelson 62 NOVEMBER/DECEMBER 2021
ParkBloggin’ By Dr Jack Samuels
Rethinking the Fastpass A
nyone who has been reading my writing for the past 40 years in amusement park and attractions magazines could recall my many pieces regarding fast passes. I first wrote about the idea for these in the mid-80’s after having a discussion with a Disney VP at one of our educator’s meetings in Orlando. At the time he said that it could not be done because they were afraid of what would happen to people who came just to go on one ride and couldn’t get into it because all reservations were gone for the day. In retort I suggested a dual system one in which some people could go in on standby and some with reservations. He didn’t think there was a way to do this technologically, but technology advanced quickly and a few years later Disney introduced Fast Passes to the theme park industry. There is more to this story which I’ve told many times over the years. The history with me of this further recalls my articles criticizing other theme parks for charging for these passes which at times seem to cause customer service friction in parks as well as a “have” and “have not” situation for people who perhaps can’t afford the extra fees. The other negative about paid limited wait passes was always that they can sell out and when they do perhaps the late coming people who may need them the most can’t get them. I was disappointed to hear that Disney was doing away with free fast passes. I have given them lots of credit for giving out free fast passes for years, but unfortunately, the mouse greed for extra revenue has finally won out over customer service in this category. So, now I suggest that some theme park company like Sea World or Universal make a bold move in customer service by stopping the paid fast pass policies. Why not just charge everyone a calculated amount more for their general admission 1 day ticket or even season pass ticket that will possibly bring in even greater revenues than the paid fast pass concept. Why not give everyone just 4 fast passes or perhaps 12 for season pass holders or whatever the calculated optimal operational amount of such passes would be to avoid overcrowding of the concept. Some research needs to be done on this, but I think we can demonstrate that this concept would indeed work and of course would make all customers feeling equal and wonderful about there park experience. It would enable the company that deploys this system to have a great one up on Disney in customer service perhaps until they realise that they might have made a mistake!
Dr. Samuels has written over 150 articles for the amusement, theme park and entertainment industries. He provides diverse consulting services in general marketing and market research, facility development, customer service, safety, crowd, and event management and promotional activities programming such as birthday parties. He can be reached at
samuelsj@mail.montclair.edu.
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