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The Tom Anstey Column
revenue opportunity became a huge public blunder and the first of several controversies for the organisation that now sees FIFA President Gianni Infantino under pressure to resign from his position.
strategy is a cautionary tale. With a ticket to a Disney park now going beyond $200 during revenue starts to damage the relationship between a brand and its customers.
The numbers keep rising Disney has repeatedly been the industry leader when it comes to pushing through psychological price barriers. Every time the company crosses another threshold, it sounds extraordinary. Then, eventually, the market adjusts. Other major operators follow, and yesterday's
outrageous price becomes tomorrow's benchmark. Europe hasn't reached quite the same levels as
the US, but the direction of travel is similar. Disney remains at the top end, with peak admission at Disneyland Paris now reaching well into three figures, while parks such as Europa-Park, Alton Towers, PortAventura World and Efteling generally sit in a lower bracket. But even the ticket price doesn't tell the full
story. A day at a major theme park can involve admission, parking, food, merchandise, transport, premium access, special experiences and, increasingly, an overnight stay. The park becomes the anchor for a much larger
leisure purchase. And that's where the perception of value becomes crucial. A family might accept paying more for a
spectacular new attraction or a beautifully themed environment. But if that same family spends hundreds of pounds, euros or dollars only to spend much of the day queuing, paying extra for basic conveniences and buying expensive food, the question becomes much simpler: Was it worth it?
The extra scoop If parks are going to increase prices, especially to the levels we are seeing today, then they need to manufacture generosity. Take the popular fast-food chain Five Guys, for
the employee fills your cup with fries, drops it into the paper bag and then adds another scoop on top. You look inside and it's a fry bonanza.
corporate policy already factored into their costs. This psychological concept of net perceived
value can trigger customer goodwill, drive repeat business, and get people talking about a brand. Charging $200 dollars just to get through the Holiday World & Splashin' Safari in Indiana
takes this approach particularly well, offering free unlimited soft drinks and sunscreen to guests. These aren't enormous costs relative to the overall price of admission, but they create a feeling that the operator is giving something back. And this doesn't have to mean giving away
everything. If a park is going to charge $200 for admission,
perhaps the proposition should include free parking, free drink refills or a limited priority access benefit. Make the ticket feel more complete. Costco operates on a similar principle. The
retailer can make significant margins on some products, but it has also built a reputation around famous hot dog and soda combination, which is remarkably cheap. Members also get fuel discounts, and
memberships are restricted to a select - but quite wide - group of people. As a result, Costco creates exclusivity and value in its offerings, with higher ticket items levelling out its cost. Theme parks should apply the same thinking
and give visitors something they can point to and say: that's good value.
SEPTEMBER 2026 IAAPA EUROPE ISSUE
Perhaps it's a free refill. Perhaps it's a piece of
merchandise at a reduced price. Perhaps it's a small premium experience included in the ticket. The important thing is that the customer shouldn't feel that every interaction after entering the park is another attempt to extract money from them.
Worth the squeeze? So is the cheap day out at the park dead? No. There are still deals to be found, smaller parks offering affordable admission and quieter days when families can enjoy a great experience without spending a fortune. But the top end of the theme park market is rapidly starting to escape the middle class. We know smaller operators are spending
millions each year and major ones are spending billions to make their destinations more spectacular. If guests need to pay a premium to left shortchanged. Create value. Perhaps the most interesting question isn't
whether a $200 theme park ticket is expensive. It's whether the consumer will continue to believe it's worth it.
TOM ANSTEY
Tom is a world-traveled journalist with over a decade of experience covering the global attractions and leisure industries. The former Editor of two major industry publications, he is now a freelance writer who also lends his industry expertise to Amazon’s AI initiatives. Tom is dedicated to uncovering the stories and meeting the people behind the world’s most ambitious attractions. If you’re lucky, you might fi nd him riding his favourite coaster - Mako at SeaWorld Orlando, or visiting his favourite park - Le Pal in France.
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