Earnings Call Q&A (Parks only)
Usually they spend a lot of time giving speeches. This time much briefer. Allowed more time for questions. Quite a few about the parks. My synopsis. Some interesting comments on cost reductions and building new parks.
Q. Attendance? A. Adjusting for earlier Easter week; WDW attendance down 8% versus this time last year, DL up 8%. Bookings look good, but still short time horizon, making it hard to predict summer crowds.
Q. International visitors? A. Typically 20% of WDW, today running 15%. Slow signs of recovery in Germany and Latin America.
Q. When will parks turn the corner? A. 3Q numbers will still be down, hopefully by Q4.
Q. Cannibalization from new parks? A. No effect, and not concerned this will happen. TDS, for example, is mostly locals.
Q. Cash flow outlook? A. Parks should be at or better than last year.
Q. Detail on cost savings? A. The number you may remember was $250 million on an annualized basis. A substantial amount of this is VOLUME related. Will try to make as much of these as possible permanent. Probably, no more than half.
Q. Easter impact on results? A. Profit associated with this week has a 10s of million profit impact.
Q. Plans to reopen hotel rooms and PC outlook? A. We didnt really close any hotels units just slowed the opening of new ones. Still in a wait and see mode.
Q. What are your plans for tweaking weak attendance at DCA beyond price discounts? (this was all one long answer by Eisner. Wording pretty accurate to emphasize some things) A.
As you know we decided with these second parks, with the exception of TDS, not to build a church for Easter Sunday but build them with a digestible budget.
The new Bugs Life play area should fill a gap for kids in not being enough to do there. About a year and half later we will open ToT. This will make DCA a full service, gigantic park!!
I think that even if you look back at DL it didnt really take off, from 3 to 10 million in attendance, until Space Mountain was put in. Same thing in Europe.
In Florida we just opened a new kids play area in the AK which should enhance that park. Will continue to tweak with Mission:Space pavilion in EPCOT, and on, and on, and on.
Just opened a second park in Europe. It was opened on an economic basis. Have plans as time goes on to judiciously place new attractions there.
We are very comfortable with the way we have learned how to build a theme park, creatively and under a fiscal responsible budget. The company, historically, whether with the original DL, EPCOT, TDL, or DLP built pretty big to begin with and than let the audience catch up. This time we built it the right size. Extremely comfortable with the creative content and the business way we did this.
Usually they spend a lot of time giving speeches. This time much briefer. Allowed more time for questions. Quite a few about the parks. My synopsis. Some interesting comments on cost reductions and building new parks.
Q. Attendance? A. Adjusting for earlier Easter week; WDW attendance down 8% versus this time last year, DL up 8%. Bookings look good, but still short time horizon, making it hard to predict summer crowds.
Q. International visitors? A. Typically 20% of WDW, today running 15%. Slow signs of recovery in Germany and Latin America.
Q. When will parks turn the corner? A. 3Q numbers will still be down, hopefully by Q4.
Q. Cannibalization from new parks? A. No effect, and not concerned this will happen. TDS, for example, is mostly locals.
Q. Cash flow outlook? A. Parks should be at or better than last year.
Q. Detail on cost savings? A. The number you may remember was $250 million on an annualized basis. A substantial amount of this is VOLUME related. Will try to make as much of these as possible permanent. Probably, no more than half.
Q. Easter impact on results? A. Profit associated with this week has a 10s of million profit impact.
Q. Plans to reopen hotel rooms and PC outlook? A. We didnt really close any hotels units just slowed the opening of new ones. Still in a wait and see mode.
Q. What are your plans for tweaking weak attendance at DCA beyond price discounts? (this was all one long answer by Eisner. Wording pretty accurate to emphasize some things) A.
As you know we decided with these second parks, with the exception of TDS, not to build a church for Easter Sunday but build them with a digestible budget.
The new Bugs Life play area should fill a gap for kids in not being enough to do there. About a year and half later we will open ToT. This will make DCA a full service, gigantic park!!
I think that even if you look back at DL it didnt really take off, from 3 to 10 million in attendance, until Space Mountain was put in. Same thing in Europe.
In Florida we just opened a new kids play area in the AK which should enhance that park. Will continue to tweak with Mission:Space pavilion in EPCOT, and on, and on, and on.
Just opened a second park in Europe. It was opened on an economic basis. Have plans as time goes on to judiciously place new attractions there.
We are very comfortable with the way we have learned how to build a theme park, creatively and under a fiscal responsible budget. The company, historically, whether with the original DL, EPCOT, TDL, or DLP built pretty big to begin with and than let the audience catch up. This time we built it the right size. Extremely comfortable with the creative content and the business way we did this.