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  1. #391

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    Quote Originally Posted by Trevor View Post
    Disney isn't that dumb.
    When it comes to their Social Media group that makes regular sorties into FanForumland, "Ohhhh yes they are."
    "With the acquisition of Marvel and now of Lucasfilm,
    Disney may have finally found the grail. You don't need
    imagination or art. All you need is a brand."

    - Neil Gabler


  2. #392

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    I remember reading something in a book, where it said that the theme parks are one of the only ways, if not the only way, to instantly increase profits. Where as other things take investment to earn money, all Disney has to do is raise the ticket price, and they are instantly making x dollars times the amount of ticketed guests per day more than the previous day. So that seems like another reason that the parks would want to be kept.



    So has Meg done anyting yet (besides the empty napkin despenser)?
    Last edited by Wow; 07-08-2011 at 12:09 AM.

  3. #393

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    Quote Originally Posted by Trevor View Post
    ...

    IP's can be tracked (and it has been done in the past. Disney isn't that dumb.
    Ding! Right answer... People that express negative opinions here are believed with almost 0 verifiable evidence... but since I said something positive, that, then, was unbelievable, and could only be PR by Disney. it was assumed.

    Disney runs a for-profit company, so if they have to cut back on their budget from time to time to stay profitable, that's business reality, not a sign of evil intent. It's easy to second guess, but unless you've had to do the job, you wouldn't know the difficulties involved. For instance, do you know how much it would cost to repair the Yetti? I don't. There's probably a financial reason it wasn't fixed right away. There may even be an investment schedule that states when it will be repaired... And I seriously doubt Meg has any say over that, as that is up to the accountants to determine when revenues in will cover the cost and up to financial analysts, and marketing specialists, to determine what, if any, measurable profit will result from the repairs.... Tough decisions have to be made to meet shareholders expectations, while still meeting guest expectations.

  4. #394

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    Quote Originally Posted by bob weaver View Post
    a paper napkin dispenser at the village haus was empty this morning. She's toast.
    ha ha ha!!!

  5. #395

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    Quote Originally Posted by TimeTraveler2442 View Post
    Ding! Right answer... People that express negative opinions here are believed with almost 0 verifiable evidence... but since I said something positive, that, then, was unbelievable, and could only be PR by Disney. it was assumed.

    Disney runs a for-profit company, so if they have to cut back on their budget from time to time to stay profitable, that's business reality, not a sign of evil intent. It's easy to second guess, but unless you've had to do the job, you wouldn't know the difficulties involved. For instance, do you know how much it would cost to repair the Yetti? I don't. There's probably a financial reason it wasn't fixed right away. There may even be an investment schedule that states when it will be repaired... And I seriously doubt Meg has any say over that, as that is up to the accountants to determine when revenues in will cover the cost and up to financial analysts, and marketing specialists, to determine what, if any, measurable profit will result from the repairs.... Tough decisions have to be made to meet shareholders expectations, while still meeting guest expectations.
    I think I taste some vomit in my mouth. Individuals working for The Walt Disney Company are interested in their own careers, first and foremost. The incentives for these people are, as such, almost entirely tied to short-term profitability, which, more often than not, comes at the expense of long-term shareholder value.

    You could run a place like Disneyland into the ground tomorrow, take some great profits, and boost the stock price for a month. But, what happens afterwards? By then, the managers responsible have moved-on.

    Actually, I think some of them are back folding shirts at the Gap.

    ---------- Post added 07-08-2011 at 09:57 AM ----------

    Incidentally, I haven't been to Disneyland in several years. And, I rarely buy anything from Disney, anymore, not because of a one-person boycott but because so few of the things The Company produces are worth my time, money, or interest.

    Mr. Wiggins made a reference to Disney concerning itself with content, but the problem is that The Company is creatively-bankrupt. So, content that is worthwhile is not being generated. That leaves the current administration to operate Disney as a holding company, but does anyone believe that these people have managed the existing portfolio of intellectual property well? So, what's left?

    ESPN and some of the other non-Disney brands may be doing well. But, organizational authorship, the core competency of the parent company, has been decimated, and the current structure will never be able to restore this historic competitive advantage.
    Last edited by PragmaticIdealist; 07-08-2011 at 08:59 AM.

  6. #396

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    Quote Originally Posted by PragmaticIdealist View Post
    I think I taste some vomit in my mouth.
    Yep. That's what having a nice heaping bowlful of unadulterated Company Line at breakfast will do to your digestion.
    "With the acquisition of Marvel and now of Lucasfilm,
    Disney may have finally found the grail. You don't need
    imagination or art. All you need is a brand."

    - Neil Gabler


  7. #397

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    Quote Originally Posted by PragmaticIdealist View Post
    I rarely buy anything from Disney, anymore, not because of a one-person boycott but because so few of the things The Company produces are worth my time, money, or interest.

    Mr. Wiggins made a reference to Disney concerning itself with content, but the problem is that The Company is creatively-bankrupt.
    Something that I truly don't understand (and forgive me if I'm getting off-topic here) is why the company doesn't put more effort into polling the fanbase for what kind of merchandise would be successful. As has previously been mentioned in this thread, the Tokyo resort easily outsells all of the others in terms of souvenirs, and it's easy to see why. It seems like such a no-brainer to me that the American parks could do the same.

    In the few instances where the parks have gone to the effort to create unique, clever, and attractive merchandise, it's been a huge success. Remember the Retro line from 2005? I think my family bought just about one of everything in that set. And my mother just shelled out over a hundred dollars on the Small World charm bracelet from the Mary Blair gallery exhibit, which promptly sold out.

    I understand that cheap, easily manufactured items like pins and vinylmation figures make millions for the park, but what about those of us who don't collect these items? What about the people who want to take something home other than a T-shirt with the current year on it or a Tinkerbell hat or a Nightmare Before Christmas antenna ball?

    Again, I'm sorry if this is off-topic, but since we're discussing the profitability of the parks, here is a huge untapped market and I hope some of the executives are noticing it.


  8. #398

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    I'm a Johnny-come-lately to this thread, and I haven't waded through every page. But early in the thread, some posters liked to say that Crofton "drove WDW into the ground", and it occurs to me that some people reading that haven't even been to WDW in recent years (or ever), and may just take their word for it.

    Crofton was put in charge in 2006, and I've visited WDW three times since then. I really haven't seen the resort go into the ground. In fact, there have been a lot of improvements: the HM refurb, the addition of TSMM, the new Star Tours, the return of the Electrical Parade, the Fantasyland expansion, the decision to restore the original Tiki Room show (granted, that was prompted by a fire, but at least they made the right call). I was at WDW last May, and I didn't see a resort that was driven into the ground. The parks looked good, I had a great time, and was sad to leave after a week and a half.

    It's true that some of the changes were forced on TDO by upper management, which is certainly not encouraging. But to imply that Crofton ruined the east coast resort is simply bogus. And yes, I have also visited DLR twice in the past three years, so it's not like I don't have a point of comparison. I happen to think both resorts are well worth visiting, even though both have flaws in need of improvement.
    Last edited by disneyfann121; 07-08-2011 at 09:51 AM.

  9. #399

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    Quote Originally Posted by TimeTraveler2442 View Post
    Disney runs a for-profit company, so if they have to cut back on their budget from time to time to stay profitable, that's business reality, not a sign of evil intent. It's easy to second guess, but unless you've had to do the job, you wouldn't know the difficulties involved. For instance, do you know how much it would cost to repair the Yetti? I don't. There's probably a financial reason it wasn't fixed right away. There may even be an investment schedule that states when it will be repaired... And I seriously doubt Meg has any say over that, as that is up to the accountants to determine when revenues in will cover the cost and up to financial analysts, and marketing specialists, to determine what, if any, measurable profit will result from the repairs.... Tough decisions have to be made to meet shareholders expectations, while still meeting guest expectations.

    Disney is providing a show and experience at a cost for guests. To deliver less than 100% for a long period of time is not good business. People paid high prices to see a rollercoaster with the most impressive animatronic ever built. So why isn't it working?

    A problem that WDW has is that it doesn't have enough distractions when something breaks down or is closed for repairs. Yes, there's four theme parks but the content in each is slim pickins. That's bad business for return profit if people come unsatisfied, they won't want to return anytime soon.

    Meg is President of Parks and Resorts. She has a say. Whether it is heard depends on her leadership and ability to inspire other departments into her standards of expectations. When you have execs who don't understand the Disney legacy, "good enough" is often the highest they can achieve and that's just not good enough for the name like Disney.

    Yes, it's a business but the company wouldn't be where it is now if it acted like one from the start. If they can't even properly budget for repairs, that's POOR management. Somewhere down the line, someone failed.


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  10. #400

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    Quote Originally Posted by TimeTraveler2442 View Post
    Ding! Right answer... People that express negative opinions here are believed with almost 0 verifiable evidence... but since I said something positive, that, then, was unbelievable, and could only be PR by Disney. it was assumed.
    Forgive us for being skeptical. We HAVE had Disney mouth pieces (with company IP's) that have come in to try to put a spin on things.

    So feel free to continue to post your personal opinions, just like everyone is free to post their personal opinions, but if the majority of the community disagrees with your side of the story, then that just means that the majority has a different outlook than you do.

    And the rest of you don't automatically assume that because this person is Pro Meg that they are a Disney shill. I'm not saying that they're not... they still very well could be.... (a direct line to Meg's staff? Wanna share that number with us??) but just accept that they have a different agenda, they have the right to that agenda, and no one is forcing anyone to agree or go along with their personal agenda.

    We're all still free to form and voice our own opinons.
    Last edited by penguinsoda; 07-08-2011 at 09:56 AM.




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  11. #401

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    Quote Originally Posted by TimeTraveler2442 View Post
    Ding! Right answer... People that express negative opinions here are believed with almost 0 verifiable evidence... but since I said something positive, that, then, was unbelievable, and could only be PR by Disney. it was assumed.

    Disney runs a for-profit company, so if they have to cut back on their budget from time to time to stay profitable, that's business reality, not a sign of evil intent. It's easy to second guess, but unless you've had to do the job, you wouldn't know the difficulties involved. For instance, do you know how much it would cost to repair the Yetti? I don't. There's probably a financial reason it wasn't fixed right away. There may even be an investment schedule that states when it will be repaired... And I seriously doubt Meg has any say over that, as that is up to the accountants to determine when revenues in will cover the cost and up to financial analysts, and marketing specialists, to determine what, if any, measurable profit will result from the repairs.... Tough decisions have to be made to meet shareholders expectations, while still meeting guest expectations.
    No, it's because you're a brand new user who so far has done nothing but post positive things in this particular thread, and the overall tone of your post wasn't just positive, it was over-the-top Disney apologist and lined up a little too perfectly with how Disney would want to present Meg.

    But I'll give you the benefit of the doubt and pretend you're not a Disney PR shill.

    The problem I (and I suspect most of the posters here) have with the management of Parks & Resorts was summed up very well by Michael Crawford in this article on Progress City USA. There is no concern (and seems to be no understanding) of the long term ramifications of the decisions made by the P&R executives. Yes, P&R is a business, but prior to 1994 it was run as a business that was still distinctly Disney. The P&R division was after a profit, but they would never have allowed the level of poor maintenance and show that you see in the parks (particularly WDW and DLP) in the quest of achieving that profit. They wouldn't have built the poorly thought out disasters that were DCA and DSP. They wouldn't have allowed CM training standards to slip to the level they're at now. That doesn't mean they were running the parks as a charity - that means they cared about the quality of the product they were presenting to guests and cared about the long-term future of the Disney parks as a brand. If you want to understand the business mindset that this came from, just read my sig.

    The parks can be run profitably and still be held to Disney standards. Look at how Dick Nunis ran WDW up til 1994. Look at how the OLC runs TDLR now (and btw, OLC has reaped immense brand loyalty and the best selling merchandise of any Disney park on earth as a result).

    As another poster in this thread said, you can try to increase profits in two ways - you can cut costs (and cut costs, and cut costs...) or you can increase the quality of your product, in the hopes that your customers will reward you. There are numerous case studies that show the latter is generally preferable for the long term health of a company in the service industry. Moreover, that was the philosophy of Walt Disney.

    None of us really know what's going on in the P&R executive ranks, which is why I'm personally not ready to storm the Magic Kingdom with a torch and pitchfork. But we do know that the way that WDW resort has been run for the last 17 years has represented a decline in the traditionally unwavering Disney standards for quality of show. It worries us that once again, an executive from that management structure is being promoted, and seemingly, rewarded for the way that resort is run. That, understandably, doesn't inspire confidence in the fan base.
    Last edited by PSUMark; 07-08-2011 at 10:52 AM. Reason: slight wording change for clarification
    I knew if this business was ever to get anywhere, if this business was ever to grow, it could never do it by having to answer to someone unsympathetic to its possibilities, by having to answer to someone with only one thought or interest, namely profits. For my idea of how to make profits has differed greatly from those who generally control businesses such as ours. I have blind faith in the policy that quality, tempered with good judgment and showmanship, will win against all odds.
    -Walt Disney



  12. #402

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    My feelings for this thread would best be described by this gif:


  13. #403

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    I think it is amazing how much is being assumed in this thread. To me, it makes absolutely no sense to say that the execs don't "understand Disney" or don't care about what "Disney is" when honestly we have never met any of these people and don't have a single clue what goes on within the Company or how it works. Sure, things got really bad in the late 90's but if we were to say that Disney is not on a recovery and isn't starting to make better choices, then I think we would be ill advised. Nobody said that the road to recovery would be smooth sailing. If Meg's promotion happens to be for the worse, then perhaps its just a bump in the road and things will turn around if things start to go downhill.

  14. #404

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    Quote Originally Posted by Wow View Post
    I think it is amazing how much is being assumed in this thread. To me, it makes absolutely no sense to say that the execs don't "understand Disney" or don't care about what "Disney is" when honestly we have never met any of these people and don't have a single clue what goes on within the Company or how it works. Sure, things got really bad in the late 90's but if we were to say that Disney is not on a recovery and isn't starting to make better choices, then I think we would be ill advised. Nobody said that the road to recovery would be smooth sailing. If Meg's promotion happens to be for the worse, then perhaps its just a bump in the road and things will turn around if things start to go downhill.
    Meaning no disrespect to the poster's point of view, what's amazing to me is how it parallels the defense of Paul Pressler when the rumors started that he was being promoted to president of Disneyland (his reputation at the Disney Stores preceded him), and the defense of DCA 1.0 when the plans were first announced.

    At Disneyland in the 90's, DCA at the turn of the century and WDW in the last half decade, the Disney Corporation has demonstrated beyond a doubt that "give him/her/it a break, let's wait and see, you don't know what he/she/they are planning" (i.e., "trust Disney") will not have the trust returned.
    "With the acquisition of Marvel and now of Lucasfilm,
    Disney may have finally found the grail. You don't need
    imagination or art. All you need is a brand."

    - Neil Gabler


  15. #405

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    Re: Meg Crofton - New President of Operations for the US and French Disney Parks

    So every choice Disney has made in recent years regarding its Parks has been completely wrong??

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