684961243

Amusement Park Foodservice Trends in the U.S.
March 2012
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David Morris has personally authored numerous in-depth market research reports and helped dozens of companies with strategic market planning and project execution. As Managing Consultant at Kaleidoscope Research Consulting LLC, a full-service marketing research firm, David helps clients create sustainable marketplace advantage through fact-based consumer understanding and insights, with an emphasis on market segmentation, brand positioning and competitive analysis. David has presented his research to audiences small and large, and his commentary has been featured in the Wall Street Journal, BusinessWeek, Time Magazine, and leading trade magazines. Formerly a Research Director at Mintel International, Inc., where he managed syndicated and custom foodservice research (among other responsibilities), David is also a professor at DePaul University, where he teaches market research, critical thinking, and writing courses. David earned his J.D. at Loyola University Chicago and pursued graduates studies in English Literature at Cambridge University.

March 2012
Amusement Park Foodservice Trends in the U.S. has been prepared by Packaged Facts. We serve consumer product and service companies and allied businesses in the United States and internationally with a complete line of research publications. Packaged Facts market intelligence reports are designed to aid the executive decisionmaker by providing essential data and concise analysis with a focus on marketplace trends, consumer insights, and emerging opportunities.
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Don Montuori David Sprinkle David Morris Kaleidoscope Research Consulting March 2012
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All rights reserved. No part of this report may be reproduced without permission of the publisher. Copyright 2012 Packaged Facts
Table of Contents
Table of Contents Chapter 1: Executive Summary ........................................................................................................ 1

Scope and Methodology ......................................................................................................................................................... 1
Scope of coverage .......................................................................................................................................................................... 1
Methodology ............................................................................................................................................................................... 2
Consumer survey methodology .............................................................................................................................................. 2 Market size and forecast............................................................................................................................................................. 2 Other sources .................................................................................................................................................................................. 2 Restaurant categories .................................................................................................................................................................. 3 Limited-service restaurant definitions ................................................................................................................................ 3 Full-service restaurant definitions ........................................................................................................................................ 4 Other definitions ............................................................................................................................................................................ 5
Amusement Park Foodservice Market Size and Forecast........................................................................................ 6 Amusement Park Foodservice Revenue Drivers ......................................................................................................... 6 Insight Capsule .......................................................................................................................................................................... 6 Amusement Park Menu & Food Trends .......................................................................................................................... 7
Insight Capsule................................................................................................................................................................................ 8
Amusement Park Attendance Trends: Demographic Analysis .............................................................................. 9

Insight Capsule................................................................................................................................................................................ 9 Fast Facts ........................................................................................................................................................................................... 9
Amusement Park Visitor Restaurant Usage ............................................................................................................... 10

Insight Capsule..............................................................................................................................................................................10
The Amusement Park Visit: Companion & Travel Analysis ................................................................................. 11

Insight Capsule..............................................................................................................................................................................12
The Amusement Park Visit: BYO and Park Spending Analysis ........................................................................... 12
Insight capsule ..............................................................................................................................................................................12
Amusement Park Operator Foodservice Analyses .................................................................................................. 13
Chapter 2: Amusement Park Foodservice Market Size and Forecast ............................... 14

Market size and forecast summary .............................................................................................................. 14 Attendance on the upswing ............................................................................................................................................... 14 For amusement parks, food is big business ................................................................................................................ 14
Walt Disney foodservice revenue higher than next four amusement park operators combined ...........14
Table 2-1: Foodservice Revenue, Top Five Amusement Park Operators, 2011 .......................................... 14 Market size estimate ............................................................................................................................................................ 15 Graph 2-1: Amusement Park Foodservice Revenue, 2007-2014 ...................................................................... 15
Chapter 3: Amusement Park Foodservice Revenue Drivers ................................................ 16

Overview ................................................................................................................................................................ 17 Economic forecast through 2014 .................................................................................................................. 17 GDP: A long time getting back, but finally passes pre-recession levels .......................................................... 17
Forecast factors ............................................................................................................................................................................17 On a positive note ........................................................................................................................................................................17 On a negative note .......................................................................................................................................................................18 The projections .............................................................................................................................................................................18
Graph 3-1: Unemployment, GDP & Inflation Forecast, 2012, 2013, 2014 & Longer Term ..................... 18 Consumer confidence showing signs of mending .................................................................................................... 19 Graph 3-2: Unemployment Rate, Savings Rate & Consumer Confidence, 2007-2012 .............................. 19 Unemployment remains high but is tapering downward..................................................................................... 19 Demographic analysis.......................................................................................................................................................... 20
Amusement park foodservice consequences ..................................................................................................................20 i
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Promotional activity should continue ................................................................................................................................20
Graph 3-3: Monthly Unemployment Trends, Younger Age Groups, by Demographic: 2007-2012..... 21 Graph 3-4: Personal Income and Spending Trends, 2007-2011........................................................................ 22
Spending on recreational services outpaces overall consumer spending .........................................................22
Graph 3-5: Personal Spending on Recreational Services, 2007-2011 ............................................................. 22 Travel and tourism spending ......................................................................................................................... 23
Tourism spending........................................................................................................................................................................23
Travel spending and volume to moderate in 2012 and beyond ........................................................................ 23

Government forecast calls for even higher growth international travel to U.S. ..............................................23
Table 3-1: U.S. Travel Historical Expenditures and Forecast, 2007-2014 ..................................................... 24 Hotel travel trends ............................................................................................................................................. 25
Destination resort relevance ..................................................................................................................................................25
Table 3-2: Hotel/Lodging Use by Miles Travelled to Amusement Park, 2011 ............................................. 25
Amusement parks as hotel operators.................................................................................................................................25
Hotel industry upswing .................................................................................................................................... 26 Table 3-3: Monthly Hotel Room Occupancy Rates and Revenue by Quarter, 2009-2011 ...................... 26
Positive forecast ...........................................................................................................................................................................26
Table 3-4: U.S. Monthly Hotel Room Occupancy and Rate Outlook, 2012-13 .............................................. 27
Attendance passes pre-recession levels ............................................................................................................................27
Table 3-5: Theme Park Attendance, Top 20 Theme Parks, 2007-2010 .......................................................... 28 Theme park operator attendance trends .................................................................................................................... 29 Table 3-6: Theme Park Attendance: Top 20 Theme Parks by Theme Park Owner, 2007-2010........... 29
Chapter 4: Amusement Park Menu & Food Trends ................................................................. 30

Overview ................................................................................................................................................................ 31 Ticket pricing trends ............................................................................................................................................................ 31
Price hikes .......................................................................................................................................................................................31 Incenting longer stays to trigger additional in-park spending ...............................................................................31 Busch Entertainment .................................................................................................................................................................31 Walt Disney World ......................................................................................................................................................................31 Universal Hollywood ..................................................................................................................................................................31 Six Flags multi-year approach to improving ticket yield ..........................................................................................32
Meal promotions .................................................................................................................................................................... 32

Six Flags ...........................................................................................................................................................................................32 Universal Studios Orlando .......................................................................................................................................................32 Busch Gardens all-day dining deal ......................................................................................................................................32
If youre looking to eat healthy, go somewhere else ............................................................................................... 33

Pack a lunch ...................................................................................................................................................................................33 Is that the dietician crying? .....................................................................................................................................................33 Noahs Ark: deep-fried foods are a mainstay ..................................................................................................................33 Deep-fried Twinkies and Oreos.............................................................................................................................................33 Healthy foods are offered.........................................................................................................................................................34
Amusement park staples .................................................................................................................................................... 34

Ice cream .........................................................................................................................................................................................34 Finger foods ...................................................................................................................................................................................34 Pizza...................................................................................................................................................................................................34
Rules to live by........................................................................................................................................................................ 35

Keep it simpleand prepare it quickly .............................................................................................................................35 Make it portable ...........................................................................................................................................................................35 Tried and true favorites ............................................................................................................................................................35
Food relevance........................................................................................................................................................................ 36
Epcot foodservice at center stage .........................................................................................................................................36 Walt Disney World Swan and the Walt Disney World Dolphin ..............................................................................36 Universal Orlando........................................................................................................................................................................37
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Price sensitivity means enhancing food value........................................................................................................... 37

Kalahari Resort responds with combo meals .................................................................................................................37 Water World mixes combo meal with ample signage .................................................................................................37 Splish Splash offers size variations ......................................................................................................................................38 Water Park of America offers build-your-own options & mini-sizing .................................................................38
Entertainment districts ....................................................................................................................................................... 38

California Marketplace ..............................................................................................................................................................39 CityWalk Orlando ........................................................................................................................................................................39 Downtown Disney .......................................................................................................................................................................39
Branded food options .......................................................................................................................................................... 39

In the park, Disney pulls Houdini on national brands.................................................................................................40 But food retail brands are prominently displayed .......................................................................................................40
Chapter 5: Amusement Park Attendance Trends: Demographic Analysis ..................... 41

Demographic analysis: Amusement park attendance trends ............................................................ 42 Amusement park attendance on the upswing ........................................................................................................... 42
Led by racial/ethnic minority groups and lower- and upper-income consumers .........................................42
Table 5-1: Amusement Park Visitation Trends: Key Demographics, 2008-11 ............................................ 43 Destination & regional amusement park attendance trends ............................................................. 43 Slight shift to regional parks and away from destination parks ........................................................................ 44 Demographic analysis: Destination park attendance trends .............................................................................. 44 Table 5-2: Destination Amusement Park Visitation Trends: Key Demographics, 2008-11 ................... 45 Demographic analysis: Regional park attendance trends .................................................................................... 45 Table 5-3: Regional Amusement Park Visitation Trends: Key Demographics, 2008-11 ......................... 46 Demographic analysis: Visitor geographic distribution analysis: California parks................... 47 Table 5-4: Major California Amusement Parks, Visitor Geographic Distribution Analysis, 2011 ....... 47 Table 5-5: Major Florida Amusement Parks, Visitor Geographic Distribution Analysis, 2011 ............. 48 Table 5-6: Major Ohio Amusement Parks: Visitor Geographic Distribution Analysis, 2011.................. 49 Demographic analysis: Attendance trends at major amusement parks ........................................ 50 Disneyland ................................................................................................................................................................................ 50 Table 5-7: Disneyland Visitation Trends: Key Demographics, 2008-11......................................................... 50 Disneyworld: Animal Kingdom ........................................................................................................................................ 51 Table 5-8: Disneyworld Animal Kingdom Visitation Trends: Key Demographics, 2008-11 .................. 51 Disneyworld: Epcot Center ................................................................................................................................................ 52 Table 5-9: Disneyworld Epcot Center Visitation Trends: Key Demographics, 2008-11 .......................... 52 Disneyworld: Magic Kingdom .......................................................................................................................................... 53 Table 5-10: Disneyworld Magic Kingdom Visitation Trends: Key Demographics, 2008-11 .................. 53 Universal Studios Hollywood ........................................................................................................................................... 54 Table 5-11: Universal Studios Hollywood Visitation Trends: Key Demographics, 2008-11.................. 54 Universal Studios Orlando ................................................................................................................................................. 55 Table 5-12: Universal Studios Orlando Visitation Trends: Key Demographics, 2008-11 ....................... 55 Universal Studios Islands of Adventure ....................................................................................................................... 56 Table 5-13: Universal Studios Islands of Adventure............................................................................................... 56 Visitation Trends: Key Demographics, 2008-11....................................................................................................... 56 Busch Gardens, Tampa ........................................................................................................................................................ 57 Table 5-14: Busch Gardens (Tampa) Visitation Trends: Key Demographics, 2008-11 ........................... 57 SeaWorld ................................................................................................................................................................................... 58 Table 5-15: SeaWorld Visitation Trends: Key Demographics, 2008-11 ......................................................... 58 Knotts Berry Farm ............................................................................................................................................................... 59 Table 5-16: Knotts Berry Farm Visitation Trends: Key Demographics, 2008-11...................................... 59 Six Flags ..................................................................................................................................................................................... 60 Table 5-17: Six Flags Visitation Trends: Key Demographics, 2008-11 ........................................................... 60
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Chapter 6: Amusement Park Visitor Restaurant Usage ......................................................... 61

Demographic analysis: restaurant usage among amusement park visitors ................................. 62
Serve up the restaurant fare ...................................................................................................................................................62
Table 6-1: Theme Park Visitors: Restaurant Usage and Frequency of Use, .................................................. 62 by Restaurant Type, 2011 .................................................................................................................................................. 62 Disneyland & Disneyworld ................................................................................................................................................ 63 Table 6-2: Disneyland & Disneyworld Visitors: Restaurant Usage and Frequency of Use, .................... 63 by Restaurant Type, 2011 .................................................................................................................................................. 63 Universal Studios & Islands of Adventure ................................................................................................................... 63 Table 6-3: Universal Studios & Islands of Adventure Visitors:........................................................................... 64 Restaurant Usage and Frequency of Use, by Restaurant Type, 2011 .............................................................. 64 Busch Gardens & SeaWorld ............................................................................................................................................... 65 Table 6-4: Busch Gardens & SeaWorld:........................................................................................................................ 65 Restaurant Usage and Frequency of Use, by Restaurant Type, 2011 .............................................................. 65 Regional theme parks .......................................................................................................................................................... 66 Table 6-5: Regional Theme Park Visitors: Restaurant Usage and Frequency of Use, by Restaurant Type, 2011 ................................................................................................................................................................................ 66
Chapter 7: The Amusement Park Visit: Companion & Travel Analysis ............................ 67
The amusement park visit: Companion & travel analysis ................................................................... 68
Not a solitary endeavor .............................................................................................................................................................68 What it means for amusement park foodservice ..........................................................................................................68 Family companionship ..............................................................................................................................................................68 What it means for amusement park foodservice ..........................................................................................................68 Bring the kids is the norm .......................................................................................................................................................68 What it means for amusement park foodservice ..........................................................................................................68 A local endeavor ...........................................................................................................................................................................69 What it means for amusement park foodservice ..........................................................................................................69 Load up the car .............................................................................................................................................................................69 What it means for amusement park foodservice ..........................................................................................................69
Table 7-1: Amusement Park Visitors: Companion Analysis, Distance Travelled, Transportation Choice & Lodging Choice, 2011........................................................................................................................................ 70 Age analysis.............................................................................................................................................................................. 71 Table 7-2: Theme Park Visitors: Party Size, Family Members Present, Children Present, Distance Travelled, Travel Method & Lodging Choice, by Age, 2011.................................................................................. 71 HH income analysis .............................................................................................................................................................. 72 Table 7-3: Theme Park Visitors: Party Size, Family Members Present, Children Present, Distance Travelled, Travel Method & Lodging Choice, by HH Income, 2011 .................................................................. 72 Race/ethnicity analysis ....................................................................................................................................................... 73 Table 7-4: Theme Park Visitors: Party Size, Family Members Present, Children Present, Distance Travelled, Travel Method & Lodging Choice, by Race/Ethnicity, 2011 .......................................................... 73
Chapter 8: The Amusement Park Visit: BYO and Park Spending Analysis ...................... 74
The amusement park visit: BYO food and beverage .............................................................................. 75 BYO usage a strong competitor to in-park foodservice ......................................................................................... 75 Table 8-1: Theme Park Visitors: BYO Food & Drink, 2011................................................................................... 75 Age analysis.............................................................................................................................................................................. 75 Table 8-2: Theme Park Visitors: BYO Food & Drink, by Age, 2011................................................................... 75 HH income analysis .............................................................................................................................................................. 75 Table 8-3: Theme Park Visitors: BYO Food & Drink, by HH Income, 2011 ................................................... 76 Parents who bring their children .................................................................................................................................... 76 Table 8-4: Theme Park Visitors: BYO Food & Drink, Parents Bringing Children, 2011 ........................... 76 Miles travelled ........................................................................................................................................................................ 76
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Table 8-5: Theme Park Visitors: BYO Food & Drink, by Miles Travelled to Park, 2011 ........................... 76 The amusement park visit: ticket, food, beverage, souvenir & parking spend............................ 77
Food and beverage spend is part of the visit ...................................................................................................................77
Table 8-6: Theme Park Spending Analysis: Admission Ticket, Souvenirs, Food, Beverages & Parking, 2011 ............................................................................................................................................................................................ 78 Spending by HH income ...................................................................................................................................................... 79 Table 8-7: Theme Park Spending Analysis: ................................................................................................................ 79 Admission Ticket, Souvenirs, Food, Beverages & Parking, 2011 ....................................................................... 79 Spending by age ..................................................................................................................................................................... 80 Table 8-8: Theme Park Spending Analysis: ................................................................................................................ 80 Admission Ticket, Souvenirs, Food, Beverages & Parking, 2011 ....................................................................... 80 Spending by parents who bring their children ......................................................................................................... 81
Kids influence ...............................................................................................................................................................................81 Pester power..................................................................................................................................................................................81
Table 8-9: Theme Park Spending Analysis: Admission Ticket, Souvenirs, Food, Beverages & Parking, Parents Bringing Children, 2011 ..................................................................................................................................... 82 Spending by repeat visitors ............................................................................................................................................... 82 Table 8-10: Repeat Visitor Theme Park Spending Analysis: Admission Ticket, ......................................... 83 Souvenirs, Food, Beverages & Parking, 2011 ............................................................................................................ 83 Cedar Fair, L.P. ..................................................................................................................................................... 84 Target audience ...................................................................................................................................................................... 84 Cedar Point and Soak City: summary of operations................................................................................................ 84
Chapter 9: Amusement Park Operator Foodservice Analyses ............................................ 84

Hotel facilities................................................................................................................................................................................85 Marinas.............................................................................................................................................................................................85
Cedar Point and Soak City: foodservice ........................................................................................................................ 85

Branded chain presence ...........................................................................................................................................................85 Limited-service variety .............................................................................................................................................................86 Full-service in the minority .....................................................................................................................................................86 BYO limitations .............................................................................................................................................................................86
Knotts Berry Farm: summary of operations ............................................................................................................. 87

Hotel facilities................................................................................................................................................................................87 Area competition .........................................................................................................................................................................87
Knotts Berry Farm: foodservice ..................................................................................................................................... 87

California Marketplace ..............................................................................................................................................................88 Weddings encouraged ...............................................................................................................................................................88 Out-of-park competition...........................................................................................................................................................88
Other attractions.................................................................................................................................................................... 88 Sales performance ................................................................................................................................................................. 91

2009 ...................................................................................................................................................................................................91 2010 ...................................................................................................................................................................................................92 2011 ...................................................................................................................................................................................................92
Table 9-1: Cedar Fair, L.P., Key Metrics, 2007-11 .................................................................................................... 93 Six Flags Entertainment Corporation .......................................................................................................... 94
A coaster leader ............................................................................................................................................................................94 Cartoon characters provide differentiation .....................................................................................................................94 Regional draw among families, adults and teens ..........................................................................................................94
Table 9-2: Six Flags Entertainment Corporation, Demographics, 2010 ......................................................... 94

Positive and improving guest satisfaction ........................................................................................................................94
Table 9-3: Six Flags Entertainment Corporation, Guest Satisfaction, 2006-2010 ...................................... 95 The parks .................................................................................................................................................................................. 95 Table 9-4: Six Flags Entertainment Corporation, Park Profiles ......................................................................... 95
Marketing and promotion ........................................................................................................................................................96 v
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Honing the strategy ....................................................................................................................................................................97 Group sales .....................................................................................................................................................................................97 Season passes ................................................................................................................................................................................97 Ticketing discounts and promotions ..................................................................................................................................97 A multi-year approach to improving ticket yield ..........................................................................................................97
Foodservice .............................................................................................................................................................................. 98
Inpark sales a significant revenue driver ........................................................................................................................98 Foodservice drives in-park sales ..........................................................................................................................................98
Six Flags Great Adventure Food Offerings ............................................................................................................... 98

On-the-go food offerings predominate ..............................................................................................................................98 A smattering of sit-down choices .........................................................................................................................................99 Discounting in the mix...............................................................................................................................................................99 BYO limitations .............................................................................................................................................................................99 Six Flags Great America Food Offerings .........................................................................................................................99 Candy, candy, candy ................................................................................................................................................................ 100 Meal discounting and promotions .................................................................................................................................... 100
Sales performance .............................................................................................................................................................. 101

2009 ................................................................................................................................................................................................ 101 2010 ................................................................................................................................................................................................ 102 2011 ................................................................................................................................................................................................ 102
Table 9-5: Six Flags Entertainment Corporation, Key Metrics, 2008-11 ..................................................... 103 Universal Parks & Resorts............................................................................................................................. 104 Universal Orlando .............................................................................................................................................................. 104
The Wizarding World of Harry Potter sends attendance skyrocketing ........................................................... 104 On-site Hotel overview .......................................................................................................................................................... 105 Hotel dining options ................................................................................................................................................................ 105 Healthier eating ......................................................................................................................................................................... 105 Promotions .................................................................................................................................................................................. 106 Wedding and reception packages ..................................................................................................................................... 106 Ticket food promotions ......................................................................................................................................................... 106
Theme Park Dining: Universal Studios Florida ...................................................................................................... 106

Quick-service .............................................................................................................................................................................. 106 Full-service .................................................................................................................................................................................. 107
Theme Park Dining: Universals Islands of Adventure ....................................................................................... 107

Quick service............................................................................................................................................................................... 107 Full service................................................................................................................................................................................... 107
Dining at CityWalk Orlando............................................................................................................................................ 108 Universal Studios Hollywood ........................................................................................................................................ 108

Wizarding World of Harry Potter coming to Los Angeles ...................................................................................... 108 Ticket food promotions ......................................................................................................................................................... 109
Theme Park Dining: Universal Studios Hollywood .............................................................................................. 109

Restaurant chains welcome ................................................................................................................................................. 109 Local draw ................................................................................................................................................................................... 109 Food centric ................................................................................................................................................................................ 109
Sales performance .............................................................................................................................................................. 110

2011 ................................................................................................................................................................................................ 110
Table 9-6: NBCUniversal Theme Parks, Key Metrics, 2010-11 ....................................................................... 110 The Walt Disney Company ............................................................................................................................ 111 Parks and Resorts ............................................................................................................................................................... 111 Walt Disney World Resort ............................................................................................................................. 111 Magic Kingdom .................................................................................................................................................................... 111 Epcot ........................................................................................................................................................................................ 112 Epcot foodservice at center stage ................................................................................................................................ 112
Epcot's answer to authentic Italian cuisine .................................................................................................................. 112
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Epcot International Food & Wine Festival .................................................................................................................... 112
Disneys Hollywood Studios ........................................................................................................................................... 113 Hollywood Studios foodservice: functional and fun ............................................................................................ 113 Disneys Animal Kingdom ............................................................................................................................................... 113 Animal Kingdom foodservice: food incorporated into theme ......................................................................... 114 Downtown Disney Area ................................................................................................................................................... 114 Downtown Disney Area foodservice .......................................................................................................................... 114
T-Rex theme park restaurant .............................................................................................................................................. 114
Hotels and resorts .............................................................................................................................................................. 115

Walt Disney World Swan and Dolphin ............................................................................................................................ 115
Disneyworld chain branding.......................................................................................................................................... 116

Pollo Campero branding initiative .................................................................................................................................... 116 Rainforest Caf ........................................................................................................................................................................... 116
Walt DisneyWorld Passholder Program ................................................................................................................... 116 Disneyland Resort ............................................................................................................................................ 116 Disneyland ............................................................................................................................................................................. 117 Disneyland foodservice .................................................................................................................................................... 117
Name restaurant brands disappear.................................................................................................................................. 117 But food retail brands are prominently displayed .................................................................................................... 117
Disney California Adventure .......................................................................................................................................... 118 Disney California Adventure foodservicea taste of California .................................................................... 118
Branded signage eschewed .................................................................................................................................................. 118
Downtown Disney foodservice ..................................................................................................................................... 119

Drawing visitors on its retail, dining and entertainment strengths .................................................................. 119 Easy access for locals .............................................................................................................................................................. 119 California Food & Wine Festival......................................................................................................................................... 119
Hotels and resorts .............................................................................................................................................................. 119 Disneyland hotels and resort foodservice ................................................................................................................ 120
New resort set to open in 2013 .......................................................................................................................................... 120
Table 9-7: Walt Disney Parks and Resorts Business Unit Summary ............................................................. 121 Sales performance .............................................................................................................................................................. 121
2010 ................................................................................................................................................................................................ 122 2011 ................................................................................................................................................................................................ 122 Fiscal Q1 2012 ............................................................................................................................................................................ 122
Table 9-8: The Walt Disney Company, Selected Metrics, 2008-11 ................................................................ 123
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Executive Summary
Chapter 1: Executive Summary
INTRODUCTION
Our Executive Summary provides a concise overview of industry and consumer trends shaping the amusement park foodservice market, giving readers efficient insight into themes and topics taken up in greater detail (and heavily supported by graphs and tables) in the report.
Scope and Methodology

Scope of coverage This report analyzes industry and consumer trends shaping the U.S. amusement park foodservice market. Scope of analysis is centered on in-park foodservice offerings and trends, with a heavy emphasis on demographic analysis. The report provides the following: Market size and forecast for amusement park foodservice revenue for 2007-2014. Analysis of the impact of macro-economic drivers shaping amusement park foodservice, including an economic forecast through 2014; consumer confidence and unemployment; consumer spending trends and recreation spending trends; travel and leisure spending trends; hotel travel trends; and amusement park attendance trends. Assessment of trends affecting food service in amusement parks, including ticket pricing trends; meal promotions; food healthfulness; popular amusement park foods; quickservice and portability rationales; price promotions; entertainment districts; and branded food options. Analysis of industry amusement park industry attendance trends by demographic, including the destination park and regional park categories; and by state of residence and park proximity. We also provide demographic analysis of major amusement parks, including each Disneyland and Disneyworld park, each Universal park, Busch Gardens Florida, Seaworld, Kings Island, Cedar Point, Six Flags, and Knotts Berry Farm. Comparison of snack and beverage, limited-service and full-service restaurant usage among amusement park visitors to the general adult population. Analysis of amusement park visitors last visit to an amusement park: their choice of companions, the distance they travelled to the park, their mode of transportation, and their decision to use lodging; BYO food and beverage usage; and ticket, food, beverage, souvenir & parking spending.

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Executive Summary
The report also analyses major amusement park operators foodservice platforms, park by park, including those of Cedar Fair, L.P., Six Flags Entertainment Corporation, Universal Parks & Resorts, and The Walt Disney Company.
Methodology
Consumer survey methodology Data related to consumer demographics, attitudes and behaviors is derived from The Experian Simmons National Consumer Survey, a booklet-based survey of a large and random sample of consumers who in aggregate represent a statistically accurate cross-section of the U.S. adult population (age 18+). We analyze results from its Summer 2008, 2009, 2010, and 2011 surveys. We also include selected results from Packaged Facts August 2011 proprietary consumer survey of 2,000 online respondents. Market size and forecast This report contains a market size and forecast for amusement park foodservice revenue. This represents revenue that accrues to amusement park operators from the sale of meals and beverages. It does not include revenue that accrues to foodservice contractors or restaurant operators. Other sources Report data are also derived from thorough analysis of a host of sources, including the following: Proprietary industry interviews with foodservice professionals The U.S. Census Bureau The Bureau of Labor Statistics Consumer Expenditure Survey The Bureau of Labor Statistics Retail Trade Survey Company earnings calls Company presentations Trade associations and trade magazines Academic journals Industry conferences Restaurant menus
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Executive Summary
Restaurant categories We categorize the restaurant industry in the following manner: Full-service restaurants (FSRs) Limited-service restaurants (LSRs) Snack and beverage restaurants (or snack and beverage concepts)
In this report, we further segment these categories as follows: The full-service restaurant category includes the Fine Dining, Casual and the Family segments. The limited-service category also includes the Cafeteria/Buffet and QSR segments (we frame the fast casual restaurant niche within the QSR segment).
Limited-service restaurant definitions Limited-Service Restaurants This U.S. industry comprises establishments primarily engaged in providing food services (except snack and nonalcoholic beverage bars) where patrons generally order or select items and pay before eating. Food and drink may be consumed on premises, taken out, or be delivered to the customers location. Some establishments in this industry may provide these food services in combination with selling alcoholic beverages. Quick-service restaurants Packaged Facts defines quick-service restaurants as establishments primarily engaged in providing food services (except snack and nonalcoholic beverage bars and buffet/cafeteria-style restaurants) where patrons generally order or select items and pay before eating. Food and drink may be consumed on premises, taken out, or be delivered to the customers location, and drivethru service is a common feature. Fast casual restaurants Packaged Facts defines fast casual restaurants as a niche within the quick-service restaurant segment. The restaurants typically have slightly higher guest check averages than the quickservice segment generally, and have differentiated themselves from their QSR precedents by blending QSR-style convenience and pricing with casual dining attributes. Fast casual restaurants led important industry trends, focusing on product freshness, menu healthfulness, menu order customization, enhanced ambience, and higher service expectations. Restaurant brands that fit
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Executive Summary
this definition include Chipotle Mexican Grill, Einstein Bros. Bagels and Panera Bread, and Pei Wei Asian Diner. However, for the purposes of this report, we do not view fast casual restaurants solely as a distinct category with a finite, continuous list of included restaurant brands. Rather, we view fast casual as an embodiment of trends shaping not only restaurants heretofore defined as fast casual, but more broadly shaping QSRand even casualbranding strategies generally. Snack and beverage establishments Packaged Facts defines snack and beverage brands as establishments primarily engaged in 1) preparing and/or serving a specialty snack, such as ice cream, frozen yogurt, cookies, or popcorn or 2) serving nonalcoholic beverages, such as coffee, juices, or sodas for consumption on or near the premises. These establishments may carry and sell a combination of snack, nonalcoholic beverage, and other related products (e.g., coffee beans, mugs, coffee makers) but generally promote and sell a unique snack or nonalcoholic beverage. Full-service restaurant definitions Full-Service Restaurants This industry group comprises establishments primarily engaged in providing food services to patrons who order and are served while seated (i.e., waiter/waitress service) and pay after eating. Establishments that provide these types of food services to patrons with any combination of other services, such as takeout services, are classified in this industry. Family dining restaurants Packaged Facts defines family dining restaurants as either-full service restaurants, which provide table service, or cafeteria/buffet-style restaurants, where customers serve food themselves but where table service may be provided for beverage orders and check payment. Family dining restaurants typically do not serve alcoholic beverages, and full-service variants often provide specialized childrens menu items. Average guest checks generally fall between those found at quick-service restaurants and casual dining restaurants. National brands that fit this definition include full-service establishments Bob Evans, Cracker Barrel, Dennys and International House of Pancakes (IHOP); and cafeteria/buffet-style establishments Golden Corral and Hometown Buffet. Casual dining restaurants Packaged Facts defines casual dining restaurants as restaurants offering a casual (as opposed to formal) atmosphere and typically serving alcoholic beverages, often including an assortment of beer, wine and spirits. Average guest checks generally fall between those found at family restaurants and fine dining restaurants. National brands that fit this definition include Chili's Grill
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Executive Summary
& Bar, Olive Garden Italian Restaurant, Applebee's Neighborhood Grill & Bar, and Outback Steakhouse. Fine dining restaurants Packaged Facts defines fine dining restaurants as full-service restaurants with specific dedicated meal courses. Such restaurants feature higher quality materials and decor, visually appealing food portions, elevated rules of etiquette, and the wait staff is usually highly trained and often wears more formal attire. Fine-dining restaurants are dominated by independent operators and small chains.
Other definitions Foodservice establishments Our definitions for foodservice and related establishments follow those provided by the North American Industry Classification System (NAICS), the standard used by Federal statistical agencies in classifying business establishments for the purpose of collecting, analyzing, and publishing statistical data related to the U.S. business economy. Consumer Confidence Index (CCI) The CCI, a monthly release produced by the non-profit business group The Conference Board, is designed to assess the overall confidence, relative financial health and spending power of the average U.S. consumer. Daypart The specific time of day, or meal. For example: breakfast, lunch, dinner, dessert and snacking are the daypart breakdowns. Guest traffic Also known as foot-traffic, this term is used to describe the amount of people moving through the space of a business. Guest Traffic is important to consider when examining the success of a business. For example: revenue may be down in a business, but if foot traffic is up, then the problem of decreased check size can be concluded.
March 2012
Executive Summary
Same-store sales Same-store sales is a term which refers to the differential in revenue generated by a retail chain's existing outlets over a certain period of time (often a fiscal quarter or a particular shopping season), compared to an identical period in the past, usually in the previous year. By comparing sales data from existing outlets (that is, by excluding new outlets), the comparison is like-to-like, and avoids comparing data that are fundamentally incomparable.
Amusement Park Foodservice Market Size and Forecast

Packaged Facts forecast foodservice revenue at U.S. amusement parks to reach $2.9 billion in 2012, up 3.6% from 2011. After tumbling 11.5% during 2009, amusement park foodservice sales have surpassed prerecession levels, thanks to robust sales in 2011, when revenue grew 6.5%. Make no mistake, food and beverage sales at amusement parks are big business, whether the parks are large or small; national, regional or local; sedate or thrilling; driven by teens or driven by families. Because the average amusement park visit overlaps with at least oneand often multiplemeal times, visitors have to eat. In 2011, the U.S. amusement park operations of the top five amusement park operators generated $2.44 billion in food and beverage revenue, about 18% of the $14.54 billion generated by either the company (as in the case of Busch Gardens Seaworld, Cedar Fair, and Six Flags) or its parks and resorts division (as Walt Disney World and Universal). Far and away the largest contributor to amusement park foodservice, The Walt Disney Company generates more revenue from foodservice sales than the next four operators combined.
Amusement Park Foodservice Revenue Drivers

In this chapter, Packaged Facts analyzes macroeconomic trends shaping amusement park industry growth, including an economic forecast through 2014; consumer confidence and unemployment; consumer spending trends and recreation spending trends; travel and leisure spending trends; hotel travel trends; and amusement park attendance trends.
Insight Capsule
With only a moderate increase in gross domestic product expected for 2012 and 2013 and only gradual reduction in a stubbornly high unemployment rate, our expectations for foodservice industry growth in general are limited. High unemployment among younger consumers calls for continued promotional activity: Continued high unemployment rates among younger age groups have significant ramifications for the amusement park foodservice industry, because teens and young adults are major attendance drivers, especially at theme parks that draw patronage based
March 2012
Executive Summary
on thrill rides. For many of these teens and young adults, discretionary income levels remain pinched, validating continued need to target them with promotions. As of February 2012, the unemployment rate for consumers age 16-17 was 29.9%, near its October 2010 recession high of 31.4%. Among consumers age 18-19, the unemployment rate was 20.8%, an 18% drop from its May 2010 recession high, while the unemployment rate among consumers age 20-24 was 13.8%, a 22% drop from its April 2010 recession high. Recreation on consumers minds: Although growth has been tepid, on an annualized basis, personal consumption expenditures have grown each quarter since Q1 2009, and personal income has grown each quarter since Q3 2009. However, consumer spending on recreational services has been more robust: From Q1 2009 to Q4 2011, consumer spending on recreational services has increased 21.8%, virtually double the rate of consumer spending generally (11%) during the same period of time. Travel rebound: After rebounding smartly in 2010 and 2011, travel expenditures by both domestic and international residents are also expected to grow at lower rates. Growth in spending and visits will be led by international travelers. Smith Travel Research (STR) data suggest that the U.S. hotel industry continues to gather steam, after bottoming in 2009. Overall in 2012, STR expects U.S. hotel occupancy to rise 0.5% to 60.4%, its average daily rate to rise 3.8% to $105.45, and its revenue per available room to increase 4.3% to $63.68. According to the 2010 TEA/AECOM Theme Index, 2010 attendance at the 20 largest North American theme parks surpassed those registered in 2007, with a 2007-2010 compound annual growth rate (CAGR) of 0.6%. Among major operators, on a percentage basis, Universal grew attendance the most during 2007-2010 (3.6%), followed by Disney (2.7%). At Seaworld/Busch Gardens, attendance dropped almost 10%.
Amusement Park Menu & Food Trends

In this section, Packaged Facts assesses trends affecting food service in amusement parks, including ticket pricing trends; meal promotions; food healthfulness; popular amusement park foods; quick-service and portability rationales; price promotions; entertainment districts; and branded food options.
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Executive Summary
Insight Capsule Major parks continue to incent longer stays to trigger additional in-park spending: For example, Busch Entertainment has sought to offset one-day price jumps implemented at many of its parks by keeping multi-day ticket prices constant. Major players are reigning in discounts. Six Flags has altered its buy-one-get-one-free promotions by 1) limiting the promotion through May 30 instead of letting it run through December 31 and 2) transitioning the promotion from buy-one-get-one-free to $20 off from May 31 through September 5. If youre looking to eat healthy, go somewhere else: While health is one of the foodservice industrys major buzzwords, the health trend has generally failed to penetrate amusement park foodservice. Disney, which has made healthy eating a part of its marketing platform, serves as a notable exception. At Wisconsin Dells-based Noahs Ark., deep-fried foods are a mainstay. In 2010, it tested out deep fried Twinkies and Oreos, which were a big success. For 2012, it planned to build a new Everything Fried food stand. Keep it simple, prepare it quickly and make it portable: Keeping menus simple by limiting menu items accelerates the food line, enabling quicker service. This helps the park, which can generate more revenue in a shorter period of time, as well as patrons, many of whom may view picking up something quick as a means to pursue their primary goal: exploring the parks rides and attractions. For similar reasons, portable items are a natural theme park fit, as they allow patrons to take their food with them as they explore the park, even allowing them to eat while waiting in line for the next big thrill ride. Its about food relevance: Because the average amusement park visit overlaps with at least oneand often multiplemeal times, visitors have to eat. But at some parks, food is not provided as a complement to a guests primary rationale for visiting the park; it is provided as part of the rationale. This is exemplified by World Disney Worlds Epcot, where food is a main ingredient in the guest experience. At Epcot, as well as other premier theme park resorts, top-notch foodservice is not only possible; guests expect and seek it. Entertainment districts: While a plethora of foodservice options await visitors in the park, many major amusement parks have developed adjacent entertainment districts. Much like areas that increasingly surround major metropolitan music and sports venue complexes, these entertainment districts cram an assortment of restaurants and other entertainment options into spaces guests walk throughoften on the way to or from the park. Restaurant-branded foodservice options are a part of the amusement park landscape, but their presence varies significantly from park to park.
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Executive Summary
Amusement Park Attendance Trends: Demographic Analysis

In this section, we analyze industry amusement park industry attendance trends by demographic, including the destination park and regional park categories; and by state of residence and park proximity. We also provide demographic analysis of major amusement parks, including each Disneyland and Disneyworld park, each Universal park, Busch Gardens Florida, Seaworld, Kings Island, Cedar Point, Six Flags, and Knotts Berry Farm. Insight Capsule While recession was not kind to the amusement park industry, attendance trends suggest growth despite those challenges, as we estimate that both absolute amusement park visits and percentage use among the adult population have increased during 2008-2011. However, our analysis suggests that some consumers have migrated away from destination amusement parks and toward regional parks, a likely consequence of the downward societal shift in HH income that occurred during the recession and the related need for a higher proportion of consumers to seek less expensive amusement park alternatives. For amusement park operators, distance from residence to amusement park helps inform the foodservice paradigm, which differs significantly depending on a parks status as a local, regional or destination draw. Our analysis of park visitors and their proximity to the park substantiates the status of major Florida parks as destination parks.
Fast Facts We estimate that U.S. resident adult amusement park users have visited an amusement park an average of 2.5 visits per year per user, which equates to total annual attendance of about 131 million. Our analysis of Simmons data suggests that the adult population of destination amusement park users has dipped 3% during 2008-2011, while the population of regional amusement park users has increased 5% during 2008-2011. Disney parks located in Florida draw 80% of U.S. resident visitors from outside of Florida. This percentage dips to about 70% at Universal Studios Orlando and to less than 60% at Universals Islands of Adventure. At Busch Gardens, the percentage drops to 50%. More than 6 in 10 Universal Studios Hollywood and Disneyland visitors reside outside of the greater Los Angeles area, where both parks are located. More than 6 in 10 visitors to these parks reside within California.
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Executive Summary
Kings Island and Cedar Point exemplify the meaning of regional. While both parks draw a sizeable audience from their home state of Ohio, neighboring states serve as attendance feeders. When compared to the average theme park goer, Disneyland U.S. adult resident visitors are more apt to be Hispanic, black and Asian. DisneyWorld Animal Kindgom visitors are more apt to be older and from the $150K+ HH income bracket. DisneyWorld Epcot Center visitors are more apt to be older, white and from the $100K+ HH income bracket. Moreover, 50% of adult visitors do have no children under the age of 18 in their households. DisneyWorld Magic Kingdom visitors are more apt to be older, white and far more likely to have $100K+ HH incomes. Universal Studios Hollywood visitors are more apt to be 18-24, with 28% of visitors coming from this age group. At Universal Studios Islands of Adventure, visitors are more apt to be age 45-64 and to come from middle-income households. Moreover, 50% of adult visitors have no children under the age of 18 in their households. Adults who visit Busch Gardens Florida are more likely than the average theme park goer to be older, black, and less likely to come from $150K+ income households. Seaworld visitors are more apt to be Hispanic and to have child under the age of 18 in their households. Knotts Berry Farm visitors are more apt to be Hispanic and Asian, and they are also more likely to be age 18-24 and 45-54. Six Flags has a higher share of users age 18-24 (3 in 10) than any other major park profiled in this section.

Amusement Park Visitor Restaurant Usage

In this section, we compare snack and beverage, limited-service and full-service restaurant usage among amusement park visitors to the general adult population. Insight Capsule Amusement park goers are a foodservice-friendly bunch: Amusement parks draw visitors more inclined than average to use restaurants, providing ample opportunity for in-park
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Executive Summary
foodservice options that can compete against off-site alternatives on taste, value and quality while addressing consumers rationales for visiting a specific park. This general tendency is not necessarily causal; rather, it is largely because theme park users are more likely to be younger and more affluent, demographic characteristics that heavily influence restaurant use. While an estimated 57% of adults age 18+ use casual restaurants, those who have visited a theme park in the past year are 30% more likely than all adults to do so. Theme park users are also more than 30% more likely to use family restaurants and snack and beverage restaurants, and they are 11% more likely to use quick-service restaurants. Theme park users are also 33% more likely than all adults to use limited -service restaurants at least 14 times per month. Disneyworld visitors, which are disproportionately higher income, are about 50% more likely than the average adult to use snack and beverage restaurants. This means that Disneyworld visitors may be especially inclined to purchase beverages such as smoothies and coffee drinks akin to what they might find at Starbucks, Dunkin Donuts, or Jamba Juice. Universal Studios Hollywood visitors are about 60% more likely than the average adult to use family restaurants and snack and beverage restaurants, and they are more than 50% more likely to use limited-service restaurants 14+ times per month. Busch Gardens visitors are more likely than Universal and Disney visitors to use casual restaurants: Busch Gardens visitors are about 60% more likely than the average adult to use casual restaurants. Visitors to major regional theme parks are generally more apt than the average adult to use a variety of restaurant options. More so than those who visit destination parks, regional park visitors are more likely to use casual restaurants.

The Amusement Park Visit: Companion & Travel Analysis

In this section, we analyze aspects of amusement park visitors last visit to an amusement park: choice of companions, the distance they travelled to the park, their mode of transportation, and their decision to use lodging.
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Executive Summary
Insight Capsule Group feeding: Our proprietary survey results suggest that amusement park foodservice programs should orient service and features toward feeding small groups. Some 40% of visitors come in groups of 3 or 4, and almost 40% come in groups of 4 or more people. Target families: The last time they went to an amusement park, almost 70% went with between 2-4 family members. This provides natural marketing opportunities to families, who may be receptive to bundled ticketing and food/drink promotionsallowing operators to lock in food/beverage spending before the visit, instead of losing out to offpark or BYO alternatives. Cater to parents with kids: Some 57% of respondents who have been to an amusement park in the last 12 months have children under age 18 in their households. Among these parent amusement park users, 74% brought at least one of their own children to the park the last time they visited one. Having kids in tow means having foodservice options that kids find appealing, but at a budget parents can afford. It also means tilting foodservice options toward quick service, but it may also mean providing full-service options for parents in those situations where kids can move about or use the park unsupervised. Think local: Most amusement park visits are local: More than 50% of amusement park trips were made by travelling 50 miles or less. This means in-park foodservice is at war with options on the way to the park and just outside of the park, as well as BYO options. At a time of high price sensitivity, pricing food/beverage options competitively with offsite options is more important than ever. Watch gas prices: some 88% of amusement park visitors travel to the park by car, positioning gas prices as a potential visitation obstacle. To get visitors to the park, operators can adjust parking prices in response to changes in gas prices, and study its effect on in-park food purchasing.
The Amusement Park Visit: BYO and Park Spending Analysis

In this section, we analyze aspects of amusement park visitors last visit to an amusement park: BYO food and beverage usage; and ticket, food, beverage, souvenir & parking spending. Insight capsule BYO food and beverage usage strongly competes with in-park foodservice: According to Packaged Facts proprietary survey results, some 4 in 10 adult amusement park guests brought their own food and/or beverages the last time they visited an amusement park. About a third brought their own beverages, and 3 in 10 brought their own food.
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Executive Summary
The tendency to bring ones own food or beverages decreases with amusement park visitor age, which may be due to less planning on younger visitors parts, as well as a testament to their disproportionate focus on thrills and rides, not food. Visitors with children in the home are more likely to bring their own food/beverages. Amusement park visitors are also more apt to bring their own food if they travel 150 miles or less to the amusement park: the last time they went to an amusement park, only 21% of those travelling 150+ miles brought their own food to the park. We estimate that amusement park visitors spent an average of $126 on the following goods and services during their last visit to an amusement park: admission ticket ($56), souvenirs ($21); food ($31); beverages ($12); and parking ($7). While the range of amusement park options translates to a wide spending net, park visitors do tend to spend at least a little bit on food and beverage: only 10% of amusement park visitors spent nothing on food the last time they visited an amusement park, with about the same percentage spending nothing on beverages. And, on average, for every $1.00 amusement park visitors spend on their admission ticket, they spend $0.73 on food and beverage. Food spending differs significantly by age, with amusement park visitors age 18-24 spending less than $20 during their last visit, those age 25-54 spending about $30, and visitors age 55+ spending more than $40. For younger visitors, food is an important component of the amusement park experience, but only insofar as it complements their driving rationales for visiting amusement parks: rides, games and other activities. Among older visitors, food plays a more important role in the experience: a time for respite and conversation or (at parks such as Epcot) a time to experience food as part of the experience. For parents bring kids along, not surprisingly, a visit to the amusement park costs more money. While this additional cost is associated with purchasing tickets and other goods and services for their children, our research also suggests that parents who bring children to the park spend more on themselves than parents who do not bring their children. Our analysis also suggests that repeat amusement park visitors may spend more per visit. As amusement park fans, they spend more on their experience. The last time they went, repeat visitors spent 25% more than 1-time visitors on their admission ticket, souvenirs, food, beverages, and parking.
Amusement Park Operator Foodservice Analyses

In this chapter, Packaged Facts analyzes major amusement parks foodservice platforms, including those of Cedar Fair, L.P., Six Flags Entertainment Corporation, Universal Parks & Resorts, and The Walt Disney Company.
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Chapter 2: Amusement Park Foodservice Market Size and Forecast
Market size and forecast summary

Packaged Facts forecast foodservice revenue at U.S. amusement parks to reach $2.9 billion in 2012, up 3.6% from 2011.
Attendance on the upswing

We estimate that in 2011, 52.9 million adults age 18+ visited a theme park in the last 12 months, about 23.5% of the U.S adult populationup 4% from 50.9 million in 2008, or about 23.1% of the population.
For amusement parks, food is big business

Make no mistake, food and beverage sales at amusement parks are big business, whether the parks are large or small; national, regional or local; sedate or thrilling; driven by teens or driven by families. Because the average amusement park visit overlaps with at least oneand often multiplemeal times, visitors have to eat. As shown below, in 2011, the U.S. amusement park operations of the top five amusement park operators generated $2.44 billion in food and beverage revenue, about 18% of the $14.54 billion generated by either the company (as in the case of Busch Gardens Seaworld, Cedar Fair, and Six Flags) or its parks and resorts division (as Walt Disney World and Universal). Walt Disney foodservice revenue higher than next four amusement park operators combined Far and away the largest contributor to amusement park foodservice, The Walt Disney Company generates more revenue from foodservice sales than the next four operators combined. Table 2-1: Foodservice Revenue, Top Five Amusement Park Operators, 2011
Revenue $mil Walt Disney World* Universal Busch Gardens Seaworld Cedar Fair Six Flags Total $9,300 $1,989 $1,206 $1,029 $1,013 $14,537 Attendance mil 71.1 19.5 16.7 23.4 24.3 155.0 Per capita spend $mil $131 $102 $72 $44 $42 $78.1 Food and beverage $mil $1,460 $358 $205 $210 $207 $2,440 Food & beverage share % of revenue 16% 18% 17% 20% 20% 18%
Source: Packaged Facts, based on company documents and Packaged Facts estimates *dollar figures for year ending September 30, 2011
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Market size estimate

Packaged Facts forecast foodservice revenue at U.S. amusement parks to reach $2.9 billion in 2012, up 3.6% from 2011. After tumbling 11.5% during 2009, amusement park foodservice sales have surpassed prerecession levels, thanks to robust sales in 2011, when revenue grew 6.5%.
Graph 2-1: Amusement Park Foodservice Revenue, 2007-2014
Source: Packaged Facts
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Chapter 3: Amusement Park Foodservice Revenue Drivers INTRODUCTION

INSIGHT CAPSULE
With only a moderate increase in gross domestic product expected for 2012 and 2013 and only gradual reduction in a stubbornly high unemployment rate, our expectations for foodservice industry growth in general are limited. High unemployment among younger consumers calls for continued promotional activity: Continued high unemployment rates among younger age groups have significant ramifications for the amusement park foodservice industry, because teens and young adults are major attendance drivers, especially at theme parks that draw patronage based on thrill rides. For many of these teens and young adults, discretionary income levels remain pinched, validating continued need to target them with promotions. As of February 2012, the unemployment rate for consumers age 16-17 was 29.9%, near its October 2010 recession high of 31.4%. Among consumers age 18-19, the unemployment rate was 20.8%, an 18% drop from its May 2010 recession high, while the unemployment rate among consumers age 20-24 was 13.8%, a 22% drop from its April 2010 recession high. Recreation on consumers minds: Although growth has been tepid, on an annualized basis, personal consumption expenditures have grown each quarter since Q1 2009, and personal income has grown each quarter since Q3 2009. However, consumer spending on recreational services has been more robust: From Q1 2009 to Q4 2011, consumer spending on recreational services has increased 21.8%, virtually double the rate of consumer spending generally (11%) during the same period of time. Travel rebound: After rebounding smartly in 2010 and 2011, travel expenditures by both domestic and international residents are also expected to grow at lower rates. Growth in spending and visits will be led by international travelers. Smith Travel Research (STR) data suggest that the U.S. hotel industry continues to gather steam, after bottoming in 2009. Overall in 2012, STR expects U.S. hotel occupancy to rise 0.5% to 60.4%, its average daily rate to rise 3.8% to $105.45, and its revenue per available room to increase 4.3% to $63.68. According to the 2010 TEA/AECOM Theme Index, 2010 attendance at the 20 largest North American theme parks surpassed those registered in 2007, with a 2007-2010 compound annual growth rate (CAGR) of 0.6%. Among major operators, on a percentage basis, Universal grew attendance the most during 2007-2010 (3.6%), followed by Disney (2.7%). At Seaworld/Busch Gardens, attendance dropped almost 10%.
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Overview
Economic forecast through 2014

GDP: A long time getting back, but finally passes pre-recession levels
Gross domestic product expanded at a 2.5% annual rate during Q3 2011, according to the U.S. Commerce Department, the fastest pace in a year, and up from 1.3% in the prior three-month period. After adjusting for inflation, GDP climbed to $13.35 trillion last quarter, topping the $13.33 trillion peak reached in the last three months of 2007. Going forward, as forecasted by the Federal Reserve (below), the United States can expect only gradual rates of improvement in the unemployment rate and moderate GDP growth. Forecast factors Packaged Facts chooses to highlight the unemployment forecast of the Federal Open Market Committee (FOMC), the participants of which are the five members of the Board of Governors and the presidents of the 12 Federal Reserve Banks. On January 24-25, 2012, the FOMC reported released projections for GPD, unemployment and inflation. In comparison to it November 2011 meeting, its projections for unemployment were more positive, while their projections for GDP and inflation remained roughly the same. On a positive note FOMC participants stated that the economic information received since November showed continued gradual improvement in the pace of economic activity during the second half of 2011, as the influence of the temporary factors that damped activity in the first half of the year subsided. Specifically, they pointed to the following: Consumer spending increased at a moderate rate Exports expanded solidly Business investment rose further Consumers and businesses appeared to become somewhat more optimistic about the outlook Financial conditions for domestic nonfinancial businesses were generally favorable Conditions in consumer credit markets showed signs of improvement
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On a negative note However, the FOMC also cited a number of factors suggesting that the pace of economic expansion would continue to be restrained: Although some indicators of activity in the housing sector improved slightly at the end of 2011, new homebuilding and sales remained at depressed levels, house prices were still falling, and mortgage credit remained tight; Households' real disposable income rose only modestly through late 2011; Federal spending contracted toward year-end; and Weaker demand for U.S. exports.
The projections The chart shows the range of projections provided for GPD, unemployment and inflation, excluding the three highest and three lowest projections, for each variable in each year. The FOMC believes that the pace of the economic expansion will strengthen over the 2013-14 period. The central tendencies of participants' forecasts for the change in real GDP were 2.8% to 3.2% in 2013 and 3.3% to 4.0% in 2014. With real GDP expected to increase at a modest rate in 2012, the unemployment rate was projected to decline only a little during 2012, with the central tendency of participants' forecasts at 8.2% to 8.5% at year-end. Graph 3-1: Unemployment, GDP & Inflation Forecast, 2012, 2013, 2014 & Longer Term
Source: U.S. Federal Reserve, Federal Open Market Committee, November 1-2, 2011 Note: Data above reflects the central tendency, which excludes the 3 highest and 3 lowest projections for each variable in each year submitted by the five members of the Board of Governors and the 12 presidents of the Federal Reserve Banks
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Consumer confidence showing signs of mending

The Consumer Confidence Index (CCI), a monthly release produced by the non-profit business group The Conference Board, is designed to assess the overall confidence, relative financial health and spending power of the average U.S. consumer. As of January 2012, the Conference Board Consumer Confidence Index stood at 61.1 (1985=100), down from 64.8 the previous month.
In a press release, Lynn Franco, Director of The Conference Board Consumer Research Center, stated: Consumer Confidence retreated in January, after large back-to-back gains in the final two months of 2011. Consumers' assessment of current business and labor market conditions turned more downbeat and is back to November 2011 levels. Regarding the short-term outlook, consumers are more upbeat about employment, but less optimistic about business conditions and their income prospects. Recent increases in gasoline prices may have consumers feeling a little less confident this month.
Graph 3-2: Unemployment Rate, Savings Rate & Consumer Confidence, 2007-2012
Source: The Conference Board Consumer Research Center; U.S. Federal Reserve; U.S. Bureau of Labor Statistics Note: 1) Unemployment rate for ages 16 years and older; 2) Personal saving as a percentage of disposable personal income; months seasonally adjusted at annual rates; Consumer Confidence base year is 1985, when Index was 100.
Unemployment remains high but is tapering downward

According to the U.S. Bureau of Labor Statistics, nonfarm payroll employment rose by 243,000 in January 2012, while both the number of unemployed persons (12.8 million) and the unemployment rate (8.3%) continued to trend down. Job growth was widespread in the private sector, with large employment gains in professional and business services, leisure and hospitality, and manufacturing. Government employment changed little over the month.
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Compared to December 2010, nonfarm payroll employment rose by 1.6 million and average hourly earnings increased by 2.1%. However, this is still about 6 million fewer jobs than were reported in November 2007. The number of long-term unemployed (those jobless for 27 weeks or more) was little changed at 5.5 million and accounted for 42.9% of the unemployed. The number of persons employed part time for economic reasons, at 8.2 million, changed little in January. These individuals were working part time because their hours had been cut back or because they were unable to find a full-time job.
Demographic analysis
In the months since its October 2009 peak of 10%, the national unemployment rate has fallen to 8.3% by February 2012, with much of the decline occurring during the latter half of 2011. Amusement park foodservice consequences However, as shown in the table below, while unemployment rates among younger age groups have also fallen, they remain quite high. This has significant ramifications for the amusement park foodservice industry, because teens and young adults are major attendance drivers, especially at theme parks that draw patronage based on thrill rides. As of February 2012, the unemployment rate for consumers age 16-17 was 29.9%, near its October 2010 recession high of 31.4%. Among consumers age 18-19, the unemployment rate was 20.8%, an 18% drop from its May 2010 recession high, while the unemployment rate among consumers age 20-24 was 13.8%, a 22% drop from its April 2010 recession high.
Promotional activity should continue For many of these teens and young adults, discretionary income levels likely remain pinched, validating the need for continuing to target this group with promotions. For those attending theme parks with family, the burden of paying for the trip may fall even more disproportionately to the parents, which suggests the need for appropriate family-driven promotions.
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Graph 3-3: Monthly Unemployment Trends, Younger Age Groups, by Demographic: 2007-2012
Source: U.S. Bureau of Labor Statistics Note: figures are seasonally adjusted
Consumer spending ticks slowly upward

The data below suggests continued but tepid growth in consumer spending. Personal consumption expenditures (PCE) is the primary measure of consumer spending on goods and services in the U.S. economy. It accounts for about two-thirds of domestic final spending, and thus it is the primary engine that drives future economic growth. Personal consumption expenditures is collected and used by the U.S. Bureau of Economic Analysis. As shown below, on an annualized basis, PCE has grown each quarter since Q1 2009, and personal income has grown each quarter since Q3 2009. However, growth has been tepid at best, with only one quarter of income growth (and no quarters of expenditure growth) above 2% during this period of time.
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Graph 3-4: Personal Income and Spending Trends, 2007-2011
Source: U.S. Bureau of Economic Analysis Note: figures are not adjusted for inflation
Spending on recreational services outpaces overall consumer spending However, in comparison to consumer spending generally, consumer spending on recreational services has been more robust, as suggested by the chart below. From Q1 2009 to Q4 2011, consumer spending on recreational services has increased 21.8%, virtually double the rate of consumer spending generally (11%) during the same period of time.
Graph 3-5: Personal Spending on Recreational Services, 2007-2011
Source: U.S. Bureau of Economic Analysis
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Travel and tourism spending

Hotel occupancy and rate trends are an important barometer of business and leisure travel spending. Leisure travel spending is a key amusement park industry driver. Tourism spending In Q3 2011, The U.S. Department of Commerce estimated that total current-dollar tourismrelated spending was $1.2 trillion, consisting of $813.2 billion (68%) of direct tourism spending (goods and services sold directly to visitors) and $387.7 billion (32%) of indirect tourism-related spending (goods and services used to produce what visitors buy). Real (inflation-adjusted) spending on travel and tourism decreased at an annual rate of 1.0% during Q3 2011, after increasing 3.2% the previous quarter. By comparison, growth in real gross domestic product (GDP) increased 2.0% (second estimate) during Q3 2011 after increasing 1.3% in Q2. The U.S. DOC attributed the decrease in real spending on tourism primarily to decreases in total transportation and in traveler accommodations. Overall growth in prices for travel and tourism goods and services increased 5.2% during Q3 2011, following a 7.4% increase in Q2 2011. The pricing growth reflected increases in prices for traveler accommodations and for total transportation costs.
Travel spending and volume to moderate in 2012 and beyond

U.S. domestic travel (including leisure, business, convention and other travel) is expected to increase 1.5% to total 2.04 billion person-trips, according to the U.S. Travel Association (USTA). This represents a declining rate of growth in comparison to 2010 and 2011, when pertrips rose a respective 3.4% and 2.0% (shown in the table below). The USTA defines a person-trip as one person on a trip away from home overnight in paid accommodations, or on a day or overnight trip to places 50 miles or more, one-way, away from home. After rebounding smartly in 2010 and 2011, travel expenditures by both domestic and international residents are also expected to grow at lower rates. Growth in spending and visits will be led by international travelers. Government forecast calls for even higher growth international travel to U.S. The U.S. Department of Commerce (DOC) projects international travel to the United States will continue experiencing strong growth through 2016, per its October 27, 2011 news release. Visitor volume is expected to increase 6% in 2011 and reach 63 million visitors who stay one or more nights in the United States. This growth would build on the 9% increase in arrivals in 2010, which resulted in a record 59.7 million visitors.
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According to the current forecast, the United States would see 5% annual growth rates in visitor volume during 2012-2016. By 2016, this growth would produce 81 million visitors, a 36% increase and an additional 22 million visitors compared to 2010.
Table 3-1: U.S. Travel Historical Expenditures and Forecast, 2007-2014

($bil) and (mil) Total travel expenditure in U.S. % change 2007 $738.6 6.1% 2008 $772.9 4.7% 2009 $704.4 -8.8% 2010 $758.7 7.7% 2011 $815.2 7.5% 2012 $841.6 3.2% 2013 $877.8 4.3% 2014 $922.0 5.0%
U.S. residents % change
641.3 5.1%
662.4 3.3%
610.2 -7.9%
655.2 7.4%
704.3 7.5%
725.4 3.0%
756.3 4.3%
791.1 4.6%
International visitors* % change
97.4 12.9%
110.4 13.5%
94.2 -14.6%
103.5 10.2%
111 7.2%
116.2 4.7%
121.5 4.5%
131 7.8%
Total international visitors to U.S. % change
56.0 9.8%
57.9 3.5%
55 -5.1%
59.8 8.8%
62.3 4.1%
64.4 3.4%
66.6 3.5%
69.9 4.9%
Overseas arrivals the U.S. % change
23.9 10.3%
25.3 6.1%
23.8 -6.3%
26.4 11.0%
27.9 5.9%
29.0 3.8%
30.2 4.3%
31.6 4.6%
Total domestic person-trips** % change
2,004.5 0.2%
1,964.9 -2.0%
1,900.6 -3.3%
1,965.7 3.4%
2,004.9 2.0%
2,035.8 1.5%
2,072.1 1.8%
2,114.0 2.0%
Business % change
494.3 -2.8%
461.1 -6.7%
436.5 -5.3%
451.5 3.4%
457.9 1.4%
465.7 1.7%
473.9 1.8%
481.3 1.6%
Leisure % change
1,510.2 1.2%
1,503.8 -0.4%
1,464.2 -2.6%
1,514.2 3.4%
1,547.0 2.2%
1,570.0 1.5%
1,598.2 1.8%
1,632.7 2.2%
Source: U.S. Travel Association, citing U.S. Travel Association's Travel Forecast Model, BLS, Department of Labor; OTTI, BEA, Department of Commerce (updated on November 1, 2011). *Excludes international visitors' spending on traveling to the U.S. on U.S. flag carriers, and other misc. transportation; **One person trip of 50 miles or more, one way, away from home or including one or more nights away from home.
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Hotel travel trends

Hotel occupancy and rate trends are an important barometer of business and leisure travel spending. Leisure travel spending is a key amusement park industry driver. Destination resort relevance Hotel trends are especially relevant to destination resorts, which draw a high percentage of outof-state visitors requiring lodgings. As shown in the table below, our proprietary research reveals a strong correlation between the distance consumers travel to amusement parks and their use of hotel/lodging as part of their visit. Of amusement park visitors who travelled more than 150 miles to the park, 80% stayed at a hotel/lodging establishment during their visit; among those who travelled 150 miles or less, only 25% stayed at a hotel/lodging establishment.
Table 3-2: Hotel/Lodging Use by Miles Travelled to Amusement Park, 2011

The last time I went to an amusement park: I stayed at a hotel/lodging establishment All 35% Miles travelled to amusement park 1-150 151+ 25% 80%
Source: Packaged Facts, based on data from August 2011 proprietary survey Base: 576 respondents age 18+ who have visited an amusement park in the last 12 months
Amusement parks as hotel operators Some regional and destination amusement parks also operate hotel properties on or adjacent to their amusement park properties. Regional amusement park Cedar Point, operated by Cedar Fair, LP., owns and operates four hotel facilities for its visitors. Knotts Berry Farm, located near Los Angeles, operates Knotts Berry Farm Resort Hotel, a 320-room, full-service hotel located adjacent to the park. Universal Orlando operates three upscale hotels on-site: Loews Portofino Bay Hotel, Hard Rock Hotel, and Loews Royal Pacific Resort.
At The Walt Disney Company, the importance of hotels is taken to an entirely different level: As of October 1, 2011, Disney owned and operated 17 resort hotels at the Walt Disney World Resort alone, with a total of approximately 22,000 rooms and 468,000 square feet of conference meeting space. In May 2010, Disney announced plans to open Walt Disney World Resorts eighteenth hotel, Disneys Art of Animation Resort, which will add nearly 2,000 rooms by the end of 2012, including 1,120 family suites.
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Hotel industry upswing

Smith Travel Research (STR) data suggest that the U.S. hotel industry continues to gather steam, after bottoming in 2009. STR reports that the hotel industry has grown in 2010 and through 2011, after suffering significant revenue declines in 2008 and 2009. Occupancy rates fell 8.7% in 2009 to 55.1%, and revenue per room was $42.35, a 16.7% decline from 2008. But in 2010 and 2011, on a monthly basis, the industry has tallied year-over-year gains in each of three key metrics (occupancy rate, average daily rate, and revenue per available room). Table 3-3: Monthly Hotel Room Occupancy Rates and Revenue by Quarter, 2009-2011
Dec 2009 Occupancy (%) Y-O-Y % change
44.2% -1.9
Mar 2010
57.9% 5.9
Jun 2010
65.0% 6.9
Sept 2010
59.9% 6.7
Dec 2010
46.0% 5.4
Mar 2011
61.4% 6.1
Jun 2011
67.6% 4.0
Sept 2011
63.3% 5.7
Dec 2011
47.6% 3.5
Avg. daily rate Y-O-Y % change
$93.7 -6
$97.9 -2
$98.3 1
$99.3 2
$96.2 1.9
$101.7 3.8
$101.95 3.7
$103.40 4.1
$99.67 3.6
Revenue per available room Y-O-Y % change
$41.5 -7.8
$56.7 3.8
$63.9 8
$59.5 8.8
$44.2 7.4
$62.5 10.1
$72.14 12.9
$65.47 10.1
$47.48 7.3
Source: Smith Travel Research, Inc. (aggregated from press releases); monthly figures.
Positive forecast Longer term, STR expects the U.S. hotel industry to report steady revenue-per-available-room increases in both 2012 and 2013, according to its January 2012 forecast. Overall in 2012, the U.S. hotel industrys occupancy is expected to rise 0.5% to 60.4%, its average daily rate is projected to be up 3.8% to $105.45 and its revenue per available room is planned to increase 4.3% to $63.68.
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Table 3-4: U.S. Monthly Hotel Room Occupancy and Rate Outlook, 2012-13
2012 Amount Occupancy (%) Avg. daily rate ($) Revenue per available room ($) 60.4% $105.45 $63.68 % change 0.5% 3.8% 4.3% Amount 60.7% $110.06 $66.81 2013 % change 0.5% 4.4% 4.9%
Source: Smith Travel Research, Inc. (January 2012)
Theme park attendance trends

Attendance passes pre-recession levels As shown below, 2010 attendance at the 20 largest North American theme parks surpassed those registered in 2007, with a 2007-2010 compound annual growth rate (CAGR) of 0.6%. According to the 2010 TEA/AECOM Theme Index, in 2010, average attendance increased 1.8% in North American parks, with many sectors at or close to prerecession levels. Among major operators, both Universal and Disney parks reaped the rewards of substantial reinvestment with new attractions in Orlando and Los Angeles.
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Table 3-5: Theme Park Attendance, Top 20 Theme Parks, 2007-2010

Attendance rank Magic Kingdom (at Walt Disney World) Disneyland, Anaheim, CA Epcot (at Walt Disney World) Disneys Animal Kingdom (at Walt Disney World) Disneys Hollywood Studios (at Walt Disney World) Disney California Adventure, Anaheim, CA Islands of Adventure at Universal Orlando, FL Universal Studios at Universal Orlando, FL Seaworld Florida, Orlando, FL Universal Studios Hollywood, Universal City, CA Busch Gardens Tampa Bay, Tampa, FL Seaworld California, San Diego, CA Knotts Berry Farm, Buena Park, CA Canadas Wonderland, Maple, On, Canada Kings Island, Kings Island, OH Cedar Point, Sandusky, OH Hershey Park, Hershey, PA Busch Gardens, Williamsburg, VA Six Flags Great Adventure, Jackson, NJ Six Flags Great America, Gurnee, IL Total attendance
Source: Packaged Facts, based on data from TEA (Themed Entertainment Association) Note: Walt Disney World is located in Lake Buena Vista, FL
Attendance (mil) 2007 17.06 14.87 10.93 9.49 9.51 5.68 5.43 6.20 5.80 4.70 4.40 4.26 3.63 3.25 3.05 3.12 2.94 3.16 2.72 2.63 122.83 2010 16.97 15.98 10.83 9.69 9.60 6.28 5.95 5.93 5.10 5.04 4.20 3.80 3.60 3.38 3.11 3.05 2.89 2.80 2.70 2.70 123.60
2007 1 2 3 5 4 8 9 6 7 10 11 12 13 14 17 16 18 15 19 20
2010 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
% change 2007-10 CAGR -0.5% 7.5% -0.9% 2.1% 0.9% 10.6% 9.6% -4.4% -12.1% 7.2% -4.5% -10.8% -0.8% 4.0% 2.0% -2.2% -1.7% -11.3% -0.7% 2.7% 0.6%
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Theme park operator attendance trends

Among major operators, Universal grew attendance the most during 2007-2010 (3.6%), followed by Disney (2.7%). At Seaworld/Busch Gardens, attendance dropped almost 10%. Table 3-6: Theme Park Attendance: Top 20 Theme Parks by Theme Park Owner, 2007-2010
Theme park operator Disney Attendance share Universal Attendance share Seaworld/Busch Gardens Attendance share Cedar Fair Attendance share Six Flags Attendance share Hershey Attendance share Total Top 20 theme parks
2007
67.54 55.0% 16.33 13.3% 17.62 14.3% 13.05 10.6% 5.35 4.4% 2.94 2.4%
2010
69.35 56.1% 16.92 13.7% 15.9 12.9% 13.14 10.6% 5.4 4.4% 2.89 2.3%
Change
2.7% 1.1 3.6% 0.4 -9.8% -1.5 0.7% 0.0 0.9% 0.0 -1.7% -0.1
Parks
(6) Magic Kingdom; Disneyland; Epcot; Disney's Animal Kingdom; Disney's Hollywood Studios (3) Universal Studios Orlando; Islands of Adventure at Universal Orlando; Universal Studios Hollywood (4) Busch Gardens Tampa Bay; Busch Gardens Williamsburg; Seaworld Florida; Seaworld California (4) King's Island, Cedar Point, Canada's Wonderland, Knott's Berry Farm (2) Six Flags Great Adventure; Six Flags Great America
(1) Hershey Park
122.8 100%
123.6 100%
0.6% -
Source: Packaged Facts, based on data from TEA (Themed Entertainment Association) Note: Walt Disney World is located in Lake Buena Vista, FL
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Chapter 4: Amusement Park Menu & Food Trends INTRODUCTION

INSIGHT CAPSULE
Major parks continue to incent longer stays to trigger additional in-park spending: For example, Busch Entertainment has sought to offset one-day price jumps implemented at many of its parks by keeping multi-day ticket prices constant. Major players are reigning in discounts. Six Flags has altered its buy-one-get-one-free promotions by 1) limiting the promotion through May 30 instead of letting it run through December 31 and 2) transitioning the promotion from buy-one-get-one-free to $20 off from May 31 through September 5. If youre looking to eat healthy, go somewhere else: While health is one of the foodservice industrys major buzzwords, the health trend has generally failed to penetrate amusement park foodservice. Disney, which has made healthy eating a part of its marketing platform, serves as a notable exception. At Wisconsin Dells-based Noahs Ark., deep-fried foods are a mainstay. In 2010, it tested out deep fried Twinkies and Oreos, which were a big success. For 2012, it planned to build a new Everything Fried food stand. Keep it simple, prepare it quickly and make it portable: Keeping menus simple by limiting menu items accelerates the food line, enabling quicker service. This helps the park, which can generate more revenue in a shorter period of time, as well as patrons, many of whom may view picking up something quick as a means to pursue their primary goal: exploring the parks rides and attractions. For similar reasons, portable items are a natural theme park fit, as they allow patrons to take their food with them as they explore the park, even allowing them to eat while waiting in line for the next big thrill ride. Its about food relevance: Because the average amusement park visit overlaps with at least oneand often multiplemeal times, visitors have to eat. But at some parks, food is not provided as a complement to a guests primary rationale for visiting the park; it is provided as part of the rationale. This is exemplified by World Disney Worlds Epcot, where food is a main ingredient in the guest experience. At Epcot, as well as other premier theme park resorts, top-notch foodservice is not only possible; guests expect and seek it. Entertainment districts: While a plethora of foodservice options await visitors in the park, many major amusement parks have developed adjacent entertainment districts. Much like areas that increasingly surround major metropolitan music and sports venue complexes, these entertainment districts cram an assortment of restaurants and other entertainment options into spaces guests walk throughoften on the way to or from the park. Restaurant-branded foodservice options are a part of the amusement park landscape, but their presence varies significantly from park to park.
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Overview
Ticket pricing trends

Price hikes In response to declining attendance, as the recession progressed, many theme park operators attempted to make up lost revenue ground by raising ticket prices. In 2009, Sea World Orlando raised admission prices three times in slightly more than a year (a $5 jump to $74.95 for a standard single day ticket).
Incenting longer stays to trigger additional in-park spending Busch Entertainment Parent company Busch Entertainment sought to offset one-day price jumps implemented at many of its parks by keeping multi-day ticket prices constant. This provides incentive for guests to extend their visit, and the additional days in the park can translate to additional in-park food and merchandise spending. Walt Disney World Walt Disney World has offered a Buy 4, Get 3 package, where guests who purchase four days of lodging and tickets get three more for free. As with the Busch Gardens promotion, this provides incentive for longer stays, which in turn can translate to additional food and souvenir purchases (Tourist Attractions and Parks, February/March 2009). Universal Hollywood Universal Hollywood promoted an All Access Pass, an annual pass with no blackout dates, a VIP entrance, priority seating to some high demand attractions, as well as food and merchandise discounts throughout the park. The pass is priced just above the parks non-discounted daily ticket price, theoretically incenting guests to come 364 more days per year. Many Universal Hollywood guests come from the greater Los Angeles area, so the potential for repeat business (especially with a second or third visit costing $0 for admission) is high.
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Six Flags multi-year approach to improving ticket yield Six Flags has begun to execute a multi-year approach to improving ticket yield. It has recognized the need to move away from discounting, which it has acknowledged relying on more than the industry as a whole. Outlined in 2011, its multi-year pricing strategy seeks to generate revenue by: Improving admission per capita Continuing to drive ticket purchases online in advance of visit Raising ticket prices across all price levels to manage migration between ticket types Fencing discounts for seasonality and to create urgency Driving frequency & loyalty with season passes and added value (to protect and grow season pass sales to maximize revenue per guest) Reducing non-selling complimentary tickets
As part of its fencing and urgency strategy, in 2011, Six Flags significantly altered its ticket discounting strategy: Six Flags altered its buy-one-get-one-free promotions by 1) limiting the promotion through May 30 instead of letting it run through December 31 and 2) transitioning the promotion from buy-one-get-one-free to $20 off from May 31 through September 5.
Meal promotions
Six Flags Six Flags offers Meal Deals and Souvenir Sport Bottles, available online before consumers head to the park. Offerings in 2012 include Super Hero Meals: individual meal deals for one person, with a choice of either cheeseburgers, Flags Famous chicken strips, foot long hot dog or Primos Pizzeria for $13.49; a Discover Family Meal Deals with a choice of either Primos Pizzeria or Flags Famous chicken strips that feed four people for $44.99; a 2012 Souvenir Sport Bottle that allows for free refills on the day of purchase, and 99 cent soda refills the rest of the season. Bottles are $13.99 each. Universal Studios Orlando While Universal Studios Orlando offers a variety of ticket promotions (including some for Florida residents), only the Annual Preferred and/or Annual Premier Pass offer discounts on food. The Preferred Pass sells for $199.99 plus tax (after discount); the Premier Pass goes for $324.99 plus tax (after discount). Busch Gardens all-day dining deal Busch Gardens is a day-trip for most people, and guests come to experience the animals and
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rides in the park, rather than a destination for food. Busch Gardens offers an All Day Dining Meal at participating restaurants for only $29.99 per person.
If youre looking to eat healthy, go somewhere else

While health is one of the foodservice industrys major buzzwords, the health trend has generally failed to penetrate amusement park foodservice. Disney, which has made healthy eating a part of its marketing platform, serves as a notable exception. Pack a lunch To eat healthy, Leslie Boersma, concessions manager at Englewood, Colorados Pirates Cove Family Fun Aquatic Center, packs her own lunch: People have made fun of me for that, she says, but its so hard to find something healthy to eat at an amusement park (Tourist Attraction & Parks, September 2011). Pirates Cove introduced some healthy menu options for the 2011 season, including Italian and Ranch salads and strawberry, blueberry and pineapple fruit cups. But classic fatty fare continues to reign supreme with the amusement park public: Our individual pizzas and funnel cakes are our best sellers, according to Boersma. Is that the dietician crying? According to Michael Fishman, managing partner at Thunder Falls Waterpark in Birmingham, Mich., visitors to his park favor the kinds of foods that would make a dietician cry: pizza, chili cheese fries with Detroit Coney sauce and a multitude of Slushees. Everyone is on vacation when they come here; theyre not counting calories, Fishman said. If you cant enjoy yourself on a nice sunny day at a waterpark, you cant enjoy yourself anywhere. (Tourist Attraction & Parks, September 2011). Noahs Ark: deep-fried foods are a mainstay At Wisconsin Dells-based Noahs Ark., deep-fried foods are a mainstay. According to company president Tim Gantz, Guests take the occasion to move away from their diets. It did well and well expand perhaps with additional fryers next year. Fried isnt the most healthy, but the park visit is time to take a break from the diet. Old stand-by favorites, the hamburgers and hot dogs, and chicken sticks, sold well in 2010, and their sales have increased every year (Tourist Attractions & Parks, February 2011). Deep-fried Twinkies and Oreos While healthy choices are available to guests, most guests take a vacation from their healthy diets and order fun foods, according to Judes Gilkerson, its Food and Beverage Manager. According to Gilkerson in 2010, we tested out the deep fried Twinkies and Oreos and they were
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a huge success, so next year we are building a new food stand that will be Everything Fried. It will serve just fried foods and treats such as a deep fried cheese curds, a Wisconsin favorite, and another novelty food, deep fried Pepsi, which is funnel cake made with a Pepsi batter (Tourist Attractions & Parks, June 2011). Healthy foods are offered A close look across the amusement park landscape does reveal some healthy options, including ethic wraps, branded gourmet coffee bars, thin-crust gourmet pizzas, fresh salads, grills, fresh fruit smoothies and specialty childrens menus that offer something beyond chicken nuggets and fried fare. According to its Director of Food and Beverage, Roaring Springs Waterpark offers both healthy items and traditional items because our guests look for both, but it is the quick food and the fun food that sell the quickest. The park, located in Meridian, Idaho, offers 10 order-andgo venues that serve hamburgers, pizza, tacos, subs, salads, corn dogs, funnel cakes, ice cream, cotton candy, novelty drinks and other traditional favorites (Tourist Attractions & Parks, June 2011).
Amusement park staples

Ice cream Cold foods and beverages are a popular choice at WildWater Adventure in Muskegon, Michigan, according to Food Service Manager Rob June. Ice cream and ice cream-based foods are very refreshing on a hot day, obviously, June said. We also have introduced two new drink locations in our park that sell Icees. Visitors can buy souvenir vessels and fill them with whatever they want (Tourist Attraction & Parks, September 2011). Finger foods Finger foods are also top-selling items for WildWater Adventure visitors, who are often on the go, June said. Id have to say French fries and other finger foods are our best sellers, for two reasons, June said. One is that there is a shorter wait time in line, and the other is that people can walk around the park and eat them on the way to the next location. (Tourist Attraction & Parks, September 2011). Pizza At Zehnders Splash Village in Frankenmuth, Michigan, pizza is the hands-down fast food winner, far and away, our best seller, according to Al Zehnder, company CEO (Tourist Attraction & Parks, September 2011).
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Rules to live by
Keep it simpleand prepare it quickly Keeping menus simple by limiting menu items accelerates the food line, enabling quicker service. This helps the park, which can generate more revenue in a shorter period of time, as well as patrons, many of whom may view picking up something quick as a means to pursue their primary goal: exploring the parks rides and attractions. This is truer of local and regional parks than destination parks, where guests with more time to spend at the parks are more apt to seek full-service foodservice options. However, as detailed in our Amusement Park Operator Foodservice Analyses, even destination amusement park leader Walt Disney World provides a slew of quick-service options. At the other end of the spectrum, Hawaiian Falls Firewheel, in Garland, Texas, draws about 155,000 guests per year. These guests spend about $2 per person on food and are a more snackoriented group. At the park, a commissary-style kitchen serves hot dogs, chicken strips, BBQ sandwiches, mini burgers, nachos and drinks, as well as Pizza Hut personal size pizzas and chicken wings. From kiosks, guests snap up varied prepackaged novelty items such as Blue Bell ice cream, Mini Melts, Lemon Chills, candies such as Pucker Powder and bottled drinks (Tourist Attractions and Parks, January 2009). According to James Kellenberger, Director of Food Operations for Knott's Berry Farm's Soak City, Buena Park, California, Guests are constrained by time. They're paying per day. The biggest aspect as they enter the line is for us to produce food in the fastest possible time frame as quoted in Tourist Attractions and Parks. Make it portable For similar reasons, portable items are a natural theme park fit, as they allow patrons to take their food with them as they explore the park, even allowing them to eat while waiting in line for the next big thrill ride. Tried and true favorites At many amusement parks, tried and true food favorites are sales winners year after year. At Irving, California, Wild Rivers Waterpark, Dippin Dots, a pebble-size ice cream concoction, was the park sales leader through 2004-2010, followed by chicken tenders, cheese burgers and bacon burgers. According to a park foodservice representative, guests are very price sensitive, and they want a less expensive park experience. As the recession wore on, more guests brought their own lunches, going to the nearby picnic area with coolers in their cars. Even if came to the park and bought lunch, they did not stay as long, which means the park lost out to kids buying an extra treat during their stay.
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To provide ammunition against falling foodservice sales, the park introduced barbecue chicken pizza, Mexican-style steak tacos and Funnel Cake Sundae in 2010 (Tourist Attractions and Parks, February/March 2011). While the food items were met positively, their introduction was not enough to keep the park from closing for the 2012 season. Raging Waters Sacramento has attempted to boost food sales with themed specials, especially for pass holders, in addition to providing quick service and product quality. In 2010, guests went for inexpensive grab-and-go options, such as nachos, churros, Icees, fries and pizza slices.
Food relevance
Make no mistake, food and beverage sales at amusement parks are big business, whether the parks are large or small; national, regional or local; sedate or thrilling; driven by teens or driven by families. Because the average amusement park visit overlaps with at least oneand often multiplemeal times, visitors have to eat. But at some parks, food is not provided as a complement to a guests primary rationale for visiting the park; it is provided as part of the rationale. Epcot foodservice at center stage This is exemplified by World Disney Worlds Epcot, where food is a main ingredient in the guest experience. At Epcot, as well as other premier theme park resorts, top-notch foodservice is not only possible; guests expect and seek it. Partly themed on a World Showcase, Epcot showcases the foods of various countries while adhering generally to mainstream expectations and food traditions. For example, theres the Biergarten Restaurant, where guests can celebrate Oktoberfest; the Bistro de Paris, serving traditional French dinners; Coral Reef Restaurant, serving Maine lobster while guests can watch more than 85 different species of fish in a living coral that surrounds the restaurant; Restaurant Marrakesh, designed like a sultans palace serving North Mediterranean dishes; and Tutto Italia Ristorante, offering specialties from all over Italy. Even quick service options employ international themes. Theres the Katsura Grill, offering the tastes of Japan; La Cantina De San Angel serving nachos, tacos and burritos; the Lotus Blossom Caf, serving Chinese take-out favorites; and Kringla Bakeri Og Kafe, serving fast food with Norwegian influences. Walt Disney World Swan and the Walt Disney World Dolphin The Walt Disney World Swan and the Walt Disney World Dolphin hotels, which have approximately 2,300 total rooms, are independently operated on property leased from Disney near Epcot. These hotels feature world-class cuisine from 17 restaurants and lounges including Simla's Steak House, voted critic's choice for Orlando's Best High End Steak House, Todd English's bluezoo,
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featuring coastal cuisine from celebrity Chef Todd English, Il Mulino New York Trattoria, serving traditional Italian cuisine in a dynamic rustic trattoria, and Cabana Bar and Beach Club, designed in South Beach style. Universal Orlando While it does not showcase food as broadly, Universal Orlando is no foodservice slouch. Fine dining options include the full-service, casual attire Mama Dellas Ristorante, serving Italian specialties from Tuscany, Naples and Piemonte with strolling serenading musicians; BICE Ristorante, a restaurant that combines Old World elegance and modern chic; The Palm, the famous New York steakhouse; and Emerils Tchoup Chop, serving food from the Pacific, including sushi, dumplings and shrimp.
Price sensitivity means enhancing food value

After paying the price of admission into waterparks, hungry patrons are not looking to shell out big dollars for their meals. With the economy in its current state, food and beverage departments have made some changes in their menus to reflect an awareness of these more conservative times. From a la carte options to combo meals, meals at waterparks are now priced to fit even the tightest budgets. Kalahari Resort responds with combo meals Indoor/outdoor waterpark Kalahari Resort, in Sandusky, Ohio, draws one million visitors a year, catering primarily to families from Ohio and the surrounding areas of Indianapolis, Detroit, Chicago and Pittsburgh. In response to tighter guest foodservice spending during 2010, the park rolled out a series of combo meals. For $6, customers can get a hot dog meal, chicken tenders or pizza, along with fries and a fountain soda. Before the rollout, the option would have cost about $8.50. When guests check into Kalahari Resort, they receive a packet that describes the waterpark and the food options check into the resort. Signage is also present at the check-in area and the concession areas (Tourist Attraction & Parks, November 2011). Water World mixes combo meal with ample signage With 500,000 visitors a year, Water World, in Denver, Colorado, attracts mostly local guests between the ages of 15-35. The park offers a variety of food concession stands. One option, The Grill, offers combo meals featuring options like a chicken sandwich, fries and a drink, which sell for about $6.50 (Water World does allow guests to bring food into the park). The park periodically makes announcements throughout the day relaying menu selections, and it uses a machine that allows it to create signs featuring pictures of its meals. The signs are placed
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throughout the park and on the windows of its concession areas, as well as in advertisements on the sidewalks in front of the park (Tourist Attraction & Parks, November 2011). Splish Splash offers size variations Splish Splash, a 96-acre waterpark in Calverton, New York, draws just under 500,000 guests a year, primarily from New York City, Northern New Jersey and upstate New York. With rides and attractions for all ages, many families and various groups are in attendance. To keep meals affordable, the park offers large and small variations of its burger and chicken nuggets, as well as combo meals, which start at $5.49 (Tourist Attraction & Parks, November 2011). Water Park of America offers build-your-own options & mini-sizing The Water Park of America, located at the Radisson Hotel Bloomington by the Mall of America in Bloomington, Minnesota, draws families and vacationers year-round from Minnesota, as well as the surrounding states of Wisconsin, Iowa and The Dakotas. In June 2011, the park introduced a menu with more a la carte offerings, replacing bundled options in baskets with fries and a drink. This allowed guests to build their own meals, albeit at lower prices, such as a mini-burger for $2, or a slice of pizza rather than a whole pizza (Tourist Attraction & Parks, November 2011).
Entertainment districts
While a plethora of foodservice options await visitors in the park, many major amusement parks have developed adjacent entertainment districts. Much like areas that increasingly surround major metropolitan music and sports venue complexes, these entertainment districts cram an assortment of restaurants and other entertainment options into spaces guests walk throughoften on the way to or from the park.
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California Marketplace Adjacent to Knotts Theme Park is California Marketplace, an area for shopping and restaurants, including: Mrs. Knotts Chicken Dinner Restaurant, a full-service family restaurant known for its fried chicken, homemade biscuits and boysenberry pies; T.G.I. Fridays, a chain restaurant; Pinks, the famous, now-franchised, hot-dog spot; Cinnabon; and Dryers Ice Cream. CityWalk Orlando Located adjacent to the Universal theme parks, CityWalk offers guests a host of dining choices ranging from a gourmet dinner to late-night drinks. Casual dining spots include: Top of the Walk Food Court, offering popular eating options, mainly of the franchise variety (Panda Express, Burger King Whopper Bar, Moes Southwest Grill). Quick Service options include Cinnabon, Fat Tuesday, Galaxy Bar, Starbucks, TCBY, Big Kahuna Pizza, Pastamore Market Caf and Latin Quarter Express, serving Caribbean sandwiches. Downtown Disney The Walt Disney World Resort hosts a 120-acre retail, dining and entertainment complex known as Downtown Disney, which consists of the Marketplace, West Side and Pleasure Island. Downtown Disney is home to the 51,000-square-foot World of Disney retail store featuring Disney-branded merchandise, Cirque du Soleil, the House of Blues, and the Companys DisneyQuest facility. A number of the Downtown Disney facilities are operated by third parties that pay rent and license fees to the Company. Seven independently-operated hotels are situated on property leased from Disney. These hotels include approximately 3,700 rooms. In September 2008, Disney commenced a multi-year project to enhance Pleasure Island, to enhance shopping and dining experiences to entertain guests of all ages.
Branded food options

Restaurant-branded foodservice options are also part of the amusement park landscape, but their presence varies significantly from park to park. Regional theme park Cedar Point, located in Sandusky, Ohio, operates three chain restaurants onsite: Chick-Fil-A, Subway and Panda Express. Six Flags Great Adventure, located in Jackson, New Jersey, offers plenty of quick on-the-go food options peppered with national restaurant brand names, including Ben & Jerrys; Cold Stone Limited; Johnny Rockets; and Nathans Hot Dogs.
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While not offering as many options as Great Adventure, Six Flags Great America (located an hour north of Chicago) has over 30 food options providing a plethora of on-the-go choices. Many of the options are own-branded, but national brands Cold Stone Limited, Ben & Jerrys and Panda Express also make appearances. In the park, Disney pulls Houdini on national brands At its CityWalk Hollywood entertainment area, adjacent to Disneyland, Disney makes plenty of room for national brands, including Johnny Rockets Restaurant and Sports Lounge, offering burgers, a full bar and sports-filled TV screens; Tony Romas, serving BBQ; Bubba Gump Shrimp Co., offering shrimp; the Hard Rock Caf Hollywood, offering down-home American found in a rock-n-roll environment; and Buca di Beppo, serving huge family style portions of Southern Italian cuisine; But once inside the park, name restaurant brands disappear. There are no Starbucks or McDonalds, and while Coca-Cola or food served may be branded, the idea is to transport the guest outside of the world they know and into Disneyland. Every food offering from the smallest kiosk to the largest restaurant serves to reinforce that fantasy and what a success it is. Why have a regular restaurant when, for example, Disney can offer a Village Haus Restaurant, themed like an alpine village? Why have a normal quick service stand when Disney offers Plutos Dog House, based on the Pluto the dog, serving hot dogs? Disney is replete with examples of this type, from a Main Street Cone Shop (themed like Main Street) serving ice cream bars, to Harbour Gallery (themed like a docked ship) serving clam chowder. If guests want a bigger meal, they can try the Blue Bayou (themed liked a bayou as pirate ships float past) serving Cajun food. But food retail brands are prominently displayed While brand structures and signage arent present, the brand of the food is displayed prominently. For example, Dreyers sponsors the Ice Cream Parlor; Dole, the Tiki Juice Bar; Coca-Cola, the Refreshment Corner; and Dixie, the Hungry Bear Restaurant.
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Chapter 5: Amusement Park Attendance Trends: Demographic Analysis INTRODUCTION

In this section, we analyze industry amusement park industry attendance trends by demographic, including the destination park and regional park categories; and by state of residence and park proximity. We also provide demographic analysis of major amusement parks, including each Disneyland and Disneyworld park, each Universal park, Busch Gardens Florida, Seaworld, Kings Island, Cedar Point, Six Flags, and Knotts Berry Farm.
INSIGHT CAPSULE
While recession was not kind to the amusement park industry, attendance trends suggest growth despite those challenges, as we estimate that both absolute amusement park visits and percentage use among the adult population have increased during 2008-2011. However, our analysis suggests that some consumers have migrated away from destination amusement parks and toward regional parks, a likely consequence of the downward societal shift in HH income that occurred during the recession and the related need for a higher proportion of consumers to seek less expensive amusement park alternatives. For amusement park operators, distance from residence to amusement park helps inform the foodservice paradigm, which differs significantly depending on a parks status as a local, regional or destination draw. Our analysis of park visitors by state of residence and proximity to the park substantiates the status of major Florida parks as destination parks.
FAST FACTS
We estimate that 52.9 million U.S. resident adults age 18+ visited a theme park in the last 12 months, about 23.5% of the U.S adult populationup 4% from 50.9 million in 2008. We also estimate that U.S. resident adult amusement park users have visited an amusement park an average of 2.5 visits per year per user, which equates to total annual attendance of about 131 million. Our analysis of Simmons data suggests that the adult population of destination amusement park users has dipped 3% during 2008-2011, while the population of regional amusement park users increased 5% during 2008-2011. Disney parks located in Florida draw 80% of U.S. resident visitors from outside of Florida. This percentage dips to about 70% at Universal Studios Orlando and to less than 60% at Universals Islands of Adventure. At Busch Gardens, the percentage drops to 50%. More than 6 in 10 Universal Studios Hollywood and Disneyland visitors reside outside of the greater Los Angeles area, where both parks are located. More than 6 in 10 visitors to these parks reside within California. Kings Island and Cedar Point exemplify the meaning of regional. While both parks draw a sizeable audience from their home state of Ohio, neighboring states serve as attendance feeders.
FAST FACTS
When compared to the average theme park goer, Disneyland U.S. adult resident visitors are more apt to be Hispanic, black and Asian. DisneyWorld Animal Kindgom visitors are more apt to be older and from the $150K+ HH income bracket. DisneyWorld Epcot Center visitors are more apt to be older, white and from the $100K+ HH income bracket. Moreover, 50% of adult visitors do have no children under the age of 18 in their households. DisneyWorld Magic Kindgom visitors are more apt to be older, white and far more likely to have $100K+ HH incomes. Universal Studios Hollywood visitors are more apt to be 18-24, with 28% of visitors coming from this age group. At Universal Studios Islands of Adventure, visitors are more apt to be age 45-64 and to come from middleincome households. Moreover, 50% of adult visitors have no children under the age of 18 in their households. Adults who visit Busch Gardens Florida are more likely than the average theme park goer to be older, black, and less likely to come from $150K+ income households. Seaworld visitors are more apt to be Hispanic and to have child under the age of 18 in their households. Knotts Berry Farm visitors are more apt to be Hispanic and Asian, and they are also more likely to be age 18-24 and 45-54. Six Flags has a higher share of users age 18-24 (3 in 10) than any other major park.
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Demographic analysis: Amusement park attendance trends

While recession was not kind to the amusement park industry, attendance trends suggest growth despite those challenges, as we estimate that both absolute amusement park visits and percentage use among the adult population have increased during 2008-2011. However, our analysis suggests that some consumers have migrated away from destination amusement parks and toward regional parks, a likely consequence of the downward societal shift in HH income that occurred during the recession and the related need for a higher proportion of consumers to seek less expensive amusement park alternatives. Our analysis of major amusement parks suggests significant strength at the Disney parks, where attendance has generally risen; weakness at Busch Gardens and Seaworld, where attendance has dropped; and mixed performance at Universal parks.
Amusement park attendance on the upswing

While recession was not kind to the amusement park industry, attendance trends suggest growth despite those challenges, as we estimate that both absolute amusement park visits and percentage use among the adult population have increased during 2008-2011. Extrapolating from the 2008 and 2011 Summer Simmons Experian NCS, we estimate that 52.9 million adults age 18+ visited a theme park in the last 12 months, about 23.5% of the U.S adult populationup 4% from 50.9 million in 2008, or about 23.1% of the population. Using proprietary consumer research, we also estimate that amusement park users have visited an amusement park an average of 2.5 visits per year per user, which equates to total annual attendance of about 131 million. Led by racial/ethnic minority groups and lower- and upper-income consumers Increased usage has been led by 25-34s, 45-54s, black and Asian consumers, and consumers from lower and upper HH income brackets.
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Table 5-1: Amusement Park Visitation Trends: Key Demographics, 2008-11

2008 Share % Visited an amusement park 18-24 25-34 35-44 45-54 55-64 65+ Male Female White Hispanic Black Asian HH income < $25K HH income $25K-$49K HH income $50K-$74K HH income $75K-$99K HH income $100K-$149K HH income $150K+ No children in HH 1+ children in HH 1 child 2 children 3+ children 100.0% 18.4% 22.2% 29.2% 15.2% 9.0% 6.0% 45.6% 54.4% 67.3% 16.0% 9.4% 6.0% 9.1% 18.2% 20.4% 17.4% 18.7% 16.3% 40.5% 59.5% 19.7% 23.7% 16.1% Users mil 50.9 9.4 11.3 14.9 7.7 4.6 3.1 23.2 27.7 34.3 8.1 4.8 3.0 4.6 9.3 10.4 8.8 9.5 8.3 20.6 30.3 10.0 12.1 8.2 2011 Share % 100.0% 17.4% 25.2% 26.4% 16.5% 9.1% 5.4% 46.2% 53.8% 65.2% 15.6% 10.8% 7.1% 10.3% 17.7% 20.8% 16.4% 16.9% 17.9% 43.1% 56.9% 21.0% 20.9% 15.0% Users mil 52.9 9.2 13.3 14.0 8.7 4.8 2.9 24.5 28.5 34.5 8.2 5.7 3.7 5.5 9.4 11.0 8.7 8.9 9.5 22.8 30.1 11.1 11.0 8.0 2008-11 change Use share % -5% 14% -10% 8% 1% -10% 1% -1% -3% -3% 15% 18% 14% -3% 2% -5% -10% 10% 7% -4% 7% -12% -7% Pop. % 4% -1% 18% -6% 13% 5% -6% 5% 3% 1% 1% 20% 23% 18% 1% 6% -2% -6% 14% 11% -1% 11% -9% -3%
Source: Packaged Facts, based on data from the Summer 2008 and 2011 Experian Simmons NCS
Destination & regional amusement park attendance trends

For amusement park operators, distance from residence to amusement park helps inform the foodservice paradigm, which differs significantly depending on a parks status as a local, regional or destination draw. At Disneyworld parks, where visitors often stay for several days, foodservice is integrated into unique experience of the park more than any other parks. At many local and regional parks, which are often visited via day trip, consumer foodservice insofar serves more to complement the main rationales for visiting amusement parks: rides, games and other activities.
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With this in mind, below, we analyze major parks according to their status as regional and destination parks. We also analyze the residence of park visitors and their proximity to the park visited.
Slight shift to regional parks and away from destination parks

Our analysis of destination and regional attendance trends during 2008-2011 suggests that some consumers have migrated away from destination amusement parks and toward regional parks. We draw this conclusion primarily from usage changes by HH income: regional parks, which cost less to attend than destination parks, have witnessed a significant uptick in usage among lower-income groups, while destination parks have not. As we have researched in other reports, during 207-2011, a significant shift in the share of U.S. households by income occurred, resulting in a larger share of lower-income households. We believe these households are helping to drive growth in regional park usage, as they seek more affordable entertainment options.
Demographic analysis: Destination park attendance trends

Our analysis of Simmons data suggests that the adult population of destination amusement park users has dipped 3% during 2008-2011. As part of our analysis of destination amusement parks, we have included data on Disneyworlds Animal Kingdom, Epcot, Magic Kingdom, Hollywood Studios; Universal Studios Orlando; Universal Studios Islands of Adventure; Busch Gardens Tampa; and Seaworld (any Seaworld). At first glance, this marginally contradicts data from the Themed Entertainment Association, which reported increasing attendance at amusement parks operated by Disney and Universal, offset only somewhat by decreasing attendance at Busch Gardens/Seaworld parks. However, increased total attendance can be explained by the possibility that mean park usage among some respondents has increased. This is a distinct possibility, as many of the countrys top theme parks are clustered in the Los Angeles and Orlando areas, making multiple visits possible. Demographic share increases are noted among adults age 45-64, black and Asian amusement park users, and parents with 1 child under 18 in the household. Demographic share decreases are noted among adults age 18-24 and 35-44, white amusement park users; middle- to upper-middle income users; and parents with 2 children under 18 in the household.
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Table 5-2: Destination Amusement Park Visitation Trends: Key Demographics, 2008-11
2008 Share % Visited an amusement park 18-24 25-34 35-44 45-54 55-64 65+ Male Female White Hispanic Black Asian HH income < $25K HH income $25K-$49K HH income $50K-$74K HH income $75K-$99K HH income $100K-$149K HH income $150K+ No children in HH 1+ children in HH 1 child 2 children 3+ children 100% 16.1% 21.7% 27.6% 16.7% 10.2% 7.7% 46.5% 53.5% 65.0% 19.3% 6.9% 7.7% 6.9% 16.1% 19.6% 17.0% 20.9% 19.5% 42.1% 57.9% 18.8% 24.7% 14.4% Users mil 24.0 3.9 5.2 6.6 4.0 2.5 1.8 11.2 12.9 15.6 4.6 1.7 1.8 1.7 3.9 4.7 4.1 5.0 4.7 10.1 13.9 4.5 5.9 3.5 2011 Share % 100% 14.7% 22.5% 25.1% 18.9% 11.2% 7.6% 44.8% 55.2% 59.0% 19.9% 10.6% 9.0% 7.1% 17.3% 20.4% 16.4% 18.6% 20.1% 44.0% 56.0% 21.2% 19.3% 15.5% Users mil 23.3 3.4 5.2 5.8 4.4 2.6 1.8 10.4 12.9 13.7 4.6 2.5 2.1 1.7 4.0 4.8 3.8 4.3 4.7 10.3 13.0 4.9 4.5 3.6 2008-11 change Use share % -9% 4% -9% 13% 10% -2% -4% 3% -9% 3% 53% 18% 3% 8% 4% -4% -11% 3% 5% -3% 13% -22% 8% Pop. % -3% -12% 1% -12% 9% 6% -5% -7% 0% -12% 0% 48% 14% -1% 4% 1% -7% -14% 0% 1% -6% 9% -25% 4%
Source: Packaged Facts, based on data from the Summer 2008 and 2011 Experian Simmons NCS Note: As part of this analysis, the following amusement parks are included as destination parks: Disneyworlds Animal Kingdom, Epcot, Magic Kingdom, Hollywood Studios; Universal Studios Orlando; Universal Studios Islands of Adventure; Busch Gardens Tampa; and Seaworld (any Seaworld).
Demographic analysis: Regional park attendance trends

Our analysis of Simmons data suggests that population of regional amusement park users has increased 5% during 2008-2011.
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As part of our analysis of destination amusement parks, we have included data on Cedar Point (OH), Dollywood (TN), Dorney Park (PA), Great America (CA), Kings Island, Knotts Berry Farm (CA), (any) Six Flags, and Hersheypark (PA). Demographic share increases are noted among adults age 45-54, black and Asian amusement park users, lower-income users, and parents with no children under age 18 in the household. Demographic share decreases are noted among adults age 18-24 and 35-44, white amusement park users; middle- to upper-middle income users; and parents with 1-2 children under 18 in the household. Table 5-3: Regional Amusement Park Visitation Trends: Key Demographics, 2008-11
2008 Share % Visited an amusement park 18-24 25-34 35-44 45-54 55-64 65+ Male Female White Hispanic Black Asian HH income < $25K HH income $25K-$49K HH income $50K-$74K HH income $75K-$99K HH income $100K-$149K HH income $150K+ No children in HH 1+ children in HH 1 child 2 children 3+ children 100% 25.6% 17.1% 28.3% 15.7% 8.9% 4.4% 49.6% 50.4% 57.7% 20.1% 11.4% 10.4% 10.6% 17.6% 20.6% 17.3% 18.0% 15.9% 39.0% 61.0% 21.9% 24.9% 14.2% Users mil 8.4 2.2 1.4 2.4 1.3 0.7 0.4 4.2 4.3 4.9 1.7 1.0 0.9 0.9 1.5 1.7 1.5 1.5 1.3 3.3 5.1 1.8 2.1 1.2 2011 Share % 100% 25.5% 15.5% 27.1% 18.8% 8.8% 4.4% 47.8% 52.2% 52.9% 17.4% 15.2% 12.4% 12.3% 20.3% 19.9% 17.0% 15.1% 15.3% 47.8% 52.2% 18.7% 17.4% 16.2% Users mil 8.8 2.2 1.4 2.4 1.7 0.8 0.4 4.2 4.6 4.7 1.5 1.3 1.1 1.1 1.8 1.8 1.5 1.3 1.4 4.2 4.6 1.6 1.5 1.4 2008-11 change Use share % -1% -10% -4% 20% -1% 0% -4% 3% -8% -13% 33% 20% 16% 16% -3% -2% -16% -3% 22% -14% -15% -30% 14% Pop. % 5% 4% -6% 0% 25% 3% 5% 1% 8% -4% -9% 39% 25% 21% 21% 1% 3% -12% 1% 28% -10% -11% -27% 19%
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Demographic analysis: Visitor geographic distribution analysis: California parks

In the following table, we analyze visitors to Californias major amusement parks according to visitor state of residence. Partially confirming their statuses as destination parks, more than 6 in 10 visitors to Universal Studios Hollywood and Disneyland reside outside of the greater Los Angeles area, where both parks are located. However, more than 6 in 10 visitors to these parks do reside within California. Notably, this analysis includes only domestic visitors, and both parks draw a sizable audience of international visitors. But it also underscores the important of the local market to even the biggest, national theme parks.
Table 5-4: Major California Amusement Parks, Visitor Geographic Distribution Analysis, 2011
United States Pop. (mil) Population Location Miles from Los Angeles Share of population Greater Los Angeles California Florida Texas Arizona Nevada Washington Georgia New Jersey North Carolina New York Top 10 states Other states Total 5.4% 12.1% 5.4% 7.9% 1.6% 0.5% 3.3% 3.2% 3.5% 3.2% 6.0% 46.7% 53.3% 100% 35.1% 64.5% 3.5% 5.0% 2.9% 2.2% 6.1% 0.6% 1.3% 1.2% 1.0% 88.3% 11.7% 100% 0.4% 69.0% 11.7% 3.1% 0.1% 3.7% 0.0% 1.9% 1.0% 0.0% 0.7% 91.2% 8.8% 100% 65.3% 78.4% 5.9% 3.9% 6.0% 1.2% 1.0% 0.0% 0.2% 0.0% 0.9% 97.5% 2.5% 100% 37.8% 62.6% 7.5% 5.8% 0.7% 1.4% 0.5% 3.2% 3.1% 4.2% 2.1% 91.1% 8.9% 100% 225.7 Disneyland Visitors (mil) 7.5 Anaheim 27 Great America Visitors (mil) 1.3 Santa Clara 350 Knott's Berry Farm Visitors (mil) 2.6 Buena Park 23 Universal Studios Visitors (mil) 3.5 Universal City 10
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Demographic analysis: Visitor geographic distribution analysis: Florida parks

In the following table, we analyze visitors to Floridas major amusement parks according to visitor state of residence. All but Busch Gardens lies within the immediate vicinity of Orlando. All confirm their statuses as destination parks, but Disney parks do so resoundingly: about 80% of visitors to its parks reside outside of Florida. At Universal, this percentage dips to about 70% at Universal Studios Orlando and to less than 60% at Universals Islands of Adventure. At Busch Gardens, which is located in the city of Tampa (some 85 miles from Orlando), the percentage drops to 50%. For amusement park operators, this helps inform the foodservice paradigm. At Disneyworld parks, where visitors often stay for several days, foodservice is integrated into unique experience of the park more than any other parks. Table 5-5: Major Florida Amusement Parks, Visitor Geographic Distribution Analysis, 2011
Disneyworld United States Pop. (mil) Population Location Miles from Orlando Share of population Florida New York New Jersey Pennsylvania Texas Illinois California Georgia Ohio Virginia Top 10 states Other states Total 5.4% 6.0% 3.5% 4.3% 7.9% 4.0% 12.1% 3.2% 3.7% 2.7% 52.7% 47.3% 100% 50.3% 5.6% 5.0% 3.0% 3.8% 1.2% 1.6% 1.4% 1.2% 6.3% 79.3% 20.7% 100% 21.9% 9.0% 4.2% 6.8% 5.3% 5.7% 4.5% 6.4% 1.7% 1.4% 66.8% 33.2% 100% 20.1% 6.4% 6.5% 6.5% 5.0% 5.6% 4.9% 3.7% 4.2% 1.6% 64.6% 35.4% 100% 19.5% 6.0% 5.9% 7.5% 5.0% 5.9% 4.5% 4.3% 4.5% 2.2% 65.3% 34.7% 100% 30.5% 9.2% 5.8% 6.6% 5.9% 4.7% 5.4% 3.4% 2.9% 2.3% 76.7% 23.3% 100% 42.5% 9.6% 8.7% 1.9% 6.1% 5.4% 1.9% 3.1% 3.4% 1.9% 84.4% 15.6% 100% 225.7 84 Busch Gardens Visitors (mil) 2.9 Tampa 19 Animal Kingdom Visitors (mil) 6.1 Epcot Visitors (mil) 6.7 Magic Kingdom Visitors (mil) 7.8 Universal Universal Islands of Studios Adventure Visitors (mil) 3.5 Orlando 0 0 Visitors (mil) 3.2
Lake Buena Vista 19 19
Source: Packaged Facts, based on data from the Summer 2008 and 2011 Experian Simmons NCS Note: italicized figures indicate a respondent cell count of less than 31; figures should be used only as a guide.
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Demographic analysis: Visitor geographic distribution analysis: Ohio parks

Kings Island and Cedar Point exemplify the meaning of regional. While both parks draw a sizeable audience from their home state of Ohio, neighboring states serve as attendance feeders. Kings Island, located within three hours of Louisville and Indianapolis, counts on a steady flow of visitors from Kentucky (13% of users) and Indiana (16%). Cedar Point, about two hours from Detroit, draws 20% of its users from Michigan.
Table 5-6: Major Ohio Amusement Parks: Visitor Geographic Distribution Analysis, 2011
United States Population (mil) Population Miles from city 225.7 Cedar Point Visitors (mil) 2.9 Cleveland (65) Detroit (115) Kings Islands Visitors (mil) 6.1 Cincinnati (24) Columbus (84) Louisville (123) Indianapolis (127) Share of population Ohio Michigan Indiana Florida Kentucky West Virginia Texas Washington Top 8 states Other states Total 3.7% 3.4% 1.9% 5.4% 1.4% 0.7% 7.9% 3.3% 27.7% 72.3% 100% 31.4% 20.2% 5.4% 12.0% 0.2% 3.5% 3.3% 0.1% 76.1% 23.9% 100% 43.1% 1.9% 16.0% 9.0% 13.1% 3.6% 2.4% 5.4% 94.5% 5.5% 100%
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Demographic analysis: Attendance trends at major amusement parks

Disneyland
When compared to the average theme park goer, Disneyland visitors are more apt to be Hispanic, black and Asian. Many Disneyland visitors hail from the greater Los Angeles area, which has a high degree of racial/ethnic diversity. Table 5-7: Disneyland Visitation Trends: Key Demographics, 2008-11
Any theme park 2011 Share % Visited in last 12 months 18-24 25-34 35-44 45-54 55-64 65+ Male Female White Hispanic Black Asian HH income < $25K HH income $25K-$49K HH income $50K-$74K HH income $75K-$99K HH income $100K-$149K HH income $150K+ No children in HH 1+ children in HH 1 child 2 children 3+ children 100.0% 17.4% 25.2% 26.4% 16.5% 9.1% 5.4% 46.2% 53.8% 65.2% 15.6% 10.8% 7.1% 10.3% 17.7% 20.8% 16.4% 16.9% 17.9% 43.1% 56.9% 21.0% 20.9% 15.0% Users mil 52.9 9.2 13.3 14.0 8.7 4.8 2.9 24.5 28.5 34.5 8.2 5.7 3.7 5.5 9.4 11.0 8.7 8.9 9.5 22.8 30.1 11.1 11.0 8.0 % 100% 22% 21% 28% 14% 11% 4% 45% 55% 49% 30% 4% 15% 8% 14% 22% 17% 23% 17% 35% 65% 22% 23% 20% 2008 Share Users mil 7.1 1.6 1.5 2.0 1.0 0.8 0.3 3.2 3.9 3.5 2.2 0.3 1.1 0.6 1.0 1.6 1.2 1.6 1.2 2.5 4.6 1.6 1.7 1.4 Share % 100% 19% 25% 24% 17% 10% 5% 45% 55% 46% 29% 7% 16% 8% 18% 20% 15% 19% 20% 42% 58% 18% 19% 20% Disneyland, CA 2011 Users % 7.5 1.4 1.8 1.8 1.3 0.7 0.4 3.4 4.1 3.5 2.2 0.5 1.2 0.6 1.4 1.5 1.1 1.5 1.5 3.2 4.3 1.4 1.4 1.5
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Disneyworld: Animal Kingdom

When compared to the average theme park goer, DisneyWorld Animal Kindgom visitors are more apt to be older and from the $150K+ HH income bracket.
Table 5-8: Disneyworld Animal Kingdom Visitation Trends: Key Demographics, 2008-11
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Disneyworld: Epcot Center

When compared to the average theme park goer, DisneyWorld Epcot Center visitors are more apt to be older: more than a quarter of visitors are age 55+, compared with 14.5% of theme park goers generally. They are also more apt to be white and from the $100K+ HH income bracket. Moreover, 50% of visitors do not have any children under the age of 18 in their households, versus 43% of all them park goers.
Table 5-9: Disneyworld Epcot Center Visitation Trends: Key Demographics, 2008-11
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Disneyworld: Magic Kingdom

When compared to the average theme park goer, DisneyWorld Magic Kindgom visitors are more apt to be older: more than a quarter of visitors are age 55+, compared with 14.5% of theme park goers generally. They are also more apt to be white and far more likely to have $100K+ HH incomes (48% versus 35% among all theme park goers).
Table 5-10: Disneyworld Magic Kingdom Visitation Trends: Key Demographics, 2008-11
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Universal Studios Hollywood

When compared to the average theme park goer, Universal Studios Hollywood visitors are more apt to be 18-24, with 28% of visitors coming from this age group. Unlike most of the other major theme parks, they are also more likely to be male. In another departure, some 40% of visitors are Hispanic, 19% are Asian, and 15% are black, which equates to more than three-quarters of all visitors.
Table 5-11: Universal Studios Hollywood Visitation Trends: Key Demographics, 2008-11
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Universal Studios Orlando

When compared to the average theme park goer, Universal Studios Orlando visitors are more apt to have no children in their households, and (among those that do) more likely to have only one child in the household.
Table 5-12: Universal Studios Orlando Visitation Trends: Key Demographics, 2008-11
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Universal Studios Islands of Adventure

At Universal Studios Islands of Adventure, visitors are more apt to be age 45-64 and to come from middle-income households. Moreover, 50% of visitors do not have any children under the age of 18 in their households, versus 43% of all them park goers.
Table 5-13: Universal Studios Islands of Adventure Visitation Trends: Key Demographics, 2008-11
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Busch Gardens, Tampa

Adults who visit Busch Gardens in Tampa Bay, Florida are more likely than the average theme park goer to be older (35+) black (20% versus 11%); they are less likely to come from $150K+ income households. Table 5-14: Busch Gardens (Tampa) Visitation Trends: Key Demographics, 2008-11
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SeaWorld
When compared to the average theme park goer, Seaworld visitors are more apt to be Hispanic and to have child under the age of 18 in their households. Two of three Seaworld theme parks (San Diego, California and San Antonio, Texas) are located in areas with higher than average Hispanic population share, which may explain Hispanics tendency to visit these parks.
Table 5-15: SeaWorld Visitation Trends: Key Demographics, 2008-11

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Knotts Berry Farm

When compared to the average theme park goer, Knotts Berry Farm visitors are more apt to be Hispanic and Asian, and they are also more likely to be age 18-24 and 45-54.
Table 5-16: Knotts Berry Farm Visitation Trends: Key Demographics, 2008-11
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Six Flags
Six Flags has a higher share of users age 18-24 than any other major park profiled in this section, with almost 3 in 10 adult Six Flags visitors from this demographic. At Six Flags, thrill rides are the primary drawand an incentive for the teens and young adults who flock to its parks.
Table 5-17: Six Flags Visitation Trends: Key Demographics, 2008-11

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Chapter 6: Amusement Park Visitor Restaurant Usage INTRODUCTION

In this section, we compare snack and beverage, limited-service and full-service restaurant usage among amusement park visitors to the general adult population.
INSIGHT CAPSULE
Amusement park goers are a foodservice-friendly bunch: Amusement parks draw visitors more inclined than average to use restaurants, providing ample opportunity for inpark foodservice options that can compete against off-site alternatives on taste, value and quality while addressing consumers rationales for visiting a specific park. This general tendency is not necessarily causal; rather, it is largely because theme park users are more likely to be younger and more affluent, demographic characteristics that heavily influence restaurant use. While an estimated 57% of adults age 18+ use casual restaurants, those who have visited a theme park in the past year are 30% more likely than all adults to do so. Theme park users are also more than 30% more likely to use family restaurants and snack and beverage restaurants, and they are 11% more likely to use quick-service restaurants. Theme park users are also 33% more likely than all adults to use limited -service restaurants at least 14 times per month. Disneyworld visitors, which are disproportionately higher income, are about 50% more likely than the average adult to use snack and beverage restaurants. This means that Disneyworld visitors may be especially inclined to purchase beverages such as smoothies and coffee drinks akin to what they might find at Starbucks, Dunkin Donuts, or Jamba Juice. Universal Studios Hollywood visitors are about 60% more likely than the average adult to use family restaurants and snack and beverage restaurants, and they are more than 50% more likely to use limited-service restaurants 14+ times per month. Busch Gardens visitors are more likely than Universal and Disney visitors to use casual restaurants: Busch Gardens visitors are about 60% more likely than the average adult to use casual restaurants. Visitors to major regional theme parks are generally more apt than the average adult to use a variety of restaurant options. More so than those who visit destination parks, regional park visitors are more likely to use casual restaurants.
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Demographic analysis: restaurant usage among amusement park visitors

Serve up the restaurant fare Theme park users exhibit a pronounced tendency to use restaurants, regardless of restaurant type. As shown in the table below, while an estimated 57% of adults age 18+ use casual restaurants, those who have visited a theme park in the past year are 30% more likely than all adults to do so. Theme park users are also more than 30% more likely to use family restaurants and snack and beverage restaurants, and they are 11% more likely to use quick-service restaurants.
Theme park users are also 33% more likely than all adults to use limited-service restaurants at least 14 times per month. This general tendency is not necessarily causal; rather, it is largely because theme park users are more likely to be younger and more affluent, demographic characteristics that heavily influence restaurant use. It does mean that amusement parks draw visitors more inclined to use restaurantsand that ample opportunity exists for in-park foodservice options that can compete against off-site alternatives on taste, value and quality while addressing consumers rationales for visiting a specific park.
Table 6-1: Theme Park Visitors: Restaurant Usage and Frequency of Use, by Restaurant Type, 2011
All adults % FSR usage Casual restaurant Family restaurant LSR usage Quick-service Snack and beverage LSR monthly usage 1 to 5 6 to 13 14+ 8% 28% 47% 52 90 133 83% 36% 111 136 57% 37% 130 132 Used any theme park in last 12 months Index
Source: Packaged Facts, based on data from the Summer 2008 and 2011 Experian Simmons NCS Note: Index = likelihood of usage weighed against all adults. Each unit above or below 100 corresponds to percentage increase or decrease in usage in comparison to the average.
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Disneyland & Disneyworld

Like them park users generally, Disneyland and Disneyworld park users are more apt to use a variety of restaurant options, including full-service restaurants, limited-service restaurants and snack and beverage restaurants. Disneyworld visitors are even more inclined than the average amusement park visitor to use snack and beverage restaurants. Disneyworld visitors are about 50% more likely than the average adult to use snack and beverage restaurants. This means that Disneyworld visitors may be especially inclined to purchase beverages such as smoothies and coffee drinks akin to what they might find at Starbucks, Dunkin Donuts, or Jamba Juice.
Table 6-2: Disneyland & Disneyworld Visitors: Restaurant Usage and Frequency of Use, by Restaurant Type, 2011
All adults % FSR usage Casual restaurant Family restaurant LSR usage Quick-service Snack and beverage LSR monthly usage 1 to 5 6 to 13 14+ 8% 28% 47% 52 90 133 33 84 136 77 81 127 72 86 127 82 90 124 83% 36% 111 136 109 136 107 145 107 148 108 152 57% 37% 130 132 134 131 131 129 136 128 136 131 Any theme Park Index Theme park use in last 12 months Disneyworld Animal Disneyworld Disneyland Kingdom Epcot Index Index Index Disneyworld Magic Kingdom Index
Source: Packaged Facts, based on data from the Summer 2008 and 2011 Experian Simmons NCS Note: Index = likelihood of usage weighed against all adults. Each unit above or below 100 corresponds to percentage increase or decrease in usage in comparison to the average. Note: green highlights are provided above to draw attention to instances where usage is more likely, but is not done so to draw statistical differences.
Universal Studios & Islands of Adventure

Universal park visitors are also more apt than the average adult to use a variety of restaurant options, including full-service restaurants, limited-service restaurants and snack and beverage restaurants.
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However, they are even more inclined than the average amusement park visitor (and Disney visitors) to use each of these restaurant types, and (among Universal Studios Orlando and Hollywood visitors) to use limited-service restaurants 14+ times per month. Universal Studios Hollywood visitors are about 60% more likely than the average adult to use family restaurants and snack and beverage restaurants, and they are more than 50% more likely to use limited-service restaurants 14+ times per month. Universal Studios Orlando visitors are about 80% more likely than the average adult to use snack and beverage restaurants.
Table 6-3: Universal Studios & Islands of Adventure Visitors: Restaurant Usage and Frequency of Use, by Restaurant Type, 2011
All adults % FSR usage Casual restaurant Family restaurant LSR usage Quick-service Snack and beverage LSR monthly usage 1 to 5 6 to 13 14+ 8% 28% 47% 52 90 133 10 65 155 50 69 144 44 87 131 83% 36% 111 136 111 161 109 183 108 160 57% 37% 130 132 137 162 142 157 141 139 Theme park use in last 12 months Universal Universal Studios Studios Hollywood Orlando Index Index Islands of Adventure Index
Any theme Park Index
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Busch Gardens & SeaWorld

Like visitors to other destination theme parks, Busch Gardens & SeaWorld visitors are more apt than the average adult to use a variety of restaurant options. In a departure from that norm, Busch Gardens visitors are more likely than Universal and Disney visitors to use casual restaurants: Busch Gardens visitors are about 60% more likely than the average adult to use casual restaurants.
Table 6-4: Busch Gardens & SeaWorld: Restaurant Usage and Frequency of Use, by Restaurant Type, 2011
Theme park use in last 12 months All adults % FSR usage Casual restaurant Family restaurant LSR usage Quick-service Snack and beverage LSR monthly usage 1 to 5 6 to 13 14+ 8% 28% 47% 52 90 133 45 69 142 34 73 141 83% 36% 111 136 109 160 109 156 57% 37% 130 132 157 171 139 153 Any theme Park Index Busch Gardens Index Sea World Index
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Regional theme parks

Visitors to the regional theme parks listed in the table below are generally more apt than the average adult to use a variety of restaurant options. More so than those who visit destination parks, regional park visitors are more likely to use casual restaurants.
Table 6-5: Regional Theme Park Visitors: Restaurant Usage and Frequency of Use, by Restaurant Type, 2011
All adults % FSR usage Casual restaurant Family restaurant LSR usage Quick-service Snack and beverage LSR monthly usage 1 to 5 6 to 13 14+ 8% 28% 47% 52 90 133 23 70 154 35 63 155 18 75 159 19 42 168 38 65 153 36 53 155 83% 36% 111 136 113 155 113 171 119 144 111 152 113 152 109 180 57% 37% 130 132 140 176 145 145 146 185 149 156 134 134 139 142 Any theme park Index Theme park use in last 12 months Knott's Cedar Great Kings Berry Point America Islands Farm Index Index Index Index Six Flags Index Hershey Park Index
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Chapter 7: The Amusement Park Visit: Companion & Travel Analysis INTRODUCTION
In this section, we analyze aspects of amusement park visitors last visit to an amusement park: choice of companions, the distance they travelled to the park, their mode of transportation, and their decision to use lodging.
INSIGHT CAPSULE
Group feeding: Our proprietary survey results suggest that amusement park foodservice programs should orient service and features toward feeding small groups. Some 40% of visitors come in groups of 3 or 4, and almost 40% come in groups of 4 or more people. Target families: The last time they went to an amusement park, almost 70% went with between 2-4 family members. This provides natural marketing opportunities to families, who may be receptive to bundled ticketing and food/drink promotionsallowing operators to lock in food/beverage spending before the visit, instead of losing out to off-park or BYO alternatives. Cater to parents with kids: Some 57% of respondents who have been to an amusement park in the last 12 months have children under age 18 in their households. Among these parent amusement park users, 74% brought at least one of their own children to the park the last time they visited one. Having kids in tow means having foodservice options that kids find appealing, but at a budget parents can afford. It also means tilting foodservice options toward quick service, but it may also mean providing full-service options for parents in those situations where kids can move about or use the park unsupervised. Think local: Most amusement park visits are local: More than 50% of amusement park trips were made by travelling 50 miles or less. This means in-park foodservice is at war with options on the way to the park and just outside of the park, as well as BYO options. At a time of high price sensitivity, pricing food/beverage options competitively with off-site options is more important than ever. Watch gas prices: some 88% of amusement park visitors travel to the park by car, positioning gas prices as a potential visitation obstacle. To get visitors to the park, operators can adjust parking prices in response to changes in gas prices, and study its effect on in-park food purchasing.
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The amusement park visit: Companion & travel analysis

As part of the proprietary consumer survey commissioned for this report, we asked adults 18+ who had been to an amusement park in the last 12 months some questions about their last visit to an amusement park. Below, weve created a snapshot of visitors choice of companions, the distance they travelled to the park, their mode of transportation, and their decision to use lodging. Not a solitary endeavor Amusement park visits are not a solitary endeavor, but rather a group endeavor. Only 8% of respondents to our survey reported visiting an amusement park alone, and 15% went with one other person. But some 40% of visitors come in groups of 3 or 4, and almost 40% come in groups of 4 or more people. What it means for amusement park foodservice For foodservice operators, this translates to the need for feeding small groups (not individuals), who will likely stop at a venue together for food or drink. Family companionship For adult amusement park goers, family companions are overwhelmingly the norm: the last time they went to an amusement park, only 15% went without a family member. Almost 70% went with between 2-4 family members. What it means for amusement park foodservice This provides natural marketing opportunities to families, who may be receptive to bundled ticketing and food/drink promotionsallowing operators to lock in food/beverage spending before the visit, instead of losing out to off-park or BYO alternatives. Bring the kids is the norm For adults with children in the household, bringing the kids is also the norm. Some 57% of respondents who have been to an amusement park in the last 12 months have children under age 18 in their households. Among these parent amusement park users, 74% brought at least one of their own children to the park the last time they visited one. What it means for amusement park foodservice Having kids in tow means having foodservice options that kids find appealing, but at a budget parents can afford. It also means tilting foodservice options toward quick service, to gratify children quickly with pleasing food options so that they can focus on why they really want to be
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there: the rides. But it may also mean providing full-service options for parents in those situations where kids can move about or use the park unsupervised. A local endeavor Most amusement park visits are local, with only 20% of amusement park users travelling more than 150 miles to the park the last time they visited one. More than 50% of amusement park trips were made by travelling 50 miles or less. What it means for amusement park foodservice This means in-park foodservice is at war with options on the way to the park and just outside of the park, as well as bring-your-own options from home. At a time when price sensitivity is high, pricing food/beverage options competitively with off-site options is more important than ever. This is especially true for parents, who can plan when they and their children eat, and will not be as prone to impulse purchasing at the park. Load up the car When travelling to the park, standard transportation is the norm, with 88% travelling in a car, SUV, truck or van. Only 4% took a tour bus/van, and only 3% took an airplane. What it means for amusement park foodservice While gas prices are an important consumer spending barometer, this is especially true for amusement parks, because gas prices play a direct role in the price of the amusement park trip. A visitor will spend $24 for a roundtrip visit to an amusement park 80 miles away, using a car that gets 20 miles per gallon. Paying $5 per gallon of gas, that visitor will spend $40 for the same trip. To get visitors to the park, operators can adjust parking prices in response to changes in gas prices, and study its effect on in-park food purchasing (which often generates much more money than parking fees).
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Table 7-1: Amusement Park Visitors: Companion Analysis, Distance Travelled, Transportation Choice & Lodging Choice, 2011
The last time I went to an amusement park: People in my party 1 2 3-4 5+ Family members in my party 0 1-2 3-4 5+ My children in my party* 0 1 2 3+ Miles traveled to amusement park 1-15 16-50 51-150 151+ Transportation to amusement park Car/SUV/van/truck Tour van/tour bus Public transportation Taxi Airplane Other I stayed at a hotel/lodging establishment Percentage 100% 8% 15% 40% 37% 100% 15% 35% 32% 18% 100% 26% 29% 29% 16% 100% 22% 34% 24% 20% 100% 88% 4% 3% 1% 4% 1% 35%
Source: Packaged Facts, based on data from August 2011 proprietary survey Base: 576 respondents age 18+ who have visited an amusement park in the last 12 months; * Base: 326 respondents age 18+ (with children under age 18 in HH) who have visited an amusement park in the last 12 months.
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Age analysis
When assessed by amusement park visitor age, significant differences emerge most prominently among 18-24s. These visitors are least likely to visit the park with family. Among parents with children in under age 18 in the household, they are also least likely (by far) to visit the park with their children, who may be too young for such an outing. Table 7-2: Theme Park Visitors: Party Size, Family Members Present, Children Present, Distance Travelled, Travel Method & Lodging Choice, by Age, 2011
The last time I went to an amusement park: People in my party 1-2 3-4 5+ Family members in my party 0 1-2 3-4 5+ My children in my party 0 1 2 3+ Miles traveled to amusement park 1-15 16-50 51-150 151+ Transportation to amusement park Car/SUV/van/truck Tour van/tour bus Public transportation Taxi Airplane/other I stayed at a hotel/lodging establishment All 100% 23% 40% 37% 100% 15% 35% 32% 18% 100% 26% 29% 29% 16% 100% 22% 34% 24% 20% 100% 88% 4% 3% 1% 4% 35% 18-24 100% 24% 43% 33% 100% 31% 37% 24% 8% 100% 76% 10% 12% 2% 100% 24% 37% 20% 19% 100% 85% 7% 3% 3% 2% 40% 25-34 100% 21% 42% 38% 100% 20% 35% 30% 15% 100% 25% 27% 30% 17% 100% 27% 39% 20% 14% 100% 87% 4% 4% 1% 4% 37% 35-44 100% 24% 38% 38% 100% 10% 32% 36% 21% 100% 15% 38% 28% 20% 100% 21% 36% 26% 18% 100% 91% 3% 4% 1% 2% 27% 45-54 100% 19% 43% 38% 100% 8% 42% 33% 17% 100% 12% 33% 37% 18% 100% 16% 30% 28% 25% 100% 87% 4% 1% 0% 9% 35% 55-64 100% 26% 41% 33% 100% 15% 23% 34% 28% 100% 15% 20% 50% 15% 100% 20% 25% 23% 32% 100% 90% 2% 5% 2% 2% 38% 65+ 100% 30% 24% 46% 100% 4% 41% 33% 22% 100% 44% 33% 11% 11% 100% 23% 34% 28% 15% 100% 85% 6% 6% 0% 4% 39%
Source: Packaged Facts, based on data from August 2011 proprietary survey Base: 576 respondents age 18+ who have visited an amusement park in the last 12 months; *Base: 326 respondents age 18+ (with children under age 18 in HH) who have visited an amusement park in the last 12 months. Note: Bolded, colored results indicates a statistically significant result of a contrast test at the 95% confidence level. Green highlights indicate a statically significant higher result; red highlights indicate a statically significant lower result.
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HH income analysis
When assessed by amusement park visitor HH income, significant differences emerge most prominently among visitors from lower-income households. Visitors from <$25K households are most likely to come in groups of 1-2, and they are least likely to come to the park with family members or their own children. They are also most likely to travel 150 miles or less to the amusement park.
Table 7-3: Theme Park Visitors: Party Size, Family Members Present, Children Present, Distance Travelled, Travel Method & Lodging Choice, by HH Income, 2011
The last time I went to an amusement park: People in my party 1-2 3-4 5+ Family members in my party 0 1-2 3-4 5+ Children in my party 0 1 2 3+ Miles traveled to amusement park 1-15 16-50 51-150 151+ Transportation to amusement park Car/SUV/van/truck Tour van/tour bus Public transportation Taxi Airplane I stayed at a hotel/lodging establishment All 100% 23% 40% 37% 100% 15% 35% 32% 18% 100% 26% 29% 29% 16% 100% 22% 34% 24% 20% 100% 88% 4% 3% 1% 4% 35% <$25K 100% 32% 35% 33% 100% 32% 26% 24% 18% 100% 43% 23% 20% 14% 100% 26% 34% 29% 10% 100% 79% 5% 6% 3% 6% 33% $25-$49K 100% 22% 33% 45% 100% 14% 44% 22% 20% 100% 29% 32% 19% 21% 100% 25% 26% 30% 18% 100% 92% 3% 2% 0% 3% 32% $50-$74K 100% 19% 43% 38% 100% 13% 34% 41% 12% 100% 19% 28% 41% 12% 100% 18% 43% 18% 21% 100% 92% 0% 4% 1% 3% 36% $75-$99K 100% 22% 43% 34% 100% 14% 34% 31% 20% 100% 24% 29% 29% 18% 100% 20% 30% 29% 21% 100% 90% 5% 3% 1% 1% 36% $100K+ 100% 23% 42% 36% 100% 10% 35% 38% 18% 100% 22% 31% 32% 15% 100% 23% 38% 16% 23% 100% 82% 7% 3% 2% 7% 38%
Source: Packaged Facts, based on data from August 2011 proprietary survey Base: 576 respondents age 18+ who have visited an amusement park in the last 12 months Note: Bolded, colored results indicates a statistically significant result of a contrast test at the 95% confidence level. Green highlights indicate a statically significant higher result; red highlights indicate a statically significant lower result.
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Race/ethnicity analysis
When assessed by amusement park visitor race/ethnicity, significant differences emerge. Black visitors are least likely to visit the park alone or in pairs. Hispanic visitors are most likely to travel shorter distances: 64% travel 50 miles or less to the amusement park. They are also more likely to use public transportation, a probable consequence of their residing in metropolitan areas with amusement parks nearby. Hispanics are also least likely to come to the park with their own children, even though Hispanic households are more likely to have children, and a higher average number of children then all households.
Table 7-4: Theme Park Visitors: Party Size, Family Members Present, Children Present, Distance Travelled, Travel Method & Lodging Choice, by Race/Ethnicity, 2011
The last time I went to an amusement park: People in my party 1-2 3-4 5+ Family members in my party 0 1-2 3-4 5+ Children in my party 0 1 2 3+ Miles traveled to amusement park 1-15 16-50 51-150 151+ Transportation to amusement park Car/SUV/van/truck Tour van/tour bus Public transportation Taxi Airplane I stayed at a hotel/lodging establishment All 100% 23% 40% 37% 100% 15% 35% 32% 18% 100% 26% 29% 29% 16% 100% 22% 34% 24% 20% 100% 88% 4% 3% 1% 4% 35% White 100% 27% 37% 36% 100% 16% 38% 30% 17% 100% 25% 28% 30% 17% 100% 17% 32% 31% 19% 100% 90% 4% 2% 1% 3% 36% Hispanic 100% 20% 45% 35% 100% 20% 34% 30% 16% 100% 38% 26% 26% 10% 100% 32% 32% 14% 23% 100% 85% 2% 7% 2% 3% 36% Black 100% 13% 48% 40% 100% 9% 30% 41% 20% 100% 16% 36% 29% 20% 100% 29% 38% 14% 19% 100% 84% 5% 5% 2% 5% 30%
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Chapter 8: The Amusement Park Visit: BYO and Park Spending Analysis INTRODUCTION
In this section, we analyze aspects of amusement park visitors last visit to an amusement park: BYO food and beverage usage; and ticket, food, beverage, souvenir & parking spending.
INSIGHT CAPSULE
BYO food and beverage usage strongly competes with in-park foodservice: According to Packaged Facts proprietary survey results, some 4 in 10 adult amusement park guests brought their own food and/or beverages the last time they visited an amusement park. About a third brought their own beverages, and 3 in 10 brought their own food. The tendency to bring ones own food or beverages decreases with amusement park visitor age, which may be due to less planning on younger visitors parts, as well as a testament to their disproportionate focus on thrills and rides, not food. Visitors with children in the home are more likely to bring their own food/beverages. Amusement park visitors are also more apt to bring their own food if they travel 150 miles or less to the amusement park: the last time they went to an amusement park, only 21% of those travelling 150+ miles brought their own food to the park.
We estimate that amusement park visitors spent an average of $126 on the following goods and services during their last visit to an amusement park: admission ticket ($56), souvenirs ($21); food ($31); beverages ($12); and parking ($7). While the range of amusement park options translates to a wide spending net, park visitors do tend to spend at least a little bit on food and beverage: only 10% of amusement park visitors spent nothing on food the last time they visited an amusement park, with about the same percentage spending nothing on beverages. And, on average, for every $1.00 amusement park visitors spend on their admission ticket, they spend $0.73 on food and beverage. Food spending differs significantly by age, with amusement park visitors age 18-24 spending less than $20 during their last visit, those age 25-54 spending about $30, and visitors age 55+ spending more than $40. For younger visitors, food is an important component of the amusement park experience, but only insofar as it complements their driving rationales for visiting amusement parks: rides, games and other activities. Among older visitors, food plays a more important role in the experience: a time for respite and conversation or (at parks such as Epcot) a time to experience food as part of the experience. For parents bring kids along, not surprisingly, a visit to the amusement park costs more money. While this additional cost is associated with purchasing tickets and other goods and services for their children, our research also suggests that parents who bring children to the park spend more on themselves than parents who do not bring their children. Our analysis also suggests that repeat amusement park visitors may spend more per visit. As amusement park fans, they spend more on their experience. The last time they went, repeat visitors spent 25% more than 1-time visitors on their admission ticket, souvenirs, food, beverages, and parking.
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The amusement park visit: BYO food and beverage

BYO usage a strong competitor to in-park foodservice
According to Packaged Facts proprietary survey results, some 4 in 10 adult amusement park guests brought their own food and/or beverages the last time they visited an amusement park. About a third brought their own beverages, and 3 in 10 brought their own food.
Table 8-1: Theme Park Visitors: BYO Food & Drink, 2011
The last time I went to an amusement park, I brought my own: Food/beverages Food Beverages
Source: Packaged Facts, based on data from August 2011 proprietary survey Base: 576 respondents age 18+ who have visited an amusement park in the last 12 months 39% 31% 34%
Age analysis
The tendency to bring ones own food or beverages decreases with amusement park visitor age, which may be due to less planning on younger visitors parts, as well as a testament to a disproportionate focus on thrills and rides, not food.
Table 8-2: Theme Park Visitors: BYO Food & Drink, by Age, 2011
The last time I went to an amusement park, I brought my own: Food/beverages Food Beverages All 39% 31% 34% 18-24 47% 38% 43% 25-34 43% 32% 39% 35-44 41% 32% 32% 45-54 37% 30% 33% 55-64 30% 21% 23% 65+ 28% 22% 24%
HH income analysis
HH income alone is not a significant factor in amusement park visitors decisions to bring food and beverages to an amusement park. However, the indirect effect of HH income is probably quite strong, as it plays a significant role in which park a person or family might attend and for how long they will stay. For visitors to destination parks, who may be staying onsite at hotels, the need to bring ones own food is also mitigated by having ready options on or near hotel grounds.
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Table 8-3: Theme Park Visitors: BYO Food & Drink, by HH Income, 2011
The last time I went to an amusement park, I brought my own: Food/beverages Food Beverages All 39% 31% 34% <$25K 46% 36% 42% $25-$49K 45% 37% 37% $50-$74K 35% 26% 29% $75-$99K 34% 24% 30% $100K+ 39% 33% 34%
Parents who bring their children

By a statistically significant margin, visitors with children in the home are more likely to bring their own food/beverages. However, this tendency stays relatively constant, whether they bring their kids along or not.
Table 8-4: Theme Park Visitors: BYO Food & Drink, Parents Bringing Children, 2011
The last time I went to an amusement park, I brought my own: Food/beverages Food Beverages Presence of children in HH No 1+ children children 34% 43% 27% 34% 31% 37% Parents bringing children to park 0 children 42% 29% 38% 1 child 41% 32% 34% 2+ children 45% 38% 37%
All 39% 31% 34%
Source: Packaged Facts, based on data from August 2011 proprietary survey Base: 576 respondents age 18+ who have visited an amusement park in the last 12 months; 324 respondents (with children under age 18 living in household) who have visited an amusement park in the last 12 months. Note: Bolded, colored results indicates a statistically significant result of a contrast test at the 95% confidence level. Green highlights indicate a statically significant higher result; red highlights indicate a statically significant lower result.
Miles travelled
Amusement park visitors are more apt to bring their own food if they travel 150 miles or less to the amusement park: the last time they went to an amusement park, only 21% of those travelling 150+ miles brought their own food to the park.
Table 8-5: Theme Park Visitors: BYO Food & Drink, by Miles Travelled to Park, 2011
Miles travelled to amusement park The last time I went to an amusement park, I brought my own: Food/beverages Food Beverages All 39% 31% 34% 1-15 43% 35% 35% 16-50 38% 32% 35% 51-150 39% 32% 33% 151+ 34% 21% 31%
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The amusement park visit: ticket, food, beverage, souvenir & parking spend
We estimate that amusement park visitors spent an average of $126 on the following goods and services during their last visit to an amusement park: admission ticket ($56), souvenirs ($21); food ($31); beverages ($12); and parking ($7). Amusement parks visited can range from the likes of Disneyworld (which often translates to multiple-day stays and admission ticket prices north of $100) to local amusement parks (some of which charge little or nothing for admission but charge for games and rides on a per-usage basis). The range of options translates to a wide spending net, as suggested by our percentage breakouts in the table below. Food and beverage spend is part of the visit But overwhelmingly, park visitors do tend to spend at least a little bit on food and beverage: only 10% of amusement park visitors spent nothing on food the last time they visited an amusement park, with about the same percentage spending nothing on beverages. And while the admission ticket comprises 45% of spending on the listed goods and services, food and beverage contributes 33% ($42) to expendituresmore than the cost of parking and souvenirs combined ($28, or 22%). More than 70% of visitors report spending at least $11 on their food, and 40% spent at least $20.
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Table 8-6: Theme Park Spending Analysis: Admission Ticket, Souvenirs, Food, Beverages & Parking, 2011
Total spend Average cost $125.80 Share of spend 100%
The last time I went to an amusement park, my ____ cost: Admission ticket <$25 $25-$49 $50-$99 $100+ Souvenirs 0 $1-$10 $11-$20 $21-$30 >$30 Food 0 $1-$10 $11-$20 $21-$50 >$50 Beverages 0 $1-$5 $6-$10 $11-$20 >$20 Parking 0 $1-$10 >$10 Average cost Share who spend $56.1 26% 34% 32% 9% $20.8 49% 51% 14% 13% 9% 15% $30.5 10% 90% 19% 32% 30% 10% $11.5 11% 89% 35% 28% 17% 10% $6.9 48% 52% 29% 23% 5% 9% 24% 45%
Average cost Share who spend
17%
Source: Packaged Facts, based on data from August 2011 proprietary survey Note: Index = likelihood of usage weighed against all adults. Each unit above or below 100 corresponds to percentage increase or decrease in usage in comparison to the average.
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Spending by HH income
As expected, consumer amusement park expenses rise with HH income, a natural consequence of these visitors having more discretionary income to spend on recreation and entertainment. This difference is noted with respect to admission ticket prices, which reflects higher-income household use of destination parks, which carry high ticket prices than regional and local parks. Food and beverage spending also increases with HH income.
Table 8-7: Theme Park Spending Analysis: Admission Ticket, Souvenirs, Food, Beverages & Parking, 2011
All Total spend Admission ticket <$25 $25-$49 $50-$99 $100+ Souvenirs 0 $1-$10 $11-$20 $21-$30 >$30 Food 0 $1-$10 $11-$20 $21-$50 >$50 Beverages 0 $1-$5 $6-$10 $11-$20 >$20 Parking 0 $1-$10 >$10 Avg cost Avg cost % who spend $126 $56.1 26% 34% 32% 9% $20.8 49% 14% 13% 9% 15% $30.5 10% 19% 32% 30% 10% $11.5 11% 35% 28% 17% 10% $6.9 48% 29% 23% <$25K $85 $35.5 36% 33% 27% 4% $13.9 49% 22% 8% 12% 10% $21.2 19% 19% 33% 22% 6% $9.2 14% 38% 24% 15% 8% $5.8 46% 36% 18% $25-$49K $124 $68.4 24% 42% 24% 10% $18.3 50% 16% 13% 9% 12% $21.8 12% 26% 31% 26% 4% $9.4 11% 41% 26% 14% 8% $6.4 43% 39% 18% $50-$74K $114 $49.4 29% 37% 27% 8% $20.1 51% 11% 15% 8% 14% $28.7 10% 15% 32% 34% 9% $10.8 11% 34% 32% 14% 8% $4.9 58% 26% 16% $75-$99K $137 $55.1 22% 28% 41% 9% $25.9 49% 11% 16% 7% 18% $36.0 6% 21% 30% 29% 14% $12.0 11% 30% 32% 17% 9% $8.2 49% 20% 30% $100K+ $152 $65.0 23% 28% 37% 13% $22.6 45% 14% 12% 12% 18% $40.6 9% 12% 32% 34% 13% $15.2 11% 30% 24% 22% 13% $8.8 43% 28% 29%
Avg cost % who spend
Source: Packaged Facts, based on data from August 2011 proprietary survey Note: Index = likelihood of usage weighed against all adults. Each unit above or below 100 corresponds to percentage increase or decrease in usage in comparison to the average. Note: Bolded, colored results indicates a statistically significant result of a contrast test at the 95% confidence level. Green highlights indicate a statically significant higher result; red highlights indicate a statically significant lower result.
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Spending by age
Food spend differs significantly by age: amusement park visitors age 18-24 spend less than $20 during their last visit, those age 25-54 spend about $30, and visitors age 55+ spend $40+. For younger visitors, food is an important component of the amusement park experience, but only insofar as it complements their primary rationales for visiting amusement parks: rides, games and other activities. Among older visitors, food plays a more important role in the experience: a time for respite and conversation (perhaps while younger members of the group explore the park) or (at parks such as Epcot) an integrated part of the visit. Table 8-8: Theme Park Spending Analysis: Admission Ticket, Souvenirs, Food, Beverages & Parking, 2011
All Total spend Admission ticket <$25 $25-$49 $50-$99 $100+ Souvenirs 0 $1-$10 $11-$20 $21-$30 >$30 Food 0 $1-$10 $11-$20 $21-$50 >$50 Beverages 0 $1-$5 $6-$10 $11-$20 >$20 Parking 0 $1-$10 >$10 Avg cost Avg cost % who spend $126 $56.1 26% 34% 32% 9% $20.8 49% 14% 13% 9% 15% $30.5 10% 19% 32% 30% 10% $11.5 11% 35% 28% 17% 10% $6.9 48% 29% 23% 18-24 $102 $50.5 36% 28% 29% 8% $18.7 50% 22% 11% 4% 12% $18.4 14% 32% 31% 15% 8% $7.7 14% 46% 22% 11% 6% $7.3 41% 36% 23% 25-34 $123 $51.1 21% 40% 31% 9% $18.1 47% 14% 12% 13% 14% $32.0 10% 21% 30% 30% 9% $13.7 13% 28% 28% 19% 12% $8.3 46% 29% 25% 35-44 $123 $57.1 26% 31% 32% 10% $17.1 47% 14% 15% 12% 13% $30.2 12% 15% 27% 38% 8% $11.1 10% 29% 37% 15% 9% $7.2 46% 31% 23% 45-54 $131 $61.2 25% 32% 38% 5% $25.8 54% 10% 12% 6% 18% $27.2 8% 16% 36% 30% 10% $11.0 10% 35% 23% 24% 8% $5.3 52% 27% 21% 55-64 $151 $60.5 21% 30% 34% 15% $28.5 46% 11% 15% 11% 16% $42.0 11% 7% 36% 31% 15% $13.0 10% 36% 26% 13% 15% $6.9 48% 28% 25% 65+ $143 $62.4 26% 41% 20% 13% $20.6 46% 11% 17% 7% 19% $42.0 6% 17% 31% 33% 13% $12.7 6% 41% 31% 15% 7% $5.6 61% 20% 19%
Source: Packaged Facts, based on data from August 2011 proprietary survey Note: Index = likelihood of usage weighed against all adults. Each unit above or below 100 corresponds to percentage increase or decrease in usage in comparison to the average. Note: Bolded, colored results indicates a statistically significant result of a contrast test at the 95% confidence level. Green highlights indicate a statically significant higher result; red highlights indicate a statically significant lower result.
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Spending by parents who bring their children

For parents bring kids along, a visit to the amusement park costs more money. While this additional cost is associated with purchasing tickets and other goods and services for their children, our research also suggests that parents who bring children to the park spend more on themselves than parents who do not bring their children. Kids influence Their tendency to do so is surely linked to how children influence not only which park they attend, but how long they stay and what they choose to do. Pester power But at amusement parks, kids pester power fires on all eight cylinders. No visit to an amusement park would be complete without childrens verbal barrage: can we please do . . .? andno matter how much a parent may planIm hungry!
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Table 8-9: Theme Park Spending Analysis: Admission Ticket, Souvenirs, Food, Beverages & Parking, Parents Bringing Children, 2011
Presence of children in HH No 1+ children children $112 $136 $56.3 26% 36% 28% 10% $14.7 52% 15% 13% 8% 11% $26.2 12% 22% 35% 24% 7% $9.2 12% 38% 29% 14% 6% $5.7 50% 32% 18% $56.0 25% 31% 34% 9% $25.4 46% 13% 13% 10% 18% $33.7 10% 16% 29% 34% 12% $13.2 10% 32% 27% 18% 13% $7.9 46% 27% 27% Parents bringing children to park 0 children $99 $40.3 36% 27% 32% 5% $18.5 58% 13% 10% 6% 13% $25.9 23% 20% 26% 24% 7% $8.6 20% 44% 20% 5% 11% $5.5 55% 25% 20% 1 child $124 $53.8 24% 37% 32% 6% $20.1 49% 15% 14% 7% 15% $31.4 2% 17% 38% 35% 7% $12.4 9% 28% 33% 19% 12% $6.0 45% 32% 23% 2+ children $166 $66.3 20% 30% 37% 13% $32.7 37% 12% 15% 14% 22% $39.7 7% 13% 25% 39% 17% $16.4 6% 27% 27% 26% 14% $10.5 42% 26% 32%
Total spend Admission ticket <$25 $25-$49 $50-$99 $100+ Souvenirs 0 $1-$10 $11-$20 $21-$30 >$30 Food 0 $1-$10 $11-$20 $21-$50 >$50 Beverages 0 $1-$5 $6-$10 $11-$20 >$20 Parking 0 $1-$10 >$10
Avg cost Avg cost % who spend
All $126 $56.1 26% 34% 32% 9% $20.8 49% 14% 13% 9% 15% $30.5 10% 19% 32% 30% 10% $11.5 11% 35% 28% 17% 10% $6.9 48% 29% 23%
Spending by repeat visitors

Our analysis suggests that repeat amusement park visitors may spend more per visit because they choose to spend more of their discretionary income at amusement parks. As amusement park fans, they spend more on their experience.
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Our analysis (not tabulated) suggests that little difference by HH income exists between adults age 18+ who have visited an amusement park only once in the past 12 months and those who have visited an amusement park more than once. Yet, as shown below, the last time they went, repeat visitors spent 25% more than 1-time visitors on their admission ticket, souvenirs, food, beverages, and parking.
Table 8-10: Repeat Visitor Theme Park Spending Analysis: Admission Ticket, Souvenirs, Food, Beverages & Parking, 2011
Total spend Admission ticket <$25 $25-$49 $50-$99 $100+ Souvenirs 0 $1-$10 $11-$20 $21-$30 >$30 Food 0 $1-$10 $11-$20 $21-$50 >$50 Beverages 0 $1-$5 $6-$10 $11-$20 >$20 Parking 0 $1-$10 >$10 Avg cost Avg cost % who spend All $126 $56.1 26% 34% 32% 9% $20.8 49% 14% 13% 9% 15% $30.5 10% 19% 32% 30% 10% $11.5 11% 35% 28% 17% 10% $6.9 48% 29% 23% Amusement park visits in past 12 months 1 2+ $114 $142 $53.5 26% 38% 29% 8% $17.8 52% 15% 13% 9% 11% $26.4 11% 21% 34% 27% 7% $10.1 13% 34% 31% 16% 7% $6.2 51% 29% 20% $59.7 25% 28% 36% 11% $24.8 44% 13% 14% 10% 20% $35.9 10% 16% 28% 33% 14% $13.3 9% 36% 24% 17% 13% $8.0 43% 29% 27%
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Chapter 9: Amusement Park Operator Foodservice Analyses INTRODUCTION

In this chapter, Packaged Facts analyzes major amusement parks foodservice platforms, including those of Cedar Fair, L.P., Six Flags Entertainment Corporation, Universal Parks & Resorts, and The Walt Disney Company.
Cedar Fair, L.P.

Headquartered in Sandusky, Ohio, Cedar Fair is one of the largest regional amusement park operators in the world, owning eleven amusement parks, six outdoor water parks, one indoor water park and five hotels. The parks are located in Ohio, California, North Carolina, Virginia / District of Columbia, Pennsylvania, Minnesota, Missouri, Michigan, and Toronto, Ontario. Cedar Fair also operates Gilroy Gardens Family Theme Park in Gilroy, California under a management contract.
Target audience
According to the company, the demographic groups most important to the parks are young people ages 12 through 24 and families. Cedar Fair believes families are attracted by a combination of rides, live entertainment and the parks clean, wholesome atmosphere; and young people are attracted by the action-packed rides.
Cedar Point and Soak City: summary of operations

Cedar Point and Soak City are located on approximately 365 acres, virtually all of which have been developed, on the Cedar Point peninsula in Sandusky, Ohio. Cedar Point, which was first developed as a recreational area in 1870, is located on a peninsula in Sandusky, Ohio bordered by Lake Erie and Sandusky Bay, approximately 60 miles west of Cleveland and 100 miles southeast of Detroit. Cedar Point is believed to be the largest seasonal amusement park in the United States, measured by the number of rides and attractions and the hourly ride capacity, and has been named the Best Amusement Park in the World for thirteen consecutive years by Amusement Todays international survey. It serves a six-state region in the Midwestern United States, which includes nearly all of Ohio and Michigan, western Pennsylvania and New York, northern West Virginia and Indiana, and southwestern Ontario, Canada. The parks total market area includes approximately 26 million people, and the major areas of dominant influence in this market area, which are Cleveland, Detroit, Toledo, Akron, Columbus, Grand Rapids, Flint, and Lansing, include approximately 15 million people. Located adjacent to the park is Soak City, a separate-gated water park that features more than 20 water rides and attractions, as well as Challenge Park, which includes extra-charge attractions RipCord, a free-fall ride from a height of more than 15 stories, two 18-hole themed miniature golf courses and two go-kart tracks.
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Hotel facilities Cedar Point also owns and operates four hotel facilities. The parks only year-round hotel is Castaway Bay, an indoor water park resort, which is located at the Causeway entrance to the park. Castaway Bay features a tropical Caribbean theme with 237 hotel rooms centered around a 38,000-square-foot indoor water park. The parks largest hotel, the historic Hotel Breakers, has more than 600 guest rooms. Hotel Breakers has various dining and lounge facilities, a private beach, lake swimming, a conference/meeting center and two outdoor pools. Located near the Causeway entrance to the park is Breakers Express, a 350-room, limited-service seasonal hotel. In addition to the Hotel Breakers and Breakers Express, Cedar Point offers the lakefront Sandcastle Suites Hotel, which features 187 suites, a courtyard pool, tennis courts and a contemporary waterfront restaurant. Marinas Cedar Point also owns and operates the Cedar Point Marina, Castaway Bay Marina and Camper Village. Cedar Point Marina is one of the largest full-service marinas on the Great Lakes and provides dockage facilities for more than 740 boats, including floating docks and full guest amenities. In addition, Cedar Point Marina features a Famous Daves Bar-B-Que restaurant and an upscale seafood restaurant called Bay Harbor, both of which are accessible by the general public. Castaway Bay Marina is a full-service marina featuring 160 slips and full guest amenities. Camper Village includes campsites for more than 100 recreational vehicles and Lighthouse Point, an upscale camping area designed in a nautical New England style, which offers a total of 64 lakefront cottages, 40 cabins and 97 full-service recreation vehicle campsites.
Cedar Point and Soak City: foodservice

Cedar Point has quick-stop food services, full-service restaurants, and food carts around the park. The quick-stop food services and carts have hot-dogs, saltwater taffy, homemade fudge, icecream, drinks, cotton candy, and French fries. The restaurants serve many food items including burgers, chicken, and even buffets. We currently have 48 restaurant operations in the park and Soak City, said Gary Gochenour, director of Cedar Points food and beverage division. Locations range from small walk -up stands to branded concepts, like Pinks Hollywood Famous and Johnny Rockets. Branded chain presence The park also operates three chain restaurants onsite: Chick-Fil-A, Subway and Panda Express. During peak operating times, we implement roughly 26 to 36 specialty cart operations, said Gochenour. These carts serve items like iced coffees, fresh-baked pretzels and ice cream. (Tourist Attractions & Parks, January 2012). Pinks was added in 2011, he said. The highly successful hot dog concept was a great addition to our park and is very well-received by our guests. We never stop working at trying to improve our overall park food and beverage offerings.
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Limited-service variety Some of the food offerings available include: Bayou Refreshments, serving hot dogs, chili, chicken fingers, fries, frozen fruit drinks, chocolate covered bananas and Pepsi beverages; Burger Patio, counter-service providing burgers and chicken fingers; Coasters, offering a 50s theme with counter service, serving burgers, chicken filets, onion rings, shakes, malts and root beer floats; Corral, serving funnel cakes, corn dogs, pizza and snack items; Donut Time which sells (you guessed it) donuts, cookies, cinnamon rolls, breads, muffins and Starbucks coffee. Internet access is also available; Hot Potato, which serves large French fries topped with chili and/or cheese; Ben & Jerrys, serving ice cream, milk shakes and taffy; Hurricane Hannah, a tropical themed counter-service food station that serves pizza, Cuban Panini and Calypso Chicken Wrap; Famous Daves, serving ribs, beef brisket, and pulled pork; Joe Cool Caf, inspired by the PEANUTS comic strip, serving Pizza Hut personal pizzas, dog bone cookies and sub sandwiches. Full-service in the minority Full service restaurants include Game Day Grille, offering burgers, wings, and pork sandwiches; Johnny Rockets, which serves a variety of burgers and chicken fingers; Macaronis, serving pizza, pasta and Italian dishes; Red Garter Saloon, provides live entertainment and serves a variety of frontier food; Palace Theatre; The Chuck Wagon Inn, serving pizzas and salads; and Perkins Family Restaurant, located in the lobby of the Hotel Breakers, serving pancakes, breakfast combos and dinner specials. Finally, there is Midway Market, a full service, pay-oneprice buffet featuring popular American and Italian dishes. Outside of Cedar Points, at the Cedar Point Marina, is Bay Harbor, serving seafood and steaks. Its casual fine dining with a view. Other menu items include: stuffed mushrooms, sweet & spicy shrimp, seafood Alfredo, coconut shrimp, lobster tail, prime rib and long bone pork chops. BYO limitations Guests are not permitted by bring in any food or drink items into the park. Individual, unopened water bottles, as well as special diet/need items may be brought inside. Beer and wine coolers are sold at various restaurants with a policy of one drink per valid U.S. drivers license or state photo ID.
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Knotts Berry Farm: summary of operations

Knotts Berry Farm, located near Los Angeles in Buena Park, California, first opened in 1920 and was acquired by Cedar Fair in 1997. The park is one of several year-round theme parks in Southern California and serves a total market area of approximately 20 million people centered in Orange County, and a large national and international tourism population. The park is renowned for its seasonal events, including a special Christmas promotion, Knotts Merry Farm, and a Halloween event called Knotts Scary Farm, which has been held for more than 30 years and was named Best Halloween Event in the industry by Amusement Todays international survey in 2007. Cedar Fair also owns and operates three water parks in California. Adjacent to the theme park is Knotts Soak City-Orange County, a separate-gated seasonal water park that features more than 20 water rides and attractions. Just south of San Diego in Chula Vista, California is Knotts Soak City-San Diego, a seasonal water park which offers its guests mor e than 20 water rides and attractions. Knotts Soak City-Palm Springs is a 16-acre seasonal water park, located in Palm Springs, California, that offers 20 separate water rides and attractions, including 13 water slides, a giant wave pool, a lazy river inner tube ride and a childrens activity area, as well as various food and merchandise shops. Hotel facilities The company also owns and operates the Knotts Berry Farm Resort Hotel, a 320-room, fullservice hotel located adjacent to the park, which features a pool, tennis courts and meeting/banquet facilities. Area competition In Southern California, Knotts Berry Farms primary amusement/theme park competitors are Disneyland and Disneys California Adventure, which are approximately 10 minutes away, Universal Studios, approximately 40 minutes away, and Six Flags Magic Mountain, approximately 75 minutes away. The San Diego Zoo and Sea World-San Diego are located approximately 90 minutes from Knotts. LEGOLAND, a childrens park, is located approximately 70 minutes away in Carlsbad, California.
Knotts Berry Farm: foodservice

Knotts Berry Farm offers a variety of food options for the park consumer, including sit -down restaurants such as Spurs Chop House, with all-you-can-eat BBQ (chicken, ribs, hamburgers and hot dogs) and beer and wine options; Sutters Fine Family Fare, serving charbroiled hamburgers, pizza, stick dogs and funnel cakes; Johnny Rockets, with its all-American diner theme; the Coaster Diner, with tabletop jukeboxes, serving hamburgers and milkshakes. More casual options include: Ghost Town Grub, serving funnel cakes; Papa Loca, serving fries
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and carne asada; Fiesta Dogs, serving hot dogs and other all-American favorites; Hollywood Hits, serving French fries and pizza; and Super Scoops, serving ice cream. California Marketplace Adjacent to Knotts Theme Park is California Marketplace, an area for shopping and restaurants, including: Mrs. Knotts Chicken Dinner Restaurant, a full-service family restaurant known for its fried chicken, homemade biscuits and boysenberry pies; T.G.I. Fridays, a chain restaurant; Pinks, the famous, now-franchised, hot-dog spot; Cinnabon; and Dryers Ice Cream. Weddings encouraged Knotts Berry Farm provides a wedding experience, including a reception with a variety of menu options to choose from including hot or cold hors d'oeuvres, luncheons, dinners, and a number of specialized wedding buffets. Knott's European-trained chefs and staff work to personalize each menu to the individual needs of the wedding party. Wedding cakes from its own on-site bakery, are available, too. Although Mrs. Knott's Chicken Restaurant closes on Christmas Day itself, many families also have a tradition of eating their Christmas Eve dinner at Mrs. Knotts, as well. The restaurant is most famous for its fried chicken dinners, but the Mrs. Knotts turkey & stuffing meals are popular during the holidays, providing a Mrs. Knotts take-home holiday dinner that serves 6-8 people. In Fall 2011, the Mrs. Knotts Thanksgiving and Christmas take-home feasts cost $89.95 plus tax. (http://www.family-vacation-getaways-at-los-angeles-theme-parks.com/Mrs-KnottsChicken-Dinner-Restaurant.html). However, unlike Disneyland, Knotts Berry Farm does not offer a program to offer meals to visitors with food allergies, (The Orange County Register, April 2011). Season Passes are available for purchase that provide discounts on food and merchandise throughout the park. Out-of-park competition Knotts Berry Farm does compete with dozens of restaurants located outside of the park, some just a short walk away, or a short drive, including McDonalds and Subway along Beach Boulevard. A bit further away, the Buena Park Mall offers lots of dining options. Prices of food there are almost 50% cheaper than the ones inside Knotts Berry Farm.
Other attractions
Kings Island, a combination amusement and water park located near Cincinnati, Ohio, first opened in 1972 and was acquired by the Partnership in June of 2006. Kings Island is one of the largest seasonal amusement parks in the United States, measured by the number of rides and attractions and the hourly ride capacity. The park has received recognition for the Best Kids Area in the World for ten consecutive years by Amusement Todays international survey.
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The parks total market area includes approximately 15 million people, and the major areas of dominant influence in this market area, which are Cincinnati, Dayton and Columbus, Ohio, Louisville and Lexington, Kentucky, and Indianapolis, Indiana include approximately 8 million people. In Kings Islands major markets, its primary amusement park competitors are Holiday World in Santa Claus, Indiana approximately 200 miles away, Six Flags Kentucky Kingdom in Louisville, Kentucky approximately 125 miles away and the Partnerships other Ohio park Cedar Point, in Sandusky. Canadas Wonderland, a combination amusement and water park located near Toronto in Vaughan, Ontario, first opened in 1981 and was acquired by the Partnership in June of 2006. It is one of the most attended regional amusement parks in North America. Canadas Wonderland is in a culturally diverse metropolitan market with large populations of different ethnicities and national origins, and many ethnic-targeted cultural festivals featuring renowned music artists from across the world perform every year in the Kingswood Music Theatre, located within the park. The parks total market area includes approximately 9 million people. In Canadas Wonderlands major markets, its primary amusement park competitors are Ontario Place in Toronto and Darien Lake, located 125 miles away in Darien Center, New York. Kings Dominion, a combination amusement and water park located near Richmond, Virginia, first opened in 1975 and was acquired by the Partnership in June of 2006. The parks total market area includes approximately 19 million people and the major areas of dominant influence in this market area, which are Richmond and Norfolk, Virginia, Raleigh, North Carolina, Baltimore, Maryland and Washington, D.C, include approximately 12 million people. In Kings Dominions major markets, its primary amusement park competitors are Six Flags America, located 120 miles away in Largo, Maryland; Busch Gardens and Water Country USA in Williamsburg, Virginia, located approximately 50 miles away. Carowinds, a combination amusement and water park located in Charlotte, North Carolina, first opened in 1973 and was acquired by the Partnership in June of 2006. Carowinds major markets include Charlotte, Greensboro, and Raleigh, North Carolina as well as Greenville and Columbia, South Carolina. The parks total market area includes approximately 14 million people. In Carowinds major markets, its primary amusement park competitors are Six Flags Over Georgia, located 250 miles away in Atlanta, Georgia, Wet n Wild Emerald Pointe located approximately 100 miles away in Greensboro, North Carolina and Dollywood in Pigeon Forge, Tennessee, approximately 225 miles away. Great America, a combination amusement and water park located in Santa Clara, California, first opened in 1976 and was acquired by the Partnership in June of 2006. The parks total market area includes approximately 13 million people and draws its visitors primarily from San Jose, San Francisco, Sacramento, Modesto and Monterey, among other cities in Northern California. In Great Americas major markets, its primary amusement park competitors are Six Flags Marine World, located 60 miles away in Vallejo, California, Raging Waters in San Jose, California and
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Gilroy Gardens Family Theme Park in Gilroy, California, which is also managed by the Partnership. On September 16, 2011, Cedar Fair agreed to sell its California Great America to JMA Ventures, LLC for $70 million. Dorney Park, a combination amusement and water park located near Allentown in South Whitehall Township, Pennsylvania, was first developed as a summer resort area in 1884, and was acquired by the Partnership in 1992. Dorney Park is one of the largest amusement parks in the Northeast and serves a total market area of approximately 35 million people. The parks major markets include Philadelphia, New Jersey, New York City, Lancaster, Harrisburg, York, Scranton, Wilkes-Barre, Hazleton and the Lehigh Valley. Dorney Park has a number of competitors, with Hershey Park in central Pennsylvania and Six Flags Great Adventure in New Jersey being the major competitors in its market area. Valleyfair, which opened in 1976 and was acquired by the Partnerships predecessor in 1978, is a combination amusement and water park located near Minneapolis-St. Paul in Shakopee, Minnesota. It is the largest amusement park in Minnesota. Valleyfairs market area is centered in Minneapolis-St. Paul, which has a population of approximately 2 million, but the park also draws visitors from other areas in Minnesota and surrounding states with a combined population base of 8 million people. In Valleyfairs major markets, its primary amusement park competitors are Adventureland in Des Moines, Iowa, located approximately 250 miles away and Nickelodeon Universe, an indoor amusement park in Bloomington, Minnesota. Worlds of Fun, which opened in 1973, and Oceans of Fun, the adjacent separate-gated water park that opened in 1982, were acquired by the Partnership in 1995. Located in Kansas City, Missouri, Worlds of Fun serves a total market area of approximately 7 million people centered in Kansas City, but also including most of Missouri, as well as portions of Kansas and Nebraska. The park also features Worlds of Fun Village, an upscale camping area that offers overnight guest accommodations next to the park in 20 wood-side cottages, 22 log cabins and 80 deluxe RV sites. Also, included within the Village is a clubhouse with a swimming pool and arcade games. Oceans of Fun, which requires a separate admission fee, is located adjacent to Worlds of Fun and features a wide variety of water attractions. In Worlds of Funs major markets, its primary amusement park competitors are Six Flags Over Mid-America in eastern Missouri and Silver Dollar City in southern Missouri.
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Michigans Adventure, which was acquired by the Partnership in 2001, is the largest amusement park in Michigan. The combination amusement and water park located near Muskegon, Michigan serves a total market area of approximately 5 million people, principally from central and western Michigan and eastern Indiana. Michigans Adventure competes in northern Indiana with Six Flags Great America, which is located approximately 250 miles away in Gurnee, Illinois, and with the Partnerships other park, Cedar Point in Sandusky, Ohio. Wildwater Kingdom near Cleveland, Ohio, was first developed as a recreational area in 1888, and was acquired by the Partnership in April of 2004. This family-oriented water park serves a total market area of approximately 17 million people. The parks major markets include Cleveland, Akron and Youngstown.
Sales performance
Cedar Fair generates revenues primarily from sales of (1) admission to its parks, (2) food, merchandise and games inside the parks, and (3) hotel rooms, food and other attractions outside the parks. Note: In-park guest per capita spending represents the amount spent per attendee to gain admission to a park plus all amounts spent while inside the park gates. 2009 Consolidated net revenues totaled $916.1 million in 2009, decreasing $80.1 million, from $996.2 million in 2008. The decrease in revenues reflects a 7%, or 1.6 million-visit, decrease in attendance in 2009 compared with 2008. Attendance was affected by a sharp decline in group sales business; a decrease in season pass visits due to a decline in season pass sales during the year; and poor weather, including particularly cooler than normal temperatures throughout much of the season in the northern and southern regions. The revenue decline also represents a decrease of 1%, or $0.57, in average in-park per capita spending for 2009. Out-of-park revenues, which represent the sale of hotel rooms, food, merchandise and other complementary activities located outside of the park gates, decreased 7%, or $7.3 million between years, due primarily to declines in occupancy rates at most of our hotel properties.

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2010 In 2010, revenue totaled $977.6, up 7% from 2009. The increase reflected an 8%, or 1.7 millionvisit, increase in attendance from the previous year. The increase was facilitated by an increase in season pass visits, the result of an increase in the number of season passes sold, particularly at parks in the southern and western regions. In addition, attendance in 2010 benefited from an increase in group sales business, as well as favorable weather conditions throughout much of the operating season. Out-of-park revenues also rose 6%, or approximately $6.2 million, driven primarily by an increase in occupancy and average-daily-room rates at most of our hotel properties. Slightly offsetting the increases in attendance and out-of-park revenues was a less than 1%, or $0.35, decrease in average in-park guest per capita spending for the year. For the fiscal year, average in-park per capita spending increased 2% in the northern region, but this increase was offset by declines in per capita spending in the southern and western regions. The declines in those regions were in part the result of the increase in season pass visits.

2011 For 2011, attendance at Cedar Fairs 17 locations totaled 23.4 million guests, up 2.6%, or approximately 590,000 visits, from 2010. The improved attendance for 2011 was largely due to increases in season passes sold and season-pass visits. The growth in season-pass sales result from an increased marketing focus toward season passes at several of the parks.
Net revenues for 2011 totaled $1.03 billion in 2011, increasing $50.9 million, from $977.6 million in 2010. The 5% increase in revenues reflected a 3%, or 0.6 million-visit, increase in attendance from a year ago and a 2%, or $0.82, increase in average in-park guest per capita spending for the year. The revenue increase also reflected an increase of 8% ($8.8 million) in out-of-park revenues, which represents the sale of hotel rooms, food, merchandise and other complementary activities located outside of the park gates. This was driven primarily by increases in occupancy and average-daily-room rates at most of the companys hotels.
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Table 9-1: Cedar Fair, L.P., Key Metrics, 2007-11

Fiscal year: December 2007 $mil $987.0 22,113 $40.60 2008 $mil $996.2 $566.3 $355.9 $74.0 22,720 $40.13 $109.9 2009 $mil $916.1 $532.8 $316.4 $66.9 21,136 $39.56 $102.6 2010 $mil $977.6 $568.8 $337.3 $71.5 22,794 $39.21 $108.8 2011 $mil $1,028.5 $596.0 $349.5 $83.0 23,386 40.03 $117.6 2008-11 % change 3% 5% -2% 12% 78% 3% 0%
Net revenues Net revenues: Admissions Food, merchandise and games Accommodations and other Attendance In-park guest per capita spending Out-of-park revenues
Source: Packaged Facts; company documents
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Six Flags Entertainment Corporation

Six Flags Entertainment Corporation, formerly Six Flags, Inc., owns and operates regional theme, water and zoological parks and are the regional theme park operator in the world. As of December 31, 2010, Six Flags owned and operated 19 parks, of which 17 are located in the United States, one is located in Mexico City, Mexico and one is located in Montreal, Canada. In the United States, Six Flags owns or operates parks in the top 10 designated market areas. A coaster leader During 2011, Six Flags theme parks offered approximately 800 rides, including over 120 roller coasters. The company operates 20% of the worlds top roller coasters, according to Amusement Todays 2010 Golden Ticket Awards. Cartoon characters provide differentiation Six Flags holds exclusive long-term licenses for theme park usage throughout the United States (except the Las Vegas metropolitan area), Canada, Mexico and other countries of certain Warner Bros. and DC Comics characters. These characters include Bugs Bunny, Daffy Duck, Tweety Bird, Yosemite Sam, Batman, Superman and others. In addition, the Company has certain rights to use the Hanna-Barbera and Cartoon Network characters, including Yogi Bear, Scooby-Doo, The Flintstones and others. The company uses the characters to market its parks and to provide an enhanced family entertainment experience. The licenses include the right to sell merchandise featuring the characters at the parks, and to use the characters in its advertising, as walk-around characters and in theming for rides, attractions and retail outlets. Regional draw among families, adults and teens Some 83% of park guests come from within a 150 mile radius of its parks, and are split evenly between families with kids and teens and adults, as shown below. Table 9-2: Six Flags Entertainment Corporation, Demographics, 2010
Guest travel distance to park >150 miles <150 miles Families w/kids Teens and adults
Source: Six Flags Entertainment Corporation
17% 83% 50% 50%
Guest demographic
Positive and improving guest satisfaction According to its annual guest satisfaction survey, Six Flags guests give high marks on park cleanliness and safety, with comparatively lower marks for value perception. During 2006-2010, guest satisfaction rose incrementally. According to its 2010 survey, 94% of guests leaving park intended to return during the same season or the following season.
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Table 9-3: Six Flags Entertainment Corporation, Guest Satisfaction, 2006-2010

2006 Overall guest satisfaction Cleanliness Value perception Safety 8.4 8.8 8 8.8 2007 8.6 9 8.3 9.2 2008 8.6 9 8.3 9.2 2009 8.7 9 8.4 9.2 2010 8.7 9.2 8.4 9.3
Source: 2010 Guest Satisfaction Survey, performed by Delta Marketing, as cited in 2011 Six Flags Entertainment Corporation investor presentation.
The parks
Six Flags parks are located in geographically diverse markets across North America and they generally offer a selection of traditional rides, water attractions, themed areas, concerts and shows, restaurants, game venues and retail outlets, and thereby provide a complete familyoriented entertainment experience.
Table 9-4: Six Flags Entertainment Corporation, Park Profiles

Park & Center Six Flags America Largo, MD Six Flags Discovery Kingdom Vallejo, CA Description 523 acres: combination theme and water park; 300 acres of open land 138 acres: theme park plus marine and land animal exhibits Designated market area and rank* Washington, D.C. (9) and Baltimore (26) San Francisco/ Oakland (6) and Sacramento (20) Population w/in radius from park location (mil) 7.6: 50 miles 12.8:100 miles 5.8: 50 miles 11.0: 100 miles External park competition/ location/ approximate distance (miles) Kings Dominion / Doswell, VA (near Richmond)/ 120 Hershey Park / Hershey, PA/ 125 Busch Gardens/ Williamsburg, VA/ 175 Aquarium of the Bay at Pier 39/ San Francisco, CA/ 30 Academy of Science Center / San Francisco, CA/ 30 California Great America/ Santa Clara, CA/ 60 Gilroy Gardens/ Gilroy, CA/ 100 Outer Bay at Monterey Bay Aquarium/ Monterey, CA/ 130 Sea World of Texas/ San Antonio, TX/ 15 Schlitterbahn/ New Braunfels, TX/ 33 Hershey Park/ Hershey, PA/ 150 Dorney Park/ Allentown, PA/ 75
Six Flags Fiesta Texas San Antonio, TX Six Flags Great Adventure/ Six Flags Hurricane Harbor/ Six Flags Wild Safari Jackson, NJ Six Flags Great America Gurnee, IL Six Flags Magic Mountain/ Six Flags Hurricane Harbor Valencia, CA
224 acres: combination theme and water park 2,200 acres: separately gated theme park, water park & drive-through safari; 700 acres of open land 304 acres: combination theme & water park; 20 acres of open land 262 acres: separately gated theme park and water park on 250 acres and 12 acres, respectively
San Antonio (37) New York City (1) and Philadelphia (4)
2.1: 50 miles 3.8: 100 miles 14.4: 50 miles 28.3: 100 miles
Chicago (3) and Milwaukee (35) Los Angeles (2)
Kings Island/ Cincinnati, OH/ 350 Cedar Point/ Sandusky, OH/ 340 Wisconsin Dells Area (several water parks) / 170 Disneyland Resort/ Anaheim, CA/ 60 Universal Studios Hollywood/ Universal City, CA/ 20 Knott's Berry Farm/Buena Park, CA/50 Sea World of California/ San Diego, CA/ 150 Legoland/ Carlsbad, CA/ 130 Soak City USA/ Buena Park, CA/ 50 Raging Waters/ San Dimas, CA/ 50
Cont.
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Table 9-4: Six Flags Entertainment Corporation, Park Profiles [cont.]

Six Flags Mexico Mexico City, Mexico Six Flags New England Agawam, MA 110 acres: theme park 284 acres: combination theme and water park N/A Boston (7) Hartford/ New Haven (30) Providence (53) Springfield (110) Atlanta (8) 30.0: 50 miles 42.0: 100 miles 3.3: 50 miles 15.8: 100 miles Mexico City Zoo, Mexico City, Mexico/ 14 Chapultepec/ Mexico City, Mexico/ 11 Lake Compounce/ Bristol, CT/ 50
Six Flags Over Georgia Austell, GA/ Six Flags Whitewater Marietta, GA
359 acres: separately gated theme park and water park on 290 acres and 69 acres, respectively
5.2: 50 miles 8.3: 100 miles
Six Flags Over Texas/ Six Flags Hurricane Harbor Arlington, TX Six Flags St. Louis Eureka, MO
264 acres: separately gated theme park and water park on 217 and 47 acres, respectively 497 acres: combination theme and water park; 240 acres of open land
Dallas/Fort Worth (5)
6.0: 50 miles 7.1: 100 miles
St. Louis (21)
2.8: 50 miles 4.0: 100 miles
Georgia Aquarium/ Atlanta, GA/ 20 Carowinds/ Charlotte, NC/ 250 Alabama Adventure/ Birmingham, AL/ 160 Dollywood and Splash Country/ Pigeon Forge, TN/ 200 Wild Adventures/ Valdosta, GA/ 240 Sun Valley Beach/ Powder Springs, GA/ 15 Atlanta Beach/ Jonesboro, GA/ 40 Lake Lanier Islands Resort/ Lake Lanier Islands, GA/ 45 Sea World of Texas/ San Antonio, TX/ 285 NRH20 Waterpark/ Richland Hills, TX/ 13 The Great Wolf Lodge/ Grapevine, TX/ 17 Hawaiian Falls Waterpark/ Mansfield, TX/ 16 Kings Island/ Cincinnati, OH/ 350 Worlds of Fun/ Kansas City, MO/ 250 Cedar Point/ Sandusky, OH/ 515 Silver Dollar City/ Branson, MO/ 250 Holiday World/ Santa Claus, IN/ 150 Quebec City Waterpark/ Quebec City, Canada/ 130 Canada's Wonderland/ 370 Darien Lake/ Darien Center, NY/311
La Ronde Montreal, Canada The Great Escape and Splashwater Kingdom/ Six Flags Great Escape Lodge & Indoor Waterpark Lake George, NY
Theme park on 146 acres 351 acres: combination theme and water park, plus 200 room hotel and 38,000 square foot indoor waterpark
N/A Albany (58)
Source: Six Flags Entertainment Corporation
Marketing and promotion Six Flags employs national multi-media marketing and promotional programs designed to market and enhance the Six Flags brand name; and regional and local programs tailored to address the different characteristics of their respective markets and to maximize the impact of specific park attractions and product introductions. It also develops alliance, sponsorship and co-marketing relationships with well-known national, regional and local consumer goods companies and retailers to supplement advertising efforts and to provide attendance incentives in the form of discounts and/or premiums. Six Flags also arranges for popular local radio and television programs to be filmed or broadcast live from its parks.
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Honing the strategy For 2011 and 2012, Six Flags has worked to leverage park news to drive trial and urgency by marketing kids areas, water parks and broad thrills to families and by marketing coasters, big thrills and concerts to teenagers. Group sales Group sales represented 28% of 2011 and 2010 park attendance. Each park has a group sales manager and a sales staff dedicated to selling multiple group sales and pre-sold ticket programs through a variety of methods, including online promotions, direct mail, telemarketing and personal sales calls. Season passes Season passes help the parks in two important ways: they establish an attendance base in advance of the season, thus reducing exposure to inclement weather; and season pass holders often bring paying guests and generate word-of-mouth advertising for parks. During the 2011 season, season pass attendance constituted approximately 35% of park attendance, up from 32% in 2010. Ticketing discounts and promotions Six Flags offer discounts on season pass and multi-visit tickets, tickets for specific dates and tickets to affiliated groups such as businesses, schools and religious, fraternal and similar organizations. Six Flags also uses promotional programs to target specific market segments and geographic locations not generally reached through group or retail sales efforts. The promotional programs utilize coupons, sweepstakes, reward incentives and rebates to attract additional visitors. These programs are implemented through online promotions, direct mail, telemarketing, direct response media, sponsorship marketing and targeted multi-media programs. The special promotional offers are usually for a limited time and offer a reduced admission price or provide some additional incentive to purchase a ticket. A multi-year approach to improving ticket yield Six Flags has recognized the need to move away from discounting, which it has acknowledged relying on more than the industry as a whole. Outlined in 2011, its multi-year pricing strategy seeks to generate revenue by: Improving admission per capita Continuing to drive ticket purchases online in advance of visit Raising ticket prices across all price levels to manage migration between ticket types
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Fencing discounts for seasonality and to create urgency Driving frequency & loyalty with season passes and added value (to protect and grow season pass sales to maximize revenue per guest) Reducing non-selling complimentary tickets
As part of its fencing and urgency strategy, in 2011, Six Flags significantly altered its ticket discounting strategy. Six Flags altered its buy-one-get-one-free promotions by 1) limiting the promotion through May 30 instead of letting it run through December 31 and 2) transitioning the promotion from buy-one-get-one-free to $20 off from May 31 through September 5.
Foodservice
Inpark sales a significant revenue driver At Six Flags, in-park sales are a significant contributor to company revenue. In 2010, 41% of revenue was derived from in-park sales. In-park sales include foodservice (beverages & meals), proprietary branded merchandise, skill games, flash passes, locker rentals and parking. Foodservice drives in-park sales Foodservice is the primary contributor to in-park sales, generating a reported 50% of in-park sales during 2010equivalent to $200 million, or 21% of total revenue.
Six Flags Great Adventure Food Offerings

At Six Flags Great Adventure, in Jackson, New Jersey, guests can choose from over 40 offerings within the park, mainly of the basic hamburger, soda and fries variety, so there are plenty of spots for consumers to quench their thirst or hunger. The grab-and-go food strategy helps keep the focus on the rides. On-the-go food offerings predominate Six Flags Great Adventure offers plenty of quick on-the-go food options, including Ben & Jerrys; Coca-Cola Freestyle (with over 100 regular and low-calorie drink brands); Cold Stone Limited, offering ice cream creations; Conestoga, serving hot dogs, fries and snacks; Dippin Dots, serving flash frozen ice cream dots; Fast Tracks Snacks, offering cold beverages and snacks; Sweetcakes & Cones, serving funnel cakes and soft-serve ice-cream. Interestingly, Six Flags has different franchised brands competing against each other, i.e. Ben & Jerrys vs. Cold Stone Limited. For more meals on-the-go, offerings include Ichiban Tea House, located in the Food Court, serving sushi and other Japanese favorites; franchise Johnny Rockets; La Cocina, serving tacos
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and nachos; Liberty Pub, offering ice cold beer and wine; Looney Tunes Camp Kitchen, serving theme park snacks; Nathans Hot Dogs, offering jumbo hot dogs and fries; New England Hot Dogs, offering gourmet dogs; Seaport Eats, serving pretzels, funnel cakes and fries; Super Heroes Snacks, offering Italian sandwiches; and Teds Cheesesteaks, serving Philly cheesesteaks or cheese fries. A smattering of sit-down choices For a sit-down meal with air-conditioning, there is the Cyber Caf, a state of the art cyber caf serving coffee, doughnuts and funnel cake; Grannys Country Kitchen, serving fried chicken, chicken fritters, beer, salads and dessert; Main Street Deli, offering salads and fresh deli sandwiches; Mama Floras Cucina, offering Italian cusine; franchise Panda Express with Chinese cuisine; Primos Pizzeria; and The Great Character Caf, offering hamburgers, chicken fritters, fries and salads. Discounting in the mix Six Flags offers Meal Deals and Souvenir Sport Bottles, available online before consumers head to the park. Offerings in 2012 include Super Hero Meals: individual meal deals for one person, with a choice of either cheeseburgers, Flags Famous chicken strips, foot long hot dog or Primos Pizzeria for $13.49; a Discover Family Meal Deals with a choice of either Primos Pizzeria or Flags Famous chicken strips that feed four people for $44.99; a 2012 Souvenir Sport Bottle that allows for free refills on the day of purchase, and 99 cent soda refills the rest of the season. Bottles are $13.99 each. BYO limitations No outside food, beverages or coolers are allowed inside Six Flags Great Adventure. However, exceptions are made for Guests with special dietary needs. Six Flags Great America Food Offerings While not offering as many options as Great Adventure, Six Flags Great America (located an hour north of Chicago) still has over 30 food options providing a plethora of on-the-go choices. For snacking, it offers Wolf Den Snacks, selling nachos, pretzels and popcorn; Trolley Treats ICEE Mix it Up, selling ICEE; Treasure Chest, offering drinks and hot snacks; The Oasis, selling nachos, pretzels and churros; Sticky Fingers, selling Italian Ice, cotton candy and pretzels; Sharkys Snack Shack, selling funnel cakes, ice cream and snacks. Like Great Adventure, Great America has competing vendors, i.e. Cold Stone Limited vs. Ben & Jerrys. A number of burger and pizza stops are available, including the franchise Johnny Rockets; the Great American Hotdog, Pizza Luigi, Pizza Orleans and Primos Pizzeria. There is also a central food court offering 8 eateries, including franchise Panda Express. For a sit-down experience, consumers can try Aunt Marthas Chicken Dinner Restaurant,
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offering chicken dinners; or Mooseburger Lodge, selling burgers, ribs and chicken. Candy, candy, candy In 2010, according to Retail Confectioner, Great America sold nearly 20,000 pieces of fudge, which are made on site at Trudys. That comes to more than 5,000 pounds of the candy, says Meredith Kelleher, spokeswoman for the park. The shop offers as many as 24 flavors of the treat depending on the time of year. Aside from the traditional chocolate, it also comes in maple syrup, dulce de leche, and watermelon flavors, among others. Great America also sold nearly 9,000 caramel apples in 2010 also made onsite in front of the large display window. Of those, 65% had peanuts and 35% were plain, Kelleher says. Most of the apples were sold during the parks Fright Fest activities, a Halloween celebration that the park puts on during September and October. Throughout the festival, park-goers can tour haunted houses and walk past a water display at the entrance thats been dyed blood-red. In the 2010 season, the park sold more than 331,000 pieces of bulk candy, which create a rainbow of sugar on the walls and in the floor displays at Trudys. they offer 85 varieties of bulk candies, which sell for $2.49 for a quarter pound, plus tax. The parks staple candy is the unicorn pop, a rainbow-colored lollipop shaped like the horn of a unicorn and theyre on sale seemingly everywhere in the park. No theme park would be complete though without cotton candy and popcorn stands, and here Great America does not disappoint. The stands seem to dot the landscape at every turn, and both treats are made on-site throughout the day (July 2011). Meal discounting and promotions Great America also offers the 2012 Meal Deals and Souvenir Sport Bottles. For groups with over 100 people visiting the park, Six Flags Great America has group rates and includes an all-you-can-eat catered meal in a private picnic area. Seasons Passes are also available, offing souvenirs, games and discounts on food. After the purchase of a Seasons Pass, a consumer has the opportunity to become a Six Flags Funatic, and after every 5 visits throughout the season can start earning special rewards(http://www.sixflagstickets.net), including free Bring a Friend Six Flags tickets, a Skip the Line pass, free soft drinks, and more gifts. Several blogs give tips on how to save money at the park. Many of the tips focus on the food, including Fill up before you head in. No outside food is allowed in the gate, Eat lighta full stomach and a roller coaster often don't mix, and Split a meal. Food is a huge expense in the park. The food is good and the portions are big often too big for one but the prices are beyond outrageous. (http://www.nwitimes.com/lifestyles/travel/article_2db0addd-f377-5037bdd0-01076e1eb84e.html).
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Sales performance
Six Flags revenue is primarily derived from (1) the sale of tickets for entrance to its parks (approximately 532% of revenue in 2011), (2) the sale of food, merchandise, games and attractions inside its parks, (3) and sponsorship, licensing and other fees. Note: per-capita guest spending (below) excludes sponsorship, licensing, Six Flags Great Escape Lodge and Indoor Waterpark accommodations and other fees. 2009 2009 revenue totaled $898.9 million compared to $1,005.8 million in 2008, representing an 11% decrease. The decrease was attributable to a 1.5 million (6%) decrease in attendance coupled with a $2.03 (5%) decrease in total revenue per capita. The attendance reduction was driven by a decline in group sales, reflecting cutbacks in outings by companies, schools and other organizations, as well as reduced complimentary and free promotional tickets. The reduction in total revenue per capita reflected decreased guest spending on admissions, food and beverage, games and merchandise and other in-park revenues, as well as decreased licensing and other fees. Per capita guest spending, which excludes sponsorship, licensing and other fees, decreased $1.46 (4%) to $36.84 from $38.31 in 2008. Admissions revenue per capita decreased $0.54 (3%) in 2009 compared to the prior year, driven by shifts in price and ticket mix (e.g., season pass, main gate, group sales and other discounted or complimentary tickets). Decreased revenues from food and beverage, games, retail, and other in-park offerings resulted in a $0.92 (5%) decrease in non-admissions per capita guest spending in 2009 compared to 2008.
Revenues for 2009 were also impacted by a decline in international licensing and other fees of $16.9 million compared to the prior year.
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2010 Revenue in 2010 increased $77.0 million, or 9%, to $975.9 million compared to $898.9 million in 2009. Excluding additions due to an accounting change, revenues increased $62.3 million, or 7% in 2010 compared to 2009, reflecting increased attendance, per capita guest spending and sponsorship revenues. Attendance in 2010 was 24.3 million, a 4% increase over attendance in 2009, due to strong season pass visitation and higher group sales. Per capita guest spending increased 2% to $37.55 in 2010 compared to $36.84 in 2009. 2011 While attendance during 2011 only slightly increased, per capita guest spending improved as a result of the success of improved pricing, along with season pass and group sales marketing initiatives. Revenue in 2011 increased $37.3 million (4%) to $1.01 billion compared to $975.9 million in 2010, reflecting increased per capita guest spending. Per capita guest spending increased $1.78 (5%) to $39.33 in 2011 compared to $37.55 in 2010. Admissions revenue per capita increased $1.24 (6%) to $22.30 in 2011 compared to $21.06 in 2010, driven primarily by improved yield on single day tickets and season pass pricing. Increased revenues from rentals, food and beverage, retail, paid attractions and catering during 2011 resulted in a $0.54 (3%) increase in non-admissions per capita guest spending compared to 2010. Admissions revenue per capita increased 2% to $21.06 in 2010 compared to $20.74 in 2009, reflecting improved yield on single day tickets. Food and beverage, rentals, retail, parking and other in-park revenue increased 2%, or a $0.39 increase.
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Table 9-5: Six Flags Entertainment Corporation, Key Metrics, 2008-11

Fiscal year: December 2008 $mil
$1,021.3 $534.8 $59.0 $427.5
%
100% 52% 6% 42%
2009 $mil
$898.9 $485.4 $368.5 $44.9
%
100% 54% 41% 5%
2010 $mil
$975.9 $507.5 $400.1 $68.3
%
100% 52% 41% 7%
2011 $mil
$1,013.2 $541.7 $413.8 $57.6 100% 53% 41% 6%
Revenue Theme park admissions In-park sales Sponsorship, licensing & lodging In-park sales Food Games, rentals, arcades/attractions, parking Merchandise Attendance Per capita revenue
25.3 $40.3
23.3 $38.6
$200.1 $140.0 $60.0 24.3 $40.2
21% 14% 6%
24.3 $41.7
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Universal Parks & Resorts

Universal Parks & Resorts operates the Universal theme park, dining and entertainment complexes in Orlando and Hollywood and the Wet n Wild water park in Orlando. Universal Parks & Resorts also manages fee and service relationships associated with Universal Studios Japan and Universal Studios Singapore. The firm is owned by NBCUniversal Holdings, of which Comcast Corporation owns 51% and GE owns the remaining 49%.
Universal Orlando
Universal Orlando Resort is comprised of two theme parks: Universal Studios Florida and Universals Islands of Adventure; three themed on-site hotels: Loews Portofino Bay Hotel, Hard Rock Hotel and Loews Royal Pacific Resort; and a 30-acre nighttime entertainment complex called Universal CityWalk, featuring shops, dining, a 24-theater Cineplex and a permanent Blue Man Group show. The Wizarding World of Harry Potter sends attendance skyrocketing As reported in the New York Times (June 2010), Universal Studios Florida attendance dropped 10% in 2009, to 5.5 million. Islands of Adventure fared even worse, with attendance down 11%, to 4.6 million. Food, beverage and merchandise sales at both parks plummeted nearly 20% from 2007 to 2009. But along with an improving economy, the Wizarding World of Harry Potter has changed the fortunes of Islands of Adventure. Opened in June 2010, the 20-acre addition has helped dramatically increase attendance. In 2010, attendance at Islands of Adventure soared 30.2%, to 5.95 million visitors, according to the Themed Entertainment Association. At Universal Studios, attendance rose just 6.1%, to 5.93 million.
The fortunes of each theme park are implied in their respective annual pass marketing. Universal Orlandos date-restricted "Power Passes" included 66 blackout dates for Islands of Adventure in 2011 but just seven for Universal Studios. For 2012, the resort has blacked out 35 dates in Islands compared with 22 in Universal Studios (Orlando Sentinel, December 2011). Since 2008, Universal Studios Orlando has introduced two new rides The Simpsons Ride and Hollywood Rip Ride Rockit and converted an existing attraction into Disaster! It also built a concert venue in the park, Music Plaza, to host live events.
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On-site Hotel overview The three on-site hotels (Loews Portofino Bay Hotel, Hard Rock Hotel, Loews Royal Pacific Resort) are each AAA Four Diamond Award-winning and offer exclusive theme park benefits, including: skipping the regular lines; early park admission; complimentary water taxis; priority seating at select restaurants; resort-wide charging privileges; character dining; and a wake-up call from a park character. Loews Portofino re-creates the ambiance of the famed seaside village of Portofino, Italy; the Hard Rock Hotel, as its name implies, tries to make guests feel like a rock star with its lively, yet laid back atmosphere; and the Loews Royal Pacific Resort sells the experience of the South Seas. Hotel dining options Each of the three hotels located within Universal Studios Orlando offer distinct dining choices, from casual dining and lounges to fine dining. Casual dining options are: Trattoria del Porto, serving a brasserie-style menu; The Kitchen, with comfort food and a rock star theme (some rock stars even perform cooking demonstrations of their favorite dishes at the Chefs Table); Islands Dining Room, offering the taste of Pan-Asian cuisine; Sals Market Deli, selling an assortment of Italian meats, cheeses, antipasto and salads; and Emack & Bolios Marketplace, serving Starbucks coffee. Lounge options include: The Thirsty Fish, a casual dockside bar with sunset views; Bar American, featuring classic style martinis and hors doeuvres; Jakes American Bar, offering cocktails and live entertainment; and Velvet Bar, a swank spot for cocktails. Fine Dining options are the full-service, casual attire Mama Dellas Ristorante, serving Italian specialties from Tuscany, Naples and Piemonte with strolling serenading musicians; BICE Ristorante, a restaurant that combines Old World elegance and modern chic; The Palm, the famous New York steakhouse; and Emerils Tchoup Chop, serving food from the Pacific, including sushi, dumplings and shrimp. Unique dining options include the Wantilan Luau, with a taste of the South Pacific, live music and hula dancing; Character Dining, where consumers can share a meal with characters from Universal Studios films; and the Orchid Court Lounge & Sushi Bar, offering sushi and designed with over 400 planted orchids. In an attempt to capture more than just park devotees, the Loews Portofino Bay Hotel occasionally hosts Harbor Nights, a wine tasting and jazz event designed to capture the spirit of the Mediterranean. Healthier eating Universal Orlando Resort provides a Trans-Fat Free Option. Many of the restaurants and food locations cook with trans-fat-free oil. And at select locations, side options for adults and children include healthy choices. At those locations, Kids Meals come with a choice of fruit or trans-fatfree fries. Adults can select from either a side salad or trans-fat-free fries.
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Promotions The hotels also offer a promotion of Stay More, Save More, allowing guests to skip regular lines in both theme parks, and offers a discount on hotels after staying at least 3 nights. Discounts can go up to 30% off depending on length of stay and time of year. Another promotion, sponsored by American Express (the official card of Universal Orlando Resort) is a Special Ticket Offer: with the purchase of any 2, 3 or 4-day Park-to-Park VIP Ticket with any American Express Card receives $25 off each ticket. Wedding and reception packages Interestingly, there are Wedding and Reception packages available for venues in the park, including the Latin Quarter, Pat OBriens, Red Coconut and Rising Star. There is a choice between Seated Lunch Selections (including Chicken Wellington, Filet of Beef and Yellow Tail Snapper) or Buffet Lunch Selections (including Pasta Primavera, Chicken Piccata and Roasted Pork Tenderloin.) Average price is about $120 per guest based on a minimum of 100 guests. A Two Hour Open Call Bar is included. Ticket food promotions While Universal Studios Orlando offers a variety of ticket promotions (including some for Florida residents), only the Annual Preferred and/or Annual Premier Pass offer discounts on food. The Preferred Pass sells for $199.99 plus tax (after discount); the Premier Pass goes for $324.99 plus tax (after discount).
Theme Park Dining: Universal Studios Florida

Universal Studios Florida, like DisneyWorld, is vast enough that guests are hard-pressed to do everything available, which encourages repeat visits. There is a wide variety of food choices, from quick serve to fine dining, appealing to both a guest on a budget, or budget blow-outs; appealing to both families and couples; appealing to any interest, whether dancing (the Latin Quarter) or high end (Loews Hotel). Universal Studios leverages the use of their copyrighted characters and properties to great effect; doubtfully, no child can resist the lure of Dr. Seuss creations, or the older crowds nostalgia with Popeye or Dagwood. Quick-service Quick service options include Beverly Hills Boulangerie, serving deli sandwiches and desserts; Schwabs Pharmacy, offering ice cream creations; Caf La Bamba, serving Southwestern food; Kid Zone Pizza Company, offering pizza, chicken fingers and chef salads; a Starbucks caf; and a Ben & Jerrys.
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Full-service Casual dining options include Richters Burger Co., where guests dress their own burgers; Mels Drive-In, serving hamburgers and fries in a 1950s theme; Universal Studios Classic Monsters Caf, serving rotisserie chicken and brick oven in a salute to classic horror films featuring themed dining areas; Louies Italian Restaurant, serving pizza, spaghetti & meatballs and gelato on the New York sets of Universal Studios; and World Expo Dining, where guests can sample cuisine from around the globe in this section. While not fine dining, full-service restaurants include Finnegans Bar and Grill, an Irish pub themed restaurant serving Shepherds Pie, Corned Beef and Bangers and Mash; and Lombards Seafood Grille, a casual restaurant in a recreation of San Franciscos Fishermans Wharf.
Theme Park Dining: Universals Islands of Adventure

Quick service At Islands of Adventure, quick service options include The Burger Digs, offering hamburgers and sandwiches; Croissant Moon Bakery, offering deli sandwiches and pastries; Cinnabon; Arctic Express, offering ice cream and funnel cakes; Blondies: Home of the Dagwood, serving deli sandwiches; Wimpys, offering cheeseburgers and chicken fingers; Cathys Ice Cream; the Frozen Desert, offering sundaes; Fire Eaters Grill, offering gyros; Moose Juice, Goose Juice, offering sweet treats and drinks; Hop On Pop Ice Cream Shop; and Green Eggs and Ham Caf, offering sandwiches. Full service Casual dining options include Circus McGurkus Caf Stoo-pendous, a big tent circus where creatures perform high above. It serves fried chicken and burgers; Caf 4, recreating the laboratory of the Fantastic Four, serving pizza and meatball subs; Captain America Diner, where superheroes hang out, serving burgers and sandwiches; Comic Strip Caf, a cafeteria-style food court serving fried chicken and fish & chips; and Thunder Falls Terrace, serving BBQ ribs and rotisserie chicken. Full-service dining includes Confisco Grille, which incorporates tastes from around the world: Italian, Mexican, Asian, Greek, and American inspired dishes including grilled sandwiches, burgers, salads, fajitas, ribs, pizza and pasta, plus full bar service; Mythos Restaurant, voted Test Theme Park Restaurant; the cavernous interior of the restaurant looks as if its been carved from the rock. There is also outdoor seating offering a view of the parks inland sea and vistas of the parks colorful islands. It offers dishes as blueberry and pistachio crusted grilled pork, cedar planked Bay of Fundy salmon, gourmet hamburgers and imported pasta.
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Dining at CityWalk Orlando

Located adjacent to the Universal theme parks, CityWalk offers guests a host of dining choices ranging from a gourmet dinner to late-night drinks. Casual dining spots include: Top of the Walk Food Court, offering popular eating options, mainly of the franchise variety (Panda Express, Burger King Whopper Bar, Moes Southwest Grill). Quick Service options include Cinnabon, Fat Tuesday, Galaxy Bar, Starbucks, TCBY, Big Kahuna Pizza, Pastamore Market Caf and Latin Quarter Express, serving Caribbean sandwiches. For a sit-down experience, consumers may try Emerils Restaurant Orlando, serving Creoleinspired dishes, a 12,000-bottle wine gallery, and even a cigar bar; Jimmy Buffets Margaritaville, creating a laid-back island attitude with three bars, complete with live entertainment and a giant exploding volcano. It serves a combination of Key West and Caribbean foods; Bob Marley A Tribute to Freedom, featuring Jamaican-influenced food, all in the replica of Bob Marleys home in Jamaica; The Bubba Gump Shrimp Co. Restaurant & Market, serving shrimp, inspired from the movie Forrest Gump; Hard Rock Caf Orlando, serving burgers and ribs, while listening to music videos; the Latin Quarter, serving Latin American food in a dcor influenced by Aztec, Incan and Mayan architecture. Friday and Saturday nights the Quarter transforms into a dance nightclub; and NASCAR Sports Grille, serving chicken and sandwiches. Plasma screens show a variety of sporting events. NBA City is a basketball-themed restaurant offering a menu of contemporary American cuisine; and Pastamore Ristorante & Market, offering family style Italian.
Universal Studios Hollywood

Universal Studios Hollywood is a movie- and television-based theme park offering guests the authenticity of a working movie studio. The theme park features rides and attractions such as King Kong: 360 3D created by Peter Jackson, "Revenge of the Mummy The Ride," "Jurassic Park The Ride," "The Simpsons Ride" and "Shrek 4-D." In Spring 2012, Universal Studios Hollywood will open Transformers: The Ride3D, a thrill-ride based on the film franchise. Universal Studios signature attraction is its behind-the-scenes Studio Tour, featuring the star of NBCs Late Night with Jimmy Fallon as the video host, and providing guests access to the movie and television production facility. Adjacent to the world-famous theme park is Universal CityWalk, an open-air leisure and nightlife complex providing an array of entertainment options, including an outdoor concert arena, Universal Cinemas, and other venues, such as the Jon Lovitz Comedy Club, the Infusion Lounge, and iFly indoor skydiving. Wizarding World of Harry Potter coming to Los Angeles In December 2011, Universal Studios Hollywood announced that the Wizarding World of Harry Potter would be added to the theme park.
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Ticket food promotions While there are a variety of ticket promotions, the only one regarding food is the All You Can Eat Pass, offering a day of unlimited trips through the food service lines at all participating restaurants. One entre platter and one dessert per person each time; excludes beverages. Cost is $19.95, but prices are subject to change without notice.
Theme Park Dining: Universal Studios Hollywood

Led by Executive Chef Eric A. Kopelow Cec, honored as Chef of the Year 2010 by Chef Magazine, Universal Studios Hollywood provides casual and quick-serve in-park dining options. Like its sister resort in Orlando, Universal Studios Hollywood leverages its copyrighted characters and properties, with spots like Flintstones BBQ and Jurassic Caf. Restaurant chains welcome In a departure from Disneys approach, Universal provides ample room for national restaurant chains. Quick serve options include Popcornopolis, serving gourmet popcorn; Ben & Jerrys; Cinnabon; Dodger Dogs, offering hot dogs from the famous Dodger Stadium; and Pinks, serving Hollywoods iconic hot dog. Other options include Panda Express; Jurassic Caf, offering Pizza Hut personal pizzas and roasted chicken; Doc Browns Chicken, serving fried chicken; Flintstones BBQ, offering flamegrilled chicken and pulled pork; Hollywood Cantina, offering south-of-the-border chicken and burritos; Louies Pizza & Pasta, serving Italian cuisine; the International Caf, offering gourmet coffee and sandwiches; Mels Diner, a time capsule from the days of the drive-up burger joint; and Hollywood Grill, offering pizza, funnel cakes and salads. Dining at CityWalk Hollywood Local draw CityWalk has made efforts to appeal not only to visiting tourists, but also to locals in the surrounding Los Angeles area. A Metro stop is available at Universal City, which feeds right into the park. At night when families leave, a nighttime crowd enters, seeking to mingle, drink and ride the mechanical bull at Saddle Ranch Chop House. Thus, CityWalk is able to serve both a family and single-person populace; both an older crowd during the day and a younger crowd at night. Most retail stores close at night, so the only money being spent is in those stores that remain open: the bars and cinemas. Food centric Without the distraction of rides, CityWalk focuses much more on food options, ranging from limited-service to more upscale. Casual spots include mainly the franchised variety: Taco Bell; Tommys Hamburgers; Ben & Jerrys; Cinnabon; Jamba Juice; Subway; Panda Express;
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Starbucks Coffee; Yogurtland; Popcornopolis; Wetzels Pretzels; The Coffee Bean & Tea Leaf; The Crepe Caf, offering a taste of France; Pinks Famous Hot Dogs; and Antonios Pizzeria. Full-service options are many. They include Jillians, an eclectic dine n game establishment for kids and adults; Saddle Ranch Chop House, featuring American fare, three bars, and a mechanical bull; Wolfgang Puck Bistro, offering Wolfgangs gourmet pizzas and signature dishes; Karl Strauss Brewing Company, offering flagship beers and chicken wings; Camachos Cantina, offering Mexican cuisine among Mariachi performances; Johnny Rockets Restaurant and Sports Lounge, offering burgers, a full bar and sports-filled TV screens; Tony Romas, serving BBQ; Bubba Gump Shrimp Co., offering shrimp; Wasabi at CityWalk, featuring sushi creations; Andrews Panda Inn, serving traditional Chinese favorites family style; the Hard Rock Caf Hollywood, offering down-home American found in a rock-n-roll environment; Buca di Beppo, serving huge family style portions of Southern Italian cuisine; and Samba Brazilian Steakhouse & Lounge, serving gourmet Brazilian cuisine. Entertainment includes a conga line and dancing.
Sales performance
NBCUniverals Theme Parks segment revenue is generated primarily from theme park attendance and related per capita spending, including ticket sales and in-park spending on food, beverage and merchandise, as well as from management, international licensing and other fees. 2011 For 2011, Theme Parks segment revenue increased 24.3% to $2.0 billion, compared to $1.6 billion in 2010, driven by the strength of The Wizarding World of Harry Potter attraction in Orlando and the King Kong attraction in Hollywood. During Q4 2011, Theme Parks segment revenue increased 4.0% to $498 million compared to $478 million during Q4 2010, driven by higher per capita spending at the Orlando and Hollywood parks.
Table 9-6: NBCUniversal Theme Parks, Key Metrics, 2010-11

Fiscal year: December 2010 $bil
$1.60
2011 $bil
$1.99
%
24.3%
Theme parks
Attendance (mil) Universal Studios Orlando Islands of Adventure Universal Studios Florida
5.95 5.93
30.2% 6.1%
5.04
26.0%
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The Walt Disney Company

The Walt Disney Company is a diversified worldwide entertainment company. The company operates in five segments: Media Networks, Parks and Resorts, Studio Entertainment, Consumer Products and Interactive Media.
Parks and Resorts

Through its Parks and Resorts segment, the company owns and operates the Walt Disney World Resort in Florida, the Disneyland Resort in California, Aulani, a Disney Resort & Spa in Hawaii, the Disney Vacation Club, the Disney Cruise Line, and Adventures by Disney. It also manages and has effective ownership interests of 51% in Disneyland Paris, 47% in Hong Kong Disneyland Resort, and 43% in Shanghai Disney Resort. It also licenses the operations of the Tokyo Disney Resort in Japan. Its Walt Disney Imagineering unit designs and develops new theme park concepts and attractions as well as resort properties. The businesses in the Parks and Resorts segment generate revenues predominately from the sale of admissions to the theme parks; charges for room nights at the hotels; merchandise, food and beverage sales; sales and rentals of vacation club properties; and sales of cruise vacations. Costs consist principally of labor; depreciation; costs of merchandise, food and beverage sold; marketing and sales expense; repairs and maintenance; and entertainment.
Walt Disney World Resort

The Walt Disney World Resort is located 22 miles southwest of Orlando, Florida, on approximately 25,000 acres of owned land. The resort includes theme parks (the Magic Kingdom, Epcot, Disneys Hollywood Studios and Disneys Animal Kingdom); hotels; vacation club properties; a retail, dining and entertainment complex; a sports complex; conference centers; campgrounds; golf courses; water parks; and other recreational facilities designed to attract visitors for an extended stay. The Walt Disney World Resort is marketed through a variety of international, national and local advertising and promotional activities. A number of attractions in each of the theme parks are sponsored by other corporations through long-term agreements. Below, we review the Magic Kingdom, Epcot, Disneys Hollywood Studios and Disneys Animal Kingdom within the context of their foodservice offerings.
Magic Kingdom
The Magic Kingdom, which opened in 1971, consists of six themed lands: Main Street USA, Adventureland, Fantasyland, Frontierland, Liberty Square, and Tomorrowland. Each land provides a unique guest experience featuring themed rides and attractions, live Disney character interaction, restaurants, refreshment areas and merchandise shops.
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Additionally, there are daily parades and a nighttime fireworks extravaganza, Wishes. Fantasyland is undergoing an expansion that will nearly double its size and add new attractions and other guest offerings. The project is scheduled to be completed in phases through 2014.
Epcot
Epcot, which opened in 1982, consists of two major themed areas: Future World and World Showcase. Future World dramatizes certain historical developments and addresses the challenges facing the world today through major pavilions devoted to showcasing science and technology improvements, communication, energy, transportation, using your imagination, nature and food production, the ocean environment and space. World Showcase presents a community of nations focusing on the culture, traditions and accomplishments of people around the world. Countries represented with pavilions include the United States, Canada, China, France, Germany, Italy, Japan, Mexico, Morocco, Norway and the United Kingdom. Both areas feature themed rides and attractions, restaurants and merchandise shops. Epcot also features Illuminations: Reflections of Earth, a nighttime entertainment spectacular.
Epcot foodservice at center stage

At Epcot, food service is not an afterthought, but rather a main ingredient in the guest experience. Partly themed on a World Showcase, Epcot showcases the foods of various areas and doesnt take chances; it adheres to mainstream expectations and food traditions. For example, theres the Biergarten Restaurant, where guests can celebrate Oktoberfest; the Bistro de Paris, serving traditional French dinners; Coral Reef Restaurant, serving Maine lobster while guests can watch more than 85 different species of fish in a living coral that surrounds the restaurant; Restaurant Marrakesh, designed like a sultans palace serving North Mediterranean dishes; and Tutto Italia Ristorante, offering specialties from all over Italy. Quick service options include the Katsura Grill, offering the tastes of Japan; La Cantina De San Angel serving nachos, tacos and burritos; the Lotus Blossom Caf, serving Chinese take-out favorites; and Kringla Bakeri Og Kafe, serving fast food with Norwegian influences. Epcot's answer to authentic Italian cuisine Commissioned in 2007 by Disney, 100-seat Tutto Italia restaurant is the parks answer to authentic Italian cuisine. "Where we are, in Epcot, there are many different countries [represented] and some have attractions and some don't," he says. "In the Italy Pavilion, the food is the attraction; you go there for the food (NRN, May 2009). Epcot International Food & Wine Festival As part of its annual Epcot International Food & Wine Festival, Walt Disney World Resort has offered a global tasting experience. Each fall, the festival attracts a diverse audience of more than one million guests ranging from wine connoisseurs and epicures to neophytes wishing to boost their wine IQs. Festival guests can enjoy the flavors of more than 25 international marketplaces
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dotting the World Showcase promenade. The festival spotlights tastes from cities on six continents, including Bologna, Italy; Bangkok, Thailand; Wellington, New Zealand; Santiago, Chile; Marrakesh, Morocco; Shanghai, China; and New Orleans, United States. Included with Epcot admission are Samuel Adams beer seminars, Authentic Taste seminars and Authors without Borders programs with special book signings at the Festival Center, Eat to the Beat! concerts, culinary and cultural adventures, and all attractions and park entertainment. In 2011, Disney added to the experience with the inclusion of three new tasting marketplaces Hawaii, Caribbean Islands and Portugal, plus new menu offerings at popular returning marketplaces; celebrity chef appearances; the first-ever HGTV home entertaining seminars; and the Cranberry Bog display by Craisins telling the story behind the cranberry.
Disneys Hollywood Studios

Disneys Hollywood Studios, which opened in 1989, consists of four themed areas: Hollywood Boulevard, Sunset Boulevard, Animation Courtyard, and Backlot. The four areas blend together as a large movie set and provide behind-the-scenes glimpses of Hollywood-style action based on movies and TV shows. The park provides various shows, attractions, themed food service and merchandise facilities. Disneys Hollywood Studios also features Fantasmic!, a nighttime entertainment spectacular.
Hollywood Studios foodservice: functional and fun

Food at Disneys Hollywood Studios is functional and fun. The food is presented much as it would be in a Hollywood backlot, including the 50s Prime Time Caf, serving American comfort food paired with nostalgia (functional TVs are at each table broadcasting shows in black & white); the Sci-Fi Dine-In Theater, inspired by 1950s drive-ins, serving all-American entrees as guests sit in convertible-style tables; and Hollywood Scoops, serving ice cream. For guests seeking more of a meal, there is Hollywood & Vine, a buffet-style inspired by the famous Hollywood & Vine intersection in Hollywood, California; and the Hollywood Brown Derby, serving steaks and cocktails, celebrating the Golden Age of Hollywood.
Disneys Animal Kingdom

Disneys Animal Kingdom, which opened in 1998, consists of a 145-foot Tree of Life centerpiece surrounded by six themed areas: Dinoland U.S.A., Africa, Rafikis Planet Watch, Asia, Discovery Island and Camp Minnie-Mickey. Each themed area contains adventure attractions, entertainment shows, restaurants and merchandise shops. The park features more than 300 species of mammals, birds, reptiles and amphibians and 3,000 varieties of trees and plants. In September 2011, Disney announced an agreement with James Camerons Lightstorm Entertainment and Fox Filmed Entertainment for the exclusive global theme park rights to create themed lands based on the AVATAR franchise. The Company plans to build an AVATAR themed land at Walt Disneys Animal Kingdom.
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Animal Kingdom foodservice: food incorporated into theme

As with other Disney parks, theme is everything, which means the food is incorporated into the experience. For example, even a typical pizza joint is rebranded as Pizzafaripizza is served via the theme of an Animal Kingdom. The same can be said of a typical burger restaurant rebranded as Restaurantosaurus, which serves quick-serve favorites in a dinosaur-centric restaurant. Also available is the Rainforest Caf Animal Kingdom, a jungle-themed restaurant with simulated weather patterns and animated animals; the Yak & Yeti Restaurant, serving Pan-Asian food among exotic Himalayan artifacts; and Tusker House Restaurant, offering family buffets with Character dining.
Downtown Disney Area

The Walt Disney World Resort also hosts a 120-acre retail, dining and entertainment complex known as Downtown Disney, which consists of the Marketplace, West Side and Pleasure Island. Downtown Disney is home to the 51,000-square-foot World of Disney retail store featuring Disney-branded merchandise, Cirque du Soleil, the House of Blues, and the Companys DisneyQuest facility. A number of the Downtown Disney facilities are operated by third parties that pay rent and license fees to the Company. Seven independently-operated hotels are situated on property leased from Disney. These hotels include approximately 3,700 rooms. In September 2008, Disney commenced a multi-year project to enhance Pleasure Island, to enhance shopping and dining experiences to entertain guests of all ages.
Downtown Disney Area foodservice

Akin to Universal Studios CityWalk, except on a larger scale, Downtown Disney offers quick service options that serve fast snack to numerous specialized eateries that offer regional, ethnic and elegant fare. Many restaurants offer panoramic views of Buena Vista Lagoon; others provide live entertainment. Franchises include Wolfgang Puck Caf, serving a fusion of Asian and California cuisine; a Wolfgang Puck Express Marketplace, offering a casual take on Pucks signature dishes; Wetzels Pretzels Haagen-Dazs; House of Blues Sunday Gospel Brunch; Planet Hollywood; and Earl of Sandwich. Theme restaurants include Capn Jacks Restaurant, serving American cuisine with a view of Buena Vista Lagoon; Fultons Crab House, set in a riverboat replica; and Rainforest Caf Downtown Disney, with simulated weather patterns and animated animals. Also available is Raglan Road Irish Pub and Restaurant and Bongos Cuban Caf. T-Rex theme park restaurant For family-oriented incentive programs at Walt Disney World, T-Rexa theme restaurant with giant, faux dinosaur skeletons and a menu filled with offerings like "Gigantosaurus Burger"
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offering group options like complete buyouts. The restaurant, which seats 600 and is operated by Landry's Restaurants, was developed with Schussler Creative, which also helped create Rainforest Cafe. Water, fire, and ice are used in the prehistoric theme, including a waterfall, dinosaur skeletons embedded in faux ice walls, and bubbling geysers. A gigantic dinosaur skeleton--a replica of a real skeleton unearthed in Argentina--covers the entire roof of the building. Other menu offerings include "Caesarsaurus" (Caesar salad), "Raptor Ribs" (Asian barbeque ribs), "Pterodactyl Wings" (buffalo wings), and "Triassic Tortellini" (tricolored cheese tortellini). Also at Downtown Disney, Portobello Yacht Club has been renamed to just Portobello. It also has made menu changes and some decor alterations to make it a more authentic Italian eatery. Items now include suppli alia telefono and pork tenderloin over creamy polenta. Portobello seats up to 400 for private events (Meeting News, January 2009)
Hotels and resorts

As of October 1, 2011, Disney owned and operated 17 resort hotels at the Walt Disney World Resort, with a total of approximately 22,000 rooms and 468,000 square feet of conference meeting space. In addition, Disneys Fort Wilderness camping and recreational area offers approximately 800 campsites. In May 2010, Disney announced plans to open Walt Disney World Resorts eighteenth hotel, Disneys Art of Animation Resort, which will add nearly 2,000 rooms by the end of 2012 including 1,120 family suites. The resort will be themed after the animated films The Little Mermaid, The Lion King, Finding Nemo and Cars. It also operates ESPN Wide World of Sports, a 220-acre sports complex providing professional caliber training and competition, festival and tournament events and interactive sports activities. The complex, which hosts over 200 amateur and professional events each year, accommodates multiple sporting events, including baseball, tennis, basketball, softball, track and field, football and soccer. Its stadium, which has a seating capacity of approximately 9,500, is the spring training site for MLBs Atlanta Braves. Walt Disney World Swan and Dolphin The Walt Disney World Swan and the Walt Disney World Dolphin hotels, which have approximately 2,300 total rooms, are independently operated on property leased from Disney near Epcot. A recipient of the Meetings & Conventions Hall of Fame Award, the Walt Disney World Swan and Dolphin is a nationally respected and recognized leader in the convention resort arena. Over 329,000 square feet of indoor meeting space. Features consist of 84 meeting rooms, including two executive boardrooms, four ballroom options, and 110,500 square feet of contiguous convention/exhibit space. 128,190 square feet of outdoor function space. Built in state-of-the-art electrical and audio visual capabilities are accessible throughout the meeting and function space. Convention network infrastructure managed by on-site technicians. Groups are
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assigned their own Convention Services Manager, Catering Manager, and Reservations Specialist to assist every step of the way. World-class cuisine from 17 restaurants and lounges including Simla's Steak House, voted critic's choice for Orlando's Best High End Steak House, Todd English's bluezoo, featuring coastal cuisine from celebrity Chef Todd English, Il Mulino New York Trattoria, serving traditional Italian cuisine in a dynamic rustic trattoria, and Cabana Bar and Beach Club, designed in South Beach style.
Disneyworld chain branding

Pollo Campero branding initiative In November 2010, Latino fast food chicken chain Pollo Campero and franchisee Levy Campero unveiled a dual-branded Fresh A-Peel concept at Walt Disney World Resort. Fresh A-Peel offers wraps, bowls, burgers, salads, smoothies and snacks to complement the grilled and fried Latin chicken of Guatemala-based Pollo Campero, which bases its U.S. headquarters in Dallas. Fresh A-Peel also offers gluten-free cupcakes and bakery treats. Prices at the Downtown Disney Marketplace location ranged from $1.99 to $5.99 for breakfast, $4.99 to $6.99 for individual meals, and $16.99 for an eight-piece family meal that serves four (NRN, November 2010). Rainforest Caf Rainforest Caf is a themed chain restaurant owned by Landrys, Inc. While it appears in Disney properties, it is not exclusive, as there are over 25 restaurants alone in the United States, with a presence in Mexico, Canada, France, the UK, and Japan.
Walt DisneyWorld Passholder Program

DisneyWorld offers Annual Passholder Programs, some of which include dining discounts at DisneyWorld Resort Theme Parks, usually 10% (and up to 20% with participating restaurants) on regularly priced food and non-alcoholic beverages daily. Restrictions apply.
Disneyland Resort
The Company owns 461 acres and has the rights under long-term lease for use of an additional 49 acres of land in Anaheim, California. The Disneyland Resort includes two theme parks (Disneyland and Disney California Adventure), three hotels and Downtown Disney, a retail, dining and entertainment complex designed to attract visitors for an extended stay. The entire Disneyland Resort is marketed as a destination resort through international, national and local
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advertising and promotional activities. A number of the attractions and restaurants at both of the theme parks are sponsored by other corporations through long-term agreements. Foodservice operations within the Disneyland Resort run the gamut, from corn dog stands' to the elegant dining rooms of Napa Rose at the Grand Californian Hotel. Officials estimate an average of 50,000 meals are served each day, and foodservice operations generate more than $200 million per year. (NRN, July 2005).
Disneyland
Disneyland, which opened in 1955, consists of eight principal areas: Adventureland, Critter Country, Fantasyland, Frontierland, Main Street USA, New Orleans Square, Tomorrowland and Toontown. These areas feature themed rides and attractions, shows, restaurants, merchandise shops and refreshment stands. Additionally, Disneyland offers daily parades and a nighttime entertainment spectacular, Fantasmic!.
Disneyland foodservice
People dont visit Disneyland for the food; guests come to be immersed in the Disney experience. Much like Universal Studios, Disney seamlessly incorporates Disney copyrighted themes and characters into their food offerings. Name restaurant brands disappear Once inside the park, franchises disappear. There are no Starbucks or McDonalds, and while Coca-Cola or food served may be branded, the idea is to transport the guest outside of the world they know and into Disneyland. Every food offering from the smallest kiosk to the largest restaurant serves to reinforce that fantasy and what a success it is. Why have a regular restaurant when, for example, Disney can offer a Village Haus Restaurant, themed like an alpine village? Why have a normal quick service stand when Disney offers Plutos Dog House, based on the Pluto the dog, serving hot dogs? Disney is replete with examples of this type, from a Main Street Cone Shop (themed like Main Street) serving ice cream bars, to Harbour Gallery (themed like a docked ship) serving clam chowder. If guests want a bigger meal, they can try the Blue Bayou (themed liked a bayou as pirate ships float past) serving Cajun food. But food retail brands are prominently displayed While brand structures and signage arent present, the brand of the food is displayed prominently. For example, Dreyers sponsors the Ice Cream Parlor; Dole, the Tiki Juice Bar; Coca-Cola, the Refreshment Corner; and Dixie, the Hungry Bear Restaurant. Whether dining in Disneyland Park, California Adventure, or one of the three hotels on the resort, guests have the option of scheduling a Disney Character dining experience.
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Disney California Adventure

Disney California Adventure, which opened in 2001, is adjacent to Disneyland and includes four principal areas: Golden State, Hollywood Pictures Backlot, Paradise Pier and a bugs land. These areas include rides, attractions, shows, restaurants, merchandise shops and refreshment stands. Additionally, Disney California Adventure offers a nighttime water spectacular, World of Color, the first major element of the multi-year expansion that adds new entertainment and family-oriented attractions, to include Cars Land, a 12-acre themed area inspired by the animated film Cars, which is scheduled to open in summer 2012. The Disneyland Resort is pumping $1.4 billion into the transformation and expansion of Disney California Adventure Park. The project, slated for completion in summer 2012, will add an entirely new land: Cars Land. This 12-acre section of the park, based on the movie Cars, features three new attractions: Luigis Flying Tires , a spinning, bumper car-style ride; Maters Junkyard Jamboree; and the thrilling Radiator Springs Racers, a ride that includes lots of fun encounters with many of the Cars characters and ends with an electrifying race to the finish line. These new additions will join several new attractions that came online during 2011. In June 2011, Disney unveiled both The Little MermaidAriels Undersea Adventure (a fresh addition to the Disney California Adventure Park) and the newly revamped, 3-D-enhanced Star Tours The Adventures Continue ride in Disneyland. Once aboard Star Tours, guests climb into a Starspeeder 3000 piloted by C-3PO. The gold-plated droid whisks his passengers away on an adventure whose time line takes place between the first and second Star Wars trilogies (Benzinga, January 2012).
Disney California Adventure foodservicea taste of California

Disney California Adventure, like its name, tries to focus on the foods of California, from the Asian influence of The Lucky Fortune Cookery, serving made-to-order rice bowels, to the beach themed Cove bar, serving lobster nachos. Foods that guests associate with California can probably be found somewhere in park. Think California and a guest might think: Wine Country. Sure enough, theres a Mendocino Terrace at the Golden Vine Winery serving wine. What about Fishermans Wharf in San Francisco? Theres Pacific Wharf Caf, serving bread bowls and hot soup. The Boardwalk at Venice Beach? Theres Boardwalk Pizza & Pasta serving pizza and ravioli. Baja California? Theres Ritas Baja Blenders, serving margarita flavored ice drinks. Branded signage eschewed As with Disneyland, Disney California Adventure eschews branded signage; nothing will detract from the experience of being in Disneys version of California. There is a wide variety of foods to choose from, including hot dogs and hamburgers, to bar appetizers and deli sandwiches. For more upscale restaurants, there are options in the hotels, but Disney knows people attending California Adventure arent there for an elegant meal; guests are there to explore the rides.
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Downtown Disney foodservice

Drawing visitors on its retail, dining and entertainment strengths In its 2007 Investor Conference, the company noted that more than 30% of Disneyland's Downtown Disney guests came to the property just to experience its retail, dining and entertainment options. That year, according to the company, Disneyland's Downtown Disney is one of the top five retail centers in California when ranked in terms of sales per square foot. Easy access for locals With much in common with its sister area in Orlando, Downtown Disney is mainly aimed as a destination for locals in Southern California, as no admission fee is required and parking is free up to 5 hours with validation from participating locations. While the cinemas, shopping and open-air promenade are a draw, so too is the variety of dining options for the consumer: quickservice (franchises Haagen-Dazs, Jamba Juice, Wetzels Pretzels, La Brea Bakery); casual dining (House of Blues Restaurant, ESPN Zone, Naples Risotrante e Pizzeria, Tortilla Jos) to more upscale (the themed Rainforest Caf, complete with waterfalls and rain showers; Ralph Brennans Jazz Kitchen, serving Cajun cuisine; and Catal Restaurant, offering Mediterranean options.) California Food & Wine Festival In 2010, Disney's California Food & Wine Festival created a kaleidoscope of culinary experiences for guests of every palate at Disney's California Adventure park and select locations across the Disneyland Resort. Chefs, winemakers and brew masters celebrated The Art of Flavor at the festival, which featured culinary demonstrations, wine and spirits seminars, and food, wine and beer. General sales for festival events began February 16. Guy Fieri and Cat Cora of Food Network, along with Disney culinary masters and special guests presented their gastronomic talents in a full menu of complimentary demonstrations and signature paid events. The signature events included winemaker dinners, Sweet Sundays, Napa Rose Cooking School and Taste Food-Wine-Life, a night that celebrated the essence of the festival with a mosaic of food, wine and live entertainment. Some events, including culinary demonstrations, were included with admission to Disney's California Adventure park. Signature events were separately ticketed and required reservations (CruiseGuide, February 2010). Due to construction at Disney California Adventure, this event was cancelled for 2011 and 2012.
Hotels and resorts

Disneyland Resort includes three Company-owned and operated hotels with a total of approximately 2,400 rooms, 50 vacation club units, and 180,000 square feet of conference meeting space. Disneyland Resort also includes Downtown Disney, a themed 15-acre outdoor complex of entertainment, dining and shopping venues, located adjacent to both Disneyland Park
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and Disney California Adventure. A number of the Downtown Disney facilities are operated by third parties that pay rent and license fees to the Company.
Disneyland hotels and resort foodservice

The food offered in the hotels is more upscale. Still, the restaurants reflect the theme of the hotel. For example, in Disneys Grand Californian Hotel & Spa, its restaurants evoke the spirit of California, as in Napa Rose, serving wine while fine dining; Storytellers Caf, serving homestyle favorites, decorated with period murals depicting tall tales from early California; White Water Snacks, designed after a campground pavilion, offering quick-serve items; and Hearthstone Lounge, designed like a skiing lounge, offering baked goods and coffee. The Disneyland Hotel offers fine dining while still immersing guests in the Disney experience. In Goofys Kitchen, offering an all-you-can-eat buffet, guests can rub elbows with Chef Goofy; Steakhouse 55 serves prime steaks; the Tangaroa Terrace, decorated with tiki torches and tropical music, serves burgers and Island Plate Dinners. Finally, Trader Sams is an interactive lounge. Disneylands Paradise Pier Hotel offers a Surfside Lounge and Disneys PCH Grill, where guests can share breakfast with their favorite Disney Characters, serving burgers and pizza. New resort set to open in 2013 In 2013, Disney plans to open its Art of Animation Resort at Walt Disney World. The property will feature some of the companys most popular animated stories, including The Little Mermaid, Lion King, Finding Nemo, and Cars. The resort will have nearly, 2,000 rooms, including 1,200 family suites.
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Table 9-7: Walt Disney Parks and Resorts Business Unit Summary
Business unit Walt Disney World Resort Magic Kingdom Epcot Disneys Hollywood Studios Disneys Animal Kingdom Disneys Typhoon Lagoon Disneys Blizzard Beach ESPN Wide World of Sports (e) Disneyland Resort Disneyland Park Disney California Adventure Disneyland Paris (g) Disneyland Park Walt Disney Studios Park Hong Kong Disneyland Resort (i) Tokyo Disney Resort (j) Tokyo Disneyland Tokyo DisneySea Disney Vacation Club Disney Cruise Line Disney Magic Disney Wonder Adventures by Disney Walt Disney Imagineering
Source: The Walt Disney World 2010 Fact Book (a) Includes theme parks, hotels, dining and entertainment areas and surrounding land; (b) Includes only hotels and Disney Vacation Club properties owned and operated by The Walt Disney Company; Oriental Land Co., Ltd.; Euro Disney S.C.A.; and Hong Kong International Theme Parks, Ltd.; (c) Total acreage, including undeveloped land; (d) Includes Disneys Fort Wilderness Resort & Campground, but does not include Disney Vacation Club properties; (e) Opened under the name Disneys Wide World of Sports and was rebranded in 2010; (f) Total acreage including 461 Company owned acres and 49 acres under long-term lease in Anaheim, CA; (g) The Walt Disney Company has an indirect investment in Euro Disney S.C.A., a publicly held French entity that owns Disneyland Paris. A subsidiary of The Walt Disney Company manages the resort and another subsidiary earns royalties on Disneyland Paris revenues; (h) Total acreage, including undeveloped land; (i) The Walt Disney Company owns a 47% interest in the Hong Kong Disneyland Resort through Hong Kong International Theme Parks Ltd. A separate Hong Kong subsidiary of the Company is responsible for managing Hong Kong Disneyland Resort; (j) A subsidiary of The Walt Disney Company earns royalties on revenues generated by the Tokyo Disney Resort, which is owned and operated by Oriental Land Co., Ltd., a Japanese corporation (k) Includes the seven Disney Vacation Club properties at the Walt Disney World Resort, one property at Disneyland Resort, and two beach resorts. (l) Adventures by Disney provided 22 specialized excursion packages during 2010
Opened
Resort Size (a) acres 25,000 (c)
Hotels/Venues (b) # 17 (d)
Hotel Rooms # 22,350
1971 1982 1989 1998 1989 1995 1997 510 (f) 1955 2001 5,510 (h) 1992 2002 2005 1983 2001 1991 1998 1999 2005 1952 7 5,760 3 2,415
311 494
2 3
1,000 1,710
N/A 964 ft. 964 ft. N/A N/A
10 (k) N/A N/A 22 (l) N/A
3,060 877 877 N/A N/A
Sales performance
Disneys Parks and Resorts segment generates revenue from the sale of admissions to theme parks, the sale of room nights at hotels, merchandise, food and beverage sales, sales and rentals of vacation club properties and the sale of cruise vacation packages. Operating expenses include labor, costs of sales, repairs and maintenance and entertainment.
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2010 Parks and Resorts revenues increased 1%, or $94 million, to $10.8 billion due to an increase of $132 million at our international operations, partially offset by a decrease of $38 million at our domestic operations. The decline in revenue at our domestic operations reflected the impact of one fewer week of operations in fiscal 2010 and a 1% volume decrease reflecting lower vacation club ownership sales, lower hotel occupancy and lower passenger cruise ship days. These decreases were partially offset by higher guest spending primarily due to higher average ticket prices and higher average daily hotel room rates. 2011 In fiscal (September) 2011, Parks and Resorts revenues increased 10%, or $1 billion, to $11.8 billion due to an increase of $898 million at domestic operations and an increase of $138 million at international operations. Fiscal Q4 revenue also was up 11% to $3.1 billion, with profits increasing 33% to $421 million, as tourists flocked to its domestic and overseas parks. Revenue growth of 11% at domestic operations reflected a 6% increase driven by higher average guest spending and a 3% increase due to volume driven by higher passenger cruise ship days due to the launch of our new cruise ship, the Disney Dream, in January 2011, and higher attendance. Higher guest spending was primarily due to higher average ticket prices, daily hotel room rates, and food, beverage, and merchandise spending. Fiscal Q1 2012 Fiscal Q1 (December) 2012 marked the companys strongest parks and resorts growth in two years, especially impressive in light of the companys movement away from ticket discounting. Per-capita spending increased 6% and hotel room rates increased by 8%. For the quarter, attendance at domestic parks was up 3% and per capita spending was up 8%, thanks to higher ticket prices and food and beverage spending. Average per room spending at our domestic hotels was up 6%, while occupancy was flat. Disneyland Resort has seen strong results lately, due in part to the strategic investment weve made at Disney California Adventure. Revenue for the quarter was up 10% and operating income was up 18%. The growth in operating income was the result of higher guest spending and attendance at our domestic parks and higher passenger cruise days driven by the Disney Dream, partially offset by higher costs.
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Table 9-8: The Walt Disney Company, Selected Metrics, 2008-11

Fiscal year: September 2008 $mil 37.84 2009 $mil $36.15 $10.67 $8.44 $2.23 2010 $mil $38.06 $10.76 $8.40 $2.36 2011 $mil $40.89 $11.80 $9.30 $2.49
Revenue Parks and Resorts Domestic International Domestic: parks Attendance Per capita guest spending Domestic: hotels Occupancy Available room nights (1,000s) Per room guest spending Parks and Resorts (global) Merchandise, food and beverage Admissions
2% -6%
-1% 3%
1% 8%
82% 9629 $224
82% 9,625 $241
$3.5 $3.4
$3.5 $3.5
$3.7 $3.9
Source: Packaged Facts; company documents Note: Per room guest spending consists of the average daily hotel room rate as well as guest spending on food, beverage and merchandise at the hotels. Hotel statistics include rentals of Disney Vacation Club units.
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Amusement Park Foodservice Trends in the U.S.

Packaged Facts 11200 Rockville Pike Rockville, Maryland 20852

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About the Author

Amusement Park Foodservice Trends in the U.S.

Vice President of Publishing Research Director and Publisher Author

Amusement Park Foodservice Trends in the U.S.

Table of Contents Chapter 1: Executive Summary ........................................................................................................ 1

Amusement Park Attendance Trends: Demographic Analysis .............................................................................. 9

Amusement Park Visitor Restaurant Usage ............................................................................................................... 10

The Amusement Park Visit: Companion & Travel Analysis ................................................................................. 11

Amusement Park Operator Foodservice Analyses .................................................................................................. 13

Chapter 2: Amusement Park Foodservice Market Size and Forecast ............................... 14

Chapter 3: Amusement Park Foodservice Revenue Drivers ................................................ 16

Amusement Park Foodservice Trends in the U.S.

Promotional activity should continue ................................................................................................................................20

Travel spending and volume to moderate in 2012 and beyond ........................................................................ 23

Chapter 4: Amusement Park Menu & Food Trends ................................................................. 30

Meal promotions .................................................................................................................................................................... 32

If youre looking to eat healthy, go somewhere else ............................................................................................... 33

Amusement park staples .................................................................................................................................................... 34

Rules to live by........................................................................................................................................................................ 35

Amusement Park Foodservice Trends in the U.S.

Price sensitivity means enhancing food value........................................................................................................... 37

Entertainment districts ....................................................................................................................................................... 38

Branded food options .......................................................................................................................................................... 39

Chapter 5: Amusement Park Attendance Trends: Demographic Analysis ..................... 41

Amusement Park Foodservice Trends in the U.S.

Chapter 6: Amusement Park Visitor Restaurant Usage ......................................................... 61

Amusement Park Foodservice Trends in the U.S.

Chapter 9: Amusement Park Operator Foodservice Analyses ............................................ 84

Cedar Point and Soak City: foodservice ........................................................................................................................ 85

Knotts Berry Farm: summary of operations ............................................................................................................. 87

Knotts Berry Farm: foodservice ..................................................................................................................................... 87

Table 9-2: Six Flags Entertainment Corporation, Demographics, 2010 ......................................................... 94

Amusement Park Foodservice Trends in the U.S.

Six Flags Great Adventure Food Offerings ............................................................................................................... 98

Sales performance .............................................................................................................................................................. 101

Theme Park Dining: Universal Studios Florida ...................................................................................................... 106

Theme Park Dining: Universals Islands of Adventure ....................................................................................... 107

Theme Park Dining: Universal Studios Hollywood .............................................................................................. 109

Sales performance .............................................................................................................................................................. 110

Amusement Park Foodservice Trends in the U.S.

Epcot International Food & Wine Festival .................................................................................................................... 112

Hotels and resorts .............................................................................................................................................................. 115

Disneyworld chain branding.......................................................................................................................................... 116

Downtown Disney foodservice ..................................................................................................................................... 119

Amusement Park Foodservice Trends in the U.S.

Chapter 1: Executive Summary

Scope and Methodology

Amusement Park Foodservice Trends in the U.S.

Amusement Park Foodservice Trends in the U.S.

Amusement Park Foodservice Trends in the U.S.

Amusement Park Foodservice Trends in the U.S.

Amusement Park Foodservice Trends in the U.S.

Amusement Park Foodservice Market Size and Forecast

Amusement Park Foodservice Revenue Drivers

Amusement Park Foodservice Trends in the U.S.

Amusement Park Menu & Food Trends

Amusement Park Foodservice Trends in the U.S.

Amusement Park Foodservice Trends in the U.S.

Amusement Park Attendance Trends: Demographic Analysis