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AttractionPros brings you into the room with the top leaders, executives, and influencers in the attractions industry, to gain the widest possible perspective of all areas of the industry. Most people are only exposed to the practices of their own organization without seeing how the rest of the industry operates. By following AttractionPros, you will gain the skills and knowledge needed to succeed and learn from the best of the best, whether you are the CEO or just beginning your career.
Episodes
Tuesday Feb 22, 2022
Tuesday Feb 22, 2022
Mark Stepanian is the President and CXO at CAVU Designworks, a company founded by and led by engineers. CAVU engineers stories, solutions, attractions, ROI, and creativity. CAVU is determined to bring new blood to an industry rooted in innovations, while maintaining the legacy of those innovators that came before. At the end of the day, the most important thing engineered is an experience. In this conversation, Mark walks us through the concepts of Experience Engineering, non-linear storytelling, and giving guests agency.
Experience Engineering
"My job, as the president, is to be the chief listener."
The concept of experience engineering refers to attractions and entertainment venues as much as it applies to employees. Mark refers to himself as the “chief listener” because it’s critical that he keep his finger on the pulse of what the employees are thinking and feeling so they work collaboratively and effectively.
Mark takes the concept of listening to another level when he talks about listening to CAVU’s clients and the industry as a whole. Of course, after you’ve listened, you have to do something with that information. Mark explains that after all of that data is gathered through conversation, a course has to be charted to help an employee reach their goals, build an incredible attraction or engage with the industry at large.
Non-linear Storytelling
"We build full-scale modules of some of our attractions, simply because people haven’t experienced this type of storytelling before and there is no historical data about its popularity."
Getting people to understand how a brand new type of attraction will feel or how fun it will be has been a struggle for the team at CAVU. They found that building full-scale modules of their attractions is the best way to demonstrate, rather than tell, a prospective client what to expect from their approach to experiences.
On many attractions, the story is neatly laid out in front of the audience and they are positioned to see exactly what the storyteller wants them to see. With CAVU’s approach to non-linear storytelling, they take into account the various aspects and directions that need to be considered if the story goes in a certain direction. This makes the development more complicated, but increases the opportunity for guests to want to repeat the attraction and have a different experience.
Giving Guests Agency
“A positive guest experience, right now, is the belief that everybody has to win. I think that’s going to change.”
Mark equates giving guests agency to participate and guide their own story to the maxim of, “it’s about the journey, not the destination.” This means that losing, or not always winning, could be okay, because the journey is the transformative experience, not the outcome.
Taking that a step further, Mark says he feels people are going to start being okay with losing because that means they really taxed and challenged themselves. And if they really want to win, they’ll have to ride again.
This does not mean that there aren’t critical show and story points along the way. There are. Mark explains that the balance of giving guests agency is that they have to still perform within the context of the overall story, especially if there are others experiencing a parallel story at the same time.
To learn more about CAVU, visit https://cavudw.com/. Mark can be reached directly at: mark@cavudw.com or on LinkedIn.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Audio and video editing by Abigail Giganan
- Scheduling and correspondence by Kristen Karaliunas
- Branding and design by Fabiana Fonseca
To connect with AttractionPros: attractionpros@gmail.com
Tuesday Feb 15, 2022
Tuesday Feb 15, 2022
Heather Barnes is the Founder and Director of Improv at Work, where she leads workshops to help organizations communicate more effectively through improv. In the attractions industry, this includes leadership, executive coaching, and guest engagement, which energizes teams to be their most authentic selves. Heather’s background includes teaching at Second City and the University of Chicago, and also held director positions at both the Museum of Science and Industry and the John G. Shedd Aquarium. In these roles, Heather helped transform how employees engage with guests to be both more participatory and inclusive. The transformations resulted in more conversation-based learning, rather than a presentation or lecture, and stronger company cultures. In this interview, Heather talks about Improv at Work, safe and inclusive spaces, and shifting culture.
Improv at Work
"Being able to laugh at work impacts employee retention and morale."
Improvising is not just about being funny, trying to be on Saturday Night Live, or doing two-person longform scenes. Rather, using the philosophies and techniques from improv, you can make your skill sets stronger and enhance your abilities to respond in the moment, and respond to different voices. It positions you to be more participatory and is highly transformative.
At the Museum of Science Industry, Heather mentioned that improv was used in the hiring process. Rather than a one-on-one interview, applicants were placed into groups to see how they interacted with other people and how they adjusted in the moment to changes or if directions were unclear. This turned job interviews into auditions, which allowed them to hire more qualified candidates in a shorter period of time, while also setting the tone of the company culture.
Safe and Inclusive Spaces
"You need to articulate that this is a safe space for everyone."
In any experience where improv is created, it must be acknowledged up front that this is a safe space. You are not requiring anyone to be the funniest or most creative person in the room, but to participate to their level of comfort. It does, however, involve getting comfortable being uncomfortable in the interest of increasing skill sets together.
When people get comfortable participating, it allows individuals to feel safer when voicing an opinion or sharing something that otherwise might not be shared. Ultimately, the goal of improv is to build confidence, teamwork, and collaboration. Many students of improv have said that it has changed their life because they can focus on the audience instead of themselves.
Shifting Culture
“Treat your teams like you want your teams to treat your guests.”
When everybody shares, the tone can shift from being a top-down approach to being more collective. For example, in a morning team meeting, playing games that are participatory and energize each employee creates a better environment than employees showing up to the meeting to simply be given information about the day.
By creating a fun environment, the culture of the team overflows into the guest experience. If employees are enjoying themselves behind the scenes, the energy will carry when they need to interact with guests, particularly if they are enforcing policies that would otherwise be delivered in a stern tone. Research also indicates that if you’re playing games with one another, you are more likely to help them out. This naturally leads to greater teamwork and a more positive work environment. The business impact can be quite transformative, and the outcome can be fantastic.
To learn more about Improv at Work, visit improvisationatwork.com.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Audio and video editing by Abigail Giganan
- Scheduling and correspondence by Kristen Karaliunas
- Branding and design by Fabiana Fonseca
To connect with AttractionPros: attractionpros@gmail.com
Tuesday Feb 08, 2022
Tuesday Feb 08, 2022
Nick Taylor is the Principal Designer and Creative Director at Masterminds Studios, a design and build firm focused on creating immersive experiences with a decidedly “different lens.” While they are excited about themed entertainment, they are even more passionate about creating opportunities for others within the industry. In this episode, Nick talks about building fun, being a trailblazer, and promoting diversity.
Building Fun
“When starting a business during the pandemic, the opportunities that normally were not there, were there.”
In the early days of the company, just as the COVID-19 pandemic was starting, Masterminds Studios was able to capitalize on the slow down in business as organizations took that time to reevaluate their offerings and entertainment. Nick said this was a great opportunity for companies to restart and consider the intention behind what they were doing.
Masterminds Studios specializes in the imagination, fabrication, and realization of themed experiences, immersive environments, and live entertainment. Their goal is to excite the senses and spark the imagination.
Being a trailblazer
"Nothing beats a fail but a try." - Debra, Nick’s Mom
Nick states that he feels lucky to live in a time when starting a company is so easy, and that if you are not finding what you want through traditional channels and means, give it a shot and go your own way. If nothing else, you might find a group of like-minded people who can share the journey.
Nick also recognizes that entrepreneurship is not for everyone. His competitive advantage was having two parents that blazed their own trail and set a positive example. It takes a certain kind of personality to say, “hey we’re starting something new, we’re a bare bones crew, but give us a shot.”
Promoting Diversity
"I don’t see a downside to diversity.”
Nick wants to be clear that Masterminds Studios is an equal opportunity employer. At the same time, Nick and his team proactively seek out communities and individuals who might not normally be exposed to the types of employment opportunities his firm provides.
This means being involved in local communities and even engaging with STEM and STEAM programs as they educate and inspire future generations of creative individuals. “Promoting Diversity” actually has two meanings. 1. Advocating for those in marginalized communities and 2. Helping to advance the careers of qualified individuals with different voices and points of view.
To learn more about Masterminds Studios, you can visit https://www.masterminds.design/. They are also active on Instagram, LinkedIn and Facebook.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Audio and video editing by Abigail Giganan
- Scheduling and correspondence by Kristen Karaliunas
- Branding and design by Fabiana Fonseca
To connect with AttractionPros: attractionpros@gmail.com
Tuesday Feb 01, 2022
Tuesday Feb 01, 2022
Nate Thieme is the VP of Scenic Experiences at 3dx Scenic. What started as a scenic fabrication department for a live events company, 3dx grew when demand was generated from outside the business, notably Kings Island, where now nearly 90% of the business comes from external clients while still supporting the live events produced internally. In this interview, Nate talks about scenic design, fabricating for IP, and creating immersive environments.
Scenic Design
“We like to say it’s like old-school craftsmanship meets new world technology.”
Designing for scenery is like putting together a puzzle. The picture of the finished project comes to life when the project coordinators and managers on the front-end deconstruct the vision of the finished project. By doing so, they can determine the internal armatures and structures that go into supporting the physical product.
A lot of back and forth open communication needs to happen to ensure that these project can come together, and oftentimes the final tweaking is done once onsite. While working on a touring piece for the movie Trolls, 3dx was tasked with creating a shipping container that had many dynamic components, including a hinge that would come up, hair that rise, and other motion elements. When the hinge did not rise as originally planned, it was determined that a piece was blocking the hinge from being able to lift. The final tweaks onsite were able to identify the issue and resolve it quickly.
Additional factors, regardless of whether the object is static or dynamic, need to be taken into consideration that are dependent on the project. For instance, size of the piece, the wind loads it will need to take, and even seismic loads if being constructed in a location such as California. With all of the structural considerations, it also needs to meet aesthetic standards so it is visually stunning as well.
Fabricating for IP
"When you talk real estate, you talk location, location, location. When you talk about IP, you talk sample, sample, sample."
The process for working with intellectual property is the same as when there is no IP involved, but the project itself takes additional time. Because of how protective IP owners are of their brand, it requires additional meetings and input from all stakeholders in the project.
From the beginning of the project, the 3-dimensional file with the shapes and dimensions needs to be provided from the client. 3dx will then produce multiple samples that will then be distributed to the designer, the client, the owner of the IP for final approval, and one to be kept internally. Once the sample is completed and confirmed, at that point the project is treated like a recipe to ensure total consistency and transparency amongst all parties.
Immersive Environments
"The better that we can create this dimensional environment and the experience, the easier is is to transport you out of your day-to-day stressors and into something else.”
From a pencil sketch through the final deliverable, Nate shares the excitement of being able to bring immersive projects to life. To ensure minimal disruption to the client’s operation, which is often a theme park or shopping mall, much of the work is done overnight after the venue has closed. Then, the next day when guests walk in, it’s as if it effortlessly came to life.
By using architectural visuals, you can hide seams or partitions that are necessary when transporting pieces onsite. Nate shares that you use what you have, along with creativity, such as placing snow on a rooftop or using dental molding in a brick wall.
So much of the information and content we consume in our lives in 2-dimensional, whether on screens, television, or at movies, yet 3dx focuses on creating immersive, dimensional environments that let people escape the stressors of everything going on in our daily lives. The more immersive the environment, the more likely people are to a) enjoy the experience, and b) spend more money on food & beverage, retail, and ancillary experiences.
To learn more about 3dx, you can visit www.3dxscenic.com, or reach out to Nate at nthieme@3dxscenic.com or info@3dxscenic.com, or via phone at (513) 469-1015.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Audio and video editing by Abigail Giganan
- Scheduling and correspondence by Kristen Karaliunas
- Branding and design by Fabiana Fonseca
- Email marketing by Sam Bercik
To connect with AttractionPros: attractionpros@gmail.com
Tuesday Jan 25, 2022
Tuesday Jan 25, 2022
Eric Hungerford is the President of Mousetrappe, an award-winning media design and production studio that creates and develops inspired ideas into unforgettable cinematic experiences. Their work is featured in shows, spectaculars, immersive films, exhibits, attractions, and live events for the most treasured theme parks, museums, events, and IPs in the world. A movie buff at a young age, Eric knew his career would revolve around this type of media. In this episode, Eric discusses visual storytelling, measuring audience satisfaction and being a niche within a niche.
Visual storytelling
“There is something very quantum about what we do. It doesn’t really exist until it’s viewed.”
Henry David Thoreau said, “It’s not what you look at that matters, it’s what you see”. Eric and the team at Mousetrappe take this quote to heart when thinking about how to convey a story or elicit an emotion with a park visitor. Whether it’s a projection on a castle or guiding someone through a queue experience, the development process is the same.
Eric discusses getting new eyes on Mousetrappe’s productions prior to launch to ensure that the story is understandable and that the key emotions are being felt at the right time. He says it can be hard to imagine watching something for the first time after you have worked on it for weeks and months.
Measuring audience satisfaction
"If you don’t look at the negative tweets, you can’t look at the good ones, either."
Eric is, of course, ultimately concerned with what the audience is going to think because ultimately that’s who you are trying to please. A client may have a certain idea, or a piece of technology may be really cool, but its usefulness has to be vetted against how well it helps give the audience the desired experience.
When asked about specific ways to measure the success of a show, Eric points to the audience survey of those who have experienced the show or event. Eric puts little stock into the social media posts, both good and bad, from those who may just have a big following or are looking for clicks. Eric is much more comfortable watching the faces of the people watching the show and judging its impact by their visceral reaction.
Being a niche within a niche
"Everything we do is a little different every time so it keeps people engaged."
Mousetrappe is a media production company that focuses solely on location-based entertainment, which means they do not do film or television work. Everything they do is viewed in a space such as a theme park or event location.
Eric says this allows his team to focus on the best methods to deliver the content for the audience. Lead times can be up to 2 years so deciding on the technology to be used on a particular project really needs to be focused on the best way to make the tech invisible to tell the best story, not highlight what the fancy tech can do.
For more information, go to mousetrappe.com and medicixd.com.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Audio and video editing by Abigail Giganan
- Scheduling and correspondence by Kristen Karaliunas
- Branding and design by Fabiana Fonseca
- Email marketing by Sam Bercik
- To connect with AttractionPros: attractionpros@gmail.com
Tuesday Jan 18, 2022
Tuesday Jan 18, 2022
Mark Locker is the Founder and CEO of Attractions.io, a mobile app platform for visitor attractions. Mark has been involved in the industry professionally for more than 15 years, but began as an enthusiast as a teenager. After collecting and studying theme park maps as a child, Mark later bridged his passion for the industry with his proficiency as a software engineer. Today, Attractions.io is a supplier to the attractions industry and works with brands all around the world. In this interview, Mark talks about digital engagement, the importance of a holistic strategy, and getting out of the way when it comes to the guest experience.
Digital Engagement
"100 years ago parks didn't have apps, but guests didn’t have the same expectations or values."
The year 1984 is considered a turning point in digital engagement. Those born prior to 1984 are considered digital immigrants, while those born after are digital natives. Younger generations naturally are more tech-savvy as they grew up with more technology around them, whereas digital immigrants often gravitate toward more analog methods with which they are more familiar.
A mobile app, including the data it collects, and what it enables is a fantastic tool that connects with digital natives. This includes marketing, but also guest service and operations. Digital natives expect more things to be instantaneous and sustainability-driven, and a mobile app resonates with digital natives and the things that they desire. Brands like Amazon, Netflix, and Uber have shifted expectations for personalized experiences on demand, and have set expectations for experiences everywhere. Attractions are brands that can embrace that and deliver the same level of digital experience.
Holistic Strategy
"To take advantage of an app and everything it can offer, you need to look at it holistically."
Oftentimes, a project like building a mobile app falls under the marketing department. While this may be the most fitting, Mark stresses the importance of involving multiple departments across the organization. The app is a means to an end. This includes understanding your guests’ behaviors, as well as influencing them to have a better experience and spend more money. The app stays with the guest throughout the entire journey.
By connecting ticketing, food, hotel, photography, and other departments, you can enhance the experience while at the same time learn more data about your guests that tell you about their behaviors. Rather than looking at a mobile app as a channel that marketing looks after, look at it as the lynchpin of the park’s digital strategy.
Getting out of the Way
"Our philosophy is getting out of the way and making the most of their experience."
Most theme parks want guests off of their phones and fully immersed in their surroundings, and that can lead to pushback when discussing the implementation of a mobile app. However, the way that Mark sees it, if it can help guests plan their day, locate areas of the park, and answer questions quickly, the app actually serves the goal that park operators set in place. While most apps measure their success by engagement and length of sessions, Attractions.io focuses on the opposite. The user experience should be designed so that guests can utilize the app when they need it, and once their need is met, the phone goes back in their pocket. Having the app be a quick solution for way-finding and information replaces the time that a guest would spend deciphering a paper map or asking an employee.
Mark claims that it should not detract from the guest experience, but rather elevate it. If the guest wants to order lunch to avoid lines or find their way to an attraction, the app can help do that quicker.
To learn more about Attractions.io, you can visit their website, and to get ahold of Mark, you can reach him at mark@attractions.io, or connect with him on LinkedIn.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Audio and video editing by Abigail Giganan
- Scheduling and correspondence by Kristen Karaliunas
- Social media marketing by Kate Kujawa
- Branding and design by Fabiana Fonseca
- Email marketing by Sam Bercik
To connect with AttractionPros: attractionpros@gmail.com.
Tuesday Jan 11, 2022
Tuesday Jan 11, 2022
Craig Buster is GM of Wild Island in Sparks, NV. Craig started as a go kart attendant and quickly realized that he had something unique to offer. Three decades later he is the GM who works at building a great culture and an amazing facility that both his employees and guests can be proud of. In this interview, Craig discusses ownership culture, learning from failure, and celebrating the wins.
Ownership Culture
“I love to develop people. I probably fail more than I succeed .”
Craig talks a lot about culture and how it not only starts at the top, but that it is driven by what’s in the heart. Talk to people as human beings and provide them them the tools and guidance they need to be successful.
Being part of the decision-making process is what helps build the culture of ownership according to Craig. He allows his team to give input and debate the pros and cons of the facility’s next move. They then get to see how their decisions play out as they are implemented. Craig admits sometimes the suggestions work out, sometimes they don’t, but in every instance, the team learns.
Learning from failure
“When opening a restaurant, that first night you’ve got to nail and if you don’t, you’re done.”
The ownership at Wild Island allows Craig and his team to make and own many of the decisions that drive the park forward. When asked about his favorite failures, he points to a few decisions that cost the company significant money, but also taught them some valuable lessons.
As they looked to expand, they thought that adding a high-end restaurant would be a great addition to their offerings. Ultimately that failed for many reasons, but the lesson that came out of it was to more closely appeal to your demographic, do what you know and listen to your community for what they want. The restaurant space eventually turned into black-light mini golf and is still a popular attraction to this day.
Celebrating the wins
“You’ve got to celebrate those wins…you need to stand up and clap, jump up on a table, whatever you need to do.”
Craig reveals that previously the team wasn’t very good at celebrating wins. They would have a record week, check it off, then move on to the next week. They decided to be a little less humble about their accomplishments and start applying for some industry awards and celebrating the day-to-day wins with their teams.
In 2019, Wild Island earned AAMA’s Top FEC Award and have been finalists for IAAPA’s Top FEC of the World Award. Craig acknowledges that it’s a tough industry but it can be very rewarding. “We’re creating experiences, and if that doesn’t get you excited, it might be time to find another industry.”
To learn more about Wild Island, visit: https://wildisland.com/
To contact Craig: CBuster@wildisland.com
The annual IAAPA FEC Summit is back! After a 2-year hiatus, IAAPA is bringing FEC owners and operators together in Scottsdale for 2 full days of shared experience, new learning, networking and more. Scottsdale is the perfect location for this year’s event. Attendees will experience first-hand several area attractions including the Arizona Boardwalk, OdySeaAquarium, Bam Kazam, Mavrix and Octane Raceway.
This year’s theme is “Designing the Future and Maximizing Growth.” Core topics will include retailtainment in FEC’s, leadership, pop up exhibit experiences, brand loyalty and more. The Keynote speaker, Kaihan Krippendorff, (pronounced - K-eye-ann Krip-en-dorf) – will inspire and challenge attendees to think in new ways. His presentation “Be the Disruptor, Not the Disrupted” is timely and important and FECs – and just about all businesses continue to manage through the change and disruption brought upon by COVID-19. IAAPA’s president and CEO, Hal McEvoy; Chairman of the Board Ken Whiting; and 1st Vice Chairman Jim Pattison Jr. will also be taking part, along with members of the IAAPA North America team to ensure everyone has the engaging, informative and memorable experience IAAPA events are known for.
It’s NOT too late to register and be a part of the IAAPA FEC Summit experience. We have a special code to save $200 on registration. IAAPA members can register at www.iaapa.org/fecsummit and enter code 22FECSMT14 by January 14.
OH – and if you have ANY doubts or concerns and want to mention the health and safety protocols we are taking during this in-person event – here are a few key things:
- The health and safety of IAAPA’s attendees is the number-one priority during IAAPA FEC Summit and a great deal of planning and consideration has gone in to ensuring a safe AND successful event.
- During the IAAPA FEC Summit, IAAPA will follow all guidelines regarding social distancing, mask-wearing, cleaning and disinfection, and other protocols set by the We-Ko-Pa resort, all host locations, the local government, and the latest CDC guidance and recommendations for meetings and large groups.
- Attendees are encouraged to bring their own masks – by now we probably all have a favorite style for comfort – and IAAPA will provide masks while ensuring sanitizing stations are readily available
This podcast wouldn't be possible without the incredible work of our amazing team:
- Audio and video editing by Abigail Giganan
- Scheduling and correspondence by Kristen Karaliunas
- Social media marketing by Kate Kujawa
- Branding and design by Fabiana Fonseca
- Email marketing by Sam Bercik
To connect with AttractionPros: attractionpros@gmail.com.
Tuesday Jan 04, 2022
Tuesday Jan 04, 2022
There is a lot to look forward to in the new year. Accelerated adoption of technology, increasing pent-up demand from the public to visit attractions, and enhanced experiences that embrace creative talent all fuel optimism for the future. As we begin 2022, we put out a request for submissions for what to be on the lookout for to ensure a successful year. Forecasts ranged from cautious to optimistic, and how businesses in the attractions industry should approach various initiatives including business strategy, technology, staffing & employment, guest experience, and social responsibility, all while remaining optimistic that the industry’s rebound from the pandemic will continue to strengthen. In this episode, Matt and Josh discuss the takeaways from the latest e-book, Forecasts from AttractionPros, which is available for download here.
Business Strategy
From a high level, what strategy changes are you considering to keep pace with the rest of the industry and the world? The attractions industry is expected to increase its adoption of dynamic pricing, implementation of intellectual property will see a shift from movies to video games, and FEC’s should gear their marketing towards hosting events beyond their existing birthday party program. Additional parks may be sold, new parks potentially announced, and smaller attractions will take on more creative initiatives.
Technology
Emerging trends throughout the attractions industry will continue to accelerate, including automation and self-service, along with new methods of ordering and payment that streamlines processes and enhance the experience. In response to the pandemic, technology is helping operators become more contactless, through gesture-based technology and cashless payments. From an experiential standpoint, environments are becoming more immersive, through projection mapping, LED, and virtual reality.
Staffing & Employment
The staffing challenges of 2020 and 2021 will not see relief in 2022. Attractions will need to be more creative in the way that they recruit and hire, leading through the entire employee journey of how leaders engage with employees and how compensation packages are put together. There is clear demand for higher wages, especially when employees have options in other industries for higher pay and arguably better working conditions. The employment landscape is changing drastically, and what may have worked just a few years ago may no longer be as effective.
Guest Experience
Premium experiences will present themselves as viable options for operators to implement in the interest of enhancing the experience while simultaneously increasing revenue and per capita spending. Driving these decisions will be greater use of data from both passive and active guest behaviors that justify implementations of new experiences as well as operational efficiencies. Venues that do not have the same resources as the bigger players can close the gap through immersive elements that surround their core product that enhance the overall experience.
Social Responsibility
Being a better steward for the planet will be critical, as will being at the forefront of initiatives that have historically taken a backseat. Issues like climate change will challenge how attractions can reduce their carbon footprint, as well guide leaders through operational changes and opportunities for adapting to the changing world. From a DEI perspective, attractions must pave the way toward a more inclusive world that goes beyond a social media post here and there: they must walk the walk and weave diversity, equity, and inclusion into their core DNA.
Optimism
At the beginning of the pandemic, the optimists predicted a pent-up demand that would drive a surge in attendance that helps the industry rebound. They were right. That demand is expected to continue into 2022 as the industry sees more and more openings of new attractions and venues, along with increased pricing with minimal elasticity. People are anxious and excited to get out and play, and recognize the value of spending quality time with friends and family.
We’d like to thank everyone who contributed to this piece and shared their forecast for 2022. To download the e-book, click here:
www.attractionpros.com/forecast22/
If you enjoyed the e-book and this podcast episode, please share it with your network and colleagues throughout the industry.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Audio and video editing by Abigail Giganan
- Scheduling and correspondence by Kristen Karaliunas
- Social media marketing by Kate Kujawa
- Branding and design by Fabiana Fonseca
- Email marketing by Sam Bercik
To connect with AttractionPros: attractionpros@gmail.com
Tuesday Dec 28, 2021
Tuesday Dec 28, 2021
Phil Wilson is the Executive Vice President of Extreme Engineering, a design firm Phil started with his Dad back in 1995. Since then they have created many award-winning attractions and have sustained a family business through some trying times. Their philosophy of “bringing the mountain to the people” served them well when creating their first portable climbing wall, and that attitude is still prevalent today as they design experiences that many different audiences can enjoy.
Enjoying the ride
“Don’t get caught up in getting this degree or achieving that milestone on a particular timeline.”
In college, Phil changed his major four times and still has questions about what he wants to do when he grows up. This accentuates Phil’s outlook that life is a journey and that we shouldn’t put too much pressure on ourselves to reach arbitrary or societal goals, just because others are doing that or because that’s what’s been done in the past.
In many ways, Phil states that it is the journey that actually determines the destination. While going to college, Phil was working in the business and found things he was good at and liked doing. It was that knowledge that then shaped his path to pursue the education that would allow him to further excel.
Phil clearly embraces the journey mentality while traveling as well, sharing a story of how he and a friend ended up wearing lederhosen and drinking beer on stage in the middle of Oktoberfest in Vietnam!
Family Matters
“Every day you have with your parents and your kids, in a way, is your last day. Then you have to do it again the next day and the next day.”
Family businesses are tough. Business is tough enough, anyway, and then layer in the family dynamic and it’s no wonder that many family businesses fail. Phil has helped create an open space for family business owners to share and grow via the Family Matters session that has been a staple at the IAAPA Expo for 5 years.
In Phil’s own family business journey with his father, he has had to learn how to create and respect the boundaries of knowledge and expertise, and separate the family from the business. He opened up about a particularly tough time with his Dad where they were at odds and Phil had to get away to gain some new perspectives. His work in bringing other family business owners together is his way to help make sure that doesn’t happen with other families as well.
Innovative Ride Design
“There is a huge void in our industry in terms of price and experience on what you can get for an amusement park.”
In recent years, the Extreme Engineering team has taken their “bring the mountain to the people” philosophy to the family coaster segment. Realizing the massive gap in price and experience for attractions that were available, they specifically set out to produce experiences that bridged the gap between multi-million dollar coasters and ½ million dollar or less midway attractions.
They also designed a system to allow guests of varying abilities to experience parkour with Parkour Around. This computerized system calculates the amount of assist needed to allow guests to experience the attraction safely. Phil calls it the “SuperMario Experience”!
To learn more about Extreme Engineering, visit: https://extremeengineering.com/
To contact Phil: phil@extremeengineerinng.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Audio and video editing by Abigail Giganan
- Scheduling and correspondence by Kristen Karaliunas
- Social media marketing by Kate Kujawa
- Branding and design by Fabiana Fonseca
- Email marketing by Sam Bercik
To connect with AttractionPros: attractionpros@gmail.com
Tuesday Dec 21, 2021
Tuesday Dec 21, 2021
Bernie Campbell is a Regional VP of Sales for Whirley-DrinkWorks, which designs and manufacturers vessels for drinks and food items for theme parks and attractions, along with the programs that surround their sales. Whirley-DrinkWorks is made up of Whirley, DrinkWorks, Easygo, and Valid Fill, which all serve a unique purpose for food and beverage containers. Bernie has been in the attractions industry for more than 30 years, and is heavily involved with IAAPA as the chair of the Food & Beverage committee. Bernie is also an avid water polo player, and despite not having had the chance to play since the beginning of the pandemic, would normally play two to three times a week. In this interview, Bernie discusses bringing brands to life, perceived value, and creative problem solving.
Bringing Brands to Life
“It can be a lot of fun to help bring brands to life.”
It’s putting a drink in a container, but it’s more than that. Oftentimes, when working with a large client such as Disney, Whirley-DrinkWorks will start from scratch when looking at the concept, theming, and intellectual property when it’s applicable. When looking at going from concept to completion, it often involves building from the ground up, beginning with discussing the overarching concept and design, along with inputs from all necessary teams. This can include ideation with the client, gaining approval from the park, the IP owner, as well as Coke and Pepsi in some instances.
The design of the vessel is also critical not only for the brand, but for awareness from other guests in the park. When a guest buys a souvenir cub or bottle, the design acts as a walking billboard that represents the brand, which ultimately leads to higher demand for the vessel.
Perceived Value
“The souvenir beverage container is second only to the gate in revenue for a lot of theme parks.”
Souvenir containers can be very profitable. Whirley-DrinkWorks has a playbook that identifies what will be successful. When the playbook is executed successfully, it is a huge revenue driver for parks. Bernie shares that even more than the value it brings, the perception of value can be even a greater attraction for people. Guests have a high perception of value for a souvenir container that enables them to get free or low-cost refills throughout their day at the park, and then acts a souvenir when they get home. The playbook also helps operators increase their penetration rate, which is the number of bottles sold divided by the total attendance.
Bernie also shares that the frontline food & beverage staff are a big influence on the success of the program. The souvenir bottle is an easy suggestive sell due to its high perceived value, so it is one of the easier things to train a staff member to upsell due to a high win rate when offered.
It is also important to plant the seeds for the souvenir bottle throughout the park to make it easier for the staff to suggestively sell the bottle. This includes signage at multiple points throughout the park and visual imagery at concession locations, rather than text on a menu board that says “Souvenir bottle.” People need to regularly see the bottle throughout their visit and associate it with the perceived value that it brings, which will result in higher sales.
Creative Problem Solving
“When the programs became so successful, it actually became a problem. We were clogging food lines up because people wanted to refill their beverages, and that was slowing transactions down.”
Over the years, challenges surrounding the souvenir bottle program have led to innovative and unique solutions. For instance, guests who purchase a souvenir cup or bottle in a theme park are not permitted to take them on the majority of rides, specifically rides with stricter loose article policies, requiring the guest to place the bottle in a locker or leave it with a non-rider. As the programs evolved and this challenge was identified, parks began implementing cubbies or holders on ride platforms that were specifically designed for souvenir bottles - many of them even mimicking the layout of the ride vehicle so guests can place the bottle in cupholder that is equivalent to their seat as to not confuse it with another guest’s.
Additionally, when it became clear that the #2 reason people wouldn’t buy a cup due to difficulty carrying around (#1 being price, which is expected), it was determined to add a strap or lanyard to the bottle that made it easier to carry. This $0.07 item led to a 30-40% increased in sales in most parks.
Easygo, which is the RFID division of Whirley-DrinkWorks, is integral to self-service refills. In the food & beverage world, increasing the number of transactions is important. If it takes 20-30 seconds to transact and fill a vessel, and you can move the guests who are refilling their cup out of line, the concession can now fulfill that many more transactions. It saves time and drives revenue even further. When this was first installed on cruise ships, the benefits were noticed immediately. Guests on a cruise ship with a souvenir bottle would previously need to have their bottle refilled at a bar, which takes time away from bartenders serving alcohol and also impacted their tips.
Due to COVID-19, many food & beverage operators have been trying to move away from fountain machines that require pushing a lever or a button in the interest of going contactless. Valid Fill, which is Whirley-DrinkWork’s technology division, the team came up with a touchless valve, which plugs in to where the faucet is and you just need to break a line instead of touch the machine to fill up the cup. There are also new developments in the pipeline, such as dishwashers that can clean vessels in more expedited manner, digital printing that allows the company to create smaller quantities and widen the number of businesses that they can serve.
When attending Broadway plays, one of the biggest frustrations that Bernie had was that guests could not bring a drink from the bar to their seat, which required them to drink it quickly before entering the theater. When Bernie researched this, he learned that it was due to concern of spills in the theater. By putting a lid on the cup, it would solve the problem, but it was not an idea that was adapter overnight. Over the course of about 10 years, one theater decided to give the “adult sippy cup” a try. As a result, they generated 8-10x revenue compared to prior the implemtnation. The additional cost for the lid became insignificant compared to the revenue that was returned. What ultimately started as Bernie looking to solve a problem for himself ended up being a million dollar idea.
When asked about unique or unusual vessels, Bernie shared the story of a martini glass used for Radio City Music Hall that had a stem resembling Rockette legs, which turned into the “Rockettini.”
Bernie can be reached at whirleydrinkworks.com, along with all information regarding all products and divisions within the company.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Audio and video editing by Abigail Giganan
- Scheduling and correspondence by Kristen Karaliunas
- Social media marketing by Kate Kujawa
- Branding and design by Fabiana Fonseca
- Email marketing by Sam Bercik
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