I’m usually not this bad at keeping up a blog, but I’ve been particularly bad with this one. Gonna retry this, and to start things off again, here’s a piece I read recently in Fast Company about Disney that I thought was particularly interesting:
Any effort to reimagine Disney World would need to be monumental, almost by definition. Disney World isn’t an amusement park: It’s a metropolis. Sprawled across 25,000 acres of central Florida, it contains four theme parks, nearly 140 attractions, 300 dining locations, and 36 resort hotels. Its monorail system zips along 15 miles of track, with a daily ridership of more than 150,000. The parks have their own power plant and security force, plus some of the world’s largest laundry facilities, cleaning 280,000 pounds of linen each day as well as dry-cleaning 30,000 cast member garments.
The theme parks play an essential role in Disney’s effort to cement its company, characters, and products into the lives of families around the world. The more Disney movies, TV shows, and characters permeate our culture, the more people go to the theme parks; the more traffic the parks get, the more demand is created for toys, apparel, DVDs, and sequels. The cycle works in both directions: Disneyland’s Pirates of the Caribbean ride opened in 1967, and inspired the movie franchise that since 2003 has generated $3.7 billion in global box-office receipts. The divisions connected by this roundelay—Parks, Studio Entertainment, and Consumer Products—account for more than half of Disney’s revenues and profits.
The Disney franchise is bonkers fascinating. The last time I went to Florida on a business trip, a lady who drove me back to the airport listed all these bits and pieces of trivia about the theme parks. Like, did you know that a lot of things in Disney are painted purple so that birds don’t just land on things and then poop everywhere? Yeah, me neither.