I mean, I understand this is subjective but their event is quite terrible. I don't care if they're still "learning" or "growing" — it's not one I want to revisit any time soon.
I have to agree on this, having attended two out of the three years of the event's existence. Even in its third year it was just nowhere close to the level of quality that HOS Orlando was in its first year, or for that matter the quality level of any other HOS location. The same can be said about the Christmas event; SD clearly just isn't getting nearly the same budget as the other parks, which is bizarre since San Diego is a major tourist destination and in a more populous region than any other park in the chain.
More broadly, I think these numbers are a reflection of guests being turned off from PRKS by the consistent drop in quality coupled with increases in pricing, especially the deceptive ways the company has implemented those pricing increases. It's now more expensive to visit SW or BG than it is to visit Disney or Universal, and the few people who still choose to spend their money here anyway end up being punished for it in the park with further junk fees, high prices, and sub-par experiences that can't hold a candle to that same park a decade prior, let alone other parks in the area. Not surprisingly, guests feel ripped off, stop coming back, and voice their dissatisfaction on the internet and with everyone they know.
The fact that many of the parks now only cater to local teenagers and young adults who like roller coasters is another major turn-off for would've-been guests. The one shred of truth behind the "weather" excuse is that, indeed, all but one of the US parks have now been stripped of any weather-proof rides, and whereas pass holders may have previously come to the park on a cold, hot, or rainy day knowing they could at least ride
something indoors
, now they just don't bother coming at all. But PRKS (or rather Hill Path Capital/Scott Ross) seemingly has no interest in addressing that. Instead, their solution is most likely going to be further cost cutting and price gouging, which might scrape up a few extra dollars in the next quarterly report but will ultimately exacerbate this cycle of self-sabotage that is starting to catch up with them.
If I were in charge, the changes I'd be making to restore goodwill and public interest are:
- Replace junk fees with visible price increases on online and in-park purchases (the SD parks will likely be forced to do this anyway starting in July)
- Plan at least one indoor, non-roller coaster ride for every park that doesn't already have one
- Bring back quality themed entertainment with at least one permanent theatrical show, one street performance, and one parade at every park
- Increase staffing at gates, rides, and restaurants on anticipated busy days
- Replace the menu at every restaurant that has been downgraded to frozen pizza/chicken nuggets/burgers
- Bring back storage cubbies or make lockers free for every ride that doesn't allow loose articles
- No late open or early closure of major rides (other than for safety reasons) during peak seasons
- Stop building roller coasters at parks that already have too many and invest in broad-appeal experiences with an emphasis on unique storytelling and placemaking