RollerBee wrote:I worked at Carowinds in 2006, they told us ridership for the major rides and the Carousel.
And what about 2014? Where did those *confirmed* numbers come from? Because I call B.S.
They spent 5 million of 7 million needed to rebuild Thunder Road so at some point they thought it would be worth it.
Five of the seven initially put aside to do it. Then GCI came in and told them the deal about the lift structure and what the issues were, and how much that would cost, and they said no because it wasn't going to total up to 'just' $7mill.
So as I said "what was the ROI on the 5 million they spent rebuilding it?
Easy. Had they only had to spend the original amount they had budgeted over a set number of years to get the ride where it needed to be so that maintenance going forward was lessened, then *that* would have been a great return on their investment. But once the cost to demolish, rebuild/redesign, and bring up to code the last section of the ride that had extensive unseen damage to it became clear, and was way, way WAY higher than they had planned for (and needed to be spent in a budget year all at once, instead of spreading it out like the other amount had been), then they made the decision that it wasn't worth it.
I understand more than your troll self does,
Obviously you don't. Because you constantly spew stuff that no sane person running a business would do, and you think they're great ideas.
plus you know **** about running an amusement park? You have done it? How many tourist attractions have you worked it?
My family has ran several successful businesses that I worked at and I've spent several years in management positions dealing with budgets, marketing, managing, and cost. Doesn't matter if it's an attraction or not, a business is a business, and Cost overruns and ROI is the same concept regardless.
And how many of those attractions that you worked at did you actually work in anything other than a seasonal, hourly position? How many did you get actual reports about attendance, cash flow, revenue, costs, investments, staffing, and expenses? How many?
I have worked at 3; Carowinds, Emerald Pointe and a railroad museum so yeah I understand how they operate.
No, you understand how to push a button and check lap bars and get fired. That's what you understand. I worked at a movie theater for a while. Doesn't mean I know how to run a studio.
Because if you really understood, you'd be working in some position at some company where you deal with stuff like this. Like I have.
