The topics for this episode were crowd-sourced from AttractionPros listeners. The request was put out on social media to share topics or questions that Matt and Josh would discuss. We got a number of great suggestions that inspired a conversation that went in many different directions.  In this episode, Matt and Josh talk about executives with experience outside the industry, expecting change & being onboard, and breaking glass ceilings.

Experience outside the industry

 

"Being able to see the influence of other industries adds a whole new dynamic."

 

Many people, including Matt and Josh, consider it a badge of honor to have “grown-up” in the attractions industry. Stories of current executives starting out as sweepers, ride attendants or photographers on the frontlines are very common, however with a new batch of executive leadership changes at companies like Disney, Six Flags and Universal, we’re seeing more of a willingness to look outside the potential “echo chamber” to embrace new directions for the industry to grow.

 

And it’s necessary. The attractions industry isn’t delivering the exact same product it was even 10 years ago, nor should it. As consumers’ needs and desires change, so too should the way we interface with them. Mobile ordering, dynamic pricing, enhanced food and beverage, and increased VIP experiences are all examples of us allowing ourselves to be influenced by other industries. This new crop of leaders will no doubt be willing to try things the industry has never seen before. 

Expecting change and being on board

 

"As you approach this from the middle of an organization, you know change is going to be inevitable."

 

With all the leadership changes being announced, the question of “how do leaders within the company handle that?” It’s a great question. First, we must recognize and be ready for the fact that change WILL happen. Whenever there is that much of a shake-up at the very top of an organization, there will be philosophy and strategic changes that will likely alter the way business is conducted. It’s natural to resist this because it's different and unknown, but we must resist the urge to resist!  Sometimes from the middle of an organization we don’t have access to all of the information that executives are using to make decisions, but we owe it to them, our peers, our teams and our guests to get on board and make the best of the changes you are being asked to make. If you end up sabotaging their efforts through your stubbornness, you can’t blame the executive when their initiative fails. 

 

This doesn’t mean you should blindly accept new policies and changes. You have a responsibility to ask questions, to clarify, and to understand the changes so you can carry them out correctly AND communicate them to your team.

 

Breaking glass ceilings

 

“It’s not yet normalized for [a woman] to be in that role.”

 

Josh and Matt discuss the need or validity of including gender or race classifications in article headlines. A LinkedIn post questions whether or not it should have been noted that Disney appointed the first woman chairperson, or should the story be about hiring the right person for the job?

 

There are a few angles to consider.  From a human standpoint, both Matt and Josh agree that no, that classification probably doesn’t need to be in the headline. However, if the article writer is looking for clicks or opens, they are likely going to create the most provocative title they can think of. Until it’s normal for non-white males to be in the executive positions we’re talking about, journalists will likely continue to point out those characteristics to get people to read or react to their articles. 

 

Yet another viewpoint to consider is that if individuals don’t see themselves in the roles they aspire to, it’s harder for them to picture themselves doing that and therefore more difficult to find the path forward potentially. So if an article says that Disney has appointed a woman or that the

The IAAPA Expo has officially returned in person!  From November 15th-19th, 2021, the global attractions industry convened once again in Orlando for the annual trade show and conference, after a hiatus in 2020 that was replaced with a virtual education conference.  During the show, Matt and Josh were both heavily involved in the conference’s education sessions, speaking, moderating, or participating in a variety of topics.  In this episode, Matt and Josh talk about the lost art of listening, reflection & reinvention, the future of the industry, and other takeaways from the sessions they led or spoke in during the expo.

 

The Lost Art of Listening

“The emotional impact of being listened to is so close to that of being loved that most people can't tell the difference.”

 

At the beginning of the pandemic, Matt published the link to his calendar and extended an offer for anyone in the industry to schedule a call with him, with our without an agenda.  In these calls and combined with his research, Matt shares that when you listen to someone without making assumptions, you can show someone how much you truly care.  Putting it into the context of leadership, if you are trying to look at how you are engaging with your employees, then it is not about the giveaways, incentives, or pizza parties, but about making a personal connection.  There are so many things that can distract us or pull us away from a conversation, but by actively eliminating these distractions you can show the individual who is speaking that you are actively listening.

Building a Personal Brand

“Your personal brand is more than a business card and a resume.”

 

If you are looking to get promoted, get a new job, or win new business, you should be in the business of yourself, regardless of your job title or employer.  If you can find a category and own it, it can set you apart from other people.  When listing out your unique qualifications, many people might indicate that they are confident, trustworthy, compassionate, or self-motivated; however, these skillsets do not differentiate you from anybody else.  If you go all-in on a niche, then people have a specific need, they will think of you and the skills that you bring to the table related to solving that specific problem.  Your brand is about your reputation and your actions, and what you want to be known for.  Rather than putting it on a business card or a resume, you need to live it and be consistent, and recognize that this is playing the long game, and you don’t decide when you get there.  Don’t be impatient, but be persistent.

It never hurts to ask for things

“As you grow in your business, you get more willing to ask for the things that you think you may not get.”

 

While planning the Leadership Symposium taking place at Universal Orlando, Matt gently made the request for the group to be able to ride Velocicoaster in addition to the panel discussion focused on networking and learning about leadership.  Had he not asked, it never would have happened.  The takeaway from Matt’s request was the importance of speaking up and reaching out with a request or a favor.

 

Don’t Wait for a Pandemic

"Reflection and reinvention is cyclical.”

 

In the Leadership Symposium, Matt King from Meow Wolf shared that the process of “reflection and reinvention is cyclical.”  We don’t have to have a pandemic to reflect on what we’ve done to reflect or reinvent ourselves.  Rather than becoming complacent with where you are, you should have a continual process when you review your past successes and failures and make changes and adjustments as necessary.  Even though we are all tired of the term “the new normal,” there is no going back to the “old normal” from prior to the pandemic.  Many new processes, procedures, and changes to operating models were forced due to the pandemic, which resulted in both reflection and reinvention.  How are you ensuring both R&R even without a pandemic?

Using Technology to Enhance the Guest Exp

Chris Hightower is a Senior Engineer in Technical Services with Universal Parks and Resorts. His career started at Universal in high school as a production cook, and after he got his degree in Electronics Engineering Technology (from FAMU), he found that Universal offered excellent career opportunities as well. In this wide-ranging conversation, Chris talks about his career path, giving back to the community and what it takes to be a theme park engineer.

 

Setting goals

"If you keep telling people your goals, they are going to want to help you get them."

 

Setting goals came up as a common thread when discussing networking, career advice and business practices in general. Chris emphasized that setting and achieving goals, large and small, helped him get to where he is and can be the difference between pursuing a career or continuing the cycle of letting your circumstances determine your future. 

 

Chris is a fan of the SMART goal setting model, where your goals have to be Specific, Measurable, Achievable, Relevant and Timed. Adding these parameters ensure you will take the little steps necessary to achieve larger goals. 

 

Career in engineering

"We put you at the end of that robot and swing you around so you can have as much fun as possible."

 

Even starting as a production cook in high school, Chris always loved to tinker. He wanted to know how things worked and in some cases, how to break them. If he could break them, then he could figure out how to fix them, or even determine how to redesign them so they wouldn’t break in the first place.  This is a critical skill given that the rides he works on have to operate safely for long periods of time. 

 

Chris also feels that it is his desire to continue learning that continues to propel him forward. Whether it’s engaging in “tinker time”, experiencing attractions at other parks, or working to enhance current practices, Chris sees every experience as a way to grow and enhance his skills.

 

Promoting diversity

“Most people don’t believe in themselves or don’t believe [something better] is possible.”

 

As a Black engineer, Chris recognizes that he is someone that a young person would look up to as an example. He emphasizes that if a young person doesn’t see someone who looks “like them”, it’s for them to imagine themselves in that role. That’s one of the reasons Chris is so passionate about the community outreach that he does, going into local schools to talk to young people about career paths that they may not have thought of. He is also proud of the work he’s done to encourage students to pursue STEM curriculum to help educate and inspire future generations of engineers. 

 

For more about Chris, 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: [email protected]

Martin Lewison, PhD. is an Associate Professor of Business Management at Farmingdale State College on Long Island, NY.  Among the variety of courses Martin teaches, one of them is Theme Parks and Tourism, and much of his time is focused on research in the theme park industry.  As part of his research, Martin visits parks, rides roller coasters, and looks at the guest experience and operations to further understand what is working the best.  Martin brings back his findings, whether through onsite or offsite research and incorporates them into his academic focus, which includes tourism management, mergers and acquisitions, and the economics of pricing.  In this interview, we talk about dynamic pricing, theme park history, and connecting the missing link across history which has led to the technologies and experiences that we have today.

 

Dynamic pricing

"If I can charge the price that everyone's willing to pay, that'll maximize revenue."

Many of the elements of pricing that hotels, airlines, and rental cars deal with apply similarly to the theme park industry.  Many years ago, theme parks would paint their admission price on a piece of wood, hammer it into the wall, and that was the price.  This static pricing leaves money in the table, as there is a subset of people who will not pay that price, and there are also people who would pay more for that price.  Flash forward to today, many parks use television screens in all revenue areas, whether it is admissions or even food and beverage, allowing more flexibility in controlling the price.

 

Slagharen, a theme park in the Netherlands, was one of the pioneers in the theme park industry when it comes to dynamic pricing.  If you charge one price, then that’s the price that the customer sees.  If they’re willing to pay that price or more, then they’ll pay that price.  In an ideal world, you would be able to scan every guest and determine the maximum price that they are willing to pay.  Since we can’t see this, airlines and hotels utilize “rate fencing” to maintain revenue by segmenting their customers - in this case, business and leisure travelers.  These segments have different needs which will determine the elasticity of the demand, thus the pricing can be shifted based on the demographic that’s being served.

 

While the airline and hotel model doesn’t apply directly to the theme park industry, what theme parks have begun to do is signal guests for what is a premium experience.  Guests who are willing to pay the higher price are given the signal and those who have less elasticity are more likely to buy.

 

However, you cannot have a conversation about dynamic pricing without talking about the ethics of doing so, and how parks have managed the backlash and criticism.  For instance, the discontinuation of Disney’s complimentary FastPass system marked one of the last free programs that guests have to bypass the queue.  Martin’s responds by indicating that buying the premium product does in fact entitle the guest to the premium experience, relative to the other guests in the park (even though it may not be premium compared to visiting on another day when demand is less).

 

In many instances, it comes down to parents making the determination to take their children out of school during offpeak times.  Since much of the world follows a similar school schedule, peak and offpeak pricing encourages people to come during offpeak times, which requires parents to make the decision of whether their kids can miss class, or if they will pay the peak price.

 

As a management professor, Martin says that he teaches his class that they shouldn’t leave money on the table, but as an ethicist, he says that you cannot alienate your biggest fans.

 

Theme park history

"One of the reasons people love theme parks so much is because of nostalgia."

When Martin worked on Wall Street, he claims that the stress of working in finance was such a burden that on Friday afternoons, he and his wife would jump

Jake Kilcup is the COO of Rocky Mountain Construction.  RMC is a fabricator and manufacturer of amusement rides and roller coasters. The company, based in Hayden, Idaho, USA, has become synonymous with the transformation of old wooden roller coasters into new hybrid attractions. In this episode, Jake tells about how he got started with RMC and what it’s been like growing the company over the last 12 years. 

 

Reprofiling coasters

 

"We’re trying to capture as much of that adrenaline rush as we can while still eliminating the risk."

 

Jake is very open about the high profile reprofiling projects RMC has been involved with such as New Texas Giant and Steel Vengeance. Working with great designers, they work diligently to recreate a feeling on a coaster layout that you may get when careening down a mountain or driving a dune buggy on a sand dune. Unlike fans who wait with anticipation before a ride opens, the RMC crew is knee-deep in all of the design and build details right up to opening day.  Jake says that sometimes an opening day will sneak up on them, when a fan can tell you how many days and hours it will be before the scheduled opening to the public. 

Leaning on the process

 

"Oh yeah, that’s the story we sold."

 

When asked about the process of designing a roller coaster, Jake took us through the process from meeting with the client, to the pitch, to design, testing and opening. It’s a long process, and Jake feels, based on RMC’s track record, that leaning on, or trusting the process, is the key to smooth operations. There will always be changes and roadblocks throughout the journey of building a large “gravity machine” and if you understand where you want to go and how you are going to get there, you can trust the established process. 

 

Once the ride is built, the process of seeing if what you sold to the client is actually what you built. Jake reiterates that with great design and build teams, more often than not the story you sold will be the story you deliver.

Designing for the demographic

 

“We make it rideable for the demographic. It’s smooth, it’s safe, it’s fun.”

 

Depending on the client needs or wants, RMC can design a coaster to fit the demographic the park is trying to appeal to. Some coasters will hold appeal for emerging coaster enthusiasts as well as more seasoned riders. In the case of a Steel Vengeance, for example, the intensity, height and speed will not be attractive to all riders, and that’s okay. The excitement of building coasters is that you can have such a wide variety of experiences and they can all be great.

 

To learn more about Rocky Mountain Construction: Rocky Mountain Construction

 

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: [email protected]

Doug Stagner is the President of Grant’s Farm and Busch Family Estate in St. Louis, MO.  With a career that began at SeaWorld San Diego in 1984, Doug held many roles with SeaWorld Parks & Entertainment at multiple parks across the United States.  In July 2021, Doug was hired at Grant’s Farm as Anheuser-Busch transitioned out of day-to-day operations.  In this interview, Doug talks about how Grant’s Farm is like a 67-year old startup, the importance of linking operations and marketing, and how management by walking around can help you gain full clarity of the guest experience, as well as the employee experience.

Running a 67-year old startup

 

"We're a 67-year old startup."

 

While Anheuser-Busch does not own Grant’s Farm, they have held the management contract since 1954.  Despite the transition out of operations, A-B is continuing to invest in the property to ensure its growth, as well as to preserve its legacy.  This presents a unique opportunity to create new ways that guests can learn about the property's history, as well as farm education, which serves the organization’s mission.

 

Doug also talks about the importance of bringing guests behind the scenes, specifically as it relates to the passionate care of animals, in order to properly tell the story of animals in professional care, which transfers to sustainable farming and education for guests at Grant’s Farm.  By focusing on processes and ensuring that guests are being served the best, this leads to operational changes that are intended to improve the business.

Linking operations and marketing

 

"If you get locked into thinking you know the answer, that can be dangerous."

 

When Doug oversaw the front gate at SeaWorld San Diego, he recalled that operations would occasionally be disconnected from the marketing department.  Doug shares the importance of the continual feedback loop between marketing and operations, and that he would have weekly meetings with Scott Rose, who oversaw advertising at the time.  To avoid a circumstance where you overpromise and underdeliver, marketing and operations should regularly be communicating.  However, if you underpromise too much, you may have the ability to overdeliver, but it may negatively impact the business, because under promising can set too low of an expectation.

 

Doug says that silos must be broken down, and that there are shared successes and shared failures.  The disconnect between the two departments is often due to individuals looking to achieve their own professional goals, without realizing that it is to the detriment of other elements of the business.  In order to help tear down these silos and so that everyone can be successful at their job, everyone, regardless of their role, should integrate themselves in the guest experience.  This means that back of house employees should regularly see front of house operations and how their own job impacts the guest experience.

Management by walking around

 

“How do we make a job better or a job easier?  Ask the person who’s doing it.”

 

Part of Doug’s leadership strategy includes rolling up his sleeves and leading by example.  A leader should never ask someone to do something that they themselves have not done or would not do themselves.  It’s important to recognize that it’s not just about being out in the field while it’s busy, but also while it’s slow to be able to have conversations with employees and guests alike to hear their suggestions and ideas.  Previously, Doug has hosted “Donuts with Doug” and also recently created an email box named “Ask Doug” to demonstrate open communication platforms amongst the entire team.

 

You don’t know what you don’t know, and you may be missing an opportunity if you aren’t speaking with the team members who are doing the job on a daily basis.  Something that perhaps you assumed was occurring in the operation might be different when you uncover the reality of the circumstance.  Don’t shy away from opportunities to learn, ev

Scott Rose is the Senior VP/Chief Operating Officer ZooTampa at Lowry Park. Scott’s career spans many decades working at animal attractions such as SeaWorld, Discovery Cove, the Florida Aquarium and now ZooTampa. Scott has also been very involved with the Florida Attractions Association where he advocates for all attractions across the state. During this conversation, Scott shares insights about working with animals, aligning the Marketing and Operations departments and the importance of guest research.

 

Aligning Marketing and Operations

"Sometimes I find I am arguing with myself."

Marketing and Operations teams often have different agendas and tactics to complete their tasks. As COO, Scott now oversees both departments and has to not only balance the relationships, but also the objectives and deliverables - which he says is actually fun.

As a long-time sales and marketing professional, Scott recognizes that what those teams do have a big impact on the operation. Marketing wants to sell as much as they can, but then Operations has to deliver on it. Scott believes that to bring the teams together in a positive way takes communication and an understanding of what the other group is doing, as well as having an appreciation for what both departments contribute to the success of the zoo.

 

Guest Research

“We’ve expanded the program to get input from people who normally don’t comment on the guest experience.”

The quote above is referring to the “Host of the Day” program at ZooTampa. Every Saturday, a member of the ZooTampa team will come to the park, dressed as a guest, and they will bring their family. This form of guest research allows the experience to be evaluated from a different viewpoint from traditional research efforts, and the results provide leadership with a robust data set upon which to make key decisions. 

This program was originally designed just for senior leaders, but recently they have started to include members of the team who aren’t normally guest-facing or involved with the guest experience. This has proven to be invaluable in getting very candid feedback from people who are passionate about the zoo, but who also don’t necessarily know what SHOULD be happening, so they can experience the zoo with an open mind. 

 

Communicating through COVID

“In the attractions industry, we all went through this together and there was no playbook.”

Scott says that early on in the pandemic, the ZooTampa leadership team decided that they were going to come out of the pandemic stronger than ever, which meant working to bring back the 80% of their staff that they had to furlough when they shut down. While some employees chose other lines of work or were not comfortable coming back, every employee that was furloughed was offered re-employment and the majority of them did come back. 

According to Scott, one of the other key strategies during the pandemic was to continue to market the park, adjusting the communication for the new conditions. While other parks stopped or slowed down their advertising, ZooTampa did not take their foot off of the accelerator. Through social media and other channels, Scott said they used the shut-down period to tell their guests how they were taking care of the ZooTampa family and how they would be ready to welcome them back when it was safe to do so.

 

To learn more about ZooTampa: zootampa.org   

To connect with Scott directly: [email protected]

 

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: [email protected]

Melissa Vogt is the General Manager and Director of Marketing & Public Relations for Broadway Palm Dinner Theatre, which opened in 1993 in Fort Myers, which is the heart of Southwest Florida.  Melissa joined the Broadway Palm team in 1998 in an entry-level position, and has held many roles in marketing, sales, and nearly every front of house aspect of the business until taking on the role of General Manager in 2021.  In this interview, Melissa talks about the importance of being involved in the local community as well as industry associations, how the dinner theater has evolved over time, including prior to the pandemic and how it will continue to evolve into the future.

 

Community Involvement

"Form relationships. That's the best advice I can give."

As a resident of Southwest Florida since she was six months old, Melissa is ingrained in the community.  Melissa talks about the importance of partnering with hotels and other attractions, including a combo ticket with the Edison Ford Winter Estates that discounted both venues.  She also shares the benefits of the local convention and visitors bureau and attending various networking events so that Broadway Palm stays top of mind everywhere she goes.  This leads to great partnerships, as well as increases in ticket sales, along with events held at the theater.  Melissa stresses that the Southwest Florida region is a relationship area, not a sales area, and the power of networking and forming relationships far exceeds the power of sales.

Broadway Palm has also been involved with the Florida Attractions Association for decades, and Melissa was inducted to the association’s board of directors in August 2021.  Her board position includes advocating for the industry and for the association, and ensuring that members are engaged and involved with all of the benefits that FAA has to offer.

Evolution of the Dinner Theater

“This is not your parents’ dinner theater anymore.”

The dinner theater is a dying industry, which has required Broadway Palm to reinvent itself numerous times in order to stay relevant.  Certain trends have dictated changes to the structure and layout of the theater, such as guests no longer wanting to be bussed to the theater and herded through the buffet line and then sitting with strangers.  The programming has also changed, including hosting concerts, bringing in shows that attract their audience, while also aligning the experience with the family demographic.  Melissa says that they cannot be looked at as “chew and view,” which is how dinner theaters are often viewed as.

As General Manager and Director of Marketing & Public Relations, Melissa bases her decisions not only on what impacts her staff, but also the guest.  Melissa is focused on communicating to guests how the theater has changed in an ever-changing landscape of the business.  This requires a strong focus on both roles, marketing and management, to ensure full alignment.  In response to the pandemic, Broadway Palm reduced capacity which allowed them to space out tables, which has been positively received due to an increased comfort level for guests.  Due to the favorability, the structure will remain at least through 2022.

Going into the future, Melissa predicts that there will be continual evolution of shows, seating, menu items, and the ways that they serve people, based on continually changing consumer trends.

 

Embracing all Attractions

"Embrace all attractions, whether it’s a museum, whether it’s a go kart track, or it’s theater. We're all attractions, we’re all in this together.”

When people challenge whether Broadway Palm is an attraction, Melissa stresses that she serves the local market along with those who are visiting the Fort Myers area for various reasons.  While people may not visit Fort Myers specifically for Broadway Palm, Melissa states that they fit into the tourism market by being something in addition that visitors can do while they’re in town, rather than creating marketin

AttractionPros Podcast - Episode 215: Jared Reid talks about Florida wildlife, listening to your guests and 10xing your attendance.

 

Jared Reid is the General Manager of Wild Florida, Orlando’s only airboat, gator and drive-thru safari park. Wild Florida has traditionally counted on international travelers for the bulk of their attendance, but with COVID-19 that demographic was unable to travel, causing Jared and the Wild Florida team to re-evaluate their marketing plans. As you will hear in this conversation, their changes led to attendance growth that they never could have predicted. 

 

Florida Wildlife

“This is so peaceful, this is so calming. This is Florida.”

Jared recognizes that many visitors to central Florida are drawn in because of Disney, Universal, etc, but for guests who want to see the Florida that is beyond the theme parks, Wild Florida offers guests the chance to reconnect with nature. Jared also enjoys the chance to educate people not only on the wildlife they can experience at the park, but also the fact that Florida has so many opportunities to slow down and enjoy a day with plenty of fresh air and no lines. This became a tremendous advantage when during the pandemic, people were tired of being cooped up in their homes and just wanted to get out. 

 

Listening to your guests

“One thing that surprised us was that we thought we had plenty of animals, but our guests told us they wanted more.”

 

When asked about specific feedback that surprised him, Jared mentioned that the Wild Florida team felt they had plenty of animals, but guests were telling them that they wanted more. The guests were also saying that they loved the fact that the animals didn’t look too close together or packed in, which presented an opportunity to expand the drive-thru safari to accommodate a larger collection and to give the guests more wildlife to experience. For other enclosures, Jared said they have built them 2 to 3 times larger than what the building code calls for, just to ensure the guests see that the animals have plenty of room and are well cared for. 

 

10xing your attendance

“The biggest challenge was figuring out how to maintain our tranquil experience with so many more guests.”

 

When the demand for your product is 10x almost over night, you are going to experience some growing pains. Jared explained that this impacted every part of their business. They needed to hire more staff, widen the roadways and allocate resources to manage the traffic flow into the park. Since they were one of the only attractions open, they were able to hire quite a few people who had been furloughed or laid off from other attractions. Part of what caused the additional attendance was Wild Florida’s switch to focus on the local market rather than international visitors. This was out of necessity, as international travel had all but stopped. The Central Florida residents came out in droves and accounted for Jared saying that in some ways, COVID was the best thing that ever happened to us. 

 

For more on Wild Florida: www.wildfl.com.

Jared can be reached at 407-957-3135 or [email protected].

 

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: [email protected]

Taylor Bybee is a digital cinema graduate with a passion for the amusement industry.  In 2013, he created Coaster Studios, a YouTube channel geared toward coaster and thrill ride enthusiasts.  Taylor considers Coaster Studios as a bit of a “variety channel,” with footage on rides, reviews, satirical content, and documentaries.  Most recently, Coaster Studios has released a full length documentary, This is How We Roll, which highlights the inspiring story of Rocky Mountain Construction.

 

Marketing to enthusiasts

“Roller coasters are inherently freakin’ cool.”

Holiday World in Santa Claus, Indiana offers a tour of The Voyage, one of the park’s signature rides, that they offer as a premium experience, catered specifically to enthusiasts.  However, coaster enthusiasts make up such a small percentage of overall park attendance.  With that said, Taylor says that coaster enthusiasts are both your biggest fans and your biggest critics.  Coaster enthusiasts are the loudest, and act as the park’s advocates to influence new guests.  When you have such a passionate group of enthusiasts, what they love is often going to transfer over to the public.  For example, Rocky Mountain Construction sells merchandise, which is unusual from an industry supplier; however, RMC’s fans are as big of fans as the parks themselves, and are eager to support their favorite ride manufacturer.  As a result, their influence has the ability to convert the average visitor into season passholders and breed the next wave of enthusiasts.

 

Documentary Filmmaking

“Roller coasters are the B storyline.  The A storyline is about the people.  You get to know these people, and you become attached to them by the end.”

As a recent graduate of Utah Valley University, Taylor was required to complete a senior capstone project for the digital cinema department.  Having previously met members of the Rocky Mountain Construction team, he presented the suggestion of creating a documentary, which was immediately well received.  In addition to the rides, Rocky Mountain Construction has an inspiring story with incredible people behind it.  What was initially set out to be a 40 minute film, Taylor quickly identified that there was a much bigger story to tell, due to what he learned after starting production that couldn’t be researched online.

Taylor also stresses that This is How We Roll is not intended to be a commercial, but to give people a greater appreciation for roller coasters.  You can ride an RMC ride all day, but when you know the backstory of the people behind it, you ride it with a greater understanding of everything that went into it.  The documentary is intentionally designed for anyone who wants to learn more about roller coasters, not just the biggest coaster fans.  This is How We Roll is a story about family, determination, and perseverance, and Taylor believes that that is what appeals to the majority of people.

 

Engaging through YouTube

“You can have the nicest camera in the world, but at the end of the day, if what is on the other side of that camera doesn’t look amazing, there’s not really a way to hide that.”

When a park posts a video, it’s advertising.  However, when Coaster Studios produces content, the intention is to engage the audience, rather than striving for the audience to purchase a ticket.  Since 2013, Coaster Studios has built trust within the audience, proving that the content will be authentic, as well as produced with high quality.  And since not every visit to a theme park will be a perfect experience, Coaster Studios shares that too, and the audience can make their decision to visit the park or not, versus the channels that parks use, which will always highlight the high points of the experience.  If the content always said that a ride was the ultimate experience, it would lose the authenticity that has built trust in the channel and the brand.

To learn more about Taylor, Coaster Studios, and This is How We Roll, make sure to follow T