This episode is structured as an environmental SWOT analysis of the attractions industry, intended to support 2026 strategic planning. Rather than focusing on individual announcements or company-specific outcomes, we identify the external forces currently shaping the business environment—capital flows, guest behavior, technology, politics, and global development patterns. The purpose is not to predict results, but to help teams assess which of these factors represent strengths, weaknesses, opportunities, or threats for their own organizations as they begin planning for the year ahead.

Several conditions stand out. The largest capital projects are increasingly outside the United States, with major licensed developments underway or announced in Abu Dhabi, Saudi Arabia, the U.K., Europe, and Asia. 

Guest expectations are fragmenting. A K-shaped economy is pushing design and pricing toward two ends of the spectrum—value-driven guests focused on affordability and VIP guests focused on convenience and time savings.

“Creature comforts” such as better food, transparent pricing, and reduced friction are becoming baseline expectations, while museums and indoor attractions are gaining ground as guests seek reliability amid extreme weather and travel uncertainty.

External pressures add further complexity: tariffs, immigration policy, volatility in international tourism, political instability, and declining trust in institutions and AI.

Media consumption is shifting as well—social platforms now rival or surpass traditional outlets as primary sources of information. 

This episode does not attempt to rank these forces or offer solutions. It is meant to serve as a starting framework—a way for teams to pressure-test assumptions, identify blind spots, and begin structured conversations about where to invest, where to hedge risk, and where flexibility will matter most in 2026.

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