Orient Wolf

I like this idea. I can remember suggesting something similar when GL was still in full operation. If you kept traditional hours for the waterpark you could really extend length of stay. Spend a full day at the waterpark and then a full night at the theme park (rather than half at each).

Thrill ratings aren't given in comparison to other rides. They're evaluated individually against established criteria. For Level 4 For Level 5 (I added the bold emphasis)

Two posts from KI's Facebook:

I believe that CF bought GL to prevent another company from successfully developing it to the point it competed with Cedar Point. The story I've always heard was that Busch originally offered to buy SFO before SFI counter-offered to buy Seaworld Ohio. In 2000, Busch obviously believed that they could successfully run both properties with the Seaworld brand name and consolidated overhead. I suspect that CF didn't want a competent operator like Busch (or even Kennywood) to buy and improve SFWOA. Hear me clearly, I do not think CF bought GL with the intention of downsizing it to just a waterpark. But, I also don't think CF ever expected the property to grow or ever bring in a killer profit (compared to their other properties at least). IIRC, those who purchased SFWOA season passes had the option to get a full refund up through June 30, 2004 (or they could exhange it for a GL pass). Had GL been honored at CP, the price would have been drastically higher. Otherwise, CP customers would just buy the cheaper GL pass. A CP/GL combo pass was available in 2005 and 2006 (and GL passes were accepted at other CF parks).

Hindsight is 20/20. With that said, I think CF should have kept the animals but returned it to a separate gate zoo. There isn’t a lot of overlap between the demographics of a zoo and an amusement park. By combining them into the same (more expensive) ticket, SF alienated customers for both products. If CF still wasn’t comfortable with the zoo’s performance after a few seasons they could have then sold that portion of the property. I think CF made the right decision in making the waterpark their central focus. But I think they should have expanded and rebranded the existing waterpark rather than completely relocate it. Hurricane Hannah’s could have been doubled with the removal of X-Flight, Steel Venom, Head Spin, Skyscraper, Bel Air Express, Mr. Hyde’s Nasty Fall, go-karts, etc. GL would be able to expand its waterpark to the front gate while eliminating several of its expensive to operate rides.

^ Let's pretend an idiot rider thinks it would be fun to maneuver his way out of a lap and stand on top of his seat during the ride. He is consequently ejected and killed. His family then sues claiming that the lap bar was defective. If the ride had a seat belt he would need to unbuckle it in order to stand up and ultimately be injured. A park can use an unbuckled seatbelt as evidence that the rider deliberately broke the rules and was attempting to work his way out of the restraints.

While not from Facebook, I did find a pretty humorous error on an ebay listing.

From Valleyfair's Facebook:

Seriously, Cedar Fair will, in all likelihood, be spending millions of dollars at WOF next season. The Department of Justice has revised ADA regulations applicable to height of counters, width of pathways, and most notably, grade of sloped pathways. Instead of buying a new ride, the park is rumored to be spending the bulk of its cap ex budget on reprofiling its several hills. Money doesn't grow on trees. Be glad Cedar Fair is willing to spend the money to bring the park into compliance rather than just close it and redistribute the rides. Your "pissy mood" is unwarranted.

More from Lisa: Shortly followed by:

From the Worlds of Fun Facebook page: All three are courtesy from Lisa Another person who is furious that their dirt cheap season pass doesn't include all of their hearts desires. What is with the sense of entitlement?

It is common knowledge that Michigan's Adventure has the lowest attendance and revenue in the chain. But don't overlook the probability that it also has the lowest operating expenses. With a short operating season and small sized full time staff I wouldn't be surprised if MIA brought in a very decent profit. I don't believe a smaller company would be more successful with the park. Cedar Fair is able to order all kinds of things in bulk and a smaller owner would likely have to pay more for all kinds of goods and services since they would be buying on a smaller scale. The park's new merchandise location appears to be selling Leather Treaty products. If it's anything like the one WOF installed this season, guests will be able to purchase leather bracelets and keychains and have them custom engraved.

I remember back in August of 2008 Jeff Pike from GCI was speaking at ACE's Preservation Con at Lake Compounce. Rumors about CGA were floating around so Pike was asked about the CGA woodie. He said that at that time the project was scheduled to continue. He also said that GCI was working on a second coaster project for another Cedar Fair park. Later that month it was revealed to be WOF. Mr. Pike's statement combined with the fact that early work for Prowler was visible in March of 2008 leaves me to belive that they were two seperate projects and Prowler would have been built regardless of the situation at CGA. I have no doubt that CF signed a contract with GCI and paid them a good amount of money to work up the design. I think it is most likely that CF paid a penalty fee to end the contract and not proceed with the building of the ride.

I would have to agree with this. One idea that has been running through my head is shared staffing. The stadium probably needs a few educated/qualified managers to oversee the masses of low skilled labor needed for game day operations. But, if the 49ers owned CGA think how many stadium and park operatioins could be consolidated: food service, retail, admissions, janitorial, security, and perhaps maybe even more "white collar" gigs like marketing and IT. I doubt it is very cost effective to recruit people to work only 8 days a year. In essence what I'm getting at is that CGA's Food & Beverage Director could also be in charge of food operations at the stadium. Then come game day, all of CGA's seasonal foods hosts would show up to work their jobs at the stadium (instead of the park).

I think this is a brilliant consideration. Most chains choose to own their own lockers from American Locker (including Al Weber's former Paramount Parks). I wouldn't be the least bit surprised if SF corporate chose to invest in their own lockers and ditch Smart Locke. And with such a move it would be very difficult and costly to continue the present "no loose articles" policy while only offering key and lock lockers.

^^ Cedar Fair is already ahead of SF. They eliminated about 70 full time positions before the start of the 2009 season.

^^The Apollo mess is exactly why CF should seek a management contract for KK. The Apollo deal will likely fall through and Kinzel needs to show the unitholders (who are currently very displeased) that he is still competent and capable of bringing in new revenue (and pay down the debt). Think of what SF is doing with Dubailand and Nigeria. It's the same low investment, decent return strategy.

Honestly, I think Cedar Fair would be a good fit for Kentucky Kingdom. They are obviously not in a postion to buy and I don't think anyone would be stupid enough to go into another lease arrangement like Six Flags. A well written, short-term management contract, however, could be mutually benefical to the fair board and an operator (such as CF's agreement to run Gilroy Gardens). The fair board wants someone with experience to get in quickly and get the park up and running so they can have revenue for at least part of the season. Ride and waterpark operations is one of the few things CF excels at. They would be able to get all the rides running safely, quickly order food and merchandise, and set up a ticketing system, etc. The fair board would maintain ownership of the land and all major assets (i.e. rides) while CF would provide minor assets such as cash registers and manage staffing. For their expertise CF would be guaranteed a certain percentage of year end profits. This move would be investment minimal for both parties and offer the best chance for return.

The best solution to the problem is an out of court settlement. Otherwise both parties stand to lose time and pay mountains of legal fees. I believe that most, if not all of the remaining rides, have more value installed where they are than if SF paid to relocate them. Thus, it would be most sensible for the fair board to pay SF slightly less than fair market value for all of the remaining rides and end all dispute over Chang. This would allow the fair board to bring in another operator more easily. While almost no one would want another lease set up like SF did, I think a managment contract could be appealing to many companies (like CF has done with MOA and Gilroy Gardens). This way the responsibility for new ride investment belongs soley with the fair board.

Dorney Park extended the valadity of your card to the end of the 2010 season. You have completed the necessary tasks for "processing." Your information is being stored in Dorney's database. DP is still considered your home park and you will be able to renew for 2011 at Dorney.

Magic Springs was never a Six Flags or Premier park. It was previously owned by Themeparks LLC and was sold to CNL and then leased back to Themeparks LLC (early 2008). In June of 2008 it was announced that Parc would be taking over the lease and the operation of the park. Seven parks were sold to Parc Management from Six Flags in 2007. They were: Frontier City- Oklahoma City White Water Bay - Oklahoma City Darien Lake - Buffalo Elitch Gardens - Denver Wild Waves - Seattle Water World -San Fran Splashtown -Houston

1. American Adventures has already been leased to to Zuma and is no longer operated by Six Flags. 2. Who says SFKK isn't profitable? It's low operating costs coupled with reliable attendance makes for high profit margins. As long as an asset/park is profitable Six Flags needs to keep it. Their new business strategy is founded upon corporate alliances. SF attracts these alliances by having such a big audience in all parts of the country. To answer the original question of the thread, I think SF should start opening indoor FEC versions of Thomas Town. They could do this inside shopping malls of western cities such as Denver, Seattle and Phoenix. It would be a small investment with small operating costs making for a good way to have year round advertising space in the Western U.S.

No they didn't. Mall of America owns and operates Nickelodeon Universe. Mall of America pays Nickelodeon to use their names and characters in the park. Nickelodeon is "on board" because it means they will get paid for it. Nick is in no way making an investment in this property. Southern Star is making an investment in Nickelodeon's licenses.

In that case, a few magnetic brakes could probably solve the problem.

I think SFKK could benefit from some coaster makeovers. Perhaps enclosing Roadrunner Express and transforming it into another Dark Knight coaster. I support the idea of getting new trains for T2. But I would also retheme the ride to Terminator or some other franchise. SF owns six SLCs. They could easily create a one size fits all makeover. I've also thought that Greezed Lightnin' might benefit from having S&S replace the weight drop with air compressors. I realize these suggestions won't excite us coaster fanatics but they seem the most feasible and economical.