Nov. 16, 2025
Six Flags Bets on Travis Kelce as Disney Faces a Cable Crisis
Six Flags will attempt to leverage Travis Kelce’s 9% investment into a full branding partnership, leaning into ‘the new world.’ Meanwhile, Disney’s stock dipped 7% after its latest earnings show cable is collapsing faster than expected. Streaming and the parks remain its lifeboat, with both those sectors performing well, underscoring that the company’s future lies in IP that monetizes across screens and physical spaces. Finally, Herschend struck a deal to acquire Silverwood Theme Park. Philip and Scott unpack what these moves say about where the industry is heading—fewer ads, smaller screens, bigger personalities, and more mission-driven ownership. Listen to weekly BONUS episodes on our Patreon.
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From our studios this week in Orlando and Tampa. This
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is green Tag Theme Park and thirty. I'm Philip and
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I'm joined as always by my co host Scott Swinson
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of Scott Swinson Creativelopment. On green Tag, we look at
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the week's top news and explain why it matters to
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theme park professionals. And this week we're going to do
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a little bit of an update on the six Flag
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saga because at this point of course we have to.
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We're going to go into Disney Earnings and we're going
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to talk about the latest sale and acquisition in the
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theme park world.
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So but before we do.
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That, we're going to turn to all of you because
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our last episode got tons and tons of comments and
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we really appreciate that. I'm hoping that as you comment,
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you go ahead and subscribe so that you can continue
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to comment. Because Philip and I were just talking before
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we started recording that this is the reason we started
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green Tech was to start conversations within the realm of
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the industry professional and it's happening and we're so excited
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about it because, you know, people whether they agree with
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what we said or didn't agree with what we said,
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or they have their own perspective, or they're they're they're
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in agreement, but they're saying taking this into consideration. All
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of these kinds of comments are so incredibly valuable, and
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the fact that they're starting conversations within the comment streams themselves,
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that's what's most exciting to me, because it's not coming
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back necessarily to something that we have to respond to.
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It's letting professionals talk with professionals. It's basically creating a network,
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an online networking environment that is prompted by what we
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do in our weekly shows. So we wanted to kind of,
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first of all, thank you for for those kinds of comments,
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and thank you for becoming subscribers and encouraging you if
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you have not become a subscriber, to become a subscriber.
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But we also wanted to focus on some trends quote
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unquote within our our within the comments from last week,
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and Philip of course tracks these like a professional, like
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the professional that he is. So what are what are
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people saying?
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Philip?
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Yeah, so I do read every comment.
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I may not reply to any of them yet, after IAPA,
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I will, I will get there. But uh, I think
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there was a lot of discussion about all the different
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topics last year, about six Flags, about United Parks, about
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the Bush Gardens Parks, and on the six Flags front.
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It seems like most everybody in the comments are not
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happy with the current operations. However, a lot of people
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did point out that people who knew how mergers works,
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all that's coming a mile away, and that was from
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Projects tom one Night ninety nine, which I think is
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a good point, right. I think when Scott and I
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were talking last week, we didn't really put this in
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the context of mergers. Like, you know, mergers don't always succeed,
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or even if they do, it's not without some friction,
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you know, as all these things happen. So I feel
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like maybe we portrayed it as if it was like,
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you know, not not you know, mergers are I guess
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mergers are relatively common, but they don't always work out,
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and they always is that that friction of figuring out
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the new direction of the company and the assets and
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all this, and yeah, they do always sell off items
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because of the cash the cash impact of merging, right,
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so they always have to sell assets. And a lot
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of people pointed out how they wouldn't be surprised if
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Six Flags did sell some of the Crown Jewels just
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for cash and all this and that, and of course
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we can't comment on that because that's like that's a prediction.
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But you know, some basically this is all part of mergers.
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Like sometimes the mergers they merge together and they sell
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off some higher assets in order to reinvest, and sometimes
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they sell off the lower assets, and it's all. But yeah,
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I would say that comment, and then we also, I.
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Think it's important to recognize too that you know, we
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say that mergers don't work. Generally speaking, mergers don't work.
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I don't necessarily agree with that. I think when mergers happen,
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we have to stop comparing the new company to either
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of the old companies, because when a merger happens, the
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both of the old companies in effect die. They're done,
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they're gone their history. So anybody who is trying to
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compare what six Flags was pre merger and what six
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Flags is becoming post merger, it's not fair. That's the
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six Flags the way it used to be is done.
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It's gone. That's why it merged. So it has formed
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an entity that is completely different, completely unique to either
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the Cedar Fair Company or the Six Flags company. So
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now what they're doing is that all of a sudden,
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the powers that be and the boards et cetera, et cetera,
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et cetera, are looking at well, now we've got all
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these different assets. It doesn't make sense for us. Of course,
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you're going to sell stuff off. It doesn't make sense
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for us to own competing parks in the same market.
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That doesn't make sense at all. And as Philip mentioned,
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when you have this kind of merger, all of a sudden,
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you've got tons and tons of things. It's sort of
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like it's sort of like when you begin to cohabitate
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with your spouse and all of a sudden, we don't
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need two gravy boats. Let's sell one of them. You know,
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it's one of those. We all do it, and it
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makes total sense. So I think it's unfair to necessarily
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say all mergers fail or most mergers fail. I think
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it's probably more accurate to say most mergers become a
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company that's unlike either of the two that created that merger.
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Does that make sense? Yeah?
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I think that's also a point.
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We didn't do too much last time, which is really
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thinking about it's not you know, they had to keep
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the six Flags name just because of the brand value
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that is attached to it. But it almost would have
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been more helpful if we think of it as like
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an entirely different company, because I think Scott's point is
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that it is an entirely new company and what they're
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trying to do is rethink their whole value proposition. So
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it's not about like six Flags becoming more like the
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old Bush Gardens or become sorry, it's not about six
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Flags becoming more like the Cedar Parks or vice versa.
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It's about how is this new entity going to survive
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in a competitive market and are they gonna stay in
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markets where they have large a lot of competitors or
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are they gonna go for areas or they not? Or
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are they going to take a more regional approach, or
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are they gonna do Halloween or are they not? Or
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seasonal or blah, but like seasons of what are they
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gonna do? Who are they? It's a whole new company.
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I think it's a better way of thinking.
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About exactly, and they still have to figure out and
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let's I mean, let's be completely honest, and they have it.
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They haven't because they've been using old terms from old
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of their you know, their old six flags terms, and
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and I think that's that's I think to this comment.
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It's about the expectation mismatch that is the problem here.
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Correct, correct, But I think I think there's a logic
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to using the old six flags terms simply because they
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don't want to diss the few six flags uh patrons
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that they have. They also have to keep. They also
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have to keep stockholders happy. They also have to keep
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stockholders engaged, so they can't all of a sudden It's
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it's like turning an aircraft carrier. It's not like turning
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a speedbook, you know, And you got to you gotta
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look at it from that perspective. And let's be completely
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transparent and completely honest. If the two companies were on
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these skyrocketing trajectories to financial to overwhelming financial success, they
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wouldn't have merged.
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Ye.
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The merger took place because the the independent companies thought
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that there would be an advantage for those involved, and
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perhaps those involved at the very highest levels. That's usually
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where those mergers, that's usually who those mergers benefit the most.
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And you know, I have no idea what their what
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their long range game is is it to to to
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sell off everything that's worth everything and then just shut
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down the rest of the company. It doesn't appear that way.
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That hasn't been That's not what they're that's not what
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their actions have shown thus far. Is it to sell off,
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you know, the lower performing parks or the parks that
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are in competition with other parks that they now own. Yeah,
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may be part of it, But I think I think
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we have to recognize just the simplest summation of this
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is we have to recognize that six Flags now is
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neither Six Flags before merger or Cedar Fair. It is
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a completely new company. It has some of the same
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parts that both of them had, but it also and
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some of the same problems, and it has some new
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advantages and some new problems. So you got to take
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into consideration that when these things merge, they become a
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separate entity that is not the sum of two parts.
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You know, it may be there's a lot that's going
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to be similar as far as the parks go. Now,
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do the guests attending the park parks understand this? Probably not,
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but those of us in the industry should.
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Yeah, that's true, that's true. One the other comment we
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just want to call out. Was there some talk about
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United Parks and about people's experiences there and also about
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Bush Gardens, and the one that I thought was insight.
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We was mentioning how bush Gardens Tampa is really leaned
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into school kid group sales and that this is the
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budget crowds that Universal and Disney don't want. And a
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great insight here, which is can you build a brand
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on leftovers? And I thought that was a that's the
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interesting take on that, which we didn't think about it at all,
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but just you know that again, we talked about this
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for Halloween, but we didn't necessarily talk about it written
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large about how there are these you know, again back
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to what six Flags had originally said, and of course
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there's not six Flags in this market, so in this
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market you kind of.
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You do have more room for that.
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But remember way back when the parks have talked about
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how they're trying to get out of that budget crowd,
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because the budget crowd was the one that was causing
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problems at Halloween. And this is what this comment reminded
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me of, is like, oh, well, you're like, I don't
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know how true that is because I haven't been to
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that park in a long time, But it is interesting
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for them to point out that that is a market
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and whether or not, I mean, and it's I think
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it's fair to argue that Disney you can't because it's
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too expensive. And I think it's also fair that Universal
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probably doesn't hit that because it is edging up there
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also in price. So I would I could see how
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Bush Gardens Tampa would would be the group sale park.
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Well, six Flags was the sales park. I mean, six
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Flags was the budget alternative for many many years.
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Saying yeah, so in that area and there's.
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Not well and to be I'm probably telling you it's
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old news. Now. Six Flags has been trying to buy
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a park or build a park in this area for many, many,
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many years. And if United Parks did decide to start
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selling off stuff, there was there was interest in the
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past from six Flags for Bush Gardens Tampa. There have
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been interest from six Flags in in SeaWorld Orlando, but
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neither of them have ever nine of them have ever
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developed into anything. But I think you know, to that point,
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is it possible to build a brand off of leftover?
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Is probably not, because that's not the sexiest brand. But
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is there a business model that focuses on here's something
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for the people who can't afford Disney and the people
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who can afford Universal. Yeah, there's a business model there. Now.
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Is that the business model that Bush Gardens or United
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Parks wants to follow. That I can't answer because I'm
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not part of the company anymore. But there is a
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market there for delivering lower cost, moderate quality experiences. And
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of course we all know it. You know, we're not
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telling tales out of school when we all say that.
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If you look at the board of United Parks, there
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are some internal challenges and struggles there as well. So
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you know, that's not new news to anybody, whether you're
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in the in the know or not, and so they
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need to make certain that they get that figured out.
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I of course am hoping and praying that the parks
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continue to do well, simply because there's so much a
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part of my early career. But I totally understand your
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comment and there too, as far as my opinion goes,
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there is Yes, there is definitely a business model that
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that can build itself off of leftovers. And if six
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Flags is trying not to be that now or the
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new the new six Flags, the new company is trying
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not to be that now, then maybe United Parks can
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can fill that void. Unfortunately, the hard the hard goods
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