WEBVTT
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From our studios this week in Los Angeles and Tampa.
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This is Green Tag to THEE Parker and thirty. I'm
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Philip from Ganta Mighty and Controls, and I'm joined as
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always by my delightful co host, Scott Swinson of Scott
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Swinson Creativelopment. Who's not sipping the spinish expresso today?
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No, this is it's funny. This is actually waterloo melon Medley.
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Oh. I don't know what the hell that means.
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I think what they did was they just got carbonated
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water and put a watermelon over the top of it
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and then send it out.
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I don't know anyway.
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On Green Tag, we look at the top news each
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week and we try and pick the stories we think
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matter most to industry professionals, and this week was Earning's week.
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I did spend the entire week waking up and listening
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to Earning's calls and making notes and then reading through
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financial documents, which was I don't want to call it fun.
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We actually it was pretty fun. I'm not gonna lie.
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It's here for you. It's fun for you. The rest
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of the world. I was like, that's nice, but it's
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fun for you, so that's good.
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It was a fun week. I will say to get
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to hear where everyone is. We're going to try and
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get through as much as we can on these earnings.
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But I will tell you that the Disney stuff is
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a lot, and that I put that at the end
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so it might spill over into our Patreon episode for
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that one. But since most of our listeners are obsessed
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with six Flags, we're going to start with six Flags.
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Hopefully we'll get to United Parks.
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And then we'll go into Disney, because there's a lot
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with Disney. As all of these parks do, they try
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to announce stuff around the earnings call because they kind
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of want to maybe distract from some stuff. And the
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thing that Six Flags announced at the same time, which
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we'll try and get to, of course's expansion at one
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of their parks. So they announced earnings and expansion, and
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of course the United Parks announced the IP partnership and
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their stuff, and then Disney announced a TikTok partnership along
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with their earnings, so they kind of have these double
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announcements for each one. But let's just go one a time.
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We'll start with six Flags. So here's the thing about
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six Flags. I'm going to try and summarize it and
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then we could maybe talk more about it. But looking
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at everything, this is a story of the new leadership
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successfully reorienting the company towards the idea of repeat visitation,
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which we have talked about Agnasium. That is Riley's goal,
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which is repea visitation. Yet they're still struggling because they
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have so much debt.
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That's it, That's what's goat.
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It's these two forces. It's like the leadership and they're
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moving the Titanic basically because the amount of parks and
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chains is a massive chain. They're reorienting it towards bringing
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guests back, so improving the park experiences, bringing accountability, doing events,
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or they're all the initiat all these initiatives that they
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are successfully implementing, and it is working. It is working
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because pass is up, you know, revenue is up, attendance
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is up. All these things are up. People are coming
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to the parks more often, people are going the events.
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Everything is working, but are they going to be able
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to go fast enough because they have so much debt?
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And the number I think that puts it all into
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perspective is they're planning four hundred and forty eight Halloween
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experiences this year from coast to coast, one hundred and
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seven of which are haunted houses, which is just I
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think that puts them squarely as the winner in the
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in the amount of haunted houses that any changes operating simultaneously.
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So maybe thirteenth floor.
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Maybe maybe maybe could be maybe half that, but I
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don't know's that's a lot, but the numbers is what
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really puts it here. So basically, running the parks as
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a whole, they produced about eighty eight point six million
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in revenue, okay, So in the quarter justice one quarter okay,
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so eighty eight point six million in revenue.
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Okay.
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That was actually up from seventy four point five million
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a year ago. So they had revenue, so eighty eight million,
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hold that number, okay, and interest on the debt and
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all that stuff. So basically the problem is they brought
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in eighty eight, but then interest in the company's debt
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cost one hundred and two million, So you bring in
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eighty eight, but your interest is one hundred and so
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you're negative twenty. That's that's the problem right in one quarter, right,
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because they have what almost five billion in debt, right,
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So this is the problem. So the real thing here
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is can they with Riley's leadership changes and all of
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the stuff that they're doing, are they going to be
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able to raise per caps which raises revenue and all
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that enough to at least get equal And then the
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plan is, which you talked about on the call. The
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plan is to sell the assets to help pay down
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the debt and delever them. And he's talked about some
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sales letter they have in Maryland and some other interest
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but he said that probably wouldn't close until late twenty
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twenty seven or twenty twenty eight. So I think that's
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the problem is they have so much debt. They do
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have assets that they're trying to sell, or they might
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strip more parks, who knows, but basically they need to
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They need to sell assets to de lever at the
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same time that they are maneuvering to get overall visitation
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and spending up so they can on a quarter by
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quarter basis basically make more money than they have to
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pay to service. So that this is my take on it.
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We could go into all the individual things. We could
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look at the numbers, if you want, Scott, We could
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look at the strategy what he talked about with pass
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holders we could look about the events and the capital
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plan and the rollout and what they've talked about. They
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talked about a lot about uptime. He was pushed about
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July and gave a very interesting answer about whether or
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not stuff is attendance is softening.
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What do you think? What would you like to talk about, Scott?
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No, I think that you know, I think you encapsulated
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that very well. In essence, they had a loss of
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twenty point one million before.
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Practices, right, and then there's all this that's.
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That's the real bottom line that we have. That well,
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certainly investors are going to look at that is the
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real bottom line. So I am thrilled to see that
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they are chipping away at that that disparity of numbers
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of how much they owe versus how much they're But
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but again, I ask any of you if if you
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if you make a certain amount of money and you
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owe significantly more. I mean, this is exactly what happened
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to so many people on an individual level in the eighties.
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They charged everything. They were like, oh yeah, I'll just
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kick that kick that can down the street a little bit,
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and ended up, you know, in bankruptcy because they were
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in trouble I am glad to see. On the one hand,
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I am very glad to see that that the efforts
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are slowly scratching.
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Away right at yes, at the at.
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The at the problem. And it sounds as though with
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the combination of increasing repeat visitation, which I think should
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be number one. I think that should be their number
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one priority. And and the only reason I say that
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is I have seen that save parks significantly more than
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constantly raising your prices. Right, it is better. It is
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better to make your money on clicks of a turnstyle
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than on fewer clicks of the turnstile at a higher price.
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That's right, especially when your problem is dead.
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He said that.
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Well, and again, John and I come from the same world.
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So you know, we've we've seen it happen, we've seen
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it successfully work, and so it's that's a that's a
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good thing. That's a very good thing.
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I think that I think that you know, John has
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been saying everything right, take to your point, you know,
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everything that he said on the call, his strategy at
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this point.
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This is maybe like a but I can't.
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I think he's doing an excellent job actually with with
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with the hand that with the situation that he's in
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and to exactly yourfort He basically said that because some
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of the not you know, not all of the investors
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in the Q and a kind of understand. And so
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they were they were bringing up a lot of stuff
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that I think is not the point that they were
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talking about.
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They were like, which numbers should we be looking at?
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And his point is you should be looking at the
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same park numbers because they sold a bunch of parks.
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So you know, if you look at your if you
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look at their aggregate revenue, they lost the revenue from
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all those other parks, right, and their per cap numbers
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are kind of changed because per cap is, you know,
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generally aggregate, but you lost a bunch of parks, but
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those parks were underperforming, so you've got a lot of
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numbers that are skewed here. So he was saying, you've
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got to look at the same park numbers because that's
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what we're trying to measure against, and those are all up.
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And they did ask about how come your They pushed
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him like, how come that your per cap spending is
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down one percent? Shouldn't it be up because you lost
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a bunch of low performing parks. And he's like, no,
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because we're trying to increase visitation because we want them
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to come more frequently, and he talks about the lifetime
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value of a guest improving, so he wants them to
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come more than four times a year and to come
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to more events, and that way they'll spend more. But
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that makes the per cap number go down because they
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have one pass sale and that person then visits more
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than four times, so it lowers the overall per cap.
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So the people were kind of I think he was
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saying exactly what you're saying, and he was just trying
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to clarify to a lot of the investors that don't
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really understand the theme park numbers and they're just concerned.
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And I will also add just so that we don't
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get yelled at in the comments.
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So there was.
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The headline numbers that you're going to see out there
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are like they lose two hundred million or something. That
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is not the whole story, because what I'm concerned with
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is looking at how much the parks you're making and
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how much that they're paying.
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So it's twenty million dollars loss.
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There was a tax charge that they got on here
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because basically normally when you lose twenty million, you know,
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you would produce a tax benefit, but instead they reported
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one hundred and fifty seven million tax charge, and that
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charges what doubled the loss. But that is an accounting
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catchup because companies book quarterly taxes against their estimated full
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year rate, and when the estimate changes, the correction comes in.
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So I looked at the tank QK table to verify that.
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But that's why I just I just because most of
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the news stations just set two hundred million OAR the loss,
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which is not like quite right right because part of
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its attax recalculation. The real number we're looking at is
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how much they're losing and operating. But Scott, you're right,
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he's doing exactly. I think what you're saying.
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Yeah, I think, but I think you know, and I'm
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usually the positive one, but I will say I think
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they are doing I think they're doing what they're saying.
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I think this is part of a much longer term plan.
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But I also think it's fair to say they are
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racing to equilibrium there. They're they're racing desperately to get
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to a point where they are uh not losing money.
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They're not losing money before the company has to fold,
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and it is a it is a multi tiered strategy.
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And I think that all the tears are right. It's
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good to see that they are working. But as we
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say so often on this show, we this is we
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have to see how it pans out, you know, we
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have to see how it's fully executed. Because this can
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be in theory all the wonderful things, and it's working.
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It's certainly working in the short term. If it continues
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to work in the long term, that will be wonderful,
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and it will it will help. It's like it's like
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it's like they're underwater and they got to get They
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got to get to the surface before they can't hold
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their breath any longer.
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That's right.
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That That's how I felt. I will say I agree
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with you one hundred percent on that. That's that was
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my big takeaway from this. I will say, though, to
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give rightly credit, I didn't sense anything on the calls.
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He was not.
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You would not know that. You know from from his
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He's doing what a great leader does, which is calm, planning,
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reorienting leadership. He brought in all new leadership. The whole
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c suite almost has been redone. I mean he's doing
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exactly what he should be doing. And if you know,
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you wouldn't sense that they're panicked from from how he's