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Full disclosure time: a few months after DisneyQuest Chicago opened, my wife and I moved from Orlando to Chicago and I began working there as a cast member in the retail operations part of it. I wasn’t around for the honeymoon period, but I did get to watch all the missteps that occurred over the next year. My version of what happened is probably a little (or a lot) more honest than the official company version.
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Hear me now: DisneyQuest Chicago always turned a profit, no matter what you read in company accounts. As it was told to me, the place achieved somewhere in the 6-7% range. Unfortunately, Michael Eisner at the time was fixated on (and had promised shareholders) 20% profits from business units, not necessarily an attainable goal much less a sustainable one. In an effort to boost the numbers, DQC management began tinkering with its mode of admission. They tried a system where guests would buy points, everything inside cost a certain amount of points, you could buy more points as you went along. They tried a flat admission fee, everything included. They tried a tiered plan where you paid different amounts for different groups of attractions and games. The biggest problem was that they tried all of these things one right after the other during the year I was there. They knew that locals would probably come once every three months or so. Want to guess how often they changed admission prices and systems? Locals were really beginning to love the place and be excited about making it a regular part of their entertainment rotation, but every time they showed up, it was like visiting a completely new place when they went to buy a ticket. That gets tiresome really quickly. Eventually people will throw their hands up in frustration and stop coming. And, by the end, that’s what was happening.
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