|
 In 1988 the fledgling Wise Use movement created it's famous 25 point agenda. Item #11 called for handing the operation of America's National Parks over to the Walt Disney Corporation. The document also stated that "possessory interest of the private concessioner firms now serving the visiting public should be maximized".
With each passing day, and especially since the announcement last August of the President's entirely fraudulent National Park Centennial Initiative, smooth progress is being made in transforming America's National Parks into theme parks and giving the private sector increasing power over the parks, their funding and their operation.
"Now, I want you to imagine a fabulous theme park called America."
I didn't say that. Those aren't my words. I was merely quoting from a recent speech given to the Travel Industry Association by the Chairman of Walt Disney Parks and Resorts (see appended).
Perhaps we all should try to imagine our beloved country as a theme park. Imagine America as a nation in which citizens have been transformed into mere customers and/or consumers. Imagine a nation run as a public-private partnership and as a merger of state and corporate power.
Frightening thought, isn't it?
Scott
---MUCH CONDENSED - QUOTED FOLLOWS ---
(What follows are EXCERPTS quoted from a lengthy speech)
Washington, DC -- 1/31/2007
Jay Rasulo
-
Travel Industry Association National Chair
- Chairman, Walt Disney Parks and Resorts
At Disney, I speak to a lot of internal audiences—you know, mice,
dwarfs, chipmunks. I can’t tell you what a pleasure it is to look out
at an audience that doesn’t have big ears or buck teeth. So, I’m
delighted to be here.
The effort that I am going to discuss has been a partnership in every
sense of the word, and we are grateful to address this challenge with
the support and friendship of so many fine people from the
administration and Congress.
Why is this partnership so important? Because we are all in this
together. The challenge of improving America’s welcome is not just an
industry challenge or even a private sector challenge – it is America’s
challenge – one that both government and the private sector are
addressing together. Let me begin with an analogy.
When Disneyland opened 50 years ago, we called it The Happiest Place on
Earth. And ever since we’ve devoted ourselves to making it that kind of
place.
Now, I want you to imagine a fabulous theme park called America. Inside
its gates are some of the most marvelous attractions in the world. The
people inside the park are warm and friendly. Visitors have wonderful
experiences creating memories for a lifetime.
So, why is the market share of Park America at an all-time low? Why has gate attendance declined by double digits since 2000?
One. The park gives the impression that it doesn’t really like to admit people.
Two. The park’s whole gate experience feels unwelcoming.
Three. Compounding the problem and in contrast with its competitors, the park doesn’t advertise.
That would be no way to run a park, and it’s certainly no way for a
nation to attract foreign travel, which is one of the world’s most
important growth industries.
This basically is the situation I outlined when I was here last
January. That was when we decided to do something about it. We
challenged ourselves as an industry to come back with a blueprint to
fix “America—The Destination.”
A year ago, with many of you in attendance, I described this challenge
as an “Apollo Project,” for the industry. Now, a year later, we have
created the plan – and I have good news: It ain’t rocket science. It’s
common sense.
When it comes to security and ease of travel, people sometimes
mistakenly believe we must choose one or the other – that we can’t have
both. Ladies and gentleman, we can do both, and the blueprint will show
Congress how we can do it.
The plan we now have in hand is the single most important document our
industry has ever created. Its fulfillment is the single most important
action we can undertake as an industry. Never have we had such a plan
and never have we been in such need of one.
We have done the necessary research and due diligence. We have studied
the competition. We know who they are, where they spend their marketing
dollars and the channels they use to communicate.
We also now know what our communications strategy should be. We know
where we should spend the money. We know how we should spend it. We
know what kind of return we will get.
The question is how do we fund it?
We envision the creation of a new public-private entity – perhaps a federally sponsored non-profit corporation.
It would combine the expertise of the private sector with the oversight
and coordination of the federal government. It would serve as the
primary voice for all travel-related policies, and it would also
coordinate our national strategies to maximize the benefits of travel
to America.
This marketing program is good for the travel industry and the economy,
but it also serves a far larger national purpose. Such a campaign would
advance America’s public diplomacy—the public face we present to the
world.
To see it is to believe in it…that’s something we at Disney know very well.
If we can get people through the gate, we can improve their perceptions
of America. Think how important that is to our country at a time when
winning hearts and minds around the world is a national priority.
The blueprint I have outlined is the first time in history that our
industry has created a comprehensive and coordinated marketing
strategy. It is a plan that can transform our industry.
|
- Privatization 
