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Disney Experiences
Disney Experiences
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Disney Experiences,[a] commonly known as Disney Parks, is one of the three major divisions of the Walt Disney Company.[4][2] It was founded on April 1, 1971, exactly six months before the opening of the Walt Disney World Resort.

Key Information

Disney Parks brand logo

Led by Josh D'Amaro, the company's theme parks hosted over 157.3 million guests, making Disney Parks the world's most visited theme park company worldwide,[5] with United Kingdom-based Merlin Entertainments coming in second at 67 million guests. It is Disney's largest business segment by employee headcount, with approximately 130,000[6] of the company's 180,000 employees as of 2015.[7][needs update] In March of 2018, Disney Consumer Products and Interactive Media was merged into Parks and Resorts and renamed Disney Parks, Experiences and Products. In September 2020, Disney Parks, Experiences and Products laid off 28,000 employees in wake of the COVID-19 pandemic.[8]

Background

[edit]

Originally, entry into the theme park and travel business was a side project of Walt Disney himself. As the Disneylandia project started to become a reality, Walt Disney Productions at Walt's request set up Disneyland, Inc. (DLI) in 1951 and agreed to a design deal in March 1953 with WED Enterprises (WED), Walt's personal corporation, which then included what would now be called Walt Disney Imagineering.[9][CDL 1] With the WED concept designs and prospectus for Disneylandia, Roy Disney in September 1953 met with TV networks in a deal for Disney-produced TV show and Disneyland investment. American Broadcasting-Paramount Theatres (AB-PT) agreed to the Disneyland, Inc. investment.[9] Joining AB-PT as Disneyland investors were Walt Disney Productions (WDP), Western Publishing and Walt Disney.[CDL 2] Walt Disney Productions had the option to repurchase the Walt Disney, WED and Western Publishing shares (31%) by May 1, 1959, for $562,500.[10]

With a need for the Disneyland Hotel nearby and no funding available for Disney to build it, Walt Disney approached Jack Wrather to build the hotel who agreed.[11]

Disneyland, changed from Disneylandia, was announced in April 1954 by Walt to be opened in July 1955.[CDL 3][CDL 4] On July 17, 1955, the Disneyland park opened with five themed "lands" containing eighteen attractions with double the expected guests.[CDL 5] WED owned Santa Fe & Disneyland Railroad opened, too.[12]

On June 29, 1957, Disney Production exercised its options to purchase all but AB-PT's common stock outstanding. This allowed WDP to consolidate DLI into its 1957 annual accounting statements adding four months' worth of net profits, $511K.[13] In June 1960, Walt Disney Productions completed the purchase of AB-PT's share of the company for nearly $7.5 million and its TV contract, and the theme park became a fully owned subsidiary of Walt Disney Productions.[CDL 6]

History

[edit]

Beginning in 1958 with the contracting of Economics Research Associates (ERA) to find a location for another Disney resort, Disney Productions moved beyond a single park. ERA recommended Florida; another study in 1961 named Ocala or Orlando in Florida as possible locations. In November 1963, Walt Disney made a trip to Florida for final site selection.[CDW 1]:333, 334 In 1962, Disney Productions purchased Celebrity Sports Center (opened on September 17, 1960, in Denver, Colorado) from its owners, including Walt Disney, Art Linkletter, and John Payne, to use as a staff training center for its second resort.[14] In 1963, Roy made plans to buy from 5,000 to 10,000 acres (2,000 to 4,000 ha), which was carried out in 1964, amassing 27,443 acres (11,106 ha) by October 1965.[CDW 2][CDW 3] Plans for the Florida project that would eventually become Walt Disney World were announced to the public in November 1965.[CDW 3] Legislation forming the Reedy Creek Improvement District, the Reedy Creek Improvement Act, was signed into law by Florida Governor Claude R. Kirk, Jr. on May 12, 1967, allowing Disney to build the infrastructure for the second park.[CDW 4] Ground breaking followed for the future Reedy Creek park on May 30.[CDW 5] In Roy O. Disney's last act as CEO in 1968, he officially named the second park Walt Disney World.[CDW 1]:357

Disneyland International was incorporated on November 20, 1961.[15] The next year, The Oriental Land Company contacted Disney about building a theme park.[16]

In 1959, the WED-owned Disneyland-Alweg Monorail System began operations at Disneyland.[12][17]

The first Audio-Animatronic attraction, Walt Disney's Enchanted Tiki Room, opened at Disneyland in 1963.[18] Disneyland's first new themed land, New Orleans Square, opened in 1966. Tomorrowland was revamped in 1967 with seven new attractions.[17] The design and architectural group and the WED Enterprise name was purchased from Walt's corporation, renamed as Retlaw Enterprise.[12]

Disney expanded into attractions at the 1964 New York World's Fair with It's a Small World[19] and costumed character appearances. When the characters proved a hit at the 1964 World's Fair, Walt wanted another outlet for "live" characters; thus, Disneyland put on Disney on Parade, a self-produced live arena show starting in 1969.[20][21] Small World and its famous song lasted two years at the fair; it was then moved to Disneyland as an expanded major attraction in 1966 and later duplicated in the other Disney theme parks.[19]

In 1965, Walt Disney won a bid with the US Forest Service to develop Mineral King as a ski resort. The Sierra Club sued in June 1969 to stop the development, which was granted by the federal district judge. The Forest Service appealed and won at the appeal and the Supreme Court. This ruling opened the possibility of refiling to the club. In the next round of lawsuits, the same district judge blocked the redevelopment. The injunction and the passage of the National Environmental Policy Act led to Disney backing out.[22]

$40 million worth of Walt Disney Productions Convertible Debentures were sold in January 1968 to fund Disney World (WDW). The next year in February, an agreement was made with multiple labor unions, in which the unions exchanged the right to strike for regular pay increases during the first building phase.[CDW 6] By 1971, chairman of the Park Operations Committee and vice president of park operations Dick Nunis was appointed executive vice president of Disneyland and Walt Disney World.[23]

Walt Disney World began operation on October 1, 1971, with the Magic Kingdom park at a cost of $400 million. The Magic Kingdom had six themed lands: Main Street, Adventureland, Fantasyland, Frontierland, Liberty Square, and Tomorrowland.[CDW 7] Additionally, Disney's Fort Wilderness Resort campground and two hotels, Disney's Contemporary Resort and Disney's Polynesian Village Resort, also opened.[CDW 8]

Disneyland expanded in 1972 with a seventh themed land, Bear Country, replacing the Indian Village of Frontierland, and later renamed Critter Country. In 1979, the Disneyland crafts and maintenance union workers went on strike for 15 days, at first, rejecting and then accepting the park's contract.[17] Space Mountain opens at Disneyland in 1977.[17]

Two more hotels opened in 1973 at Walt Disney World: the Golf Resort[24] and the Gold Resort;[CDW 9] Disney opened the Buena Vista Club golf club in Lake Buena Vista on November 22, 1974.[CDW0 1]:71 Lake Buena Vista Village, the shopping area, opened on March 22, 1975[CDW0 1] and was renamed Walt Disney World Village in 1977.[25]:280 Celebrity Sports Center, Disney World's training center, was sold on March 29, 1979.[14]

At Walt Disney World, the Treasure Island nature preserve pens opened on April 8, 1974,[CDW0 2]:569 renamed Discovery Island in 1977.[CDW0 1]:126 On July 1, 1975, the WEDway PeopleMover opened in the Magic Kingdom's Tomorrowland.[CDW0 3] The first water park, River Country, opened on June 20, 1976 at Disney World.[CDW0 4]:22 EPCOT Center's groundbreaking occurred at Walt Disney World in May 1979.[CDW0 5]

In 1979, Oriental Land and Disney agreed to build a Japanese theme park.[16] Tokyo Disneyland opened on April 15, 1983 on 200 acres (80 ha) in Urayasu, Chiba, Japan.[26]

Walt Disney Outdoor Recreation Division

[edit]

With the retirement of Donn Tatum as Walt Disney Productions' Chairman and CEO on June 3, 1980, three divisions were formed, including the Walt Disney Outdoor Recreation Division, of which Disney Legend, Dick Nunis was named division president.[CDW0 6] Disneyland started using Disney Dollars on May 5, 1987,[CDL4 1] while Walt Disney World parks started with Epcot on October 2.[CDW1 1] A renegotiated Disneyland Japan royalty agreement in April 1988 by Chief Financial Officer Gary L. Wilson netted Disney US$723 million in cash in exchange for lower royalty payments.[CDW0 7]

The steam railroad and monorail at Disneyland were purchased from Retlaw Enterprises, formerly WED Enterprises, in 1982.[17] Bear Country was renamed Critter Country on November 23, 1988.[CDL4 2]

Tishman Company's plans for two Walt Disney World hotels were rejected by the new CEO Michael Eisner on September 30, 1984, marking a change in Disney architecture. New plans for the Dolphin and Swan hotels were submitted by Michael Graves in July 1986;[CDW1 2] ground breaking took place on January 28, 1988.[CDW1 3] The first non-Disney owned hotel, Pickett Suite Resort, opened in Disney World Village on March 15, 1987.[CDW1 4]

On June 1, 1982, the Walt Disney World monorail line was extended to EPCOT Center from the Transportation and Ticket Center.[CDW0 1]:338 The EPCOT Center theme park opened on October 1, 1982, at a building cost of US$1.2 billion, with two areas, Future World and World Showcase.[CDW0 8]:272

Plans for a Hollywood-style theme park were announced in April 1985 for the Walt Disney World resort at a project cost of US$300 million.[CDW1 5] In April 1985, Disney signed a licensing agreement with Metro-Goldwyn-Mayer (MGM), giving Disney the right to use the MGM name, logo and movie library for this third park.[27] Construction of the Disney-MGM Studios theme park began in 1986.[CDW1 6] Disney-MGM Studios opened on May 1, 1989,[CDW1 7] along with a Pleasure Island entertainment area;[CDW1 8] its second water park, Disney's Typhoon Lagoon, opened on June 1.[CDW1 9] In 1983, Walt Disney World Village's name was changed to the Disney Village Marketplace.[CDW1 10] A new themed area, Mickey's Birthdayland, opened in the Magic Kingdom near Fantasyland on June 18, 1988.[CDW1 11]

In 1987, Disney and Ron Brierley's Industrial Equity (Pacific) Ltd., already a 28% owner of the Wrather Corporation, agreed to purchase the remaining Wrather Corporation stock with a 50% share each.[28][29] Wrather Corporation owned the Disneyland Hotel and operated the Queen Mary and Spruce Goose tourist attractions.[28] In March 1988, Disney purchased Industrial Equity's half of Wrather Corporation.[29]

In 1985, Premier Cruise Line became the licensed partner cruise line with Disney. This allowed Disney characters on their ships and combined cruise, hotel, and theme park packages.[30]

Walt Disney Attractions

[edit]

The Walt Disney Outdoor Recreation Division was incorporated as Walt Disney Attractions, Inc. on August 10, 1989.[31] In January 1990, Disney CEO Eisner announced plans to expand both Disneyland (by 20% in 10 years)[CDC 1] and Walt Disney World (WDW). The plan would have WDW add another theme park and 16 new attractions in Disney-MGM Studios.[CDW2 1] Disney and The Coca-Cola Company agreed to a 15-year marketing contract on January 25: Coca-Cola products would be exclusive in Disney theme parks, and Coca-Cola would use some Disney characters in their ads.[CDC 2] On March 16, 1990, Attractions president Nunis announced a 25-year plan for a 4,400-acre (1,800 ha) development in Osceola, Florida, with homes, shopping malls and industrial buildings.[CDC 3]

In 1990, the possibility of a West Coast version of Epcot Center was placed in development.[CDC 4] This was announced as WestCOT in 1991, to be placed at the Disneyland Resort.[17] On July 31, 1990, a new 350-acre (140 ha) ocean-themed park and resort, Port Disney, was announced for Long Beach. Port was to have a cruise-ship terminal, five hotels, restaurants, and shopping areas, costing $2 billion to build.[CDC 5] On December 12, 1991, Disney selected only one California project to go forward with, Disneyland Resort, which was to include the WestCOT Center, hotels, a shopping mall, and a lake.[CDL5 1] Port Disney was abandoned in March 1992, and Disney canceled its leases on the Queen Mary and Spruce Goose attractions picked up from the Wrather Corporation.[CDC 6] Mickey's Toontown, a new themed land at Disneyland, opened on January 24, 1993.[CDL5 2] Disney canceled its plans for WestCOT in mid-1995 due to financial issues at Disneyland Paris and the park's projected high cost. That park was then replaced by plans for the California Adventure park, hotels, and a retail district.[32]

At Walt Disney World, Mickey's Birthdayland closed on April 22, 1991, then reopened on May 26 as Mickey's Starland.[CDW2 2]324, 329, 333 In order to expand Disney World on wetland, on April 23, 1993, the company agreed to form an 8,500-acre (3,400 ha) wilderness preserve in Florida, known as the Disney Wilderness Preserve.[CDW2 3] The Disney Inn hotel was leased starting February 1, 1994, by the US Army, then purchased on January 12, 1996, and later renamed Shades of Green.[CDW2 2]130 Planet Hollywood opened a location in Pleasure Island on December 17, 1994.[CDW1 12] The third water park at Walt Disney World, Disney's Blizzard Beach, opened on April 1, 1995.[CDW3 1] The Magic Kingdom's Tomorrowland was completely refurbished and reopened in June 1995.[CDW3 2] Taking up a corner of the Magic Kingdom parking lot, the Walt Disney World Speedway opened on November 28, 1995.[CDW3 3] In 1996, the Disney Institute opened on February 9,[CDW3 4] and Disney's BoardWalk opened on July 1.[CDW3 5] The first of the World of Disney stores opened in the Disney Village Marketplace on October 3.[CDW3 6] The Downtown Disney district opened in November 1997, combining Disney Village Marketplace and Pleasure Island.[CDW3 7] A fourth theme park, Disney's Animal Kingdom, opened at Disney World the week of April 20, 1998.[33]

The first Disney Vacation Club Resorts, Vacation Club Resort, opened on October 1, 1991, and was renamed Disney's Old Key West Resort in January 1996. These vacation club hotels were operated by Disney Vacation Developments, Inc. as vacation timeshares.[CDW2 4] The first off-resort vacation club hotel was Vacation Club Resort, which opened on October 1, 1995, in Vero Beach, Florida.[CDC 7]

In 1993, Premier Cruises discontinued its partnership with Disney for one with Warner Bros. After failing to reach agreements with Carnival or Royal Caribbean, Disney announced in 1994 the formation of its cruise line. The Disney Cruise Line launched with the Disney Magic ship in 1998 along with its exclusive resort island port of Castaway Cay.[30]

Disney reportedly had plans to build a park named Disney's America. The park was to have been located in Haymarket, Virginia; 2,300 acres (930 ha) of property were purchased from Exxon in 1993.[CDC 8] The history-themed park was announced on November 11, 1993. The plans for the 3,000 acres (1,200 ha) called for a 150-acre (61 ha) amusement park, a campground, a golf course, 2 million square feet (190,000 m2) of office/commercial space, and 2500 homes.[CDC 9] With projections indicating that the park would operate at a loss and with opposition in the press, Disney canceled the project on September 15, 1994.[CDC 10]

Walt Disney Imagineering created Disney Fair, a U.S. traveling attraction, which premiered in September 1996. The fair was poorly attended and was pulled after a few stops. Disney Entertainment Projects (Asia Pacific) Inc., a new Disney Asian Pacific subsidiary, selected a renamed fair called DisneyFest as its first project, taking it to Singapore to open there on October 30, 1997.[34]

In November 1995, Disney announced the building of Tokyo DisneySea, to be owned by Oriental along with Tokyo Disneyland.[26] Oriental and Disney signed the DisneySea licensing agreement in November 1997; the theme park was scheduled to open in 2001 at a cost of $2.6 billion.[35]

In December 1998, Walt Disney Attractions added Disneyland Paris, Disney Regional Entertainment and Walt Disney Imagineering to its portfolio, which already held Disney World, Disney Cruise Line, Disneyland, and Tokyo Disneyland. Chairman Dick Nunis retired at the same time.[36] On October 31, 1999, Walt Disney Attractions, Inc. was merged into Walt Disney Attractions, LLC.[37]

On June 19, 1998, Disney Regional Entertainment opened its first DisneyQuest, a location-based entertainment venue, at Downtown Disney West Side in Walt Disney World.[38] The first DisneyQuest outside of a resort was opened in Chicago on June 16, 1999, with plans for more locations worldwide.[39]

In 1999, plans were announced for a new resort in Hong Kong, Hong Kong Disneyland, as a joint venture, Hong Kong International Theme Parks Ltd., between the Hong Kong Government and Disney Resorts.[40] The Disney Wonder cruise ship began operation on August 15.[41] Disney World's Discovery Island was closed on April 8, 1999.[42]

Disney Destinations

[edit]

Walt Disney Attractions, LLC changed its name to Walt Disney Parks and Resorts, LLC on April 14, 2000, then to Disney Destinations, LLC on April 25, 2006.[43] Tokyo DisneySea at Tokyo Disney Resort opened on September 4, 2001.[44] The Walt Disney Company in selling its Japanese and US chains decided to keep the Disney Stores in Europe, along with the store in Manhattan, which was converted into a World of Disney store run by Walt Disney Parks and Resorts in 2004.[45]

Downtown Disney opened at the Disneyland Resort on January 12, 2001, between Disneyland and the future California Adventure.[CDC 11] Disney California Adventure opened at the Disneyland Resort on February 8, 2001, with three major areas: Paradise Pier, Hollywood Pictures Backlot, and the Golden State.[32] In California Adventure on October 6, 2002, A Bug's Land area opened.[CDC 12] Parks and Resorts chairman Jay Rasulo announced at Disney's D23 Expo in Anaheim, California on September 12, 2009, that Walt Disney World's Fantasyland would be overhauled and increased in size by 2013.[CDC 13] A $1 billion expansion/renovation of Disney California Adventure was announced in 2007 to be completed by 2012.[46]

River Country water park closed on November 2, 2001.[CDC 14][47] Disney-MGM Studios is renamed Disney's Hollywood Studios in January 2008.[48] Pleasure Island's core remaining six nightclubs were closed down in late 2008 to change the area to match the family friendly make-up of the other two sections of Downtown Disney at Disney World.[49]

Walt Disney Studios Park opened March 16, 2002, as the second theme park at the renamed Disneyland Resort Paris. The first park was renamed Disneyland Park (DLP).[CDC 15] DLP Paris opened in August 2000 Toy Story Playland with three attractions.[50]

Construction on Hong Kong Disneyland began on January 12, 2003,[51] then opened September 12, 2005.[CDC 16] Groundbreaking occurred at Hong Kong Disneyland in December 2009 for a three land expansion: Mystic Point, Grizzly Gulch, and Toy Story Land.[CDC 17]

In June 2005, Disney Magic made the first cruise outside of the Caribbean, by moving its port for the summer to Los Angeles with a Mexican Riviera schedule.[41] Disney Cruise Line ordered a new 2 ships class from Meyer Werft shipyard in Germany by February 22, 2007.[41][CDC 18] The Magic in May 2007 transferred its homeport to Barcelona, Spain, for the lines' first summer Mediterranean itinerary then returned to its permanent port in September.[41]

The Chicago DisneyQuest location was closed in September 2001.[52] Disney Parks started the Adventures by Disney tour vacation business in 2005.[53] Disney entered a float, "The Most Magical Celebration on Earth", into the 2006 Pasadena Tournament of Roses parade.[CDC 19]

In October 2007, Disney announced plans to build a resort at Ko Olina Resort & Marina in Kapolei, Hawaii, featuring both a hotel and Disney Vacation Club timeshare units. The 800-unit property, named Aulani, opened in 2011 and joined the other resorts not associated with a theme park, such as Disney's Hilton Head Island Resort in South Carolina.[54]

With the Walt Disney World Millennium Celebration starting on October 1, 2000, sanctioned Disney pin trading was started.[CDC 20][CDC 21] In 2001, the Themed Entertainment Association gave Disney Parks and Resorts the Thea Award for Breakthrough Innovation for the park's FastPass system.[CDC 22]

Walt Disney Parks and Resorts Worldwide

[edit]

Walt Disney Parks and Resorts Worldwide, Inc. was incorporated on September 29, 2008,[2] and took over the parks and resorts business segment. Disney Parks and Resorts reorganized in early 2009 which included layoffs in all units due to recession-induced falling attendance. 600 U.S. managers in January were buyout packages. Worldwide Operations was formed under President Al Weiss in 2009. Worldwide Operations would take over various back-office functions previously performed by both Disney World and Disneyland including training, procurement, menu planning, and merchandise development. While its Walt Disney Imagineering subsidiary combined its three development units.[55]

In November 2009, Disney received approval from the Chinese government to build a Disneyland resort in Shanghai's Pudong district.[56] The resort opened on June 16, 2016.[57]

California Adventure completed its overhaul in 2012 adding two new lands: Cars Land and Buena Vista Street. The overhaul also included a re-themed of several attractions plus a pair of classic dark rides.[46] In July 2017, it was announced that Paradise Pier land would be replaced by Pixar Pier,[58] with four neighborhoods, and the remainder not in Pixar Pier would be replaced by Paradise Park. Pixar Pier opened on June 23, 2018.[59]

Star Wars: Galaxy's Edge, a 14-acre (5.7 ha) themed land for both Disneyland and Disney's Hollywood Studios announced at the D23 Expo on August 15, 2015.[60] Construction began at both locations on April 14, 2016.[61] The lands at both parks opened in 2019.[62]

The New Fantasyland at Magic Kingdom opened on December 6, 2012. It is the biggest upgrade to the theme park since its opening in 1971.[63] Announced along with its new Star Wars Land expansion at the D23 Expo on August 15, 2015, Hollywood Studios was slated to have a version of Toy Story Land.[64]

Holz became president of New Vacation Operations of Parks & Resorts[65] reporting to Al Weiss, president of worldwide operations for Walt Disney Parks and Resorts.[66] by April 2008.[67] In February 2009, Holz returned to the presidency of Disney Cruise Line in addition to his continuing as head of New Vacation Operations,[65] which was primarily Adventures by Disney. As an extension of the "One Disney" initiative and the resignation of Weiss, Disney Vacation Club was added to New Vacation Operations. While Holz and Meg Crofton joined Disney Parks and Resorts executive committee in July 2011. At that time, Crofton was transferred from Disney World president to president of operations in the U.S. and France, a new positions.[66]

The Disney Dream ship began service in January 2011 and Disney Cruise Line (DCL) announced the maiden voyage of the Disney Fantasy to be March 31, 2012. The Dream deployment allowed Disney Wonder to be stationed at Port of Los Angeles for Mexican Riviera cruises,[68] but initial served in the short Alaska cruise season.[30] Magic moved to New York for Canadian or Bahama cruises starting May 25, 2012.[CDC 23] DCL's Magic was refitted in late 2013.[69]

The first of three expansion theme lands at Hong Kong Disneyland, Toy Story Land, opened on November 18, 2011.[70] Grizzly Gulch opened at Hong Kong Disneyland on July 13, 2012.[71] The final land of this expansion, Mystic Point, opened at Hong Kong Disneyland on May 17, 2013.[72]

On February 5, 2015, it was announced that Tom Staggs had been promoted to Disney Company Chief operating officer but would continue as chairman of Parks and Resorts until his successor was named.[73] On February 23, 2015, Robert Chapek was named chairman of Walt Disney Parks and Resorts effective that day.[74]

On April 29, 2015, the Walt Disney Company, through the subsidiary, Carousel Holdings Eat LLC, has purchased Carousel Inn & Suites hotel in Anaheim, from Good Hope International for $32 million. The purchase was considered a strategic purchase; the hotel would not be considered a part of the Disneyland hotel portfolio and would operate independently.[75] Disney indicated in August 2016, that the company would be closing the Carousel Inn in October 2016 in preparation for razing it as part of plans to construct a new parking structure, transit plaza and pedestrian bridge over Harbor Boulevard.[76]

On February 10, 2017, Disney revealed a deal to purchase Kingdom Holding Co.'s shares of Euro Disney S.C.A. as the first step in purchasing the remaining shares held by others. Disney has offered about $2.12 a share, a 67% premium over the Euronext Paris Stock Exchange value as of February 9. The company expects the buyout and delisting to be finished by June. Plans are for the company to invest another $1.4 billion into Disneyland Paris after the buyout to counteract the recent Paris terrorist attack, which hurt a previous 2014 park hotel investment. If this buyout is successful, it would make the resort the only resort 100% owned and operated by Disney outside of the United States of America.[77] On June 13, 2017, the Walt Disney Company reached the 95% threshold required for a mandatory takeover according to French law, owning 97.08% of Euro Disney S.C.A., paving the way for the Walt Disney Company to become the sole owner and operator of Disneyland Paris.[78]

Disney Parks, Experiences and Products

[edit]
The logo of Disney Parks, Experiences and Products

As part of the Walt Disney Company's March 2018 strategic reorganization, Disney Consumer Products, and Interactive Media was merged into the Walt Disney Parks and Resorts segment and renamed Walt Disney Parks, Experiences and Consumer Products. Parks and Resorts Chairman Bob Chapek was named chairman of this new segment, who also previously served as head of Disney Consumer Products.[1] At the time, the Consumer Products chairman position was vacant, as its former holder, James Pitaro, had been recently appointed as the new head of ESPN and co-chair of Disney Media Networks.[79]

In March 2018, a Disney Parks West regional division was formed with Disneyland Resort in California, Walt Disney World in Florida, and Disneyland Paris under Catherine Powell, outgoing Disneyland Paris president. This mirrors the Disney Parks East regional division consisting of Shanghai Disney Resort, Hong Kong Disneyland and Walt Disney Attractions Japan and headed by Michael Colglazier. Imagineering was expected to take on the development of merchandise, games, publishing, and apps. Paul Gainer moved up from Disney Retail head to head up the new Global Product Management and Distribution unit, which includes Disney Retail, Global Licensing, and digital guest experience.[80][81][82]

New Vacation Operations and Disney Cruise Line division was renamed Disney Signature Experiences along with a new president, Jeff Vahle, for the division in April 2018.[83] On January 1, 2019, Walt Disney Parks, Experiences and Consumer Products changed its name to Disney Parks, Experiences and Products.[84] Disney Cruise Line purchased in early March 2019 another Bahamas destination, the Lighthouse Point property on the island of Eleuthera.[85] In July 2019, Disney denied reports of plans to launch its own airline with the purchase of small regional airlines in the United States.[86][87]

With the acquisition of 21st Century Fox by August 2019, National Geographic Partners' non-TV operations were transferred into its Disney counterpart with NG Media and National Geographic Expeditions moving to the segment's units, Disney Publishing Worldwide and Disney Signature Experiences, respectively.[88]

Powell supervised the two Star Wars-themed land, Star Wars: Galaxy's Edge, openings in May at Disneyland and August 2019 in Disney's Hollywood Studios. However, initial numbers showed an attendance dropped instead of the boost such an opening should have generated. In late September, Powell left the company with the Parks West regional division being dissolved, thus having those resorts' executives directly report to chairman Chapek.[89] He denied that Powell was let go because of the low attendance issue from Galaxy's Edge, but instead, Powell's position was a temporary one to allow Chapek to focus on the acquisition of 21st Century Fox.[90]

Powell's departure from Disney was soon followed by a domino of executive appointments, as announced on September 26, 2019.[90] George Kalogridis, then-president of the Walt Disney World Resort, was promoted as the president of segment development and enrichment. Kalogridis is replaced by Josh D'Amaro, then-president of the Disneyland Resort, as president of the Walt Disney World Resort. In turn, D'Amaro was replaced by Rebecca Campbell as president of the Disneyland Resort. Campbell transferred from the Walt Disney Direct-to-Consumer & International segment where she served as the president of Europe, the Middle East, and Africa. Both D'Amaro and Campbell assumed these roles in November 2019. In addition, Michael Colglazier is also promoted as the president and managing director of Disney Parks International and will oversee Disneyland Paris as well as those under the Parks East regional division.[91] In February 2020, Chapek was promoted from chairman of this segment to chief executive officer of the Walt Disney Company under executive chairman Bob Iger.[92]

With the closure of all Disney parks in 2020 during the coronavirus pandemic, Disney donated 150,000 rain ponchos usually sold at the parks to MedShare, to be distributed in hospitals.[93]

In May 2020, CEO Chapek named new appointees under the Disney Parks, Experiences, and Products segment. Succeeding Chapek as chairman of this segment is Josh D'Amaro, then-president of the Walt Disney World Resort. Jeff Vahle, then-president of Disney Signature Experiences, replaced D'Amaro as president of the Walt Disney World Resort. Thomas Mazloum, senior vice president for transportation and resort operations at the Walt Disney World Resort, succeeded Vahle as president of Disney Signature Experiences. In addition, Kareem Daniel, former president of operations/product creation/publishing/games at Walt Disney Imagineering, was named president of consumer products, games and publishing.[94] Ken Potrock replaced Rebecca Campbell as president of the Disneyland Resort;[94] Campbell returned to the Director-to-Consumer & International segment as its chairman, replacing Kevin Mayer.[95]

On July 15, 2020, it was announced that Jill Estorino, then-executive vice president, global marketing and sales, replaced Michael Colglazier as president and managing director of Disney Parks International, supervising Tokyo Disney Resort, Disneyland Paris, Hong Kong Disneyland, and Shanghai Disney Resort.[96]

On September 28, 2020, D'Amaro announced the difficult decision to lay off over 28,000 employees in the parks division, many of them being part-time workers. D'Amaro cited the uncertainty of the ongoing COVID-19 pandemic as well as California's continued reluctance to reopen Disneyland as factors.[97] Nearly 6,700 Central Florida employees, including almost 6,500 Disney World workers, were also among those laid off.[98] On October 13, 2020, Disney CEO and former Disney Park, Experiences and Products head Bob Chapek agreed to keep Disney World at only 25% capacity until the Center For Disease Control (CDC) issued new guidance and also stated that with regards to reopening Disneyland, "It's not much of a negotiation. It's pretty much a mandate that we stay closed."[99] Disneyland Resort was finally allowed to reopen on April 30, 2021, after a 412-day closure.[100]

Historically, Imagineering and certain other Disney units merged into DPEP were physically headquartered in the Los Angeles metropolitan area (near the Walt Disney Company's film and television divisions)—even as the rapid growth of Walt Disney World meant that by the start of the 21st century, most Disney U.S. domestic theme park jobs were based in Florida, not California. In July 2021, it was reported that approximately 2,000 DPEP positions would be transferred over the next couple of years to a new 60-acre corporate campus in the Lake Nona area of Orlando, Florida, and it was later reported that fall that as many as 90% of the transferred positions would be Imagineering positions.[101][102] The relocation was reportedly motivated in part by $570 million in tax breaks from the state of Florida, as well as Florida's business-friendly climate, lower cost of living, and lack of a state income tax.[101][102] The planned relocation was cancelled in May 2023 amidst a feud with Florida governor Ron DeSantis.[103]

Disney Experiences

[edit]

On November 16, 2023, the division was renamed Disney Experiences.[4]

On August 10, 2024, D'Amaro hosted a Disney Experiences Showcase at Honda Center as part of D23: The Ultimate Fan Event (formerly D23 Expo), in which he revealed how Disney Experiences planned to invest $60 billion over the next decade in adding new and improved attractions to its parks.[104] He brought out All-4-One to sing "I Swear" to celebrate Disney's announcement that they will build four more cruise ships on top of four already under construction, bringing its fleet to a total of 13 by 2031.[105]

Disney executives did not address the increasing ticket prices at Disney parks over the preceding decade during the event.[104][106] The pricing changes had rendered Disney theme parks largely inaccessible to most middle class consumers because the cost of one day and one night at a Disney theme park was now higher than what many people spend on vacation in an entire year.[104] On August 16, D'Amaro responded to such criticism by stressing the broad range of Disney's ticket pricing and options and explaining that the company would "provide as much access and flexibility as we possibly can, so as many of our fans can experience these things as possible".[106]

Leadership

[edit]
  • Josh D'Amaro, Chairman
    • Lisa Becket, Executive Vice President, Global Marketing
    • Jill Estorino, President and Managing Director, Disney Parks International
    • Tasia Filippatos, President, Disney Consumer Products
    • Tami Garcia, Executive Vice President, People & Culture
    • Alannah Hall-Smith, Executive Vice President, Communications and Public Affairs
    • Kevin Lansberry, Executive Vice President and Chief Financial Officer
    • Douglas Leckie, Executive Vice President and Chief Digital and Technology Officer
    • Thomas Mazloum, President, Disneyland Resort
    • Matt Penarczyk, General Counsel
    • Ken Potrock, President, Major Events Integration
    • Joe Schott, President, Disney Signature Experiences
      • Sharon Siskie, Senior Vice President and General Manager, Disney Cruise Line
      • Stephanie Young, President, Disney Vacation Club, Adventures & Expeditions, and Enrichment Programs
        • Bill Diercksen, Senior Vice President and General Manager, Disney Vacation Club
        • Nancy Schumacher, Senior Vice President and General Manager, Adventures & Expeditions
    • Jeff Vahle, President, Walt Disney World Resort
    • Bruce Vaughn, President and Chief Creative Officer, Walt Disney Imagineering

Current theme parks

[edit]
Locations of Disney resorts: Disney-owned, Disney joint ventures, Owned and licensed by The Oriental Land Company, In the planning phase; Owned and licensed by the Miral Group

Disneyland Resort

[edit]

The Disneyland Resort was founded as a single park, Disneyland, and opened on July 17, 1955, in Anaheim, California. Disneyland Hotel opened to the public on October 5, 1955. In 2001, the site expanded significantly and was renamed the Disneyland Resort with the opening of a second theme park, Disney California Adventure, three hotels, and the Downtown Disney retail, dining, and entertainment complex. Disneyland was re-branded Disneyland Park to distinguish it from the larger 500-acre (2.0 km2) resort complex.

Walt Disney World Resort

[edit]

The Walt Disney World resort opened October 1, 1971, in Lake Buena Vista, Florida, with the Magic Kingdom theme park and three resort hotels. It expanded with the opening of the theme parks Epcot in 1982, Disney's Hollywood Studios in 1989 and Disney's Animal Kingdom in 1998, in addition to the water parks Disney's Typhoon Lagoon in 1989 and Disney's Blizzard Beach in 1995. In addition the resort includes the Disney Springs retail, dining, and entertainment complex. The resort occupies 27,258 acres (11,031 ha) overall, the largest (by area) and most-visited vacation resort in the world, with four theme parks, two water parks, 21 resort hotels, eight golf courses, the ESPN Wide World of Sports Complex and additional recreational activities.

Tokyo Disney Resort

[edit]

Tokyo Disney Resort, in Urayasu, Chiba, Japan, opened April 15, 1983, as Tokyo Disneyland. On September 4, 2001, the resort expanded with second theme park Tokyo DisneySea. The resort includes six Disney hotels and several non-Disney hotels along with the Ikspiari retail, dining, and entertainment complex. Designed by Walt Disney Imagineering, the resort is fully owned and operated by The Oriental Land Company under license with the Walt Disney Company. Disney oversees all aspects of the resort and assigns Imagineers to it.

Disneyland Paris

[edit]

Disneyland Paris opened on April 12, 1992 as Euro Disney Resort. Located in Marne-la-Vallée in the suburbs of Paris, France, it features two theme parks, Disneyland Park and Walt Disney Studios Park (soon to be renamed Disney Adventure World), a golf course, the Disney Village entertainment complex, and seven Disney resort hotels, over 4,940 acres (20.0 km2). It is the only resort outside the United States fully owned and operated by the Walt Disney Company.[77]

Hong Kong Disneyland Resort

[edit]

Hong Kong Disneyland Resort opened September 12, 2005. The resort is located in Penny's Bay. The resort consists of Hong Kong Disneyland theme park, Inspiration Lake Recreation Centre, and three hotels, with land reserved for future expansion. It is owned and operated by Hong Kong International Theme Parks, a joint venture of the Walt Disney Company (48% ownership) and the Government of Hong Kong (52% ownership). The first phase of Hong Kong Disneyland Resort occupies 320 acres (1.3 km2).

Shanghai Disney Resort

[edit]

Shanghai Disney Resort opened on June 16, 2016.[57] The resort is located in the city's Pudong district and has one theme park, two resort hotels, Shanghai Disneyland, and the Disneytown entertainment complex. It is owned and operated by Shanghai International Theme Park Company, a joint venture of the Walt Disney Company (43% ownership) and the Shanghai Shendi Group (57% ownership).

Future theme parks and experiences

[edit]

Disneyland Abu Dhabi

[edit]

In May 2025, Disney announced that they will develop a theme park and resort with Miral Group on Yas Island, Abu Dhabi, United Arab Emirates.[107] Similarly to Tokyo Disney Resort, the resort will be designed by Walt Disney Imagineering and owned and operated by Miral, under license with the Walt Disney Company.

Training

[edit]

Each new employee ("cast member") at a Disney theme park is trained at a Disney University, founded by Walt Disney in 1955. Before training specific to the work they will perform, each employee attends the "Disney Traditions" course where they learn about the philosophies and history of Disney's guest services.[108][109]

Abandoned and misreported concepts

[edit]

Disney had plans to build Walt Disney's Riverfront Square in St. Louis, but canceled the project in July 1965.

In the 1960s, Disney initiated a plan for a ski resort at Mineral King in California. Opposition from environmental groups led by the Sierra Club led to a temporary court injunction in 1969 and legal battles through the 1970s. The project's planning and scale changed multiple times, and in 1978, Mineral King was annexed into Sequoia National Park, ending any possibility of developing a resort there.[110]

Disney had plans to build a park named Disney's America in Haymarket, Virginia, but abandoned the idea in 1994. On September 28, 1994, Michael Eisner announced Disney was canceling its plans after a national media fight with Protect Historic America, and aggressive local opposition in Virginia from Protect Prince William and other citizen groups.

Disney had plans to build a smaller Disneyland-style theme park in Sydney, Australia, between 2007 and 2008, with the proposed name "Disney Wharf at Sydney Harbour", but the concept was abandoned due to mixed responses in the New South Wales Government.[111]

In early January 2011, conflicting reports emerged regarding Disney's involvement in a proposed entertainment complex in Haifa, Israel, whose plans include a small (30,000 square meter) amusement park scheduled to open in 2013. The project was set to be partially funded by Shamrock Holdings, a Disney-affiliated investment firm. In the wake of reports from Israeli business newspaper, Globes and industry newswire Amusement Management that Disney itself would be involved in the project's development, a spokesperson for Walt Disney Parks and Resorts clarified to Fast Company that Disney did not have any plans to be involved in the building of the park.[112]

Disney intellectual properties outside Disney parks

[edit]

Due to its acquisitions of Marvel Entertainment in 2009, Lucasfilm in 2012 and 21st Century Fox in 2019, some Disney-owned franchises are represented in its competitors' parks.

Marvel Entertainment

[edit]

Marvel Super Hero Island, a themed land featuring characters and settings from Marvel Comics, has operated at Universal Orlando Resort's Universal Islands of Adventure park since 1999, as well as the Islands of Adventure, cloned ride The Amazing Adventures of Spider-Man at Universal Studios Japan from 2004 to 2024. Under Marvel's 1994 agreement with Universal Destinations & Experiences in regional terms, none of the Marvel characters and other persons related to such characters (e.g., side characters, team members, and the villains associated with the Avengers, Fantastic Four, X-Men, Spider-Man, etc.) connected with Islands of Adventure and Universal Studios Japan can be used at Walt Disney World and Tokyo Disney Resort.[113] The Disneyland Resort, Walt Disney World Resort, and Tokyo Disney Resort also cannot use the Marvel brand name as part of an attraction or marketing and the Marvel-themed simulator ride.[114] This clause has allowed Walt Disney World to have meet-and-greets with Marvel characters not associated with the ones present at Islands of Adventure, such as Star-Lord and Gamora from Guardians of the Galaxy,[115][116] and Doctor Strange.[117] Hong Kong Disneyland, Shanghai Disneyland, and Disneyland Paris either have or planned to incorporate meet and greets as well as attractions relating to the Marvel characters, as well as using the Marvel name and the Marvel simulator ride.

IMG Worlds of Adventure in Dubai has a Marvel-themed section.[118]

Star Wars

[edit]

A Star Wars-themed section of Legoland California's Miniland USA opened in 2011, with a similar version opening at Legoland Florida[119] in November 2012, just weeks before Disney's acquisition of Lucasfilm and the Star Wars franchise. However, the Star Wars-themed sections at Miniland USA, Legoland Florida, and other Legoland areas closed at the start of 2020 before the 2020 theme park season due to the expiration of their contract with Lucasfilm.[120]

20th Century Studios

[edit]

Following Disney's acquisition of 21st Century Fox, which included properties from 20th Century Studios and 20th Television, in March 2019, The Simpsons became the intellectual property of Disney. Like Marvel before it, The Simpsons is represented in Universal parks, with The Simpsons Ride having operated at Universal Studios Hollywood and Universal Studios Florida since 2008, with accompanying themed areas based on the show's setting of Springfield.

The Fox acquisition also made Disney responsible for the future of Malaysia's under-construction 20th Century Fox World theme park. The park's owner, Genting Group, filed a $1.75 billion lawsuit against the Walt Disney Company and 21st Century Fox in November 2018, accusing Fox of trying to back out of the deal for licensing the theme park. In the suit, Genting Malaysia alleges that Fox has taken steps to cancel the contract. The suit also names Disney as a defendant, contending that Disney executives, following the company's then-pending acquisition of Fox, were "calling the shots" on the project and that they were opposed to the park because they would have "no control" over its operations and that it would be adjacent to a casino, which would go against Disney's "family-friendly" image.[121] Fox, in turn, referred to the suit as "without merit", stating that their reasons for withdrawing from the deal were due to Genting consistently not meeting "agreed-upon deadlines for several years" and that Genting's attempts to blame Disney for Fox's default were "made up".[122] In July 2019, it was announced that Fox and Genting had settled their respective lawsuits. As part of the deal, Genting would be given "a license to use certain Fox intellectual properties" and that non-Fox intellectual property would make up the rest of the attractions in the park. The outdoor park would also no longer be referred to as 20th Century Fox World, but instead would be named Genting SkyWorlds.[123][124]

Adaptations

[edit]

While Disney Parks generally adapt movies into rides, some Disney theme park attractions have been adapted into or have served inspiration for films,[125] books,[126] comic books,[127] television series, television specials and television pilots. Disney entered the television field with a network TV show named after Disneyland (which was then its only park, and was being built at the time), in order to fund the park. In this series, some episodes featured the park or a park attraction.[128] The Walt Disney Company pioneered and is the only film company and theme park company to have converted theme park attractions to film productions. However, lackluster results were achieved for most of these films except for the Pirates of the Caribbean series.[129] Walt Disney Pictures produced two Pirates of the Caribbean sequels in 2006 and 2011 that made approximately a billion dollars each at the box office.[130]

At first, Disney had merely dabbled with this type of film. Disney Telefilms made the first movie-based-on-ride, Tower of Terror, for the Wonderful World of Disney anthology television series in 1997.[131] In 2000, Touchstone Pictures made Mission to Mars based on the closed ride of the same name.[129][132]

Walt Disney Pictures took the Country Bear Jamboree attraction and made it into The Country Bears in 2002. In 2003, Walt Disney Pictures issued two ride-based films in Pirates of the Caribbean: The Curse of the Black Pearl and The Haunted Mansion. Pirates of the Caribbean launched a film series and a franchise.[129] After four Pirates sequels, the franchise took in more than $5.4 billion worldwide.[133]

Disney Publishing Worldwide started mining Disney Parks with its The Kingdom Keepers series. The first novel of the series, Disney After Dark, was released in 2005.[126] A five-book series was laid out by Pearson, but was extended to seven with the first book's success.[134] On March 31, 2015, the first novel in The Kingdom Keepers sequel trilogy series was released.[135]

Other Disney Publishing projects based on the Disney Parks include the Tales from Adventureland trilogy by Jason Lethcoe in 2017-2018, based around Adventureland attractions such as the Enchanted Tiki Room and Jungle Cruise, the Tales from the Haunted Mansion anthology series by John Esposito writing under the pen name of the Mansion's ghostly librarian Amicus Arcane, and the Shinji Takahashi books by Julie Kagawa, which explores the Society of Explorers and Adventurers organization seen in various parks within the modern day.

With the Pirates of the Caribbean franchise as Disney Pictures' top franchise,[130] the company had been looking for additional projects in this category for a decade.[136] Disney Pictures took another push at additional adaptations in the 2010s.[136] By November 2010, Jon Favreau had been tapped to develop the Magic Kingdom park into a "Night at the Museum" like film, with Strike Entertainment signed on to produce it[137] after a script by Ronald D. Moore was turned down.[138] Another Haunted Mansion film was in the works with Guillermo del Toro as of August 2012.[136] Mr. Toad's Wild Ride ride film was in the works at Disney by January 2013.[139] Tomorrowland, first to be loosely based on a theme park area,[140] was announced in January 2013 for a December 2014 release.[136] Also in 2013, American Broadcasting Company had ordered a pilot based on Big Thunder Mountain Railroad.[141] It's A Small World was added to the list of known two projects in November 26, 2013[142][143][144][145][146] and April 22, 2014.[147] Tower of Terror was given a theatrical treatment by John August under producer Jim Whitaker in October 2015, while the long-in-production Jungle Cruise gained an actor.[141]

Marvel Worldwide with Disney announced in October 2013 that in January 2014 it would release its first comic book title under their joint Disney Kingdoms imprint.[127] Running for six miniseries, Disney Kingdoms would feature adaptations of the unbuilt Museum of the Weird, two serials about Figment and Dreamfinder from Epcot's Journey into Imagination, Big Thunder Mountain Railroad, the Haunted Mansion, and Walt Disney's Enchanted Tiki Room. Disney Publishing Worldwide's revived Disney Comics imprint[148] first publication was the Space Mountain graphic novel released on May 7, 2014 and based on the same name park attraction.[149]

In May 2017, Freeform cable channel aired a special documentary, Disney's Fairy Tale Weddings, based on the services provided by Disney Parks and Resorts unit, Disney's Fairy Tale Weddings & Honeymoons. With success of the May special, the show was picked up as a series with seven episodes in October 2017.[150] However, another special, Holiday Magic, was aired on December 11, 2017 with the now six episode regular series starting on June 11, 2018.[151][152]

Disney Signature Experiences

[edit]

The Disney Signature Experiences division, which was formerly known as the Disney Cruise Line & New Vacation Operations, holds newer non-theme park travel units under president Thomas Mazloum.[94]

In February 2009, Tom McAlpin left the Disney Cruise Line presidency and was replaced by Karl Holz as president of both Disney Cruise Line and New Vacation Operations. New Vacation Operations included the Adventures by Disney.[153] The cruise line ordered three ships of a new class of ship, Triton, in 2016 and 2017.[154] In April 2017, it was announced that Karl Holz would retire as president of Disney Cruise Line on February 15, 2018 and Anthony Connelly would assumed the role of president on October 1, 2017.[155]

Soon after a March 2018 conglomerate wide reorganization that formed Disney Parks, Experiences and Products segment division, Disney Cruise Line and New Vacation Operations was renamed Disney Signature Experiences along with a new president, Jeff Vahle.[83] Ken Potrock was promoted from Senior Vice President and General Manager of Disney Vacation Club to President of Consumer Products in May 2018.[156][157] Disney Cruise Line purchased in early March 2019 another Bahamas destination, Lighthouse Point property on the island of Eleuthera from the Bahamas Government.[85]

Disney Cruise Line

[edit]

Formed in 1995, its fleet currently comprises six ships: Disney Magic (launched 1998), Disney Wonder (1999), Disney Dream (2011), Disney Fantasy (2012), Disney Wish (2022), and Disney Treasure (2024).[41] Two more ships, the Disney Destiny and Disney Adventure, will be launching in late 2025. Five additional ships are planned through 2031, which will bring the total fleet count to 13.

Disney Cruise Line also operates two private destinations in the Bahamas: Castaway Cay and Lookout Cay at Lighthouse Point.

Disney Vacation Club

[edit]

A timeshare program that includes 12 themed resorts within Walt Disney World Resort, 3 within Disneyland Resort, and 3 stand-alone locations: Disney's Aulani Resort, Disney's Hilton Head Island Resort, and Disney's Vero Beach Resort.

There are an estimated 220,000 club members.

Adventures by Disney

[edit]

Launched in 2005, Adventures by Disney is a program of all-inclusive, guided vacation tour packages offered at predominantly non-Disney sites around the world.[83]

National Geographic Expeditions

[edit]

National Geographic Expeditions leads travelers to people and places on every continent, with access to scientists, storytellers, explorers, museums and more. National Geographic Experts and local guides share their knowledge so travelers are inspired by immersive expeditions that deepen their understanding of the world.

With the acquisition of 21st Century Fox by August 2019, National Geographic Partners' National Geographic Expeditions moved into Disney Signature Experiences.[88]

Golden Oak at Walt Disney World Resort

[edit]

A residential neighborhood located within the Walt Disney World Resort, consisting of 299 homes, the private Golden Oak Club, and the Four Seasons Resort Orlando resort hotel.

Storyliving by Disney

[edit]

Master-planned communities that utilize Disney Imagineering and are staffed by Disney cast members. Cotino, in Rancho Mirage, California, is the first community under development, while Asteria, in Pittsboro, North Carolina, is the second community under development, with other locations being explored.[158]

Disney Sports Enterprises

[edit]
Disney Sports Enterprises
FormerlyDisney Sports Attractions
IndustrySports
FounderReggie Williams.[159]
Key people
Rosalyn Durant (SVP, operations for Disney Springs, ESPN Wide World of Sports and Waterparks)
Faron Kelley (vice president, sports)
Servicesroad race
sports events
ParentDisney Experiences
DivisionsESPN Wide World of Sports Complex
runDisney
Websitedisneysportsnews.com

Disney Sports Enterprises, formerly called Disney Sports Attractions,[160] is the unit of Disney Parks, Experiences and Products for Disney's sports functions and is made up of the ESPN Wide World of Sports Complex and the runDisney program.[161]

DSE background

[edit]

Disney Golf facilities date back to the opening of Disney World with two golf courses, the Palm and Magnolia courses. At the time, those courses started hosting the Walt Disney World Open Invitational, an annual PGA Tour event.[162]

In 1994, Disney held the Walt Disney World Marathon, its first road race added additional races later.[163] Disneyland Marathon and 5K were run in 1995 three weeks after the LA Marathon on March 26, 1995.[164]

In 1995, Disney World had IMS Events, Inc. build the Walt Disney World Speedway.[165] Disney's Wide World of Sports opened in 1997 under executive Reggie Williams.[159]

DSE history

[edit]

By 1998, Williams was named vice president of Disney Sports Attractions, overseeing a newly created sports & recreation division.[166] The first 10K Disney Classic race on October 3, 1999, kicked off Disney World's 15-month Millennium Celebration.[167] On March 30, 2003, Sports Attractions held the first Disney Inline Marathon.[168]

On November 21, 2007, Reggie Williams retired as vice president of Disney Sports Attractions.[159] His replacement was named on January 3, 2008, when Ken Potrock was promoted to Senior Vice President, Disney Sports Enterprises.[160] On February 25, 2010, Disney's Wide World of Sports was renamed ESPN Wide World of Sports Complex with some upgrades and new facilities.[169]

On September 25, 2011, Disney started the lease of its five Disney World golf courses (Palm, Magnolia, Lake Buena Vista, Osprey Ridge, and Oak Trail) to Arnold Palmer Golf Management to operate for 20 years while splitting the revenue. As part of the deal, Arnold Palmer would redesign the Palm course. The Orlando market for golf had a glut of course from the building boom then bust making profitability a challenge for any golf course. Disney hoped that Palmer's involvement and "Palmer Advantage" membership club would draw more attention to Disney's course. With the Osprey Ridge course sold to Four Seasons Hotels and Resorts to build a hotel, which was delayed until 2014, the golf management company would run the course until hotel construction begins. While another golf course, the Eagle Pines, was closed several years ago to make way for a residential housing subdivision development called Golden Oak being built in 2011.[162]

In January 2013, Ken Petrock was promoted to Disney Vacation Club and Adventures by Disney senior vice president & general manager while Tom Wolber, Disney Cruise Line senior vice president of operations, was promoted to replace Petrock at Disney Sports.[161] In late June 2015, the Walt Disney World Speedway was shut down.[165]

Sports marketing director Faron Kelley was promoted to vice president of sports in January 2016 and has responsibility for the water parks too.[170] Senior vice president of Disney Springs and the ESPN Wide World of Sports Maribeth Bisienere was promoted to Senior Vice President of Parks in early March 2018.[171] Rosalyn Durant moved over from ESPN to be appointed in February 2020 as senior vice president of operations for Disney Springs, ESPN Wide World of Sports and Waterparks.[172]

runDisney

[edit]

runDisney is the road race division of Disney Sports Enterprises. The division is designed to get runners to plan a "runcation", a vacation planned to coincide with the race they signed up for.[173]

Race weekends are currently held at Walt Disney World Resort and Disneyland Resort. Additional Virtual race events take place throughout the year. Runners who complete a 10-mile or longer race at both resorts in a calendar year can complete the runDisney Coast to Coast Race Challenge.

runDisney races[174][175]
location Race weekend month Inaugurated
Walt Disney World Walt Disney World Marathon January 1994[163]
Disney Princess Half-Marathon February 2009[176]
runDisney Springtime Surprise Weekend April
Disney Wine & Dine Half-Marathon November
Disneyland Disneyland Half-Marathon January/February
Disneyland Halloween Half-Marathon September

See also

[edit]

Notes

[edit]

References

[edit]
[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia
from Grokipedia

Disney Experiences is the primary operating division of dedicated to creating and managing immersive entertainment experiences, including theme parks, resort hotels, cruise lines, guided vacations, and licensed consumer products derived from Disney's intellectual properties.
This segment oversees six major resort destinations worldwide— in California, Resort in , in , in , , and —encompassing twelve principal theme parks that attract tens of millions of visitors annually.
In its most recent fiscal quarter ending June 2025, Disney Experiences generated $9.086 billion in revenue, representing approximately a third of the company's total and underscoring its role as the largest profit center through high-margin operations in domestic parks despite elevated per capita spending and moderated attendance growth internationally.
Beyond parks, it includes with multiple ships offering family-oriented voyages, Adventures by Disney for experiential tours, and a vast consumer products portfolio via licensing and retail, contributing to significant economic impacts such as $40.3 billion in output and 263,000 jobs in alone as of 2022.
While renowned for innovation in and —exemplified by ongoing expansions announced in —the division has encountered challenges including post-pandemic recovery pressures, rising operational costs, and public scrutiny over pricing strategies and content alignments that have alienated segments of its core family audience.

Historical Foundations

Early Outdoor Recreation and Attractions

Walt Disney developed his concept for a dedicated theme park in the early 1950s, driven by dissatisfaction with the disorderly and unkempt conditions of existing amusement parks and carnivals, which he observed during family outings with his daughters to places like in . Seeking to create a wholesome venue for family-oriented , Disney envisioned a clean, immersive environment that combined storytelling from his animated films with landscaped outdoor spaces, railroads, and attractions accessible to all ages, contrasting with the carnival-style midway games and rides prevalent at the time. This vision materialized through preliminary sketches and models starting around 1948, with formal planning accelerating after the success of the 1954 Disneyland TV series on ABC, which funded initial development. Construction on Disneyland began in 1954 on a 160-acre site in , purchased by Disney in 1953 for $879,000, transforming orange groves into a prototype for themed outdoor entertainment. The park opened to the public on July 17, 1955, initially featuring eight themed lands—, Adventureland, , , Tomorrowland, and initial pathways—emphasizing outdoor navigation and immersion in fabricated historical or fantastical settings. Early attractions prioritized experiential outdoor elements, such as the Jungle Cruise boat ride through artificial rivers depicting exotic locales, operational from opening day and utilizing live guides for narrative enhancement, and the Riverboat steam-powered vessel on the Rivers of America, evoking 19th-century paddlewheel travel. These were engineered with Imagineering techniques to blend mechanical reliability with scenic realism, drawing over 1 million visitors in the first year despite initial operational challenges like incomplete paving and overcrowding. Subsequent early additions reinforced the outdoor recreation focus, including the Santa Fe & Disneyland Railroad encircling the park, launched in 1955 to provide panoramic views and transport, and in 1959, the first tubular steel roller coaster, simulating an Alpine ski descent with forced-perspective mountain scenery. Disney's approach integrated conservation-inspired elements, such as imported plants and water features mimicking natural habitats, aligning with Walt's personal advocacy for outdoor activities like and railroading, which influenced attractions promoting exploration and wonder over thrill-seeking alone. By the late 1950s, these developments established as a benchmark for sanitized, narrative-driven outdoor attractions, influencing global theme park design while generating $10 million in annual revenue by 1960.

Post-Walt Expansion and Global Reach

Following Walt Disney's death on December 15, 1966, , led by his brother , prioritized completing the Florida project Walt had initiated, resulting in the opening of the at Resort on October 1, 1971, which drew 10,000 guests on its first day and established the foundation for multi-park resorts. Over the subsequent decades, expanded with Center on October 1, 1982, reimagining Walt's Experimental Prototype Community of Tomorrow concept as a permanent showcasing technological innovation and international pavilions. Further growth included Disney-MGM Studios (later renamed ) on May 1, 1989, emphasizing film production and entertainment, and on April 22, 1998, the largest Disney park at over 500 acres, focusing on animal conservation and themed immersion. The push for global reach accelerated in the 1980s under CEO , beginning with Tokyo Disneyland's opening on April 15, 1983, in a licensing agreement with Japan's , which funded construction and operations while Disney provided creative oversight, marking the first Disney park outside and achieving rapid attendance of 10 million visitors within seven months. This model mitigated financial risk for Disney, generating licensing fees without direct capital investment. Europe followed with (initially Euro Disney Resort) on April 12, 1992, a fully owned venture costing $4.4 billion, which faced early losses exceeding $1 billion due to , cultural adaptation challenges, and economic but later stabilized after refinancing and rebranding in 1994. Asian expansion continued with on September 12, 2005, a with the (holding 48% stake), designed on a smaller scale with 22 attractions to serve regional markets and reaching 5.2 million visitors in its first year. The most recent major addition, , opened on June 16, 2016, through a 57-43 with state-owned Group, incorporating unique elements like the coaster and land amid $5.5 billion in costs, drawing 11 million visitors in its debut year despite initial pandemic disruptions. Parallel diversification included the launch of on July 30, 1998, with the , expanding experiential offerings to maritime vacations integrated with park-themed entertainment. These developments transformed Disney from a U.S.-centric operation into a global entity, with international parks contributing over 30% of segment revenue by the , though reliant on localized partnerships to navigate regulatory and market variances.

Major Milestones in Resort Development

Disneyland in Anaheim, California, opened on July 17, 1955, as the first Disney theme park resort, integrating attractions, entertainment, and on-site lodging to create a self-contained destination experience. Walt Disney announced plans for a larger-scale resort on November 15, 1965, leading to the opening of Walt Disney World Resort on October 1, 1971, in Orlando, Florida, on 27,000 acres designed for phased expansion with multiple theme parks, hotels, and infrastructure. International resort development commenced with Tokyo Disneyland, which opened on April 15, 1983, in , , as the first Disney park outside , constructed and operated under license by at a cost exceeding $1.4 billion. Disneyland Paris, initially Euro Disney Resort, opened on April 12, 1992, near Paris, France, representing Disney's European foothold with two parks and seven hotels on 5,000 acres, though it faced initial financial challenges due to high debt and attendance shortfalls. Hong Kong Disneyland Resort launched on September 12, 2005, on , as a joint venture with the government, starting with one park and three hotels on 310 acres to tap Asian markets beyond Japan. Shanghai Disney Resort opened on June 16, 2016, in , , through a joint venture with Shendi Group, featuring a unique castle and coaster at a $5.5 billion investment, achieving rapid attendance growth to over 11 million visitors in its first year. In May 2025, announced a partnership with for a new Disney theme park and resort on , , marking entry into the with construction slated to enhance regional tourism.

Organizational Evolution

Pre-Rebranding Divisions

Prior to the 2018 merger with and , the Parks and Resorts division—originally established as Walt Disney Attractions on April 1, 1971, ahead of the Magic Kingdom's opening—primarily managed the company's theme parks, resort hotels, and related vacation experiences worldwide. This structure focused on operational execution of location-based entertainment, with centralized oversight from a chairman reporting to corporate leadership, and decentralized management through regional presidents for domestic and international properties. Key components included direct control over U.S.-based resorts such as in (opened 1955) and Resort in (opened 1971), which together generated the bulk of the division's revenue through park admissions, lodging, and ancillary services. Internationally, the division handled owned or majority-owned resorts like (opened 1992), (opened 2005), and (opened 2016), alongside licensing and oversight of (opened 1983), emphasizing adaptation to local markets while maintaining core Disney standards. Complementary operations encompassed , initiated in 1998 with the launches of and , expanding to include and by 2011, which integrated themed itineraries with onboard entertainment drawing from Disney intellectual property. Additionally, the division oversaw , a program launched in 1991 at , and Adventures by Disney, a guided tour service debuted in 2005 targeting family and adult travelers with immersive, land- and river-based experiences. Walt Disney Imagineering, retained as the division's creative engine since its formal organization in 1952, handled concept development, attraction design, and technological innovation for all parks, operating semi-autonomously to support expansion projects like the addition of Animal Kingdom at in 1998. This pre-merger framework prioritized capital-intensive investments in physical infrastructure, with annual capital expenditures reaching approximately $2.5 billion by 2017, directed toward maintenance, new attractions, and capacity enhancements amid growing attendance exceeding 140 million visitors globally. The structure's divisional autonomy allowed for tailored strategies per resort but relied on shared best practices for operational efficiency, such as cast member training and guest services protocols.

Shift to Parks, Experiences, and Products

In March 2018, announced a strategic reorganization of its business segments, merging and into the existing Walt Disney Parks and Resorts division and renaming the combined entity Disney Parks, Experiences and Products (DPEP). This shift aimed to centralize the development and delivery of Disney's intellectual properties across physical attractions, merchandise, licensing, and emerging digital platforms, positioning DPEP as the primary conduit for transforming stories and characters into tangible consumer engagements. The reorganization occurred amid preparations for expanded initiatives, including streaming services, but emphasized synergies between theme park operations and consumer goods to enhance revenue streams beyond traditional media. Bob Chapek, previously president of Disney Consumer Products, was appointed chairman of DPEP, overseeing a portfolio that included 12 theme park resorts worldwide, 11 Disney Cruise Line ships (with more under construction), a broad licensing business generating billions in annual royalties, and interactive media ventures. Under Chapek's leadership, the segment invested over $24 billion in capital expenditures from 2018 onward, funding expansions such as new lands themed to Star Wars and Avatar at U.S. resorts, hotel developments, and cruise fleet growth to capitalize on integrated experiential offerings. This integration sought to leverage cross-promotional opportunities, such as park-exclusive merchandise and app-based enhancements, to drive guest spending and loyalty, with DPEP reporting operating income of $4.3 billion in fiscal year 2019 prior to pandemic disruptions. The restructuring reflected a broader pivot from siloed divisions to a unified experiential , reducing redundancies in and content while amplifying the economic multiplier effect of Disney's IP—where visits historically boost merchandise sales by factors of 2-3 times industry averages through on-site immersion. Critics, including financial analysts, noted potential risks in over-reliance on physical assets amid digital shifts, but empirical from pre-2018 operations showed parks and products consistently outperforming other segments in profit margins, justifying the consolidation for causal links between on-ground experiences and sustained consumer revenue. By 2023, DPEP was streamlined further and renamed Disney Experiences, but the 2018 framework established its foundational emphasis on holistic, IP-driven monetization.

Current Disney Experiences Framework

Disney Experiences functions as a core business segment of , encompassing the operation of theme parks, resorts, cruise lines, , vacation clubs, and consumer products licensing and retail. Following the 2023 corporate restructuring, it was streamlined from the prior Parks, Experiences and Products designation to focus on delivering immersive, revenue-generating physical and merchandise-based entertainment experiences globally. The segment reported record annual revenues and operating income in fiscal year 2024, with third-quarter 2025 earnings indicating continued growth projected at approximately 8% for the full year. The division is led by Chairman , who oversees strategic direction, capital investments exceeding $60 billion planned through 2033 for park expansions and new developments, and integration of intellectual properties into guest experiences. Key executive vice presidents include Asad Ayaz for Consumer Products, reporting directly to D'Amaro and managing global merchandising, licensing, and retail operations that generated $5.5 billion in segment revenue contributions in fiscal 2024. Other leaders handle specialized functions such as for attraction design and engineering, and operational heads for domestic and international parks. Primary Business Units:
  • Parks and Resorts Operations: Manages six major resort complexes, including in and Resort in domestically, alongside international properties in , , , and through joint ventures or licensing agreements. These units drive the majority of segment attendance, with over 140 million visitors annually pre-pandemic benchmarks recovering to near-record levels by 2024.
  • Disney Cruise Line and Signature Experiences: Operates a fleet of cruise ships offering Disney-themed voyages, alongside Adventures by Disney guided land tours and Expeditions partnerships, expanding non-park revenue streams.
  • Disney Vacation Club: A program providing in resort accommodations, primarily at and in , contributing to recurring membership dues and occupancy revenues.
  • Consumer Products: Encompasses licensing of Disney characters for merchandise, apparel, and toys sold through retail channels, including Disney Stores and , with strategic partnerships emphasizing direct-to-consumer sales.
This framework emphasizes cross-segment synergies, such as leveraging studio content for park attractions and merchandise tie-ins, while prioritizing capital efficiency amid post-pandemic recovery and competitive pressures in the .

Leadership and Strategy

Executive Leadership

serves as Chairman of Disney Experiences, a position he has held since April 2020, overseeing the division's global theme parks, resorts, cruises, consumer products, and related operations that generated approximately $32.5 billion in revenue for fiscal year 2023. Prior to this role, D'Amaro spent over two decades at Disney in various capacities, including leading the integration of and Marvel franchises into park attractions and serving as President of Disney's legal and compliance functions. Under his , the division has pursued expansions such as the $60 billion investment plan announced in 2023 for park enhancements, including new lands themed to Frozen, Villains, and Avatar, amid post-pandemic recovery that saw attendance rebound to near pre-2020 levels by 2024. Key executive vice presidents report to D'Amaro, including , appointed Executive Vice President and of Disney Experiences in October 2025, bringing prior experience from Disney's and strategy teams to manage the division's $8-10 billion annual capital expenditures. Ken Potrock, a 30-year Disney veteran, assumed the newly created role of Executive Vice President, Head of Integrated Experiences in January 2025, focusing on cross-divisional synergies between parks, cruises, and events to drive guest revenue growth. Jill Estorino leads as President and Managing Director of Disney Parks International, directing operations and expansions at international resorts including , , , and , which collectively accounted for about 25% of the division's park revenue in 2024. Lisa Becket serves as Executive Vice President of Global Marketing, responsible for brand promotion and demand generation across Disney Experiences' portfolio, leveraging data-driven campaigns that contributed to a 10% year-over-year increase in domestic park attendance in fiscal 2024. Recent leadership transitions include Thomas Mazloum's appointment as President of in January 2025, succeeding Ron Lopez and overseeing 36,000 cast members at the California properties, and Tim Sypko's promotion to President of effective November 23, 2025, aimed at bolstering attendance recovery at the underperforming Asian resort. These changes reflect ongoing efforts to address operational challenges, such as labor costs rising 15% post-union negotiations and competition from regional entertainment alternatives, while prioritizing capital-efficient growth over expansive new builds.

Key Strategic Initiatives

In September 2023, announced plans to invest approximately $60 billion over the next decade in its Disney Experiences segment, nearly doubling prior capital expenditures to accelerate growth through new attractions, lands, hotels, and cruise ships. This initiative, described by CEO as a means to "turbocharge our growth yet again," prioritizes leveraging Disney's library for immersive storytelling and enhanced guest capacity, with about 70% of the funds allocated to expanding theme and cruise operations. Chairman emphasized the availability of over 1,000 acres across existing resorts for future development, enabling large-scale projects without immediate need for new sites. Key park expansions include Frozen-themed lands at , in , and ; a Zootopia-themed land at ; and potential developments such as a Frozen land at , along with areas inspired by and Coco. At , announcements at the 2024 D23 event detailed a Villains Land in , replacing portions of and comparable in size to Star Wars: Galaxy's Edge, with construction timelines projecting openings in phases through 2029. These IP-driven additions aim to boost attendance and per-capita spending, as evidenced by the segment's flat operating income of $3.1 billion in Q1 fiscal 2025, supported by international parks growth despite domestic challenges like hurricane impacts. Complementing park investments, strategies focus on nearly doubling fleet capacity, with two new ships entering service in fiscal 2025 and a third in 2026, including a homeport in starting in 2025 to tap Asian markets. Fiscal 2025 projections include about $200 million in pre-opening expenses for these vessels, reflecting a commitment to experiential diversification amid segment pressures from expansion costs. Overall, these initiatives underscore a return to core competencies in physical experiences under Iger's leadership, shifting from prior streaming-heavy priorities to capitalize on the segment's resilience, which generated $8.7 billion in in recent quarters through higher and spending.

Theme Park Operations

United States Resorts

The Resort, located near , occupies approximately 27,000 acres and serves as the largest component of Disney's United States theme park operations, featuring four theme parks, two water parks, over 30 resort hotels, a shopping and entertainment district known as , and extensive transportation infrastructure including monorails and ferries. The resort employs around 77,000 cast members, making it the largest single-site employer in the United States. Its theme parks—, , , and —drew a combined estimated 47.6 million visitors in 2024, with leading global attendance at 17.1 million visitors. Operations emphasize , with park entry requiring valid tickets and, until January 9, 2024, reservations; current systems include optional paid services like Lightning Lane for reduced wait times on attractions. The resort generated significant economic activity, contributing to a combined $67 billion annual impact from Disney's U.S. parks in recent analyses. The in , comprises two theme parks— Park and Park—along with three on-site hotels, a pedestrian downtown district called , and supporting infrastructure on a more compact 500-acre footprint. It employs over 36,000 cast members and attracts roughly 18-20 million annual visitors across both parks, with Park alone exceeding 17 million in 2023. Opened in 1955 as the original , the resort has expanded to include (2001), with operations featuring tiered ticketing, theme park reservations for select high-demand dates, and early entry benefits for hotel guests alternating by park. Attendance has rebounded post-pandemic, surpassing 13.5 million combined in 2021 to near pre-2020 levels, though per-capita spending and hotel occupancy influence profitability amid regional competition. Collectively, these resorts underpin Disney Experiences' domestic operations through integrated ticketing, multi-day passes allowing park-hopping, and revenue streams from accommodations, merchandise, and food services, which accounted for record fiscal parks revenue of $34.15 billion globally, with U.S. properties driving the majority via higher guest spending. Challenges include weather disruptions in , labor costs, and competition from regional attractions, yet attendance stability—up modestly at in —reflects resilient demand tied to branded and seasonal events.

International Resorts

Tokyo Disney Resort, located in Uryū, Chiba, Japan, opened on April 15, 1983, as the first Disney park outside the United States, followed by Tokyo DisneySea on September 4, 2001. The resort is wholly owned and operated by Oriental Land Company under a licensing agreement with The Walt Disney Company, which provides intellectual property, creative oversight, and consulting services without equity stake. It spans two theme parks, multiple hotels, and shopping districts, drawing heavily from Disney, Pixar, and Marvel franchises adapted for Japanese audiences. In fiscal 2024, attendance at Tokyo Disneyland reached 15.1 million visitors, ranking it fourth globally, though overall resort figures declined 11% from the 2019 peak of 32.6 million due to factors including extreme heat and economic pressures, despite the June 2024 opening of the $2.1 billion Fantasy Springs expansion featuring Peter Pan, Frozen, and Rapunzel lands. Operations emphasize high guest spending, with per-guest sales rising 4.4% year-over-year in early 2024 amid anniversary events and new attractions. , situated in , , debuted on April 12, 1992, as Euro Disney Resort, with Disneyland Park and as its core theme parks, supported by seven on-site hotels and entertainment district. holds near-full ownership, acquiring 97.08% of Euro Disney S.C.A. shares by 2024 following incremental buys since 2017 to consolidate control. Attendance grew in 2024, contributing to segment-wide gains, bolstered by refurbishments and events, though specific figures reflect post-pandemic recovery amid European tourism trends. Recent developments include the ongoing Disney Adventure World expansion, with set for 2026, a Lion King-themed area, and Marvel integrations, alongside urban development in for residential and commercial synergy. Operations focus on seasonal spectacles and hotel enhancements to drive repeat visits and higher per-capita spending. , on , opened September 12, 2005, through a where owns 48% and the Hong Kong government via Hong Kong International Theme Parks Limited holds 52%. The single-theme park features seven themed lands, three hotels, and retail areas, emphasizing Asian cultural adaptations like the expansion opened in 2023. Fiscal 2024 marked a record 7.7 million visitors, up 21% year-over-year, driven by rebound and international guests, yielding first profits in nine years with revenue growth from higher per-capita spending. Operations prioritize cost efficiencies and targeted marketing, achieving 3.3% attendance growth in 2024 amid regional competition. , in , , , launched June 16, 2016, as a with at 43% ownership and Shanghai Shendi Group at 57%. It includes with unique elements like the , plus two hotels and Disneytown district, integrating local flavors such as . Expansions continue with land operational since 2023, a themed area under construction, and enhancements to Soaring Over the Horizon announced in September 2025, alongside plans for a fourth hotel. Attendance contributed to international growth in 2024, supported by Disney's 34 billion USD Experiences segment revenue, though exact park figures reflect 's economic dynamics and post-COVID tourism. Operations leverage government partnerships for infrastructure and emphasize premium experiences to boost profitability.

Complementary Experiences

Cruise and Vacation Programs

operates a fleet of themed ocean cruises that integrate Disney intellectual properties with maritime travel, offering itineraries primarily to the , , , , and . As of October 2025, the active fleet comprises six ships—, , , , , and —with the Disney Destiny set to join in November 2025, increasing capacity and introducing new features like enhanced family entertainment and dining venues inspired by Disney franchises. These vessels range in size from approximately 84,000 gross tons on older ships like to over 144,000 gross tons on forthcoming models, accommodating 2,700 to 4,000 passengers each, and emphasize rotational dining, Broadway-style shows, and character interactions distinct from standard cruise offerings. Expansion plans include up to four additional ships by 2031, powered in part by for newer builds, aiming to grow the fleet to 13 vessels amid rising demand for branded family vacations. Complementing cruises, the (DVC) functions as a points-based vacation ownership program, where members purchase deeded interests in properties for flexible booking of accommodations at , , and affiliated sites like in or international partners. Ownership terms are typically 50 years from purchase, with annual points allotments redeemable for hotel stays, cruises, or Adventures by Disney trips, providing long-term access without fixed weeks. Benefits include priority reservations up to 11 months in advance, discounts on merchandise and dining, and exchange options through networks like RCI, though values fluctuate based on resale markets and Disney's maintenance fees, which cover operations without profit to the company. Adventures by Disney delivers guided, small-group land tours to over 40 destinations worldwide, including , , and , structured as 4- to 14-day itineraries with embedded educational elements drawn from Disney films and . Each trip features two Adventure Guides, VIP access to sites, and family-focused activities like cultural workshops or encounters, differentiating from mass tourism by limiting group sizes to 30-40 participants. Integration across programs occurs via land-and-sea packages, allowing seamless combinations of theme park visits with cruises or guided tours, such as a stay followed by a sailing, to extend vacation duration and revenue through bundled pricing.

Guided Adventures and Residential Offerings

Adventures by Disney provides guided group vacations emphasizing immersive family experiences in destinations spanning , , , , and beyond. Launched in 2005 with initial itineraries to and , the program has grown to offer over 40 unique trips, including land tours, river cruises, and small-ship expeditions led by Disney-trained Adventure Guides who handle logistics such as transportation, accommodations, and most meals. These adventures incorporate exclusive activities like private cultural workshops, wildlife encounters, and behind-the-scenes access, designed to foster educational and memorable interactions without the complexities of independent . For instance, European itineraries may include guided hikes in the or tastings at family-owned vineyards, while polar expeditions feature Zodiac cruises and expert-led lectures on local ecosystems. Group sizes typically range from 20 to 40 participants, ensuring personalized attention while promoting a through shared Disney elements. Complementing these are adult-exclusive options and partnerships, such as with Expeditions for specialized tours focusing on photography, wellness, or culinary themes, available year-round with pricing starting around $3,000 per person for shorter domestic trips and exceeding $10,000 for international voyages. Residential offerings center on the (DVC), a points-based vacation ownership program established in 1991 that enables members to secure deeded interests in villa accommodations resembling private homes. The inaugural property, Old Key West Resort at , opened that year, providing studios to three-bedroom units equipped with full kitchens, living areas, and washer-dryers for extended stays. By 2024, DVC encompassed 17 resorts, including expansions like the Island Tower at Disney's Polynesian Villas & Bungalows and The Cabins at Disney's Fort Wilderness Resort, with properties at , , in , and coastal sites such as Vero Beach and Hilton Head Island. Members purchase annual points allotments—typically ranging from 150 to over 500—for flexible booking windows up to 11 months in advance at home resorts, with exchange privileges through affiliated networks for non-Disney vacations. This model supports repeat visitation by locking in costs against , though initial contracts require upfront payments averaging $150–$250 per point plus annual dues covering and operations, with resale markets offering entry at lower prices but potential restrictions on newer perks.

Sports and Event Enterprises

Historical Context

The origins of Disney's sports and event enterprises within Disney Experiences lie in efforts to extend guest engagement beyond theme park attractions and foster year-round visitation at . In the early 1990s, discussions for hosting endurance events began, leading to the inaugural on January 9, 1994, which drew 5,588 participants and laid the foundation for the Disney Endurance Series (later rebranded runDisney). This initiative, partnered with local race organizer Track Shack, targeted runners by integrating race routes through resort properties, combining athletic participation with Disney-themed entertainment to boost hotel occupancy during off-peak winter months. To expand into broader sports hosting, Disney invested $100 million in developing a dedicated complex on former wetlands adjacent to near Orlando. Groundbreaking occurred in July 1995, with the facility—initially named Disney's Wide World of Sports Complex—opening on March 28, 1997, via an exhibition game between the and . The 220-acre site featured facilities for over 25 , including a 7,500-seat multi-purpose arena, stadium, and various fields, designed by to support professional training, youth tournaments, and amateur competitions. A key catalyst was the ' February 1996 agreement for there, starting in 1998, which anchored MLB presence and exemplified Disney's strategy to attract teams for revenue from events, concessions, and lodging. This development aligned with Disney's 1995 acquisition of , which included and the iconic Wide World of Sports television program, influencing the complex's naming and programming. By 1998, a dedicated Disney Sports Attractions division emerged under vice president oversight, coordinating recreation and events. The enterprise evolved further with the 2010 rebranding to ESPN Wide World of Sports Complex, reflecting deepened ESPN synergies for broadcasting and event production, though professional team ownership ventures (e.g., NHL's and MLB's Angels via separate Disney Sports Enterprises) were divested by the early to refocus on experiential hosting. These efforts collectively transformed underutilized resort capacity into a hub for diverse athletic gatherings, generating ancillary economic impact estimated at hundreds of millions annually through visitor spending.

Current Operations and Events

The at Resort operates as a 220-acre multi-venue facility supporting amateur, youth, and select professional sports events across disciplines including , , soccer, , and . In 2025, it continues to host over 300 annual events, accommodating athletes of varying ages and skill levels through venues such as the Field House, baseball quadraplex, and track facilities. Operations emphasize family-friendly access, with services like ticketing, concessions, and A-Z guides for event attendees. Key events in late 2025 include the Disney Season Kickoff Soccer Tournament on October 11-12, which drew youth teams for competitive play. The 2025 WBCA Showcase for is scheduled for November 20-23, followed by the , a 16-team Division I men's from November 24-28 at the Field House, featuring live broadcasts. The Terry's Chocolate , also in week, expands early-season competition with structured brackets. runDisney, Disney Experiences' running event series, integrates races through Resort pathways and parks, promoting themed endurance challenges. As of October 26, 2025, the Disney Wine & Dine Weekend is underway (October 23-26), featuring a 5K, 10K, , and relay options with food and wine festival elements, attracting thousands of participants. Earlier in 2025, the Springtime Surprise Weekend hosted similar multi-distance races emphasizing Disney characters and spring themes. These events generate ancillary park attendance while operating under capacity-managed protocols to balance guest flow.

Financial Performance

Revenue and Profit Analysis

The Disney Experiences segment, encompassing theme parks, resorts, cruise lines, vacation clubs, expeditions, and consumer products, achieved record revenue of $36.156 billion in 2025 (ended September 27, 2025), marking a 6% increase from $34.151 billion in 2024 (ended September 28, 2024). Operating income also reached a record $10.0 billion in FY2025, up 8% from $9.3 billion the prior year, driven primarily by domestic parks performance amid higher guest spending and attendance recovery. These gains occurred despite elevated operating costs from , labor agreements, and expansion investments, including new cruise ships and park attractions.
Fiscal YearRevenue ($ billions)Operating Income ($ billions)YoY Revenue Growth
202332.68.95-
202434.159.3+5%
202536.15610.0+6%
Revenue growth was fueled by a combination of higher admission yields through dynamic pricing and premium offerings, increased per-guest expenditures on merchandise, food, and lodging, and expansion in cruise operations, which saw higher passenger cruise days despite pre-opening expenses for new vessels. Domestic resorts, including Walt Disney World and Disneyland, contributed the majority, with international parks showing mixed results due to currency fluctuations and regional demand variations. Profit margins faced pressure in the fourth quarter of FY2024, where operating income declined 6% to $1.66 billion on flat revenue, attributable to cost increases outpacing revenue in that period. The segment's profitability grew 8% in operating income for FY2025, supported by ongoing capital expenditures exceeding $60 billion over the next decade for park enhancements and cruise fleet doubling, though risks include potential attendance softening from economic headwinds and competitive pressures from rivals like Universal. The Experiences division accounted for about 38% of Disney's in FY2024 while generating a disproportionate share of segment profits, underscoring its role as the company's primary earnings engine amid challenges in streaming and linear media.

Attendance and Spending Metrics

In 2024, Disney Experiences theme parks collectively attracted an estimated 145 million visitors worldwide, marking a 1.2% increase from 2023 and maintaining Disney's position as the leading theme park operator globally. This figure encompasses operations across Walt Disney World Resort, , , , , and , with domestic U.S. parks accounting for 76.5 million visitors, up 0.6% year-over-year. Attendance data, compiled by the (TEA) and through operator reports and industry analysis, reflects stabilization in mature markets following post-pandemic recovery, though growth remained modest amid economic pressures and capacity constraints. Key Disney parks demonstrated varied performance, with flagship attractions leading global rankings. At , recorded 17.84 million visitors, a 0.7% rise, securing it as the world's most-visited theme park; saw 12.13 million (+1.3%), 10.33 million (+0.3%), and approximately 9.5 million (flat to slight growth inferred from resort totals). At , drew 17.3 million (+0.5%), while hovered around 10-11 million based on prior trends adjusted for domestic totals. International resorts contributed significantly, with exceeding 30 million combined, though specific 2024 breakdowns for non-U.S. parks showed slower recovery in due to regional travel dynamics.
Park2024 Attendance (millions)Year-over-Year Change
17.84+0.7%
Disneyland Park17.3+0.5%
12.13+1.3%
10.33+0.3%
Spending metrics underscored revenue resilience despite tempered attendance gains, driven by pricing strategies and ancillary expenditures. For fiscal year 2024 (ending September 2024), Disney Experiences generated $34.15 billion in , a 5% increase, with operating reaching record levels through higher per capita guest spending at theme parks (up 3% domestically and 4% internationally). Per capita figures, encompassing tickets, merchandise, food, and lodging, benefited from —average one-day tickets ranging $119-$159—and via premium experiences, offsetting any volume softness. In Q2 fiscal 2025, domestic dipped 3% ( -2%, -4%), yet segment rose to $8.9 billion, propelled by elevated per-guest outlays amid controlled capacity. These trends highlight a shift toward profitability via expenditure intensity rather than sheer volume, with Disney attributing gains to affluent consumer segments sustaining demand. In February 2026, Disney executives warned of "international visitation headwinds" that could lead to declines in attendance at U.S. theme parks due to falling foreign tourist numbers.

Intellectual Property Integration

Acquired Franchises in Parks

Disney acquired Pixar Animation Studios in 2006 for $7.4 billion in an all-stock transaction, enabling the integration of Toy Story franchise elements into multiple theme parks. debuted at in November 2011, followed by openings at in April 2018 and at in June 2018. These areas feature scaled-down attractions such as roller coaster and , immersing visitors in a backyard play environment from the perspective of toy-sized characters. The 2009 acquisition of for $4 billion expanded superhero-themed offerings, though geographic licensing restrictions limited implementations in due to pre-existing agreements. opened at in June 2021, including WEB SLINGERS: A Adventure and interactions at Avengers Headquarters. Similar expansions appeared at in Paris, with Avengers Assemble: Flight Force roller coaster. In , : Cosmic Rewind debuted at in May 2022 as the sole major Marvel ride, emphasizing the franchise's cosmic elements without infringing on regional rights. Lucasfilm's purchase in 2012 for $4.05 billion facilitated the creation of Star Wars: Galaxy's Edge lands, representing Disney's largest single-IP park expansion to date. The immersive districts opened at on May 31, 2019, and on August 29, 2019, featuring Rise of the Resistance attraction and customizable experiences on the planet Batuu. These lands prioritize narrative-driven gameplay, including simulator, drawing on the franchise's lore to simulate planetary exploration. The 2019 acquisition of 21st Century Fox assets for $71.3 billion brought full ownership of the Avatar franchise, building on a prior licensing deal for Pandora – The World of Avatar at Disney's Animal Kingdom, which opened in May 2017 with Avatar Flight of Passage and Na'vi River Journey rides. Post-acquisition, Disney announced expansions, including a new Avatar-themed area at Disney California Adventure to incorporate elements from sequels like The Way of Water. Other Fox properties, such as The Simpsons, have seen minimal park integration to date, with focus remaining on high-revenue draws like Avatar's bioluminescent theming.

Adaptations and Expansions

Disney has extensively adapted its intellectual properties from films and franchises into theme park attractions and expanded lands to create immersive environments that extend storytelling beyond screens. These adaptations often involve transforming narrative elements, characters, and settings from movies into ride experiences, walkthrough areas, and themed retail, with investments in advanced technology like motion simulators and interactive elements to enhance guest engagement. For instance, the land at , inspired by James Cameron's 2009 film Avatar, spans 12 acres and features attractions such as the simulator ride and the boat experience, marking the largest expansion in the park's history upon its opening on May 27, 2018. Similarly, Star Wars: Galaxy's Edge represents a major adaptation of the Star Wars franchise, with 14-acre lands at in Anaheim and in , each costing approximately $1 billion to develop, for a combined investment exceeding $2 billion across both sites. Opened in 2019, these areas include interactive attractions like Millennium Falcon: Smugglers Run and Star Wars: Rise of the Resistance, allowing guests to pilot vehicles and engage in story-driven missions within a recreated planet Batuu. Despite initial hype, attendance growth at remained flat post-opening, though the lands have sustained long-term draw without being deemed financial failures. Expansions based on Pixar properties, such as at , opened in 2018 and feature scaled-down attractions like roller coaster and , adapting the toy-centric world of the films into a backyard play-set theme. This model has been replicated internationally, with similar lands at and . Marvel Cinematic Universe adaptations include at , launched in 2021, incorporating hero meet-and-greets and web-slinging rides, while upcoming projects like at and expansions at in Paris, set for 2026, will add Elsa's ice palace and interactive fjord experiences drawn from the Frozen films. These efforts prioritize proprietary IPs to differentiate parks and boost per-capita spending through merchandise and dining tied to the adapted stories.

Innovations and Guest Training

Technological Advancements

Disney pioneered technology in the 1960s, with early implementations in attractions like the Enchanted Tiki Room (1963) and (1967), using electromechanical figures synchronized with audio to simulate lifelike character movements and speech. Recent advancements include upgraded figures for at , featuring improved Anna, Elsa, and Kristoff animatronics set for installation following a closure announced on October 8, 2025, alongside new figures for and Rock 'n' Roller Coaster. On August 30, 2025, a new figure of was introduced in the Carousel of Progress at , employing advanced servomotors and facial expressions derived from archival footage for realistic gesturing. In 2013, Disney launched the MyMagic+ system, including the MagicBand, a RFID-enabled wristband that integrates park entry, hotel room access, payments, and FastPass reservations, reducing friction in guest operations across . The MagicBand+ variant, debuted at on October 26, 2022, added haptic feedback and LED lights for interactive elements, such as glowing in sync with attractions like : . Complementing this, the My Disney Experience app, also introduced in 2013, enables real-time wait times, virtual queuing, dining reservations, and itinerary planning, with features like GPS-enabled maps and Lightning Lane access integration by 2025. Immersive ride systems advanced significantly with Star Wars: Rise of the Resistance, opening December 5, 2019, at , which combines trackless transport vehicles, drop towers, motion simulators, and 65 figures powered by over 5 million lines of code for seamless narrative flow involving projections and practical effects. This multi-stage attraction exemplifies hybrid technologies, including A-1000 for high-fidelity character interactions. Emerging developments incorporate AI and , such as for autonomous droids announced by on July 16, 2025, enabling adaptive behaviors in characters like BD-X droids for unscripted guest engagements. Projects like Kiwi and aim to deploy free-roaming robots mimicking small and large characters, using AI for environmental navigation and interaction, while broader applications include queue optimization and personalized ride narratives. These build on nighttime spectacular evolutions, where projections, , and water screens have progressed from basic lasers in the to synchronized drone fleets exceeding 1,000 units by 2023.

Cast Member Preparation

Disney's preparation of cast members, the company's term for frontline employees interacting with guests, begins with the mandatory Disney Traditions orientation program, a one-day class typically lasting four to eight hours that serves as the official induction into the organization. This session immerses new hires in the history of , from Walt Disney's early animations to the development of theme parks, while outlining core expectations such as embodying the "Disney culture" of exceptional guest service. Participants receive their company identification badge during the class, marking their transition to active cast member status, and learn foundational principles including the four service keys—safety, courtesy, show, and efficiency—which prioritize guest safety and immersion in the park's theatrical environment over mere operational tasks. Following Traditions, preparation shifts to role- and location-specific , which varies by position such as operations, , or but consistently emphasizes practical skills for creating "magical" guest interactions. New cast members undergo hands-on instruction in their assigned areas, like or , covering protocols for crowd management, emergency response, and personalized service techniques that encourage proactive problem-solving without rigid scripting. This phase includes simulations and methods to reinforce Disney's service , where employees are trained to view parks as live performances in which they play supporting to enhance guest enjoyment. For specialized , such as character performers, additional preparation focuses on physical movement, non-verbal communication, and maintaining illusion without direct speech. Ongoing preparation incorporates innovations like platforms and models that enable cast members to make autonomous decisions aligned with guest needs, fostering higher engagement and adaptability. Programs such as Disney IGNITE provide virtual modules tailored to individual development, integrating content on professional skills with Disney-specific values to sustain performance amid high-volume operations. training, including dedicated modules for leaders, reinforces a culture where cast members are equipped to identify and mitigate risks proactively, contributing to the parks' low incident rates relative to attendance volumes exceeding 150 million annually across Disney Experiences properties. This structured yet flexible approach to preparation has been credited with enabling consistent guest satisfaction scores, though its effectiveness relies on rigorous initial selection processes that filter for attitude over experience.

Controversies and Criticisms

Cultural and Content Shifts

In the wake of the 2020 protests and heightened scrutiny of historical content, Disney Experiences announced the retheming of at and from elements inspired by the 1946 film —criticized for perpetuating racial stereotypes—to , based on the 2009 film . The change, revealed in June 2020, involved a $100 million+ refurbishment, with the rides reopening in June and November 2024, respectively, featuring new , music from the film, and a New Orleans bayou setting centered on Tiana's gumbo business. This move drew significant backlash from fans and preservation advocates, who argued it erased a beloved attraction tied to a classic experience without sufficient justification beyond activist pressure, while supporters viewed it as correcting outdated portrayals. Parallel efforts targeted other attractions deemed culturally insensitive, such as revisions to in , which removed character depictions rooted in 1950s-era Asian and Indigenous stereotypes, replacing them with updated scenes emphasizing adventure over caricature. Disney also altered by reimagining a chase scene involving a female auction item as a "redhead in a red dress" bidding at a pirate , aiming to eliminate implications of . These modifications were part of a broader initiative to and revise park content for inclusivity, including diverse casting in shows and elimination of "outdated cultural depictions," which company executives framed as evolving to reflect modern values. Guest feedback has been polarized: while some reports highlight enthusiasm for refreshed narratives, others cite diminished immersion and accusations of prioritizing ideological conformity over storytelling fidelity, with online petitions and campaigns urging reversals. Policy-wise, Disney Experiences shifted greeting protocols in July 2021, directing cast members to avoid gendered phrases like "ladies and gentlemen, boys and girls" in announcements, opting for neutral alternatives to foster a "welcoming" environment for all gender identities. This aligned with internal (DEI) training emphasizing anti-bias language and hiring goals for underrepresented groups in creative and operational roles. By early 2025, however, amid external pressures including legal challenges and investor scrutiny, Disney scaled back DEI emphases, removing certain inclusion standards from supplier contracts, purging expansive "" guidelines from internal documents, and softening content advisories on legacy films influencing park IPs, such as Peter Pan and . Insiders reported mixed internal reactions, with some expressing relief at refocusing on merit over mandates, though mainstream outlets often portrayed these reversals as reactive to conservative rather than empirical guest preferences.

Operational and Policy Backlash

Disney Experiences faced significant backlash over its operational policies, including prolonged park closures and stringent mandates that disrupted guest access and employee requirements. In March 2020, remained open amid rising cases, drawing criticism for prioritizing revenue over as crowds gathered before a sudden shutdown on March 16; the decision sparked online outrage, with users accusing the company of endangering visitors. Upon reopening in July 2020, policies such as mandatory masking, temperature checks, and capacity limits were enforced, but promotional videos ignoring fueled further backlash for appearing tone-deaf. Vaccine mandates for cast members, implemented in 2021, led to lawsuits from former employees claiming and wrongful termination, highlighting tensions between health protocols and individual rights. Operational shifts in queue management and access systems generated widespread guest dissatisfaction, particularly with the introduction of the paid Genie+ service in 2021, which replaced the complimentary FastPass system and required additional fees for line-skipping. Critics argued this monetized a previously free perk, exacerbating wait times for non-purchasers and contributing to perceptions of aggressive , with internal data later revealing $724 million in pretax revenue from October 2021 to mid-2024. Subsequent changes, such as advance booking windows extended to seven days in 2024, aimed to improve planning but were met with complaints of increased competition for slots and higher effective costs during peak periods. hikes, including tickets exceeding $200 in 2025, amplified backlash, prompting Disney to offer limited online discounts amid reports of internal concerns over long-term affordability deterring repeat visitors. Changes to the Disability Access Service (DAS) in 2024, intended to address verified abuse of the program allowing virtual queue skips, provoked lawsuits and criticism from advocacy groups and affected guests for allegedly restricting legitimate accommodations. The revised policy shifted DAS toward return-time assignments rather than immediate entry, with cast members reporting heightened emotional strain from enforcing denials, while a coalition of disability representatives filed suit claiming it violated the Americans with Disabilities Act by creating undue barriers. Ex-cast members described the rollout as "devastating," citing increased confrontations and policy inconsistencies that undermined trust in accessibility commitments. Employee policies, including diversity initiatives influencing park interactions, drew complaints for altering traditional guest experiences. In 2021, directives under former diversity executive Latondra Newton promoted gender-neutral greetings, phasing out phrases like "ladies and gentlemen, boys and girls" at parks, which some visitors viewed as injecting political ideology into operations and diminishing the "magical" atmosphere. Recent adjustments to cast member appearance standards and restrictions on programs like Disney Aspire, which offers education benefits, led to threats of mass resignations in 2024, with workers decrying reduced flexibility as a betrayal of retention efforts amid rising operational demands. These policies, while aimed at inclusivity and efficiency, were criticized in shareholder filings for contributing to broader cultural frictions that indirectly strained park staffing and morale.

Economic and Attendance Impacts

The Disney Experiences segment generated $34.15 billion in revenue for 2024 (ended September 28, 2024), marking a 4% increase from the prior year, with operating income reaching $9.27 billion. This performance was driven by higher guest spending on tickets, merchandise, and accommodations, despite moderated attendance growth amid elevated pricing strategies. For the first nine months of 2025 (ended June 28, 2025), segment revenue climbed to $27.4 billion, with operating income at $8.1 billion, reflecting continued strength in domestic parks and cruises. Global attendance at Disney theme parks rose 1.2% in 2024, maintaining the company's position as the world's attendance leader among the top 25 parks, which collectively grew 2.4% to nearly 246 million visitors. specifically saw slight increases, outpacing declines at competitor , which dropped after prior-year losses. However, reports indicated stagnant or softening crowds at select U.S. resorts in mid-2025, with experiencing its slowest three-week period in September 2025 since 2021, leading to descriptions of "ghost towns" in some areas. These trends coincided with broader operational adjustments, including reduced offerings post-pandemic, which some observers linked to lower repeat visitation.
Fiscal PeriodExperiences RevenueYear-over-Year ChangeOperating Income
FY 2024 (Full Year)$34.15 billion+4%$9.27 billion
FY 2025 Q3$9 billion+8%Not specified
FY 2025 (First 9 Months)$27.4 billionNot specified$8.1 billion
Economic pressures, including inflation-driven price hikes—such as annual pass restrictions and —have enabled growth despite plateaus, with fewer guests spending more per visit. External factors, including reduced international from regions like amid U.S. political tensions, contributed to specific dips, though official filings emphasize resilience through premium offerings. The segment's profitability has offset challenges in other Disney divisions, underscoring its role as a core profit driver, even as controversies over content and policies prompted consumer backlash that analysts partially attribute to selective softness.

Future Developments

Confirmed Expansions

In May 2025, announced a partnership with to develop a new Disney theme park resort on in , , marking the seventh Disney-branded park globally and the first in the . The project, expected to open in the early 2030s, will feature innovative attractions, themed accommodations, dining, and retail, with Disney describing it as their most technologically advanced park to date, incorporating advanced storytelling and immersion technologies. Construction timelines remain preliminary, but the agreement commits to a multi-billion-dollar aimed at capitalizing on the region's growing . Disney Cruise Line, a key component of Disney Experiences, confirmed the expansion of its fleet to 13 ships by 2031, with four additional vessels ordered beyond previously announced builds. The Disney Destiny, the fourth Wish-class ship, completed delivery in October 2025 and is scheduled for its inaugural voyage in November 2025 from , , featuring hero-and-villain themed experiences across dining, entertainment, and decks. Subsequent ships include a fourth Wish-class vessel launching in 2027, followed by three smaller-designed ships in 2028–2031, with the latter two operated in partnership with for Asian routes. This buildup supports increased capacity, with itineraries targeting family demographics through integrated Disney IP storytelling. Domestic park expansions include the official greenlighting of an Avatar-themed land at , announced at D23 in August 2024 and confirmed for construction starting in 2025, extending the franchise beyond Animal Kingdom with new E-ticket attractions. At , Tropical Americas—a retheming of DinoLand U.S.A. at Animal Kingdom—began multi-year construction in 2025, incorporating IP from , , and Up, while a Monsters, Inc.-themed land advances at without a fixed opening date. Disneyland Resort's DisneylandForward initiative, approved by Anaheim in June 2025, enables up to 4.5 million square feet of new themed development, including a first-ever Coco attraction and enhanced expansions with two new Marvel rides. Internationally, confirmed expansion completion phases through 2026, while advances a land for spring 2026 opening. These projects, totaling over $60 billion in global investments through 2030s, prioritize IP-driven growth amid post-pandemic attendance recovery.

Abandoned and Speculative Projects

Disney announced , a nautical-themed resort complex including the DisneySea theme park, an aquarium, and five hotels, for , in the early . The project faced mounting costs and local opposition, leading to its cancellation in December 1991. Elements of the DisneySea concept were later adapted for , which opened in 2001. In October 1991, Disney unveiled plans for , an Epcot-inspired theme park with global pavilions, hotels, and a shopping district, to be built adjacent to in . Projected costs escalated to over $2 billion, prompting a reevaluation; the project was canceled in 1995 and replaced by the less expensive , which opened in 2001. Disney's America, a U.S. history-themed park proposed for , was announced in with attractions covering immigration, industrialization, and wartime eras. Intense public backlash, including protests from nearly 3,000 historians and preservationists concerned over commercialization of sacred sites near Civil War battlefields, led to its cancellation in September 1994. More recent cancellations include Reflections – A Lakeside Lodge, a nature-themed resort announced for Bay Lake at in October 2018, which was halted in August 2020 amid the pandemic's economic impacts. Construction has not resumed as of 2025. Speculative projects include proposals for a fifth major theme park at , as referenced in updated development agreements filed in 2025, which permit only one such addition through 2035 but provide no confirmed timeline or theme. Rumors of expansions like an "Endless Christmas Land" have circulated among fans but lack official endorsement from . Plans for a on , announced in early 2025, face ongoing feasibility debates, with operators noting in July 2025 that an outdoor format would not succeed in the region's climate, though no formal cancellation has occurred.

References

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