Post-Busch, what are the prospects for Busch Entertainment?
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The folks at theme-park news website Blooloop.com executed a great idea when private equity group Blackstone recently agreed to buy Anheuser-Busch InBev’s SeaWorld and Busch Gardens theme parks. They tracked down several former Busch Entertainment executives and asked them to give advice to the new owners about what they should continue.
The resulting piece is here. We pasted some interesting nuggets below. The interviews seemed to yield optimistic views of Busch Entertainment’s prospects within the fold of Blackstone, which also has major investments in other theme parks.
David Smith; CEO, Smithink, Inc.
Former corporate VP, entertainment, Busch Entertainment Corp.
“Blackstone is purchasing one of the true gems in the theme park industry which includes a terrific portfolio of parks and a management team with a deep commitment to quality. With Blackstone being a highly respected private investment company with experience in the industry, Busch Entertainment is surely grateful to have a new owner with genuine interest in its long term performance.”
Alan Stein; President at sky’s the limit international
Former corporate director, entertainment, Busch Entertainment Corp.
“What this team has in spades is passion. That’s why there’s such little turnover at BEC. From the animal trainers to the entertainment teams, from design and entertainment to HR to revenue, to marketing and everyone in between, this is a dedicated, committed, strategic and unbelievably talented team that simply loves what they do. … From what I hear of Blackstone, they tend to keep current management in place, which would be terrific.”
Jumana Brodersen; President at The J Co., LLC
Former corporate director of creative development at Busch Entertainment Corp.
“Overall, I think it is a good thing for BEC, especially that they will be able to keep names and brands. … With an organization like Blackstone that understands the entertainment industry, I am sure they will continue the legacy of Busch and spend the appropriate capital to keep the parks competitive and relevant.”
Elaine Swanger; Principal at Elaine Swanger Designs
Former design manager at Anheuser-Busch Companies
“A lot of good people left the company when it moved its headquarters to Orlando, people who were responsible for some of the spectacular recent attractions, entertainment programs, and marketing campaigns. Development of new projects has been on hold for a year, and it will be great to see the parks get back on track.
“The top priority should be fast tracking some smaller projects. Disney and Universal have not stopped planning, and have new attractions to interest visitors. BEC/Worlds of Discovery should focus on some facelift-style projects at all the parks to have something to promote in 2010 and 2011.
“As far as what to hold dear: one of the best things about the parks is the earnest commitment to animal care, to education, and to giving the guests the best emotional connection to the animals. Every new attraction should have that connection as its foundation.”
(1 votes, average: 5 out of 5)
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Jeremiah McWilliams is a native Virginian who came to the Post-Dispatch in early 2007 to cover beer and other consumer products. He previously covered manufacturing for the Virginian-Pilot newspaper in Norfolk, Va. He is a graduate of Washington and Lee University. 
We have been going to Busch Gardens for years in lieu of Disney. It seems like a small amusement park with big amusement features. Entering and exiting the park is hassle free and hardly any waiting. We especially like the one price all day for eating at specified restaurants. We could let the teenage children separate from us and not worry about them eating or drinking. They loved it also. This way we both were able to do the things we enjoyed. Please don’t change anything at Busch Gardens. We love it just the way it is and plan to go back next year.
Interesting talking to executives who have left the company in the last year of downsizing…..wonder what current folks would say…..BEC is a gem in the theme park industry but they should be prepared to be challenged like never before on ROI and “best use of capital” as Blackstone tries to dress the unit up for an eventual stock offering or sale….Whatever Blackstone is, it will definitely be looking for an exit strategy in the long run….in the short run, BEC can be sure to be challenged to meet the numbers and be fiscally prudent in ways they did not have to be as a small component of a much larger multi billion dollar beer company…..
Busch Garden would be more Entertaining if they would hire more of Variety Bands Live/ midi for people to be entertained and Dance beside watching animals. You have a lot of denomination of people that attend there so You Need Variety.
George Durham
Just to respond directly to Norman’s comment, from a 28 year veteran with BEC in a senior leadership positon.
Being held to strict financial standards is nothing knew to BEC. It was expected to grown its business significantly under Anheuser-Busch (especially under the auspices of August Busch III), with considerable ROI hurdles, and it did. It has always managed its expenses and capital very prudently, especially in light of the far greater sums of money its primary competitors have to spend. That is undoubtedly one of the reasons it is such a “gem” for Blackstone to acquire. BEC has had tremendous success over the last 10 years by being “smart”. BEC’s management team is also very aware that Blackstone will be looking for some type of exit strategy. In the interim, however, being acquired by Blackstone is a better place to be.
Hello, Mr. Kahn. Those of us who are no longer with BEC will always appreciate hearing from others that the parks are a gem. We certainly felt so, and felt much pride in our accomplishments as a company. That same pride compels me to clarify a point:
BEC offered all St. Louis empoyees jobs in Orlando. Those who stayed behind did so voluntarily and with much regret.
The question is if BEC will needs to compete with Disney by emulating it or by contrast. This is partially answered by the fact that technology and interactivity in attraction centers will be playing a growing role in amusement in the coming years and both sides will need to be tapping into it and eventually they might become more of the same without having planned so.
We know Bush had a very dedicated spirit towards his parks.
We also know that Interbrew, in such a respect, would have been dry as old bread crumbles, with no tradition at all in creating “homely feelings”.
I am talking 2 times about typical, opposite, deeply fifferent corporate cultures.
There was notthing “wrong” wit BEC, to the contrary.
Bush didn’t sell it. Interbrew did ! They just needed cash. Prosaic.
So, there is my recomendation towards Blackstone: you bought the ONE company that thus NOT need a change at all ! Keep the BEC managment and their FULL (not 50%, not 75%, not 90% but 100%…) contentwise decisionmaking in position. Never place BEC under Merlin top management. Only then, you will preserve the strenght of uniqueness.