You may or may not be aware of this, but we take our numbers very seriously, especially the ridership numbers. It’s important to our team that we give our guests the most riding time possible while they’re. Some are coming for just one day; some come for a few days. But regardless of the time spent here, we’re pretty proud that we ped pretty spectacular capacity to make sure guests can get the most out of their visit. So let’s look at how we did. How did you do? Here’s the top 5: 5. Millennium Force, of course, of course, ddoes 1, rides given.
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Although we faced challenges from the extreme weather patterns earlier in the year, we remained focused on the guest experience and the long-term success of the business. This focus has enabled us to generate solid increases across all of our advance purchase channels for , giving us confidence that the momentum we generated at the end of will continue. Zimmerman added, «Once again, we achieved solid growth across our core revenue metrics in , including attendance and in-park guest per capita spending. Our consistent year-over-year growth in these key categories results from our unique regional brands and immersive entertainment experiences which have established our parks as THE place to be for FUN in the regions we operate. The Company attributes the increase in attendance to its strong capital program, including Mystic Timbers, a world-class wooden roller coaster at Kings Island, and the expansion of its two separately-gated water parks at Knott’s Berry Farm and Cedar Point. The Company also introduced and expanded its immersive special events, such as a month-long celebration at Canada’s Wonderland in honor of that country’s th anniversary, the expansion of the Company’s daytime Halloween events across all of its parks and the introduction of three new WinterFest celebrations in November and December. Average in-park guest per capita spending improved as a result of increases in both pure in-park spending and non-season pass admissions per capita spending. The food and beverage category led the increase in pure in-park spending, driven by the continued growth of the all-season dining and beverage programs. The increased non-season pass admissions per capita spending is a result of the high value the Company’s guests place on its product offerings, particularly in its new rides and attractions, and group entertainment facilities. Revenues from the Company’s resort accommodations, which is the primary source for out-of-park revenues, were comparable with last year. The decrease in out-of-park revenues was the result of prior-year revenues received from a Super Bowl 50 special event and the timing of other miscellaneous revenues. Although the cost of food, merchandise and games also increased as a result of higher volume, these costs as a percent of sales were comparable with a year ago. The decline in Adjusted EBITDA resulted primarily from the increase in operating costs and expenses noted above combined with lower-than-anticipated attendance growth. While the Company reported record attendance in , its growth was lower than anticipated due to more than a few instances of unfavorable weather on some of the Company’s peak attendance days in July and August — including Labor Day weekend. Brian Witherow , Cedar Fair’s executive vice president and chief financial officer, said, «Our liquidity, cash flow and capital structure remain strong, and we continue to have great financial flexibility heading into With our Consolidated Leverage Ratio at 3. The Company’s cash flows from operations and credit facilities are expected to be sufficient to meet working capital needs, debt service, planned capital expenditures and distributions for the foreseeable future. Our multi-week special events, including the introduction of WinterFest at Kings Dominion and the continued benefits of unique, immersive events introduced in , will also be key drivers of our success in and beyond. In addition to the new rides and attractions, the Company’s flagship park, Cedar Point, will look to strengthen its appeal as a multi-day family destination, when the historic Hotel Breakers opens its new five-story, room addition on the park’s mile-long beach. The Company also continues to invest in its unique culinary experiences with new or upgraded restaurants and catering areas at five of its parks. These facilities will provide a more diverse array of regional specialty foods, cater to increased group business, and accommodate more food-themed special events. For families with young children, the Company is expanding its successful «Pre-K Pass» program in which children aged 3 to 5 may receive a free season pass. In , Cedar Point, Carowinds, Kings Dominion and three other parks will offer the free Pre-K season pass to make it easier for younger families to visit the parks repeatedly throughout the year. Zimmerman also noted that the Company continues to advance important long-term initiatives that will position it to grow well into the future. The entire family can enjoy the park, play on the mile-long beach, stay at the historic Hotel Breakers, and sample a diverse array of food and entertainment to create an experience like no other, creating memories that last long after the return trip home,» said Zimmerman. The hotel is scheduled to break ground later this year and should come on line in late Zimmerman concluded by saying, «This is an exciting time for Cedar Fair and consumer demand for our offerings is strong. We are off to a great start with early-season advanced sales trending well ahead of this time last year, and our new PEANUTS-themed celebration at Knott’s Berry Farm has opened to rave reviews. The Company will host a conference call with analysts today, February 14, , at a.
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Strong attendance at Halloween and holiday events helped push Cedar Fair’s attendance up one percent for the year, to The regional amusement park chain blamed higher operating costs, led by increased pay for employees, for the decline in operating income. Cedar Fair also noted that overall attendance at its parks had been lower than expected in the spring and summer before rebounding during the late summer and fall. From a fan’s perspective, highlights for the chain in included the opening of the two-time Theme Park Insider Award-winning Steel Vengeance at Cedar Point, as well as the opening of the HangTime dive coaster at Knott’s Berry Farm, which this year cracked the U. Looking ahead, Cedar Fair said that it is targeting a four percent compound annual growth rate in its earnings before interest, tax, depreciation and amortization [which accountants call EBITDA] over the next five years. Zimmerman said in the company’s statement. A real insider would see these as disappointing results. While the chain rebounded from a slow start to the year, a lot of the growth seen across the chain could be attributed to extensions of the operating calendar. The introduction of Winter Fest at two parks increased the overall attendance across the chain through «artificial» means. There’s nothing necessarily wrong with claiming growth through expansion often referred to as non-organic , but it’s a bit of a panacea for a chain that does not appear to be getting much bang for their investment bucks. You could probably slice and dice these numbers a million ways, but I guess the most important takeaway is that Cedar Fair thinks it’s doing OK, and will continue to invest in its parks, even when returns are minimal. So the company made more money last year, but kept less of it because it ended up giving more of that money to its employees? On the investor side, though, the bigger issue here is the soft attendance during the first half of the season. The «weather» excuse parks always trot out doesn’t cut it anymore. If weather is unpredictable, you need attractions in your line-up that are weatherproof. That’s how the big kids in this business do it, and if theme park companies want big valuations from Wall Street, that’s how they will have to do it, too. Slogging along with weather-sensitive coasters and little else to offer is no way to run a growing amusement business in today’s economy. Russell is correct: four percent a year isn’t going to send anyone running to place a buy on FUN.
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While being a waitress can be hard on the feet, it has several advantages. The job requires only minimal training and no formal education other than basic math, literacy and a pleasant attitude when dealing with people. Most waitress jobs allow part-time hours, making it possible to work flexible schedules to deal with child-care schedules and school commitments. However, wages vary widely, and the choice of where to work can make a huge difference.
While being a waiter or waitress has its benefits, especially for those just starting in the workforce, the real question is how much do waitresses make?
The answer depends on geographical differences and the types of restaurants. Waitresses make a minimum wage plus tips. Mean is the average of all workers’ wages. Median means half of the workers earned less than this amount, and half of the workers earned. Although California employs the most waitresses, it does not rank in the top five for best paying states. The highest wages for waitresses are found in states mostly on the east and west coasts of the U.
However, these areas also have higher costs of living. Incomes for waiters and waitresses are modest compared to other occupations in the U.
No formal education is required and on-the-job training is relatively short. It should also be noted that waitresses earn varying amounts of supplementary income from customers’ tips. James Woodruff has been a management consultant to more than 1, small businesses. As a senior management consultant and owner, he used his technical expertise to conduct an analysis of a company’s operational, financial and business management issues.
James has been writing business and finance related how much money does cedar point make per day for work. Skip to main content. Kitchen Staff Salaries. References 5 U. News: Waiter and Waitress Salary U.
About the Author James Woodruff has been a management consultant to more than 1, small businesses. Woodruff, Jim. Work — Chron. Note: Depending on which text editor you’re pasting into, you might have to add the italics to the how much money does cedar point make per day .
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In particular, we ended the oer strongly, achieving new highs in attendance and net revenues for both the fourth quarter and full year. Guests of all ages continue to delight in our immersive entertainment offerings including our Halloween Haunt and WinterFest celebrations. The success and expansion of these events has created momentum heading into as we are seeing strong sales activity in our advance purchase channels across all categories and all parks. For the full year ended Dec. The Company attributes the increase in attendance to its strong second-half performance, including its successful Halloween Haunt and WinterFest events. Average in-park guest per capita spending improved as a result of increases in both pure in-park spending and non-season pass admissions pricing. These gains more than offset the cedad lost with the removal of the room Sandcastle Suites hotel at Cedar Point after the season. Interest expense for was comparable with the prior year. The difference reflects changes in fair market value for these swaps. Both amounts primarily represent the re-measurement poiint the U. The increase in the how much money does cedar point make per day provision relates primarily to the prior-year implementation of the Tax Cuts and Jobs Act. Adjusted EBITDA declined as attendance growth was more than offset doss higher operating costs and expenses primarily attributable to planned seasonal labor rate increases. Although the Company reported record attendance inattendance growth was lower than anticipated due to disruptive weather patterns during the first half of the year and into the peak vacation month of July. This lower-than-anticipated attendance growth was partially offset by a record August and strong growth in the fourth hhow. Behind the scenes, our employees are dedicated to creating an experience so extraordinary that our guests want to return again and how much money does cedar point make per day, driving sustainable and highly profitable growth. This commitment is fundamental to our culture and will continue to be the pe of our success.
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