Josh D’Amaro, Chairman of Disney Experiences, took part in a question-and-answer session at the MoffettNathanson Media, Internet & Communications Conference earlier today. While much of the conversation covered international expansion and cruise growth, D’Amaro took time to address a topic that’s increasingly important to families considering a Disney vacation: pricing and value.
“How do we invite as many families as possible?”
D’Amaro acknowledged the concern around affordability and said it’s something he thinks about “every single day.”
“How do we create experiences—and pricing structures and optionality—to invite as many families as possible into these experiences? That’s my mission,” he said.
He framed the conversation around value first, stating that the guest experience remains a full-day, story-driven offering that’s hard to match.
“There are very few places in the world where you can have a 10, 12, 16-hour experience. Attractions, Broadway-style entertainment, food, fireworks, character meet-and-greets—it’s all there.”
D’Amaro said the company constantly measures guest feedback and satisfaction levels to ensure value is being delivered.
“We know we’re delivering value because that’s what our guests tell us.”
Flexible Pricing Still Includes Low-Cost Options
While acknowledging rising costs, D’Amaro pointed out that options remain for more budget-conscious guests.
“You can still go to Disneyland today for $104—the same price it was in 2018 or 2019. You can still stay in a value hotel at Walt Disney World.”
His emphasis was on flexibility and choice: different pricing tiers, seasons, hotels, and experiences allow families to make the vacation work for them.
“What I’m trying to do is give as much flexibility, as much optionality as I can to our guests.”
Smarter Pricing, Smarter Planning
D’Amaro described how Disney now uses its technology and first-party data to better manage park operations and pricing.
“We have a dashboard with so many buttons and knobs that we’re constantly fine-tuning to react to what we’re seeing in the broader macro marketplace.”
He said Disney has used flexible pricing to smooth out demand across the calendar.
“Seasonality used to look like a heart rate monitor. We’ve flattened that out with pricing strategies—lower prices in low-demand periods, and higher pricing when demand peaks.”
This, he said, helps fill the parks in slower seasons while managing crowds during busier ones.
Long-Term Focus, Real-Time Feedback
Disney’s ability to monitor real-time data from its parks has changed how it measures and adjusts the experience.
“I can tell you on any day of the year, at a specific attraction, what a guest is telling us—ride count, satisfaction, intent to return. We define attendance thresholds and match them to guest satisfaction.”
He positioned the company’s pricing model as one that balances operational needs with guest experience.
“Costs are increasing. We know that. And I have a responsibility to our investors to be thoughtful about that. But the frame is always the same—deliver great value.”
Do you agree? Let us know in the comments.
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