The Globalist Plan to Keep Joggers Off Roller Coasters

It is an ugly, unfortunate fate when people are no longer permitted to speak the truth. In the wake of roller coaster park Knott’s Berry Farm imposing chaperone rules for “teenagers”, roller coaster company Six Flags decides they will no longer welcome the People of Walmart.

But the People of Target are still okay..? Hmm. It seems that while some of us aren’t allowed to speak the truth, others of us prefer it that way.

Six Flags gets treated like a ‘day-care center for teenagers.’ Its CEO is not happy

h ttps://finance.yahoo.com/news/six-flags-gets-treated-day-130017480.html

By Hugo Martín, 20 August 2022

It’s a roller coaster park. It has ALWAYS been a day-care center for teenagers. I played at Six Flags Magic Mountain (northern Los Angeles) and even worked there. It was great. Teens with spending money is Six Flags’ preferred customer demographic.

No more?

If you’re a teenage roller coaster enthusiast who takes advantage of free or discounted tickets to visit amusement parks, Six Flags Entertainment Corp. is making it clear it doesn’t want your business.

The nation’s largest regional theme park company, which operates Six Flags Magic Mountain in Valencia and 26 other parks across North America, is trying to attract more middle-class families by raising ticket prices and upgrading its food, beverages and amenities. At the same time, it is eliminating promotional deals, freebies, discounts and all-you-can-eat meal packages that have drawn teenagers and lower-income parkgoers.

The boldfaced is one mystery that I can clear up.

Segue

Man spent $150 eating every meal at Six Flags since 2014 to pay off student debt

h ttps://nypost.com/2021/10/27/man-spent-150-yearly-on-six-flags-food-paid-off-student-debt/

Hungry for financial flexibility, a California man named Dylan shelled out a measly $150 a year to eat every meal at Six Flags Magic Mountain in order to save thousands, pay off his student loan debt, get married and purchase a house in Los Angeles.

“You can pay around $150 for unlimited, year-round access to Six Flags, which includes parking and two meals a day,” Dylan, 33, explained to Mel Magazine Monday. “If you time it right, you could eat both lunch and dinner there every day.”

“The first year, the menu was kind of lame — all you could get was a burger and fries, or a pizza and breadsticks, or this pathetic sandwich and a refillable soda cup,” he said. “It wasn’t healthy at all, which was rough.”

But, much to Dylan’s digestive delight, Six Flags began introducing healthier delicacies to its menu.

“They’ve got decent options now,” the cheap-eating enthusiast explained. “Still a lot of bad food, I mean it’s theme park food so you can’t expect too much from them. But you find the options that aren’t terrible — stuff like tri-tip sandwiches and vegan options like black bean burgers and meatless meatball subs.”

“I got so sick of those chicken balls,” he said. “I’d estimate I got them around 150 times, and at five [chicken balls] per meal, that’s around 750 balls. I don’t know that I could ever eat them again.”

I’m not surprised that that deal is being shut down a year after this particular story went public. That’s just enough time for other people to get in on the crazy deal.

End segue

Too many discounts and promotional deals have turned the amusement parks into “a cheap day-care center for teenagers,” Six Flags President and Chief Executive Selim Bassoul said during an August earnings report. He wants to put an end to that with what he calls his “premiumization initiatives.”

Premiumization? He must not work in marketing. Wait… does he? *checks* Globalist finance guy from Lebanon… I’ll cover him at the end.

“Raising prices is no easy task for a company that has trained customers to expect discounts,” he said. “And in 2022, we have shocked the system with a significant increase in ticket prices.”

Daily tickets and annual passes vary depending on the access they offer, but in the first six months of 2022, per capita spending on admission at Six Flags parks rose by 29% compared with the previous year, from $29.67 per capita to $37.75, according to company reports.

The price increase comes as other theme parks grapple with crowding problems and brawls that threaten to turn away big-spending visitors, such as international tourists. Several fights broke out July 16 at Knott’s Berry Farm in Buena Park, prompting the park to adopt a chaperone policy that requires all visitors 17 or younger to be accompanied by an adult 21 or older on weekends and through its after-hours Halloween event.

A fight broke out in the Magic Kingdom in Walt Disney World in Florida in July over allegations of line cutting.

How’s that Brave New Non-White World working out for you, CEO Bassoul? Oh, that’s right… you’re first-generation Lebanese. A foreigner in an American position of authority. We need to have a national conversation about that sort of thing… another example of people not being allowed to talk honestly.

After pandemic closures that lasted as long as 13 months, many theme parks in the U.S. are now reporting attendance numbers in line with 2019. Many industry leaders, including Disney, are focused on boosting revenue and quelling crowding problems by trying to attract high-spending tourists and discouraging locals who visit often — making ride queues longer — but spend less.

That’s a terrible business model on the face of it. Get rid of your existing customers in return for big-spending internationals? Especially in the immediate aftermath of a two-year global lockdown? That’s insane. You attract customers from the locals, especially if the locals are ALREADY customers, and tourists from the Old World are nice if they happen.

But existing customers aren’t who they used to be anymore, now are they? The White Replacement is having its predicted consequences.

Meanwhile, globalist CEOs obsess over the international market regardless. Even and especially when international customers don’t make sense. I read on Vox Day that Switzerland is going to impose energy hardships upon its own citizens by selling national electricity supplies to neighboring nations imposing energy hardships upon their own citizens. Nothing is permitted to be local. Everything must involve international links so that nobody can be self-sufficient. Self-sufficiency prevents rent-seeking middlemen.

The blacks run wild thanks to anarcho-tyranny, thus forcing globalist CEO Bassoul to decide that customers from Lebanon might be more profitable than customers from Los Angeles. Neither side of that makes sense.

“We are continuing to execute our premiumization strategy by focusing on guests who are willing to pay more for a premium experience,” Bassoul said during his recent earnings report.

A typical method of keeping the joggers out, expressed by a no-talent who somehow made CEO.

Bassoul, who took over at Six Flags in November, told analysts recently that the strategy will shift the company “from what I call the Kmart, Walmart to maybe the Target customers.”

A surprisingly tone-deaf comment from a CEO regarding his customer base. One really wonders what competencies Bassoul brings to the C-suite.

At Six Flags Magic Mountain, the park last month opened its 20th roller coaster, Wonder Woman: Flight of Courage, the tallest and longest single-rail coaster in the world. The park’s Halloween celebration, starting in September, will feature a new haunted house, two new “scare zones” and a new haunted happy hour and buffet.

“Flight of Courage”, soooo appropriate here!

As CEO of Six Flags, my plan would be to continue the easy discounts while militarizing park security so they can give the ugly stick to vibrants on live park TV as an “attraction” in its own right. When coasters aren’t enough of a thrill, you can fuck around and find out!

It’ll be like you’re starring on “Cops”. 1980 not 2010.

But a side effect of my plan is that coloreds and gangers will be given much different treatment from whites and English-speakers, and we won’t be apologizing for it to the Wokestapo. Who would try to shut me down and then discover the OTHER reason I raised a battle-hardened private army of thugs… visiting city council meetings for frank discussions about Cancel Culture.

Ah, pleasant fantasies. Then I wake up as yet another powerless white guy in a country that doesn’t want him anymore despite the “New Americans” behaving like poo-flinging, illiterate, poxxed monkeys.

The reaction to Bassoul’s plan has been mixed, with some roller coaster enthusiasts calling it “classist” and others saying they are still willing to pay higher prices to visit the parks.

Jesse James Suazo, a 16-year-old roller coaster fan from Northridge, questioned the strategy since adults with smaller children are unlikely to take up many seats on the park’s marquee attractions: extreme roller coasters.

“The whole point of them doing this is just for money,” Suazo said. “The parks truly don’t care about if a teen or a family goes. It all boils down to maximizing profits.”

It’s always about profits, but how do you say that when “more profits” = “more whites”?

Sarah Anderson, an Orlando, Fla., resident who helps run a YouTube channel about roller coasters, called Bassoul’s comments about Six Flag’s customers “classist,” saying the plan will “price out those families and kids looking to have a fun time within their means.”

That’s the needle Bassoul is trying to thread, pricing out the bad behavior while still allowing the good behavior. Also, preventing electrical engineers from paying off their student debts.

Derek Perry, a Los Angeles nightclub DJ and longtime coaster enthusiast, said he is skeptical of the changes because higher-paying families typically spend their vacation dollars at Disneyland or Universal Studios Hollywood while thrill-seeking teenagers and young adults prefer the adrenaline rush of the roller coasters of Six Flags parks.

Hence my plan, which maximizes the adrenaline rush craved by New Americans in ways that Disneyland and Universal Studios won’t ever dare to attempt. Market niche!

John Gerner, a theme park consultant and managing director at Leisure Business Advisors, said Six Flags should stick with its thrill-ride niche and instead find ways to operate more efficiently.

“I’m not saying it’s impossible,” he said. “I’m saying it’s really challenging.”

Gerner is correct, but globalists have trouble with the idea that businesses exist to serve a customer base. Time to discuss Bassoul at length.

TITANS OF INDUSTRY: SELIM BASSOUL

h ttps://www.fcsi.org/foodservice-consultant/the-americas/titans-of-industry-selim-bassoul/

Posted on March 2, 2015

When Selim Bassoul was in seventh grade junior high at a Jesuit school in Beirut, Lebanon, he was bottom of the class and considered a lost cause academically. Severely dyslexic, in an age when the condition was not recognised, it was only Bassoul’s outstanding performances in the cross country running championships each year that ensured he kept his place in class

Today, having been at the helm of The Middleby Corporation for 15 years, Bassoul is one of the longest serving CEOs of a US publicly listed company. His tenure has seen him turn a struggling, unfocussed firm with a market capitalisation of $15 million in 2000 into a global powerhouse worth $5.5 billion and with over 40 of some of the most respected brands in the business, including Jade, Viking, Blodgett, Pitco, Beech Ovens, Lincat and TurboChef.

Which is it? Was he a low academic performer, or a genius at finance?

The Bassouls were a well-connected family in Lebanese politics and business, but when Beirut fell into civil war when Selim was just 12, they found themselves “asset rich, but cash poor”.

Of course. “Politically connected.” That would be the Lebanese Civil War of 1975-1990.

He recalls overhearing his parents talking at night, his father telling his mother “I have only got $20 left in my pocket. That’s all we have now. What am I going to do?” For Bassoul the moment gave him an iron resolve that he would never allow external factors to affect his own future. “I knew in that moment I would never be poor,” he says.

If true, which I rather doubt, it’s a bad sign. Poverty isn’t fun for anybody but people who resolve to never be poor against no matter the cost, tend to have very skewed moral compasses.

For his mother and father, (formerly an Olympic athlete, competing for Lebanon at the 1948 Games in London), the idea of their son leaving school and taking a family friends’ offer of a civil service job was not an option. “I recall my mother shaking me by the shoulders and saying, ‘You will never work for anyone else,’” he says. “That had a big effect on me.”

An entrepreneurial zeal was building quickly in Bassoul. He threw himself into his studies, achieving the highest grades in his class when he left school. His dream of one day leaving Beirut to head up his own company was now firmly entrenched in his mind. “I always thought I wanted to be an entrepreneur,” he says. “I didn’t know what type of enterprise, but I always had a dream to build something. I felt that legacies occur because you create or change something for the better.”

That story is a lie to explain Bassoul’s need to be in control. Nobody facing true poverty refuses a job just because it’s “working for somebody else”. I begin to suspect Bassoul of sociopathy… which is not a hard guess thanks to his 20+ year-long career as a well-financed CEO.

In 1979 Bassoul graduated from the American University of Beirut, where he received a BA in Business Administration, with distinction (top of the class again). After working for Whinney Murray (now Ernst & Young) in the Middle East he turned down the chance to move to London and continue his career as a chartered accountant by studying at London School of Economics. Instead he opted to continue his postgraduate studies in the US at the Kellogg School of Management at Northwestern University. For him it was a clear choice.

“I always wanted to go to the US. Maybe from watching US movies, US TV and listening to US songs. So I said to my parents, I’ve made the decision to go to Northwestern,” he says.

Had he said “the Lebanese Civil War” then I would not be suspicious about his going to USA. Over a million people left Lebanon during those years. But he’s trying way too hard to sell “struggling dyslexic farmboy bootstraps himself into the halls of power and privilege, dreaming hopefully about the Promised Land”.

We already have examples of his entrepreneurial skill… phrases such as “premiumization incentives” and “from what I call the Kmart, Walmart to maybe the Target customers”, and the genius idea to get rid of his current customer base hoping that foreign roller-coaster addicts will bring their kids who are too small to ride the main attractions, to make up the difference. That, at the peak of his corporate career? His skills do not match his level of success.

That’s the thing about life in a kleptocracy: the winners don’t win on merit.

Bassoul’s parents had to sell a piece of land they were keeping for their retirement to fund him through college. It’s a gesture that touches him to this day. “I will never forget the sacrifice they made. They sold the only asset they had left to send me to school. It shapes your personality and your ambition,” he says.

They owned land and have a retirement fund? They’re wealthier than me. I am NOT buying his tale of childhood woe.

At Northwestern Bassoul would go on to receive a Masters of Business Administration and a certificate in accounting. There he learned three key lessons that he carries with him still.

“Firstly, I learned that rewards come with risks. I never had a big appreciation for risk, so one of the things I learned as an MBA is the risk-return equation. The second thing I learned is for every action, there is a reaction, whether it’s a competitor’s strategy or a capital expenditure or investment you need or borrowing to get there. I’ve learned there was always interaction of learning,” he says.

The final key business lesson Bassoul learned at Northwestern came from esteemed finance professor Alfred Rappaport. “He said to me, ‘It doesn’t matter how rich you are, how financially solid you are, cash is king. You have to manage cash.’ I got that ingrained in me. We don’t run our company through net income, we run it through cash. Coming from a culture in the Middle East where cash is everything, it meant something to me. There was no borrowing to be had in during a civil war. It was all about cash.”

That’s what he got from a graduate education in business? “You have to take risks, mind who you do business with and show me the money”?

Per wikipedia, Alfred Rappaport is best known for the idea of shareholder value, popularized by his 1986 book, Creating Shareholder Value.

After his studies Bassoul worked in the healthcare industry for eight years, firstly for American Hospital Supply and Baxter Healthcare in various positions including mergers and acquisitions, corporate planning and, aged 28, as a regional director in the Middle East and Africa.

Big globalist tell there. “I work in finance, mainly mergers and acquisitions. Some international corporate planning.”

In Middleby, however, a firm with a 100+ year history and proud manufacturing heritage, Bassoul saw huge potential. “It was a great brand,” he says. “They had done a wonderful job developing the revolving oven and automating the pizza business, but they had lost focus. They were no longer dealing with core competency. This was a huge challenge. Nobody lied to me. From the beginning, they told me, ‘Selim, we can’t guarantee where we’re going’, because they were struggling and they wanted me to be part of the turnaround.”

The risks Bassoul took were twofold. First, in switching from a high-flying career at Premark to take a pay cut to join “an unknown, not well-run company” in Middleby. The second risk was to sell the house he had just built to buy a large stake in the business. “It was our dream house, my father even came over from Lebanon and supervised the construction on the house, and I sold it to buy shares in Middleby and became the second-largest shareholder at the time, when nobody was willing to invest in them. These were big risks. Failure was not an option,” he says. “An old boss of mine said, ‘Don’t fear failure, fear success.’ I’ve never forgotten that.”

None of what he’s saying about his background is credible. “It was my dream house… then I got rid of it as quickly as it was built in order to fund my next acquisition.”

Segue

h ttps://en.wikipedia.org/wiki/Middleby_Corporation

The Middleby Corporation was founded by Joseph Middleby and John Marshall in Chicago in 1888 as a bakery supplier… The company was privately held by descendants of Marshall until it was purchased by a private company in 1976. The company was purchased by TMC Industries Ltd. in 1983 and changed its name to The Middleby Corporation in 1985 and moved its headquarters to Elgin, Illinois in the late 1980s.

By 1996, the company had expanded its manufacturing base overseas and had opened a manufacturing and training facility employing 190 in Santa Rosa, Laguna, the Philippines.

Ah, the “Great Sucking Sound” of free trade’s destruction of the American manufacturing base. The timing of Bassoul’s buy-in suggests that Middleby had a disastrous IPO and needed financing in order to survive. Unable to confirm or deny.

By 2006, the company had successfully streamlined operations to an extent allowing them to close two of its seven manufacturing facilities in the United States with no loss of product lines or capacity; this was in addition to three facilities shut down in 2001 and 2002. Also in the 2001 to 2006 period, the company’s income yield from sales increased from about 3% to just over 10%, while its stock valuation increased by over 15-fold, performance gains which were attributed to CEO Bassoul.

Textbook globalist vulture capitalism. He generated record profits by moving manufacturing from America to third-world sweatshops.

The Middleby Corporation… first public offering came in September 1997 with a share price offering of $10 on the NASDAQ. Selim Bassoul became the CEO of Middleby in January 2001.

Since then, there’s been waves of major acquisitions over the years building Middleby Corp into a globalist juggernaut. One closing note:

In 2021, the company was criticized in the media for allegedly producing ice cream machines for McDonald’s that were intentionally unreliable and difficult to repair as a means to drive up maintenance revenue. They were sued by the makers of an app, Kytch, that assisted with repair.

And that’s when he transitioned to roller coasters….

End segue

For Bassoul, [the] final 10% of his day is spent in prayer. “I’m a Christian. I spend two hours a day praying, in the morning and in the evening. Those prayers are about God guiding me to keep a purpose in my life. My faith has given me purpose since I was young. Because I was one of lucky few able to leave Beirut I’ve realised you have to give back….

“So I said, I have to do something, to be environmentally friendly.”

He proceeds into how he’s going to help the little people manage the severe water and energy rationing demanded by the Great Reset. Because Jesus can’t stop Climate Change, don’cha know.

Today, Bassoul’s plan to handle roller coast parks being frequented too often by “New Americans” is to render them into exclusive globalist playgrounds. Either that, or mismanage the place, short the stock and use the Golden Parachute. Because the one thing he isn’t, is a fan of roller coasters.