Rethinking the Pay-One-Price Admission System in the Theme Park Industry (2025 and Beyond)
I have been thinking about this topic for quite a few years, particularly as our industry has matured, and especially in light of recent signs in the quarterly performance of regional - and, to some degree, destination - parks, particularly in Q2 2025. I believe it is time to dive into the discussion of: “Is it time to adapt our industry admission programs?”
For nearly seven decades, the business model of the American theme park industry has been shaped by two very different approaches to admission pricing. In 1955, Disneyland opened with its now-legendary ticket book system, in which guests paid a modest general admission fee and then purchased individual ride tickets (a booklet) graded “A” through “E” depending on each attraction’s perceived value by the guest. This amazing model allowed for broad accessibility, as visitors could tailor their spending to their interests and budgets. They could also buy additional ticket books if desired and they always had a few tickets to take home, which induced them to come back again to utilize them know matter whether it was an E or A ticket. Very smart marketing.
Just six years later after Disneyland opened, in 1961, Six Flags Over Texas pioneered and introduced the pay-one-price (POP) system, which allowed guests unlimited access to rides and attractions for a single fee. A truly unique new admission plan. This structure rapidly spread across the industry and became the dominant pricing model for regional and destination parks alike. For decades, it has served operators well, driving per-capita spending, simplifying operations, and encouraging repeat visitation. However, by 2025, the economics of the POP system have begun showing some signs of noteworthy strain. Part of the reason, in my opinion, was the rise of the expanding season pass model. This, along with the maturing saturation of the U.S. markets and changing consumer behavior, have all contributed to what I believe can fairly be described as ticketing stagnation. The once-reliable POP framework, with its increasing “season pass as a % of total attendance” is now cannibalizing revenue streams that historically diversified attendance segments - such as group sales, ala-carte admissions, and destination-based ticketing. I now ask again - has the time has come to question whether a hybrid system or a fully dynamic pricing model represents the best path forward for a maturing industry?
Disney’s original ticket book approach was more than a clever way to monetize attractions; it was a strategy to balance demand and preserve the perception of value. A guest who had paid extra for an “E” ticket to ride the Matterhorn Bobsleds or Pirates of the Caribbean was more likely to feel they had experienced something premium. Importantly, this system allowed guests with limited budgets to enjoy a day at Disneyland without needing to commit to every ride, while those seeking a full experience could spend more freely. Disney allowed me to come in and study the ticket book program in 1980. I came away realizing its many inherent values; it was genius. Nevertheless, by the early 1980s, ticket books were phased out. Guests increasingly demanded cost simplicity, and the industry discovered that unlimited access pricing encouraged longer stays and higher in-park spending on food, beverage, and souvenirs. The POP system became the gold standard, especially for regional parks that thrived on local repeat visitation.
But as we are now experiencing, the real pricing disruptor has not been the POP system, but rather the season pass. Initially a niche product, season passes exploded in popularity in the late 1990s and early 2000s. For parks, they offered the promise of upfront cash flow and stronger loyalty. For consumers, they provided extraordinary value, offering unlimited admission for little more than the cost of two- and one-half single-day visits. A real bargain.
However, as we have seen, by the 2010s, chains like Six Flags and Cedar Fair (pre-merger) had made season passes the cornerstone of their pricing strategies. In some parks, almost 60% of annual attendance now comes from passholders. This has disrupted visitation numbers. It has also devalued the per-capita ticket spend and eroded ancillary segments, such as group sales. Corporate outings, school trips, and church groups were once lucrative segments, purchasing tickets in bulk. But now with so many local families already holding passes, this market has seen tremendous collapse. The same is true for ala-carte / full price tickets. The one-day visitor - whether a local choosing to splurge or an out-of-town tourist - is now extinct. Season passes effectively have totally cannibalized these sales. Full price tickets in regional parks now approximates 1.5% of sales, whereas once they were 30%+ of a park’s sales. We know passholders visit multiple times but today are spending less per visit, particularly on food and merchandise (with high in-park prices), treating parks as casual outings rather than premium experiences.
These ticket type erosions have left the industry vulnerable to attendance and revenue downturns. The second quarter of 2025, for example, saw steep attendance and revenue declines at Six Flags in their passholder penetration/sales, proof that the system is overextended.
We have to come to grips with the fact that the U.S. theme park industry is now more than 70 years old. Unlike the explosive growth period of the 1960s through the 1990s, most major metro areas are already served by at least one regional park, and the destination market dominated by Disney and Universal is heavily established. Penetration rates in local markets are deep and, in many cases, parks are drawing from the same pool of repeat visitors year after year. The biggest task of many parks is managing yearly attrition of ticket holders.
I believe that several trends are pointing to possible theme park fatigue or “burnout”. Some of the indicators are:
Stagnation. Despite aggressive discounting, many regional parks have struggled to grow attendance meaningfully in the past decade.
Alternative Leisure. Families are increasingly allocating discretionary spending toward travel, concerts, sporting events, and digital entertainment platforms like streaming and gaming.
Value Perception. The “all-you-can-ride” model once felt generous. Today, it often feels overpriced, especially when combined with long lines, limited staffing, rising food costs, and shorter visits. In short, the POP system was designed for a young, growing industry with much untapped upside market potential. In a mature landscape, it risks diminishing returns.
So where does this leave us? It’s time to begin seriously exploring alternatives, such as the following.
1. Hybrid Systems (General Admission + Ride/Attraction Spend). This would echo the Disneyland ticket book structure but modernized. Guests would pay a modest entry fee, ensuring minimum revenue per head, and then choose to purchase ride credits, bundles, or all-inclusive wristbands. A mixed hybrid with a general admission fee.
Advantages: Appeals to occasional visitors and families seeking flexible budgets, while still allowing “capacity gobblers” to buy unlimited passes. Could revive group and ala-carte ticketing by making casual visits more affordable.
Challenges: Operational complexity, potential guest confusion, and cultural resistance after decades of POP.
2. Dynamic Pricing. Disney and Universal to a certain degree have already experimented with date-based pricing for single-day tickets, adjusting costs based on expected demand. Extending this to a broader range of products, such as passes, food bundles, skip-the-line systems, could optimize revenue.
Advantages: Captures consumer surplus on peak days (you can charge more $), drives attendance to off-peak periods, and reflects modern consumer behavior (similar to airlines, hotels, and sports).
Challenges: Risk of alienating guests with opaque or unpredictable pricing. Requires sophisticated data infrastructure, and must be transparent.
3. Subscription Models. An evolution of the season pass, subscriptions could charge monthly or quarterly fees, bundling admission with perks like dining credits or merchandise discounts. SeaWorld has already moved in this direction with some success, but only slightly.
Advantages: Smooths revenue throughout the year, encourages loyalty, and can be tiered for different audience types.
Challenges: Further entrenches passholder dominance unless paired with new models for casual visitors. Requires monitoring.
Some real-world park indicators we at ITPS have been monitoring are Disney’s Genie+ and Lightning Lane programs, which represent a quasi-return to ala-carte pricing, as guests must now pay separately for expedited access to key attractions. This system has faced criticism but demonstrates consumer willingness to pay for premium experiences if the value is clear. Also, Universal’s Dynamic Ticketing approach for its Orlando and Hollywood parks is showing how pricing can both manage crowd levels and maximize per-capita revenue. Ticket prices on peak days can be double those of off-peak, yet attendance remains strong.
We can say for certainty that Six Flags’ declines in 2025 thus far highlight the dangers of over-reliance on season passes. Despite aggressive marketing in Q-2, pass sales fell by 580 thousand, attendance fell by 1.5 million, and revenues by $100 million, showing the fragility of the current POP-plus-passholder model.
It is becoming clearer and clearer the industry could face a stark choice: remain tethered to a model designed for a younger, immature, growing market, or evolve toward pricing systems better aligned with today’s realities. It very well may be that a phased hybrid system could be the most balanced approach, offering affordability and flexibility to occasional visitors while retaining all-inclusive options for heavy users. But, in my opinion, Dynamic Pricing will likely become unavoidable as parks seek to manage capacity and maximize yield.
Most importantly, operators must recognize that ticket pricing is no longer just about maximizing attendance. In a saturated industry, success depends on rebuilding perceived value and ensuring that guests believe the price they pay reflects a premium, memorable experience
The pay-one-price admission system, revolutionary in its time, has served the theme park industry well for more than 60 years. But in 2025, with the combination of market maturity, season pass cannibalization, and changing consumer behavior, one has to ask - has its effectiveness been eroded? I believe we must explore a new era of pricing innovation - whether through hybrid systems, dynamic models, or subscription-based frameworks.
What worked for an expanding, youthful industry in 1955 and1961 may no longer serve a mature, highly penetrated market in 2025. By rethinking ticketing strategy, the industry has an opportunity not only to stabilize revenue but also to rekindle the sense of value we as an industry are known. We are not too expensive for a family of four to visit!
Contact ITPS
International Theme Park Services, Inc.
2200 Victory Parkway, Suite 500A
Cincinnati, Ohio 45206
United States of America
Phone: 513-381-6131
http://www.xnznkj-xf.com
itps@interthemepark.com