First and foremost, Six Flags is the largest regional theme park company in the world. The company operates in an industry that really is an excellent industry, somewhat misunderstood, has higher recurring revenues, strong barriers to entry. And within that industry we are extremely well positioned. We’ve got excellent business fundamentals and we have a wide range of offerings for our guests in our 19 parks across the U.S., Mexico and Canada. So we don’t just do thrill rides on rollercoasters, we have shows, we have animals, we have a safari. There is just a tremendous amount that’s going on at our parks.And I think when you think about the sort of offering that I am describing, we believe it’s perfect in the current economic environment. Because what we offer our guests is tremendous value offering for a full day out. So in other words for what amounts to a $20 ticket per cap and roughly another $20 in spending in the park. Folks can have a whole day out with their friends or with their family and create tremendous memories that will live with them forever. So it’s value investment. It also fits well in these tough economic times because 85% of our guests live within 150 miles of our parks. And so we are able to attract those guests and they can simply come by car and create a mini holiday for a day or for a couple of days. So with that we have taken a new approach at the company. And the approach really focuses on innovation in two main areas. First innovation is in terms of the capital or what we provide at the park. And we have taken an approach that looks at providing news in every park every year. So we are trying to give people the reasons to come to the park on a regular basis, at all 19 parks.
Second, in terms of innovation, we have actually taken a new approach to our media. In other words how we communicate with our guests. And then send instead of broad-based, call it global advertising on the Six Flags brand, that’s centered around Mr. Six, we are taking the approach where we are telling the story of every park locally. Using not just TV, locally, but billboards, radio, internet and many other forms of communication to get directly to our guests.The approach literally is multi-layered and multi-yeared. And we believe that we’re going to continue to see the benefits of this approach over many years. The results have been very positive. So if you look back, in 2010, we grew our EBITDA by 50%, from about $197 million to $295 million. And year-to-date our EBITDA is up 15% and we are running, as of the third quarter, at LTM EBITDA of $337 million. The company, Chris, is on track, doing very well and we are very optimistic for the future. So with that I want to hand back to you and I think you have a series of questions. Unidentified Speaker Great. Thanks, Jim. Well, certainly it’s been impressive results. You guys have been on the job for about a year and half now. As you mentioned, 50% growth in 2010, 15% in ’11. Could you highlight some of the bigger structural changes that you made over that time period that really drove those results? Jim Reid-Anderson Yeah. You know first and most fundamentally, the company was on the wrong track. And what I mean by that, it’s very easy to critique the past and that’s not what I am trying to do. But I think you really have to pull up and say what is this company all about, what is its strength. And our strength is as a regional theme park player and we are trying to be a global entertainment company with broad-based interests. Read the rest of this transcript for free on seekingalpha.com