On Day One, Gastar Park remained open until midnight.
With a final burst of farewell fireworks lighting up the sky, the grand opening day of Gastar Park officially ca to a close.
Starting from the second day, the park would begin normal operations, fully open to the public. The daily maximum visitor capacity was set at 100,000 guests—any more, and the overall experience would be compromised.
This also ant that expansion efforts would need to begin soon to accommodate future growth.
"Total revenue from opening day was 1.3 billion yen—around 13 million US dollars."
"President, that's a fantastic first-day result!"
The managent team bead as they delivered the earnings report.
The executive director in charge of park operations was especially thrilled.
He had previously worked as the operations head at another the park. But after an economic downturn severely affected business, he had beco the scapegoat and was the first among managent to be laid off.
...
...
If even the managers were let go, the fate of regular staff didn't need to be said.
That was when Gastar Electronic Entertainnt stepped in and took them all in.
These employees hadn't failed due to incompetence, but because during an economic downturn, people stopped going out to play. Most preferred to save money—unless sothing truly compelling ca along to draw them out.
And the world's first the park dedicated to video gas? That was more than compelling.
Add in promotional backing from the Pri Minister of Japan, and the buzz created during the Rio Olympics, and Gastar Park quickly beca the hottest destination.
On Facebook, ever since the park's opening date had been announced, related search terms consistently stayed in the top three.
At the sa ti, international flights to Japan saw a more than 50% increase in average passenger volu.
With the scale of Gastar Park, it was more than enough to absorb the laid-off the park workforce—and help Japan's governnt avoid a spike in unemploynt criticism. That's why many of Gastar's applications received the green light without question.
Takayuki rely gave the revenue report a glance and didn't dwell on it.
He wasn't worried about money.
In his original world, the top the parks were all highly profitable.
Their success ca largely from leveraging strong IPs.
Universal Studios had Transforrs, Harry Potter, DC Comics...
Disney had Mickey Mouse, Disney Princesses, fairy tales, Marvel, and more.
Thanks to those IPs, those parks could break even simply by attracting loyal fans.
As for Takayuki, in this world, he owned more top-tier IPs than any other company.
Super Mario, Final Fantasy, Pokémon, Street Fighter, Uncharted...
These were once split among various legendary studios—but now, in this world, they were all under one roof: Gastar Electronic Entertainnt.
Even if the company stopped making new gas entirely, it could survive for decades just by licensing out these IPs and selling related rchandise.
Takayuki had even thought about adapting epic literary IPs like The Lord of the Rings into this world.
But his energy was limited, and he'd only read those books once or twice—not nearly as thoroughly as he'd played and replayed the gas he knew so well.
For the first week, Gastar Park saw peak average attendance—100,000 guests per day.
According to internal projections, if that montum continued, the park could break even within just three to four years—a figure almost unheard of in the current global economy.
Even the Tokyo city governnt was a little envious.
When they first negotiated with Gastar, they had agreed to waive all taxes for one year to support the park's construction and early operations.
At the ti, their most optimistic revenue estimate had been $100 million annually, considering the economic downturn.
But they had clearly underestimated gars' spending power.
These visitors were not only happy to spend—they seed enchanted by the park. As if video gas held a kind of magic.
Or maybe it was that Gastar Electronic Entertainnt knew exactly how to please gars.
Their gas were consistently the best. And this the park—unlike any other—had been designed around what gars actually dread of.
And when the experience matched their imaginations, they opened their wallets without hesitation.
Many guests thought, "Since I've co all this way, I might as well go all out. I'll just be frugal for the rest of the year."
So when the city saw Gastar's reported revenue—and realized that all of that clean, hefty cash flow was tax-free for the entire year—their tax departnt was beyond envious.
But the city soon ca to terms with it.
While they couldn't tax the park itself, the tourists it attracted didn't only spend money there.
They booked hotels. They ate at restaurants. They explored other parts of Tokyo.
All of that generated taxable inco—and that ant the city still benefited.
Once they understood this, Tokyo's governnt doubled down on promoting the park, recognizing it as their biggest new opportunity to grow revenue.
And after a year, once the tax exemption expired, they would finally get a piece of the park's earnings.
With more revenue ca more possibilities.
anwhile, Gastar Electronic Entertainnt had already ford a dedicated the park managent division.
They were now preparing for Phase Two and Phase Three of the park's developnt.
All current profits would be imdiately reinvested into expanding the park.
Their goal? To complete all expansions in ti to capitalize on the 2020 Tokyo Olympics.
Takayuki had already outlined the Phase Two the: Final Fantasy.
With total ga sales comparable to Super Mario, and with titles like Final Fantasy VII and its successors each selling tens of millions of copies, it was a franchise with massive global appeal.
Phase Three and beyond?
Those would be decided by public vote, allowing gars from around the world to cast ballots online to determine the next IP to be featured in future the park expansions.
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