At worst they’ll have a harder time justifying capex investments. It could get to the point where we only see one or two big new coasters for the chain per year like we were seeing with legacy CF before the merger. It’s going to get harder and harder to justify spending $30-50 million on a big new coaster. Any creditor will (justifiably) raise their eyebrows at it and the results need to be explained to them in tangible points. How long does it take for a park to return that investment?
They can quantify it with increases in attendance, pass sales, in-park spending, passholder per capita spending. But does a 10% increase in all those things get you anywhere close to $30 million? Especially since returns diminish and more capex investments may be needed to retain the new attendance levels, let alone sustain the growth.
Long-term growth is good for the shareholders, but maybe they just need to limit new capex, run the profitable parks as is, and focus on repaying their debts for a couple years. If they get their liabilities down enough then they’ll have more freedom to do what they want.