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Paramount Parks

Paramount Parks was an American theme park operating division that managed five major regional amusement parks across the and from 1993 to 2006. Headquartered in , at its flagship Paramount's property, the company focused on family-oriented attractions, roller coasters, and themed experiences tied to Paramount's film and television properties, such as , , and . During its operation, Paramount Parks attracted millions of visitors annually and introduced numerous innovations, including media-licensed rides and seasonal events, before being sold to , L.P., for $1.24 billion in cash on June 30, 2006. The division originated from Paramount Communications Inc.'s strategic expansion into the amusement industry to leverage its entertainment assets against competitors like Disney. In August and October 1992, Paramount acquired and full ownership of Kings Island near , , for approximately $400 million, gaining control of four established parks: Kings Dominion in Doswell, Virginia; California's Great America in ; Carowinds in ; and a partial stake in Canada's Wonderland near , . This deal marked Paramount's entry into theme park ownership, with plans to re-theme attractions using its motion pictures, television, and publishing portfolio. In May 1993, Paramount completed the acquisition of the remaining 80% stake in Canada's Wonderland from JDS Investments Ltd. for an undisclosed amount (part of a broader $52 million transaction for the Canadian property), bringing the total portfolio to five parks and enabling cross-promotions with and other Viacom brands following the 1994 merger of Paramount Communications into Viacom Inc. Under Viacom (and later after the 2006 corporate split), Paramount Parks emphasized branded entertainment, adding rides like Italian Job: Stunt Track at in 2000 and Borg Assimilator (later renamed) at , while maintaining operational headquarters at . The sale to in 2006 allowed the parks to retain their locations and core attractions but shifted focus away from licensing toward independent operations, with gradually removing Paramount branding by early 2007.

History

Formation

In 1992, Paramount Communications Inc. acquired Kings Entertainment Company (KECO), a subsidiary originally formed by Taft Broadcasting, for $400 million, gaining ownership of four major U.S. theme parks—Kings Dominion in Virginia, Great America in California, Carowinds in North Carolina, and Kings Island in Ohio—along with a 20 percent stake in Canada's Wonderland. This transaction marked Paramount's entry into the amusement park industry, with the company viewing theme parks as a strategic extension of its entertainment operations to distribute and monetize its creative assets. By September 1993, the acquired properties were reorganized under the newly established Paramount Parks division, which focused on managing and enhancing these existing facilities rather than developing new ones from scratch. Paramount Parks established its headquarters at the location in , centralizing operations for its portfolio of parks. Following Paramount Communications' acquisition by Viacom Inc. in 1994 for approximately $10 billion, the division became a of the enlarged Viacom entity, aligning it more closely with broader interests while maintaining its emphasis on operational efficiency in theme park management. From its inception, Paramount Parks aimed to integrate the parent company's film and television intellectual property to differentiate its offerings, such as re-theming rides with elements from Paramount's library including Hanna-Barbera characters like the Flintstones and Jetsons, as well as introducing attractions tied to movies like Days of Thunder and Wayne's World. This approach sought to create immersive experiences that bridged cinematic storytelling with physical amusement, boosting visitor engagement and revenue through familiar branded content.

Acquisitions

In 1992, Paramount Communications Inc. acquired (KECO) for $400 million, thereby entering the theme park industry and obtaining full ownership of four major North American amusement parks: in ; in ; in ; and Great America in , along with a 20 percent stake in near , . This transaction integrated the acquired properties into Paramount's broader entertainment division, which encompassed film production and other leisure assets under the umbrella. The following year, in May , Paramount completed its control over the fifth park by purchasing the remaining 80 percent interest in from JDS Investments Ltd. for approximately $52 million, achieving full ownership of all five properties. These acquisitions formed the foundational portfolio of Paramount Parks, a dedicated operating division established to oversee the parks as synergistic extensions of 's media empire. As part of its strategy to align the parks with its brand identity, Paramount implemented a initiative starting with the season, prefixing each park's name with "Paramount's"—resulting in names such as and —while became Paramount Canada's Wonderland to reflect its location. This move emphasized the integration of Hollywood-themed elements drawn from Paramount's film library into the parks' offerings. Beyond its core holdings, Paramount Parks took on minor management roles for select international and regional attractions in the early . From 2003 to 2006, it operated Bonfante Gardens, a family-oriented horticultural theme park in , under a with the City of Gilroy, focusing on day-to-day operations until the agreement transferred to following its acquisition of Paramount Parks. Similarly, Paramount managed , a Mediterranean-themed park in , , starting in 2003 through a partnership with regional authorities, during which it was temporarily branded as Terra Mítica, A Paramount Park, before management reverted in 2004 amid operational challenges.

Operations

Paramount Parks operated from 1993 to 2006, managing a portfolio of five major regional theme parks and one themed attraction across , with annual attendance peaking at over 13 million visitors in the mid-2000s. Following Viacom's split into separate companies in late 2005, Paramount Parks became part of , under which it continued operations until the 2006 sale. The company's operations focused on delivering family-oriented , drawing crowds through a mix of rides, shows, and events, while adapting to regional markets in the United States and . During this period, the parks collectively generated revenues that reached $409.9 million in 2004, reflecting a 9% increase from $375.8 million in 2003, primarily driven by higher visitor numbers despite softer per capita spending. To sustain growth and competitiveness, Paramount Parks invested hundreds of millions of dollars in expansions, including new rides, upgrades, and facility enhancements across its properties. Annual capital expenditures averaged around $45 million, supporting initiatives like ride modernizations and park improvements to boost capacity and appeal. These investments were strategic, aiming to leverage the company's media ties for themed attractions while addressing wear from high usage, though they strained resources amid broader corporate priorities. Operations faced significant challenges from intense competition with dominant players like and , which offered year-round destinations and expansive resorts, contributing to inconsistent profitability for Paramount's seasonal parks. Revenues fluctuated due to economic conditions, , and local leisure alternatives, with the parks division representing a modest 18% of Viacom's overall segment in 2004. Despite attendance highs, profitability remained uneven, as higher fixed costs for maintenance and offset gains from peak seasons. Paramount Parks managed seasonal operations by aligning park openings with warmer months, typically May through September, to capitalize on peak visitation while minimizing off-season expenses. Staffing relied heavily on seasonal hires, peaking at thousands per park during summer to handle crowds, with training programs emphasizing and operational efficiency. Safety protocols were rigorous, incorporating daily ride inspections, compliance with industry standards from organizations like the International Association of Amusement Parks and Attractions (IAAPA), and emergency response procedures to ensure guest protection across all facilities.

Properties

North American Amusement Parks

Paramount Parks operated five major amusement parks across from 1993 to 2006, following the completion of its acquisition of the properties from and related stakeholders. These parks— in , in , in , in and , and in —served as regional entertainment hubs, drawing millions of visitors annually through a mix of classic and modern thrill rides, family attractions, and seasonal events. Acquired initially through a $400 million deal announced in July 1992 and finalized in 1993, the portfolio formed the core of Paramount Parks' operations, emphasizing movie-themed integrations while maintaining their status as key leisure destinations in their respective markets. Paramount's Kings Island, located in Mason, Ohio, near Cincinnati, was one of the flagship properties acquired in the 1993 deal, spanning 364 acres and featuring over 80 attractions during the Paramount era. Opened originally in 1972, the park underwent significant expansions under Paramount ownership, including the 2000 introduction of , a wooden billed as the tallest and fastest of its kind at the time, which served as a thematic and enhancement to the park's iconic wooden roller coaster, —itself a record-breaking ride since its 1979 debut that sprawled over 7,359 feet through wooded terrain. These developments reinforced 's reputation as a premier Midwest amusement destination, with annual attendance exceeding 3 million visitors by the mid-2000s. The park had 14 roller coasters by the end of the Paramount era. Paramount's Kings Dominion, situated in Doswell, Virginia, about 20 miles north of , covered 400 acres and integrated its amusement offerings with adjacent facilities to create a comprehensive family outing experience. Acquired as part of the 1993 portfolio, the park, which debuted in , focused on thrill-seeking elements like its steel roller coasters and live entertainment. The park's operational model emphasized diverse ride portfolios, contributing to its role as a regional anchor with strong draw from the , and areas. It had 11 roller coasters by the end of the Paramount era. In , Paramount's Great America occupied 100 acres in the heart of and was rebranded following the 1993 acquisition to align with Paramount's cinematic branding. Key features included , a stand-up roller coaster that opened in 1991 and remained a signature thrill ride through the Paramount years, twisting riders through four inversions at speeds up to 55 mph. The park also developed family-oriented zones with licensed themes, enhancing its appeal to local Bay Area families and tourists, with attendance figures highlighting its status as Northern 's leading amusement venue. It had 9 roller coasters by the end of the Paramount era. Paramount's , straddling the North Carolina-South Carolina border near , served as the corporate for Paramount Parks and was acquired in 1993 as a of . Spanning 398 acres, the park, established in 1973 to celebrate the Carolinas' bicentennial, emphasized regional pride through attractions like its roller and seasonal festivals, with early Paramount-era investments enhancing its profile as the Southeast's top thrill destination. Its dual-state location and headquarters status underscored its strategic importance, attracting over 1.5 million visitors yearly. It had 11 roller by the end of the Paramount . Paramount Canada's Wonderland, in , , just north of , was the largest of the North American parks at approximately 300 acres and fully integrated into the Paramount portfolio in after acquiring the remaining stake. Known for its expansive layout with over 200 attractions, including 15 roller coasters by the end of the Paramount era, the park—opened in —positioned itself as Canada's premier seasonal amusement venue. It consistently ranked as North America's most-visited seasonal park, pulling in nearly 4 million guests annually. Across all five parks, Paramount Parks implemented shared operational strategies, including extended seasonal operations from spring through fall to maximize attendance and regional accessibility via highway proximity and group ticketing programs, fostering loyalty among local populations while leveraging cross-promotions for broader North American appeal. These traits enabled to generate over $250 million in annual revenue by the early , solidifying its position as a competitive force in the amusement industry.

Water Parks

Paramount Parks incorporated water attractions into several of its North American properties, emphasizing family-oriented aquatic experiences that complemented the main amusement areas during peak summer seasons. These facilities typically operated seasonally from late spring through early fall, capitalizing on warm weather to draw regional visitors seeking relief from the heat. At Paramount's in , the water park opened in 1992 as Hurricane Reef, featuring slide complexes, lazy rivers, and wave pools designed for thrill-seekers and families alike. In 1998, it was rebranded as WaterWorks, with expansions that included additional body slides and a children's play area to enhance its appeal as an integrated summer destination. This 20-acre facility attracted significant attendance during its operational months, contributing to the park's overall summer draw of over 2 million visitors annually in the late 1990s and early 2000s. Paramount's Carowinds, straddling the North Carolina-South Carolina border near , developed its starting in the late 1980s, initially as Riptide Reef in 1989 with and family slides. Under ownership from 1993, it underwent a $7.5 million expansion in 1997, renaming to WaterWorks and adding a 600,000-gallon , , and multiple tube slides to boost capacity and family-friendly features. Later rethemed as Boomerang Bay in 2007 after the sale to , the 16-acre area focused on seasonal summer operations, helping drive ' attendance to nearly 2 million guests per year by the early 2000s. California's Great America in Santa Clara featured Splashdown, an integrated water area with regional features like log flume splashdowns and interactive fountains, evolving under Paramount from 1992 onward. In 2004, Paramount announced a major expansion tripling the water park's size to create Boomerang Bay, incorporating Australian-themed elements such as a large , speed slides, and a across 15 acres, aimed at extending summer visitation. These additions underscored Paramount's strategy of enhancing aquatic amenities to support the park's seasonal peaks. Kings Island near Cincinnati, Ohio, introduced WaterWorks in 1989 as a standalone 35-acre water park adjacent to the main amusement area, complete with 36 waterslides, tropical lagoons, leisure pools, and rushing rivers. During Paramount's tenure from 1993 to 2006, it received significant upgrades, including a 2004 retheming to Crocodile Dundee's Boomerang Bay with new raft rides, mat racers, and expanded wave pools to align with movie licensing themes. The facility's summer-only operations emphasized high-volume attendance, integrating seamlessly with the park's overall 3 million annual visitors in the mid-2000s.

Other Attractions

One of the most prominent non-traditional attractions operated by Paramount Parks was : The Experience, an immersive themed exhibit that opened in January 1998 at the . Developed in partnership with the , the 65,000-square-foot attraction featured a walk-through showcasing authentic Star Trek props and costumes, interactive simulations of the franchise's timeline, and encounters with costumed actors who engaged visitors in scripted and improvisational role-play. The core experience included the Klingon Encounter simulator ride, where guests boarded a recreated bridge for a time-travel narrative involving temporal anomalies, followed by actor-led debriefings in a recreated Deep Space Nine promenade. In 2004, Paramount Parks added the Borg Invasion 4D, a motion-based theater show blending visuals, scents, and effects to simulate assimilation by the Borg collective. The attraction also incorporated dining at Quark's Bar and Grill, themed after the bartender from , complete with menu items inspired by the series. Operated initially by Paramount Parks and then by following the 2006 acquisition until its closure on September 1, 2008, the experience drew millions of visitors seeking interactive engagement with Paramount's . Paramount Parks entered into a management agreement for Bonfante Gardens, a family-oriented theme park in , starting March 1, 2003, under a five-year focused on operations, marketing, finance, and human resources. Originally developed by Michael Bonfante and opened to the public on June 15, 2001, the 536-acre park emphasized horticultural displays, gentle rides, and circus-themed areas amid its collection of mature, specimen trees planted since the 1940s. Under Paramount's oversight, the park maintained its non-thrill focus, with enhancements to visitor amenities and promotional ties to nearby Paramount's Great America, but did not undergo significant retheming to Paramount intellectual properties. The management deal ended in 2007, after which the park rebranded as Family Theme Park and transitioned to city ownership, preserving its garden-centric identity. In Europe, Paramount Parks managed Terra Mítica, a Mediterranean-themed amusement park in Benidorm, Spain, under a short-term agreement beginning in 2003. Opened in July 2000 and initially operated by the Comunidad Valenciana regional government, the park featured zones inspired by ancient civilizations such as Egypt, Greece, Rome, and Iberia, with attractions including coasters like Magnus Colossus and interactive shows. During Paramount's tenure, it was rebranded as "Terra Mítica: A Paramount Park," incorporating operational expertise from Paramount's North American properties to improve guest flow and entertainment programming, though without extensive integration of Paramount film themes. Management reverted to the regional authorities in late 2004, after which the park continued under local ownership. Beyond these sites, Paramount Parks facilitated unique visitor experiences leveraging Paramount intellectual properties, such as film memorabilia displays integrated into exhibits. For instance, : The Experience highlighted authentic artifacts from the franchise's productions, including costumes worn by actors like and sets from , allowing guests to immerse in cinematic history through tactile and visual storytelling. These elements emphasized narrative depth over adrenaline, distinguishing them from the company's core amusement offerings.

Branding and Theme

Movie-Themed Integration

Paramount Parks began integrating its film intellectual properties into amusement attractions during the mid-1990s, leveraging popular movies to create immersive experiences that combined cinematic storytelling with thrill rides. This approach started with additions like the "Top Gun" at Paramount's Great America in 1993 and "Days of Thunder" simulators at Paramount's Great America in 1994, aiming to capitalize on the studio's franchises to enhance park offerings. A key example was Star Trek: The Experience, an interactive attraction that opened in 1998 at the Las Vegas Hilton under Paramount Parks' operation. Guests embarked on a transporter and explored a recreated Deep Space Nine promenade, blending narrative elements from the universe with exhibits, shows, and character interactions to immerse visitors in the franchise's sci-fi world. This $70 million project exemplified early efforts to transport movie lore directly into themed entertainment. In the early 2000s, Paramount Parks expanded this integration with action-oriented rides tied to contemporary films. Tomb Raider: The Ride debuted at on April 6, 2002, featuring a HUSS Top Spin platform in a darkened temple setting with pyrotechnics, water effects, and laser lighting inspired by the video game adaptations starring . Costing over $20 million, the attraction simulated Lara Croft's adventures through ancient ruins, incorporating film clips and thematic overlays to heighten the adrenaline-fueled narrative. Similarly, : Stunt Track launched at in 2005, recreating the 2003 film's high-speed chase with multiple linear induction motor launches, helicopter effects, explosions, and Mini Cooper-themed trains reaching 40 mph. A variant, Italian Job: Turbo Coaster, followed at in 2006. These rides highlighted Paramount's strategy of adapting movie climaxes into multi-sensory coaster experiences. This movie-themed integration served to differentiate Paramount Parks from thrill-centric competitors like and by emphasizing family-oriented, story-driven attractions that blended cinema with physical thrills. Themed areas and occasional character meet-and-greets, such as those featuring Star Trek personnel or Tomb Raider-inspired elements, broadened appeal to diverse demographics, including film fans and families seeking narrative depth alongside excitement. By focusing on immersive theming, Paramount aimed to boost guest satisfaction and per capita spending, contributing to sustained attendance growth during the era.

Licensing Agreements

Paramount Parks, operating as a of Viacom (and later after the 2006 split), had direct access to the company's owned intellectual properties, enabling seamless integration of themes from Paramount films such as and into park attractions without requiring external licensing. This internal ownership facilitated cost-effective theming, exemplified by roller coasters and simulators directly inspired by these aviation and racing movies. The parks also established partnerships for external intellectual properties to enhance family-oriented areas, including licensing agreements for characters, which powered dedicated children's zones like at multiple locations through the early 2000s. Similarly, Nickelodeon themes were incorporated via internal Viacom synergies, leading to expansive sections starting in the 2000s, featuring characters from shows like . These arrangements allowed for branded play areas and rides while adhering to usage guidelines set by the IP holders. Following the 2006 acquisition by Entertainment Company, the transaction included a 10-year licensing agreement for branding and intellectual property, effective from 2006 to 2016, alongside a separate 4-year license for themes. These post-sale licenses featured revenue-sharing models, with paying royalties based on a percentage of the parks' gross revenues to Viacom. Restrictions under these agreements limited alterations to IP elements, required brand consistency, and prohibited sub-licensing, ensuring controlled application across the properties.

Sale and Aftermath

Acquisition by

In January 2006, following the split of Viacom into two entities, the newly formed announced its intention to divest Paramount Parks, as the amusement park division did not align with its core and entertainment focus. On May 22, 2006, , L.P., a Sandusky, Ohio-based operator of regional parks, entered into a definitive agreement to acquire Paramount Parks from for $1.24 billion in cash, a move that leveraged 's expertise in management to expand its portfolio and national footprint. The acquisition included five major parks—, , , , and —along with associated water parks and resorts, nearly doubling 's annual attendance to approximately 25 million guests and revenue to nearly $1 billion based on 2005 figures. The deal terms encompassed the transfer of all park assets and operations, financed primarily through $2.095 billion in senior secured credit facilities, including term loans and revolvers, supplemented by a $250 million offering. Paramount Parks employees transitioned to , with integration efforts focusing on aligning staffing levels and implementing the acquirer's personnel and wage structures across the properties, while maintaining operational continuity to avoid disruptions during the 2006 season. Additionally, the agreement granted licensing rights to use and intellectual property for 10 years and characters for 4 years, subject to royalty payments on net sales, allowing continued themed attractions featuring franchises like and during the transition period. The acquisition closed on , 2006, pending regulatory approvals, marking the end of CBS's brief ownership of the parks and the beginning of 's expanded operations. Initial integration proceeded smoothly, with 's management emphasizing minimal changes for the remainder of the 2006 operating season to preserve guest experiences, though challenges arose in harmonizing operational systems, such as point-of-sale and ticketing processes, across the legacy and properties. This phase involved cross-training staff and standardizing safety and maintenance protocols, setting the stage for long-term synergies in a unified portfolio.

Removal of Paramount References

Following the acquisition of Paramount Parks by in June 2006, the new owner initiated the phase-out of Paramount branding across the properties to align them with its own operational model and avoid ongoing licensing fees. opted not to renew the Paramount theme license beyond the initial period, beginning the removal of the "Paramount's" prefix from park names starting in January 2007. For instance, Paramount's Kings Island reverted to simply , Paramount's Kings Dominion became , and similar changes occurred at , , and , with the logo added to signage. This rebranding extended to attractions and themed areas, where Paramount- and CBS-licensed intellectual properties were systematically de-themed during the 2007 season. Ride names tied to Paramount films or shows, such as those inspired by or , were renamed to generic or family-oriented titles, while signage, maps, and merchandise were updated to eliminate references. The process was completed by the end of 2007, marking the full integration of the former Paramount Parks into the portfolio without the movie studio's branding. Nickelodeon-themed zones, a key family draw in the parks, underwent retheming starting in 2009 after 's four-year license expired without renewal. These areas, previously featuring characters like and rides such as , were converted to -themed attractions by the 2010 season. Examples include the transformation at , where the kid's section added characters like and for meet-and-greets, stage shows, and rebranded coasters, a change also implemented at , , , and . cited the proven success of licensing in its legacy parks as the rationale for the shift. The original acquisition agreement included a ten-year for , set to expire in 2016, though had already terminated most uses by 2007 to forgo annual fees. Some elements, like the , were retained briefly until their 2010 conclusion, allowing a transitional period for family attractions. By 2016, all -related rights had legally lapsed, solidifying the parks' independence from the former owner's .

International Efforts

European Projects

In late 2001, Paramount Parks entered into a four-year agreement with , a theme in , , that had opened the previous year. Under the deal, Paramount assumed responsibility for all park operations, including rides, shops, restaurants, sales, marketing, maintenance, and human resources, while receiving compensation based on a fixed fee plus performance incentives, with plans to acquire a shareholder stake. The park was rebranded as : A Paramount , aligning it with Paramount's movie-themed portfolio, and during this period, operational enhancements included the addition of new attractions such as the (later renamed Titanide) in 2003 to boost visitor appeal. Despite these efforts, struggled with financial challenges stemming from high construction costs and lower-than-expected attendance, leading to ongoing losses. The management contract was terminated in amid the park's deepening debt crisis, after which exited the arrangement, and filed for the equivalent of protection with approximately €218 million in liabilities. Following the 2006 sale of Paramount Parks to , (successor entities including Paramount Licensing Inc.) pursued further international licensing opportunities. In a later European initiative, Paramount Licensing Inc. announced a partnership in June 2019 with The London Resort, a proposed complex on the 535-acre Swanscombe Peninsula in , , to incorporate Paramount's intellectual properties—such as brands from , , and —into themed rides and experiences. This deal revived Paramount's involvement after it had withdrawn from the project in 2017, when the development was initially known as London Paramount and slated for a 2022 opening. The resort envisioned a two-phase rollout, with the first phase targeting a 2024 debut featuring family-oriented attractions and the second phase expanding by 2029 with additional hotels, a , and event spaces. Construction was anticipated to begin in 2021, but the project encountered repeated delays due to planning disputes, environmental concerns, and funding issues, with no significant groundwork completed by the early . Ultimately, in October 2024, Paramount Licensing petitioned the to wind up London Resort Company Holdings over an unpaid £13.5 million licensing fee, resulting in a January 2025 to liquidate the company and formally cancel the development.

Asian Developments

Paramount's initial foray into Asian theme park development began in 2007, after the sale of Paramount Parks, when Viacom's announced a with South Korea's Motor Sales to build a $1 billion movie-themed park and resort in Incheon's Songdo International City, slated for a 2011 opening. The project, envisioned as the first Paramount-branded theme park globally, was to feature attractions based on films like and Transformers, along with a hotel, , and shopping areas, but it was ultimately scrapped due to financial and developmental challenges by the early . In 2018, Paramount revived its Korean ambitions through a licensing deal with Mohegan Gaming & Entertainment for the Inspire Integrated Resort in , where a 510,000-square-meter Paramount Movie Park was planned to open in 2025 as part of the complex's Phase 1B. The park was to include zones themed around Paramount intellectual properties such as , , and characters, integrated with the resort's casino, hotels, and entertainment facilities. However, construction delays and shifts in project priorities led to the resort's partial opening in 2023 without the theme park component, effectively shelving the initiative. More recently, in October 2024, entered a new licensing agreement with South Korea's Group to develop the Hwaseong International Theme Park within the 4.23-square-kilometer Star Bay City complex in Province, approximately 45 kilometers from . This $6.6 billion project, spanning phases through 2050, will feature Paramount-themed attractions drawing from franchises like , , and properties such as , alongside a , hotels, residential areas, and commercial spaces designed to attract up to 30 million visitors annually. As of November 2025, groundbreaking is scheduled for the second half of 2026, with the theme park's first phase targeted for a 2030 opening. Beyond Korea, Paramount pursued expansion in with a 2021 memorandum of understanding alongside Indonesian developer PT Kios Ria Kreasi to construct 's largest theme park in West Bali's Pekutatan District. The 92-hectare site, involving MNC as of 2025, incorporates a Paramount-licensed theme park, , and resort with rides inspired by films like Transformers and Teenage Mutant Ninja Turtles, aiming to boost Bali's as a global entertainment hub. Despite environmental concerns and permitting hurdles, land development approvals were secured by mid-2025, with groundbreaking anticipated in late 2025 or early 2026 and an opening projected no earlier than 2027.

Proposed Properties

Unbuilt North American Parks

During its tenure from 1993 to 2006, Paramount Parks prioritized the acquisition and retheming of existing amusement properties over the development of new greenfield parks in . This approach was evident in the company's initial entry into the industry, when Communications announced in July 1992 its intent to purchase four established theme parks—Kings Island, , , and Great America—from the Kings Entertainment Company for $400 million, along with a 20 percent stake in . The strategy allowed Paramount to rapidly expand its portfolio by leveraging pre-existing infrastructure, attendance bases, and regional markets, rather than investing in the higher-risk, capital-intensive process of building parks from scratch. Internal discussions and planning at Paramount emphasized focusing resources on enhancing acquired properties with movie-themed attractions and intellectual property integrations, deprioritizing standalone new park developments. This shift was influenced by the competitive landscape of the theme park industry, where operators like and dominated greenfield projects, leaving regional players like Paramount to consolidate through buys. As a result, no new North American parks were constructed under Paramount's ownership, with efforts instead directed toward expansions at existing sites. The 2001 recession played a pivotal role in halting these unbuilt initiatives, as it led to widespread attendance declines across the North American theme sector. Industry-wide, visitor numbers at major parks dropped by 5 to 8 percent in key quarters, with overall growth slowing to just 2 to 3 percent for the year compared to stronger pre-recession figures. Paramount Parks experienced similar pressures, with reduced on discretionary prompting the suspension of expansion feasibility studies and a focus on cost management. By 2002, nearly 60 percent of large parks reported year-over-year attendance decreases, exacerbating the economic environment that made ambitious North American projects unviable. This downturn contributed to Paramount's eventual sale of its parks to in 2006.

International Proposals

During the 1993-2006 period, Paramount Parks did not advance any significant proposals for new international properties, maintaining a focus on its North American portfolio. While the parent company Viacom explored broader media licensing opportunities abroad, no themed park or resort developments tied directly to the Parks division materialized before the 2006 sale to . Post-sale licensing agreements, such as those for Paramount-branded attractions in other regions, fell outside the scope of the former operating division's activities. This strategic emphasis on domestic operations aligned with the company's overall refocus on core entertainment assets leading up to the divestiture.

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