91. Roller Coasters

Summary

The Economics of Everyday Things: Episode 91 - Roller Coasters

Introduction

In Episode 91 of The Economics of Everyday Things, host Zachary Crockett delves into the thrilling world of roller coasters, exploring not just the exhilarating experiences they offer but also the intricate economics behind their creation and maintenance. Through insightful interviews with industry experts like Cory Kiepert, an engineer and partner at the Gravity Group, and Dennis Spiegel, founder of International Theme Park Services, the episode unpacks the significant investments theme parks make in roller coasters and the returns they seek from these monumental attractions.

---

Cory Kiepert: Crafting Wooden Wonders

Growing Up with Coasters

Zachary Crockett introduces listeners to Cory Kiepert, a passionate roller coaster enthusiast whose fascination began in his childhood in Detroit. Kiepert's mechanical curiosity led him to dismantle household items and even build a miniature theme park from cereal boxes in his brother's closet. This early passion culminated in his involvement with the American Coaster Enthusiasts and ultimately inspired him to pursue a career in roller coaster design.

Cory Kiepert [03:55]: "I really want to do that, and someone has to do it. Why can't it be me?"

Establishing the Gravity Group

After earning a master's degree in mechanical engineering, Kiepert co-founded the Gravity Group in 2002. Over two decades, his firm has designed 30 new roller coasters, all crafted from wood—a choice that distinguishes his creations in an industry dominated by steel tracks.

Cory Kiepert [04:24]: "I think that there's just something magical about wood... Rides that are over 100 years old... they're still relevant today."

---

The Roller Coaster Design Process

From Concept to Creation

Designing a roller coaster is a multifaceted endeavor involving designers, accountants, construction crews, and engineers. Kiepert explains that the process begins with understanding the theme park's vision and clientele. Using advanced computer software, Gravity Group simulates roller coaster designs, ensuring they meet both safety standards and the desired thrill factor.

Cory Kiepert [08:07]: "We put together a couple ride concepts and see where it goes."

Engineering Precision

The design relies heavily on physics, particularly concepts like potential and kinetic energy, gravity, and centripetal acceleration. Kiepert emphasizes the importance of balancing safety with excitement, ensuring that each coaster delivers a thrilling experience without compromising rider safety.

Cory Kiepert [08:58]: "A lot of roller coaster design is just basic physics... manipulating that [centripetal acceleration] has a lot to do with when you're going through your curves."

Construction Innovations

Traditionally, roller coaster tracks were assembled onsite, often manually cut and shaped. Today, Gravity Group utilizes precision manufacturing in warehouses, producing track segments that are then shipped and assembled by specialized field crews. This modern approach increases efficiency and accuracy in construction.

Cory Kiepert [11:10]: "It's like sending a Lego set where there are all these different pieces, and then we have drawings on how to put it all together."

---

Economics of Building Roller Coasters

Investment and Returns

Building a roller coaster is a significant financial commitment for any theme park. Initial investments can range from a few million to upwards of $50 million for top-tier steel coasters. The Gravity Group highlights that the right coaster can recoup its costs multiple times over by attracting more visitors.

Zachary Crockett [02:57]: "But the right coaster in the right place can make back its cost many times over."

Return on Investment (ROI)

Dennis Spiegel, a seasoned consultant in the theme park industry, explains that calculating ROI isn't straightforward. Instead of a fixed formula, success is gauged by the increase in park attendance and the additional revenue generated from that uptick.

Dennis Spiegel [20:14]: "I'm hoping... to see somewhere in the neighborhood of a 5 to 7% increase in attendance."

For instance, a park adding a $25 million coaster and seeing a 5% increase in visitors (150,000 additional guests) could generate an extra $15 million in revenue annually, assuming an average guest spend of $100.

Long-Term Value

Beyond initial returns, well-maintained coasters can provide sustained revenue. Iconic rides like the Cyclone at Coney Island, built in 1927, continue to draw thousands of riders each year, showcasing how historical attractions can remain profitable over decades.

Dennis Spiegel [22:28]: "Every time I go up to that area, I ride it again and I'm sitting there screaming like everybody else."

---

Maintenance and Lifespan

Ongoing Costs

After construction, roller coasters require diligent maintenance and regular safety inspections, which can be costly. Spiegel notes that daily inspections and continuous upkeep are essential to ensure safety and longevity, with annual maintenance costs potentially reaching six figures.

Dennis Spiegel [21:38]: "We look at the entire length of the tracks and that takes money."

Determining Lifespan

Theme parks must balance the durability of their attractions with the evolving preferences of their guests. When a coaster no longer draws significant crowds or occupies valuable real estate, it may be dismantled or repurposed. Some coasters, like Tzonga, have been relocated multiple times, offering parks an affordable option to refresh their attractions without the cost of new builds.

Dennis Spiegel [23:24]: "When we believe that it has served its purpose and it's not as popular as it once was, you'll see us take a ride out."

---

Consultant Dennis Spiegel: Evaluating Viability

Assessing Financial Feasibility

With over 500 theme park projects under his belt, Dennis Spiegel plays a crucial role in determining the financial viability of new roller coasters. He works with both destination parks like Disney and Universal Studios and regional parks that rely heavily on attractions to draw local visitors.

Dennis Spiegel [17:15]: "I've actually flown 12 million miles... building and planning theme parks."

Competitive Landscape

Spiegel highlights the competitive nature of the industry, especially among major chains like Six Flags and Cedar Fair, which have collectively built over 250 roller coasters across 27 parks. The "arms race" to feature the longest, highest, and fastest coasters underscores the importance of standout attractions in attracting thrill-seekers.

Dennis Spiegel [18:39]: "It was an Armaments War... longest, highest, fastest, and the most coasters."

---

Future Trends and Innovations

Technological Advancements

The roller coaster industry continues to push the boundaries of engineering and design. Spiegel hints at upcoming innovations, such as the potential for 1,000-foot-high coasters, leveraging advancements that allow for unprecedented heights and speeds.

Dennis Spiegel [24:23]: "Technological advancements now to go there... a thousand-foot high roller coaster."

Maintaining Thrill Amid Saturation

Despite the continual drive for bigger and more intense coasters, Kiepert remains optimistic about the industry's future. He believes that as long as rides can deliver suspense and excitement, even as they grow taller and faster, they will continue to captivate audiences.

Cory Kiepert [25:04]: "People like to do something thrilling. They like the suspense."

---

Conclusion

Episode 91 of The Economics of Everyday Things offers a comprehensive exploration of the roller coaster industry, blending technical insights with economic analysis. Through the expertise of Cory Kiepert and Dennis Spiegel, listeners gain a nuanced understanding of the substantial investments theme parks make in roller coasters and the strategies they employ to ensure these attractions remain profitable and beloved by guests for generations. Whether it's the nostalgic charm of wooden coasters or the cutting-edge thrills of modern steel giants, roller coasters exemplify the complex interplay between engineering marvels and economic imperatives in the world of theme parks.

---

Notable Quotes

• Cory Kiepert [03:55]: "I remember reading an article in Smithsonian that talked about roller coaster designers. And then everything just kind of clicked where it's like, wow, I really want to do that, and someone has to do it. Why can't it be me?"

• Dennis Spiegel [20:14]: "I'm hoping... to see somewhere in the neighborhood of a 5 to 7% increase in attendance."

• Cory Kiepert [25:16]: "Then when they said, you may kiss the bride, they pressed go."

---

Final Thoughts

The Economics of Everyday Things masterfully unpacks the multifaceted aspects of roller coaster design and economics, making complex industry dynamics accessible and engaging. Whether you're a theme park enthusiast, an engineering aficionado, or simply curious about the business behind the thrills, this episode provides valuable insights into how these engineering feats shape and are shaped by economic forces.

Transcript

[Instagram Representative]

Introducing Instagram Teen Accounts. A new way to keep your teen safer as they grow. Like making sure they always have their seatbelt on.

[Zachary Crockett]

Alright, buckle up.

[Commercial Voice]

Good job.

[Instagram Representative]

New Instagram Teen Accounts. Automatic protections for who can contact your teen and the content they can see. Are you still quoting 30 year old movies? Have you said cool beans in the past 90 days? Do you think Discover isn't widely accepted? If this sounds like you, you're stuck in the past.

[Zachary Crockett]

Discovery.

[Instagram Representative]

Discover is accepted at 99% of places that take credit cards nationwide. And every time you make a purchase with your card, you automatically earn cash back. Welcome to the now it pays to Discover. Learn [e-mail] creditcard based on the February 2024 Nelson Report.

[Cory Kiepert]

For me, I mean, it starts in the station. You have a seat in the car and you let the lap bar. When that lap bar is locked down, I feel like Superman. You know, I start going up the lift hill. I'm like, this is cool, this is good. But then I'm like, wow, those seagulls are way down there and I'm way up here. There's something wrong here. My heart, it just starts beating a little bit and then the next thing you know, there's speed like you've never felt before. You're floating over a big hill and you just feel like, wow. I'm like that bird that I just saw him flying. After some ups and downs and being on your side, you just kind of come into the station and just hear people clapping and laughing, like straight up. You look ridiculous. A successful ride is one where you get off and you're like, I need to do that again.

[Zachary Crockett]

That's Cory Kiepert. He's one of many people, young and old, who enjoy riding roller coasters every year. And he's not just an enthusiast, he designs them for a living.

[Cory Kiepert]

I am an engineer and partner at the Gravity Group, a wooden roller coaster company.

[Zachary Crockett]

A new roller coaster often sets a theme park back tens of millions of dollars. It involves the labor of designers, accountants, construction crews and engineers like Kiepert. After it's built, it requires costly ongoing maintenance and safety checks. But the right coaster in the right place can make back its cost many times over.

[Dennis Spiegel]

In our industry, coaster is king. If you want to drive foot traffic to your park, you're going to put in a roller coaster.

[Zachary Crockett]

For the Freakonomics Radio Network, this is the economics of everyday things. I'm Zachary Crockett. Today, roller coasters. Growing up in Detroit, Cory Kiepert was curious about everything mechanical.

[Cory Kiepert]

When I was young, if There was a can opener in the house. I would get a screwdriver and start taking it apart. My mother did not enjoy that.

[Zachary Crockett]

He also loved roller coasters, so much so that he once built a miniature theme park out of cereal boxes in his brother's closet. As Kubert grew older, he joined the American Coaster Enthusiasts. It's an organization of more than 6,500 people who visit amusement parks all over the world. One day, he had an epiphany.

[Cory Kiepert]

I remember reading an article in Smithsonian that talked about roller coaster designers. And then everything just kind of clicked where it's like, wow, I really want to do that, and someone has to do it. Why can't it be me?

[Zachary Crockett]

Kiepert got a master's degree in mechanical engineering, and in 2002, he co founded his own roller coaster design firm, the Gravity Group. Over the past two decades, he's built 30 new roller coasters. More than 95% of today's new coasters are built with steel. But all of Kiepert's creations are made the old fashioned way from wood.

[Cory Kiepert]

I think that there's just something magical about wood in the sense that it sort of crosses all generations. Grandparents can look at a wooden roller coaster and remember yesteryear, you have rides that are over 100 years old that people still want to ride. They're still relevant today.

[Zachary Crockett]

For much of history, wood roller coasters were the only option on the market. The earliest coasters in America, built in the 1880s, were designed to mimic the transport tracks at coal mines. They were powered by gravity, and they carried riders over gentle slopes at about the speed of a leisurely bicycle ride. Throughout the 20th century, advancements were made in safety mechanisms and track design that allowed for faster speeds and more airtime. That floating sensation you get at the very top of a big hill right when you're descending. But the biggest shift came in 1959, when Disneyland unveiled the Matterhorn, the first coaster with a tubular steel track. Steel eventually opened the door for more twists and turns. You could be flipped upside down or spun around in ways that almost made you feel weightless. And the introduction of electrical systems like linear induction motors allowed for smoother and more powerful acceleration. Today's coasters come in all kinds of configurations. They can reach speeds of up to 149 miles an hour.

[Cory Kiepert]

Can I be over the track? Can I be under the track? Can I be in a flying position? Can I be sitting like I'm on a motorbike? Basically, we are trying to safely come up with different ways to restrain A body down a path at an exceedingly high speed. You want to do something that's completely safe, but it doesn't really seem like it's all that safe. I mean, it's to the point where what is the limit?

[Zachary Crockett]

Worldwide, there are now nearly 6,000 roller coasters in operation. They range from small kiddie coasters that look like caterpillars to stratocoasters that are more than 400ft tall. In a typical year, theme parks order somewhere in the neighborhood of 150 to 200 new coasters. And there are a handful of design and engineering firms around the world that fill the demand.

[Cory Kiepert]

In terms of wooden roller coasters, There are probably, like, three or four companies worldwide that do that. In terms of steel roller coasters, you, probably have somewhere in the 10 companies or less.

[Zachary Crockett]

A roller coaster is a complex piece of machinery Made up of many parts. There's the physical infrastructure, the track itself, the foundation that holds it up, and the train cars that passengers ride in. But there's also the rig that powers and programs the ride, the control system, the electrical grid, and the motors. Roller coaster manufacturers are often responsible for designing, manufacturing, and installing these parts. And it can be a long process.

[Cory Kiepert]

Nine to 12 months is probably a good, comfortable range For a nice little family coaster.

[Zachary Crockett]

When a theme park wants to build a new roller coaster, it typically puts out a request for proposal, Soliciting bids from design firms. Other times, the park operators might know exactly who they want to work with. If they want a classic wooden roller coaster, they might call up the gravity group.

[Cory Kiepert]

My favorite experience Is when we're called to visit a park and just kind of walk around and dream with the owner or the management, and you learn about what kind of clientele they want, how thrilling of an experience they want. And then based on that, we put together a couple ride concepts and see where it goes.

[Zachary Crockett]

In the old days, Designers would mock up roller coaster blueprints on paper. The engineer, Ron toomer, who designed more than 90 roller coasters in his lifetime, Used coat hangers to build models of his tracks. Today, the work is typically done with computer software. The gravity group has its own suite of programs, including one that's kind of like a more advanced version of the video game rollercoaster tycoon.

[Cory Kiepert]

A lot of roller coaster design Is just basic physics. You've got your potential energy, Kinetic energy, and you've got our good friend gravity. There's this other equation, Centripetal acceleration V squared over r. And how you manipulate that has a lot to do with when you're going through your curves, like how you're approaching banking.

[Zachary Crockett]

Most amusement park rides follow a set of international safety standards that regulate things like restraint systems, clearance heights, and acceleration speeds. To adhere to these standards, designers often have to implement restrictions for riders.

[Cory Kiepert]

It's a big challenge to make sure that people of all different body shapes and styles can safely fit in a vehicle. You have to say you have to be this height, or if you're above this size, maybe you're not able to safely ride. We're not trying to be mean. We know that if you're within these bounds, it's completely safe.

[Zachary Crockett]

Another thing designers always keep a close eye on is g force, the amount of acceleration your body is feeling at any given point in the ride.

[Cory Kiepert]

For a wooden roller coaster, the highest g force is in the range of like three, three and a half GS, typically on a wooden roller coaster. And that's like when you're going down and you're at the bottom of that valley, you're pushed into your seat so much that it feels like you're three and a half times your body weight. There are some steel looping roller coasters where, like, for an instant, you feel like you're starting to black out. And there you might be in the 4-5 GS for some duration.

[Zachary Crockett]

Once a design is simulated and approved by the park, the gravity group builds the track. Until fairly recently, this part of the process was done in the park.

[Cory Kiepert]

A few years ago, we did it the traditional way, and that would be you lay the board down, you might be 100ft in the air, you have some jigs, and you have a circular saw, and you cut that shape by hand.

[Zachary Crockett]

These days, they build it piece by piece in a giant warehouse near Cincinnati, Ohio.

[Cory Kiepert]

We have some really high level math where we take what the shape of that track would be curved and twisted, and we flatten it, and we're able to cut out that flat pattern shape that we then ship off to the parks. It's like sending a Lego set where there are all these different pieces, and then we have drawings on how to put it all together.

[Zachary Crockett]

The fabricated track, foundation beams, train cars, and control system are assembled by a specialized field crew, often overseen by Kiepert. The park is generally responsible for handling permits, site prep, electrical transformers, queue lines, and any customized theming. Say, a giant fiberglass mountain or an animatronic dinosaur. By the time all of this work is done, the total bill is often well into the millions. And as roller coasters have soared to new heights, so too have their price tags.

[Cory Kiepert]

If I go back to like 1927, the racer at Kennywood, I think that was like $75,000 for a big substantial roller coaster. And then if you go to 1989, the published rate for the Magnum XL200, the first hyper coaster was like 8 million. And then Millennium forced a giga coaster that was an estimated 25 million in the year 2000.

[Zachary Crockett]

These days it's not unheard of for a park to budget upwards of $50 million for a top of the line steel coaster. Falcon's Flight, a record breaking 639 foot tall coaster slated to open in Saudi Arabia later this year, will purportedly cost well into the nine figures. So how does a theme park justify spending all of this money on a single attraction? And how does it make sure that the investment will be as thrilling as the ride itself?

[Dennis Spiegel]

To tell you, here's the formula. If you put in a $10 million coaster, you're going to receive this kind of ROI versus a 20 million, you're going to get this kind of ROI. It doesn't work like that. It never has. And I've been asked that question for 50 years.

[Zachary Crockett]

That's coming up. The Economics of Everyday Things is sponsored by the Best One yet podcast. Did you know that Netflix is borrowing a growth hack from Ludacris? Or that blondes showing their natural brunette hair is an early indicator of a recession? Or why hot take coming Apple's next product should be an AI smart toilet, the iTushy. Every morning on the Best One Yet, Best Friends and ex Wall street guys Nick and Jack find the top three most interesting stories at the intersection of business and pop culture. Their show, formerly known as Robin Hood Snacks Daily, delivers takeaways and laughs in a digestible 20 minute episode to start your day. Whether you're aiming for that promotion, launching the next big thing, or just want to be the most interesting friend at brunch, the one who predicted the Apple Itushie. Start every morning with business news from the Best One yet, so follow the Best One yet wherever you get your podcasts. The Economics of Everyday Things is sponsored by indeed. You just realized your business needed to hire someone yesterday. How can you find amazing candidates Fast? Easy? Just use Indeed with Indeed's sponsored Jobs. Your post jumps to the top of the page for your relevant candidates so you can stand out and reach the people you want faster. There are no monthly subscriptions, no long term contracts, and you only pay for results. Join the 3.5 million employers worldwide that use Indeed to hire Great talent fast. There's no need to wait any longer. Speed up your hiring right now with Indeed and listeners of this show will get a $75 sponsored job credit. To get your jobs more visibility@ Indeed.com everydaythings just go to Indeed.com everydaythings right now and support our show by saying you heard about Indeed on this podcast. Indeed.com everyday things terms and conditions apply. Hiring Indeed is all you need. The Economics of Everyday Things is sponsored by Shopify. As a small business owner, you know that sometimes it can be super overwhelming. Every day seems to introduce a new decision that needs an answer. Finding the right tool that not only helps you out but simplifies everything can be such a game changer for millions of businesses. That tool is Shopify. Shopify is the commerce platform behind millions of businesses around the world and 10% of all e commerce in the US from household names to brands. Just getting started with hundreds of ready to use templates and AI tools, Shopify helps you build a beautiful online store and create content that matches your brand's style. And best yet, Shopify is your commerce expert with world class expertise in everything from managing inventory to international shipping to processing returns and beyond. If you're ready to sell, you're ready for Shopify. Sign up for your $1 per month trial and start selling today at shopify.com everydaythings go to shopify.com everydaythings shopify.com everydaythings when a theme park is trying to decide if a multi million dollar roller coaster is worth investing in, they often turn to someone like Dennis Spiegel.

[Dennis Spiegel]

I'm owner founder of International Theme Park Services and we're a consultancy to the global theme park industry.

[Zachary Crockett]

Spiegel is brought in to assess the financial viability of new rides. Over his 42 year career, he's been involved in more than 500 theme park projects in 55 countries.

[Dennis Spiegel]

I've actually flown 12 million miles, which is, somebody told me, to the moon and back 20 sometimes. And all of that was primarily for building and planning theme parks.

[Zachary Crockett]

Spiegel works with two kinds of clients. There are destination parks like Disney and Universal Studios, which people travel to from all over the world. But far more common is the regional theme park. A park in Kansas City, Missouri or Arlington, Texas doesn't get many international tourists. To attract a steady stream of visitors, it has to spend lots of money on exciting rides. And nothing brings people to the park like a roller coaster.

[Dennis Spiegel]

It is the single most popular ride in a theme park. I look at it as a generator. If you will.

[Zachary Crockett]

Until they merged last year, the two largest theme park chains in America, Six Flags and Cedar Fair, were in a battle to attract visitors. Between them, they built more than 250 roller coasters across 27amusement parks.

[Dennis Spiegel]

It was Armaments War who had the longest, highest, fastest, and the most coasters.

[Zachary Crockett]

Spiegel says that flashier coasters usually bring more attention to a park and can pull in thrill seekers from all over the country.

[Dennis Spiegel]

The type of coaster that's being selected is going to be of paramount importance. We're looking at length of the roller coaster, we're looking at the height of the roller coaster, we're looking at the speed of the roller coaster, we're looking at how many inversions the roller coaster might have. And then we're looking at what we believe will give us that greatest return.

[Zachary Crockett]

But measuring the return on a $25 million roller coaster isn't straightforward. Most theme parks have two major sources of revenue, the general admission tickets at the front gate and the money that a guest spends inside the park.

[Dennis Spiegel]

The average length of stay of a guest is about seven to eight hours. So you know you're going to get at least two meals out of them, and they're going to buy some drinks and some popcorn and some other snacks.

[Zachary Crockett]

Six Flags knows that between a ticket and food, the average guest will spend around 100 bucks during a day at the park. But it's hard to attribute that spending to a specific ride. Spiegel says the success of a new roller coaster is often measured indirectly through the bump in visitors a park sees after it's installed.

[Dennis Spiegel]

Let's say I've put in a $25 million roller coaster. I'm hoping, as the manager, to see somewhere in the neighborhood of a 5 to 7% increase in attendance.

[Zachary Crockett]

Let's say, hypothetically, a park has 3 million visitors in a typical year. It builds a hot new roller coaster that increases attendance by 5%. That's around 150,000 more guests. If those guests spend an average of $100 each, that's $15 million in additional revenue in the first year alone. And in an ideal situation, that roller coaster can generate buzz much longer.

[Dennis Spiegel]

We're looking at what I call the champagne effect of the bubbles, or the glide factor, which carries out two, three years. So if I put the ride in at 2025, I want to make sure that I've got a ride that's going to bring the people continuously in 26, 27, hopefully 28 and beyond, if we've done our job correctly. And the People come, we can tell if it's going to be a single, a double, a triple, or a home run. Pretty early in the game.

[Zachary Crockett]

Of course, after a Park recoups its $25 million, that new roller coaster isn't pure profit.

[Dennis Spiegel]

A coaster is inspected every day, first thing in the morning. If it's green tagged, it's ready to go. If it's red tagged, that means we're holding off and still have some things to look at until everything checked out. We look at the entire length of the tracks and that takes money. Depending on the type of ride, the size of the ride, annually, it could be well into the six figures.

[Zachary Crockett]

A well maintained roller coaster can deliver meaningful revenue over the long run. Take for instance, the Cyclone in New York's Coney Island. It was built in 1927 for around $100,000. And today thousands of people a year pay $10 for a single ride.

[Dennis Spiegel]

You talk about a long term bang for your buck. It's one of the most rickety, ratchety coasters that I've ever been on in my life. And every time I go up to that area, I ride it again and I'm sitting there screaming like everybody else.

[Zachary Crockett]

But not every coaster sticks around for a century. Parks have a limited amount of real estate, and a single coaster can occupy upwards of 10 acres. Operators are always assessing the value they're getting out of their square footage. And if a roller coaster ceases to draw big lines, it'll be demolished to make room for a new one.

[Dennis Spiegel]

When we believe that it has served its purpose and it's not as popular as it once was, you'll see us take a ride out.

[Zachary Crockett]

Sometimes an old roller coaster is scrapped for parts. Other times it's dismantled with cranes, piece by piece and relocated to a different park under new branding. Take, for instance, the tale of the steel coaster Tzonga. Originally built in 1986 in Germany, it was moved to Stockholm, then Houston, then to a Six Flags park in the Bay Area, then to Mexico before shutting down for good in 2014. For the buyer, a used roller coaster like this can be had at an 80% discount. A coaster that goes for $5 million new might sell for as little as $200,000 plus $40,000 in moving expenses. Spiegel says that many of the ultra expensive roller coasters being built today are possibly less at risk of being usurped by a bigger, better creation. Because in his estimation, the industry is now at a thrill seeking saturation point.

[Dennis Spiegel]

Whatever the body can take, we have the technological advancements now to go there. I cannot tell you who is doing this. It's confidential. I'm under an NDA. But in the very near future, the general public are going to be experiencing a thousand foot high roller coaster. Think about that. 1,000ft high.

[Zachary Crockett]

If that happens, it'll more than double the current record. But engineers like Cory Kiepert say it's unlikely that'll scare the crowds away.

[Cory Kiepert]

People like to be scared. People like to do something thrilling. They like the suspense. If you have a tunnel and it's dark and suddenly there's a drop and it gets them every time.

[Zachary Crockett]

Sometimes at the end of a grueling 12 month project, Kiepert will venture into the park and watch the first crowds step onto his new roller coaster. He'll stand near the station and watch the wind whipped riders disembark the trains.

[Cory Kiepert]

You just kind of listen to their comments as they get off the ride. Like oh, can you believe it did that? That was so fun. I'm gonna ride that again. To have that joy, to see that smile on their face. That's what gives me the energy to work on the next one.

[Zachary Crockett]

For the Economics of Everyday Things, I'm Zachary Crockett. This episode was produced by me and Sarah Lilly and mixed by Jeremy Johnston. We had help from Daniel Moritz Rapson and shout out to our listeners who suggested this topic. Aidan Lawler, Tim Rapsinski and Richard Strauss. I have so many good memories of riding wooden roller coasters with my grandparents. So thanks for taking me back. If you've got an idea for an episode, feel free to email us at everyday [e-mail].

[Cory Kiepert]

My wife and I, we got married on Ghostrider at Knott's Berry Farm. They married us in the station and then when they said, you may kiss the bride, they pressed go. When I was in college, it seemed like a good idea. Would I do it today? Probably not.

[Zachary Crockett]

The Freakonomics Radio Network the Hidden side.

[Cory Kiepert]

Of Everything.

[Commercial Voice]

Stitcher Our state has changed a lot in the last 140 years. We know because Multicare has been here guided by a single making our communities healthier. That comes from making courageous decisions, partnering with local communities to grow programs and services, and expanding healthcare access to those who need it most. Together, we're building a healthier future. Learn [e-mail].

[Instagram Representative]

Hershey's Milk Chocolate with Whole Almonds makes for a wholly amazing, wholly delicious experience that's well holy Hershey's, everyone. To get to experience the satisfying surprise of a whole almond tucked inside creamy Hershey's Chocolate. So don't wait your whole life to try Hershey's Milk Chocolate with Whole Almonds. And if you've already had it, then chances are you're already a lifelong fan of this confectionary delight. Find Hersey's Milk Chocolate with Whole Almonds wherever candy is sold.

[Commercial Voice]

Gatorade Zero has all the electrolytes of Gatorade with zero sugar, designed to rehydrate and replenish for a day with zero excuses and zero reasons not to. Gatorade 0 is it in.