Case 2-1 Eurodisney

Case 2-1 Eurodisney
CASE 2–1
Ali Zein Kazmi
February 1, 1999
THE NOT–SO–WONDERFUL–WORLD OF EURODISNEY
–THINGS ARE BETTER NOW AT PARIS DISNEYLAND–
1. What are the factors contributed to EuroDisney's poor performance during its first year of
operation?
Walt Disney overestimated the magic that was to be in introducing Europe's most lavish and
extravagant theme park in April of 1992. The fiscal year 1992–1993 brought EuroDisney a loss of
nearly $1 billion.
Mickey, a major promotion tool of Disney management did not create reason or attraction enough
for the European community, unlike at the sister theme park Tokyo Disneyland. European families
found EuroDisney to be an "over–rated" promotion of American culture and lifestyle, contrary to
what ... Show more content on Helpwriting.net ...
Culturally, Disney cannot force itself on another people, which in this case was the whole of the
European continent. Disney promoted its product, the theme park, similar to that of Tokyo
Disneyland believing Europe wanted their piece of "Americana".
In the marketing sense, we speak of identifying the needs and wants of the consumer. The package
presented by Disney to the customer met neither of these. Disney cannot control the environment!
True success lies in adapting oneself to the surrounding culture, being marketing oriented is finding
success in customer satisfaction. Disney fails on both counts. "Cultures are dynamic and change
occurs when resistance slowly yields to acceptance so the basis for resistance becomes unimportant
or forgotten"[2]. Which means that on the part of the European community we are certain to see
compromise, but over a period of time. Disney too has to reconcile with the environment it has
settled in. We read in the case that Disney does ultimately mend its ways. Making room for
continuous change is the best way to go about ones business.
3. What role does ethnocentrism play in the story of EuroDisney's launch?

Disney's Magical Express: Cheat Sheet
Disney's Magical Express – Cheat Sheet
What is Disney's Magical Express?
Disney's Magical Express is a complimentary transfer to and from Orlando International Airport.
Who is entitled to the Disney's Magical Express?
Disney's Magical Express is a benefit exclusive for customers staying at an on–site Disney hotel.
This benefit excludes Walt Disney World Swan & Dolphin as this is an off–site hotel
How do I book Disney's Magical Express?
 Do an accommodation search for the Disney hotel that your customers would like to stay at
You can search by hotel name, or by airport if your customers are looking for the best price
 Click 'More' to display different room options available to your customers
It's always worth checking

Sorotto's Trial
Last Friday, a court in Naples, Italy, sent trial subpoenas to Mickey Mouse, Tweety, and Donald and
Daisy Duck, in what appears to have been a clerical error.
The defendant awaiting trial there is charged with counterfeiting Disney and Warner Brothers
products. Apparently, court clerks included on the witness list not only the companies' legal
representatives, but also their imaginary ones: "Topolino," "Paperino," "Paperina," and "Titti" (that's
apparently Tweety in Italian). A summons went out to each of those cartoon characters care of
Disney Italia.
A Disney Italia representative said none of the characters would be appearing at trial. "Unfortunately
they cannot show up, as they are residents of Disneyland," said Fiorenza Sorotto, a vice–president of
the company. Hey, smart guy – according to this website, the Disney characters can be easily located
at Disneyland Paris, which should give a court in the European Union at least transient jurisdiction
over these jokers. If they don't want to get served, they shouldn't be walking down Main Street
U.S.A. in broad daylight. ... Show more content on Helpwriting.net ...
Sorotto continued, "It certainly pleased us that the characters were considered real, because that's
what we try to do." Really? You try to convince Italians that a six–foot duck wearing a top hat is
real? Well, then, congratulations.
A Disney lawyer said that the summons would have to be reissued, delaying the trial. She expressed
confidence that none of the characters would be prosecuted for failure to

Disney Theme Parks
Disney Theme Parks Executive Summary As the well–known multinational enterprise, Walt Disney
company has achieved a great success in its oversea project. The company set up Disneyland in
Japan, France and China successively. But it carried out different policies according to different
areas. The report will analyze the motivations of setting up abroad. And define Table of Contents
Executive summary––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
(2) 1.
Introduction–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
(4) 2. Different financial investment methods in overseas Theme park 2.1 Tokyo ... Show more
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The only thing Disney needs to do is providing the master planning, design manufacturing and
training services during the construction. All the construction coasted more than 650 million dollar.
But all of these premium would be paid by OLC companies. The Disney company just need to
undertake the least risk and it can get considerable profit by making licensing. 2.2 Paris Disneyland
Disney wanted to gain in on the profit and quickly invested in Paris which was considered the most
tourist density area in Europe and the French are the largest European consumers of Disney
Products. Moreover Disney gets so many helps from the 2011French government. However Disney
decided to invest only $140 million to take a 49–percent ownership because there are some
problems occurred before Disney signed an agreement with the French government. This is because
people believed that park would contribute to the destruction of French culture. So we believe that
there will be more risk to invest more amount than $140 million. On the other hand, because of the
help of French government, there will be investors who want to buy the shares and make an
investment. 2.3 Disney theme park in Hong Kong Disney also saw a theme park in Hong

Guests Use Main Street Usa As A Transition Between Fantasy...
Guests use Main Street USA as a transition between fantasy and reality. They relate the street to
their hometown experience, and as they travel down the street, they believe more in the Disney
interpretation and less in their own vision. Their journey ends at Cinderella's castle, where the guests
have officially entered the imagined world that Disney has created.
The street reminds guests of simpler times in America. When guests first walk into the theme park,
they have to travel through Main Street USA before going to any attractions, forcing them to take a
trip down memory lane and feel a sense of unity, community, and innocence. On Main Street the
guest is "bombarded by innumerable music events that refer to earlier Disney experiences and create
new ones." Guests who visit find a piece of their hometown on this street, and recall memories of
what he or she wishes their hometown experience was like. Since there are so many stores, people,
and events, Main Street is portrayed to be universal and attractive to many cultures. However, this is
only if the guest believes in Disney's "sanitized view of Main Street." The section of the park is
supposed to evoke nostalgia from each guests' ideal hometown experience. Disney was created
based off of American culture values and vision of society and the world. In 1983, a Disney theme
park was created abroad in Tokyo, and then more parks were erected in Paris, Hong Kong, and
Shanghai. Disney has struggled to implement the Disney

Tokyo Disneyland Vs Disneyland At Disneyland
Tokyo Disneyland versus Paris Disneyland
1. Introduction
Disney Parks Blog published an article written by Himmelberg (2011) who is the public relations
director that she mentioned Disneyland Park opened in the year 1955 which is a meaningful and
important date for them. Himmelberg (2011) also stated Tokyo Disneyland from 1983 till now have
already built over 30 years, which has been the most popular and profitable park and Paris
Disneyland return to the right track after they readjustment the issue. As my personal experience that
I have always enjoyed the time I spent in Disneyland Park. Since, I have been to both Disneyland
Tokyo and Disneyland Paris that I will be really interesting to find the fact which is more successful
and why it is so successful. This essay will be focused on analysis and discuss both Tokyo
Disneyland and Paris Disneyland after they open. There are four specific areas will be compared and
contrasted, which including vision and strategy, stakeholders, challenge, and risk. Also, provide
some recommendation at the end of this paper.
2. Vision and Strategy
2.1 Strategy
Wasko (2002) pointed out that Tokyo Disneyland opened under E. Cardon Walker's leadership who
was an American and the top executive at Walt Disney Production for 20 years. Since Disney, Walt
Production and Oriental Land Company have a business relationship, the deal between them was
Disney Company will receive the royalties on the sales and they will help the retailer (Oriental Land

The History of Disneyland Paris
The History of DisneyLand Paris
In the beginning...
Following on from the success of the DisneyLand theme park in Anaheim, plans to build a European
version first started around 1975, nine years after Walt Disney died. Initially Britain, Italy, Spain and
France were all considered as possible locations, though Britain and Italy were quickly dropped
from the list of potential sites because they both lacked a suitably large expanse of flat land.
The most likely site was thought to be in the Alicante area of Spain, which had a similar climate to
that in Florida for a large part of the year, however the area was also beset by the notorious Mistral
winds.
Eventually the French location won, and a site was duly investigated at ... Show more content on
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In summer 1993 the new Indiana Jones roller–coaster ride opened, but disaster struck just a few
weeks after opening when the emergency brakes locked on during a ride, causing some guest
injuries. As a result the ride was temporarily shut down for investigations.
By the start of 1994, with the company in serious financial difficulties, and rumours circulating the
the park was on the verge of bankrupcy a series of emergency crisis talks were held between the
banks and backers.
________________________________________
Rescue...
Everything came to a head during March 1994 when Team Disney offered the banks an ultimatum,
that Disney would provide sufficient capital investment for the park to continue to operate until the
end of the month, but unless the banks agreed to restructure the $1bn debt that the park 's
construction and operation had run up, the Walt Disney company would close the park, and walk
away from the whole European venture, leaving the banks with a bankrupt theme park and a
massive expanse of virtually worthless real estate.
EuroDisney then forced the bank 's hand by calling the annual stock–holder meeting for March 15th.
Faced with no alternative other than to announce to the stock holders that the park was about to
close the banks started looking for ways to refinance and restructure the massive debts. Then to
further increase the pressure

Euro Disney Essay
Only one year after the grand opening of EuroDisneyland, Robert Fitzpatrick left his position as
EuroDisney's chairperson, citing a desire to start his own consulting firm. In April 1993, Philippe
Bourguignon took over the helm of EuroDisney, thought by some to be a sinking ship. EuroDisney
publicly reported a net loss of FFr188 million for the fiscal year ending September 1992, though
cumulative losses through April 1993 approached half a billion dollars.1 The European park also fell
one million visitors short of its goal for the first year of operations, with the French comprising only
29% of the park's total visitors between April and September 1992–a far cry from the predicted
50%.2
In addition to the financial woes weighing on ... Show more content on Helpwriting.net ...
A12.
5 Jefferson, "American Quits Chairman Post at Euro Disney," p. B1.
2 A15–99–0007
In 1955, Walt decided to send his entourage of characters into the real world, through the creation of
Disneyland in Anaheim, California. Walt's Disneyland dream was to create a place where people
from all over would be able to go for clean, safe fun, unlike the less–than–wholesome carnivals of
the day.
He wanted a place that would teach both young and old about America's heritage and about the
diversity of the world.
Since July 17, 1955, Disneyland has stood as the icon of Walt's dream–a park for family–type
entertainment that would provide clean, safe fun. Cleanliness is a high priority. By 8 a.m., when the
park opens, the cleaning crew will have mopped and hosed and dried every sidewalk, every street,
and every floor and counter. This begins at 1 a.m., when more than 350 of the park's 7400
employees commence the daily cleanup routine. This routine includes using steam machines, razor
scrapers, and mops towed by Cushman scooters to literally scour the streets and sidewalks in an
effort to rid them of the chewing gum and other garbage left behind. Other examples of the
emphasis placed on the small details include one person working a full eight–hour shift to polish the
brass on the Fantasy merry–go–round; treating the meticulously manicured plantings throughout the
park with growth–retarding hormones to keep the trees and bushes from spreading beyond their
assigned

Descriptive Essay About Disney Park
The next morning, we all woke up early, ate a nice breakfast, and headed to day one of Disney!
Even though our house was within walking distance, we drove, wasted thirty minutes and thirty
dollars parking, and found the front gates. After we were through security, we walked into the
happiest place alive, and headed to our first ride. Disney is amazing. Besides being packed in like
sardines, and the extremely long wait lines, it's amazing. My most favorite ride on the Disneyland
side was without a doubt Space Mountain. I'm not a roller coaster type girl, but this was beyond
incredible. The wait time was 240 minutes. Four hours! Luckily for us, we go the fast pass down
quick, and only had to wait about two hours. It was the longest wait i saw both days we were there,
but it was totally worth it! The ride is a outer space themed indoor roller coaster. It's in a pitch black
environment with strobe lights and blowing air, which makes it seems like it is going so much faster
than it actually is. Really unexplainable, but so wonderful. I also had my first churro and dole whip
when I was there, Disney staples. The next day we went to Adventureland, the second of the Disney
parks. The most memorable ride in that park was Soarin' Over the World. The ride lifts up to a huge
screen, and flies over clouds and goes to different parts of the world, the whole time not only could I
see it and feel the "wind" but I could also smell what was happening, for instance the salt water over
the ocean or the dirt when the elephant started to stomp. It's something that has to be experienced to
really appreciate it. After the great two days at Disney, it was finally time to see the ocean. I was so
beyond excited. I had been waiting fifteen years for this. We only had a short thirty minute drive to
the ocean, but about fifteen minutes into the drive you could see the ocean in the distance. Talk
about an "omg" moment. We got parked and I ran to the beach. It was exactly like I had pictured it.
My uncle talked before we left for vacation about how bad the california ocean is in comparison to
the Gulf, and apparently, almost anywhere else. But when I got there, I didn't care, I had absolutely
nothing to compare it to. I was in love. We

Importance Of Being A Mascot In American Culture
When staying in a foreign country, a point comes where one is no longer considered a tourist. The
locals no longer find it funny when you walk boisterously through the street with your tacky sandals
and floral printed button–up shirts. Had you left within the socially acceptable endurance of a
vacation and a clung mostly to the Americanized hotels and resorts, your slip–ups as far as matching
the status quo of the land would be forgiven or even ignored. However, culturally assimilation is
expected when one reaches the end of being a tourist. Sure, you may never be a native but culture is
LEARNED and thus, the various unspoken statues making up civilizations now apply. Consider the
scenario, I am walking down the path within a Haitian market. ... Show more content on
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Most likely a result of the numerous colonizations and raiding in its history. The history of Haiti
alone reflects the importance of understanding culture as a leader of global force (the United States).
We each have a responsibility to make the world a better place, the entire world. Unfortunately,
often when westerners seek to increase the standard of life in developing countries they misjudge
the cultural practices as lazy or unnecessary. This low evaluation of other countries degrades their
population as sub–human. The moment we consider other humans as less than us, the situation
becomes negative for everyone involved and international relations become nothing more than the
largest power struggle in history. By assimilating to the cultures we are surrounded in we
subconsciously assign value to understanding the customs of

Case Study : Disney 's America Theme Park Essay
Case Analysis – Disney's America Theme Park: The Third Battle of Bull Run Michael Eisner is the
CEO of Disney, "one of the most powerful and well–known media conglomerates in the world."
(240) Disney has acquired land for it's parks in areas incredibly close to urban centers, while still
keeping enough distance for comfort and safety of their guests. This has been key to their success.
It's all about location and being in close proximity to an airport as well as an exit off an interstate
highway, Prince William County was prime real estate. Eisner has been pushing a concept for a
historical theme park depicting the beginning of this country's history in what was widely
considered the birthplace of America. Their goal was to use the company's imaginative and
innovative technology to offer it's guests a new "entertaining, educational and emotional journey"
through history. Although the project has been backed by the state legislature and the Virginia
governors had long been supporters of bringing in new businesses to generate tourism and tax
revenue, Eisner's $650 million concept was met with an unthinkable amount of opposition and they
are calling for him to change locations and possibly the entire theme of the park. Much of this
opposition was coming from incredibly influential historians and columnists and was highly
publicized. Eisner has to make a decision, and quickly. He could either continue with his plans, and
fight the steadily and rapidly growing opposition, and

Hong Kong Disneyland When Big Business Meets Feng Shui...
PART A go online Go online to <www.pearsoned.com.au/fletcher> to find more cases. CASE
STUDY 3 Hong Kong Disneyland: when big business meets feng shui, superstition and numerology
124 John Kweh, School of Marketing, University of South Australia and Justin Cohen, Ehrenberg–
Bass Institute for Marketing Science, University of South Australia E N V I R O N M E N TA L A N
A LY S I S O F I N T E R N AT I O N A L M A R K E T S BACKGROUND Disney, one of the
world's most recognised brands, launched its most recent theme park in Hong Kong in 2005. Hong
Kong Disneyland, the fifth theme park globally, was created to service the Hong Kong market, but
more strategically to reach the rapidly growing Chinese market. Hong Kong Disneyland is located ...
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The design of Hong Kong Disneyland took into account Chinese cultural aspects and planners went
to great lengths to ensure that it was well received by the local Hong Kong population and their
projected mainland Chinese visitors (Fowler and Marr 2005). Hong Kong Disneyland focused on
three core markets: Hong Kong residents, visitors from the southern part of China and visitors from
South–East Asian markets (Emmons 2001). Table 1 clearly shows the value of these three markets,
but most importantly the rapid rise in visitors to Hong Kong from mainland China. Although people
from Hong Kong live with cutting edge technology, superstition still plays a vital part in their
culture. Numbers and feng shui are taken seriously in all aspects of everyday life and business.
FENG SHUI, SUPERSTITION AND NUMEROLOGY Hobson (1994) discussed the influence of
feng shui on the Asian hospitality industry. It has been noted that the location, interior and exterior
of the building are important factors to be considered. Rossbach (1984) stated that the Chinese see a
link between humanity and the earth whereby everything is interconnected and needs to be in
balance. Buildings and other structures need to blend into the landscape to ensure that there is a
good flow of energy or 'qi'. The five elements of feng shui (water, wood, fire, earth and metal) have
been incorporated into the Hong Kong Disneyland design (see

Strategic Action Disney On Consumer Focused Initiative Essay
Assessment 1 MKT 220 Buyer Behavior Submitted by: Eirenne Lucia V. Reyes 14095156B Stream
B Submitted to: Anika Vats Date: May 13, 2015 Part A Question 1: Which strategic action Disney
took in terms of consumer focused initiative? Give examples. (15 marks) In 1992, Euro Disney was
launched in Paris. This project unexpectedly received undesirable feedback from its target market
since the company wrongly assumed that it would be easily accepted by the Western European
market. Disney received criticisms and negative publicity as they were thought to have brought
American imperialism into Europe and the French government acquired farmland just to create the
theme park which resulted to protests from the French farmers. Cultural issues also arose as most of
its employees did not accept well the management style and the dress code, the customers were not
satisfied with the language used in the theme park, with the ban of alcohol consumption, the pricing
of tickets and merchandise, etc. The company learned that they had to be aware and have a full
understanding of the culture of their host nation and apply it to the operations of the theme park; and
this is the main strategic action that they had to pursue in order to capture the desires and interest of
their customers. As a result, Euro Disney was changed to Paris Disneyland to strengthen the identity
and nationalism of the theme park in relation with its host nation, France, and in turn the French
were

Euro Disney Case Essay
Case Analysis # 1 EuroDisney– Disney Land Paris 1. What factors lead to EuroDisney's poor
performance during its first year of operation? EuroDisney had a disastrous first year in Paris,
France. There were many reasons that contributed to the horrible start. I am going to discuss six
reasons why I think EuroDisney had such a hard time adjusting in Europe. 1. It was cheaper for
European families to travel to Disney World in Orlando, FL. Not only was the trip to Orlando going
to be cheaper, but it was almost guaranteed that the weather was going to be spectacular. People go
on vacation to have a good time, but more importantly to enjoy the weather. People in Europe and
around the world are not going to vacation at a spot where the ... Show more content on
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The cost of a vacation to EuroDisney Paris compared to Disney World in Orlando Florida was
astonishing. I see this factor being foreseeable for this reason. Before a company goes abroad they
must complete an extensive research project on the history, culture, and economics of the specific
region in which they are going to operate. The people in charge of the economics of Europe
obviously did not calculate the amount of money a family was going to need in order to visit
EuroDisney. It is mind boggling that this mistake was not intercepted before the launch. This factor
was also controllable for EuroDisney and the explanation following will explain how. This crucial
mistake may have cost them millions of dollars in revenue and millions of visitors from all over the
world. Instead of attracting people to the new start–up attraction, the people opted to travel to the
United States and visit Disney World for a fraction of the price. They should have priced
EuroDisney similar to Disney World in Florida, and the problem may have been alleviated
somewhat. The prices should have been thought out more carefully and compared to other
amusement parks in Europe. If that was done from the beginning, then EuroDisney may have been a
success in its first year. The problem that arose in which the French culture did not like American
fairy–tale characters was foreseeable and controllable. The

The Walt Disney Corporation: the Entertainment King
The Original Disney Company (pre–1984) Walt Disney set a vision for the company – to provide
wholesome family entertainment. Everything that the company did was aligned to this vision and
corporate philosophy. The key ingredient that fueled the success of Walt Disney Company was its
ability to create new, unique cartoon characters that had universal appeal. Over the years, Disney did
a great job in bringing these characters to life, and kept introducing new characters that further
solidified Disney as a company that valued creativity. At that time, there was no other company that
had as many successful cartoon characters as them. The company applied its creative strategy
beyond characters and ventured into new business areas, such as ... Show more content on
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Divisions were motivated to form synergies by offering increased bonus incentives. Disney also
implemented internal transfer prices between divisions. In addition, the company vertically
integrated many functions to limit costs and afford flexibility. These synergies fostered a culture of
support and minimized costs from external suppliers. They further integrated the synergies by
introducing the corporate marketing function to better align the entire company's marketing
activities. Disney has been successful in capturing value from synergies. In Eisner's estimation, the
company had re–discovered the synergistic culture that had helped build the company. The Later
Eisner Years (Post 1993) The Disney and ABC merger was an extremely important development in
the strategic timeline of the company. It gave the company a completely new direction. Sentiment at
the time of the merger had not been positive towards such a merger. The track record of previous
such mergers, some of them involving Disney's competitors, had not been great. In the early years of
the merger, they faced conflicts around corporate fit, conflicting management styles, and lack of a
sound strategy. It was an extension of the growth strategy put in place by Eisner, yet it exposed the
company to risks related to synergy and brand effectiveness. While thus far they had been successful
at vertical integration within their existing lines of

Disneyland Paris
International Marketing Final Exam
First Question:
Disneyland Paris was one of Disneyland 's Global projects. Please discuss its advantages and
disadvantages, and from reading and understanding the case suggest what was/were the mistake/s
that Disney committed from the beginning till now.
Answer:
Advantages: 1– New site serving the 67millions population in France and 79 millions of tourists
there, as Paris is the most–popular city destination among tourists of all nationalities. 2– 310 million
people in Europe live within two hours' air travel of EuroDisney, and 17 million could reach the
park within two hours by car. 3– Famous characters to people in all over the world which have
thrills. 4– The high ... Show more content on Helpwriting.net ...
Disney management expected some 50% of park attendance to include French visitors. The French
people in general proved to be reluctant in their response to this example of "Americana" in Europe.
EuroDisney's management seriously underestimated negative attitudes among the French. Visitors
of other nationalities were also unwilling to pay the high prices of EuroDisney or to stay more than
one or two days (instead of the expected three days). Clearly, perceptions of the park's benefits
among tourists differed from those of the American. 3– Real–estate investments. 4– Expensive or
inappropriate park design and construction. Total park construction costs were estimated at FFr 14
billion ($2.37 billion) in 1989 but rose by $340 million to FFr 16 billion as a result of all these add–
ons. Hotel construction costs alone rose from an estimated FFr 3.4 billion to FFr 5.7 billion. 5–
Flawed initial marketing, pricing, staffing, and park management policies. 6– Disney's management
decision to pursue a market skimming policy to earn a fast return, might have led to poor attendance
levels. 7– Disney's management was being insensitive to cultural differences, as Europeans are
much more independent and value deeply their own cultural habits and traditions. This would
require the design of a theme park that is more in keeping with French and European cultural norms.
Allow

Disneyland Paris ( Formerly Euro Disney )
Disneyland Paris (formerly Euro Disney)
While Tokyo Disneyland is considered a great success, the Walt Disney Company's next
international theme park venture, Euro Disney, is quite the opposite. In the 1980's with the great
success of Tokyo Disneyland, TWDC entertained the idea of building another international theme
park. The Walt Disney Company knew they wanted to build a park in Europe but needed to find a
place where they could build their own reality free from the sights and sounds of the real world. The
Walt Disney Company chose Marne–la–Vallee in France over 200 other sites in Europe because of
the "willingness of the French government to offer cheap and plentiful land, cheap loans, road and
rail links to the park, tax breaks, and ... Show more content on Helpwriting.net ...
Four years later, the theme park finally saw a record–breaking year where 11.7 million guests visited
(Guyot, 2001). In more recent years, the number of guests visiting the theme park seems to be
dropping. In 2015, park attendance at the theme park dropped 4.5% according to a Global
Attractions Attendance report (Lockett, 2015). In its 2016 annual report, the Walt Disney Company
stated that Disneyland Paris saw park attendance decrease in 2016 (p.26). Low attendances numbers
for the theme park has led to a lot of financial issues over the years for the theme park in Paris.
By deciding to build the entire resort at once, the Walt Disney Company assumed a lot of debt.
During the first two years of operation, Euro Disney's park attendance and hotel occupation were
below what the Disney Company had estimated. According to Gumbel and Turner (1994) in a Wall
Street Journal article, "as of Dec. 31, Euro Disney, which opened in April of 1992, had a cumulative
loss of 6.04 billion francs or $1.03 billion" (p. A1). Euro Disney was struggling financially and
something had to be done to save the park. The Walt Disney Company CEO at the time, Michael
Eisner, negotiated a deal with the banks helping to finance the project in France and in the US to
restructure the debt of the park in order to save it from closing down. This deal included the Walt
Disney Company agreeing to have a

The Not-so-Wonderful World of Eurodisney: a Cultural Lesson
The Not–So–Wonderful World of EuroDisney: a cultural lesson by Emilio González Introduction
This paper introduces some thoughts about the Disney strategy choosing the place for its European
park and about the beginnings of its operations; in some way related to cultural factors. It constitutes
a personal answer to a case study placed in the book "International Marketing" 13/e by Philip C.
Cateora and John Graham, McGraw–Hill 2007. Factors that contributed to Euro Disney's poor
performance during its first year of operation. There are several different in nature factors that
joined together and contributed to a disastrous beginning of operations. Most of them were
management mistakes and others, although external factors, if ... Show more content on
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Perhaps this could be more difficult to foresee for the parent company but without any doubt any
local management team should realize of the key cultural issues. About the timing, the other events
(Expo and Olympics) were far away scheduled and it would be sensible had the plan to open
EuroDisney in 1991 or 1993 avoiding the competition with these events. On the other hand, as
something new in Europe, issues like entrance ticket prices, hotel prices, initial hourly schedule of
staff could be more difficult to guess at first sight but could be easily controllable and adjusted with
the feedback of the first weeks/months experience. On the same situation is the real projection of
something that seemed an incipient recession, more having in consideration that the project started
years before. The same happens with the currency devaluations. But in that cases the management
could at least adapt themselves to the new situation fixing new prices, promotions, etc. What role
does ethnocentrism play in the story of EuroDisney's launch? A key role. Without any doubt this was
the perspective adopted by Disney in their operations with EuroDisney. Even if forewarned by some
of the French attitudes against certain of the Disney characters or even with the issues of financing,
the management did not pay any attention and followed an ethnocentric approach without nuances

Disneyland Resort Paris
Disneyland Resort Paris: a development after understanding local cultures
The case Disneyland Resort Paris: Mickey Goes to Europe introduced readers to the development of
Disneyland Paris during fifteen years. Even though Disneyland Paris had a terrible start in 1994, it
had a great improvement and bright future in 2007. The reason for its failure and success is the
same: culture. Forgetting to respect local culture caused Disneyland to lose market and revenue in
Paris, while adjusting its operations with culture issues put Disneyland Paris in a successful position.
The success of Disneyland in America
As a cartoon company which was founded in 1923, Walt Disney Company started its business in
America. During the period to develop its ... Show more content on Helpwriting.net ...
As a result, the effects of culture differences will have lower power to stop guests feel Disney's core
value. * Reduce cost to increase net income under a condition of lower revenue of Disneyland Paris.
The culture in Europe restricts the ability of Disney to absorb money form customers. Since it's hard
to change the culture in Europe, a better choice is to adjust financial approach to reduce the lose
caused by culture. * Redesign services to attract more customers. Disney studio park and Val d'
Europe are two examples of services which capture more customers. The former one tries its best to
include European elements in it. The approach provides guests something they were familiar with
and attract more tourist to visit the Disneyland park. The latter one created a center to draw
customers' attention and affected their travelling preferences. Both of these two buildings were near
Disneyland Paris and work as a transportation to connect the European culture and "Disney culture".
Buildings with familiar elements will make guests feel comfortable and reduce their unfriendly
feelings to Disneyland Park. Therefore the park will get a chance to cross the cultural boundary and
bring its customers excellent experiences. * Improve services to bring visitors back. In addition to
existing services, Disneyland is doing kinds of improvements to satisfy customers and making them
find new

Hong Kong Disneyland Case Study
Thank you for providing me with the opportunity to evaluate Disney and their international
expansion, in particular, Hong Kong Disneyland. Disney's international expansion over the past
decades has been a mixture of successes and failures. When expanding globally, a corporation has to
take into account many factors and work around the cultural, economic, and social differences for
every region. Unfortunately, sometimes it is very difficult to satisfy and/or recognize all these
factors. In the case study provided, insight was given on the ups and downs Disney faced during
their global expansion and the different approaches that were taken. Here is a summary of the
results:
RESULTS SUMMARY Disney's first attempt to expand globally was ... Show more content on
Helpwriting.net ...
The question of why these two international expansion initiatives had very contradictory success
rates began to arise. One can conclude that the failure of recognizing the cultural norms set in
France were completely different than the ones in Japan. The French criticized the U.S. and their
"American cultural imperialism," which seemed to be present in certain aspects of the park in Paris.
The extensive training programs, restrictions placed on the staff, and the ban of alcoholic beverages
in the park were some of the things that the French did not agree on due to their traditions and
customs. Disney's strategic assets such as their products, practices and ideologies were interpreted
differently between the U.S., France, and Japan. What seemed acceptable in the U.S., may have
been perceived as invasive and totalitarian to the French. Disney did not give up on their global
expansion, despite the fact that Disneyland Paris Resort didn't go as well as planned. Their third
attempt was in Hong Kong, China with the opening of Hong Kong Disneyland (HKD). Using
Brannen's concept of recontextualizing strategic assets, one could have concluded that HKD would
have an advantageous position in undertaking the venture. The ideologies of foreignness and
Disneyland was a big interest to the

Euro Disney Case Study
case fourteen
Euro Disney: From Dream to Nightmare, 1987–94
Robert M. Grant
At the press conference announcing Euro Disneyland SCA's financial results for the year ended
September 30, 1994, CEO Philippe Bourguignon summed up the year in succinct terms: "The best
thing about 1994 is that it's over." In fact, the results for the year were better than many of Euro
Disneyland's long–suffering shareholders had predicted. Although revenues were down 15 percent –
the result of falling visitor numbers caused by widespread expectations that the park would be
closed down – costs had been cut by 12 percent, resulting in a similar operating profit to that of the
previous year. The bottom line still showed a substantial loss (net after–tax loss ... Show more
These include Main Street, Frontierland, Tomorrowland, Fantasyland, and Adventureland. The
objective is to immerse the guest in the atmosphere of the particular land. The theme of each land is
reflected in the types of rides and attractions, the costumes of employees, the architectural style of
the buildings, and even the food and souvenirs sold within the boundaries of the particular land.
Rather than presenting a random collection of roller coasters, merry–go–rounds, and other rides, the
Disney parks create an all–embracing experience which envelops the guest in carefully designed,
tightly managed fantasy experience such as space flight, a Caribbean pirate attack, a flying ride with
Peter Pan, or a race down the Matterhorn in a bob–sleigh. Disney theme parks benefit from the
talent and expertise of the Walt Disney "family" of businesses. Parks are designed by the engineers
and architects of a wholly–owned subsidiary – WED Enterprises. The themes for the attractions and
characters that are featured in them often have their origins in cartoons and live action movies
produced by Disney's studios. The parks also benefit from management and merchandising
techniques developed over many years at Disney. These techniques have led to tremendous
successes. In merchandising, Disney retail stores achieved some of the highest sales per square foot
in the United States. Disney's success can be traced to the control of the environment

Euro Disney: First 100 Days
EXECUTIVE SUMMARY
The case "Euro Disney: First 100 days" talks about the issues faced by the Walt Disney Company
when expanding to international borders. The case begins with the history of Disneyland and then
describes the reasons behind its success and expansion to various states across the country. It then
describes the success of Tokyo Disneyland, first Disney theme park outside America and the factors
affecting it.
It then describes Disney's entry into Europe. The various entry barriers, decision making, differences
and problems faced in setting up of the Euro Disney.
Some of the major issues in setting up of the amusement park in Europe were:
Differences between the European culture and the American culture
Environmental and location factors for setting up the Euro Disney
External economic factors were not considered while analyzing financing and initial business plan
French labor laws were overlooked
Management issues such as different attractions in the park
It is very much clear from the case that the chief reason for Euro Disney's failure was a lack of
understanding of European culture.
Based on the understanding from the case following recommendations were made:
Learning and understanding European culture will help Euro Disney employees to deliver services
according to the need of European people.
Spain may be a better choice than France because American understands Spanish culture better than
French.
Unionization and Liberalization should have

Assessing the Corporate Culture of Walt Disney Essay
This paper will assess the corporate culture of Walt Disney, addressing the background of the
organization, training and teaching, stories, legends and myths associated with the company,
philosophy, values, mission statement and the organizational goals of the company.
The Disney Brothers Studios was founded by Walt and Roy Disney in October of 1923. As the
brothers increased their reach in the entertainment market, this small studio evolved into the
corporate giant known today as the Walt Disney Company which has interests in entertainment and
media enterprises including Walt Disney Parks and Resorts, The Walt Disney Studios, ABC, Inc.,
ESPN, Disney Channel, Disney Stores, television and radio stations and Internet websites. ... Show
more content on Helpwriting.net ...
The Walt Disney Company also has strong standards which the company feels that are imperative to
make sure the Disney name, vision and company has superior record with the community. This is
shown in their Code of Conduct for Manufacturers ("Code", n.d.), which specifies: a standard of
excellence in every aspect of our business and in every corner of the world; ethical and responsible
conduct in all of our operations; respect for the rights of individuals; and respect for the
environment; manufacturers will not use child labor; manufacturers will treat each employee with
dignity and respect.
The Walt Disney Company also takes great pride in being environmentally conscience. The
company's environmental statement is "the attitude and commitment to support responsible
environmental initiatives, and that commitment begins with individual action" ("DisneyHAND –
Environmentality").
In reviewing the Walt Disney Company, whether it be at Disney itself, in a Disney store or visiting
their informative website, a person finds statements such as "Nurturing a Creative Culture",
"Innovation: Bringing creativity to life" and "Disney Difference." These slogans and sayings
reinforce the Walt Disney Company's goal to have a positive effect on all types of customers that
they deal with, whether it is store customers, workers, shareholders, investors, manufacturers, etc.
The

A Leading Global Organization Called Walt Disney
This essay is based on a leading global organisation called Walt Disney. The essay will cover issues
in areas of, the organisations 'shared responsibilities' managing a world view, education and training,
equality and diversity, managing employment in a complex international setting. The essay will
make full use of theory and evidence to explore these issues in the context of the organisation,
together with its employees, customer and stakeholders, and the interrelationship with the host
destination.
Disneyland calls itself the happiest place in the world, but to keep visitors happy in its five locations
across the globe, each theme park is tweaked to cater to local cultures and tastes. Outside of the two
original resorts in the United States, Disneyland in California and Walt Disney World in Florida, the
Disneyland's in Paris, Tokyo and Hong Kong offer subtly different selections of food, rides and
layout to make the millions of visitors each year feel at home. BBC, 2013.
Cultural diversity exists in every society, and different countries, regions and ethnic has its own
cultural diversity which has been reflecting in the value, ethnic customs, politics and legislations,
religion and belief, language and way of thinking, and regulations and norms. Cultural diversity has
both advantages and disadvantages working with people from different cultures could help to
broaden the knowledge of an individual and develop their attitude towards other cultures.it could
also help to

Disneyland Paris
Walt Disney Company had always been successfully operating theme park until 1992. Starting in
1955 where the first Disneyland set its foot at Anaheim, California and in 1983 in Florida (Hill,
2000). While in 1983, Disney faced a true challenge as they opened the first international
Disneyland in Tokyo. In a fear of wide cultural differences between American and Japanese, it
turned out an unexpected massive successful Tokyo Disneyland. As a result, Disney did not hesitate
to invest a big sum of money for Euro Disney in Paris. However, the expectation of a successful first
Disney theme park in Europe was just a dream. There were barely 50,000 visitors on the opening
days while it was expected 500,000 visitors (Hill, 2000). Euro Disney ... Show more content on
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Secondary things such as leisure and traveling would not be in the list of the people's spending.
Beside, during its first year operation, Euro Disney could not compete with its competitors such as
Parc Asterix which had undergone a major renovation, the Olympics in Barcelona, and the world's
fair in Seville. As a conclusion, all of these factors are foreseeable by Disney. Lack of knowledge of
the local culture and the American ethnocentric tendency make the foreseeable things covered with
the mist. Global recession, wrong pre–assumption, and Unknowledgeable of local culture are
controllable things that can be managed well. For example, during the global recession, Disney can
introduce affordable packages which may attract people on visiting Euro Disney. The wrong pre–
assumption that affect the construction design can be overcome by building a fast and temporary
facilities while waiting for the permanent building is being built. Hiring local French advisor is one
of the solutions to the lack of local culture knowledge. Yet, The intense competition that came from
the Olympics, world fair, and landmark's event are foreseeable but it's hard to be controlled as such
Olympics is just happening once in 4years and other events might happens once a year. People are
more interested to visit those events rather than Euro Disney that can be visited anytime. The
countries that we think would be good for the

Euro Disneyland
Euro Disney is a one of the largest companies in Europe. It operates several business entities in the
region among them the Disneyland Resort Paris. The site comprises of several components such as
the discovery land, fantasyland, adventure land, frontier land and main street USA. The company
also encompasses of a 27–hole golf course, Disney village, 68 restaurants, seven hotels, two
convention centers and 52 boutiques. The company opened for operation in the late march 1992 for
the employees. The presses were later formally invited to the company on April 11th 1992 and on
April 12th 1992 for the visitors. The company enjoyed enormous profits but later incurred losses
(St. James press, 2004). Question 1: Using Hofstede's cultural ... Show more content on
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Power/distance (PD); this dimension is concerned with the degree of prevailing inequality. It can be
said to be low or high. It is acceptable among people with or without power. A high PD prevails
when the score reveals that the people understand their places in the society and accepts the unequal
distribution of power. On the other hand a low PD is said to prevail when the score shows that
equality exists among the members of the society. With reference to the United States and France
and the Euro Disney Company, it is evident that high PD prevails in the French environment while a
low PD prevails in the American environment. The French embraced the centralization system of the
affairs of the company and strong hierarchies. There also existed large gaps in authority and respect
in the French environment. The French system greatly acknowledged the leaders' power and
preferred getting information or responses from the top management. On the other hand the United
States labor culture embraced team work and involving of as many people as possible in the
decision making process. The supervisors and the workers are considered almost equal in the work
place. It improves the relation among the employees both the junior and the seniors (Mind tools,
2011). Individualism (IDV); this culture is mainly concerned with the ties the indigenous people
have with the others in the community. The score can

The Almost Catastrophic Business that Was Euro Disney
In 1992, Euro–Disney opened a new location twenty miles east of Paris. Due to many different
conditions, which nearly lead to failure, Michael Eisner personally structured a package to
reorganize the park in 1994. Although Disney is a label known around the world, Euro–Disney was
nearly a enormous catastrophe. How something like this could happen is fascinating. There are
many explanations for Disney's near terminal presentation, both predictable and unexpected.
Regrettably, Euro–Disney did not take cultural differences and reference criteria into account when
creating their park, resulting in their initial less than stellar performance. Disney might even have
been able to make better decisions if the advisors of this project were able to remove themselves and
their values from the decision–making in the infrastructure of Euro–Disney. Assumptions that
Disney made were that Monday would be a light day of visitors and Friday a heavy one, they would
not be interested in breakfast, that the Europeans would want croissants and coffee, and that
reducing the prices of the hotel room would increase the number of visitors the park would have.
Their problem was that only that last assumption was actually correct. In reality, Monday was a
heavy day for visitors and Friday was a light one, everyone showed up for breakfast, and at this
breakfast the Europeans wanted bacon and eggs. They were right, however, about lowering the hotel
room prices. This price change increased

Disneyland Paris Marketing Strategy
Student: Oana Jarda Master ACIA, an II An 2012–2013 The choice of target markets EuroDisney –
an international market research disaster In this essay, the point of interest will be the market
research disaster of Walt Disney Company after they opened a Disney park in Europe. The Walt
Disney Company had experienced a big failure in the theme park business. Having successfully
opened parks in the US and Asia, the idea to open one in Europe came natural. The city of Paris was
chosen to host the new theme park. That was the first of many decisions that led to a very
unsuccessful opening of EuroDisney. Many factors contributed to EuroDisney's 'unhealthy'
performance during its first few year of activity and many of these factors could have ... Show more
3 Eurodisney Research Design." 123HelpMe.com. 06 Jan 2013

National Office Machines Case
Case 2–1: The Not–So–Wonderful World of EuroDisney'––– Things Are Better Now at Disneyland
Resort Paris 1. What factors contributed to Euro Disney's poor performance during its first year of
operation? What factors contributed to Hong Kong Disney's poor performance during its first year?
The factors that led to Euro Disney's poor performance were the lack of understanding of the French
culture, mistaken assumptions, and ethnocentrism by the American management. Since the prices of
the hotels and entrances were different and much higher in Europe, the park attendance was low. It
was actually cheaper for European families to travel to Disney World in Orlando, FL than to
EuroDisney. Eisner was a little arrogant when he assumed people ... Show more content on
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There were 14 million people that visited Tokyo Disney Park the second year and 3/4th of them
were repeat customers. With these high figures and profits, Disney management had high hopes
while constructing the park in Paris. They didn't feel the need to do any research since the Japanese
adapted so well to the American customs and Disney management figured the French would be no
different. However, this was completely the opposite of what happened. The French did not accept
the American customers and a failure resulted in Paris. 6. Why do you think the experience in
France didn't help Disney avoid some of the problems in Hong Kong? First are the cultural
differences. In Hong Kong, they only considered Chinese style in the park design. Also, they still
overpriced the park. They didn't take into consideration the actual price level of the country and
blindly set prices high so that visitors could not afford, and moved on to other amusement parks.
Last is the marketing. Disney management did not market its entertainment concept. Like France,
Hong Kong has their own cartoon image and was not familiar with Mickey Mouse or Donald Duck.
7. Now that Hong Kong Disney is up and running, will the Shanghai development benefit from the
Hong Kong experience? Disney management will know exceptionally well that doing research is the
first step. Familiarize the customer base with the characters first and foremost so that way when you
"open the gates" it is a warm,

Disney 's Success At The Disney World
Walt Disney enjoyed instant success at the originally Walk Disney World in Florida, as well as
Disneyland in Tokyo, Japan. Expanding to the highly profitable continent of Europe was next on the
agenda for management. Ultimately Paris, France was the selected destination, due to the regional
demographics combined with the financial incentives provided by the French government.
Unfortunately for Disney success in Europe was not as straight forward as anticipated.
Poor understanding of the market place and failing to adapt to the French culture was a major factor
in contributing to the failure first experienced by EuroDisney. Management entered France with an
ethnocentric mindset, believing the European market would enjoy the same ... Show more content
on Helpwriting.net ...
Europeans prefer to walk and the lack of research invested in the French culture proved to be fatal.
The marketing strategy used by management was to promote the park through American customs
and values and did not reflect the views of Europeans. Advertisement focused on the size of the
theme park opposed to concentrating on the emotional experience families could experience while at
EuroDisney.
Marketers were unable to effectively interpret the influence and impact of the recession that
damaged the French economy. The recession meant the French people had other needs to provide
for before taking a vacation at EuroDisney. French families were reluctant to spend the demanded
$280 a night on a hotel, when in comparison upscale hotels, downtown Paris were relatively similar
in price. Visitors, who did attend the park, spent 12% less the initially anticipated. The fiscal year of
1993 and 1994 recorded losses of $900 million dollars for Euro Disney. Europeans could also fly to
the United States for practically the same price as flying to Paris. Disneyworld in Florida can
guarantee nicer weather then France could. Therefore traveling to the United States would be more
appealing to the Europeans.
The failure could have been prevented if management at Disney invested time in developing the
marketing tools used to decrease ethnocentrism. Ensuring

Analysis Of Disney 's ' Disneyland Paris ' Essay
Assessment 1
Buyer Behavior MKT 220 Student Name: Lutoosha Oza
ID No: 14095225B
Stream B
Date: 11/05/2015
Tutor Name: Anika Vats
PART A
Question 1 : Which strategic action Disney took in terms of consumer focused initiative? Give
examples.
Walter Elias "Walt" Disney (December 5, 1901 – December 15, 1966) was an American
entrepreneur, cartoonist,animator, voice actor, and film producer. He and his staff created numerous
famous fictional characters including Mickey Mouse, Donald Duck, and Goofy. These cartoon
characters became so famous that he designed theme park for the entertainment of children and
family in U.S.A. Disney then thought to spread the theme parks around the world. Therefore Disney
theme parks were opened first in Tokyo, Japan called "Disney Resort" which became sucuessful by
luck. The second theme park was opened in Paris called " Disneyland Paris" which became
unsuccessful because of the cultural differences between U.S and Paris. Keeping this problem in
mind, Disney opened third theme park in Hong Kong called Hong Kond Disneyland which became
successful.
Here Disney had strategic plan in terms of consumer focused initiative. A consumer initiative often
includes steps for a company to increase sales by differentiating products in the marketplace,
marketing goods or services to new demographics or creating a new customer service function to
handle customer requests.
Paris
When Disney had project to open theme park in Paris in 1992, they were

Case Study : Hong Kong Disneyland
Hong Kong Disneyland Joe Jasso Case 6–20 BMKT 6308 Maximizing Customer Value Fall I 2015
Dr. Ryan Lunsford Abstract The Walt Disney Company was founded on October 16, 1923 by Walt
Disney and Roy O. Disney which began as a cartoon studio. Over time, the company has grown to
become the world's second largest broadcasting and cable–company in terms of revenue (Wikipedia,
2015). Disneyland was created as part of the company's mission of bringing children and adults
together, where both can have fun simultaneously. Disneyland enjoyed tremendous success in the
U.S., which prompted Disney to expand its brand internationally. First, it introduced its unique
brand and captured the hearts and imagination of adults and children ... Show more content on
Helpwriting.net ...
As a result, Disney Resort Tokyo was received well by the Japanese, thus a foundation of trust was
built between Disney and the Japanese culture. Another major issue HKD faced when launching its
theme park was not understanding the cultural landscape and its population. After the park was
constructed and its gates opened the company noticed a problem with its capacity limit of 30,000
visitors may have been too high. This was very noticeable when is received a rush of Mainland
Chinese tourist during the Chinese New Year, which resulted in longer wait times for rides and food.
As a result of this incident, the commissioner of the Hong Kong Consumer Council said, "Disney
had failed to learn about the cultural traditions and consumption habits of Chinese people" (Craven
& Piercy, 2013). Disney soon realized that it underestimated the cultural environment. In an effort to
counter this issue head on Disney initiated discussions to create Disney Shanghai. According to
Michael Chin, director of PricewaterhouseCoopers LLP's North Asia leisure–industry consulting
group, "A single Disney park could not capture the entire China market" (Orwall, Leggett &
Coleman, 2002). This presents a unique opportunity for Disney in the Chinese market. For example,
Disney has shown in Orlando and Anaheim, the company can still thrive as part of a

Disney Theme Parks
1. As stated in the book International Business, there are three major operating objectives that
encourage businesses to engage in international business. These three objectives include expanding
sales, acquiring recourses, and to minimize risk. I feel that Disney was motivated by all three of
these aspects, and possibly others when deciding whether or not he should move more of his
business abroad. After seeing how successful the two theme parks in the United States were doing,
the next option would be to expand. By expanding the parks into five international parks, Disney's
theme parks outside the United States would reportedly exceed that inside the country. I think that
Disney also wanted to diversify and to let others experience ... Show more content on
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If these changes were not made, the problems would cause Disney to go bankrupt. After finding an
investor, Disney immediately took action. The company lowered their prices, agreed to make French
the first language, terminated the no–alcohol policy, and took on more promotional projects to
advertise the park more efficiently. Another great contribution to making Disney Paris a success was
the French government. The government decided to expand the Paris railway and connect it to the
park. This would allow the park to be joined to the rest of Europe. 4. In my opinion, yes, I think that
Disney should set up a park in Shanghai. The other parks that have been opened and running for a
few years have shown great success. I think this is a perfect city to create and begin another Disney
theme park. Shanghai is a successful and fast growing city full of trading and profit. Because there
is so much traveling and tourists going through China, Shanghai's Disney theme park would attract a
vast majority of these people to their park. China is also extremely over populated and will have
plenty of local families visiting the park to give their children the Disney experience. The builders of
this theme park need to be aware of the mass amount of people who will be visiting the theme park,
and take in to

Euro Disney Case Study
The main problem of the Euro Disney was that all calculations made by Walt Disney Company were
based on parks in the USA and Japan considering Europe as a mass of people rather than many
countries with different languages and cultures. Americans see theme parks as a destination where
you can stay between 4 and 6 days. In Europe, Euro Disney was seen as a part of the experience
when traveling to Paris. The cost was also a problem for the park. A night in a hotel inside the park
costs as much as a high quality hotel in the French capital. So, given that the park was located 40
minutes by car from Paris, visitors preferred to spend a night in the romantic city of Paris. 1. What
do you feel are the five KEY facts presented in the case?
The five key facts of the Euro Disney case are:
The Project Overview. In 1981, The Walt Disney Company involved different countries in its
decision on where to locate Euro Disney. France and Spain were the most seriously considered for
the Euro Disney project. The advantage of this project was that it would provide more than 30,000
jobs for the host country. Spain was considered for its pleasant weather and France was thought to
be a perfect location because of its central position. In 1987, The Walt Disney Company signed an
agreement with the French government to locate the complex in the farming community of Marme–
la–Vallee, near the French capital. However, there were concerns about the weather in France, but
given the experience with

Opening Of A New Theme Park
3. Executive Summary:
This case study is conducted on opening of a new theme park in Paris named as Euro Disney.
Opening of this theme park resulted in a failure which was due to many reasons which at first
includes the cross cultural differences in their operation in America and France. There were
problems related to operations and staffing as well.
Policy of Disney for having no alcohol to be served in its hotels and restaurants was having a very
bad impact on the French people who cannot have a single bite without the glass of wine.
Furthermore, the main problem was related to the chosen town of Paris for the home of park.
Although Paris was the perfect city for building the famous park due to its demography but wrong
decision it was ... Show more content on Helpwriting.net ...
Not adjusting to societal norms of the country. Like policy of no alcohol in Disneyland Paris.
Not adjusting for the environmental climate like all of the Disney parks in America are having a
warm climate having climates in foreign climates very cold for attracting many visitors in winter for
the park.
There is an issue of affordability like in China, CPP is lower as compared to Hong Kong having an
acceptable entry fee.
5. Data Analysis
As analyzed from the case data, Paris was selected for opening new theme park due to its
demographics along with subsidies. Around 17 million people of Europe live in areas having drive
of less than two hours from Paris. Other 310 million people can reach there is similar or less time.
Furthermore, the government of France was having so much eagerness for attracting Disney that $1
billion was offered to the company having diverse incentives having expectation that 30,000 jobs for
French people will also be created. From the very start, Disney made cultural mistakes. Then comes
mistakes related to operations. Policy of Disney for serving no alcohol in the park besides being
changed became the point of astonishment in the country where with lunch, glass of wine is being
served as valuable custom. It was thought by Disney that for visitors, Monday is going to be a light
day and Friday will be the crowded one and the staff was accordingly allocated but in real, this was
not the situation.
Another

Disney : Case Analysis Of The Walt Disney Company
Differentiators
In accordance with the company mission, as a leading worldwide entertainment and information
producer and provider, Disney pursues a high diversification to provide "the most creative,
innovative and profitable entertainment experiences and related products" through the portfolio of
its brands (The Walt Disney Company 2017). The provision of these contents not only strengthens
the competitiveness but also refrains from a potential slump within any one segment of the portfolio
(MarketLine 2012). Demographically, each segment, product or service particularly aims
distinguished age, gender and cultural groups to ensure its potential audiences will never escape
from the customised contents. Also, as Bohas (2005) stated, the strict rating system of Disney's
commercial films offers appropriate contents to young children and obtains more trust from their
parents in contrast to other competitors. For instance, Disney initiative explored a series brands of
Princess to capture the group of young girls, while targeted the preteen (at 6–14 years old) market
by providing specific contents on the Disney channel and live action animations with High School
Musicals via iTunes (MarketLine, 2012). According to MarketLine (2012), the Princess brands have
also been merchandise licensing to over 25,000 Consumer Products and obtained about 155 million
global subscribers in 2012, which were marked as a notable success of monetising contents into
demographics. Besides, thanks to the

Disney Paris Bailout
The Disney Paris Bailout
The wonderful world of Disney is alive and well all over the world, in the United States, China,
Japan and Paris, bringing in an impressive 2.2 billion dollars and boasted a record number of nearly
134.4 million visitors worldwide, according to Themed Entertainment Association. (Themed
Entertainment Association, 2014) Disney Paris, unlike other Disney parks, has not seen the same
kind of success, due to a variety of issues, including cultural, financial, and business related
decisions they did not factor well into the European market. It was not until Disney (US) bailed
Disney Paris out, not once, but many times, before profit was seen by the popular European
attraction.
Euro Disney, opened in 1992, located just outside ... Show more content on Helpwriting.net ...
Unlike Americans who were known grazers, Parisians were less likely to eat in the same fashion,
with most places closing down earlier, leaving many without better food options, and still sans their
wine. (Yue, 2009) A good description for Disney Paris was a "cultural Chernobyl" because of its odd
blending of American and French pairing, which did not quite work. It was not just about the
marketing and cultural issues, finically they were struggling from the beginning, after the first
financial bailout and restructuring, another would soon follow. (Grant, 2003) Another park, Walt
Disney Studios was opened in hopes of bringing in more guests, however, yet again, failing to
utilize any contingency plans or measures in case it was not very lucrative, it was discovered that the
cost of running two different attractions was too expensive. Without the projected attendance and
revenue, it was time for another bailout and restructuring. This time in the amount of 250 million
and Prince Alwaleed putting up an additional 25 million of his own money, which allowed for the
park to add some much needed attractions which had been lacking for several years. (Sylt & Reid,
2008) Space Mountain debuted in 1995 to help bolster sales, and later Ratatouille,

Disney Land
Executive Summary
This report is about the 'not–so–wonderful world' of Euro Disney a.k.a (also known as) Disneyland
Paris. Euro Disney is Europe's No.1 family entertainment park. All the same it has had its moments
of ups and downs. This adventure that Euro Disney has been through has been full of surprise and
anticipation. The management have had to re–evaluate their strategies in order to pull out of the
crisis facing them.
Every company must analyse the marketing mix, i.e. Product, Price, Promotion and Distribution
while planning their market entry strategy. Since the American management were successful while
launching the brand previously, in the USA and Japan, they thought it best to use the same formula
in Europe. They were met ... Show more content on Helpwriting.net ...
It highlights some of the key issues that can arise when multinational companies, such as Walt
Disney Co., enter foreign markets.
This report analyses the case and gives key recommendations for future launches based on a SWOT
analysis, market research and the international planning process as outlined in Cateora & Graham
(2005).
The recommendations are directed to assist Walt Disney CO. in evaluating possible new locations
for another Disneyland.
2. Case Study Summary and The French Market
The key issues the case study is dealing with are: insufficient knowledge of the Disney's
management about the French culture and habits, a venturous initial financing, and wrong marketing
and pricing policies.
The Walt Disney Co. opened its first European Disneyland in Paris in April 1992. The Paris location
accepted the bid for the biggest and most lavish Disneyland by this time due to generous incentives
of the French government and the impressive demographic characteristics of this region. Since the
Disney management figured out that 310 million people – or possible visitors – can reach Euro
Disney within a two hours travel by plane, it was expected to attract 11 million visitors in the first
year of operation.
Euro Disney adopted an early advertising campaign to emphasize the details and size

A Case Study on Euro Disney (for Int'L Mkgt)
Thursday, February 17, 2011 This article came from this webiste. ALL CREDIT IS TO GO TO
KATY WHO POSTED THIS ONLINE! I AM NOT TAKING ANY CREDIT FOR THIS WORK!
THE WEBSITE IS DIRECTLY UNDER THIS DISCLAIMER!
http://hickeymouse.blogspot.com/2011/02/case–study–on–euro–disney–for–intl–mkgt.html Disney
theme parks are enormously successful in the United States. Families flock there at all times of the
year. Disney's best customers are repeat customers.[1] When Tokyo Disneyland opened in 1983, it
was more popular than Disney ever imagined.[2] With one foot in to the international area, Disney
decided to conquer Europe. They scouted out possible locations and decided on an area outside of
Paris, France. The deciding ... Show more content on Helpwriting.net ...
Could this have been prevented? In examining the major downfalls of the park, it seems that Euro
Disney could have benefited from better research. Tokyo Disneyland found enormous success in
Japan. The park in Tokyo has very little differences from the American Magic Kingdoms. Tokyo's
success with like change from the American parks might have led Disney executives to the
misguided belief that cultural differences would not affect the success of Euro Disney. But Tokyo
and Paris have some pretty critical differences. Tokyo not only has a higher concentrated population
surrounding the park but the average income is higher.[11] Probably the biggest difference is that
Japan, as a country, tends to embrace American culture much more readily than the French. The cold
winters on Paris were identified as a potential problem but when asked in a meeting if Europeans
would be willing to stand in the cold a Disney executive simply stated, "The Japanese do."[12]
Japanese and Paris winters vary greatly. Paris has 3 times as many rainy days. And the average highs
during winter are 5 degrees warmer in Tokyo than in Paris.[13] When opening a vacation destination
it seems obvious to understand the vacation habits of the target audience. This is by far the biggest
oversight of Euro Disney. A simple survey could have clued Disney executives in and possibly have
changed their minds about ever entering Europe.

Case 2-1 Eurodisney

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Case 2-1 Eurodisney