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(Current Semester - TGM)‫ي‬ ‫حال‬ ‫ال‬ ‫صل‬ ‫ف‬ ‫ال‬-672: Decision… •
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SHADI BARRNAWI V i e w R e p o r t S u m m a r yV i e w
R e p o r t S u m m a r y
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1
DECISION-MAKING MATRIX OF EURO DISNEYLAND
2
2
Decision-Making Matrix of Euro Disneyland
Shadi Saleh Barrnawi Decision Making Theory within the
Global Marketplace MGT 672

ECOM500 Saudi Electronic University
Dr. John Marangos
February 26, 2022
Decision Matrix for Euro Disneyland
Options
Criteria Weighting Choose to Adapt and Change Choose to
Remain the Same
Score Total Score Total
Euro Disneyland was accused of being too American. It was
accused of not taking into
account French culture as part of their entertainment.
2 4 8 2 4
Euro Disneyland lack of wine in its restaurant. In France, wine
is considered a part of the culture
and a God-given right.
2 3 6 1 2
There was opposition from labor unions who believed that Euro
Disneyland did not care
about the workers in France and was not interested in improving
the conditions of workers in
France.

2 2 4 4 8
French culture does not encourage advertising to children. It
does not appreciate children-tar-
geted campaigns that Disney likes to use.
2 5 10 2 4
Total 28
18
11
11
11
22
22
11
11
33 11
44
11
11
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Analysis of Weighted Decision Matrix
As seen from the table, Euro Disney faced four main challenges
when they planned on initiating
operations. The first challenge was the fact that the attraction
was seen as too American.
At the time, there was a lot of discussion concerning cultural
imperialism, which means the im-
position of someone's culture on another because the culture is
better than others. Another
cultural issue was the lack of the sale of wine in the restaurants
at Euro Disneyland. The third
challenge was the opposition to the theme park construction
from organizations such as CGT.

The fourth cultural issue is the issue of advertisement to
children. After a keen analysis using a
weighted decision matrix, using a universal value of 2 to weigh
the options, the conclusion is
that the best choice for the theme park is to adapt to the
situation and make changes to reme-
dy the situation.
Cultural Differences Between France and the United States of
America
Geert Hofstede pioneered one of the best ways to assess a
difference in culture. Hofstede
identified four crucial cultural dimensions when determining
business compatibility with in-
ternational cultures. These dimensions are individualism-
collectivism, masculinity-femininity,
power distance, time orientation, indulgence, and uncertainty
avoidance (Hofstede, 2003). Both
France and the United States of America have high rates of
individualism-collectivism but differ
in uncertainty avoidance, power distance, and time orientation.
There are also significant differ-
ences in their approaches to individualism-collectivism in both
countries.
Individualism-Collectivism, according to Hofstede, is the
degree to which a community
keeps its interconnectedness among its individuals (Hofstede,
2003). It measures individualism
compared to cooperation in culture. France ranks high on the
individualism scale, where
people concentrate more on the individual than the group.
French parents have higher

control over their children than in other European nations
(Hofstede Insights, 2021). In co-
operation with the country's significant power imbalance, the
culture in France offers a scenario
where children in France are excessively dependent on their
parents, and parents govern very
many parts of their life. In contrast, the American culture
focuses more on the collective.
Though employees are expected to be self-reliant and
independent, they are also encouraged
to work in teams, with hierarchy being established as a
convenience. In the spirit of coordina-
tion, parents make decisions with their children, which means
they have a say in many matters.
Though both nations rank high in individualism-collectivism,
they both have very different ap-
proaches.
Power distance deals with the extent to which inequality and
power are viewed, with a high
power distance index showing that the culture has a high value
and respect for authority and
bureaucracy when dealing. In contrast, a low power distance
index favors decentralized respon-
sibility, participation, and decision-making (Hofstede, 2003).
America has a lower power dis-
tance index. For example, children in families (Disney's primary
customers) are involved in deci-
sion-making. The American culture embraces equality and
respects that everyone has a say in
life. Even in corporate settings, it is normal for low -level
executives to approach high-level exec-
utives for discussions without respect for hierarchy. This is not
the same in France, with a high
power distance index. In the corporate world, company CEOs

are rarely accessible. When it
comes to families, there is respect for authority, the parents.
They have the final say, and they
say goes (Hofstede, 2021). The uncertainty avoidance index
analyzes the saturation to which a
society tolerates uncertainty. This is associated with a culture's
tolerance of risk. American cul-
ture loves and embraces risk as a part of the operation. In every
facet of life, the risk is tak-
en as a part of the operation, with many in the culture viewing
every action as risk and there-
fore uncertain.
11
11
11
11
11
22
11
11
11
11
There is an acceptance of new ideas and experiences, especially
in relation to food and cultural
backgrounds. The French are very different in that they are not
fans of surprises. The

French prefer what is stable and what works compared to what
does not work. Structure,
planning, and coordination are paramount in French culture, and
though they take risks, they
prepare a lot harder for uncertainty when compared to
Americans (Hofstede, 2021).
Time orientation refers to how society views time horizons and
their proclivity for long-term or
short-term plans (Hofstede, 2003). American culture prefers to
analyze the short-term and un-
derstand the here and now. While Americans are concerned with
the growth of the future
and the organization's prosperity in the future, they focus more
on the current and what is hap-
pening in the now. The French are more pragmatic, instead
preferring to focus on the future
rather than what is happening at the moment. The French are
very future-oriented and can
adapt when the situation shows the promise of bettering their
conditions in the future.
11
11
11
11
I N C L U D E D S O U R C E SI N C L U D E D S O U R C E
S
S o u rc e sS o u rc e s

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The only common ground between both cultures is that they are
similar in indulgence. Hof-
stede defines indulgence as the degree to which people tend to
consume more than they hold
restraint. Both cultures tend to be more indulgent in their
pursuit of enjoying life. Both cultures
value the importance of indulgence as part of recreation
(Hofstede, 2021). The mistake that
Euro Disneyland Made
After analysis, it is clear that Euro Disneyland made one broad
mistake. The failure of Euro Dis-
neyland to understand the cultural differences associated with

international business was the
biggest mistake that they made. Euro Disneyland failed to
assess several cultural differences
that affected their operations. For example, they were unable to
account for the issue of serving
wine in the restaurant. In France, taking wine with food is seen
as a God-given right, and
the denial of this right by Euro Disneyland was not taken well
by several clients. Cultural imperi-
alism was another issue, as the theme park was seen as too
American and failed to acknowl-
edge French culture in its attractions, including its cuisine.
Another mistake that Euro Disney-
land made was advertising to children in France, where parents
have more control over their
children, as opposed to in America, where children have more
control of their lives and deci-
sion-making. This was not usual in France since the French
culture tends to be highly protective
of their children (Luthans & Doh, 2017).
The failure to account for a difference in culture also affected
other facets of the organization’s
operations. This includes the labor opposition that the
organization faced. Organizations
like Confédération Générale du Travail (CGT) were opposed to
the culture that Euro Disneyland
was trying to implement in France, and that is why they
objected to the building of the theme
park. The failure to understand how labor works in other
countries in Euro Disneyland proved
to be one of the challenges that almost led to the demise of the
theme park (Luthans & Doh,
2017).

Another mistake associated with culture is the failure to plan
for the different cultures in Europe
properly. By calling it Euro Disneyland, the investors failed to
acknowledge that Europe has very
diverse cultures. The theme park became a confusion of cultures
and became referred to
as a cultural Chernobyl. This turmoil was added to the fact that
the theme park was mainly
American, bringing further confusion into mixing cultures. This
ended affecting the perfor-
mance of the park. Cultural issues also hampered the park long
after the park was launched.
Disney intended Euro Disneyland to keep faithful to Walt
Disney's creation of a paradise for chil-
dren's pleasure. For that purpose, they outlawed the sale of
alcoholic drinks in all restau-
rants at Euro Disneyland. The cuisine offered was mostly
American, with a few tweaks to
make it European, not French. Many of the park's attractions
were likewise American-themed,
which undermined the realism. Being established in France,
Euro Disney should have mirrored
French culture (Luthans & Doh, 2017). Instead, it displayed a
lot of American cultures, to
the point where French inhabitants felt like they were being
drowned in Western culture.
Euro Disneyland almost became a colossal failure by failing to
understand the cultural differ-
ences properly. This is because this led to straight opposition to
the construction of the
park, and even after construction, the park continued to face
issues such as low turnout num-

bers for the park, which led to financial issues for the park.
Conclusion
The Euro Disneyland case study has clear lessons for future
entrepreneurs who wish to
brand into international business. One of the lessons is that by
failing to acknowledge differ-
ences in cultures, a business can experience avoidable
challenges. From the case study
analysis, the approach of if it works doesn't change; it does not
work in all cases. Tokyo Disney-
land implemented the policies of its predecessor in Anaheim
and became a huge success,
which may have led to the organization feeling that they need
not change anything.
11
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11
11
22
11
22
11
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