Disney faced challenges launching parks in Europe and Hong Kong due to failing to account for cultural differences. In France, Disney assumed American customs would translate but Europeans saw it as "American imperialism." Similarly, in Hong Kong Disney used some local elements but did not understand that characters were unfamiliar and marketing offended locals. Both cases showed Disney's overconfidence after success in Japan, where characters were already known, without properly researching other cultures. This ethnocentric approach failed to localize the parks sufficiently.

1. Disney land case study
Assignment making by
1- islam alsayed Mohamed
2-Mohamed abd elbaset badawey
3- ahmed el khataby
4- israa alhagar

2. Disney land
1/ What factors contributed to EuroDisney’s poor performance during its fi rst year of
operation?
*Within their first year of operation, EuroDisney faced an abundance of factors in which led to
their poor performance. One of the main factors that were faced included the U.S. based
company being unable to recognize the needs and demands of their contrasting cultures.
Instead of initially doing research and attempting to suit the needs of the Europeans, the U.S.
forced their customs and strategies amongst these people. In turn, advertising "American
imperialism", un-recognizable Disney characters, and glorifying the size and substantiality of
the new park rather than the attractions themselves, was brutally unsuccessful (Lyn S. Amine).
High priced entry and hotels, banning alcohol, promoting multi-day visits, and installing
intricate transportation systems to and from the park also failed to meet the desires of the
local attendees. In addition to the U.S. failing to adjust their model to European standards,
external factors also played a major role in their beginning failures. Transatlantic airfare wars,
currency fluctuations, recessions, the Gulf War leading to a decline in vacationing, high interest
rates, etc. stand out as a few major factors that contributed to a decline in park attendance as
well

3. Disney land
• What factors contributed to Hong Kong Disney’s poor performance during its fi rst year?
• In comparison, the Hong Kong location faced some varying factors within the first year of
their initial launch. Although the U.S. company took it upon themselves to take extra steps in
order to avoid the issues they faced at their EuroDisney locations, they still came across
roadblocks due to a contrasting cultural influence. Implementing the assistance of a feng
shui specialist, as well as local costumes, celebrations, languages, and traditional foods
appeared to be the key to opening up yet another successful location, similarly to the U.S.
and Japan. However, the U.S. failed to recognize that just like the Europeans, their citizens
were unfamiliar with Disney characters (in this case because Disney was once banned from
their region), and therefore were disinterested and unable to understand the appeal.
Additionally, locals complained about the park being too small and a major let down. Also
similar to the European scenario, the U.S. marketing approach failed to embrace the Chinese
culture. For example, they offended their customers by creating a commercial that included
a family that consisted of a mom, dad, and two children. What the U.S. failed to recognize, is
that the Hong Kong government limited many families to one child and was therefore
offensive and unrealistic.

4. Disney land
• 2/To what degree do you consider that these factors were (a)foreseeable and
(b)controllable by EuroDisney, Hong Kong Disney, or the parent company,
Disney?
• I feel as though many of the factors that were brought about by cultural
differences between that of the U.S. and Paris, and then Hong Kong could've
been avoided if more research was put in prior to their park launches. When
one of the new CEO's came into play at the EuroDisney location and changed
the name, and also specialized the marketing per location, it made a major
difference in the response of the attendees. In comparison, external factors
that came about, similar to the ones mentioned previously, would not be as
easy to compensate for in this case. However, it is the responsibility of the
company to be scanning their environment in order to be prepared to respond
to tragedies or inconveniences. Ultimately, it was the duty of the Disney parent
company to do their research and remain observant as to what was taking
place within their external environment in order to ensure the success of their
newly launched locations.

5. Disney land
• 3/What role does ethnocentrism play in the story of EuroDisney’s launch?
• Ethnocentrism played a major role in the launch of the EuroDisney location.
The U.S. assumed right away, that the Europeans would be interested in
attending a park that focused on providing typical American based
entertainment supported by American standards of over-all culture, finances,
and marketing strategies. Alternatively, the Europeans appeared to be very
close-minded to the U.S. model and instead insisted that if matters weren't
dealt with regards to their cultural norms, then it is the wrong way. In this case,
both parties were victims of ethnocentrism. However, the U.S. is more
responsible to make the exceptions in this case considering this was their
business and their plan to be successful in. They had to conform in order to be
accepted.

6. Disney land
• 4. How do you assess the cross-cultural marketing skills of Disney?
• After witnessing the approaches in which Disney took in regions across the
globe, it is evident that they could use some work in analyzing their industry
and the potential drawbacks of initiation. Although they sought to expose these
people to their view of what a good time is, they failed to understand that
different cultures have diverse preferences and perceptions of fun and
function-ability. Although Japan enjoyed the "U.S. experience" as they were
already familiar with they infamous Disney characters, it is clear that each
culture reacts to things in a different manner. This greatly ties in to the concepts
of high and low context societies. The Japanese are notorious for being more
modest when it comes to voicing their opinions. On the other hand, the
Chinese and European customers had no problem informing Disney that they
were not pleases with the high influences of American culture within these
amusement parks.

7. Disney land
• 5. Why did success in Tokyo predispose Disney management to be too
optimistic in their expectations of success in France? In China? Discuss
• The success in Tokyo caused Disney to be overly optimistic with their ventures
in China and Europe. This is because, the Japanese people had a pre-defined
love for Disney characters, and were thrilled to have the American experience
brought into their territory. After this highly positive response, Disney made a
broad assumption that these responses would translate to societies all across
the world. However, they failed to consider possible factors that could arise. It is
obvious here, that cultures are very sensitive to external influences, and the
way in which one goes about business needs to be done both intelligently and
strategically in order to ensure the best results.

8. Disney land
• 6. Why do you think the experience in France didn’t help Disney avoid some of
the problems in Hong Kong?
• in my opinion, the experience in France did actually help the approach Disney
took in Hong Kong. Although it didn't prevent them from making any mistakes, it
made them aware of the issues involved in cultural differences and the inputs of
ethnocentrism. What they failed to realize, however, is that all cultures are
diverse and respond to things in a different manner due to the environments
they live in. Although they brought in local norms into this location in an attempt
to please the Chinese, they failed to look into the details and continue on with
relevant marketing concepts.