- Disney originally wanted to open a EuroDisney park in either France or Spain, ultimately choosing France due to a better offer near Paris for $4.4 billion. - The park did not meet expectations on opening day with only 50,000 visitors instead of projected 500,000 due to not following local needs. - After modifications to become more European and an investment of $500 million, the park began making a profit in 1994 but saw losses again in 2002 due to falling tourism.

1. Mickey - Group (n°2)
Camille TAPER, Alexy MIGUEL, Bryan
RATAJCZYK, Philippe De POSCH

2. Summary
• There were 3 (but unsuccessful) amusement parks in France
• The Disney Company wanted to open a EuroDisney in either
France or Spain
– Best offer was for France, close to Paris
– $4.4 Billion project
• The Tokyo franchise and the USA parks were working so well
that they wanted to open one in Europe
• The one they opened in France did not work as well as they
had expected (only 50.000 people instead of the 500.000 on
the opening day) because it did not follow the local needs
• In 1994 they started the modifications to European-ise, and
an investor that injected $500 million
• From 1996 started making profit
• In 2002 getting losses again due to fall in tourism and travel

3. Question 1: What are some of the
characteristics of multinational enterprises
that are displayed by the Walt Disney
Company?
• They have activities in many countries
– Amusement parks - Investments from other
– Production of toys places
– They have clients from many different countries
• They have a common strategy
For linking together the affiliates

4. Questions 2: Why did Disney take an ownership
position in the firm rather than simply licensing
some other firm to build and operate the park and
settling for a royalty on all sales?
• By having an ownership position in the firm, they have
more access to the company benefits
• They can also more strongly manage operations and
make the decisions
• If they were leasing some other firm to build an
operate the park they would be less vulnerable but
they gain less if the company were to be productive
• The other firm could also slightly change their image
since they would have more access to the operation
system of the company

5. Question 3: in what way did Euro Disney
reflect the strategic philosophy of Walt Disney
as a multinational enterprise?
• They are willing to adapt to local needs
• They romanticised their name by referring to
“Paris”
• The investment came from private
investors, banks, and by Walt Disney
Company, as well as governments

6. Question 4: Did Disney management conduct an
external environmental analysis before going
forward with Euro Disney? Explain.
• In the beginning they did do an analysis – where
would it be more profitable for them? – but it did
not consider the local needs. They did not do an
environmental analysis – proof is that they had
many difficulties with their Disney Culture (eg: the
non-alcohol rule within the park; and restaurants)
and thus they had to change a lot afterwards
• After their financial difficulties they realised that it
was necessary and changed things such as the
alcohol rule and the restaurants with different
cuisine “Bella Note” = Italian.