This document proposes adding live chat capabilities to the My Disney Experience app to allow guests to directly contact guest services representatives. It notes that some guests have complained about long wait times, app issues, and lack of direct contact methods. The proposal estimates that integrating live chat could be done within 2 months for $10,000 by leveraging existing app developers. This direct line of contact could help resolve issues in real-time, improve the guest experience, and prevent unhappy guests from cancelling annual passes or becoming one-time visitors instead of lifelong fans.
The document discusses corporate-level strategies used in the ski industry, including vertical integration, horizontal integration, and strategic alliances. Vertical integration in the ski industry means resorts buying related businesses like hotels, transportation, and equipment rentals. Horizontal integration describes ski resort companies acquiring other resorts. Strategic alliances allow smaller resorts to benefit from larger companies' marketing and brand reputation. The document provides examples of large ski resort operators in North America and their acquisition strategies, and discusses the more fragmented ownership structure of resorts in Europe.
This document provides information about various theme parks around the world. It discusses the history and key features of theme parks such as Alton Towers in England, Busch Gardens in Florida and Virginia, Cedar Point in Ohio, Disneyland parks internationally, SeaWorld parks, Dollywood in Tennessee, Europa-Park in Germany, and Kings Dominion and Kings Island in the United States. Each park is uniquely themed and features iconic rides, shows, and lands tailored to their overall theme. Major attractions are highlighted for many of the parks.
The Walt Disney Company was founded in 1923 by brothers Roy O. Disney and Walt Disney. Their mission is to create the most innovative and profitable entertainment experiences in the world. Disney has since expanded into five business sectors: media networks, studio entertainment, parks and resorts, consumer products, and Disney channels. It has faced risks expanding into new markets but also benefits from wider audiences and more revenue. The document outlines Disney's history, core consumers, business units, risks and benefits of expansion, and the company's focus on heritage and innovation.
Nokia was once a leader in mobile phones but made several missteps that led to its decline. It served customers in 130 countries through its mobile phones, multimedia, enterprise solutions, and networks business groups. However, Nokia was slow to adopt smartphones and the Android operating system, instead partnering with Microsoft and adopting Windows Phone, which was unsuccessful. It also faced growing competition from cheaper smartphones from China. To recover, Nokia needs to adopt better strategies like targeting mid-range smartphones, reintroducing classic models, and conducting in-depth market and competitor analysis. It must also focus on retaining existing customers through the right brand strategies and appealing to consumer buying behaviors.
The document provides an analysis of the Walt Disney Company from 2007. It includes the company's vision to make people happy, mission to be a leading producer of entertainment and information, and core values of innovation, quality, community, storytelling, and optimism. The analysis also outlines Disney's strategies of horizontal integration, market development, related diversification, and globalization. Various matrices are presented analyzing Disney's strengths, weaknesses, opportunities, threats, industries, and recommendations. Financial projections are included at the end.
Walt Disney World Resort is located in Florida and includes 4 theme parks and 2 water parks. Magic Kingdom is one of the theme parks and is spread across 107 acres with 7 different lands including Main Street, U.S.A., Adventureland, and Tomorrowland. It is one of the most visited theme parks in the world and features many attractions such as "It's a Small World", Astro Orbiter, and Buzz Lightyear's Space Ranger Spin. The park offers various services for visitors and uses marketing techniques like branding, customer service, and promotions to attract customers.
The Walt Disney Company is the world's largest media conglomerate, with assets in film, television, publishing, the internet, music, and recreation. It has five business segments that support its original business model of producing animated content and exploiting it across platforms. Disney has a history of disruptive innovation and listening to consumers. It applies a business model of building revenues by repeatedly exploiting original content across multiple platforms like films, television, parks, consumer products and interactive media. Moving forward, Disney will need to continue reinventing its business model to shift to new formats and platforms as media consumption changes.
This document provides an overview of the history and development of amusement parks. It discusses how amusement parks evolved from early traditions like fairs and pleasure gardens in Europe in the 11th century. The first theme park, Bakken, opened in Denmark in 1583. The modern amusement park industry was transformed in the 1950s with the opening of Disneyland, which pioneered the idea of immersive theme lands. Major parks today include Disney World and Universal Studios, while smaller parks focus on particular themes or target younger visitors.
The document discusses corporate-level strategies used in the ski industry, including vertical integration, horizontal integration, and strategic alliances. Vertical integration in the ski industry means resorts buying related businesses like hotels, transportation, and equipment rentals. Horizontal integration describes ski resort companies acquiring other resorts. Strategic alliances allow smaller resorts to benefit from larger companies' marketing and brand reputation. The document provides examples of large ski resort operators in North America and their acquisition strategies, and discusses the more fragmented ownership structure of resorts in Europe.
This document provides information about various theme parks around the world. It discusses the history and key features of theme parks such as Alton Towers in England, Busch Gardens in Florida and Virginia, Cedar Point in Ohio, Disneyland parks internationally, SeaWorld parks, Dollywood in Tennessee, Europa-Park in Germany, and Kings Dominion and Kings Island in the United States. Each park is uniquely themed and features iconic rides, shows, and lands tailored to their overall theme. Major attractions are highlighted for many of the parks.
The Walt Disney Company was founded in 1923 by brothers Roy O. Disney and Walt Disney. Their mission is to create the most innovative and profitable entertainment experiences in the world. Disney has since expanded into five business sectors: media networks, studio entertainment, parks and resorts, consumer products, and Disney channels. It has faced risks expanding into new markets but also benefits from wider audiences and more revenue. The document outlines Disney's history, core consumers, business units, risks and benefits of expansion, and the company's focus on heritage and innovation.
Nokia was once a leader in mobile phones but made several missteps that led to its decline. It served customers in 130 countries through its mobile phones, multimedia, enterprise solutions, and networks business groups. However, Nokia was slow to adopt smartphones and the Android operating system, instead partnering with Microsoft and adopting Windows Phone, which was unsuccessful. It also faced growing competition from cheaper smartphones from China. To recover, Nokia needs to adopt better strategies like targeting mid-range smartphones, reintroducing classic models, and conducting in-depth market and competitor analysis. It must also focus on retaining existing customers through the right brand strategies and appealing to consumer buying behaviors.
The document provides an analysis of the Walt Disney Company from 2007. It includes the company's vision to make people happy, mission to be a leading producer of entertainment and information, and core values of innovation, quality, community, storytelling, and optimism. The analysis also outlines Disney's strategies of horizontal integration, market development, related diversification, and globalization. Various matrices are presented analyzing Disney's strengths, weaknesses, opportunities, threats, industries, and recommendations. Financial projections are included at the end.
Walt Disney World Resort is located in Florida and includes 4 theme parks and 2 water parks. Magic Kingdom is one of the theme parks and is spread across 107 acres with 7 different lands including Main Street, U.S.A., Adventureland, and Tomorrowland. It is one of the most visited theme parks in the world and features many attractions such as "It's a Small World", Astro Orbiter, and Buzz Lightyear's Space Ranger Spin. The park offers various services for visitors and uses marketing techniques like branding, customer service, and promotions to attract customers.
The Walt Disney Company is the world's largest media conglomerate, with assets in film, television, publishing, the internet, music, and recreation. It has five business segments that support its original business model of producing animated content and exploiting it across platforms. Disney has a history of disruptive innovation and listening to consumers. It applies a business model of building revenues by repeatedly exploiting original content across multiple platforms like films, television, parks, consumer products and interactive media. Moving forward, Disney will need to continue reinventing its business model to shift to new formats and platforms as media consumption changes.
This document provides an overview of the history and development of amusement parks. It discusses how amusement parks evolved from early traditions like fairs and pleasure gardens in Europe in the 11th century. The first theme park, Bakken, opened in Denmark in 1583. The modern amusement park industry was transformed in the 1950s with the opening of Disneyland, which pioneered the idea of immersive theme lands. Major parks today include Disney World and Universal Studios, while smaller parks focus on particular themes or target younger visitors.
Disneyland Paris consists of two theme parks and a shopping district. Disneyland Park features classic Disney attractions while Walt Disney Studios Park has a movie theme. The parks are famous for their detailed theming and animatronic characters. With 15 million annual visitors, Disneyland Paris is the most popular tourist destination near Paris and the fourth most visited theme park globally. Planning visits for off-peak times is recommended to experience the parks with fewer crowds and shorter wait times.
Explore sleep pods, micro hotels, and other options for meeting the basic need of sleep. Think about how these services, typically designed for airport travelers and festival goers, could serve people experiencing houselessness.
Team 2 analyzed the case study of Euro Disney's first 100 days. [1] Euro Disney faced problems because it did not adequately adapt Disney's standard American model to European customer needs and culture. [2] However, there was still potential for success given high tourist numbers in Europe and government support. [3] For Euro Disney to thrive, Disney must gain a deeper understanding of Europe and give European investors and managers more control over park operations.
The document discusses Kerala, India as an emerging investment destination. It highlights Kerala's strengths such as low costs, skilled workforce, advanced infrastructure and social development. Major upcoming projects include an international seaport, LNG terminal and highway development. Potential sectors for investment identified are tourism, healthcare, IT, infrastructure and manufacturing. Kerala has the best healthcare and social indices in India and is emerging as a hub for health tourism and medical services. The state also has advanced telecom infrastructure and is well-positioned for IT and ITES investments.
A Case Study On 'The Not-So-Wonderful world of EuroDisneyVipin Sekher
EuroDisney opened in 1992 in France and faced poor financial performance in its first year. This was due to several factors including a lack of market research and cultural awareness by Disney. Disney failed to consider French culture, such as serving alcohol and having larger breakfast options. Europeans also did not vacation as long as Americans. Additionally, the park opened during other popular events that decreased attendance. The document discusses these factors that led to poor performance and suggests remedial measures Disney should have taken, such as considering French characters, food, and lifestyle in its park design and marketing.
- 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.
The document discusses Walt Disney Company's strategic management and portfolio. Disney employs a growth and differentiation strategy centered around high-quality family content and technological innovation. Its portfolio includes media, parks and resorts, studio, consumer products, and interactive media. The media, parks, and studio industries face threats like competition and economic challenges, but also opportunities from technology and social media. Disney leverages its brands across business units to drive synergies and shareholder value. Its strategic fit allows successes in one unit like media to benefit others like parks and resorts.
LG Electronics was formed through the merger of Lucky and GoldStar in 1995. It is now a global leader in electronics, with key products including TVs, appliances, and mobile devices. Samsung Electronics was founded in 1969 and has grown to become a major electronics manufacturer, surpassing HP in 2009 as the world's largest IT company. Panasonic was founded in 1918 and is a leader in consumer electronics, producing televisions, cameras, home appliances, and more.
Walt Disney came up with the idea for Disneyland while watching his daughters ride a merry-go-round at Griffith Park in Los Angeles. He envisioned a place where adults and children could have fun together. Disneyland Park opened on July 17, 1955 in Anaheim, California as the first of two theme parks at the Disneyland Resort. It was the only theme park designed under Walt Disney's direct supervision and originally consisted of five themed lands: Main Street, U.S.A., Adventureland, Frontierland, Fantasyland, and Tomorrowland. With over 15 million visitors in 2009, Disneyland Resort has become the most visited holiday destination in France and Europe.
The document lists the New 7 Wonders of the World as chosen by the New7Wonders Foundation in 2007: Machu Picchu, Chichen Itza, the Colosseum, Christ the Redeemer statue, Petra, the Taj Mahal, and the Great Wall of China. It also provides background information on each site, including their locations and historical significance. The Great Pyramid of Giza, one of the original Seven Wonders of the Ancient World, was granted honorary status.
This presentation has been created by Akriti Sarswat, IIT Kanpur, during a marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
The document analyzes a business plan for establishing a Kidzania franchise in the UK. It summarizes the aims and objectives, which include attracting visitors and achieving profits within 5 years. A PESTLE analysis identifies factors in the business environment like low taxes and political stability in the UK. The main competitor is found to be Legoland. The marketing mix is analyzed, identifying areas needing more detail around products, pricing, and promotion. The unique selling proposition of providing realistic role-playing jobs for kids is identified, but proper management will be needed for success. Suggestions are made to improve the initial business plan.
SAMSUNG ELECTRONICS: SUCCESS BY DESIGN case study (Strategic management)aparna4045
The document discusses the history and strategic focus on design innovation at Samsung Electronics. It details how Samsung shifted from a focus on quantity over quality and cost to establishing design as a priority and differentiator through cultural changes, process redesign, global design centers, and a focus on creating hybrid convergence products. This strategic shift helped Samsung transform from an electronics manufacturer to a leading global brand with successes like large high-end TVs and camera phones.
For my final, capstone marketing class, marketing strategies, my team and I were confronted with the challenge of developing a marketing plan for a specific industry, and a company within that industry. We chose the smartphone industry, and within that, the company Samsung. After thorough research, we presented a marketing plan to evaluate their marketing mix moving forward.
Team Swag proposes adding a "Dash Pass" to Disneyland annual passes. The Dash Pass would allow pass holders to skip lines at Disneyland's most popular rides. Implementing the Dash Pass would cost $1,035,000 for scanners, training, maintenance, and installation. However, the Dash Pass priced at $599 would be targeted towards wealthy visitors and quickly earn back the startup costs. The proposal analyzes the product extension, strategic and financial implications, production processes, and marketing plan to promote the Dash Pass as providing the ultimate Disneyland experience without long wait times.
This document provides a strategic business proposal for The Walt Disney Company from BMC Media. It proposes an augmented reality mobile game called Disney Scavenger to address Disney's challenges of maintaining innovation and customer satisfaction amidst new park growth. The game would allow players to find hidden Mickeys, interact with characters, check-in at locations, and ride rides to earn "Magic Points" and achievements. These rewards would sync to MagicBands for discounts and FastPasses. The game would be free to download but offer premium access for more features. It is projected to increase Disney's revenue by $18.9 million within three years of launching.
Guests use Main Street USA at Disneyland as a transition between reality and the fantasy world of Disney. The street is designed to resemble idealized small towns from America's past and evoke feelings of nostalgia and community. As guests make their way down Main Street and toward Cinderella's Castle, they become more immersed in the imaginary world Disney has created. Main Street plays an important role in setting the tone and helping guests suspend their disbelief as they enter the themed lands.
Walt Disney World is analyzing ways to increase revenue through higher attendance. While Disney remains the leader in theme parks, rising prices and competition have led to declining attendance. The report recommends focusing on annual passholders through special offers to encourage more frequent visits. It also suggests Disney should continue innovating with new technologies like the Genie app and rides to attract guests and stay ahead of competitors.
IMC 611 - Market Research & Analysis | The Walt Disney CompanyAshley Santore, M.S.
The document is a marketing research proposal for The Walt Disney Company regarding Pandora - The World of Avatar, a new land at Disney's Animal Kingdom. It proposes conducting a quantitative online survey of recent Disney's Animal Kingdom visitors to understand their experiences and satisfaction with the new land. The survey results would be analyzed using descriptive statistics, differences analysis, and cross tabulations to provide recommendations on improving the guest experience.
The Walt Disney Company seeks to be a leading global entertainment provider through its portfolio of brands and innovative content. It has grown significantly over the decades since its founding in 1923 through strategic acquisitions of companies like Pixar, Marvel, and Lucasfilm, expanding into theme parks, movies, television, publishing, and merchandise. Today it is a massive global media conglomerate that uses its brands and properties to create engaging entertainment experiences across multiple businesses and platforms.
This plan and recommendations was created for IMC 613 - Brand Equity Management, and focuses on an in depth brand audit of Cedar Point Amusement Park, which is located in Sandusky, OH.
The document analyzes opportunities for Disney Parks to expand their business, such as partnering with the Cincinnati Zoo to bring Disney characters to the zoo. Disney Parks has been successful in recent years, with revenue, profit, and net income increasing each year since 2013. However, Disney faces threats from an unstable economy that makes families hesitant to spend on leisure and negative publicity from incidents at the parks.
Disneyland Paris consists of two theme parks and a shopping district. Disneyland Park features classic Disney attractions while Walt Disney Studios Park has a movie theme. The parks are famous for their detailed theming and animatronic characters. With 15 million annual visitors, Disneyland Paris is the most popular tourist destination near Paris and the fourth most visited theme park globally. Planning visits for off-peak times is recommended to experience the parks with fewer crowds and shorter wait times.
Explore sleep pods, micro hotels, and other options for meeting the basic need of sleep. Think about how these services, typically designed for airport travelers and festival goers, could serve people experiencing houselessness.
Team 2 analyzed the case study of Euro Disney's first 100 days. [1] Euro Disney faced problems because it did not adequately adapt Disney's standard American model to European customer needs and culture. [2] However, there was still potential for success given high tourist numbers in Europe and government support. [3] For Euro Disney to thrive, Disney must gain a deeper understanding of Europe and give European investors and managers more control over park operations.
The document discusses Kerala, India as an emerging investment destination. It highlights Kerala's strengths such as low costs, skilled workforce, advanced infrastructure and social development. Major upcoming projects include an international seaport, LNG terminal and highway development. Potential sectors for investment identified are tourism, healthcare, IT, infrastructure and manufacturing. Kerala has the best healthcare and social indices in India and is emerging as a hub for health tourism and medical services. The state also has advanced telecom infrastructure and is well-positioned for IT and ITES investments.
A Case Study On 'The Not-So-Wonderful world of EuroDisneyVipin Sekher
EuroDisney opened in 1992 in France and faced poor financial performance in its first year. This was due to several factors including a lack of market research and cultural awareness by Disney. Disney failed to consider French culture, such as serving alcohol and having larger breakfast options. Europeans also did not vacation as long as Americans. Additionally, the park opened during other popular events that decreased attendance. The document discusses these factors that led to poor performance and suggests remedial measures Disney should have taken, such as considering French characters, food, and lifestyle in its park design and marketing.
- 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.
The document discusses Walt Disney Company's strategic management and portfolio. Disney employs a growth and differentiation strategy centered around high-quality family content and technological innovation. Its portfolio includes media, parks and resorts, studio, consumer products, and interactive media. The media, parks, and studio industries face threats like competition and economic challenges, but also opportunities from technology and social media. Disney leverages its brands across business units to drive synergies and shareholder value. Its strategic fit allows successes in one unit like media to benefit others like parks and resorts.
LG Electronics was formed through the merger of Lucky and GoldStar in 1995. It is now a global leader in electronics, with key products including TVs, appliances, and mobile devices. Samsung Electronics was founded in 1969 and has grown to become a major electronics manufacturer, surpassing HP in 2009 as the world's largest IT company. Panasonic was founded in 1918 and is a leader in consumer electronics, producing televisions, cameras, home appliances, and more.
Walt Disney came up with the idea for Disneyland while watching his daughters ride a merry-go-round at Griffith Park in Los Angeles. He envisioned a place where adults and children could have fun together. Disneyland Park opened on July 17, 1955 in Anaheim, California as the first of two theme parks at the Disneyland Resort. It was the only theme park designed under Walt Disney's direct supervision and originally consisted of five themed lands: Main Street, U.S.A., Adventureland, Frontierland, Fantasyland, and Tomorrowland. With over 15 million visitors in 2009, Disneyland Resort has become the most visited holiday destination in France and Europe.
The document lists the New 7 Wonders of the World as chosen by the New7Wonders Foundation in 2007: Machu Picchu, Chichen Itza, the Colosseum, Christ the Redeemer statue, Petra, the Taj Mahal, and the Great Wall of China. It also provides background information on each site, including their locations and historical significance. The Great Pyramid of Giza, one of the original Seven Wonders of the Ancient World, was granted honorary status.
This presentation has been created by Akriti Sarswat, IIT Kanpur, during a marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
The document analyzes a business plan for establishing a Kidzania franchise in the UK. It summarizes the aims and objectives, which include attracting visitors and achieving profits within 5 years. A PESTLE analysis identifies factors in the business environment like low taxes and political stability in the UK. The main competitor is found to be Legoland. The marketing mix is analyzed, identifying areas needing more detail around products, pricing, and promotion. The unique selling proposition of providing realistic role-playing jobs for kids is identified, but proper management will be needed for success. Suggestions are made to improve the initial business plan.
SAMSUNG ELECTRONICS: SUCCESS BY DESIGN case study (Strategic management)aparna4045
The document discusses the history and strategic focus on design innovation at Samsung Electronics. It details how Samsung shifted from a focus on quantity over quality and cost to establishing design as a priority and differentiator through cultural changes, process redesign, global design centers, and a focus on creating hybrid convergence products. This strategic shift helped Samsung transform from an electronics manufacturer to a leading global brand with successes like large high-end TVs and camera phones.
For my final, capstone marketing class, marketing strategies, my team and I were confronted with the challenge of developing a marketing plan for a specific industry, and a company within that industry. We chose the smartphone industry, and within that, the company Samsung. After thorough research, we presented a marketing plan to evaluate their marketing mix moving forward.
Team Swag proposes adding a "Dash Pass" to Disneyland annual passes. The Dash Pass would allow pass holders to skip lines at Disneyland's most popular rides. Implementing the Dash Pass would cost $1,035,000 for scanners, training, maintenance, and installation. However, the Dash Pass priced at $599 would be targeted towards wealthy visitors and quickly earn back the startup costs. The proposal analyzes the product extension, strategic and financial implications, production processes, and marketing plan to promote the Dash Pass as providing the ultimate Disneyland experience without long wait times.
This document provides a strategic business proposal for The Walt Disney Company from BMC Media. It proposes an augmented reality mobile game called Disney Scavenger to address Disney's challenges of maintaining innovation and customer satisfaction amidst new park growth. The game would allow players to find hidden Mickeys, interact with characters, check-in at locations, and ride rides to earn "Magic Points" and achievements. These rewards would sync to MagicBands for discounts and FastPasses. The game would be free to download but offer premium access for more features. It is projected to increase Disney's revenue by $18.9 million within three years of launching.
Guests use Main Street USA at Disneyland as a transition between reality and the fantasy world of Disney. The street is designed to resemble idealized small towns from America's past and evoke feelings of nostalgia and community. As guests make their way down Main Street and toward Cinderella's Castle, they become more immersed in the imaginary world Disney has created. Main Street plays an important role in setting the tone and helping guests suspend their disbelief as they enter the themed lands.
Walt Disney World is analyzing ways to increase revenue through higher attendance. While Disney remains the leader in theme parks, rising prices and competition have led to declining attendance. The report recommends focusing on annual passholders through special offers to encourage more frequent visits. It also suggests Disney should continue innovating with new technologies like the Genie app and rides to attract guests and stay ahead of competitors.
IMC 611 - Market Research & Analysis | The Walt Disney CompanyAshley Santore, M.S.
The document is a marketing research proposal for The Walt Disney Company regarding Pandora - The World of Avatar, a new land at Disney's Animal Kingdom. It proposes conducting a quantitative online survey of recent Disney's Animal Kingdom visitors to understand their experiences and satisfaction with the new land. The survey results would be analyzed using descriptive statistics, differences analysis, and cross tabulations to provide recommendations on improving the guest experience.
The Walt Disney Company seeks to be a leading global entertainment provider through its portfolio of brands and innovative content. It has grown significantly over the decades since its founding in 1923 through strategic acquisitions of companies like Pixar, Marvel, and Lucasfilm, expanding into theme parks, movies, television, publishing, and merchandise. Today it is a massive global media conglomerate that uses its brands and properties to create engaging entertainment experiences across multiple businesses and platforms.
This plan and recommendations was created for IMC 613 - Brand Equity Management, and focuses on an in depth brand audit of Cedar Point Amusement Park, which is located in Sandusky, OH.
The document analyzes opportunities for Disney Parks to expand their business, such as partnering with the Cincinnati Zoo to bring Disney characters to the zoo. Disney Parks has been successful in recent years, with revenue, profit, and net income increasing each year since 2013. However, Disney faces threats from an unstable economy that makes families hesitant to spend on leisure and negative publicity from incidents at the parks.
1.
MGMT 461-Cross Cultural
Management
Katherine Rosenbusch
Fall 2018
George Mason University
Table of Contents
Disneyland Resort Paris: Mickey Goes to Europe............................................................................5
Leo Burnett Company Ltd.: Virtual Team Management..................................................................23
Blue Ridge Spain............................................................................................................................39
Ellen Moore (A): Living and Working in Korea................................................................................55
NES China: Business Ethics (A).....................................................................................................71
MGMT 461-Cross Cultural Management Fall 2018
Katherine Rosenbusch George Mason University
2.
I N T E R N A T I O N A L
IMD523
21.11.2006
DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE
Research Associate Karsten
Jonsen prepared this case
under the supervision of
Professor Martha Maznevski
as a basis for class discussion
rather than to illustrate either
effective or ineffective handling
of a business situation.
Globalization in the positive sense is like a mosaic of cultures where
identities remain visible and where we can play freely with the
interaction in between. Where people can project themselves in
something that is created elsewhere but is not perceived foreign. We are
contributing to something important here. We need to help Disney
become global in this positive sense. It is a long journey but we now
understand the magnitude of globalization and can use this learning
elsewhere.
Dominique Cocquet, Executive VP, Development & External Relations
Dominique Cocquet was legendary among Disneyland Resort
Paris managers for his vision. He was part of the senior
management team determined to turn the vision into reality. “We
create magic,” explained Roland Kleve, director of parks & resort
operations support, “Mickey is a great boss.”
Disneyland Resort Paris opened its gates in April 1992 amidst
enormous controversy as a bastion of American cultural
imperialism in Europe. By 2006 it was the most visited tourist site
in Europe with over 12 million annual visitors. In spite of a difficult
tourist industry in the early 2000s, Disneyland Resort Paris’s
attendance remained stable: 60% of its visitors were repeat visitors,
and guest satisfaction was extremely high. The operation had
created 43,000 jobs, invested more than €5 billion and contributed
to the development of a new region. “You cannot say this is not a
success!” exclaimed Cocquet.
As the leaders developed their execution plans, they wondered
what principles should guide them and how to interpret Disney
in multicultural Europe. Guests from different parts of Europe
wanted different things from a vacation: how could they keep
the classic Disney magic yet successfully ap.
Essay author Ian Bogost Essay title Welcome .docxaryan532920
Essay author: Ian Bogost
Essay title: “Welcome to Dataland”
Publisher: Medium
Website: Medium.com
Date published: 29 July 2014
Date of access: 19 February 2015
Pages: n.p.
Medium: Web
Author biography: Bogost is a professor of Interactive Computing in the School of Literature, Media, and
Communication at Georgia Tech University. He joined the faculty after a successful career
in software and videogame development. He is also the author of the book Persuasive
Games and an active blogger.
Statement of Restricted Use
The Composition Program of Indiana University has made this copyrighted material available to you within the
provisions of “fair use,” as defined by Title 17 of United States Code. It is intended solely for your individual use
while you are enrolled as a student in English W131 at Indiana University and exclusively for purposes of
“criticism, comment, . . . teaching . . . , scholarship, or research” (§107). Any further use, reproduction, or
distribution of this material is expressly prohibited. If you have any questions about copyright and fair use,
please consult your instructor.
CE English W131 Analytical Reading, Writing, & Inquiry
Ian Bogost on Jul 29, 201411 min
Professor (Georgia Tech), Game Designer (Persuasive Games), Author
Also available here: https://medium.com/re-form/welcome-to-dataland-d8c06a5f3bc6
Welcome to Dataland
Design fiction at the most magical place on Earth
I am in Disney World’s Magic Kingdom, and I am standing in line. My family is awaiting entrance to
Be Our Guest, a Beauty and the Beast-themed quick-service restaurant nestled into the recently-
revamped Fantasyland. It’s late spring in central Florida, and it’s hot. A Disney “cast member”
wheels out a cart with drinking water and disposable cups, and each family in the queue quickly
deploys a resupply team. At Disney World, even modest wishes come true.
A secondary queue awaits us inside, and eventually we order braised pork and cream puffs. Other
vacationers are carrying away red and yellow rose-shaped renditions of the buzzing pagers common
to restaurants. “Do we need a rose?” my wife asks. “No,” the cast member responds, “We’ll find
you by your MagicBand.”
She’s referring to the colorful wristbands now provided to Walt Disney World Resort guests.
Rubberized, waterproof, and emblazoned with Mickey’s iconic silhouette, the MagicBand bracelets
are a part of a new digital parks strategy Disney dubs MyMagic+. Besides wearables, MyMagic+
involves upgrades to in-park terminals for purchases and FastPass line-skipping services, a new
https://medium.com/@ibogost
https://medium.com/re-form/welcome-to-dataland-d8c06a5f3bc6
https://disneyworld.disney.go.com/plan/my-disney-experience/my-magic-plus/
https://medium.com/re-form?source=logo-9984297869c1-f30e42fd7ff8
https://medium.com/re-form?source=avatarSecondaryBar-9984297869c1-f30e42fd7ff8
https://medium.com/@ibogost
http://www.bmwu ...
This document discusses Walt Disney World in Orlando, Florida. It provides background on how Walt Disney World developed from a single attraction into a destination resort with multiple theme parks. The document also analyzes Walt Disney World's external environment using a PESTEL framework and internal environment through a SWOT analysis. Some of the key points covered include Walt Disney World's mission statement, its economic and environmental impact on Florida, its use of cutting-edge technology, and the low threat of new competitors entering the theme park industry.
Families hardly get travel time in during the school season, causing Disney World to suffer a decline in visitors.
I created a media plan to stimulate the trial and move the target into Disney World during this off season.
Fantasy Kingdom Amusement Park
Fantasy Kingdom brings a little bit of Disneyland to Bangladesh. It is one of the most spectacular amusement parks in the country and has become a great tourist attraction in Dhaka. South Asia had never before experienced an amusement park of such a grand scale and it took the creativity, dedication and commitment from hundreds of workers, artists and sculptors to bring this world of entertainment and thrills to life.
This document provides an in-depth analysis of The Walt Disney Company, including its history, business segments, financial performance, and current international operations. Disney operates theme parks in the US, France, Japan, Hong Kong, and will soon open one in Shanghai. The analysis evaluates Disney's strategy for choosing international locations, focusing on economic factors, technology, infrastructure, and adapting to local customs. Disney has faced challenges expanding internationally but has learned to better customize experiences for new cultures.
This presentation has been created by Kshitij Chaudhari, VIT Chennai, during a marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
Similar to Intrapreneurial Business Proposal for Walt Disney Theme Parks (17)
Boost Your Instagram Views Instantly Proven Free Strategies.InstBlast Marketing
Supercars use advanced materials and tech for top-speed performance. Join Performance Car Exclusive to experience driving excellence.
https://instblast.com/instagram/free-instagram-views
Customer Experience is not only for B2C and big box brands. Embark on a transformative journey into the realm of B2B customer experience with our masterclass. In this dynamic session, we'll delve into the intricacies of designing and implementing seamless customer journeys that leave a lasting impression. Explore proven strategies and best practices tailored specifically for the B2B landscape, learning how to navigate complex decision-making processes and cultivate meaningful relationships with clients. From initial engagement to post-sale support, discover how to optimize every touchpoint to deliver exceptional experiences that drive loyalty and revenue growth. Join us and unlock the keys to unparalleled success in the B2B arena.
Key Takeaways:
1. Identify your customer journey and growth areas
2. Build a three-step customer experience strategy
3. Put your CX data to use and drive action in your organization
Can you kickstart content marketing when you have a small team or even a team of one? Why yes, you can! Dennis Shiao, founder of marketing agency Attention Retention will detail how to draw insights from subject matter experts (SMEs) and turn them into articles, bylines, blog posts, social media posts and more. He’ll also share tips on content licensing and how to establish a webinar program. Attend this session to learn how to make an impact with content marketing even when you have a small team and limited resources.
Key Takeaways:
- You don't need a large team to start a content marketing program
- A webinar program yields a "one-to-many" approach to content creation
- Use partnerships and licensing to create new content assets
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...Demandbase
Delve into essential ABM ‘plays' that propel success while identifying and leaving behind tactics that no longer yield results. Led by ABM Experts, Jon Barcellos, Head of Solutions at Postal and Tom Keefe, Principal GTM Expert at Demandbase.
Empowering Influencers: The New Center of Brand-Consumer Dynamics
In the current market landscape, establishing genuine connections with consumers is crucial. This presentation, "Empowering Influencers: The New Center of Brand-Consumer Dynamics," explores how influencers have become pivotal in shaping brand-consumer relationships. We will examine the strategic use of influencers to create authentic, engaging narratives that resonate deeply with target audiences, driving success in the evolved purchase funnel.
In this dynamic session titled "Future-Proof Like Beyoncé: Syncing Email and Social Media for Iconic Brand Longevity," Carlos Gil, U.S. Brand Evangelist for GetResponse, unveils how to safeguard and elevate your digital marketing strategy. Explore how integrating email marketing with social media can not only increase your brand's reach but also secure its future in the ever-changing digital landscape. Carlos will share invaluable insights on developing a robust email list, leveraging data integration for targeted campaigns, and implementing AI tools to enhance cross-platform engagement. Attendees will learn how to maintain a consistent brand voice across all channels and adapt to platform changes proactively. This session is essential for marketers aiming to diversify their online presence and minimize dependence on any single platform. Join Carlos to discover how to turn social media followers into loyal email subscribers and ultimately, drive sustainable growth and revenue for your brand. By harnessing the best practices and innovative strategies discussed, you will be equipped to navigate the challenges of the digital age, ensuring your brand remains relevant and resonant with your audience, no matter the platform. Don’t miss this opportunity to transform your approach and achieve iconic brand longevity akin to Beyoncé's enduring influence in the entertainment industry.
Key Takeaways:
Integration of Email and Social Media: Understanding how to seamlessly integrate email marketing with social media efforts to expand reach and reinforce brand presence. Building a Robust Email List: Strategies for developing a strong email list that provides a direct line of communication to your audience, independent of social media algorithms. Data Integration for Targeted Campaigns: Leveraging combined data from email and social media to create personalized, targeted marketing campaigns that resonate with the audience. Utilization of AI Tools: Implementing AI and automation tools to enhance efficiency and effectiveness across marketing channels. Consistent Brand Voice Across Platforms: Maintaining a unified brand voice and message across all digital platforms to strengthen brand identity and user trust. Proactive Adaptation to Platform Changes: Staying ahead of social media platform changes and algorithm updates to keep engagement high and interactions meaningful. Conversion of Social Followers to Email Subscribers: Techniques to encourage social media followers to subscribe to email, ensuring a direct and consistent connection. Sustainable Growth and Minimized Platform Dependence: Strategies to diversify digital presence and reduce reliance on any single social media platform, thereby mitigating risks associated with platform volatility.
Efficient Website Management for Digital Marketing ProsLauren Polinsky
Learn how to optimize website projects, leverage SEO tactics effectively, and implement product-led marketing approaches for enhanced digital presence and ROI.
This session is your key to unlocking the secrets of successful digital marketing campaigns and maximizing your business's online potential.
Actionable tactics you can apply after this session:
- Streamlined Website Management: Discover techniques to streamline website development, manage day-to-day operations efficiently, and ensure smooth project execution.
- Effective SEO Practices: Gain valuable insights into optimizing your website for search engines, improving visibility, and driving organic traffic to your digital assets.
- Leverage Product-Led Marketing: Explore strategies for incorporating product-led marketing principles into your digital marketing efforts, enhancing user engagement and driving conversions.
Don't miss out on this opportunity to elevate your digital marketing game and achieve tangible results!
Dive deep into the cutting-edge strategies we're employing to revolutionize our web presence in the age of AI-driven search. As Gen Z reshapes the digital realm, discover how we can bridge the generational divide. Unlock the synergistic power of PPC, social media, and SEO, driving unparalleled revenues for our projects.
This session will aim to comprehensively review the current state of artificial intelligence techniques for emotional recognition and their potential applications in optimizing digital advertising strategies. Key studies developing AI models for multimodal emotion recognition from videos, images, and neurophysiological signals were analyzed to build content for this session. The session delves deeper into the current challenges, opportunities to help realize the full benefits of emotion AI for personalized digital marketing.
Unlock the secrets to enhancing your digital presence with our masterclass on mastering online visibility. Learn actionable strategies to boost your brand, optimize your social media, and leverage SEO. Transform your online footprint into a powerful tool for growth and engagement.
Key Takeaways:
1. Effective techniques to increase your brand's visibility across various online platforms.
2. Strategies for optimizing social media profiles and content to maximize reach and engagement.
3. Insights into leveraging SEO best practices to improve search engine rankings and drive organic traffic.
In the face of the news of Google beginning to remove cookies from Chrome (30m users at the time of writing), there’s no longer time for marketers to throw their hands up and say “I didn’t know” or “They won’t go through with it”. Reality check - it has already begun - the time to take action is now. The good news is that there are solutions available and ready for adoption… but for many the race to catch up to the modern internet risks being a messy, confusing scramble to get back to "normal"
QuickBooks Sync Manager Repair Tool- What You Need to Knowmarkmargaret23
Occurrence of technical errors on QuickBooks is common but it can be resolved with the use of QuickBooks Sync Manager Tool . With the help of this too, users can sync the QuickBooks Desktop company file with the Intuit online server. It is compatible with versions QuickBooks Pro, Premier, or Enterprise. In case a user faces sync-related errors then they simply need this repair tool.
The Strategic Impact of Storytelling in the Age of AI
In the grand tapestry of marketing, where algorithms analyze data and artificial intelligence predicts trends, one essential thread remains constant — the timeless art of storytelling. As we stand on the precipice of a new era driven by AI, join me in unraveling the narrative alchemy that transforms brands from mere entities into captivating tales that resonate across the digital landscape. In this exploration, we will discover how, in the face of advancing technology, the human touch of a well-crafted story becomes not just a marketing tool but the very essence that breathes life into brands and forges lasting connections with our audience.
Gokila digital marketing| consultant| Coimbatoredmgokila
Myself Gokila digital marketing consultant located in Coimbatore other various types of digital marketing services such as SEM
SEO SMO SMM CAMPAIGNS content writing web design for all your business needs with affordable cost
Digital Marketing Services | Techvolt Software :
Digital Marketing is a latest method of Marketing techniques widely used across the Globe. Digital Marketing is an online marketing technique and methods used for all products and services through Search Engine and Social media advertisements. Previously the marketing techniques were used without using the internet via direct and indirect marketing strategies such as advertising through Telemarketing,Newspapers,Televisions,Posters etc.
List of Services offered in Digital Marketing |Techvolt Software :
Techvolt Software offers best Digital Marketing services for promoting your products and services through online platform on the below methods of Digital marketing
1. Search Engine Optimization (SEO)
2. Search Engine Marketing (SEM)
3. Social Media Optimization (SMO)
4. Social Media Marketing (SMM)
5. Campaigns
Importance | Need of Digital Marketing (Online Promotions) :
1. Quick Promotions through Online
2. Generation of More leads and Business Enquiries via Search Engine and Social Media Platform
3. Latest Technology development vs Business promotions
4. Creation of Social Branding
5. Promotion with less investment
Benefits Digital Marketing Services at Techvolt software :
1. Services offered with Affordable cost
2. Free Content writing
3. Free Dynamic Website design*
4. Best combo offers on website Hosting,design along with digital marketing services
5. Assured Lead Generation through Search Engine and Social Media
6. Online Maintenance Support
Free Website + Digital Marketing Services
Techvolt Software offers Free website design for all customer and clients who is availing the digital marketing services for a minimum period of 6 months.
With Regards
Gokila digital marketer
Coimbatore
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
In this humorous and data-heavy session, join us in a joyous celebration of life honoring the long list of SEO tactics and concepts we lost this year. Remember fondly the beautiful time you shared with defunct ideas like link building, keyword cannibalization, search volume as a value indicator, and even our most cherished of friends: the funnel. Make peace with their loss as you embrace a new paradigm for organic content: Pillar-Based Marketing. Along the way, discover that the results that old SEO and all its trappings brought you weren’t really very good at all, actually.
In this respectful and life-affirming service—erm, session—join Ryan Brock (Chief Solution Officer at DemandJump and author of Pillar-Based Marketing: A Data-Driven Methodology for SEO and Content that Actually Works) and leave with:
• Clear and compelling evidence that most legacy SEO metrics and tactics have slim to no impact on SEO outcomes
• A major mindset shift that eliminates most of the metrics and tactics associated with SEO in favor of a single metric that defines and drives organic ranking success
• Practical, step-by-step methodology for choosing SEO pillar topics and publishing content quickly that ranks fast
Yes, It's Your Fault Book Launch WebinarDemandbase
From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.
Tired of the perpetual tug-of-war between your sales and marketing teams? Come hear Demandbase Chief Marketing Officer, Kelly Hopping and Chief Sales Officer, John Eitel discuss key insights from their new book, “Yes, It’s Your Fault! From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.”
They’ll share their no-nonsense approach to bridging the sales and marketing divide to drive true collaboration — once and for all.
In this webinar, you’ll discover:
The underlying dynamics fueling sales and marketing misalignment
How to implement practical solutions without disrupting day-to-day operations
How to cultivate a culture of collaboration and unity for long-term success
How to align on metrics that matter
Why it’s essential to break down technology and data silos
How ABM can be a powerful unifier
Intrapreneurial Business Proposal for Walt Disney Theme Parks
1. Intrapreneurial Business Proposal 1
Intrapreneurial Business Proposal for Walt Disney Theme Parks
Abigail Hondorp
Full Sail University
2. Intrapreneurial Business Proposal 2
Table of Contents
External & Internal Business Environment .................................................................................... 3
Strategic Scanning........................................................................................................................... 5
Solving a Need in the Market ......................................................................................................... 8
Implementing Innovation.............................................................................................................. 10
References:.................................................................................................................................... 14
3. Intrapreneurial Business Proposal 3
Introduction
The need for excellent guest service should be every brands promise, Disney Parks,
Experiences and Products Inc. is doing this on a daily basis. We at Disney Parks, Experiences
and Products Inc. strive for a magical experience for every guest who enters through our front
gates. Sometimes we may not deliver the guests needs but through this paper we wish to shine a
light on new opportunities within the company to keep every guest happy. It was Walt Disney’s
dream to build a place where guests could walk around with their favorite characters and feel like
children again. At Disney Parks, Experiences and Products Inc. we intend to keep that promise.
External & Internal Business Environment
Disney Parks, Experiences and Products Inc. was founded by Walter Elias Disney and
Roy O. Disney in 1971, exactly six months before the grand opening of Magic Kingdom at Walt
Disney World Resorts. (About Us. n.d.) The Walt Disney Company a multimedia company with
a cooperative multidivisional structure to the business. This structure means capitalizing various
business divisions or segments. (Williams, 2019) Disney Parks, Experiences and Products INC.
is segmented into one of the four major business segments with over 180,000 cast members
worldwide. While there is publicly traded stock for The Walt Disney Company itself there is no
stock for Disney Parks, Experiences and Products INC. (O'Shea, 2020) We as a company are a
business to consumer company by creating magical experiences for consumers that make their
way into our parks.
Disney Parks, Experiences and Products INC. falls under the industry of theme parks and
entertainment. While the conditions of theme parks industry are ever growing Disney will always
be in the mind set of what will be the next best thing. This business is not for everyone, there are
top theme parks around the world but only a few that have lasted generations. There are a few
4. Intrapreneurial Business Proposal 4
competitors such as Universal, but no company can make a substitute castle and make
Tinkerbelle fly across the sky. We are in the business of putting on a show for every guest that
steps through the front gates of Disney. This theme park started because of the dream of one-man
Walt Disney who wanted to make his movies into a reality, even now as the parks grow that
dream is still alive.
From the shores of the Australian coast where guests search for nemo, to zooming in
racers on the different planets of Star Wars guests are immersed in new experiences to make
even the oldest guests feel like a child once more. As The Walt Disney Company grows more
opportunities to make lasting magical experiences for guests will arise. With major movies
coming out for Marvel, Disney is now looking towards the future in creating a superhero area
where any child can be a superhero for the day.
As we look towards the future and what thrilling new ideas await the parks, there is equal
opportunity when it comes to the merchandise. Not only can these children feel like superheroes,
but they are able to look like them as well. Disney has its one of a kind products that are only
sold in parks, which creates gifts for the guests who are visiting the parks. Every park no matter
where it is has distinct items that you will find in no other park. There are also options for annual
pass holders to get discounts on products from the park. The tickets for the parks can be on the
higher end of pricing. Though the tickets are higher in price it makes up for it with the quality of
entertainment that is given with each experience in the parks. As a company with some of the
top-rated theme parks in the world we are positioned to set the mold for what is to come. The
reason behind the cost is because of the quality that is given; with more rides being built and
more lands to explore it makes for more entertainment. As guests make their way into our parks
5. Intrapreneurial Business Proposal 5
every day and experience what it is like to be part of the story. Some opportunities that have
been shown are promoting to those who live in the state with cheaper tickets for multiple days.
Strategic Scanning
Disney Parks, Experiences and Products Inc. has not based their branding on just the
demographics of just small children, the parks are engineered to attract both the young and the
young at heart. These parks were built to bring those who love Disney into the stories they grew
up with. Those visiting our parks are families who both live close to the theme parks as well as
visiting guests from all over the world, in 2018 there was a rough estimate of 157.31 million who
entered the parks around the world. (Lock, S. 2019) From guest who own annual passes to those
just visiting yearly. Disney Parks, Experiences and Products Inc. is known for its one of a kind
parks that meet the needs of every guest that enters through the gates. Customers paying for a
vacation know what they are paying for a once in a lifetime opportunity to dance with Mickey
during breakfast or visit the Beasts castle where they can ‘be our guest’ dining with beloved
characters.
We are not just selling rides to guests but creating experiences that will last a lifetime,
each and every cast member is taught to create happiness by making magical moments for each
and every guest. (Kaemingk , D. 2019) Opportunities that can be observed for our business is
communicating with guest making sure even guest who passes through our gates is greeted with
a smile and offered the best possible help that can be given. By aiming to treat each guest
individually to create personal interactions, with our mobile friendly app that will create fast
passes for rides to the show times of each magical event happening throughout the park. Creating
an easy experience for every guest to minimize the stress of their stay. Here at Disney Parks,
6. Intrapreneurial Business Proposal 6
Experiences and Products Inc. open ended feedback is a key component of making sure guests
feel they have a voice in what they think is most important and our company growing from there.
Most of the ticket sales are done online through our website, where guests can take an
opportunity to book their entire vacation through our site, from how they will be arriving and
where they will be staying. With using our site to create a dream vacation for any family. The
competitors of Disney Parks, Experiences and Products Inc. leading with 67 million in
attendance at their parks being Merlin Entertainment Group, with theme parks like Legoland in
the United states, following Alton Towers and Thorpe Park Resort both in the United Kingdom.
(Neilson, S. 2015) Universal Studios following with an average of 50.07. million attending their
parks and Six Flags Inc. attendance at 32.02 million. (Lock, S. 2019) Universal Studios,
Legoland and Six Flags all offer annual passes for guests who are wanting to visit year-round.
While Universal and Legoland both have vacation packages what they lack is transportation
from the airport to their hotels. (LEGOLAND Florida Resort - Theme Park and Water Park.
n.d.). Disney and its Magical Express offer the chance to stop the worry of lugging family
members on top of luggage to a taxi. Families have the chance check in at the airport for
Disney’s Magical Express where they are transported to their Disney resort as well as their
luggage magically being brought up to the hotel room. (Disney's Magical Express. n.d.)
Universal Studios has a clear advantage when it comes to how close all the hotels and theme
parks are, but they lack the theming that Disney Resorts have accomplished. (Universal Orlando.
n.d.)
Universal also has an upper hand inside the parks because of the sheer number of guests
who have fallen in love with Harry Potter, they have the chance to become a wizard for the day
and visit iconic places from the beloved books and movies. Disney Parks, Experiences and
7. Intrapreneurial Business Proposal 7
Products Inc. have been working tirelessly to bring a different kind of world into existence Star
Wars, a themed land that takes you to a different world as soon as you step into the land. Our
land may not have wizards, but Jedi rule the streets in Disney, not to mention superheroes will be
joining our parks by the end of 2020. (Kline, D. B. 2017)
Disney Parks, Experiences and Products Inc. is unique in the magical experiences that are
offered to our guests. When guests are staying with us for their vacations there is always a
chance for a cast member to create magic for the guest before them. We take the planning of
each vacation special, from the buttons that celebrate each guest visit, to the Magical Express
taking the stress out of traveling. (Disney's Magical Express. n.d.) When those who are staying
with Disney, we take every opportunity to give a little pixie dust to each guest. If a guest has
comments or concerns, it is our pleasure to amend the problem as quick as it happens. We lead
the way with our guest experiences and open communication with all who visit.
With all the different Disney Parks and resorts there is a very clear management team, it
starts with Bob Chapek who is the chairman for Disney Parks, Experiences and Products Inc. He
has been with the company for over 25 years, he has implemented innovative strategies to
improve guest experiences and has been able to use state of the art technology to improve
consumer experiences as well. (About Us. n.d.) After Bob Chapek on the management team you
have Rebecca Campbell the president of Disneyland Resort, Michael Colgazier the director of
Disney parks International and Josh D’Amaro President of Walt Disney Resorts each with their
own impressive background of working their way up through Disney using guest service as their
key goal in mind. (About Us. n.d.)
8. Intrapreneurial Business Proposal 8
Solving a Need in the Market
When Walt Disney first open the doors to his parks his mission was clear was to create
happiness through magical experience this statement still remains true. (Pratap, A. 2019) Walt
Disney Worlds Mission statement states ‘The mission of The Walt Disney Company is to
entertain, inform and inspire people around the globe through the power of unparalleled
storytelling, reflecting the iconic brands, creative minds and innovative technologies that make
ours the world’s premier entertainment company.’ (Disney - Leadership, History, Corporate
Social Responsibility. n.d.) Being such a large company with multiple moving parts it takes a
team of individuals to stay transparent with the cast members, each cast member knows that
Disney Parks, Experiences and Products Inc. strives for perfection with detailed training before
any new cast member is let into the parks to be with guests. At the end of the day each cast
member is a representative of the Disney brand. As for transparency to the outside world there is
very little view as to what goes into the magic behind Disney Parks, Experiences and Products
Inc. Lee Cockerell former vice president put it perfectly “For any company in the experience
business, you’re putting on a show. The big red curtains open every day at Disney, and we have
to ask ourselves, have we picked the right players and actors and actresses?” (Meek, A. 2015)
Putting on a show each day can be difficult as well as keeping up with competitors.
Disney Parks, Experiences and Products Inc. is keeping up with current emerging trends in
media for theme parks. Right now, the top media trends in theme parks around the world are
highly immersive environments with Pandora and Star Wars leading the way in those trends
there is no doubt that guests can imagine themselves in these areas. (Wyatt, R. 2019) Another
trend is advancing technology, this is being shown by Disney Parks, Experiences and Products
Inc. with the MyDisneyExperience app which allows guests to plan their visit as well as make
9. Intrapreneurial Business Proposal 9
fast passes and make reservations at restaurants as well. (Wyatt, R. 2019) This is technology to
make trips easier for all who enter the parks. In 2017 Walt Disney Company ranked number 3 on
Reputation Institutes annual Global RepTrak which spotlights over 100 companies. This survey
is based off 170,000 ratings collected and measures public perceptions of top companies with
respect to products and services, innovation, workplace, governance, citizenship, leadership and
performance. (Disney Ranks High on List of "The World's Most Reputable Companies". 2018)
Guests are experiencing Disney Parks, Experiences and Products Inc. on various days in
different seasons and certain peak times. The trends that are being seen on various sites are
complaints about wait times and the crowds that are in the parks. There were also a few
complaints the MyDisneyExperience app not working throughout the guests stays. A major trend
I have seen is guests raving about the guest service they received from those helping them
throughout their stay. (Walt Disney World Company: Reviews: Better Business Bureau®
Profile. n.d.) Looking at Universal Studios reviews there are relatively the same complaints
about wait times. As for the guest service for Universal studios there seems to be a decent
amount of reviews stating that there was no help. (Universal Orlando: Reviews: Better Business
Bureau® Profile. n.d.) The experiences for both Disney and Universal have mixed reviews,
weather can be an issue, the amount of people in parks can also be an issue its about listening to
the concerns and correcting.
Reading the feedback that was given about experiencing Disney Parks, Experiences and
Products Inc. it feels as though most guests with negative experiences are just looking for a
simple way to communicate with experiencing Disney Parks, Experiences and Products Inc. the
frustrations begins with only being able to contact us through email or fax. Just as technology is
growing for guest experiences in the parks, the technology for contacting Disney should be
10. Intrapreneurial Business Proposal 10
growing as well. If not over the phone, directly through the Disney website. Allowing guests to
have an easier way to give feedback will take the pain point and perhaps make a lifetime guest of
Disney Parks, Experiences and Products Inc. We as a company make sure to respond to guest
feedback good or bad but allowing guests to have easier access to ask questions or give their
concerns may alleviate more problems. In the theme park industry, there are bound to be mishaps
with wait times or the weather, but Disney as a brand is known for its Magic. Each guest no
matter how young or old should have an experience that will last a lifetime. Keeping to Walt
Disney words, he wanted to create happiness through magical experiences this may not always
happen but a kind gesture from a cast member could change a guest entire day.
Implementing Innovation
Walt Disney world parks they are the happiest places on earth, or for each guest that
enters our gates we try to be. Keeping with Walt Disney’s dream of creating happiness through
magical experiences is what Disney Parks, Experiences and Products Inc. does on a daily basis.
Some days is hard to keep this mission possible and guests let our company know through
various social medias. The parks can get crowded and weather can ruin the most magical of trips,
allowing guest to connect immediately with a guest service representative could be the difference
between a one-time guest and a lifetime guest.
The plan to help with Customers pain points is fairly simple, using the technology that is
already set in place for Disney Parks, Experiences and Products Inc. with the My Disney
Experience moblie app every guest will be able to have contact with a cast member directly at
their fingertips. (Smith, T. 2017) Allowing guests to explain their complaints as well as concerns
and get real time help will save Disney Parks, Experiences and Products Inc. not only negative
11. Intrapreneurial Business Proposal 11
comments through social media but allow these guest service cast members to create magic for
guests.
With the help from the developers who have already worked on the My Disney
Experience mobile app the cost and timeline for rolling this new idea will take less time. We as a
team will be able to work together in adding this new area to the app, with prototyping having a
focus group and identifying beta-testers for the integration of a chat between guest services and a
guest. (Rastogi, L. 2017) With all of that in mind we believe it will take around 2 months for this
new idea to fully developed. Now for the cost it is believed to be around 20,000 dollars to update
an application. (Chomko, R. 2012) Though through research this amount is based upon a
company using outside developing companies because Disney Parks, Experiences and Products
Inc. is able to work with the developers that work for Disney the app should be 10,000 nearly
half of the cost that was researched.
This plan may seem like a costly endeavor but an annual passholder is likely to spend
$1,219 annually to frequently visit a Disney theme park. If 100 annual pass holders that’s
$121,900 and 10% of those people are unhappy and those guests decide to cancel their annual
passes this means Disney Parks, Experiences and Products Inc. is losing out on $12,190. (Disney
Annual passes. n.d.). This also is the same for guests who are vacationing and visiting Disney
Parks, Experiences and Products Inc. yearly a standard ticket for Disney is $135. (Disney
Admission Tickets. n.d.) Say there are 100 guests and 10% of them are unhappy and are not
likely to return that’s another $1,350 Disney Parks, Experiences and Products Inc. will lose out
on. With this updated app this could keep these guests and make sure they visit again.
12. Intrapreneurial Business Proposal 12
Strategy to achieve your
objective?
Timelines? Resources
needed?
Indicators of success?
1) Update the app with
new feature.
1 month App
developers
2) Beta-tested 1 ½ months Beta-Testers Positive Feedback
3) Updated My Disney
Experience
2 months Less negative feedback, Happier guest
experiences more lifetime guests.
The strategy to get this plan rolling out is to first speak with Kareem Daniel who is
president of Walt Disney Imagineering Operations, Product, Creation, Publishing and Games.
(About Us. n.d.) Speaking with him will allow for optimal feedback to see if this idea is even
possible as well as becoming the mentor for this plan. At first there can be pushback at the idea
especially with the need for more cast members to be available to train on how to handle the
negative situations with guests through the app and turn them into positive magical moments.
Pushback may also come with the cost of updating the app but through the mentorship with
Kareem Daniel and updating him with the progress and implementing suggestions given. The
optimal amount of time is not to rush into the plan, researching, planning will take time
especially working in this corporate environment. If peers or management do not agree with the
plan making sure there is full proof evidence to back this plan will only strength the claim.
Conclusion
Excellent Guest Service, a way to get feedback from guest’s real time and help the best
that Disney Parks, Experiences and Products Inc. can. Through our research we have found that
most guest complaints end with confusion and frustration. Instead each guest should feel that no
matter where they are in our parks and resorts that they are able to express their concerns. We are
a brand that is known for our excellent guest service, we know things cannot always go our way
and there will be upset guests but trying to turn their negative experiences into a positive can in
13. Intrapreneurial Business Proposal 13
fact make guest return again. With the plan we wish to set in place we believe it will help Disney
Parks, Experiences and Products Inc. save money as well as help struggling guests in real time.
14. Intrapreneurial Business Proposal 14
References:
About Us. (n.d.). Retrieved February 1, 2020, from https://dpep.disney.com/about-us/#leadership
About Us. (n.d.). Retrieved January 13, 2020, from https://dpep.disney.com/about-us/.
Adamson, A. (2014, October 15). Disney Knows It's Not Just Magic That Keeps a Brand on Top.
Retrieved January 27, 2020, from
https://www.forbes.com/sites/allenadamson/2014/10/15/disney-knows-its-not-just-magic-that-
keeps-a-brand-on-top/#71804a125b26
Chomko, R. (2012, May 25). Maintaining an app is critical to its overall success. Retrieved February
1, 2020, from https://www.fiercewireless.com/developer/maintaining-app-critical-to-its-overall-
success
Disney - Leadership, History, Corporate Social Responsibility. (n.d.). Retrieved January 13, 2020,
from https://www.thewaltdisneycompany.com/about/.
Disney - Leadership, History, Corporate Social Responsibility. (n.d.). Retrieved January 27, 2020,
from https://www.thewaltdisneycompany.com/about/
Disney Annual passes. (n.d.). Retrieved February 1, 2020, from
https://disneyworld.disney.go.com/passes/
Disney Ranks High on List of "The World's Most Reputable Companies". (2018, February 6).
Retrieved January 27, 2020, from https://www.thewaltdisneycompany.com/disney-ranks-high-
list-worlds-reputable-companies/
Disney's Magical Express. (n.d.). Retrieved January 20, 2020, from
https://www.wdwinfo.com/transportation/magical-express.htm
Gibaldi, G. (n.d.). Avengers Campus at Disney California Adventure Park to Begin Recruiting
Super Heroes in Summer 2020. Retrieved from
15. Intrapreneurial Business Proposal 15
https://disneyparks.disney.go.com/blog/2019/12/avengers-campus-at-disney-california-
adventure-park-to-begin-recruiting-super-heroes-in-summer-2020/.
Kaemingk , D. (2019, December 9). 6 Ways Disney World Delivers Top Customer Experiences.
Retrieved January 20, 2020, from https://www.qualtrics.com/blog/6-ways-disney-world-delivers-
top-customer-experiences/
Kline, D. B. (2017, August 20). Why Disney Is the Best Buy in the Entertainment Sector. Retrieved
January 20, 2020, from https://www.fool.com/investing/2017/08/20/why-disney-is-the-best-buy-
in-the-entertainment-se.aspx
LEGOLAND Florida Resort - Theme Park and Water Park. (n.d.). Retrieved January 20, 2020, from
https://www.legoland.com/florida/
Lock, S. (2019, May 28). Amusement park chains worldwide by total attendance 2018. Retrieved
January 20, 2020, from https://www.statista.com/statistics/194323/attendance-figures-of-
amusement-park-chains-worldwide-since-2010/
Magic Kingdom Park Hours. (n.d.). Retrieved February 1, 2020, from
https://disneyworld.disney.go.com/admission/tickets/theme-parks/
Meek, A. (2015, April 14). Former Executive Shares The Secrets To How Disney Runs Its Empire.
Retrieved from https://www.fastcompany.com/3041284/former-executive-shares-the-secrets-to-
how-disney-runs-its-empire
My Disney Experience Information. (n.d.). Retrieved February 1, 2020, from
https://www.wdwinfo.com/disney-world/my-disney-experience.htm
Neilson, S. (2015, March 20). Must-know guide to the Walt Disney Company's competitors.
Retrieved January 20, 2020, from https://marketrealist.com/2014/01/disneys-competitors/
16. Intrapreneurial Business Proposal 16
O'Shea, A. (2020, January 9). How to Buy Disney Stock. Retrieved from
https://www.nerdwallet.com/blog/investing/buy-disney-stock/.
Plan Your Visit. (n.d.). Retrieved January 20, 2020, from https://www.sixflags.com/america/plan-
your-visit
Pratap, A. (2019, January 22). Walt Disney Mission Statement: An Analysis. Retrieved January 27,
2020, from https://notesmatic.com/2017/09/an-analysis-of-walt-disneys-mission-statement/
Rastogi, L. (2017, May 16). 10 steps: How to Create a Successful Mobile Application? Retrieved
February 1, 2020, from https://www.newgenapps.com/blog/bid/219838/10-steps-to-create-a-
successful-mobile-application
Smith, T. (2017, March 31). New My Disney Experience app Launches, Makes Planning Walt
Disney World Vacations Even Easier. Retrieved from
https://disneyparks.disney.go.com/blog/2017/03/my-disney-experience-4-5-launches-with-
redesign-of-app-to-help-enhance-the-guest-experience/
Universal Orlando. (n.d.). Retrieved January 20, 2020, from
https://www.universalorlando.com/web/en/us?__source=ps..psta..dr..cuors..cscp..vnof..len..adv..i
pna..exna..pbr..poof..cuo..pgl..trna..onof..2019&s_kwcid=AL!4228!3!377982340496!e!!g!!unive
rsal
studios&ef_id=Cj0KCQiAvJXxBRCeARIsAMSkAppaNU3SWNrAKUBSLvokkI2TGxvfqDfH
WDTsFdPl1NaDd66GSUEeXTgaAm_GEALw_wcB:G:s&gclid=Cj0KCQiAvJXxBRCeARIsA
MSkAppaNU3SWNrAKUBSLvokkI2TGxvfqDfHWDTsFdPl1NaDd66GSUEeXTgaAm_GEAL
w_wcB
17. Intrapreneurial Business Proposal 17
Universal Orlando: Reviews: Better Business Bureau® Profile. (n.d.). Retrieved January 27, 2020,
from https://www.bbb.org/us/fl/orlando/profile/amusement-parks/universal-orlando-0733-
302046/customer-reviews
Walt Disney World Company: Reviews: Better Business Bureau® Profile. (n.d.). Retrieved January
27, 2020, from https://www.bbb.org/us/fl/lake-buena-vista/profile/amusement-parks/walt-disney-
world-company-0733-302238/customer-reviews
Williams, A. (2019, February 28). Walt Disney Company's Organizational Structure for Synergistic
Diversification. Retrieved January 13, 2020, from http://panmore.com/walt-disney-company-
organizational-structure-synergistic-diversification.
Wyatt, R. (2019, September 27). The Top Emerging Trends Shaping the Theme Park Industry.
Retrieved January 27, 2020, from https://nfusion.companiesofnassal.com/insights/top-trends-
shaping-theme-park-industry