A Case Study : Eurodisney's S Poor Performance During Its First Year Of Operations

The case “Euro Disney: First 100 days” talks about the issues faced by the Walt Disney Company when expanding to international borders. The case begins with the history of Disneyland and then describes the reasons behind its success and expansion to various states across the country. It then describes the success of Tokyo Disneyland, first Disney theme park outside America and the factors affecting it.

In addition, the politicians’ negative publicity and the cultural leaders’ unfriendliness toward the Euro Disney theme park caused the company to close down one resort hotel and laid off 5000 employees. Taking this into account the Euro Disney marketers should have anticipated peoples’ resistance toward the Theme Park and should have changed their positioning in

Disney believed in magic. Disney is a common household name. In fact, some toddlers can recite the name of their favorite characters from their favorite Disney movie. It is not uncommon to see adults watching a Disney movie, and I would venture out and say most Americans have been to Disney Land or Disney World once in their life. Needless to say, Disney is part of the American culture. However, translating the success that Disney has had in the United States to another country can present a lot of challenges. As we will see, in this case, Disney did not do their homework when it came to planning this project in Europe. Some of the challenges that the company had were their makings such as hubris management and a lack in understanding their customer’s cultural differences

In order to incorporate transformational changes, the aspect of core competency must be kept in mind. WestJet’s core values are that it is a cost-effective airline and aims at providing excellent guest service. The airline has faced many problems related to business-IT alignment and its governance structure in spite having a bunch of exceptionally talented and technically sound employees. There are managerial issues in the organization which has led to slow growth of the organization. Recommendations and suggestions on what could be done to counteract the identified issues and how to gloss the change management process to the employees is also showcased in the report. Benefits can be derived if the recommendations offered as a part of this

As we know, Disneyland is very success in U.S. when the first Disneyland built in Anaheim, California on 17 July, 1995. After some debate about the site for a European theme park, Michael Eisner and Jacques Chirac signed a contract for the building of s Disney theme park at Marne-la-Vallee, a region of sunflower and sugar-beet farmland and small villages located twenty miles east of Paris (Janis, F., 1998, P.247). However, the European Disneyland was not as such success as they expected. This essay going to regards the main issues in opening the Euro Disneyland and compare the French cultural with American cultural by using Hofstede’s cultural Dimensions and Trompenaars ‘s cultural dimensions. This essay will then end by

This assignment will analyse and compare the financial performance between NEXT and DEBENHAMS by examining their latest Annual Reports. In order to conclude and comment on these two businesses, appropriate ratios will be calculated through the figures in their business financial statements and the information regarding their industry and market conditions in Annual Reports will also be analysed.

There is a 20 year gap between when the primary research was performed and when the article was first published. The author’s analysis is largely drawn from his own experience of working in Disneyland in late 1960’s and from informal interviews with ride-operators who worked in Disneyland during his time. Although the article is quite informative, its immense popularity could stem from the fact that the author is an influential professor of management at MIT. The article has been widely cited and is considered a classic case study in the study of management.

1. Please describe and evaluate the Country/Political Risk faced by this organization and describe its successes and failures.

The very first park, Disneyland, had start out over 60 years ago as an Apple Orchard, but when Walt look at it, he visioned a theme park where a family of all ages can come and enjoy time with each other and have fun. Construction for Disneyland had begun in July 21st of 1954, which was a meager 12 months before the park was scheduled to open. From that day forward, Walt’s life would never be the same again. Disneyland had then opened publicly on JUly 17th, 1957 Walt didn’t know if Disneyland would be a huge success so he didn’t used his infamous character, Mickey Mouse, as expected. But what are the odds, Disneyland had gotten more success than what Walt had ever expected. Disneyland was so successful, in fact, he wanted to expand the territory to Central Florida, where Walt Disney World would soon come to be.

Disney’s target market consists mainly of family-oriented Asian tourists, primarily those from mainland China, Taiwan, and Southeast Asia. The mainland China accounted for large number of incoming visitors. At the time of Hong Kong Disneyland’s establishment, Hong Kong already enjoyed booming business and tourism sectors, but the government believed that the latter would be invigorated by the creation of a then absent “family tourist” niche. Below are the

Euro Disney could not modify the main theme of other Disney parks to create something unique for Europeans. Restaurants were not prepared according to the European eating habits and one of the biggest mistakes was not selling alcoholic beverages in the park which has very close connection with French culture. Customers had to leave the park to buy those from outside.

Walt Disney overestimated the magic that was to be in introducing Europe's most lavish and extravagant theme park in April of 1992. The fiscal year 1992-1993 brought EuroDisney a loss of nearly $1 billion.

Disney has launched its theme parks in three international markets (Tokyo, Paris, and Hong Kong). In the Disney’s globalization strategies, they have got one lucky success in Japan, one fail in France and additional success in Hong Kong after failure in France. In which country Disney’s international business is success?

Secondary things such as leisure and traveling would not be in the list of the people’s spending. Beside, during its first year operation, Euro Disney could not compete with its competitors such as Parc Asterix which had undergone a major renovation, the Olympics in Barcelona, and the world’s fair in Seville.

The main problem of the Euro Disney was that all calculations made by Walt Disney Company were based on parks in the USA and Japan considering Europe as a mass of people rather than many countries with different languages and cultures. Americans see theme parks as a destination where you can stay between 4 and 6 days. In Europe, Euro Disney was seen as a part of the experience when traveling to Paris. The cost was also a problem for the park. A night in a hotel inside the park costs as much as a high quality hotel in the French capital. So, given that the park was located 40 minutes by car from Paris, visitors preferred to spend a night in the romantic city of Paris.