Disney 's Main Mistakes From The Conception Of The Paris Resort

Similar problems occurred in Disneyland Tokyo, where management didn’t even think about the height difference of Asians and Americans, resulting in too high public phones for Japanese guests. Concluding it is clear that the American company originally tried to implement a standardization strategy, when launching theme parks in other countries, without taking the local culture into consideration. Country specific procedures and regulations, and different local customer preferences forced Disney to adapt features of the US theme park business model to the local markets.

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

The Walt Disney Company has seen their share of success in taking their parks and resorts into global markets. “60 years ago, the first Disney theme park opened, in California and was the brainchild of Walt Disney himself, who was motivated by the lack of entertainment options available to him and his two young daughters.” (Forbes, 2016). Disneyland California penetrated the market rapidly, and its popularity led to the opening of Disney World in Florida, followed by global expansion in Tokyo, Paris, and Hong Kong. Their latest expansion came in June 2016, on a 963 acres’ site in Shanghai, China (Xu, 2012). After one year in operation, Shanghai Disneyland is outpacing their most optimistic projections, and the park’s

He wanted a place where adults could have just as much fun as their kids would in a clean, safe, and exciting atmosphere as a family. He was massively confident in his vision though everyone said he couldn’t do it, which of course made him want to do it more. Everyone thought this would be the financial and successful downfall of Disney, but they were so wrong. Disney had done everything he could to get the money for his fantasy land. He sold vacation land and even borrowed some money from his life insurance. Then, television network ABC agreed to loan Disney $500.000 and guarantee $4,5 million in loans in return for a one-third ownership in Disneyland and a promise of a weekly Disney television show for the network. (The construction of Disney World, 1) It was finally opened in 1955 and thousands of people poured into the happiest place on earth. Disney had accomplished the impossible, but that’s just what he does best. Though there were problems with the new Disney Land, he had it all fixed immediately and it didn’t stop people from coming. But this is not the end to Disney’s wild creations. A world of perfect happiness would appear in 1971 with 27,000 acers, another one of the happiest places on earth, only bigger and

Sitting on a bench at a park watching his daughters he noticed how the park was carelessly taken care of. He watched their reactions and thought how the parents had nothing to do. Disney was a smart man and brainstormed to make the best park that kids and adults can enjoy together. Disney’s dream park was beginning to come real. Mr. Walt kept sanitation his main priority, and he wanted to keep away from all deterioration. He wanted his park to be known different from the others, so he did not just have hot dog stands on the side of the street, he had survivor shops and he banned the use of alcohol on the premises to keep the park safe. Roy, his brother, did not like the idea of or have any interest in having a park so their brother relationship did not end like they wanted it to. Disney once said “I could never convince the financiers that Disneyland was feasible, because dreams offer to little collateral” (justdisney.com). Walt was restricted with finances so he had to find a way to afford land within a reasonable price. He wanted it to be important that the park be located near a Highway, so cars driving by can see the magical theme park and take a vacation to enjoy fun with family and friends. (The Creation of

Competing amusement parks has upgraded their attractions to attract more consumers and Disney is has recently strategizing this approach to a more concentrated perspective. This can ultimately lower their revenues until the plan is complete.

With the opening of Tokyo Disneyland in April 1983 and the inflow of yen royalty receipts, the Walt Disney want to increase the assets and decrease debt, they realized they had an opportunity to use the yen royalties from Japan to pay down some of their debt:

After Eisner invested tens of millions of dollars to update and expand attractions and park facilities, Disney recovered its investment with attendance-building strategies. By creating a range of complementary services and entertainment at the park, customers stayed longer and spent more money. A plan was also put in place to develop Disney’s unused acreage and further maximize the profitability of these assets. One result of the above measures was that attendance at Tokyo Disneyland increased by 50% from 10.2m in 1983 to 15.8m in 1991.

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

Disney parks are known for their clean and well designed atmosphere. However, they felt short in providing the same experiences to Euro Disney customers. Euro Disney failed to deliver the high level of customer service standard to Disney theme parks are known for their, as well as failing to provide the service needs that were unique to the European market.

Even in the United States, Disneyworld (Florida) and Disneyland (California) vary in there social forces. Cast Members (Disney’s term for employees) in CA are trained to be friendly and greet every guest, while in FL they are trained to only greet guests who seek them out. The political, legal, and regulatory factors again, vary from theme park to theme park. The parks in the United States have more restrictions than say those of Hong Kong, China. In the U.S, minors (age 15-17) are only allowed to work 20 hours a week. In Hong Kong, young persons (ages 15-17) are allowed to work up to 48 hours a week. Regulatory factors such as this differ in each region. The Walt Disney Company Parks and Resorts has quite an extreme variety of natural environments. The weather in Florida for example can get in the 100’s regularly whereas in California it can get as cold as the low 50’s. These weather conditions actually are a big factor in guests determining which park they want to visit. Technology seems to stay consistent between most of the theme parks. In fact, many of the theme parks have some of the same rides at their parks. The global forces actually can create threats to the company. The addition of the newest theme park to the company, Shanghai Disney, took several years to become accepted. This has been common throughout the duration of The Walt Disney Company. Many people vote against a new theme park or resort because of the crowds that it

As a conclusion, all of these factors are foreseeable by Disney. Lack of knowledge of the local culture and the American ethnocentric tendency make the foreseeable things covered with the mist. Global recession, wrong pre-assumption, and Unknowledgeable of local culture are controllable things that can be managed well. For example, during the global recession, Disney can introduce affordable packages which may attract people on visiting Euro Disney. The wrong pre-assumption that affect the construction design can be overcome by building a fast and temporary facilities while waiting for the permanent building is being built. Hiring local French advisor is one of the solutions to the lack of local culture knowledge. Yet, The intense competition that came from the Olympics, world fair, and landmark’s event are foreseeable but it’s hard to be controlled as such Olympics is just happening once in 4years and other events might happens once a year. People are more interested to visit those events rather than Euro Disney that can be visited anytime.

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.

Hong Kong Disneyland was opened in September 2005 through a joint venture between the Walt Disney International and Hong Kong government. Disney has been on an international expansion since it first opened its park in 1980 in Japan and China being the most lucrative market, Disney decided to open the park in Hong Kong after selecting the city in the bidding process. The park was the first American park in Chinese territory.