Euro Disney Case Study

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.

Euro Disney marketers have recognized a trend. People are going to theme parks during the weekends for adults as well as children entertainment. Indeed, there is an existing need for entertainment of this kind. Therefore, an opportunity exists in the European market that Euro Disney could have taken advantage of.

In order for Disney to remain a dominate player within all of its markets, the company must focus on key aspects of its internal environment. Disney must concentrate on aspects such as core competencies, corporate governance, and synergies to assist in forming a sustainable competitive advantage.

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 my opinion, these are three main reasons attributing to Euro Disney fail. Firstly, the lack of prior market research and study for European lifestyle and cultural before European Disney built. Euro-Disney chose to spend excessive expenditures on the establishment，but Euro-Disney did not recognize the geographic and cultural differences between Europeans and Americans. For example，most of Europeans will not notice leather wallpaper when they had their lunch in Disney，and most Europeans are not used to stay overnight in the theme park, so the heavy investment in hotels will bring more risk for Euro-Disney. Secondly, higher price did

The Walt Disney Company is an outstanding renowned entertainment and media corporation with business ventures in Media Networks, Parks and Resorts, The Walt Disney Studios, Disney Consumer Products, and Disney Interactive. Walt Disney Company is a diversified corporation with products all around the world. (The Walt Disney Company, n.d.)

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

To keep maintain balance between Tradition of Disney and French culture. Its structure has change to adopt French culture. The vice president in charge of park operations and marketing at euro Disney taken number of steps. The name was change from Euro Disney to paris Disneyland, so that French would be more receptive.

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.

2. Location accessibility by the European population was another advantage for Disney to open its theme park in Paris.

Mickey, a major promotion tool of Disney management did not create reason or attraction enough for the European community, unlike at the sister theme park Tokyo Disneyland. European families found EuroDisney to be an “over-rated” promotion of American culture and lifestyle, contrary to what

Known to be one of the largest producers of multi-media content, Walt Disney and Pixar greatly impacted the entertainment industry with the use of three-dimensional generated content. It quickly gained popularity with the release of its animated movies and especially got the attention of children from their sequels. With the growing popularity, the competition in the media industry began to increase. Disney was then faced with a difficult decision regarding its relationship with Pixar on whether they should acquire or not acquire the company.

The general environment for The Walt Disney Company is at a positive outlook as long as the administration steers it in the right direction. They are leaders in most of the industries they are in. They are expanding in different continents and they are always connecting the production line to try to cut cost and have more of a control of the industry.

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 Walt Disney Company is one of the largest media and entertainment corporations in the world. Disney is able to create sustainable profits due to its heterogeneity, inimitability, co-specialization and immense foresight. During the late twentieth century, Michael Eisner founded and gave a rebirth to Walt Disney Company. Eisner revitalize TV and movies, Themes Park and new businesses. Eisner's takeover for fifteen years had climbed the revenues and net earnings of the company. It also successfully uses synergy to create value across its many business units. After its founder Walter Disney's death, the company started to lose its ground and performance declined. Michael Eisner became CEO