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.

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

     Along with his serious Down to earth side Disney also lived part of his life in the realms of fantasy and imagination. His great love of fantasy and the great lack of family entertainment in America inspired Walt to build a theme park of his own. All of America thought that this time Disney had really gone crazy. As Disney once said about the reactions to his ideas for a park "Almost everyone warned us that Disneyland would be a Hollywood spectacular - a spectacular failure. But they were thinking about an amusement park, and we believe in our idea - a family park where parents and children could have

Disney has survived many competitors coming into the space by leveraging its powerful brand and experience. This does not indicate they can stop trying to be relevant. Video games and the rise of virtual reality are becoming huge threats to the theme parks. Why pay a premium for a one time admission when you can buy a virtual reality headset and play basketball with Lebron James. Disney has slowly adapted but must act quicker in the future on new technologies to stay relevant.

Although many of Disney’s ventures were successful it did produce some failures. The first was losing the rights to his own cartoon Oswald. Before world war 2 a strike against Disney by many of its animators occurred. After the war the company was 4 million dollars in debt. When Disneyland was founded many people forged tickets and snuck into Disneyland losing the company money. And even movies such as Alice in Wonderland and Sleeping Beauty originally lost the company millions of dollars and resulted in

The Walt Disney Company is known throughout the world as a leader in entertainment. The strategies that the Walt Disney Company have used include competitive advantage, a growth strategy, and a renewal strategy. When a person mentions a theme park, Disney is the first park that comes to mind. They were not the first theme park, but they have mastered the art of creating memories for adults and children alike. As a former employee of Disney I can vouch for the amount of effort that goes into

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

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.

In 1955, the most charming place in the world was ‘Disneyland’ was open for the public. The idea was to create a magical place for the whole family. Ever since then, Disneyland theme parks have been growing and today Walt Disney Company owns 14 theme parks in the world.

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.

3. Lack of theme parks and the large population that lived in and around Paris had to be targeted and offered a unique, fun filled and mystical theme park. A Disney park in Paris was poised to be a sure shot winner.

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.

Parks & Resorts Segment which operates various parks, resorts & hotels both in the U.S. and in other countries.

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.