Euro Disney - Case Study

6. Inaccurate estimates: Nearing opening cost may fluctuate rising start-up cost causing budget problems that must happen

This proves that the marketing strategy increased mid-week sales from 20% to 30%. This sales mix caused variances in the actual operating income and the budgeted operating income. The flexible budget, flexible-budget variances and sales volume variances provide further analysis into the profitability of the operations.

It then describes Disney’s entry into Europe. The various entry barriers, decision making, differences and problems faced in setting up of the Euro Disney.

Operating expenses: I will not analyze every subsection, but will focus on important parts that paint a clear picture of why a gain or loss occurred in the revenue section. Advertising money spent between year 6 and 7 increased 37.5% or $8,940. While the increase in spending is a weakness, it is a strength because the company demonstrated positive growth during the same period; likely due to the advertising of new product. The only negative finding for the company during the analyzed period is the 37.5% increase in money spent to grow sales. The number seems rather large but the increase in money spent to advertise was under $10k and yielded an increase of $447k. Advertising clearly was a good invest

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 conclusion, the factors related to Oval production and sales are the main factor s for the decrease in income.

Everyone young or old recognizes the name Disney when mentioned. The theme park and vacation spots around the globe are famous for their attractions and tranquility; however, the customers of Disney do not know or care about the financial side of the financial giant. The 10K report is available to individuals wishing to view the document, however only students, stockholders and a few interested individuals actually view the financial report. In this paper team C will view the document, state conclusion perceived from this information and

The changes in the above given accounting policies and estimates, affected the reported profits as follows:

When Walt Disney first opened the gates of Disneyland in 1955, he envisioned a utopian reality, where he focused on fulfilling dreams for both the young and young at heart, providing relief and comfort. Not only did he revolutionize family vacations, he believed that in hopes of creating a magical park would not only bring families together, but a place where parents and children could have fun together. As more elaborative and imaginative his park became, his creation had became a source of joy, happiness, with the hope that it would bring inspiration to the rest of the world. The Disney vision, Walt originally planned has completely transformed the leisure industry with its unique storytelling, continuing to captivate guests from all around the world.

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

But Actual Profit earned = 1242 which is 760 less than profit anticipated in flexible budget.

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.

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.

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.