Eurodisney

Mr. Hightower began quickly asserting the control he garnered with the newly created position and division of Disney Consumer Products-Europe and the Middle East (DCP-EME.) Mr. Hightower immediately centralized the office and many responsibilities to Burbank, and estasblished marketing and creative services divisions to offer the coordination of resources and activities of the diffeferent countries and licensees (Jick, T. & Peiperl, M., 2011.) Given a goal of twenty percent growth annually, Mr. Hightower immediately establishing and maintaining the alignment necessary for this goal to be met (Box, S. & Platts, K, 2005.) This intentional, determined pace of implementing his vision, allowed not only goals to be met, but to be exceeded, including a growth in retail value of almost 3 billion dollars in 5 years.

Lessons the company should have learned Through past experiences Disneyland and its management teams have most certainly learnt the importance of culture and national differences in working styles, consumer preferences, laws and public expectations and that before initiating any international project the studying of the host countries culture is the outmost priority. Having a person in its top management, which already knows the language, the culture and the way of life in the welcoming country can be helpful. Nevertheless, this is not sufficient. To work in a cross-culture environment, the company has to be open to new suggestions and be prepared to learn from new foreign employees and consumers alike. Moreover, to satisfy the local customers, cultural differences should be included in major final decisions. For instance, the price politic should be adjusted to the local expectations. The same goes

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.

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

“Disney’s current theme park operations consist of the United States, Japan, France, and Hong Kong, while the geographical scope of its movie distribution and merchandise sales operations reaches almost two hundred countries” including Australia. Disney now plans to expand its global scope of operations of

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.

The key issues the case study is dealing with are: insufficient knowledge of the Disney’s management about the French culture and habits, a venturous initial financing, and wrong marketing and pricing policies.

5. Tokyo’s overwhelming success encouraged Disney to conquer the European market. They felt that they were able to evoke international appeal of the Disney concept and it would not be a hard task to wet their feet in Europe.

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

The parks are literally small and the customers recognize that the parks in Hong Kong Disney same as the parks in China (Seeking Alpha, 2008). Customers were not interested to visit their parks. Then, the Hong Kong Disney also used non-familiar traditional Disney characters. The next factor is there is a business competition from other amusement theme park to Hong Kong Disneyland such as Guangzhou Changlong Holiday Resort, Overseas China Town (OCT), Beijing Happy Valley, Changzhou Dinosaur Park and Shenzhen Happy Valley (China Highlights). So, Hong Kong Disney tried to fit the issues arise but the guest and customers were disappointed.

The Walt Disney Company had experienced a big failure in the theme park business. Having successfully opened parks in the US and Asia, the idea to open one in Europe came natural. The city of Paris was chosen to host the new theme park. That was the first of many decisions that led to a very unsuccessful opening of EuroDisney.

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.

Disneyland in Hong Kong- Good or Bad? The aim of this essay is to discuss the advantages and disadvantages in having Disneyland coming into Hong Kong. Disneyland is a famous theme part, with outlets all around the world, including Japan, America and France. And now, Disney decided that the next theme part it is going to locate itself is Hong Kong- is how beneficial will it be to Hong Kong? The diagram on the left shows the proposed location of Disney land in Hong Kong. It will be situated at the west of Hong Kong island, in Penny?s Bay. Land reclamation will be used if extra land is needed for Disney to expand in the future.