The Failure of Disney Paris

2387 WordsAug 22, 201010 Pages
Introduction: Disney, the very word evokes magic in the minds of people young and old. As a brand that has catered to audiences since early 1923, it stands as a symbol of redemption from the mundane existence of daily life for people throughout world. Over the last few decades, the Walt Disney Productions Company has been in the industry of producing cartoons and quickly diversified into an array of operations, riding high on its brand equity. Most famous amongst its flagship projects have been the eleven theme parks situated at different locations that attract swarms of people on a daily basis. However, as we come to learn, a big name and successful past alone may not be sufficient for success away from home. Factors such as culture,…show more content…
[2] Disney had to completely reinvent itself to suit the interests and needs of the local European market if it needed to stay afloat. 2. To what degree do you think that these factors were (a) foreseeable and (b) controllable by either Euro Disney or the parent company Disney? Some of the blunders related to international business strategy may be caused by off-target marketing. These represent selection of wrong markets or wrong modes of entry into foreign markets, as well as unrealistic or inappropriate marketing objectives. One may not have enough insight into the needs and wishes of the buyers or sometimes may target wrong groups of customers. Poor knowledge of customers ' present and potential needs, inability to develop value positioning, and failure to understand the critical success factors of competitors can lead to poorly defined and occasionally unattainable marketing objectives. Other blunders may be brought about by poor planning and implementation of the marketing mix. A wrong product policy, an inappropriate distribution channel, an unqualified distributor/agent, poorly conceived promotion, poor packaging, inappropriate brand name/trademark are among the culprits. In other cases, early warning signals from the market are neglected. Time-sensitive issues of the local market environment are not clearly grasped by managers.[3] Actions are taken either too early, or too late. Finally one must not forget the role of
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