Tokya Disneyland , Disney in Asia

Before discussing the cultural missteps taken by the Walt Disney Company (TWDC) at their international theme parks, a quick overview of the company and its international theme parks will be given. The Walt Disney Company is an entertainment conglomerate with business divisions in movies, television, radio, theater, publishing, and theme parks. Since the focus of this paper is international theme parks, only a brief history of the American theme parks will be discussed. Walt Disney thought of the idea of the theme park one day when he took his daughters to a local park and watched them as they rode the merry-go-round (Disney, 2009). Disney wanted a place where children and their parents could have fun and enjoy the rides together (Disney,

Historically, the film, music and theme park powerhouse encompassed by the Disney Corporation has enjoyed massive success in exporting its brand, identity and products internationally. And on a domestic scale, Disney's theme parks and resorts have achieved a level of success fully unparalleled in the tourism amusement industry. However, success on a similar scale remains quite elusive where the international theme park industry is concerned. Just as Disney has struggled to gain a foothold with its Paris-based theme park, so too has its Hong Kong destination manifested more challenges than victories.

Similar problems occurred in Disneyland Tokyo, where management didn’t even think about the height difference of Asians and Americans, resulting in too high public phones for Japanese guests. Concluding it is clear that the American company originally tried to implement a standardization strategy, when launching theme parks in other countries, without taking the local culture into consideration. Country specific procedures and regulations, and different local customer preferences forced Disney to adapt features of the US theme park business model to the local markets.

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.

     However, the opportunity should have not been ‘taken for granted’. Other cultural factors should have been analyzed to decide the positioning of Theme Park. Their prevalent mistake has been the failure to recognize the cultural differences between Americans and French people. Locating the Theme Park near Paris and acquiring agricultural land as well as imposing the U.S spirit undeniably negatively affects french citizens. The French peoples’ lifestyle deeply depends on the gratitude to their traditional agriculture. Thus, the land takeover by an American Company mainly does not provide pleasure to them.

Introduction: The Walt Disney Company is on the threshold of a new era. Michael Eisner has stepped down from his position as CEO and turned over the reigns to Robert Iger. A lot of turmoil has been brewing through the company over the last four years; many people are hoping that this change in leadership will put Disney back on the road to success. Issues began around mid-2002; when declining earnings, fleeing shareholders, and

Since its humble beginnings in 1923, the transformation and transition of The Walt Disney Company has been staggering. The ability of the organization to integrate and excel in so many business areas is admirable and should be respected on many levels. Michael Eisner’s crucial role in the turnaround of the organization since his arrival in 1984 is valued on many levels, but over that last few years, he has taken many missteps in properly managing the organization. Although Eisner often vocalized his want for Disney to effectively “manage creativity,” the strategy he implemented while CEO did not reflect this want, and over time dismantled the creative core of Disney, and essentially depleted all the synergy that he had created in his early

Key Facts and critical issues in this case talks about Disney World's big presence in United States with their Anaheim California and Orlando Florida Parks, which allowed national and international tourists to come and experience the wonders of Disney Parks. These parks at the same time created a solid economic stimulus and job opportunities for the State of California and Florida. Due to Disney's great success nationally, it was initially assume that the same success could happen, If Disney expanded business internationally. The journey started when Disneyland first opened on the international front in Tokyo Japan in 1983 (Ferrell, Hirt, Ferrell, 2009). The next international park that followed was constructed in France in 1992 and

Both Disneyland in Anaheim, California and Disneyworld in Orlando, Florida were and still are to great success. Tokyo Disney followed with a slow start but quickly became a successful cash cow like the 2 parks in the United States. Disney next projected success was Euro Disney, today it goes by DIsney Paris. Disney was confident and quite optimistic that the 4th Disney theme park, located just over 30 minutes drive from one of the worlds biggest tourist attractions, Paris would be no different. Some would say a little too confident. However, Disney made some major planning mistakes in many different points of the overall business plan. This lead to a downward spiral into bottomless pit of failure, fast. From day 1, the theme park destined

The Walt Disney Company greeted 2015 head on after the acquisition (purchased for 4.05B) of Lucasfilm Limited by producing Star Wars Episode VII (Sullivan, 2015). In 2016 the Walt Disney Company plans on opening the Shanghai Disney resort. Competition for parks and resorts comes from Six Flags Entertainment, Cedar Fair, Universal Studios, and Comcast but the Walt Disney Company has a giant lead mainly because of its global reach (Sullivan, 2015). With the Walt Disney Company there really is no wrong move. The name Disney is recognized in households all over the world and at least one Disney product can be found in all reaches of the

Hong Kong Disneyland, The fifth theme park globally, was created to service the Hong Kong market, but more strategically to reach rapidly growing Chinese market Economists predicts a 25.2% rise in Chinese market. To get more initiative from public it strategically implemented following:

7- Disney’s management was being insensitive to cultural differences, as Europeans are much more independent and value deeply their own cultural habits and traditions. This would require the design of a theme park that is more in keeping with French and European cultural norms. Allow

The purpose of this paper is to analyze the Walt Disney Company and their expansion into Hong Kong with the theme park Hong Kong Disneyland (HKD). The Walt Disney Company was founded in 1923 by Walt Disney. It was a company founded upon as an entertainment experience for people of all ages starting out with short films and then moving into full length motion pictures. Since its inception the Disney Company has grown into a worldwide organization and is made up of four major areas. Those areas are studio entertainment, consumer products, media networks, and parks and resorts.

From these expected figures, it can be safe to say that Disneyland will attract a huge amount of visitors to see this new world-classed Disneyland in Hong Kong.

The industry analysis discusses the present situation of the different theme parks in Asia when it comes to the increase and decrease of visitors as well as these theme parks’ rankings relative to its competitors. The industry analysis also discusses Hong Kong’s