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.
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
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
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
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
“Planning in a global economy requires businesspeople to understand the economic, legal, political, and sociocultural realities of the country in which they will operate” (Ferrell, O., Hirt, & Ferrell, L., 2009, p. 106). There is an inherent need to focus and develop an international strategy prior to a leap for “leaping” sake. Simply assuming a business will do well elsewhere because of the level of success in its home court, is not enough for true globalization efforts. The company learned it could not impose the American way of operations and facilities on another culture (Ferrell, O., Hirt, & Ferrell, L., 2009). Despite, those loyal fans that traveled to America to visit the parks, an understanding of the culture is imperative for success, as it illustrates a respect for their way of living. There is no brand that can cross barriers without modifications to fit the culture of which it will exist, not even the famous Mickey
Disney is under pressure to be more inclusive of the cultures of the people in the country they are in(O. Ferrell, Hirt, & L. Ferrell, 2009). When Disney sought to expand into other countries they did not fully understand the culture of the French or the Hong Kong Chinese. They have yet to learn how to successfully incorporate the foods trends and events of the land into the theme park. Disney is struggling with culture in those parks because the Disney theme park is focused on an American icon and while other places know of Mickey Mouse they just do not find it appropriate to place so much focus on something that is part of the American culture (O. Ferrell, Hirt, & L. Ferrell, 2009). There seems to be “a lack of understanding of the purchasing
The Walt Disney Organization has many different business units. For example the company produces movies, television shows, a television network and music. It also has merchandise to support the movies, music, and tv shows. Another entertainment sector of the business is the cruise lines, adventure travel and amusement parks. The amusement parks are located in Paris, Tokyo, Hong Kong and two locations in the United States, Florida and California. We will discuss the park history and some of the challenges and accomplishments that Disney has faced expanding its parks globally.
The Walt Disney Company, has since become an empire, and from the help of Michael Eisner during the Disney decade, a brand that cannot be easily avoided. Its presence has sprung up world-wide with no indication of slowing. The parks have transformed into a vernacular that can set up shop in any international environment. Unlike the buildings we commonly design today, Disneyland’s have little regard to their context with a plain and simple desire to colonise for consumerism. Its average set-up remains American at heart, staying true to the values that Walt enforced within the appropriate setting. Yet, immigrant theme parks are erected
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 Disney decided to go global, their first expansion was launched in Japan in 1983 and eventually turned out to be a success but it’ proved to be a false sense of security for its overseas expansion’. When Disney launched its name on the European market in 1992, there were a lot of cultural issues that arose during its planning stages. They were particularly accused of ignoring the French culture and exporting American Imperialism in its European Venture. The main issues were alcohol consumption, language, pricing of tickets and merchandise tarnished the name of the Disney brand. Farmers also protested for the fact that Disney would be using their precious land in constructing their theme parks. These issues made Disney aware that venturing into non-American markets would be very complex due to cultural differences. (Cohen, N/A)
Disney Parks Blog published an article written by Himmelberg (2011) who is the public relations director that she mentioned Disneyland Park opened in the year 1955 which is a meaningful and important date for them. Himmelberg (2011) also stated Tokyo Disneyland from 1983 till now have already built over 30 years, which has been the most popular and profitable park and Paris Disneyland return to the right track after they readjustment the issue. As my personal experience that I have always enjoyed the time I spent in Disneyland Park. Since, I have been to both Disneyland Tokyo and Disneyland Paris that I will be really interesting to find the fact which is more successful and why it is so successful. This essay will be focused on analysis and discuss both Tokyo Disneyland and Paris Disneyland after they open. There are four specific areas will be compared and contrasted, which including vision and strategy, stakeholders, challenge, and risk. Also, provide some recommendation at the end of this paper.
The company’s strategy is to produce qualitative goods and services and engaging modern technology with their services and expand their brand globally. In 1993 disney opened a theme park in Japan which was very successful. After its huge success the next one was at Paris in 1992. Disney was an American brand and entering into non american markets was not easy for them because of many cultural differences. They wanted to enter european market but for entering non american european markets the management understood the fact that they need to understand the cultural differences first.
Disneyland is one of the best known and most highly visited recreation locations in the world. With this visibility and audience reach, the action of the Disney Company extends well beyond the boundaries of their theme parks. However, once a foreign expansion experience, named Euro Disneyland did not prove to be the successful venture that had been anticipated by its creators.