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the not so wonderful world of EuroDisney
Transcript of the not so wonderful world of EuroDisney
Disney, is an American diversified multinational mass media corporation headquartered in Walt Disney Studios, Burbank, California.
The company is best known for the products of its film studio, the Walt Disney Studios
and owns and licenses 14 theme parks around the world.
Euro Disney Resort
is an entertainment resort in Marne-la-Vallée
located 32 km (20 mi) east of the centre of Paris
officially opened On 12 April 1992,
the largest Disney theme park
By 1994, EuroDisney had lost more than $900 million since opening
approximately 3,000 people had resigned from their jobs because of unacceptable working conditions
the disappointing attendance can be at least partly explained by the recession
Ignorance of cultural differences
The Turnaround and Name Changes
Saudi royal family agreed to invest up to $500 million
New theme park
Six new attractions were added in 1994
Disney run promotions throughout the year
Theme park had change its name to "Disney Paris" to overcome the negative publicity
Eversince, Disneyland Paris is seen as a job-creation success.
over 12 million visitors a year, more than the Louvre Museum and the Eiffel Tower combined.
and the turnaround appeared to be working
1. What factors contributed to EuroDisney’s poor performance during its first year of operation? What factors contributed to Hong Kong Disney’s poor performance during its first year?
Events: Gulf War, World Fair, Olympics
Unfamiliarity of characters due to ban on Disney placed in China for 40 years
3.What role does ethnocentrism play in the story of euroDisney's launch?
Arguably the Key factor in Disneys initial failure
'We were arrogant-it was like, "We're building the Taj Mahal and people will come- on our terms".'
Alcohol restriction EuroDisney transformed to Disneyland Paris in October, 1994.
8. Now that Disney has opened Hong Kong Disney and begun work on the Shanghai location, where and when should it go next? Assume you are a consultant hired to give Disney advice on this issue. Pick three locations and select the one you think will be the best new location for 'Disneyland X'. Discuss.
Disney established in Every Continent
9. Given your choice of locale X for the newest Disneyland, what are the operational implications of the history of EuroDisney and Disney Hong Kong for the new park?
7. Now that Hong Kong Disney is up and running, will the Shanghai development benefit from the Hong Kong experience?
Similar marketing strategy: same culture
Larger site of the park
New technologies wide and more variety of rides
Disney character customized for Asian culture
2. To what degree do you consider that these factors were (a) foreseeable and (b) controllable by either EuroDisney or the parent company, Disney?
self reference criterion
4. How do you assess the cross-cultural marketing skills of Disney?
5. Why did success in Tokyo predispose Disney management to
be too optimistic in their expectations of success in France?
In China? Discuss.
6. Why do you think the experience in France didn’t help
Disney avoid some of the problems in Hong Kong?
ineffective acculturation leads to insufficient cultural differences knowledge
Eating habbits of Europeans
Meals and alcohol consumption
- A false assumption was made which was “all foreigners respond favourably to American culture”.
- The japanese had absorb the american culture after the post-war Era.
- Disney tried changing management style in China, using Feng Shui for Hong Kong Disneyland
- Using various marketing initiatives to familiarize mostly the locak guests with Disneyland
Level of exposure to American culture
extensive experience in opening theme park
good managerial skill
understand the cultural differences