We can learn several lessons from this Euro Disneyland case. As we plan, we should always have concrete business planning before deciding on the actual process of the project, applying all the potential needs and understanding cultural differences.
With a €1.8bn debt mountain to climb, Euro Disney needs more than a sprinkling of pixie dust to bring a sparkle to its finances. Christian Sylt reports
More rapid development in the trend of multinational companies, the cross-cultural management has become a major part of business. The purpose of this paper is to obtain some favorable factors to the future development of Euro Disney by the above analysis.
One of the challenges that Disney faced was convincing the French cast members to break their cultural hatred of smiling and of impoliteness to visitors. While Euro Disney successfully trained cast members, but more than 1,000 employees left their jobs within the first nine weeks of opening of Euro Disneyland.
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From its opening day in 1992, the park once known as Euro Disneyland was plagued by cultural clashes, financial woes, marketing snafus, and even a terrorist attack — a (horrible) perfect storm that almost led to this park's demise and ultimately changed the course of Disney history forever.
Their USP is that Disneyland is a place for both children and adults (source). This immediately seems more consumer-friendly, as well as increasing the target market to a point where they can attract many more times the amount of customers than other theme parks can.
Euro Disney were faced with several affecting factors which contributed to the failure or poor performance of the company, the factors came along with location, price, and lack of research in exchange rate, as well as the style of the theme park all played roles in the lack of success experienced by Euro Disney.
The park receives around twelve million visitors a year which makes it the most visited place in Europe. In 2018, The Walt Disney Company announced a multi-year expansion project. It is expected to be completed by 2024 in time for the 2024 Summer Olympics in Paris.
Bottom Line. Even a casual Disney fan will enjoy Disneyland Paris, but you shouldn't expect an exact copy of any other Disney park. The rides are more thrilling, the castle is more colorful and the experience is all-around fantastic … as long as you don't expect gourmet cuisine or adorably Instagrammable Disney treats.
Only by constantly innovating and pushing the boundaries of not just animation but also what Disney became as a business was the company able to go from a moderately successful animation studio to a complete entertainment experience – with theme parks, merchandising, cruise ships, and so forth.
Disney's brand reputation, stellar storytelling and emotional resonance has kept it at the top of the box office. The company currently holds seven of the top 10 spots on the list of highest-grossing animated movies in North America and around the world.
I. Why has Disney been successful for so long? Disney's long-run success is mainly due to creating value through diversification. Their corporate strategies (primarily under CEO Eisner) include three dimensions: horizontal and geographic expansion as well as vertical integration.
Ethnocentrism played a major role in the launch of the EuroDisney location. The U.S. assumed right away, that the Europeans would be interested in attending a park that focused on providing typical American based entertainment supported by American standards of over-all culture, finances, and marketing strategies.
Euro Disney Case Analysis Global Management Cultural Studies Essay. Disneyland Paris is the brainchild of Disney to build a park that will conquer Europe, the first sites were initiated in 1988 and the building was officially opened in 1992 under the name of Euro Disney Resort, but the influx of tourists in the park Disney was much lower ...
In the Euro Disney case the French were particularly annoyed about Americans enforcing their rules and culture, which went against their culture and customs. Moreover, the imposition of dress code was seen as an assault to French traditions and their professional dress code laws. Masculinity/Femininity:
The classification proposed by Trompenaars is very interesting because it shows the influence that the culture of a country can have on how an organization operates, and it allows you to open a debate about the appropriateness of a culture to the logic of business in which a company operates and its strategic choices.
Thus, staff and resources were allocated in the wrong way, because the peek days were not the same as the US Disney Land. This led to a lack of staff in crowded days and a surplus of staff in empty days affecting efficiency and profitability of the park negatively.
The cultures with short-term orientation appreciate traditional methods, devote a considerable amount of time to the formation of relationships and generally have a circular vision of time. This means that past and present are interrelated and that what cannot be done today can be postponed until tomorrow.
On the other hand, France is an example of Eiffel tour organizational culture, which is more submissive, laid back, and has a more traditional attitude towards management styles. Moreover, the Eiffel tour organizational culture has a pyramid structure meaning that high management takes all the important decision.
Many mistakes have been made in the realization of the Euro Disney entertainment park in France. They literally transplanted US culture in France without taking into consideration the cultural clash that this might have caused.
Become a member of the Disneyland for Brits group on Facebook. The group is full of people who are super clued-up on everything Disney, it is a real treasure trove of information, helpful tips and often the best place to get good deals other members discover.
Whilst there are many choices for hotels in Paris and hotels near Disneyland, staying at an onsite Disney hotel offers a number of benefits:
Disney films were a huge part of my childhood, but as new characters are continually replacing classic figures, younger kids may not necessary appreciate them. To combat this, I would recommend you watch some of the following films with the kids before you Visit.
We wrote a post about the essentials that I would pack before going. To avoid repetition, click here for the full details.
If you are arriving in Charles de Gualle Airport or Orly you have a number of options:
If you are staying in one of the Disney hotels, on the first day, I recommend walking to the Park from your hotel. There is lots to see and do on the way, the lake, activities and its safe for toddlers to walk as there is no vehicles. (it is a long walk) but it really helps to get your bearings and into the Disney spirit.
On arrival to the parks, get an up-to-date timetable and programme as you walk into the park. It’s really important as timings change and ensure that you have the timetable for the shows that are on for the days your are visiting. These have details of when the English shows will be on so will help you plan your time.
In determining the target market did not take into account cultural differences Euro Disney’s choice of location focus on the aspects of financial and population, then Euro Disney theme park located in the populous central Europe. Disney executives did not see that Mickey Mouse and intellectuals in the region of the left bank of the Seine in Paris can not live in harmony and France is serious about their intellectual. In retrospect, Paris is not the best place to establish such a theme park, so the establishment of the Disney parks is a declaration of war to intellectuals of French. Disney’s manager stated publicly some of the criticism is “the nonsense of a small number of business” would not help them a favor. This may can be well operated according to American culture, while the French pay more attention to their own cultural elite and regard this refute as attack of national quality.
Disney’s manager stated publicly some of the criticism is “the nonsense of a small number of business” would not help them a favor. This may can be well operated according to American culture, while the French pay more attention to their own cultural elite and regard this refute as attack of national quality.
Multinational companies should be fully based on detailed market research to find the weak links in the market and make a breakthrough, use the “point to an area” model to expand. For example, McDonald’s opened in the Chinese market, its target is no longer work for the busy working-class, but the children.
In retrospect, Paris is not the best place to establish such a theme park, so the establishment of the Disney parks is a declaration of war to intellectuals ...
In addition, the Disney company does not provide alcoholic beverages within the park, but the French habits are different, they are used to drinking a cup while taking lunch, which aroused the anger of the French.
Disney Company is one of most successful operator of theme parks in the world, and their theme park in America and Japan achieved great success but the situation in Europe is not so good. The article uses some aspects of the Hofstede’s cultural dimensions and Trompenaars’ research on organisational culture to compare the cultural difference between ...
Euro Disney Case Study. Disney Company is one of most successful operator of theme parks in the world, and their theme park in America and Japan achieved great success but the situation in Europe is not so good. The article uses some aspects of the Hofstede’s cultural dimensions and Trompenaars’ research on organisational culture to compare ...
Euro Disney needs to take controls of the management resolution and analyzation of their problems and concerns based on their own practice in other places. Thus, there is also the essential need of understanding and appropriate plans for the gap of cultural differences such as acknowledging the characteristics and attitudes of the national Europeans in terms of the business knowing what can work on mutually both sides and accomplishing good marketing strategies which can work for Euro Disneyland.
The Case of Euro Disneyland can represent a lack of cultural focus and awareness of concept which was a globalization of the Disney Corporation. Difficulties that Disney Corporation met are typical for a multinational corporation which has not implemented cross cultural management and strategies. In fact, Disney Corporation failed to adapt to the French environment and to foresee the influences of foreign and domestic factors. Organization and management relied mostly on American cultures, experiences, and understanding. By not identifying certain cultural differences, Euro Disneyland created an environment that was not acceptable by the European culture itself.
Euro Disney insisted on a strict dress code which was much stricter than other jobs such as a ban on facial hair and colored stockings, standards for neat hair and fingernails, and even a policy of appropriate undergarments.
While Euro Disney successfully trained cast members, but more than 1,000 employees left their jobs within the first nine weeks of opening of Euro Disneyland.
But Paris was chosen because of demographics and subsidies.
To make matters worse, the French didn’t show up in the expected numbers. In 1994, only 40 percent of the park’s visitors were French.
There were dark tunnels and bumpy rides to scare the children a little but none of the terrors of the real world . . . The Disney characters that everyone knew from the cartoons and comic books were on hand to shepherd the guests and to direct them to the Mickey Mouse watches and Little Mermaid records.
Chapter 3 (Case of Euro Disney): This chapter describes all the stages of the research process in carrying out the present study. In particular this chapter gives a clear definition of the research method employed including sampling and data analysis.
Though it worked well in other places but the same did not hold true for Euro Disney. It rather proved to be disastrous because a French meal is incomplete without a wine. Wine is an essential part of the French Culture and is famous all over the world. This miscalculation became a cause of astonishment and consequently the company had to change its policy and serve alcohol.
The company miscalculated the vacation time because the Europeans preferred few longer holidays in comparison with the Americans who took several short breaks. So the company’s theory of Americanizing brought loss to them.
It’s first of Walt Disney’s theme park, Disneyland, opened in Anaheim, California, in 1955. The Anaheim Park was an instantaneous success. The success story repeated itself with the opening of the theme park in Florida in 1970s, and with Tokyo Disneyland in Japan in 1983.
This proved to be a wrong decision because French preferred to sit down and eat complete meals rather than carrying away snacks in their hand like Americans. In fact, the data shows that they were trying to serve 2,500 breakfasts in a 350-seat restaurant at some of the hotels. Further, guests wanted bacon and eggs rather than just coffee and croissants (Burgoyne, 1995).