Case Study Disneyland Resort Paris Abridged Answers

What markets are the Disney resorts and parks aiming for?

The aim of Disney resorts and parks is to implement a marketing strategy, which drives visitation, occupancy and revenue for the Disneyland Resorts all over the world. Their marketing strategy team focuses on developing business communication strategies and collaborating with cross-discipline team to develop communication plans that drive the consumer behaviors (Williams, 1). This Company also serves as stakeholders of new business growth, through transformation of consumers’ prospect on the brand product. This product facilitates positioning of the Disney as trusted provider of the shared travel leisure experience in the world, and management team that ensures the maximization of campaigns across a wide range of marketing tactics. The target markets of Disney resorts and parks comprise of consumers of all ages, since it is an attraction designed to entertain and enchant guests of all ages. However, in order to focus on customers of different age and gender, there are designs of outpost of creativity, discovery and entertainment. Nevertheless, Disney resorts focus mainly on children below the age of fourteen, through the main campaign’s direct marketing towards children. Therefore, despite attempts to stir the interests of the adult celebrity portraits series, adult demographics are broadcasted on television and other advertisements. In addition, there are the campaign’s commercials, the slick publicity images that are aimed at children demographics, thus leaving incentives for children below six years to visit the parks. 2. Was Disney’s choice of the Paris site a mistake? Disneyland in Paris was established in 2006, whereby it consisted of three parks, which include Disney village, Disney land Paris and Disney Studio Park. In fact, the Village had stores and restraints, while the Disneyland Paris had a main theme park and the Studio Park was focused on movie making theme. Nevertheless, this was a mistake, since there were numerous factors posing challenges to the establishment of Disneyland in Paris. At the beginning of the project, there were concerns, whereby it was subjected to criticism. In fact, when the announcement was made concerning building of the park in France, some of the citizens were not supporting the idea. The project was being referred to as the "Cultural Chernobyl” due to the claims that it would affect the French cultural values. Other referred to the park as a "horror made of cardboard, plastic and appealing colors”, while others referred to it as "a construction of hardened chewing-gum and idiot folklore taken straight out of comic books written for obese Americans". Most importantly, some commentators in this issue had elements of cultural arguments that were anti-Americanism of the French intellectual elite, though this did not depict the attitudes of the majority. Disney also had trouble in the process of hiring and recruitment due to the grooming requirements that required the candidates to have a neat dress code, a ban on facial hair, set standard for hair and fingernails, and appropriate undergarment. In fact, the French press and trade unions posed a significant objection on these grooming requirements, with a claim that they were excessive and strict; thus, they were considered unreasonable in France. In addition, Disney experienced problems in accommodating the staff, since the employees swamped the housing that was available, thus forcing the company to build additional apartment. 3. What aspect of their parks’ design did Disney change when it constructed Euro Disney? The park was designed to fit in Disney’s conventional appearance and values, but there were a number of changes made to accommodate the preference of European visitors. For Instance, there was a market research indicating that European would respond to images of “Wild West" of America. In this case, the rides and hotels were designed with an emphasis of this theme. ...Show more

 

EURO DISNEYLAND CASE ANALYSIS

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INTRODUCTION

Euro Disney, nowadays Disneyland Paris, is a holiday and recreation resort located in Mane-la-Valle, a new town close to Paris (Euro Disney, 2009). When the International offer of shares for the Euro Disneyland was issued in October 1989 the strategies for this new enterprise of the Walt Disney group were very optimistic. The financial plans for the first year of operation estimated total revenues of FF 5,482 million and a net profit after tax of FF 204 million. For the subsequent years the development was projected to be even more impressive. Just within a short time after Euro Disney was unwrapped in April 1992, it was noticeable that reality would not encounter the plans. In November 1992, the financial reports for the year ended in 30 September 1992 were published which included the first 172 opening days of Disneyland Paris. There the management had to announce a loss of FF 188 million. The second year was even worse. Although Euro Disney nearly met plans for guest attendance, they confronted a loss of FF 5,337 million whereas total turnover was FF 5,725 million. Plans for the second year of operation (1 April 1993 to 31 March 1994) predicted a turnover of FF 6,801 million and a profit of FF 359 million. (Recklies, n.d.)

Euro Disney started to have problems early, on 1980’s problems with negotiation and construction, on the 1990’s with French figures started to voice

against the park, with phrases

like “Cultural Chernobyl”

 (Euro Disney, 2009) .Euro Disney also had problems in the beginning of its operations, since the first day, problems related to cultural issues and operational issues oc

curred massively, affecting directly Euro Disney’s performance and attendance.

Objective

The main objective of this report is to understand how Euro Disney had this initial failure. How it could had a better initial experience, and to provide recommendations to students and

business men don’t committee the same errors.

Hofstede's cultural dimensions theory

Hofstede's cultural dimensions theory is a framework for cross-cultural communication, developed by Geert Hofstede. It describes the effects of a society's culture on the values of its members, and how these values relate to behavior, using a structure derived from factor analysis. The theory has been widely used in several fields as a paradigm for research, particularly in cross-cultural psychology, international management, and cross-cultural communication. (Hofstede's cultural dimensions theory, n.d.)

Dimensions of national cultures

Power distance index

Individualism vs. collectivism

Uncertainty avoidance index

Masculinity vs. femininity

Long-term orientation vs. short term orientation

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