Euro Disneys Poor Performance

Euro Disneys pathetic PerformanceEuro Disney and other Disney argon subsidiaries to Walt Disney Company. This is a case study based on Euro Disney to criticall(a)y analyse and reply question of the Not So Wonderful World of EuroDisney- Things are wagerer direct at Paris Disneyland. EuroDisney wrap upshoot yr of process was face with s eeral(prenominal) factors in which hindered their financial growth and achiever in the kickoff division of operation.The case study result analyse and answer several questions relating to the Not so Wonderful cosmos of EuroDisney. The questions are broken see in to five which are 1) Why was Euro Disney performing bruskly during its first of all yr of operation? Recommend and propose strategies and suggestions to improve the situation? 2) To what horizontal surface do you believe that these factors were a) foresee competent and b) controllable by either Euro Disney or the kindle guild Disney? Evaluate the bell ringer- heathenish mer chandising skills of Disney 3) Do you call the new nucleotide super C would hold encountered the same difficultys if a fixing in Spain had been alloted? 4) If you were the business tuition manager, what would be the major(ip) consideration you would go through before look ating a location for the conterminous Disney creative activity? 5) From your discussion select a location you think will be the adjoining Disneyland site.By the end of the abstract, a clear taste it to be derive on what permit out to the non so wonderful world of EuroDisney, and shading fire up on mistakes grass by the parent gild.Table of ContentsCHAPTER 1INTRODUCTIONThe Walt Disney Company is the parent company of Euro Disney and other Disney company in variant countries making it a earnings of multinational family entertainment net exert in all ho variance hold around the world with foursome business diversification which are media networks, set and resorts, studio entertainment and cons umer products. Disneyland, Disney world and all places Disney arouse been make outn as the happiest place on earth, the determination of Walt Disney is opening Disneyland was non to just be a alkali park, un slight to be a antecedent park that the entire family could enjoy. Although the Walt Disney Company was founded in 1938, it was non until 1952 that the typography park, Disneyland, was opened to the public. When Walt Disney opened an amusement park in the middle of Southern California orange groves in 1955, he transposed the instruction that Ameri sesss, and the world, placemented such(prenominal) entertainment. Once the domain of carnival hucksters, amusement parks underwent a significant makeoer at the hands of the brainpower of the Disney StudiosWalter Elias Disney is a pioneer, innovator and possessor of one of the most fertile imaginations in the world. He was an the Statesn acquire producer, director, screenwriter, voice actor, animator, entrepreneur, entert ainer, supranational icon and philanthropist. Disney is famous for his influence in the sphere of entertainment during the twentieth century. As the co-founder (with his brother Roy O. Disney) of Walt Disney Productions, Disney became one of the best-known performance picture producers in the world. The corporation he co-founded, now known as The Walt Disney Company, today has annual revenues of approximately U.S. $35 one million million million. Disney is particularly noned for beingness a film producer and a popular showman, as surface as an innovator in animation and theme park design. He and his staff created a payoff of the worlds most famous fictional characters including paddy field Mouse, a character for which Disney himself was the original voice. He received fifty-nine honorary society Award nominations and won twenty-six Oscars, including a record four in one year, giving him more awards and nominations than any other individual. He to a fault won seven Emmy Aw ards. He is the namesake for Disneyland and Walt Disney World Resort theme parks in the United States, Japan, France, and China.In April 1992, The Walt Disney Company and Affiliated Companies opened a new park for europiuman visitors. It was located by the river Marne some 20 miles east of Paris and was designed to be the biggest and most lavish theme park that Walt Disney Company had built as compared to other sister companies (Cateora, Graham, p.615). Nevertheless, the development of big theme park in Paris sort of germinate Euro Disneys start up riddles because the watchfulness has done some mistakes on show plan. They could not arrange a proper plan. Since the concern not able to purposely consider certain out scratchs, there was a something wrong in planning Euro Disney. The Disney management a uniform did not have ample premise about the europiuman market as thoroughly as they did for their parent mark.CHAPTER 22.0 CASE STUDYThe not-So-Wonderful World of Euro Disne y Things Are Better Now at Paris Disneyland.2.1 The questions of case study have to be answered dubiousness 1Why was Euro Disney performing poorly during its first year of operation? Recommend and propose strategies and suggestions to improve the situation? capitulum 2To what point in time do you consider that these factors were a) predictable and b) controllable by either Euro Disney or the parent company Disney?Question 3Evaluate the cross- heathenish trade skills of DisneyQuestion 4Do you think the new theme park would have encountered the same problems if a location in Spain had been selected? DiscussQuestion 5If you were the business development manager, what would be the major consideration you would go through before selecting a location for the next Disneyworld? From your discussion select a location you think will be the next Disneyland site.CHAPTER 33.0 ANSWERS TO CASE STUDY3.1 Question 1Factors that contri thated to Euro Disneys poor performance during its first year of operation.Euro Disneys factors of poor performance selling mistakes were present throughout the square inception of Euro Disney. Euro Disney were faced with several affecting factors which contri aloneed to the failure or poor performance of the company, the factors came along with location, toll, and lack of research in exchange rate, as headspring as the style of the theme park all play roles in the lack of success experienced by Euro Disney. The factors that vie into the empty-handed first year could have been foreseen and somewhat easily by Euro Disney or the parent company, the same goes for their being able to control them. Hostility among the french had risen even as the plans were being set as it was say earlier, that they did not want American imperialism invading their country and finishing. Cateora Graham, p.614 reports, Paris theater of operations director Mnouchhkin descried Euro Disney as a heathen Chernobyl. In fall 1989, during a visit to Paris, frenc h columnist pelted Michael Eisner with eggs. The joke going around at the time was, for Euro Disney to adapt properly to France, all seven of hoodwink whites dwarfs should be named Grumpy LocationMany factors contributed to Euro Disney poor performance during the first year of operation and more of these factors could have been alleviated if the proper factors would have been looked at previously. The first problem was the demographics and subsidies, and because the cut governing body do Disney an offer it could not refuse, they located Euro Disney 20miles outside of Paris, a location that was ideal to be really convenient. It played a negative role in the success in the success for Disney. How many good deal go to Paris to get glimpses of American theme parks? Most of the tourist going to Paris would swing time travelling the city and its wonders. About 17 million lives less than two hour drive from Paris and some other 310 million can fly there at the same tie or less. T he french government offered the company more than $1billion in various incentives all in the hearset that insure would create 30,000 French jobs. The land came at joust bottom prices, cheap loans were make available, and a dedicated high zip TGV and suburban rail flair link was also offered by the French. France gave Disney an offer they could not refuse, overlooking the over value franc, bad weather, French people not being known for their hospitality and occasional anti-American demonstration by angry farmers because French agri pagan subsidies had been cut, Paris was still chosen to be home of Euro Disney. The climate in Paris was also unsuitable and off-season attending was way below expectation. Many landmarks forces were competition to Euro Disneys opening year, such event was the one held in Spain. Spain held the world fair in Seville and Barcelona was home to the 1992 Olympics which took tourists to range other than Paris. all in all in all, 1992 was not looking good for Euro Disney in terms of success.Foreign uncontrollable and Exchange rate.In Paris in regards to economic forces, effective forces, competition, and finishing can be held fibable for Euro Disney casualty. In opening in the summer of 1992, atomic number 63 was entering into recession and this ca employ income from catering, merchandise, including souvenirs and foods, hotels to be way below that was expected. High rice beer rates also cause many currencies to devaluate against Franc threeing to more financial difficulties for Euro Disney. In negotiation with France, lawyers were used excessively. The rigid legal approach was offensive to the French, who, like most Europeans consider depending on lawyers to r for each one a conclusion to be last resort. notwithstanding the exotic market uncontrollable hindering the park from the beginning, when Euro Disney opened in the summer of 1992 many merchandise and operational errors factored into the parks unsuccessful opening . observeizing made by Euro DisneyAnother controllable factor was the advert made by Euro Disney, which factored the poor the poor performing by the Euro Disney in Paris. Euro Disney advertizing had emphasised Disney image as an alluring bit of American preferably an than an explaining to potential nodes what they can rattling do for the park. France (2004) reports, every surface that could peradventure have an advert placed on it clothing, buses, taxis, myriad walls and billboards, even the snow you sky on now hawks something. According to Wikipedia encyclopaedia, advertising is the promotion of goods and services, companies and ideas, usually performed by an identified sponsor. Company are bombarding us with thousand of advert with exactly one intention, to persuade us to buy their product. Euro Disneys image marketing did not explain to Europeans that the theme park was or what attractions it had to offer the European consumer. The company advertising focused on the size of the park and the beguile behind it that this poor marketing strategy hurt over all business. No one in France cared that Euro Disney had cost over $4 billion and that its 4,800 acres include five separate recreation battlefields, six hotels with means for 5,200 people in all, an entertainment centre, a 27 hole play course and a wooded campground. The marketing strategy in America was used in France and it backfired when the French visitors stayed away from the park. Yes advertising bombards us everywhere, but it is not without control and regulation by the government, businesses, and citizens. This opens one of the major issues in advertising, the question of law and ethics. The sensitivity perceived by the French in relation to the advert was that, it did not tell them what the citizens will benefit from the EuroDisney, and also the French were not happy with how the Americans use their own advertising style.Poor Management operationThe management of Euro Disney had difficul ties due to ethnic and lack of dread of the French polish. Operational errors that easily could have been avoided accounted for more troubles than were expected in the Euro Disney. In regards to employees, alcoholic beverage, access and hotel prices, and eat in the hotel, staffing problems, and regulations regarding pets, many problems cause the Euro Disney misfortune in the first year. The employees dressed code enforced on employees prohibited facial hair and limited the use of makeup and jewellery. The lack of understanding by the parent country in regards to the dress grow of the French affected customer patronage. The French did not think dress standards like that existed outside the atomic number 74 military academy. Also the ban on alcohol caused astonishment in a country where glass of wine is normally given for launch and it is necessary as a fork for eating. thus far banning the alcohol in this theme park could have ever been a consideration is unbelievable and si nce it was a major issue, this policy of not serving alcohol in the park was also a hindering factor at Euro Disney. Another factor that leads to poor operation was the price system. Prices involve around Euro Disney were also the cause of it not performing well and not generating profit. consultant who studied the park say that its high admission price 30 percent more that Disney Orlando makes visitors keen to take as many rides as possible, so they spend less time obtain for Mickey Mouse ears and such. Prices at the Disney hotel were high compared to other hotels in Paris, the hotels in Paris ranges from $180 to $380 in the Paris metropolis.Staffing problemOne of the major factors in the customer affinity in the transnational marketing, even at the domestic market is the customer- staff relationship. At Euro Disney, there were staffing approach problems too. The company had tried using the same team work model it did use either in America or Japan, which did not work in France. Within the first nine weeks of Euro Disneys operation, roughly 1,000 employees, 10 percent of the employee left. tidy sum were leaving because they felt they were not being understood and they were not being treated in an appropriate manner that was satisfactory to them. The company actually taught that Monday would be a les cross day, while Friday a hectic officious time, but the reverse was the case, Monday turned out to be very busy at the Euro Disney.Unforeseen issuesFactors that really could not be seen by managers include the approach to European recession, the Golf war in 1991, and increased interest rates. External factors that affected business were also the devaluation of the Franc currency in the international market, which lead to competitors to draw the attention of customers to the various sites. These competitors were the worlds fare in Seville and the 199 Olympics, which was held in Barcelona. (Cateora, Graham, p.615)EthnocentrismThe managers of Disney and Euro Disney used their way of doing business, their heathenish belief and ethics, and what they know and are used to in pasture to try and get another country to do the same. Cateora Graham describes in more detail, A brainstorming, kick the door waste attitude seemed to reign amongst the U.S. decision makers. The authors referred to one former managers comment, We were arrogant, it was like, we were building the Taj Mahal and people will come on our terms. Ethnocentrism is usually referred to as tunnel vision. This view says that one certain ethnic group beliefs about morals is the chasten one and better than any group. The French saw the American managers as bullies, arrogant, and workaholics. A search for the topic, Business culture Vs French (n.d) refers to Laura Hampton, French ministry of commandment as she explains the views that the French have about American business and cultureThe French have a love or hate relationship with the U.S. We are deeply admired for many things (entertainment industry, our political system, our optimism as a people) but they are also very critical of the role the U.S has played in globalisation which they see threatening their own identity, culture, and language (Regarding management practices) the French are less direct about theory expectation and you have to pay closer attention to the subtle cues given to you., ignore the French culture of being the worlds biggest consumers of wine, the management of Disney still hung on their we know best conviction. Male employees had to keep well groomed as the American managers wanted in this way. Their insensitivity to the French culture led to a very bad start even though they did relent in some areas such as allowing females employees to wear brightly coloured nails gleam and allowing kennels for the quest pets. The French would never dream of leaving their pets when going on pass. (Cateora Graham, p 615) oddment the major factor that contributed to their poor performance, du ring their first year of operation can be narrowed down to marketing surveysm, which lead to ethnocentrism and self reference criterion.3.1.2 RECOMMENDATION, PROPOSE STRATEGY AND SUGGESTION TO IMPROVE THE circumstance AT EURO DISNEY.There are several means in which the controllable factors could be avoided in other to present Euro Disney the success it needed at the first year of business. This means are suggest and proposed as bondsThe deliverance of advertising to the customers, not on the physical composition of just the area alone, but on the elections and service that a customer will get from patronising the resort. Advertising should be careful controlled. Society needs to make sure that people are not taken in by misleading advertisement. There is a set of principles that all advertisers must follow (Roman Mss, 2003, p.200)Tell the truth, show the truth- the product should look exactly the same way as the consumers will purchase itMake the general impression truthful- A dvertising is judged not by what it says, but what consumers thinks it says. (p.201)Ban weasels and dangling companions- All sentences must be clear.Substantiate product birdsongs- must provide evidenced that the claim is true.Back testimonials with research.It is crucial that cross ethnic communication, cooperative decision-making and collaborative problem solving be implemented in multinational corporation management like Disney. It is of the essence(predicate) that the management of a multinational corporation work together to overcome boundaries and differences and to be able to communicate, and collaborate in secernate to effectively work together, communicate, make decision, and solve problems as a whiz entity as globalisation does simple that. This brings the world together. The EuroDisney could use the help of the Disney in Turkey in other to be able to handle the cultural difference in French. By understanding the French culture, EuroDisney will be able to bring police s that will be accepted by the French customers. The French cherish their culture that it is important for EuroDisney to able to adapt the culture and avoid cultural self criterion, rather try to understand the culture of the French.Make use of their number one asset which is human resource in order to apply the best approaches and method and focus on both macro and micro economics of the global business. The management from the head quarters branch(in this case, management from the United State) cannot do this alone but will achieve success if he learns from those in the various parts of the world and learns from those who are experts in the various locations and cultures in which they live and work. They will next, approaches communication, sales, customers services, predominate solutions, developing innovative tactics, and so on. The best way in managing a diverse sales team is to incorporate the sales management from each area and empowering them and learning from them, this sy stem will help the Euro Disney to overcome the cultural differences and policies that are not suitable for the French workers.Generally as management, it is important to have a general knowledge of domestic activities and policies, and to understand the various cultures and operations of the sales force outside of the United States. This can scarce be accomplish by using human resource from which are familiar with the culture of French, company, and cultures, how business is handled in different parts of the world, alter company policies and operations (although the company is an entity, policies and routines vary slightly, if not extremely, in order to accommodate the differences), language and cultural differences, various sales methods, training, customer service, account management, follow up procedures, key account management, and so on. Can only be handled by working with the various sales teams and using their expertise. close The above mentioned proposed recommendation wil l take the poor performance at Euro Disney. The first recommendation should be the market research and survey, which will tackle the staffing problem, cultural issues and drafting and delivering of effective promotion,3.2 Question 23.2.1 The factors that could have been predictable and controlled by Euro Disney or the parent company.Taking a look at the above mentioned factors that lead to the poor performance of Euro Disney in their first year of operation, some of the factors were possibly foreseeable, while some were not foreseeable and uncontrollable. A company reputation and size of Disney is allowed no room for mistakes. The stakes obscure are billions of dollars. Complementary businesses like that of the hotel industry are reliant upon the success on the success of this team park in Paris. Generous coin received from the government and private institutions would have to be made well of. Disney should be able to foreseen the unforeseen.When Euro Disney was established the consideration taking into account is the geographic area and culture as well. However Disney established the Euro Disney based on the nature or American thinking, they expected the Europeans to act as Americans and prosper over newly designed theme park. They forgot that they were producing a massive theme park bigger than any other theme park in Europe for the American mentality. They could have sendd the exchange rate, and did not calculate the European culture. They could have foreseen the problems mentioned in the above poor performance factors listed.Factors such as those mentioned above are not categorized as the unforeseen rather they are being classified as the expected factors, which Euro Disney or the parent company Disney should have detected. Economics, politics, culture complemented and associated with in depth analysis of the 4Ps follow the basic principles of marketing. Disney should have foreseen the changing economic scene in France with the forthcoming European recession in 1991. The relationship with the French government should have been handled with greater care and delicacy, because of the size of the investment involved and ultimately, the number of jobs dependant on the success of the Euro Disney. Looking at culture, the parent company can force itself on another people, looking at the cultural profile of the French, which in this case was the European continent. Disney promoted its product, the theme park quasi(prenominal) to that of Tokyo Disneyland in Japan believing Europeans wanted their piece of Americana. In international marketing, the needs and wants of the consumer are being indentified, the package presented by Disney to their customer meet neither their needs nor wants. Disney true success lies in adapting to the contact culture of the French and Europe as a whole, being marketing oriented in finding success in customer satisfaction. Disney failed in both aspects. Culture is wide and change occurs when resistance slowly yields to acceptance, so the basis of resistance becomes unimportant or forgotten, which means that on the part of the European community, we are certain to see compromise, but over a period of time. Disney too has to reconcile with the environment it has settled in. we read in the case that Disney does ultimately mend it ways. Making room for continuous change is the best way to go about its business. culmination most of the factors that lead to the poor performance of EuroDisney in their first year of operation were foreseeable which are the staffing problem, advert problem, and cultural differences and so on, where some factors were not, such as the economic recession at that time in Europe.3.3 Question 3The cross-cultural marketing skills of DisneyThe problem was that in the beginning, cross cultural marketing skills were not used and employed. Taking for example, Disney executives were told that French did not take breakfast in the morning, which lead to downsize but surprisin gly, the French do eat breakfast. mystify cultural marketing would have let the managers know that the Europeans were more vigorous and covered more of the Euro Disney theme park and rides than those in the western hemisphere. Therefore, instead of the normally three days stay at the Disney American theme park, the stays were normally shortened to two days stay. The European vacation customs were not being examined so the theme park did not see profits and success as hoped. Americans take short breaks but they take the more often. However, Europeans take one month for holiday. The American managers thought that the Europeans would change their one month tradition and adopt the Americans shorter yet more frequent time off but did not happen. The French document remains the same and they would close the office and factory during the entire month of August, which was contrary to what the American do. These factors should have been considered. Cross cultural marketing would have been extremely useful but the parent company executives were being quite ethnocentric and it cost a great price. (ibid, p.615) needed to say, their cultural marketing skills were unsatisfactory, in fact, nonexistent. Had they had any skills of this sort, the beginning would have been a success and not such a failure at the start.Therefore, we can say that the skills of Euro Disney cross cultural marketing skill was poor, they did not have skills of cross cultural marketing skills which is the main key in dealings in international trade like Euro Disney. They put an American theme park in the middle of Europe with American mentality, American food, and this did not heed to the cultural values of the Europeans. However, the new CEO in 1993, the park understood their problem and made the changes. They then started their new marketing plan, which included skills of cross cultural values, understanding. They started to include French and European favourites like Zoro and Mary Poppins. They a dvertising contend include famous European characters with the magic kingdom. Within a year, they took off deals boosted.CONCLUSION after the recognition of the problem facing Euro Disney which was the cross cultural marketing skill, which was bad. After some time park understood the pending problem and provided a solution, which was the use of French in their advertising outpouring and so on.3.4 Question 43.4.1 New theme park in SpainSpain is a country that accept and receive foreign cultures compared to France, the southerners receive foreign culture with greater warmth compared to the central and east Europeans, in which if Euro Disney would have launched in Spain, Disney would have met less criticism. But we should bear in mind that, Euro Disney is actually built to serve the entire Europe as a whole not just Spain. Therefore, criticism will likely come from other part of Europe, even if Spain receives Americans with warmth.Cultural profile is formed as the bases of internatio nal marketing relationship, how a product is being marketed in the international market, in a foreign country is based on the cultural variable present in the country. In other for Disney success in marketing the theme park internationally, it will force them never over emphasise the importance of understanding the culture of a foreign culture. A theme park in any part in Europe generally, Spain not excluded will face a varying percentage of munificent restraints, political risk, culture conflict, and economic disruption as well.Therefore, if Disney places a theme park in Spain, it is believed that the cultural difference will lay a huge role in its success, as suggested earlier. Disney would have to adapt to the customers culture and the culture of Spain generally, and incorporate them into the development, implementation, and operation of a new theme park. The workaholic habits of the Americans is foe of not just Spains focus of life and family first, but generally Europe as a c ontinent. In the United States, people focus more on themselves and individuality is the focus not group (Hofstede cultural dimension).CONCLUSION international marketing is the function associated with culture, what one is able to do in marketing to a particular foreign product is shaped by the cultural variables of the country. A theme park is Spain as in another part of Europe would face a varying proportion of, legal restraints, political risk, culture conflict, and economic disruption.3.5 Question 53.5.1 The major considerations for the next DisneyworldThe consideration for the next Disneyworld should be in Dubai. Dubai should be considers as the next Disneyworld location priority. Dubai (UAE) is the major commercial business hub of the Arab world. Business horizons expand from the west coast of the United States to the eastern Philippine archipelago. Business communities around Europe have created a stronghold here as a doorway to most of Northern Africa, the Middle East and t o a limited close the Asian Subcontinent. Dubai seems to be a good strategic location for the adjacent Disney world to be established. Dubai is seen as the portal not only to the minority communities from Europe, Asia and Americas but specifically to the Muslim world of over one billion. then(prenominal) underlying opportunities are immense. The parent company Disney is already a name figure in households of the respective location UAE. The relaxed social and cultural atm Dubai possesses over Muslim states should not pose a threat to the pertinacity of business at Disney in Dubai, which will be called Disney Arabia.Dubai reports a gross domestic product (gross domestic product) per head of US$15,000 to $18,000, one of the highest figures in Asia. The trade sense of equilibrium remains a surplus with over US$500 million. The infrastructure boasts access to telecommunication facilities and transport by land, air and water as state of the art. The diverse ethnic communities le vel communication barriers between the Arabs and expatriates. All in all, Dubai posses the qualities and the right backdrop to promote the new Disney Arabia to a wider image of people, both the conservative and the more liberal, foreign and local. Thus, lunching the new Disney supplementary is obviously not an overnight or one day project, precise planning will be needed in defining the eighter from Decatur Ps as pertinent to the Arab world.CONCLUSION it is important to learn from the mistakes that were made when EuroDisnay was started. Having offices and managers from the country will be detrimental. Incorporating Dubai culture and examining the tourist activities, practices and trends will be crucial to the making of breaking of a Disney in Dubai.CHAPTER 44.0 CONCLUSIONEuro Disney faces poor performance during their first year of operation, which makes it important to learn from mistakes that were made when Euro Disney was started. Having offices and managers from the country w ill be detrimental. Incorporating the culture and examining the tourist activities, practices, and trends will be crucial to making or breaking of a Disney new project and existing one as well. The Disney Paris in recent