In order for Disneyland Paris to keep running successfully, it has to look at the main factors that can affect its business. The main factors should be analysed by the developing company to be more aware of how to manage their target market. Disneyland Paris has many target markets which the main one is “Disney family” so they need to think through what kind of products that they have to offer to this type of customers and how they’re going to market it. This type of customers “Disney family” is a really important because it’s such a large target market and so therefore the market team needs to be more aware of how they’re going to take advantage of this large market.…
The Walt Disney Company is a global brand recognized throughout the world. As part of an Oligopoly market structure the Walt Disney Company works tirelessly to maintain its reputation, integrity, and social responsibility to the communities of the world through quality entertainment and communication tools for the entire family. According to Disney, “Disney’s performance in fiscal 2013 reflects the impact of the company’s acquisitions and capital investments and long-term strategy focused on exceptional creativity, innovative use of technology and global growth.” The Walt Disney Company’s plans are a part of the company’s goals which is to be the world’s leader in entertainment and communication. In order for the Walt Disney Company to keep its influence in the world of entertainment and communication, the Disney Company has continually used its revenues and profits to grow its brand name and products around the world by introducing the different cultures of the world in one location.…
With a revenue of $10.6 billion, Disney was one the global players in the theme park entertainment industry. The first Disneyland theme park was opened successfully in California in 1955, following Disneyland theme parks in Florida, Tokyo and a less successful one in France. In order to raise awareness of the brand “Disney” in China, another Disneyland was to be set up in Hong Kong in cooperation with its government. Hong Kong was thought to be well suited as a location for a new park, the population was receptive to foreign and new things and, due to Disney’s presence in television and cinema, children were familiar with the Disney characters. On the other hand, there were many characteristics of the Hong Kong population, which contradicted Disney’s factors of success. First of all, the number of children in Hong Kong, Disney’s target audience, was quite low and expected to drop in the future. Second, parents focused on their children’s education and not their entertainment. Inhabitants were known to be very busy and impatient, making them unsuited for rides with long waiting time. As experienced in Tokyo, the biggest group of adult visitors was married women having the time to take their children to the park. Because women in Hong Kong usually kept on working after marrying, another target group was unreachable in Hong Kong. For Hong Kong’s inhabitants their entertainment had to be convenient, comfortable, fast and inexpensive, characteristics that Disneyland didn’t fulfil. Last but not least, tourists visiting Hong Kong were either mainlanders, who weren’t familiar with Disney, or overseas, who travelled there to experience the authentic Hong Kong feel. Nevertheless Disneyland Hong Kong was being built.…
Over the years it has developed a very strong and well known "brand-name" over many years and its products are more ‘Disney’ than an actual product. This has lead to high brand loyalty as for most people it has no substitute and given the organization the ability to adapt when business lines perform poorly. e.g. when theme parks were not doing well, new movie revenues were maintaining the success.…
Since opening in 1992, Euro Disney, or currently recognized as Disneyland Paris, has become one of the largest tourist attractions in all of Europe. Though touted as one, if not the happiest places on earth, financially it is not much but a mirage. Euro Disney has not turned a profit since 2008, and has already had to be bailed out on 3 other occasions over its 2 decade existence. To many investors, this does not surprise them that it is happening a fourth time. Euro Disney has followed the same cycle that all products go through. This is known as the International Product Life Cycle Theory. Much like the regular product life cycle, the international theory adds on three stages, new product, maturing product and standardized product. In 1992, Euro Disney would have been going through the new product stage of the cycle. A theme park of the magnitude that Disney has to offer would have been completely different than anything already existing. In this sense, it was innovative in what it had to offer. This allowed Disney to uniquely place their product within the European marketplace. Eventually over the next couple decades, demand for the Disney product slowly started to decline. This is the company entering into the mature product stage. There are many factors that can go into this transition,…
There are two major issues related to gender selection. One leaning towards the medical risks and consequences. As with all surgical procedures, removing and altering a chromosome has detrimental risks. ANY alteration when it comes to DNA and genes can instigate horrific physical and biological deformations in a fetus. Worldwide studies have proved the increase of birth defects on babies born after “Chromosomal Manipulation.” The second and most detrimental towards society is possible sex ratio imbalances in the future (like we already have in China and India.)…
Founded in 1923, the Walt Disney Company has predicated itself as the world’s best in the family entertainment business. After 80 years in the business, who could argue with that statement? Today, Walt Disney Corporation dominates the market of family entertainment. An unparalleled experience is the direct affect of superior quality, innovative content, and brilliant storytelling. To capture such a highly diverse market, Walt Disney has divided itself into four main business segments: Studio Entertainment, Parks and Resorts, Consumer Products, and Media Networks. The purpose of these different segments is to integrate, and effectively operate in performance to maximize exposure and growth (Disney Online, 2006). This paper will analyze Disney’s marketing strategies directed at promoting its theme parks and resorts, as well as the firm’s strengths, weaknesses, opportunities and threats.…
negative media coverage both before and after the launch. The park suffered a major blow…
Many factors come to play when managing and analyzing an entertainment dynasty such as the Walt Disney Company (WDC). Top managers strategically analyze the company’s value through their consumers and stakeholders. There are numerous strategies companies uptake and follow by. The author will discuss WDC’s best value discipline, generic, and grand strategies including their components. The author will also recommend strategies that will aid in WDC’s goal of growth and increased profits (Pearce Robinson, 2011).…
the performance in the past 5 years. Disney's brands are one of the strengths of the company together with…
3.) Disney’s Hong Kong Disneyland in order to be successful needs to set real goals; they need to research on benchmarking strategy weapon which will search the best practices among competitors that lead to their superior performance. It needs to plan a strategic plan that apply to an entire…
Brand Image – Walt Disney is regularly listed as one of the best global brands of all time. Disney started building its brand image by involving children in the 1950’s which was followed by brand extension due to the creation of Disneyland. Disney went on leaps ahead and today it is a multi-business conglomerate but the image projected is that of a young child with dreams of his own. Some people may not like Disney products, but they can never hate Disney.…
Disney is a brand multiplier enterprise, for example, with the Disney brand do multiplier, multiplied by a variety of means of operation in the back to get the maximum profit. Such business thinking amorphous, Disney began to put most of the profits completely turned to film and television products produced outside. Disney’s happy culture behinds additional full commercial culture, art downright commercialization. Disney has introduced a Ministry exquisitely cartoons should vigorously promote the launch of each movie to play at the box office, earned the first round of release prints and videotapes. Then the follow-up product development, the theme park is one, each put a cartoon theme park to add a new character, creating atmosphere in the movies and the park, allowing visitors to visit the theme happily Park, Disney thus earned the second round. The then branded products, Disney in the United States and around the world to establish a number of Disney Store, Disney earned through the sale of branded products, third round. That was not enough, Disney continues the acquisition of TV channels, already has cartoon movie channels, home entertainment channels, and even bought a news channel. Go to Disneyland to buy Disney cartoon, this is one of the habits of Americans.…
The main objective of this report is to provide a strategy that will enable Hong Kong Disneyland to enhance its competitiveness in the Hong Kong market. In this manner, the report provides the issues that affects the performance of Hong Kong Disneyland and provides the perceived solutions to ensure that the company is on track of achieving the goal of being competitive. In order to find a better solution for these issues, analysis of the company, through the use of different marketing tools has been conducted. For example, to analyze the internal environment of Hong Kong…
1. What led to the eventual woes experienced by Hong Kong Disneyland in its first year of operation? How should Hong Kong Disneyland rectify its market situation?…