Euro Disney
Only one year after the grand opening of EuroDisneyland, Robert Fitzpatrick left his position as
EuroDisney's chairperson, citing a desire to start his own consulting firm. In April 1993, Philippe
Bourguignon took over the helm of EuroDisney, thought by some to be a sinking ship. EuroDisney publicly reported a net loss of FFr188 million for the fiscal year ending September 1992, though cumulative losses through April 1993 approached half a billion dollars.1 The European park also fell one million visitors short of its goal for the first year of operations, with the French comprising only 29% of the park's total visitors between April and September 1992a far cry from the predicted 50%.2
In addition to the financial woes weighing on Bourguignon, he was also expected to stem the flow of bad publicity which EuroDisney had experienced from its inception. Phase Two development at
EuroDisneyland was slated to start in September 1993, but in light of their drained cash reserves (FFr1.1bn in May 1993)3 and monstrous debts (estimated at FF421bn),4 it was unclear as to how the estimated
FFr8-10bn Phase Two project would be financed.
Despite this bleak picture, Michael Eisner, CEO of Walt Disney Co., remained optimistic about the venture: "Instant hits are things that go away quickly, and things that grow slowly and are part of the culture are what we look for. What we created in France is the biggest private investment in a foreign country by an American company ever. And it's gonna pay off."5
The Dawning Of Disney
After first attempting to start a commercial arts firm in 1917, Walt Disney, along with his partner Ub
Iwerks, joined the Kansas City Film Ad Company, and began to learn the craft which would carry him to famecartooning. By 1919, Walt was making independent short cartoon ads for theatres. In 1920,
Walt's brother Roy became a partner, and soon thereafter the group moved to Hollywood. There, they developed a standardized cast of cartoon
EuroDisney's chairperson, citing a desire to start his own consulting firm. In April 1993, Philippe
Bourguignon took over the helm of EuroDisney, thought by some to be a sinking ship. EuroDisney publicly reported a net loss of FFr188 million for the fiscal year ending September 1992, though cumulative losses through April 1993 approached half a billion dollars.1 The European park also fell one million visitors short of its goal for the first year of operations, with the French comprising only 29% of the park's total visitors between April and September 1992a far cry from the predicted 50%.2
In addition to the financial woes weighing on Bourguignon, he was also expected to stem the flow of bad publicity which EuroDisney had experienced from its inception. Phase Two development at
EuroDisneyland was slated to start in September 1993, but in light of their drained cash reserves (FFr1.1bn in May 1993)3 and monstrous debts (estimated at FF421bn),4 it was unclear as to how the estimated
FFr8-10bn Phase Two project would be financed.
Despite this bleak picture, Michael Eisner, CEO of Walt Disney Co., remained optimistic about the venture: "Instant hits are things that go away quickly, and things that grow slowly and are part of the culture are what we look for. What we created in France is the biggest private investment in a foreign country by an American company ever. And it's gonna pay off."5
The Dawning Of Disney
After first attempting to start a commercial arts firm in 1917, Walt Disney, along with his partner Ub
Iwerks, joined the Kansas City Film Ad Company, and began to learn the craft which would carry him to famecartooning. By 1919, Walt was making independent short cartoon ads for theatres. In 1920,
Walt's brother Roy became a partner, and soon thereafter the group moved to Hollywood. There, they developed a standardized cast of cartoon