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.…
Ability to install new technology (and of competitors to do so), emerging new technologies, funding for technological research, development and implementation, intellectual property rights, technology legislation and the technological life cycle.…
Ability to install new technology (and of competitors to do so), emerging new technologies, funding for technological research, development and implementation, intellectual property rights, technology legislation and the technological life cycle.…
1.1 Tokyo Disneyland opened on 15 April 1983 at a cost of US$1.4 billion. It is located on a reclaimed site about 10 km from downtown Tokyo. Tokyo Disneyland is privately owned by Oriental Land, a land-reclamation company in partnership with Mitsui Real Estate and the Keisei Railway Company. 1.2 Talks between Disney and Oriental Land started in the early 1970’s. Basically, Oriental Land is the owner and licensee; Disney is the designer and licensor. The final contract which was signed in 1979 gave Disney 5 per cent of the gross revenue on all food and merchandise, 10 percent of the gross on admissions, and 10% of any corporate sponsorship agreement, in exchange for a token US$2.5 million investment in the park. In 1980, the construction cost was estimated to be around US$250 million. Disney earned a fee for developing the park, retained complete design control, and retained significant control over park operations through a series of highly detailed operating manuals. 1.3 The partnership plans to build next to the present site a second theme park called Tokyo DisneySea due to open in 2001. Total cost will amount to US$3 billion.…
Ability to install new technology (and of competitors to do so), emerging new technologies, funding for technological research, development and implementation, intellectual property rights, technology legislation and the technological life cycle.…
You will also explore the different forms of healthpromotion activities that are used by Health Care…
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,…
Rapidly changing technologies: Walt Disney is required to stay on the front foot and the company has to either develop or acquire new technologies for better customer satisfaction and competitive advantage.…
Eric Blair, better known as his pen name George Orwell: novelist, essayist and fighter for political change. Orwell was born in 1903 to a, “lower-upper-middle-class family,” as he once put it. At a young age his mother observed his academic talent; and went out of her way to ensure that he attained a good education. He attended a well-known Boarding school by the name of St. Cyprian. Due to his family lack of funds he went on scholarship.…
A barrier that new entrants must surpass is the legal barrier. In the toy industrymany products are being patented. Many potential products like ones related to the movie industry, have patents that only certain companies have the rights to. For example, Mattel holds the exclusive right to produce the Barbie doll. This means that new entrants must design new products, or secure the rights to existing products to get into the industry.…
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…
Following the success in America, Walt Disney decided to build a similar entertainment and vacation park in Europe. On April 12, 1992 the park was opened the first time as Euro Disney® Resort. Nowadays it is known as Disneyland® Paris, which is located close to Paris in France. It consists of two theme parks (Disneyland® Park and Walt Disney Studio Park), one entertainment district (Disney Village)1 and 14 hotels owned by Disneyland® Paris2…
The venture into Hong Kong by Walt Disney was a simple example of a large successful western company not doing its homework. The case presents a clear picture of the importance of understanding a foreign market thoroughly before doing business there. Several factors led to an unsuccessful first year of operations and a majority of these factors could have been avoided with a better cultural understanding in the planning stages. One of the culture differences that was obvious to Disney was the fact that the children are not familiar with the Disney characters. Disney has established its brand and is a marketing poster child in the United States, however this advantage goes out the window in a country such as china that has sheltered itself from the outside world until recently. Disney thought that making a meager attempt at introducing the characters before the launch of the park would help, however familiarity isn’t synonymous with brand attachment. As listed in Global Marketing Management by Kotable & Helson, “Cultural Distance” is one of the six external criteria for choosing a mode of entry into a foreign territory, which was not accounted for by Disney. Cultural distance also recognizes the fact that different cultures have different expectations. This was also the case with China. As stated in the case, “for the tourists of Mainland China, going to Hong Kong means a shopping experience, and so they choose the cheaper alternative to Hong Kong Disneyland…” The case goes on to allude to the fact that the culture in China is one about dollars and cents – when a Chinese person spends his/her money, they are more interested in what they are physically getting. This is very…
Tokyo Disneyland considerations regarding the need of changes in the pricing policy, based on the expectations for “sluggish demand”.…
* Product differentiation, where established firms have good brand image and customer loyalty. The costs of overcoming this can be prohibitive.…