Walt Disney
Why would the Walt Disney Company want to venture into the global markets with its theme parks?
More companies are moving from the traditional strategy of doing business inside their own borders, to a global strategy (Ferrell, Hirt, & Ferrell, 2009). Walt Disney has experienced great success with its theme parks in California and Florida. By 1990, Disneyland and Disneyworld were attracting 2.7 million international visitors a year (Greenhouse, 1991). Due to their success in the United States, this was a good reason to venture into the global markets with its theme parks.
What troubles has the company had to overcome in opening theme parks outside of the US home based?
Walt Disney faced many challenges when entering the global market. In the case of Euro Disney, initially Disney’s management failed in the aspects considering the lack of cultural awareness, misunderstanding the French laws and the traditions/habits of the French people. Disney planning for Euro Disney was driven by their success experienced in the United States and Japan therefore never made the necessary adjustments when moving into a different country and culture.
What steps might Disney take to ensure better success with a future Chinese theme park location?
Disney has gained some insight from its mistakes with Euro Disney, as it sought to make its new Disney Studios park and Disneyland Hong Kong less extravagant and more in tune with the local culture. It now sees itself as a company “dedicated to change, employee empowerment and cultural respect and appreciation” (Packman & Casmir, 1999). However, it still needs to be extremely careful to analyze all parts of the market by researching the Chinese culture, laws, and tradition.
References
Greenhouse, S. (1991, February 17). Playing Disney in the Parisian fields. The New York Times
Packman, H. & Casmir, F.L. (1999). Learning from the Euro Disney experience. Gazette
Ferrell, O. C., Hirt, G., & Ferrell, L. (2009).
More companies are moving from the traditional strategy of doing business inside their own borders, to a global strategy (Ferrell, Hirt, & Ferrell, 2009). Walt Disney has experienced great success with its theme parks in California and Florida. By 1990, Disneyland and Disneyworld were attracting 2.7 million international visitors a year (Greenhouse, 1991). Due to their success in the United States, this was a good reason to venture into the global markets with its theme parks.
What troubles has the company had to overcome in opening theme parks outside of the US home based?
Walt Disney faced many challenges when entering the global market. In the case of Euro Disney, initially Disney’s management failed in the aspects considering the lack of cultural awareness, misunderstanding the French laws and the traditions/habits of the French people. Disney planning for Euro Disney was driven by their success experienced in the United States and Japan therefore never made the necessary adjustments when moving into a different country and culture.
What steps might Disney take to ensure better success with a future Chinese theme park location?
Disney has gained some insight from its mistakes with Euro Disney, as it sought to make its new Disney Studios park and Disneyland Hong Kong less extravagant and more in tune with the local culture. It now sees itself as a company “dedicated to change, employee empowerment and cultural respect and appreciation” (Packman & Casmir, 1999). However, it still needs to be extremely careful to analyze all parts of the market by researching the Chinese culture, laws, and tradition.
References
Greenhouse, S. (1991, February 17). Playing Disney in the Parisian fields. The New York Times
Packman, H. & Casmir, F.L. (1999). Learning from the Euro Disney experience. Gazette
Ferrell, O. C., Hirt, G., & Ferrell, L. (2009).
References: Greenhouse, S. (1991, February 17). Playing Disney in the Parisian fields. The New York Times Packman, H. & Casmir, F.L. (1999). Learning from the Euro Disney experience. Gazette Ferrell, O. C., Hirt, G., & Ferrell, L. (2009). Business: A changing world: custom edition (7th ed.). New York: McGraw-Hill/Irwin.