Case Study: 1 The Not-So-Wonderful World of Euro Disney BONJOUR‚ MICKEY: In April 1992‚ EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris‚ it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date – bigger than Disneyland in Anaheim‚ California; Disney World in Oralando‚ Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise‚ Europeans failed to “go goofy”
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This case study primarily deals with three main issues. The first issue this study addresses is the strategies (Vertical integration/outsourcing) of Disney and Pixar. Secondly‚ the contractual agreements between Disney and Pixar will be discussed. Lastly‚ the variation in the organizational culture of both companies will be considered in this case study. Walt Disney’s’ first feature animation was in 1934 with the production of Snow White and the Seven Dwarfs. Profits in this industry were not
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1. Why has Disney‚ historically‚ been so successful? What accounts for the 70-year success of Disney? Brand equity‚ company culture emphasize on teamwork‚ communication and cooperation. Pushed the staff hard 2. What does the Disney name contribute to each business? Producer of the predictable family style and the father of a family of loveable animals. What are Disney’s core competencies? Create universal timeless family entertainment‚ a strong believer in the importance of family life‚ fostering
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Walt Disney Case In 1984‚ Disney was faced with an attempt of a takeover by Saul Steinberg. Ron Miller‚ the current CEO and president of the company‚ sought to halt this action and came up with a decision. Miller wanted to decide whether or not to let the takeover happen or to repurchase Steinberg’s stock. If the repurchase was to occur‚ Miller had to present to the shareholders at what price to make the repurchase. Miller should repurchase Steinberg’s shares to prevent the takeover and continue
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Case 2: Euro Disney 1. The factors that contributed to Euro Disney’s poor performance during its first year of operation were their lack of knowledge of their target market and the fact that they didn’t take into consideration that the target market was not intended to just focus on one culture. Disney builds and promotes Euro Disney as a piece of America in Europe although Disney failed to adapt to the culture. In the European culture they perceived Euro Disney as being overpriced and the vacation
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Opportunities • Move into different segments • Proper inventory management • Market development in untapped countries. • Reduction in operating costs. • Disney music channel • Benchmarking to improve management practices. • Disney school of management and training • Online Websites • Develop more attractions for theme park. Threats • Security Threats due to terrorism • Employee retention • High competition in Media Industry. • Facing fierce
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Disney in France Cynthia Cerbone International Business MW ~ 2 - 3:15 January 23‚ 2011 1. What assumptions did Disney make about the tastes and preferences of French consumers? Which of these assumptions were correct? Which were not? Between the other cultures among the world many perceive tastes and preferences in different fashion. For Disney and their empire placing themselves in French territory released a debacle of cultural differences. Disney indeed made assumptions on French
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different in Europe as they have more choices for food because there are more countries in European group. Disney guests in Europe faced problems getting too closed or pressing around those who left too much space between themselves and the person in front. But it’s quite normal in Asian countries due to their population Hong Kong Disneyland only has 16 attractions and one classic Disney thrill ride‚ Space Mountain‚ compared to 52 at Disneyland Resort Paris. Weather in Europe tends to be cooler
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Disney Theme Parks Case 1. What do you think motivated Disney to set up parks abroad‚ and what might be the pros and cons from the standpoint of the Walt Disney Company? The reason behind Disney’s motivation to set up theme parks abroad were mostly because of business opportunities. Based on how successful the Disney Theme Park is in the United States and the attraction they are gaining from foreigners‚ the management probably realized that it is time to consider entering the global
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Has Disney diversified too far in recent years? 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
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