Appendix 4.6 (Americanization of European Culture? Case Study: Disney in France) Until 1992‚ the Walt Disney Company had experienced nothing but success in the theme park business. Its first park‚ Disneyland‚ opened in Anaheim‚ California‚ in 1955. Its theme song‚ "It’s a Small World After All‚" promoted "an idealized vision of America spiced with reassuring glimpses of exotic cultures all calculated to promote heartwarming feelings about living together as one happy family. There were dark
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Euro Disney S.C.A is responsible for Disneyland Paris which is located in Marne-la- Vallée‚ a village 32 kilometres east of Paris‚ France. The Group owns two Theme parks: Disneyland
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CASE Study xi Unit 2 Case Study: Hong Kong Disneyland Margaret Taylor MGT 614: Global and Transnational Management Dr. Laura Mays Tiffin University May 26th‚ 2013 UNIT 2 CASE STUDY 1 Introduction The purpose of this paper is to analyze the management strategies of Hong Kong Disneyland ‚and the issues that have arisen. Hong Kong an amusement park built by the Disney Corporation
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case fourteen Euro Disney: From Dream to Nightmare‚ 1987–94 Robert M. Grant At the press conference announcing Euro Disneyland SCA’s financial results for the year ended September 30‚ 1994‚ CEO Philippe Bourguignon summed up the year in succinct terms: “The best thing about 1994 is that it’s over.” In fact‚ the results for the year were better than many of Euro Disneyland’s long-suffering shareholders had predicted. Although revenues were down 15 percent – the result of falling visitor numbers
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Euro DiSney Disneyland Paris is operated by French company Euro Disney S.C.A.‚ a public company of which 39.78 percent of its stock is held by The Walt Disney Company‚ 10 percent by the Saudi Prince Alwaleed and 50.22 percent by other shareholders. The senior leader at the resort is chairman and CEO Philippe Gas. history The complex was a subject of controversy during the periods of negotiation and construction in the late 1980s and early ’90s‚ when a number of prominent French figures voiced
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THE NOT-SO-WONDERFUL-WORLD OF EURODISNEY -THINGS ARE BETTER NOW AT PARIS DISNEYLAND- 1. What are the factors contributed to EuroDisney’s poor performance during its first year of operation? Walt Disney overestimated the magic that was to be in introducing Europe’s most lavish and extravagant theme park in April of 1992. The fiscal year 1992-1993 brought EuroDisney a loss of nearly $1 billion. Mickey‚ a major promotion tool of Disney management did not create reason or attraction enough for
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exceed that inside the country. I think that Disney also wanted to diversify and to let others experience the unique atmosphere he had created at Disneyland‚ Magic Kingdom‚ MGM Studios‚ and Epcot. The Walt Disney Company had to push through some obstacles along the way that were hindering its success. After investing millions of dollars into their Paris location‚ Disney ran into numerous problems. Many believed that the park would “contribute to the destruction of French Culture.” These early
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Disneyland Paris marketing decisions should be looked at thoroughly before agreeing that they should start operating a new system as it is a large and successful company their objective is to reach their target market. 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
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problems in Hong Kong since the business environment is different between Euro and China. In 2007‚ the visitors of Hong Kong Disneyland dropped nearly 30 percent. Customers complained about the size of Hong Kong Disneyland and they are unfamiliar with Disney’s characters. First of all‚ the reason of low acceptance of Disney in China is different from that in France. When the Disneyland opened in France‚ it was not welcomed by the local people; they saw it as an invading of American culture. However‚ the
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service in the theme park industry‚ with its parks becoming major international tourist attractions. When Disney expanded its theme park empire across the Atlantic‚ many expected Disney winning streak would continue. However‚ when Euro Disney opened in Paris in 1992‚ the standard model of Disney theme parks‚ long considered to be a recipe for guaranteed financial success‚ soon ran into trouble. This is typical Type C decision making. Tackling the many problems faced by Euro Disney operations has posed
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