Learning from the Disneyland Paris Experience. A Case study in International/Intercultural Communication This is the most wonderful project we have ever done. Michael Eisner‚ CEO‚ Walt Disney Company A horror made of cardboard‚ plastic‚ and appalling colors; a construction of hardened chewing gum and idiotic folklore taken straight out of comic books written for obese Americans. Jean Cau‚ French Critic American businesses make assumption about the transferability of culturally loaded business
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Two years after Walt Disney Co. opened its new part in France‚ Euro Disney was losing $1 million per day‚ despite over a million visitors per month. What had gone wrong? Disney was overly ambitious‚ and had made serious strategic and financial miscalculations. It relied too heavily on debt‚ just as interest rates started to rise. It assumed a real estate boom would continue‚ allowing it to see some properties to pay off its debts. It made mistakes in the park itself‚ including cost overruns
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1. The main area of Euro Disney’s business is amusement theme parks‚ based on Disney characters and movies. Euro Disney offers a 4‚800 acre amusement park near Paris in which visitors can discover different zones related to different themes : Adventureland‚ Frontierland‚ Fanatasyland‚ Mainstreet-USA‚ Sleeping Beauty Castle. 2. Other related businesses are derived from Euro Disney’s main activity. For example‚ there are six theme hotels outside the park. Furthermore‚ food and souvenirs are sold
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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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Financial structuring at euro Disney 1984-85 Disney negotiates with Spain and France to create a European theme park. Chooses France as the site. 1987Disney signs letter of intent with the French government. 1988 Selects lead commercial bank lenders for the senior portion of the project. Forms the (SNC). Beings planning for the equity offering of 51% of Euro Disneyland as required in the letter of intent. 1989 European press and stock analysts visit Walt Disney World in Orlando. Being extensive
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Learning from the Euro Disney experience Disney Corporation faced lots of problems when launching Euro Disneyland in Paris. Most of them were caused by poor research of the European market‚ European people’s traits and habits. Question 1: What could have been the reason why guests were spending less and leaving sooner? Disney Corporation expected that people will spend a lot of time and money in Euro Disney Park‚ however in reality they leave sooner and spend less money than was expected‚ and
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Case Study #1 – Euro Disney‚ The First 100 Days 1.0 Introduction Ever since the first Disneyland was founded in 1955 in Anaheim‚ California‚ the Walt Disney Company had experienced nothing but success in the theme park business until its second oversea Disneyland – Euro Disney was opened in France in 1992. Following the success of the company’s first oversea Disneyland in Tokyo‚ Japan‚ on April 12‚ 1992‚ within its $4.4 billion budget‚ Euro Disney was opened in Marne-la-Vallee‚ France on a site
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(Section #1) Case Title: Walt Disney Co. Case Synopsis: * Michael Eisner became Disney’s CEO in 1984 and promised to deliver 20% annual return on equity. * During his time at Disney‚ Eisner ventured out and brought Disney to the TV and movie industry‚ opened Disney cruise line and Disney theme park in Europe‚ and opened to new areas‚ industries‚ and customers. * Eisner was successful in achieving his ROE goal in most of the first 10 years of his career at Disney. However‚ in late
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Disney Case Write up: Disney from the start has had a competitive advantage to others in the film industry for the plain fact as Walt says‚ “Cartoons unlike actors can be perfectly controlled to avoid any negative imagery.” This statement is the key stone to how Disney has so successfully created value. Disney has pursued its corporate level strategy by maintaining the value of the brand‚ managing creativity‚ and encouraging synergy throughout the corporation. Managing the Disney brand has
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CASE 2: The Not –So-Wonderful World of Euro Disney 1. What factors contributed to Euro Disney’s poor performance during its first year of operation? What factors contributed to Hong Kong Disney’s poor performance during its first year? Answer: The major factors led Euro Disney’s poor performance was the lack of cultural consciousness and market survey. Euro Disney was built according to other American Disney parks without thinking about the culture difference. They used all American characters
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