The Not-So-Wonderful World of Eurodisney – Things Are Better Now at Disneyland Resort Paris
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CASE 2:
The Not-So-Wonderful World of EuroDisney —
Things are Better Now at Disneyland Resort Paris
Brief Company Background
The Walt Disney Company started in 1923 in the rear of a small office occupied by Holly-Vermont Realty in Los Angeles. It was there that Walt Disney, and his brother Roy, produced a series of short live-action/animated films collectively called the ALICE COMEDIES.
Disneyland Park, originally Disneyland, is the first of two theme parks built at the Disneyland Resort in Anaheim, California, opened on July 17, 1955. It is the only theme park designed and built to completion under the direct supervision of Walt Disney. It was originally the only attraction on the property; its official name was changed to Disneyland Park to distinguish it from the expanding complex in the 1990s.
Currently, there are 12 Disney-owned theme parks all around the world, 6 of which are Disneyland. These are namely the Disneyland in California, Florida, Japan, Hongkong, paris, and Shanghai. All Disneyland in these countries are adjusted to adapt with the varying culture of each places in order to better meet the demands of its guests.
PROBLEM STATEMENT:
How can Disneyland prevent itself from facing the same cultural problems they’ve encountered previously from other branches?
RATIONALE
Culture varies across different places. Each has their own unique way of doing things and beliefs they follow. This is why it is important for every business to learn how to properly adapt to these differences, and Disney is no exception to that.
Similar problems have been faced by Disney ever since, yet it still seems to overlook important things with its every expansion. Decision-makers of Disney are mostly from the U.S. and one of their former executive once said that they were arrogant and somehow believed that people will just buy what they give. They failed to consider the idea of cultural differences that affects the preferences of each individual.
Cultural adaptability is a significant factor in ensuring that your brand is really aligned with your target market. Although Disney has done its fair share of research regarding this matter, it always seem to overlook certain things that matter. Even though it is already an established brand known for its many characters, Disney is still struggling to make people visit the supposedly “happiest place on Earth”.
AREAS OF CONSIDERATION
CONTROLLABLE FACTORS
Location
The place where Disneyland will be situated at should be considered and planned strategically since it is an important factor affecting the number of people visiting the theme park. Locals and tourists may feel hesitant to visit the place if ever it will be far from the main city or if there is a complicated transport system.
Promotional Strategy
Disneyland should exert more effort in their promotional strategy depending on which country they will open since not everyone in the world is familiar with all of Disney’s characters. Although the rides and attractions are there, the Disney characters are the highlight and spice to the overall experience of the visitors.
Size of Theme Park
The management should consider the size of the theme park when choosing its location. The size of the theme park matters because people should be free to roam around and to enjoy the availability of space. Unexpected location size can lead to disappointment of visitors.
Varieties of Rides / Attractions
The rides or attractions offered by Disneyland should be vast and unique. Since various people, coming from different parts of the country, would be visiting the theme park, it is important to have attractions that one can only find in Disneyland alone that would differentiate themselves from other local theme parks. With this, Disney should consider launching new characters and events in order to keep the interest of the people and attract more visitors.
Knowledge about the Market
Disneyland should conduct thorough research about the market and analyze this data to further understand what strategies can best be implemented at these specific locations.
UNCONTROLLABLE FACTORS
Local Culture and Beliefs
Disney should incorporate its theme park with the local culture of the country it will operate in. It must focus on making the park authentic to its visitors so that they would feel a stronger connection to the facility.
Natural Environment
Demand for theme parks are highly seasonal and one of the most important factors influencing park attendance is climate. Since most rides are in outdoor areas, these rides have to stop service in the rainy day forcing people to be squeezed in an indoor area. On a hot and sunny day, many parents are also reluctant to bring their children to the park because of the threat of sunstroke. To make the park safe and enjoyable to visit all year round, the designing and planning about the logistic and construction of the theme park are crucial.
Political/Legal Considerations
The institutional elements need to be considered in planning the theme park environment. From national to local governing levels, statutory requirements may stimulate or hinder tourism development. For example, policies on infrastructure may favor one area over another. Also, the administrative laws and regulations can influence the amount and quality of tourism development in a particular area. Policies of the many departments and bureaus can greatly influence how human, physical and cultural resources are applied.
ALTERNATIVE COURSES OF ACTION
Create the same set of criteria for every department that each Disneyland brach must meet before opening.
Strength & Benefit:
The criteria should consider both controllable and uncontrollable factors that Disneyland might encounter with its expansions. Having a set of criteria the same for all Disneyland branches make all