Disneyland in Europe Between 1988 and 1990 three $150 million amusement parks opened in France. By 1991 two of them were bank- rupt and the third was doing poorly. Despite this, the Walt Disney Company went ahead with a plan to open Europe’s first Disneyland in 1992. Far from being concerned about the theme park doing well, Disney executives were worried that Euro Disneyland would be too small to handle the giant crowds. The $4.4 billion project was to be located on 5,000 acres in Seine-et-Marne 20 miles east of Paris.
The unnamed executive used his position in order to strengthen his employment status when he was not as talented as Lasseter. The two faces of power appear in this situation as well. Personal power is described as power that is used for personal gain (Nelson & Quick, 2011). In this case, the unnamed superior, who wanted to save his position with Disney, ensured that John Lasseter would be fired from Disney. The other face of power, social power, defined to motivate or accomplish goals appears in John Lasseter upon his rise to power at the Disney animation studios in order to succeed and bring back the brilliance of Disney
Disney had believed that if they built a large, glamorous park in the style of American parks, the European tourists would flock to it to get their slice of American culture. This was not the case, because not only did the French people have their own beloved cartoon characters that were more popular than Disney characters, but the French, who were expected to make up 50% of park attendance, were insulted by the ads focusing on size and ostentatiousness rather
It has strong portfolio of brands in entertainment business. Strong brand image helps the company attract consumers to its entertainment products. The company also has the option to leverage its strong brand image to enter new businesses. Intense competition, however, could lead to pricing pressures, which may negatively impact the company's margins. Page 1 of 2 Walt Disney SWOT Analysis Strengths, Weaknesses, Opportunities and Threats (SWOT) Location of Factor Favorable TYPE OF FACTOR Unfavorable Internal Strengths Broad product portfolio Strong brand image Strong cable and satellite networks Weaknesses Weak performance of studio entertainment Negative opinion for Hong Kong Disneyland resort External Opportunities International markets Expansion of cruise business New attractions Threats Intense competition Piracy Regulatory risks Page 2 of 2
Disney poor performance in different global markets And marketing strategies to increase Disney’s Profitability In the global market HASNAA Zine El Abidine TEXAS A&M University of Commerce Table of Contents Introduction 3 Factors that contributed to Eurodisney’s poor performance during the first year of operation 4 Factors contributing to Hong Kong Disney’s poor performance during its first year 4 Foreseeable and controllable factors by Eurodisney, Hong Kong Disney and the parent company 5 The role of Ethnocentrism in the story of Eurodisney’s launch 6 Assessing the cross cultural marketing skills of Disney 7 Why did success in Tokyo predispose Disney management to be too optimistic in their expectations of success? 7 Even the experience in France, Disney did not avoid some of the problems in Hong Kong 8 Will the Shanghai development benefit from the Hong Kong experience 8 Where should Disney go next? 9 The operational implications of the Eurodisney and Hong Kong Disney on the new park 9 Marketing strategies that will help Disney improve their profitability in the global market 10 References 10 Introduction Disney recognized that many people do not have the opportunity to travel to the U.S. to visit Walt Disney World or Disneyland. As a result, Disney developed theme parks around the globe to capture the market, adapting them to local cultures. They include Disneyland Paris, Tokyo Disney, and Hong Kong Disneyland.
For even though planning is a priority with every new adventure there is risk. As well as Disney has done over the decades, the risk of plans failing is still as imminent as the first Mickey Mouse cartoon. With the long term success of the organization, the Disney Company has not waived from the direction of innovative planning. The Walt Disney strategic plan that was ingenuity for their company established an increase in their weak earnings per share (EPS). The increase was $0.83 per share or 32%.
John Dreyer was Okun’s successor. Dreyer lacked Okun’s rapport with the press. He often alienated reporters who could have helped Disney projects, such as Disney’s America, succeed. (Powell and Stover, 2001) An increasing number of CEO’s are demanding that PR (public relations) professionals handle new products and initiatives. (Nemec, 1999) Eisner certainly could have used a PR professional with the Disney’s America project.
Walt Disney SWOT Analysis One of the best ways to performs the company’s current situation is performing its SWOT analysis, which bring us a better understand of the internal and external environments, and also help us analyze the potential opportunities and risks regarding the products and services that the company offer and provide. SWOT ANALYSIS Strengths: Is undeniable that Disney is a strong brand, it can be recognized in most parts of the globe, and also can be linked with high quality products and services, family, vacations, happiness, fantasy, Mickey Mouse, etc. Disney built its powerful brand over the years, what is an attractive to other companies from various segments interested in borrow its magic. Disney has to carefully choose which companies will be associated with its name without losing its identity. This is a potential way to increase revenues to the company.
Change in expansion motivations Through this first very positive experience Chami was convinced about his internationalisation plans and his next country on the list was Saudi Arabia. The market entry was not as easy and successful as the one in Dubai. This was partially due to a different strategy with Italian partners as a joint venture which caused problems through cultural differences (Both Italian partners left the market between the first and second year). Shortly after this Chabros faced supply problems due to a much higher demand than they could deliver on time. Therefore Chabros changed for the first time their expansion motivations because they opened an office in Serbia not in order to expand their business in this country.
Another 310 million can fly there in the same time or less. Also, the French government was so eager to attract Disney that it offered the company more than $1 billion in various incentives, all in the expectation that the project would create 30,000 French jobs. From the beginning, cultural gaffes by Disney set the tone for the project. By late 1986, Disney was deep in negotiations with the French government. Problems There was also snipping from Parisian intellectuals who attacked the transplantation of Disney's dream world as an assault on French culture; "a cultural Chernobyl," one prominent intellectual called it.