Were there other root causes of the failure of the venture? There were numerous issues that caused Euro Disney to fail in the beginning, making the whole expedition on the verge of bankruptcy. Cultural differences, spending, and sales were the major roots for failure. How would you compare the Euro Disney fiasco with Disney’s domestic and/or other foreign entrepreneurial efforts? Euro Disney compares in the amount of time planning and the funding put into the effort.
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
The urban redevelopment plan that is widely known today as 'The Barcelona Model' has enabled Barcelona to become one of the world's top conferences and tourism sites by marketing the idea of Catalan identity alongside the image of Barcelona as a city of beautiful architecture and public spaces. However, the Barcelona model is not without criticism. Residents, as well as scholars have begun to criticize the commodification of not only specific city spaces, but of Catalan identity as well. Opinions aside, the model has been vital to shaping the identity of Barcelona as it is today and the story of Barcelona's redevelopment is truly a unique case. While Franco's suppression of Catalan Identity was hard on the city of Barcelona, it eventually provided the city a clean slate wherein city planners and legislation could redefine the city in any way they saw fit.
Paris was chosen for the location of EuroDisney over 200 other sites because the French government had offered incentives to the company, along with the demographic data available showing Paris to be Europe’s most visited city by tourists. Tourists were braving the cold and wind in Tokyo to visit Disneyland, so the climate of northern France did not trouble the company when choosing this site. During the first year, the Walt Disney Company believed the park would draw 11 million tourists and generate $100 million, but by 1994 Disney had only had 9.2 million visitors in two years and had lost more than $900 million. European tourists were taking advantage of battling transatlantic air carriers and were choosing to go to Disneyworld in Orlando, because it was cheaper than EuroDisney and the location promised better weather and Florida beaches. 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.
Having two based in North America, and with the other 3 based in Europe and Asia. Having been ranked in the top 100 public companies in the world according (Forbes.com, 2014) Disney is seen as having anything but financial difficulty. That however is not the case for one of its prestigious theme parks. Since opening in 1992, Euro Disney, or currently recognized as Disneyland Paris, has become one of the largest tourist attractions in all of Europe. Though touted as one, if not the happiest places on earth, financially it is not much but a mirage.
First, France had a comparative advantage manifested in climate and natural resource endowments. Indeed France was particularly successful in promoting this advantage and perpetuated the idea of “terroir”, which represented the impact of the combination of soil, climate, rainfall and other cultivation factors in providing a taste of individuality to the French wine. This, and that was long considered a strong barrier against market entry of foreign competitors. This concept of innate French superiority was not debunked on the world stage until the 1976 “Judgment of Paris”. Second, France adopted some innovations that they thought will greatly benefit the wine industry, for instance producing and utilizing glass bottles, using cork stoppers and application of pasteurization techniques.
Their US parks, Disneyland and Disneyworld, were extremely success- ful, and Tokyo Disneyland was so popular that on some days it could not accommodate the large number of visitors. Simply put, the company was making a great deal of money from its parks. However, the Tokyo park was franchised to others—and Disney management felt that it had given up too much profit with this arrangement. This would not be the case at Euro Disneyland. The company’s share of the venture was to be 49 per cent for which it would put up $160 million.
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.
The Problem is Cougar Japan's considering of the right marketing strategy. You can ask me: why companies diversify? There are so many reasons for this for example, to protect the business in the crunch time (what is typical for Japan), to increase the market share, to attract new consumers and so on. The diversification is the most suitable way out for the Japanese companies. Because they want to relax more and to work less.
There are also those who are strongly against Disney and try and point out Disney’s faults as they attempt to find horrible messages hidden in Disney films. Critics of Disney claim there are themes of racism, sexism, and domestic violence cleverly woven into classic Disney movies. These anti-Disney protestors believe that Disney used these messages in its movies in order to spread very negative ideas about non-American culture and also to shape the identities of children. Through analysis of counter arguments and primary sources such as the films “Tarzan”, “Beauty and the Beast”, and “Mulan”, it is clear that Walt Disney and the Disney Corporation do not actually use its harmless, and at times even positive, family movies to shape the children of the world into a horrible, racist, stereotyping, and self-objectifying population. Anti-Disney advocates stress the fact that Disney movies appear to show and promote racism.