Disneyland Resort Paris

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Disneyland Resort Paris: a development after understanding local cultures The case Disneyland Resort Paris: Mickey Goes to Europe introduced readers to the development of Disneyland Paris during fifteen years. Even though Disneyland Paris had a terrible start in 1994, it had a great improvement and bright future in 2007. The reason for its failure and success is the same: culture. Forgetting to respect local culture caused Disneyland to lose market and revenue in Paris, while adjusting its operations with culture issues put Disneyland Paris in a successful position. The success of Disneyland in America

As a cartoon company which was founded in 1923, Walt Disney Company started its business in America. During the period to develop its business to Americans, Disney created its core values such as innovation, fun and magic. Disney movies which evoked these values are welcomed by audiences and make the company the world leader in animation (Martha, 2011). For the same reason, Disneyland theme park, a resort to make “magic” real and tangible, also had big success in America. The universal strategy of Disney Company is to use Disneyland resorts to connect the real world and the magic world. First, the company shows audiences a wonderful and magic world in its animated movie. Second, with the popularity of the movie, the animated world reappears in Disneyland resorts by those famous characters and sidewalks (Martha, 2011). All these factors can provide guests with comfortable experiences of magic and fun that helping them to forget worries in the real life. To adopt above strategy in operation, Disney cares about both the internal and external management. For internal management, Disney offers its employees excellent treatments which create a high employee loyalty to the company. For the external management, Disneyland cares about details in its management and confirms that it transfers core values to its customers through quality services. In this way, Disney received high customer satisfaction and won great success in America. Both the core values and operation strategy are universal about Disney. Factors such as fun, magic and innovation can capture positive emotions of human beings and make them be touched. Then Disney uses its high quality services to transfer these emotions to guests in the theme park and drive them to become loyal customers. This is the reason Disneyland did great job in California and Tokyo. However, Disney faced failures in Paris at the beginning of the resort opening. The Reason of Failure in Paris

The reason of failure in Paris is forgetting to consider the effects of culture different. Disney is not an aggressive company that explores new market blindly. It aware the risk of operating a theme park out of America and thinks carefully about how to spend money and transfer core values to guests in Tokyo. Tokyo Disneyland is the most profitable Disneyland in the world. The park in Tokyo completely copied the business model of the American one. However, due to the success case in Tokyo, the company forgot to consider about cultural differences and lost its market in Europe. What the company states is the strategy works in Tokyo will also works in Europe. However, Disney forgot to consider two kinds of culture differences, the difference between culture in Europe and Japan and the difference between culture in America and Europe. The former difference means even though America model worked in Japan, the same model may not success in Europe. For example, customers in Japan like their park have “the real thing” (Martha, 2011) not means customer in Europe will also welcome it. For the similar reason, a mode works well in America may not also works well in Europe. For example, the wine issue put Disneyland in Paris in a negative position and brought it infamous effects. An Effective Improvement to Make the Resort to Survive in Europe Disneyland in Paris had five approaches to improve its business: *...
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