Problem Analysis of Euro Disney's Start Up Problems
Summary
Disneyland Paris is facing problems since they first started up. They expected amount of visitors wasn´t reached and they expected a lot more French visitors in comparison with visitors from other countries
After thorough inspection by Disney, culture, community relations, sourcing methods and organisational structure were producing problems, which caused for the park not to meet all the expectations.
EuroDisneyland uses a differentiation strategy.
All employees together cost EuroDisneyland a lot of money, these are one of the highest costs Euro Disney is facing.
EuroDisneyland does not adapt its park to the country in which it is located.
EuroDisneyland hires employees from all over Europe, which is good to find the best people to work in their park, these different cultures can also clash with eachother.
The working method in EuroDisneyland is Top-down.
EuroDisney uses the Accumulator HRM Strategy.
The company will come up with a corporate culture that fits the culture of the European employees. Also the company should look into possible cultural clashes within the employees from the various European countries.
In the future, the employees' ideas should be communicated properly and be taken into consideration by the management. New management strategy movement should be towards "Bottom-up".
Euro Disney should make much more use of flexible working to reduce costs, and thus in relationship with increasing profits
Another item in the desired situation to avoid high personnel costs is that Euro Disney should hire more local people in order to save costs and more of one culture within the company.
Full-time employees get direct compensation as well as indirect compensation for the job they have done. Main compensation for part-timers is direct compensation.
It is important that the culture of (American) Disney fits with the (mostly) French culture of its employees and its (potential) customers.
Euro Disney should change its strategy from accumulator
Disneyland Paris is facing problems since they first started up. They expected amount of visitors wasn´t reached and they expected a lot more French visitors in comparison with visitors from other countries
After thorough inspection by Disney, culture, community relations, sourcing methods and organisational structure were producing problems, which caused for the park not to meet all the expectations.
EuroDisneyland uses a differentiation strategy.
All employees together cost EuroDisneyland a lot of money, these are one of the highest costs Euro Disney is facing.
EuroDisneyland does not adapt its park to the country in which it is located.
EuroDisneyland hires employees from all over Europe, which is good to find the best people to work in their park, these different cultures can also clash with eachother.
The working method in EuroDisneyland is Top-down.
EuroDisney uses the Accumulator HRM Strategy.
The company will come up with a corporate culture that fits the culture of the European employees. Also the company should look into possible cultural clashes within the employees from the various European countries.
In the future, the employees' ideas should be communicated properly and be taken into consideration by the management. New management strategy movement should be towards "Bottom-up".
Euro Disney should make much more use of flexible working to reduce costs, and thus in relationship with increasing profits
Another item in the desired situation to avoid high personnel costs is that Euro Disney should hire more local people in order to save costs and more of one culture within the company.
Full-time employees get direct compensation as well as indirect compensation for the job they have done. Main compensation for part-timers is direct compensation.
It is important that the culture of (American) Disney fits with the (mostly) French culture of its employees and its (potential) customers.
Euro Disney should change its strategy from accumulator