The contextual analysis spins around the underlying period of Euro Disney. The organization confronted various issues in its underlying stage, which should have been tended to on a quick premise. The report investigates the choice of opening an amusement stop in the European area, and it was found that the choice was an insightful one. Besides, Euro Disney target market is examined quickly; their socioeconomics are likewise broke down in a hierarchical setting. The organization focuses on a one of a kind blend of clients which includes American nationals, French nationals, European nationals, and vacationers going to France.
They are more likely to appreciate museums, art sculptures and the works than going to a crowded a place and shell out approx $60 for the Disney experience. Also, tourists in Paris would much rather visit its cultural and historical sites than a Disney theme park. Most of them would not go to Paris to enjoy the mystical land of fun and adventure, but to enjoy the culture and heritage of Paris. It would really take time and heaps of effort to make the Disney idea of fun for the Europeans.
Question 2: What is the Euro Disney's target market, and what are the implications for the development and organization of the park? Answer 2: Euro Disney's target market covers young adults and children mainly around France, Spain, England and Germany; customers that have been entertained for generations through their cartoon characters, movies and television shows, and have a liking for Disney's imaginative characters; European vacationers, who are prone to spend upwards of five weeks a year vacationing and are willing to pay upwards of $60 per person per day on their visit at the parks alone. Euro Disney wants adults who are working and have the free time to spend an entire day at the park, if not the weekend. It will be way too ambitious to target the whole of Europe at the early stages of Euro Disney. Also, we must bear in mind that there is a large number of tourists to take care of. One of the biggest problems in targeting the entire European market is that there are so many countries in Europe and mostly all of them have different languages and cultures and people. Targeting all of them would be futile because it is very hard to please and meet the needs of everybody across varied cultures and habits.
Tokyo's success for Disney is the influence of American culture on the young generation and their strong hunger for American means of entertainment and an increasing trend in Japan towards leisure. However in Europe, people were deeply attached to their culture and values and would not tolerate any outside indulgence or interference when it comes to entertainment. They are not so open and accepting as the Japanese and would never compromise their heritage for sake of entertainment. The idea of infusing American culture in Europe will be too vague and extremely difficult to accomplish. Tourists who visited Euro Disney were not satisfied with the fusion of American, French and European culture. They were confused about what Disney wants them to feel about the park.
Question 3: What aspect of the traditional Disney theme park formula, in terms of park design and service design (the basic product), might prove to be transferable to Euro Disney, and which might prove to be specific to the United States and or Japan? In general, what issues should a company think through before extending a successful service concept across cultural boundaries? Answer 3: In my opinion, the traditional theme park formula in terms of park design and service design which can be transferable to Euro Disney will be mainly rides, amusement parks and resorts. Disney's success is defined by its easy characterization. Disney's talent to construct theme centered amusement parks is marvelous. They can transfer this talent to built Europe specific amusement parks and resorts. One of the core competencies of Disney is its ability to present more than simple decorative devices for visitors and enveloping them in their theme and dreams. Their rich heritage of cartoon characters is famous all over the world and the way they all actively participate in theme parks in variety of ways is amazing. Another element of Disney's service design that is very important in its success in other Disney parks is that once visitors are in the parks they are not only spectators but they actively participate in the Disney's plays and themes. This makes Disney different from all other amusement parks around the world. They can certainly transfer these services to Euro Disney. Disney's approach towards customer service and satisfaction is the most important aspect of Disney's success. Its attitude to deliver more than customers expect, its flawless performances, its standards of service, park designs, operating detail and human resource policies and practices are some of specifics of Disney which should go with it where ever Disney go. Before extending service concept across cultural boundaries there are few issues Disney should think through. Firstly, Issues like what is the acceptance level of American culture in the country that they are going. Because American culture is very different from the cultures in the rest of the world. Some cultures accept it easily and some show resistance in accepting them. Secondly, Disney should look after how is the tourism industry doing in specific country. Because tourist love to visit theme parks so that they can learn more about the culture and country. Thirdly, they should decide whether they want the theme in Americanized way or they want to show culture and history of that country.
Question 4: Assess the implementation of Euro Disney's service delivery system. What could company have done differently? Answer 4:
Customer Service: Those who visited other Disney parks were used to the clean and well-orchestrated atmosphere of other Disney theme parks. However, those visitors were often disappointed with their Euro Disney experiences. In many respects, Euro Disney failed ling to deliver the high level of customer service standard to Disney theme parks, as well as failing to provide the service needs that were unique to the European market. Many employees failed to conform to the high standards of customer service that were expected in Disney theme parks. One employee described the high standards and rigorous training required by Disney management as "brain washing". Visitors complained of apathetic employees who looked and acted more "like real people instead of ?Disney' people". The strong work ethic that was commonplace among American and Japanese workers was harder to find among Europeans, making it difficult for Disney to find and retain employees who shared Disney's corporate philosophies regarding excellent customer service. A failure to modify Disney's standard theme park program to better fit the unique needs of European customers was a problem.
Restaurants were not prepared for the eating habits and times of European customers. By not selling alcoholic beverages in the park, Euro Disney forced customers to leave the park to purchase them, and insulted the deeply-held tradition of French wine-making. In many respects, there were clear disconnects between Disney management and their customers.
1. Assess Disney’s decision to build a theme park in Europe. How can such a decision be evaluated and was it a wise one?
2. What is Euro Disney’s target market, and what are the implications for the development and organization of the park?
3. What aspects of the traditional Disney theme park formula, in terms of park design and service design, might prove to be transferrable to Euro Disney, and which might prove to be specific to the US and/or Japan? In general, what issues should a company think through before extending a successful service concept across cultural boundaries?
4. Assess the implementation of Euro Disney’s service delivery system. What could the company have done differently?
5. Should Euro Disney proceed with the next step of development?