Sie sind auf Seite 1von 4

1. What factors contributed to Eurodisney poor performance during its first year of operation?

What factors contributed to Hong Kong Disneys poor performance during its first year? Factors such us location, price, and lack of research in exchange rate, as well as the style of the theme park all played roles in the lack of success experienced by Euro Disney. French people did not want American imperialism invading their country and culture. Advertisement made by Euro Disney: Euro Disney advertising had emphasized Disney image as an alluring bit of American rather than an explaining to potential customers what they can actually do for the park. Poor Management operation: The management of Euro Disney had difficulties due to cultural and lack of understanding of the French culture. Staffing problem: People were leaving because they felt they were not being understood and they were not being treated in an appropriate manner that was satisfactory to them.

2. To what degree do you consider that these factors were (a) foreseeable and (b) controllable by Eurodisney, Hong Kong Disney, or the parent company, Disney?

It is hard to believe that a company like Disney will not study a culture when thinking about introducing a business in a different country and there is no space to mistakes. They could have calculated the exchange rate, and did not calculate the European culture. They could have foreseen the problems that happened in the first year because they established the Euro Disney based on the nature or American thinking but not in how French people will actually feel about this massive theme park.

3. What role does ethnocentrism play in the story of Eurodisneys launch? Ethnocentrism played an important role in the story of Euro Disneys launch that Disney believed that the French visitors would really go for a Disney theme park. The variety the theme park had to offer needed to change to attract French visitors and people from other countries in Europe. French culture framed the problem in these words: The French see EuroDisney as American imperialism -plastics at its worst. 4. How do you assess the cross-cultural marketing skills of Disney? Disney management team failed in the research of French culture, values and behavior, and this was the work mistake as the team thought as American way and made poor assumptions that affected the construction design, marketing and pricing policies, park management and financing. Disney team was not sensitive enough to analyze French in terms of: Eating habits Personal grooming Walking vs. riding Vacation customs Food variety 5. Why did success in Tokyo predispose Disney management to be too optimistic in their expectations of success in France? In china? Discuss. The second Disneyland was built in Japan, between 1990 and early 1992, some 14 million people had visited Tokyo Disneyland, with three-quarters being repeat visitors. A family of four staying overnight at a nearby hotel would easily spend $600 on a visit to the park. This situation of success obviously caused a very optimistic view about the success in France. The experience gained after succeeding in Tokyo was easy to see places like France where it is a large country and there were acceptance of Disney products and films.

6. Why do you think the experience in France didnt help Disney avoid some of the problems in Hong Kong? It is necessarily to understand fundamental cultural issues vital for success in that market, not what is good for me is good for everyone!

Cultural literacy is required to do successfully business in any country and making decisions based on assumption should be avoided at all cost. The use of effective virtual communication and working is designed to help one to communicate effectively as steelworkers, remote project team members and geographically dispersed employees. Therefore, communication is seen as an important key in international marketing. Most multinational companies, when embarking on international marketing fail to consider the cross cultural marketing techniques which are important for the MNC.
7. Now that Hong Kong Disney is up and running, will the shanghai development benefit from the Hong Kong experience? In my opinion yes, after studying the culture of Chinese and proved that they liked it is feasible that there will be a completely success if they continue thinking about what Chinese people expect from any theme park in their country. 8. Now that Disney has opened Hong Kong Disney and begun work on the shanghai location, where and when should it go next? Assume you are a consultant hired to give Disney advice on the issue of where and when to go next. Pick three locations and select the one you think will be the best new location for Disneyland x. discusses.

Dubai should be considers as the next Disneyworld location priority. Dubai is the major commercial business hub of the Arab world. Dubai seems to be a good strategic location for the Next Disney world to be established. Dubai is seen as the portal not only to the minority communities from Europe, Asia and Americas but specifically to the Muslim world of over one billion. Then underlying opportunities are immense

9. Given your choice of locale x for the newest Disneyland, what are the operational implications of the history of Eurodisney and Disney Hong Kong for the new park? Before taking another large venture such us Disney Dubai in this case, it is important to review what happened with Eurodisney and Hong Kong Disney, these cases made people to learn from the mistakes.

Customer and culture should be given more attention: examining the tourist activities, characters, practices and trends will be crucial to the making of breaking of a Disney in Dubai. Environment and location: touristic places, examine off peak season. Management: make employees feel comfortable in the working place, know the culture and make advertising for this kind of culture.