What is Disney’s product?
There have been a lot of complaints about the Euro Disney’s product and its startup process. The first criticism is that the company did not take into consideration the cultures of different countries when creating their products. As an American company, Disney did not fully understand the French and other European cultures, and the concept of Disney-themed attractions clashed with the Europeans. However, the company is now working hard to improve the product and the service. There are many European suppliers who provide goods and services to the Euro Disney theme parks. The companies’ supply chain is as varied as their products. For the Paris festivities, they used Project X1 as their main source of props. The company has a large presence in Europe. In 2016, Euro-Disney surveyed 490 suppliers. More than half of the companies were from the United Kingdom. The other half of the suppliers were from Germany, Belgium, and the Netherlands.
What is Disney’s formula for delivering the product?
The company is currently working on a new attraction, which is exclusive to Euro Disney. It is said to boost attendance and increase the bottom line by as much as $55 million. The Daily Telegraph claims that the attraction will be “a huge success” for the company. This is a very good sign for the future of the company. There are many reasons why this attraction is a great idea.
To be successful in the European market, Euro Disney has to find a way to appeal to a variety of tastes and interests. The population and per capita spending in Europe are both ripe for the company to tap into. The company must be able to understand and manage the differences between these two markets. This means that it has to pick its markets wisely. It has to remember that Disney is an American brand and the films are widely accepted in different parts of the world (MacDonald, 2019).
What are the major elements for Disney’s (a) strategy; and (b) its operating systems in France?
The European market has many challenges for Euro Disney. The company is a newcomer and has yet to establish its brand. It needs to build its name recognition, improve the quality of its service, and increase consumer satisfaction. Its strategy must consider a wide variety of factors, including socioeconomic conditions and regional differences. The company must also be able to incorporate different cultures and appeal to a diverse audience, especially with regards to its products and services.
Despite the European market opportunities, the company cannot afford to make wrong assumptions about the region’s economy. The recession, rise in interest rates, and value of the French currency all have an impact on Disney’s profitability. Therefore, it was important to have a strong brand image and effective marketing campaigns. By understanding the market, Disney can optimize prices and maximize profit margins.
It has many potentials for growth, including a diverse range of business entities and appealing themes. Europe offers the perfect opportunity for expansion. Its population, high per capita income, and long vacation periods make it an attractive destination. In addition, the Disney movies are universally accepted and a popular way to spread American culture around the world. However, Euro Disneyland still needs to come up with a workable marketing strategy to reach its goal of international expansion.
How successful has Disney been in France? What about in Japan? How do you explain the apparent differences in results?
In these two countries, the company opened Tokyo Disneyland in 1986, which is a highly popular theme park for Japanese children. Similarly, the French government supported Disney by building a new railway line and establishing a tax incentive for its new land. However, some critics question how successfully the company has been in attracting Japanese tourists (Pellitteri, 2018). Here is a look at how the company has done it.
In France, the company chose Paris because of its demographics. In France, seventeen million people live within a two-hour flight of the city, and a further 310 million can fly there in the same time. The French government offered $1 billion in incentives for Disney to locate in Paris, and they expected that the park would generate 30,000 jobs. Then, in Japan, the country’s culture minister said that if Disney ever wanted to expand, they should go to Japan.
In Europe, Disney did not make the correct assumptions when it comes to the French and European markets. After all, the country has suffered a recession and has had to hike interest rates. Not to mention the value of the French currency. The preliminary plan did not address these concerns, and so the company was forced to pull out. Despite these difficulties, Disney still managed to make the park successful in both countries.
References
MacDonald, L. (2019). Rising in the East: Disney Rehearses Chinese Consumers at a Glocalized Shanghai Disneyland. In Performance and the Disney Theme Park Experience (pp. 127-148). Palgrave Macmillan, Cham.
Pellitteri, M. (2018, September). Kawaii aesthetics from Japan to Europe: Theory of the Japanese “cute” and transcultural adoption of its styles in Italian and French comics production and commodified culture goods. In Arts (Vol. 7, No. 3, p. 24). Multidisciplinary Digital Publishing Institute.
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