disneyland resort paris case study answers

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DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

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Disneyland resort paris: mickey goes to europe description.

The case tracks the story of Disneyland Resort Paris from its opening in 1992 until the end of 2006, illustrating how the resort's managers learned from their initial errors how to take a strong cultural product (the Disney experience) and implement it effectively in a multicultural environment. However, by the end of 2006 the park was still not profitable and the managers were hoping for 2007, the Park's 25th anniversary season, being a turnaround year. The case presents the dilemma of global integration vs local adaptation in a multicultural and culturally-sensitive environment.It draws upon unique insights from some of historic key players as well as the current ones and sets up situations that can be interpreted from different roles in an organization (marketing, operations, senior management, etc.) and some of the issues they faced being the first multi-cultural Disney theme park in the world. Disneyland Resort Paris opened its gates in April 1992 amidst enormous controversy as a bastion of American cultural imperialism in Europe. By 2006 it was the most visited tourist site in Europe with over 12 million annual visitors. In spite of a difficult tourist industry in the early 2000s, Disneyland Resort Paris's attendance remained stable: 60% of its visitors were repeat visitors, and guest satisfaction was extremely high. The operation had created 43,000 jobs, invested more than a??5 billion and contributed to the development of a new region. As the leaders developed their execution plans, they wondered what principles should guide them and how to interpret Disney in multicultural Europe. Guests from different parts of Europe wanted different things from a vacation: how could they keep the classic Disney magic yet successfully appeal to European consumers? After 15 years of switching between French and American leadership, the answers were still not obvious. The leaders agreed that the 2007 celebrations of its 15th anniversary should set the scene for Disney's recognition as a well established experience in the heart of Europe, and a long-term financial success. But what would it look like and what path would take them there? Learning objectives: The case was written to support two teaching objectives; the class can focus on one or both depending on time and instructor objectives. It raises issues that can be dealt with through perspectives of organizational behaviour, general management and marketing. 1. Identifying the complex role of national or ethnic cultures in multinational firms. Disneyland Resorts were "selling" one culture (idealistic American culture) to guests from many cultures, and only started to become successful when they could articulate cultural issues well. 2. Working with the global standardization vs local adaptation tension. Disneyland Resorts could be neither completely standardized nor adapted. Finding an "intermediate" solution is not obvious but is key to managing the Resort for high performance.

Case Description DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

Strategic managment tools used in case study analysis of disneyland resort paris: mickey goes to europe, step 1. problem identification in disneyland resort paris: mickey goes to europe case study, step 2. external environment analysis - pestel / pest / step analysis of disneyland resort paris: mickey goes to europe case study, step 3. industry specific / porter five forces analysis of disneyland resort paris: mickey goes to europe case study, step 4. evaluating alternatives / swot analysis of disneyland resort paris: mickey goes to europe case study, step 5. porter value chain analysis / vrio / vrin analysis disneyland resort paris: mickey goes to europe case study, step 6. recommendations disneyland resort paris: mickey goes to europe case study, step 7. basis of recommendations for disneyland resort paris: mickey goes to europe case study, quality & on time delivery.

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Case Analysis of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE is a Harvard Business (HBR) Case Study on Leadership & Managing People , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.

Case Study Solutions Background Work

DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Leadership & Managing People, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE, is to not only build a competitive position of the organization but also to sustain it over a period of time.

Strategic Management Tools Used in Case Study Solution

The DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.

Texas Business School Approach to Leadership & Managing People Solutions

In the Texas Business School, DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis. We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

Step 1 – Problem Identification of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE - Harvard Business School Case Study

The first step to solve HBR DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Disneyland Resort is facing right now. Even though the problem statement is essentially – “Leadership & Managing People” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Disneyland Resort, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.

Step 2 – External Environment Analysis

Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE. The external environment analysis of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.

What is PESTEL Analysis? Briefly Explained

PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study. PESTEL analysis of " DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.

How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?

As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE macro-environment and how it impacts the businesses of the firm.

How to do PESTEL Analysis for DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

To do comprehensive PESTEL analysis of case study – DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE , we have researched numerous components under the six factors of PESTEL analysis.

Political Factors that Impact DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.

Government policies have significant impact on the business environment of any country. The firm in “ DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.

Data safety laws – The countries in which Disneyland Resort is operating, firms are required to store customer data within the premises of the country. Disneyland Resort needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.

Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE has numerous instances where the competition regulations aspects can be scrutinized.

Import restrictions on products – Before entering the new market, Disneyland Resort in case study DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE" should look into the import restrictions that may be present in the prospective market.

Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Disneyland Resort in case study “ DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE ” should look into these export restrictions policies.

Foreign Direct Investment Policies – Government policies favors local companies over international policies, Disneyland Resort in case study “ DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.

Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.

Tariffs – Chekout how much tariffs the firm needs to pay in the “ DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Disneyland Resort can compete against other competitors.

Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study have to assess whether their business can benefit from such government assistance and subsidies.

Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.

Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.

Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.

Corruption level – Disneyland Resort needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.

Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.

Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.

Economic Factors that Impact DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

Social factors that impact disneyland resort paris: mickey goes to europe, technological factors that impact disneyland resort paris: mickey goes to europe, environmental factors that impact disneyland resort paris: mickey goes to europe, legal factors that impact disneyland resort paris: mickey goes to europe, step 3 – industry specific analysis, what is porter five forces analysis, step 4 – swot analysis / internal environment analysis, step 5 – porter value chain / vrio / vrin analysis, step 6 – evaluating alternatives & recommendations, step 7 – basis for recommendations, references :: disneyland resort paris: mickey goes to europe case study solution.

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Disneyland Resort Paris Report

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Introduction

Factors that influenced the location of disneyland paris resort, difficulties faced in the running of disney paris, reference list.

The Disneyland Paris Resort is one of the many theme parks of Disney destinations situated in different parts of the world. As the name suggests Disneyland Resort Paris is located at the outcasts of Paris the capital city of France in a place called Marne-la-Vallee. Among the numerous Disneyland Resorts, the Disney Paris resort is attributed to be the most challenging resort.

In the year 2006, the Disneyland Paris had three parks that included; the Disney land Paris, the Disney Studio Park, and the Disney village. The Disney village incorporated restaurants and stores while the Disney Paris hosted the theme park itself and the Disney Studio Park was more centered on movie making concepts (Sehlinger and Testa, 2010).

Prior to its current location of Marne-la-Vallee, at the outskirts of Paris the Disney Company had considered a number of promising and potential locations across Europe, which could be used to proposed Disney Park resort. The major countries that were under consideration were Germany, Britain, France, Spain, and Italy.

After considerations and discarding of some countries off the list of contenders, the two countries that remained were France and Spain. Spain chances were boosted by its climate, which resembled that of Florida, a state in which one of the Disney resort is located. However, France carried the day after careful consideration of various factors.

The availability of a suitable site that was strategically located on the outskirts of Paris was a crucial factor that was used to determine the Disney resort location.

The strategic location of the proposed site as a factor was boosted by the fact that millions of people could access the proposed Disney resort in a matter of hours regardless of if one is driving or taking a flight. This therefore presented a golden opportunity to the Disney Company of tapping the vast unexploited customer base.

The good infrastructure system that was coming in and going out of the proposed Disney resort site was also another crucial factor that weighed in deciding France to be the Disney resort destination of choice.

France was about to be connected with England by a channel tunnel that was due to be opened in 1994 thus offering an additional infrastructure route that was bound to increase the customer base. In addition to this, the site connection with the rest of Europe could be facilitated by the high-speed TGV network and the French autoroutes network (Sehlinger and Testa, 2010).

Paris, being one of the favorite tourist and vacation destinations in the world, was bound to rhyme with the idea of a Disney resort that related to a vacation destination in one way or the other (Sehlinger and Testa, 2010). The favorable tourist turnover in the region was a motivating factor to its location in Paris.

According to a research carried out, majority of citizens in France embraced the idea of a Disney park in France. In addition to this, both the national and local governments in France had gone a step further by offering financial incentives and even expropriation of land from its citizens all with an aim of facilitating smooth construction process of the Disney Park.

Challenges that faced the Disney Paris were eminent and rocked the park even on its opening date. On the opening date, the smooth opening of the park was park commuter trains’ strikes and to make the matters worse a bomb had exploded on the night to the opening date.

The expected 500,000 people on the opening date were down sized to 50,000 people who attended. The protests from the neighboring villages on the noise arising from the park only added more woes to the just established Disney Paris.

In the early days of its operations, Disney Paris recorded a low number of visitors as opposed to their expectation. The anticipation of more French visitors as compared to the visitors from other countries turned out to be nightmare for the newly constructed Disney Park in France (McGuigan, 2004, p. 69).

The low attendance of guest was attributed to the protests that were conducted by the neighboring villages and the fear possess by the French citizens of losing their culture.

For instance, a glass of wine was vital while eating according to the French visitors but unfortunately, the Disney Paris was an alcohol-free park. In addition to this, the hotel rooms at the park were expensive with prices ranging from 110 380 dollars per night (Anon, 2011).

The initial weeks of operations in the Disney Paris were filled with a huge number of employees’ resignations. Numerous reasons were stated regarding the resignations that were going on but majority of them were directed to the chaotic operations of the park (McGuigan, 2009, p. 45).

The situation was made worse late in the same year when Europe was hit by a recession thereby making property value to drop. This situation forced EuroDisney to experience financial crisis.

Anon. 2011. Case Study: The Not-So-Wonderful World of EuroDisney . Web.

McGuigan, J., 2009. Cultural Analysis . London: SAGE Publications Ltd.

McGuigan, J., 2004. Rethinking cultural policy . NY: McGraw-Hill International.

Sehlinger, B. and Testa, L., 2010. Unofficial Guide to Disneyland Paris . London: John Wiley and Sons.

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IvyPanda. (2019, May 6). Disneyland Resort Paris. https://ivypanda.com/essays/disneyland-resort-paris-report/

"Disneyland Resort Paris." IvyPanda , 6 May 2019, ivypanda.com/essays/disneyland-resort-paris-report/.

IvyPanda . (2019) 'Disneyland Resort Paris'. 6 May.

IvyPanda . 2019. "Disneyland Resort Paris." May 6, 2019. https://ivypanda.com/essays/disneyland-resort-paris-report/.

1. IvyPanda . "Disneyland Resort Paris." May 6, 2019. https://ivypanda.com/essays/disneyland-resort-paris-report/.

Bibliography

IvyPanda . "Disneyland Resort Paris." May 6, 2019. https://ivypanda.com/essays/disneyland-resort-paris-report/.

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Case Study Disneyland Resort Paris

Was Idleness choice of the Paris site a mistake?

Yes, the choice of the Paris site was a mistake because the lifestyle, culture and ideas of Paris were very different from the culture of the Americans which caused many of the people of Paris to be in opposition with one critic referring to it as “a horror made of cardboard, plastic, and appalling colors… Taken straight out of comic book written for obese Americans”. The site Initially seemed ideal because of the location could provide access to millions of people. Paris was a highly attractive destination and Europeans generally take more action time than Americans  Disney however did not anticipate the backlash they faced due to significant cultural differences such as eating behaviors were different, French visitors were highly intolerant of long lines, Disney’s grooming standards for employees were deemed too strict and excessive by the French and were met with protest and the area that Disneyland Paris was built did not have sufficient housing for employees which caused Disney to have to build Its own apartments and rent rooms In local homes.

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What aspects of their parks design did Disney change when t constructed Euro Disney?

Disney changed certain aspects of their designs such as having both their rides and hotel designs to emphasize the “wild west” theme which research showed was a view most Europeans had of America. They also gave the park a flavor that stressed European heritage of many Disney character, Snow white and her dwarfs were located In a Bavarian village. Cinderella was located In a French inn. Euro Disney also introduced more variety Into Its restaurants and snack bars, features foods from around the world.

What did Disney not change when it constructed Euro Disney?

Disney did not change its principles of safety, courtesy , show and efficiency. Employees were trained in their strict service standards. They also did not change their grooming requirements that insisted on a “neat dress code”, a ban on facial hair and an insistence on appropriate undergarments even though the dress code was In opposition of the French. They also did not change their policy of all Disney parks being alcohol free which was very unpopular with French visitors who liked to have a glass of wine or beer with their food.

What were Disney main mistakes from the conception of the Paris resort through to 2006?

Some of Disney main mistakes were that they underestimated the significant impact of cultural differences would have on the success of their park, inadequate accommodation available for their staff. They had a hectic pace of work and long hours which the staff was not used too, and the conditions were chaotic when the park opened. I née also 010 not anticipate ten lace Classical Attlee AT some AT ten cast members. Poor planning and inadequate research before constructing the park also lead to the park being on the verge of bankruptcy which also caused a decline in visitors due to the negative publicity.

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Disneyland Resort Paris: Mickey Goes To Europe Harvard Case Solution & Analysis

Home >> Finance Case Studies Analysis >> Disneyland Resort Paris: Mickey Goes To Europe

IMD-4-0280 © 2006 Maznevski, Martha; Jonsen, Karsten

The case tracks the narrative of Disneyland Resort Paris from its opening in 1992 until the end of 2006; exemplifying how the resort’s managers learned from their first blunders how to take a strong ethnic product (the Disney experience) and implement it effectively in a multicultural environment. Nonetheless; by the end of 2006 the park was still not profitable and the supervisors were hoping for 2007; the Park’s 25th anniversary season; being a turnaround year. The case presents the dilemma of integration that is global vs local adaptation in a multicultural and culturally-sensitive environment. It draws upon exceptional insights from some of historical crucial players in addition to the present ones and sets up situations that can be interpreted from different parts in an organization (promotion; operations; senior management; etc.) and some of the issues they faced being the first multicultural Disney theme park in the world. By the year 2006 it was the the major visiting tourist site in the Europe with over 12 million annual guests. Despite the tough tourist industry in the early 2000s; Disneyland Resort Paris’s attendance stayed constant: 60% of its visitors were repeat visitors; and guest satisfaction was exceptionally high. 43,000 jobs; led to the development of a fresh area and invested more than €5 billion had been created by the operation. They speculated what values should guide them and the way to interpret Disney in multicultural Europe; as the leaders developed their execution plans.

Guests from distinct areas of Europe wanted different things from a holiday could they keep the classic Disney magic yet appeal to European consumers? Succeeding 15 years of transformation between American and French direction; the answers were not clear. The leaders agreed that the 2007 parties of its 15th anniversary should set the scene for Disney’s acknowledgement as a well recognized expertise in the centre of Europe; and a strategic financial accomplishment. However what will it look like and what route would take them there? Learning objectives: The case was written to support two teaching aims; the course can focus on one or both depending on educator and time aims. It raises problems that can be dealt with through perspectives of organizational behaviour; promotion and general management. 1. Identifying the complex role of ethnic or national cultures in multinational businesses. Disneyland Resorts were “selling” single culture (idealistic American culture) to visitors from the several cultures; and only commenced to turn into successful when they could pronounce cultural problems nicely. 2. Working with the standardization that is global vs local adaptation tension. Disneyland Resorts could be neither fully standardized nor accommodated. Finding an “intermediate” option is not apparent but is key to managing the Resort for high performance.

Subjects: International Culture; International Management; Values; Globalization; Global Standardization vs Local Adaptation Settings: Paris; Europe; Entertainment and Tourism; World-wide 133;000; Disneyland Resort Paris 12;000; 1992-2006

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Case Description of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE Case Study

The case tracks the story of Disneyland Resort Paris from its opening in 1992 until the end of 2006, illustrating how the resort's managers learned from their initial errors how to take a strong cultural product (the Disney experience) and implement it effectively in a multicultural environment. However, by the end of 2006 the park was still not profitable and the managers were hoping for 2007, the Park's 25th anniversary season, being a turnaround year. The case presents the dilemma of global integration vs local adaptation in a multicultural and culturally-sensitive environment.It draws upon unique insights from some of historic key players as well as the current ones and sets up situations that can be interpreted from different roles in an organization (marketing, operations, senior management, etc.) and some of the issues they faced being the first multi-cultural Disney theme park in the world. Disneyland Resort Paris opened its gates in April 1992 amidst enormous controversy as a bastion of American cultural imperialism in Europe. By 2006 it was the most visited tourist site in Europe with over 12 million annual visitors. In spite of a difficult tourist industry in the early 2000s, Disneyland Resort Paris's attendance remained stable: 60% of its visitors were repeat visitors, and guest satisfaction was extremely high. The operation had created 43,000 jobs, invested more than a??5 billion and contributed to the development of a new region. As the leaders developed their execution plans, they wondered what principles should guide them and how to interpret Disney in multicultural Europe. Guests from different parts of Europe wanted different things from a vacation: how could they keep the classic Disney magic yet successfully appeal to European consumers? After 15 years of switching between French and American leadership, the answers were still not obvious. The leaders agreed that the 2007 celebrations of its 15th anniversary should set the scene for Disney's recognition as a well established experience in the heart of Europe, and a long-term financial success. But what would it look like and what path would take them there? Learning objectives: The case was written to support two teaching objectives; the class can focus on one or both depending on time and instructor objectives. It raises issues that can be dealt with through perspectives of organizational behaviour, general management and marketing. 1. Identifying the complex role of national or ethnic cultures in multinational firms. Disneyland Resorts were "selling" one culture (idealistic American culture) to guests from many cultures, and only started to become successful when they could articulate cultural issues well. 2. Working with the global standardization vs local adaptation tension. Disneyland Resorts could be neither completely standardized nor adapted. Finding an "intermediate" solution is not obvious but is key to managing the Resort for high performance.

Case Authors : Martha Maznevski, Karsten Jonsen

Topic : leadership & managing people, related areas : globalization, organizational culture, what is the case study method how can you use it to write case solution for disneyland resort paris: mickey goes to europe case study.

Almost all of the case studies contain well defined situations. MBA and EMBA professional can take advantage of these situations to - apply theoretical framework, recommend new processes, and use quantitative methods to suggest course of action. Awareness of the common situations can help MBA & EMBA professionals read the case study more efficiently, discuss it more effectively among the team members, narrow down the options, and write cogently.

Case Study Solution Approaches

Three Step Approach to DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE Case Study Solution

The three step case study solution approach comprises – Conclusions – MBA & EMBA professionals should state their conclusions at the very start. It helps in communicating the points directly and the direction one took. Reasons – At the second stage provide the reasons for the conclusions. Why you choose one course of action over the other. For example why the change effort failed in the case and what can be done to rectify it. Or how the marketing budget can be better spent using social media rather than traditional media. Evidences – Finally you should provide evidences to support your reasons. It has to come from the data provided within the case study rather than data from outside world. Evidences should be both compelling and consistent. In case study method there is ‘no right’ answer, just how effectively you analyzed the situation based on incomplete information and multiple scenarios.

Case Study Solution of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

We write DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study solution using Harvard Business Review case writing framework & HBR Leadership & Managing People learning notes. We try to cover all the bases in the field of Leadership & Managing People, Globalization, Organizational culture and other related areas.

Objectives of using various frameworks in DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study solution

By using the above frameworks for DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study solutions, you can clearly draw conclusions on the following areas – What are the strength and weaknesses of Disneyland Resort (SWOT Analysis) What are external factors that are impacting the business environment (PESTEL Analysis) Should Disneyland Resort enter new market or launch new product (Opportunities & Threats from SWOT Analysis) What will be the expected profitability of the new products or services (Porter Five Forces Analysis) How it can improve the profitability in a given industry (Porter Value Chain Analysis) What are the resources needed to increase profitability (VRIO Analysis) Finally which business to continue, where to invest further and from which to get out (BCG Growth Share Analysis)

SWOT Analysis of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

SWOT analysis stands for – Strengths, Weaknesses, Opportunities and Threats. Strengths and Weaknesses are result of Disneyland Resort internal factors, while opportunities and threats arise from developments in external environment in which Disneyland Resort operates. SWOT analysis will help us in not only getting a better insight into Disneyland Resort present competitive advantage but also help us in how things have to evolve to maintain and consolidate the competitive advantage.

- Strong Balance Sheet – The financial statement of Disneyland Resort looks strong and will help the company going forward.

- Streamlined processes and efficient operation management – Disneyland Resort is one of the most efficient firms in its segment. The credit for the performance goes to successful execution and efficient operations management.

- Disneyland Resort business model can be easily replicated by competitors – According to Martha Maznevski, Karsten Jonsen , the business model of Disneyland Resort can be easily replicated by players in the industry.

- Little experience of international market – Even though it is a major player in local market, Disneyland Resort has little experience in international market. According to Martha Maznevski, Karsten Jonsen , Disneyland Resort needs international talent to penetrate into developing markets.

Opportunities

- Developments in Artificial Intelligence – Disneyland Resort can use developments in artificial intelligence to better predict consumer demand, cater to niche segments, and make better recommendation engines.

- Lucrative Opportunities in International Markets – Globalization has led to opportunities in the international market. Disneyland Resort is in prime position to tap on those opportunities and grow the market share.

- Growing dominance of digital players such as Amazon, Google, Microsoft etc can reduce the manoeuvring space for Disneyland Resort and put upward pressure on marketing budget.

- Age and life-cycle segmentation of Disneyland Resort shows that the company still hasn’t able to penetrate the millennial market.

Once all the factors mentioned in the DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study are organized based on SWOT analysis, just remove the non essential factors. This will help you in building a weighted SWOT analysis which reflects the real importance of factors rather than just tabulation of all the factors mentioned in the case.

What is PESTEL Analysis

PESTEL /PEST / STEP Analysis of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE Case Study

PESTEL stands for – Political, Economic, Social, Technological, Environmental, and Legal factors that impact the macro environment in which Disneyland Resort operates in. Martha Maznevski, Karsten Jonsen provides extensive information about PESTEL factors in DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study.

Political Factors

- Political and Legal Structure – The political system seems stable and there is consistency in both economic policies and foreign policies.

- Political consensus among various parties regarding taxation rate and investment policies. Over the years the country has progressively worked to lower the entry of barrier and streamline the tax structure.

Economic Factors

- Inflation rate is one of the key criteria to consider for Disneyland Resort before entering into a new market.

- According to Martha Maznevski, Karsten Jonsen . Disneyland Resort should closely monitor consumer disposable income level, household debt level, and level of efficiency of local financial markets.

Social Factors

- Leisure activities, social attitudes & power structures in society - are needed to be analyzed by Disneyland Resort before launching any new products as they will impact the demand of the products.

- Consumer buying behavior and consumer buying process – Disneyland Resort should closely follow the dynamics of why and how the consumers are buying the products both in existing categories and in segments that Disneyland Resort wants to enter.

Technological Factors

- Proliferation of mobile phones has created a generation whose primary tool of entertainment and information consumption is mobile phone. Disneyland Resort needs to adjust its marketing strategy accordingly.

- 5G has potential to transform the business environment especially in terms of marketing and promotion for Disneyland Resort.

Environmental Factors

- Consumer activism is significantly impacting Disneyland Resort branding, marketing and corporate social responsibility (CSR) initiatives.

- Environmental regulations can impact the cost structure of Disneyland Resort. It can further impact the cost of doing business in certain markets.

Legal Factors

- Property rights are also an area of concern for Disneyland Resort as it needs to make significant Globalization, Organizational culture infrastructure investment just to enter new market.

- Health and safety norms in number of markets that Disneyland Resort operates in are lax thus impact the competition playing field.

What are Porter Five Forces

Porter Five Forces Analysis of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

Competition among existing players, bargaining power of suppliers, bargaining power of buyers, threat of new entrants, and threat of substitutes.

What is VRIO Analysis

VRIO Analysis of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

VRIO stands for – Value of the resource that Disneyland Resort possess, Rareness of those resource, Imitation Risk that competitors pose, and Organizational Competence of Disneyland Resort. VRIO and VRIN analysis can help the firm.

What is Porter Value Chain

Porter Value Chain Analysis of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

As the name suggests Value Chain framework is developed by Michael Porter in 1980’s and it is primarily used for analyzing Disneyland Resort relative cost and value structure. Managers can use Porter Value Chain framework to disaggregate various processes and their relative costs in the Disneyland Resort. This will help in answering – the related costs and various sources of competitive advantages of Disneyland Resort in the markets it operates in. The process can also be done to competitors to understand their competitive advantages and competitive strategies. According to Michael Porter – Competitive Advantage is a relative term and has to be understood in the context of rivalry within an industry. So Value Chain competitive benchmarking should be done based on industry structure and bottlenecks.

What is BCG Growth Share Matrix

BCG Growth Share Matrix of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

BCG Growth Share Matrix is very valuable tool to analyze Disneyland Resort strategic positioning in various sectors that it operates in and strategic options that are available to it. Product Market segmentation in BCG Growth Share matrix should be done with great care as there can be a scenario where Disneyland Resort can be market leader in the industry without being a dominant player or segment leader in any of the segment. BCG analysis should comprise not only growth share of industry & Disneyland Resort business unit but also Disneyland Resort - overall profitability, level of debt, debt paying capacity, growth potential, expansion expertise, dividend requirements from shareholders, and overall competitive strength. Two key considerations while using BCG Growth Share Matrix for DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE case study solution - How to calculate Weighted Average Market Share using BCG Growth Share Matrix Relative Weighted Average Market Share Vs Largest Competitor

5C Marketing Analysis of DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

4p marketing analysis of disneyland resort paris: mickey goes to europe, porter five forces analysis and solution of disneyland resort paris: mickey goes to europe, porter value chain analysis and solution of disneyland resort paris: mickey goes to europe, case memo & recommendation memo of disneyland resort paris: mickey goes to europe, blue ocean analysis and solution of disneyland resort paris: mickey goes to europe, marketing strategy and analysis disneyland resort paris: mickey goes to europe, vrio /vrin analysis & solution of disneyland resort paris: mickey goes to europe, pestel / step / pest analysis of disneyland resort paris: mickey goes to europe, swot analysis and solution of disneyland resort paris: mickey goes to europe, references & further readings.

Martha Maznevski, Karsten Jonsen (2018) , "DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE Harvard Business Review Case Study. Published by HBR Publications.

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Disneyland Paris – Anno 2009

This case tracks in brief the story of Disneyland Paris from 2006 to 2009. It follows up on the case “Disneyland Resort Paris: Mickey Goes to Europe” which covers 1992 – 2006. The case provides updated results and key figures and it illuminates some of the managerial efforts that led to profitability. The case also positions Disneyland Paris in a new era and highlights the challenges that lie ahead.

The Disneyland Paris case(s) can be used for teaching International Business, Human Resource Management and Strategy. It highlights the complexity of managerial challenges in a multicultural environment and also the relationship between private enterprise and government / regional development.

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DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE Case Solution & Answer

Home » Case Study Analysis Solutions » DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE

It is based on the unique perspectives of some of the major historical and current actors and sets up situations that can be interpreted in different functions in an organization (marketing, operations, senior management, etc.) and some of problems facing theme park is the first multi cultural in the world of Disney. Disneyland Resort Paris opened in April 1992 and mid huge controversy as a bastion of American cultural imperialism in Europe. In 2006, it was the most visited in Europe with over 12 million annual visitors attractions. Despite a challenging tourism industry in the 2000s, attendance at Disneyland Resort Paris remained stable: 60% of visitors were repeat visitors, and customer satisfaction has been very high. The operation had created 43,000 jobs, has invested more than $ 5 billion? and contributed to the development of a new area. As leaders they have developed their implementation plans called for the principles that should guide and how to interpret Disney multicultural Europe. Guests from different parts of Europe parties wanted different things: how could maintain the classic Disney magic still successfully appeal to European consumers? After 15 years of switching between French and U.S. leaders, the answers are not clear. The leaders agreed that the 2007 celebrations of its 15th anniversary should pave the way for the recognition of Disney as a consolidated experience in the c? Heart of Europe, and a long-term financial success. But what would it look like and which way to take them? Learning Objectives: The case has been written to support two educational objectives; class may focus on one or two, depending on the time and the objectives of instructor. It raises questions that can be addressed by the prospect of organizational behavior, general management and marketing. A. Identify the complex role of national or ethnic cultures in multinational companies. by Martha Maznevski, Jonsen Karsten Source: IMD 18 pages. Release Date: December 20, 2006. Prod #: IMD523-PDF-ENG Disneyland Resort Paris: Mickey will solve the cases EUROPA

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