Euro Disney Case Analysis Paper
1.0 Introduction
Cultural Imperialism , this is what came to mind, when the French intellectual community was asked to response to the establishment of the Euro Disney resort complex, just 20 miles outside of the French capital, Paris. The phrase, more often than not, is used in a pejorative sense to imply rejection of foreign influence. American media critic Herbert Schiller did describe it as “the sum of the processes by which a society is brought into the modern world system and how its dominating stratum is attracted, forced, and sometimes, bribed into shaping social institutions to correspond to, or even promote, the values and structures of center of the system”. (Cultural Imperialism)
2.0 Key Facts of the Case
• The core success of Disney traces its roots to the fact that the products it sells, myth and fantasy, are deeply enrooted into the American consciousness (EuroDisney : The First 100 Days, p. 3).Encompassed within the parks are images of some of the most treasured elements of America’s past which over the years helped shape America’s cultural heritage. This all would come into play when it came to the overall appeal of the Disney franchise.
• The company’s rich heritage of cartoon characters is another fact that contributed to the success of the company. These films were re-released every five years to acculturate a new generation of patrons (EuroDisney : The First 100 Days, p. 4)This process of learning and acquiring elements of the host culture (Kim, p. slide 2)is one of the key selling points of the Disney product and it helps to account for the overall depth of its appeal.
• Disney’s objective, to preserve its founders basic principles of quality, imagination and guest service, sums up its’ consistent success of having its visitors coming back without ever losing its charm.
• The conception of Euro-Disney and Tokyo Disneyland was from an innate desire by the founder, Walter Disney to sale “happiness to everyone” across the world. The subsequent success of Tokyo Disney ‘proved the success of the international appeal of the concept’ ( (EuroDisney : The First 100 Days, p. 7)and it was a significant propellant towards the first steps of the materialization of the Euro Disney project.
• Tokyo was a huge success because of cultural assimilation and integration “ they were a match made in heaven, Walter Disney’s’ heaven (EuroDisney : The First 100 Days, p. 7)
3.0 Other Facts of the Case
• However, despite the huge success of Tokyo Disney, the company was in over its head when it came round to the Euro-Disney project. They were trying to set up a one-in-all package for the people of France and the larger Europe, which was more than a tall order.
• By Keeping to the overall Disney tradition, they failed to recognize the blind imposition of their cultural values on the French people thus leading to the overall bad reception seen during their first months.
4.0 Course of Action Taken By Euro Disney
Euro-Disney’s approach to its predicament was to slash the cost rates of a variety of its products so deal with its cost problems. They also slashed 300 to 400 jobs siting the completion of Phase I as the reason. They also planned to learn from the mistakes made in the Phase I project.
5.0 Intercultural Issues That Came In Play
Acculturation. This is the process of learning and acquiring elements of the host culture (Kim, p. Slide 3). This was cited as one of the key cornerstones of Disney’s success in the U.S. The re-release of films that featured characters of some Americas rich heritage was at the core of the Disney appeal that enabled it to keep selling its myths and fantasies to the American youth for decades. They were more than just a theme park. They were the embodiment of America’s culture brought to life and they were part of a cultural identity rooted deep into the American consciousness.
Cross- Culture adaption. One of the key structures of the process of cross- culture adaption lay in the environment; and more specifically the Host receptivity and conformity pressures (Kim, p. Slide 12 & 13). This played a key benefactor role in the success of Tokyo Disney whereby the Japanese receptiveness of the American culture helped sell the Disney franchise to its host’s country.
Cultural Imperialism this is when a dominant and larger society seeks to impose its values on a smaller less dominant society. This is the scenario that occurred in Paris at the opening of the Euro Disney complex.
6.0 Alternative Course of Action
Euro Disney should not proceed with its plans for Phase II. I think it seems largely impractical to go ahead with phase II, which it planned to charge a separate admission fee, when the major problems of staffing and general management have not been dealt with in the prior project. When a company goes cross-cultural it should be able to discern in what way it should or should not conform to the demands of the host culture.
Euro- Disney has to do enough research in order to decide which target market it wants to focus on, of which I strongly suggest the Local market that way, if the people of France are able to identify and portray themselves in the theme park, it will only be a matter of time before they accept it and even take pride in it. They should be able to resonate with it, not feel afraid or anxious.
Also on the issue of staffing and service delivery, Euro Disney should focus on achieving its high standards that it has set throughout its other theme parks. Despite the challenges and the apparent poor work ethic exhibit by the European people it should strive to overcome this and showcase a more French constituted staff body that the locals and its environs can invariably relate to. One suggestion would be give its cast members an opportunity to learn at least one other foreign language that puts them in a better position to handle the guests.
Finally, Euro Disney is after all in France, Disney should focus on reducing the waiting time in lines for rides since Europeans are not a very patient lot.
7.0 Advantages and Disadvantages of the Courses Taken and the Proposed
Advantage
1. The decision to locate a Disney park in Europe, more specifically Paris, was a good. Especially considering the large number of tourist visiting it at any one time.
2. The central location of the French site as opposed to Spain was another advantage because of the accessibility of that location from other European countries.
3. Employment opportunities for more than 30,000 jobs was another advantage of establishing Euro Disney in France
4. Contractual concessions made by the French government to build infrastructure to reach the site plus the added concession loans and tax benefits was another advantage.
5. The intentional preservation of Disney’s core values was much appreciated in Tokyo Disney which contributed to its huge success.
Disadvantages
1. Disney’s decision to build in Paris was affected by the weather conditions, which deterred people from visiting the park during winter.
2. Disney decision to remain largely American in their style of entertainment was another fact that worked against them in attracting people to the park. The French felt that the Disney entertainment was too Americanized.
3. The time of waiting in lines was another issue of contention.
4. The oversight by the company to understand the European way of life was clearly overlooked. Example, Europeans could not relate to the American eating habits of eating at off hours and on the move.
5. Disney’s prohibition of Alcohol more specifically wine was a snub at the French culture and its excellent skills in wine making.
6. Housing problems for the staff.
8.0 Conclusion
If I had to decide on the best course of action to take, it would have to be to alter the Euro Disney operation to conform to the French way of life. Being, that it is on foreign soil and not American soil, the best solution would be to make it a French-kind of Disney. This would, of course begin with the understanding that the French are artistic in nature, they relish in intellectual forms of entertainment. Once Disney figures that out, they will be able to sell Euro-Disney to the French people and eventually the rest of Europe. However, their priory audience should be the local market then the rest will follow.
Bibliography
1. Baldwin, J. R. (August 06, 2011). Cross-Cultural Adaptation. Imenukuliwa April 15, 2013 kutoka my.ilstu.edu {Illinois State University}: my.ilstu.edu/~jrbaldw/372/Adaptation.htm
2. Cultural Imperialism. (h.t.). Imechukuliwa toka ufl.edu: iml.jou.ufl.edu/projects/Spring01/Poux/Cultural%20Imperialism.html
3. Kim, Young. Yun. (h.t.). CROSS CULTURAL ADAPTATION. An Intergrative Theory.
4. Micheal Eisner, CEO WaltDisney Company. (June 04, 1993). EuroDisney : The First 100 Days. Harvard Business School 9-693-013, uk. 19.
