Disney panel
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Disney manages to succeed domestically and internationally through its expansive domestic parks that attract 250,000 daily guests across 25,000 acres via extensive transportation systems, 25,000 hotel rooms, and 300 dining outlets serving millions of meals annually. International tourism has increased at Disney parks, with foreign visitors comprising 18-22% of Disney World attendance and spending over $87 billion on US travel in the first half of the year. The unique attractions, widespread name recognition, multiple large parks, and specialized resorts at Disney's domestic parks appeal to international travelers.
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1.
MGMT 461-Cross Cultural
Management
Katherine Rosenbusch
Fall 2018
George Mason University
Table of Contents
Disneyland Resort Paris: Mickey Goes to Europe............................................................................5
Leo Burnett Company Ltd.: Virtual Team Management..................................................................23
Blue Ridge Spain............................................................................................................................39
Ellen Moore (A): Living and Working in Korea................................................................................55
NES China: Business Ethics (A).....................................................................................................71
MGMT 461-Cross Cultural Management Fall 2018
Katherine Rosenbusch George Mason University
2.
I N T E R N A T I O N A L
IMD523
21.11.2006
DISNEYLAND RESORT PARIS: MICKEY GOES TO EUROPE
Research Associate Karsten
Jonsen prepared this case
under the supervision of
Professor Martha Maznevski
as a basis for class discussion
rather than to illustrate either
effective or ineffective handling
of a business situation.
Globalization in the positive sense is like a mosaic of cultures where
identities remain visible and where we can play freely with the
interaction in between. Where people can project themselves in
something that is created elsewhere but is not perceived foreign. We are
contributing to something important here. We need to help Disney
become global in this positive sense. It is a long journey but we now
understand the magnitude of globalization and can use this learning
elsewhere.
Dominique Cocquet, Executive VP, Development & External Relations
Dominique Cocquet was legendary among Disneyland Resort
Paris managers for his vision. He was part of the senior
management team determined to turn the vision into reality. We
create magic, explained Roland Kleve, director of parks & resort
operations support, Mickey is a great boss.
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 Pariss
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 5 billion and contributed
to the development of a new region. You cannot say this is not a
success! exclaimed Cocquet.
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 ap.6_3_Case_Analysis_The_Walt_Disney_Compan.docx
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This document provides an in-depth analysis of The Walt Disney Company, including its history, business segments, financial performance, and current international operations. Disney operates theme parks in the US, France, Japan, Hong Kong, and will soon open one in Shanghai. The analysis evaluates Disney's strategy for choosing international locations, focusing on economic factors, technology, infrastructure, and adapting to local customs. Disney has faced challenges expanding internationally but has learned to better customize experiences for new cultures.vacation homes near disney world.
vacation homes near disney world.Find American Rentals
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There are various types of vacation home rentals in Disney Worldvillas, cottages, condos, cabins, vacation homes near Disney world and apartments.Florida
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This document provides information about travel packages to Florida offered by MANGO & Co., one of the largest travel agencies. It details transportation options with United Airlines, accommodation at Floridays Resort Orlando near Disney World, and popular tourist attractions in the area including Universal Orlando Resort, Kennedy Space Center, Walt Disney World, and South Beach. The packages are aimed at providing visitors a relaxing Florida vacation with opportunities to visit major attractions and enjoy the local cuisine, culture, and nightlife.Paraiso Escondido beachfront lots_July_05_2013
Paraiso Escondido beachfront lots_July_05_2013fjchasan
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Excellent beach front lots for sale. Ideals for people who wants to relax and love nature. Private and secure beach.walt disney 
walt disney Dolon Roy
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The Walt Disney Company was founded in 1923 by Walt and Roy Disney. It is headquartered in Burbank, California and aims to bring joy and happiness to consumers around the world through its divisions of Media Networks, Parks and Resorts, Studio Entertainment, and Consumer Products. Disney has theme parks in California, Florida, Hong Kong, Shanghai, and Tokyo. It uses nostalgia, emotional storytelling, targeting audience segments through social media, and thinking globally while acting locally to establish strong customer loyalty and maintain its brand worldwide.1. Find an example of probability in a recent news article. Do.docx
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1. EuroDisney (now Disneyland Paris) opened in 1992 and initially struggled due to miscalculations by Disney executives regarding European tourism habits and culture. The park experienced massive financial losses.
2. A management change in 1993 led to localization of marketing, price cuts, and a new focus on providing an "authentic Disney experience." These changes helped turn the park profitable again.
3. Disneyland Paris is now one of France's most visited tourist destinations, experiencing continued expansion in the 21st century.Greece- Disney Campaign Project 2012
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This document proposes a Disneyland theme park in Crete, Greece. It provides background on Greece's geography, culture, politics and struggling economy. The product idea is an entertainment park dedicated to the Olympics and Greek mythology. Marketing strategies discussed include print ads, TV commercials, social media, and targeting families. Sales projections estimate over 25 million visitors by year five. The distribution strategy focuses on Crete's tourism industry and airports. Ethical challenges around development, labor, and pricing are also noted.Disney case study
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Walt Disney World Resort is located near Orlando, Florida and covers over 11,000 hectares. It includes 4 theme parks (Magic Kingdom, Epcot, Disney's Hollywood Studios, and Disney's Animal Kingdom), 2 water parks (Typhoon Lagoon and Blizzard Beach), 27 themed resort hotels, 1 camping resort, and 4 golf courses. Walt Disney first began searching for a location for another theme park in 1959, though he passed away before its construction. Walt Disney World officially opened on October 1, 1971 and continues to be a popular tourist destination for families.Penelope Chan prepared this case under the supervision of Prof.docx
Penelope Chan prepared this case under the supervision of Prof.docxherbertwilson5999
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Penelope Chan prepared this case under the supervision of Professor Ali Farhoomand for class discussion. This case is not
intended to show effective or ineffective handling of decision or business processes.
息 2010 by The Asia Case Research Centre, The University of Hong Kong. No part of this publication may be reproduced or
transmitted in any form or by any meanselectronic, mechanical, photocopying, recording, or otherwise (including the
internet)without the permission of The University of Hong Kong.
Ref. 09/419C
1
ALI FARHOOMAND
DISNEY: LOSING MAGIC IN THE
MIDDLE KINGDOM
Hong Kong Disneyland will provide guests with an immersive experience to
re-ignite the magic that is the Disney storytelling tradition. The park will
act as a springboard for our other businesses throughout China and the
region.
- Andy Bird, president of Walt Disney International, August 20051
Three years after its opening in September 2005, Hong Kong Disneyland had yet to gather
sufficient momentum to catapult its attendance rate to a satisfactory level. Despite high
expectations of it as a cash-cow tourist attraction, things had turned rocky, with a series of
negative media coverage both before and after the launch. The park suffered a major blow
after a ticketing hiccup during the Chinese New Year in February 2006, when many mainland
tourists with valid tickets were barred from entering due to overcrowding, causing a chaotic
scene in front of the TV news cameras.
The attendance rate declined rapidly thereafter. Even though tremendous effort was made to
lure back the crowd, no spectacular improvement was recorded. Factors such as the parks
small size, inconvenient location, lack of unique features, insufficient appeal to adults and
missing Chinese elements were cited as possible causes. The poor financial performance had
attracted much public attention, since the government owned a 57% stake in the park. In 2008,
the Walt Disney Company (Disney) was negotiating with the Hong Kong government for
additional capital injection to build more attractions. However, it was imperative for the
management to find out what went wrong in the first place, and what should be done to turn
the tide.
1 Landreth, J. (31 August 2005) Hong Kong Disneyland Opens with Wealth of ChallengesMouse Meets Mao, Hollywood
Reporter, http://www.hollywoodreporter.com/hr/search/article_display.jsp?vnu_content_id=1001051279 (accessed 11 June
2008).
HKU885
For the exclusive use of N. Green, 2015.
This document is authorized for use only by Nathan Green in Global Business Envir15 taught by Noel Murray, Chapman University from September 2015 to December 2015.
09/419C Disney: Losing Magic in the Middle Kingdom
2
The Theme Park Industry and Disneyland
In 2006, theme park entertainment was a US$22.8 billion global industry. The industry was
expected to grow at a 4.6% compound annual rate between 2.BONJOUR, MICKEY! In April 1992, EuroDisney SCA opened i.docx
BONJOUR, MICKEY! In April 1992, EuroDisney SCA opened i.docxtarifarmarie
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BONJOUR, MICKEY!
In April 1992, EuroDisney SCA opened its doors to European visi-
tors. Located by the river Marne some 20 miles east of Paris, it was
designed to be the biggest and most lavish theme park that Walt
Disney Company (Disney) had built to datebigger than Disney-
land in Anaheim, California; Disneyworld in Orlando, Florida;
and Tokyo Disneyland in Japan.
Much to Disney managements surprise, Europeans failed to
go goofy over Mickey, unlike their Japanese counterparts. Be-
tween 1990 and early 1992, some 14 million people had visited
Tokyo Disneyland, with three-quarters being repeat visitors. A fam-
ily of four staying overnight at a nearby hotel would easily spend
$600 on a visit to the park. In contrast, at EuroDisney, families were
reluctant to spend the $280 a day needed to enjoy the attractions
of the park, including les hamburgers and les milkshakes. Staying
overnight was out of the question for many because hotel rooms
were so high priced. For example, prices ranged from $110 to $380
a night at the Newport Bay Club, the largest of EuroDisneys six
new hotels and one of the biggest in Europe. In comparison, a room
in a top hotel in Paris cost between $340 and $380 a night.
Financial losses became so massive at EuroDisney that the
president had to structure a rescue package to put EuroDisney
back on fi rm fi nancial ground. Many French bankers questioned
the initial fi nancing, but the Disney response was that their views
refl ected the cautious, Old World thinking of Europeans who did
not understand U.S.-style free market fi nancing. After some acri-
monious dealings with French banks, a two-year fi nancial plan was
negotiated. Disney management rapidly revised its marketing plan
and introduced strategic and tactical changes in the hope of doing
it right this time.
A Real Estate Dream Come True The Paris lo-
cation was chosen over 200 other potential sites stretching from
Portugal through Spain, France, Italy, and into Greece. Spain
thought it had the strongest bid based on its yearlong, temperate,
and sunny Mediterranean climate, but insuffi cient acreage of land
was available for development around Barcelona.
In the end, the French governments generous incentives,
together with impressive data on regional demographics, swayed
Disney management to choose the Paris location. It was calculated
that some 310 million people in Europe live within two hours air
travel of EuroDisney, and 17 million could reach the park within two
hours by carbetter demographics than at any other Disney site.
Pessimistic talk about the dismal winter weather of northern France
was countered with references to the success of Tokyo Disneyland,
where resolute visitors brave cold winds and snow to enjoy their
piece of Americana. Furthermore, it was argued, Paris is Europes
most-popular city destination among tourists of all nationalities.
Spills and Thrills Disney had projected that t.Disney panel
- 1. International Mouse of Mystery: How Does Disney Manage to Succeed Domestically and Internationally?
- 2. Overview of Domestic Disney Parks Every day, 250,000 guests make their way to and from Walt Disney World's various theme parks, attractions and hotels via a mass transit system that consists of more than 270 buses, 12 monorail trains and a fleet of boats and water taxis. Walt Disney World spans 25,000 acres and 42 square miles. Disney's Animal Kingdom alone occupies 403 acres. Less than 34 percent of this has been developed, although a quarter has been designated as a wilderness preserve.
- 3. Overview of Domestic Disney Parks There are almost 25,000 rooms spread across the resort's hotels, campsites, cabins and Disney Vacation Club properties. It would take you more than 68 years to stay in every single one of these at a rate of one per night.
- 4. Overview of Domestic Disney Parks There are more than 300 dining outlets at the resort, with 350 chefs on staff to help keep guests well-fed. Every year, the resort serves up 10 million hamburgers, 1.6 million turkey drumsticks, 6 million hotdogs, 9 million pounds of french french fries and 300,000 pounds of popcorn. These are washed down with 75 million Coca-Colas and 13 million bottles of water. There are 2,000 acres of turf at Walt Disney World, requiring 450,000 mowing miles every year to keep in shape. That's the equivalent of 18 trips around the Earth at the equator!
- 6. How Does International Tourism Affect Disney Domestically? International traffic jumped 7% at both Walt Disney World and Disneyland, outpacing domestic attendance growth at the two resorts. International tourists make up a bigger piece of the pie at Disney World, where they typically comprise between 18% and 22% of total attendance.
- 7. How Does International Tourism Affect Disney Domestically? Foreign visitors spent an estimated $87.1 billion on U.S. travel and tourism-related goods and services between January and June. That includes spending on hotels, restaurants, entertainment, local transportation and airfares on U.S. airlines. International visitor spending in June alone rose 5 percent from a year ago, up to $14.6 billion.
- 8. Disney International Park Attendance
- 9. What About Domestic Disney Parks is So Appealing to International Travellers? Unique Attractions Name and Brand Four Parks here vs. one small park in Paris, Tokyo Specialized Resorts Cruises
- 10. A Variety of Characters Allows People of All Nationalities to Feel a Connection with Disney Walt Disneys Net Worth (Market Cap): $103.96 billion Walt Disneys Annual Sales: $42.84 billion In 2003, Disney studio became the first studio to obtain revenue of $3 billion worldwide. In 2004, it purchased Pixar Animations, worth $7.4 billion. In 2009, Disney acquired Marvel Entertainment for $4.24 billion. In 2012, Disney acquired Lucasfilm Ltd., LLC. for $4.05 billion.
- 11. Sources www.themeparktourist.com http://www.iaapa.org/resources/by-park- type/amusement-parks-and-attractions/industry- statistics https://tourismembassy.com/en/news/tourism- industry/impacts-of-amusement-parks-on-tourism- Thanks for Watching!