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Eurodisney case history2

Silvia Chiesa
Silvia Chiesa

Cultural, administrative, geographic, and economic distances posed challenges for Disneyland Paris. 1) Cultural distances included the need to translate materials into multiple languages and adapting to different European eating habits and attitudes towards tattoos and dress. 2) Administrative distances stemmed from inflexible French labor laws around hiring and firing and working hours. 3) Geographic distances constrained the park's size and required strategies for different climate and environmental impacts. 4) Economic distances involved building new transport links, higher ticket prices than in the US, and deeper staff training for an innovative concept.

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C ultural A dministrative DISTANCES Mariangela Annunziata G eographic Silvia Chiesa Federica Falso E conomic Iacopo Luzi Ilaria Maccotta
CULTURAL DISTANCE Language Every communication materials ( guides, flyers, menus, notices, etc) must be translated from English into, not only French (the national idiom), but also into the other main European languages. Social rules: - Park Restaurants did not account for Europeans eating habits. (E.g. different breakfast) - Alcohol problems (not allowed in park restaurants) - Meal portions - Neat personal aspects ( tattoos, beard, make-up, rings and earrings)
ADMINISTRATIVE DISTANCE Public policies The French labor legislation was inflexibled about the hiring and firing policies and the working hours. The company struggled to find the right balance of the employees related to the visitors in the different seasons of year (high/low season). Although the French Government provided incentives and loans for the construction of the park.
GEOGRAPHIC DISTANCE ≒ The restricted dimension of the park due to the differences on dimension between France and the USA. ≒ Climate: strategies in order to facilitate visitors. ≒ Environmental impact: the huge park area against local land owners.
ECONOMIC DISTANCE ≒ French Government required the construction of a series of transport connections. ≒ Ticket price higher than in the USA. ≒ Entrance fees, hotel rates and food prices were reduced in order to make the park more attractive. ≒ Human Resources differences: the innovative concept of the amusement park required a deeper training of the staff.
KEY LEARNINGS All the international companies, with their own global strategies, have to adapt them to: Needs of people with different culture and habits; Local environment.

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Eurodisney case history2

  • 1. C ultural A dministrative DISTANCES Mariangela Annunziata G eographic Silvia Chiesa Federica Falso E conomic Iacopo Luzi Ilaria Maccotta
  • 2. CULTURAL DISTANCE Language Every communication materials ( guides, flyers, menus, notices, etc) must be translated from English into, not only French (the national idiom), but also into the other main European languages. Social rules: - Park Restaurants did not account for Europeans eating habits. (E.g. different breakfast) - Alcohol problems (not allowed in park restaurants) - Meal portions - Neat personal aspects ( tattoos, beard, make-up, rings and earrings)
  • 3. ADMINISTRATIVE DISTANCE Public policies The French labor legislation was inflexibled about the hiring and firing policies and the working hours. The company struggled to find the right balance of the employees related to the visitors in the different seasons of year (high/low season). Although the French Government provided incentives and loans for the construction of the park.
  • 4. GEOGRAPHIC DISTANCE ≒ The restricted dimension of the park due to the differences on dimension between France and the USA. ≒ Climate: strategies in order to facilitate visitors. ≒ Environmental impact: the huge park area against local land owners.
  • 5. ECONOMIC DISTANCE ≒ French Government required the construction of a series of transport connections. ≒ Ticket price higher than in the USA. ≒ Entrance fees, hotel rates and food prices were reduced in order to make the park more attractive. ≒ Human Resources differences: the innovative concept of the amusement park required a deeper training of the staff.
  • 6. KEY LEARNINGS All the international companies, with their own global strategies, have to adapt them to: Needs of people with different culture and habits; Local environment.