Wood INTS 2130 Final Art
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Disney manages to succeed domestically and internationally through its expansive parks that attract millions of daily visitors across the US and world. Domestically, Walt Disney World spans over 25,000 acres with 4 theme parks, 300 dining locations, and 25,000 hotel rooms. International visitors make up 18-22% of Walt Disney World attendance and spent $87.1 billion on US travel in the first half of the year. Disney further appeals to international travelers through its unique attractions, widespread brand recognition, variety of characters, and specialized resorts.
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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.Wood INTS 2130 Final Artifact
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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. Its parks include over 300 dining outlets serving millions of meals annually. Internationally, foreign visitors at Disney parks jumped 7% recently and account for 18-22% of Disney World attendance, spending billions on travel and tourism. International travelers are drawn to Disney's unique attractions, widespread brand recognition, multiple large parks compared to other countries, and specialized resorts.Wood INTS 2130 Final Artifact
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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.vacation homes near disney world.
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Disney is breaking ground on its largest international theme park in Shanghai, China. The $3.6 billion resort will span 988 acres and aims to attract 15 million visitors annually by catering to Chinese culture rather than strictly importing Disney's American themes. This represents a major opportunity for Disney to establish its brand in China and tap into the country's growing middle class. However, Disney will need to learn from the smaller Hong Kong Disneyland's struggles to ensure its Shanghai park feels more "magical" and well-managed for Chinese guests.Pmp presentation
Pmp presentationAvi Bains
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Walt Disney wanted to create an amusement park where both children and adults could have fun. Disneyland opened in 1955 in Anaheim, California at a cost of $17 million under Walt Disney's direct supervision. Disneyland has had over 650 million guests since opening and supported over 65,700 jobs. Walt Disney visited amusement parks with his daughters and came up with the idea to create a place for people of all generations to enjoy attractions like flying elephants, giant teacups, a fairy-tale castle, and a scenic railway inside a magic kingdom called Disneyland.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.Hong kong disneyland hkd
Hong kong disneyland hkdSudhir Singh Rajput
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This presentation is all about HKD that is Hong Kong Disneyland, its background, Hong Kong Tourism, Operations, Negative Publicity and HKD's Response.......:)Walt Disney World 
Walt Disney World Margo Maltis
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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.
Media Kit Example: Travel Campaign
Media Kit Example: Travel CampaignCourtney Berg
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San DieGO Downtown is a public-private partnership campaign launched in 2005 to promote downtown San Diego year-round through various marketing and outreach efforts. It serves as a resource for visitors by providing information on attractions, including hotels, restaurants, entertainment, arts, events and deals. The campaign aims to increase awareness of downtown and its many districts through media relations and partner support in order to enhance the experience of visitors to "America's Finest City".Wood INTS 2130 Final Art
- 1. International Mouse of Mystery: How Does Disney Manage to Succeed Domestically and Internationally? By: Amanda Joy Wood
- 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!