GROUP 3

UEMF18003 – Ananya Mohanty

UEMF18010 – Nanda Kishore Prusty
UEMF18018 – Sparsh Naik
 THE MAGIC OF
DISNEY
 “Walt Design Imagineering”:
The foundation for Disneyland started in
1952 by Walt Disney Company
 VISION :
“Producing unparalleled entertainment
experiences based on its rich legacy of quality
creative content and exceptional story telling”
 MISSION :
Providing customer, the experience of
Fantasyland and their beloved Disney’s
magic characters through 11 theme parks,
35 resort hotels and two cruise ships across
the world.
 TOKYO DISNEYLAND
 Opened in 1982, it is owned and operated by the Oriental Land
Company (A Japanese leisure and tourism company)
 Disney had designed the park and advised on how it should be
operated.
 Japanese customers have a significant appetite for American
themes and American Brands
 Suited to Japanese Culture –
Cleanliness, Uniforms, Patience, Souvenirs
Visitors are used to crowding, queuing and being polite to
strangers
 The formula for Disney worked well in Japan
 DISNEYLAND PARIS
 Opened in April 1992 as Euro Disney and went through a Roller Coaster Ride
 Tested through employees, main sponsors and their families, and did not receive
positive feedback.
 People from surrounding village protested against the noise and disruption of the
park
 There was a terrorist attack before the night of the opening
 Opening day crowd was expected to be 500000 but ended up with only 50000
 Consisted of three parks:
The Disney Village - composed of stores and restaurants
The Disneyland Paris - the main theme park
The Disney Studio Park - more general movie-making theme
 Euro-American blend
 Distinct features such as recognizable characters and new innovative safety rides
 Neat and clean environment
 WHY PARIS?
 Location was chosen over Britain, Germany,
Italy and Spain
 There was a suitable site available just outside
Paris.
 Easy to reach and proper transportation linked
 Paris was already a highly attractive vacation
destination.
 Europeans generally take significantly more
holidays each year than Americans (five weeks
of vacation as opposed to two or three weeks)
 Research indicated that 85% of the French
people would welcome a Disney park
 National and Local government support
 SERVICE PROCESS
 Philosophy of consistent entertainment
 Employees were called cast members, wore costumes and addressed
park visitors as guests
 Attention to appropriate attitude of employees; courtesy level, body
language, response and work performance
 Continuous improvement and enrichment of service in the light of
customer feedback
 Fanatically clean surroundings
 Staff induction programmes and recognition programmes
 Timed performances; no two characters appeared simultaneously
 Hot-line connection at all corners for quick problem resolution
CRITICISM,
CHALLENGES
& SOLUTIONS

 “AN UGLY AMERICAN IN PARIS”

 “CULTURAL CHERNOBYL”
 “A horror made of cardboard, plastic, and appalling colors;
a construction of hardened chewing-gum and idiot folklore
taken straight out of comic books written for obese
Americans”
 Cross – Cultural Multi Lingual
01 Differences Differences
05

Protest against
Ban on Alcohol &
02 Americanization of
Misjudged Food Habit
06
Euro Disney

Inadequate & Stringent Chaotic Park

03 Employee Guidelines Conditions 07

Against French Poor Planning and

04 “Code du travail” Research 08
 Emphasized on
Appointed a European Provided staff
French heritage of housing services
Chairman Disney & incentives
Characters

Maintained
Adopted
Overcrowding & principles of
“Wild West”
Long Queues safety, courtesy,
Theme
were avoided show and
as preferred
efficiency

Featured Introduced Unchanged

French Author European grooming, service
Jules Verne’s cuisines & dining standard and
Stories facility alcohol policy
 STRENGTH
• Parent company is the world
pioneer in amusement and
theme parks
• Tremendous merchandising
capacity and great source of
income.
• Top-of-the-mind tourist
destination in Europe with
excellent brand presence due
to association with Walt
Disney
WEAKNESS
• Often questioned for
being expensive
• Incidents and accidents
over the years have been
problematic
• Cultural imperialism
belief still existent
THREATS
• Invites unfair comparison to
the original Disneyland
• Tourists from outside Europe
choose the USA Disneyland
over Paris
• If the park does not keep on
adding new attractions, it
would lose its charm
OPPORTUNITY
• Leverage on the strong brand
presence of its parent brand
• Fewer amusement parks in Europe
• Location of Disneyland Paris is easily
accessible to a large proportion of its
potential customer base
• Growing tourism and increasing
spending power in the emerging
economies
 BALANCED SCORECARD
OBJECTIVE MEASURE INITIATIVE
Diversification & Focus on
Profitability 20% ROE growth
budget movies
FINANCIALS
15% sales revenue Open Merchandise shop
Sales Revenue
growth and Local themes
Acquisition, Satisfaction Customer Lifetime Emphasis on family image
CUSTOMER & Retention Value Increase and sentiments
Streamlined Operations Low cost & Increased integrated
PROCESSES & Management Economies of Scale synergies

Cross Divisional Cross Promotion Better incentives &

Synergies Revenue Increase management policies
LEARNING &
GROWTH Flat Hierarchy,
Employee Employee Turn-Over
accountability & less
Empowerment Ratio
micromanagement
 SEGMENTATION OF
OPERATION PERFORMANCES
USING KANO MODEL
 ORDER WINNERS
1. LOCATION
• France is one of the most developed economies in Europe
• Paris is generally called the tourist hub because of its history and architecture with
best transport links from all over the Europe.

2. GOODWILL
• The goodwill earned by Disneyland Paris were mainly categorized into three factors
brand, entertainment and services.
• The term Disney has become a brand for whole of the Europe as about 2 million
Europeans were visiting US at the time of Euro Disneyland opening.
• The name Disneyland stands for the whole family entertainment that brings
together with high standards customer service.
• Standards to recruit Disneyland Paris employees were not compromised at all
because of its reputation.
3. COST
• Cost to visit Disneyland Paris is very nominal for
French peoples as well as other European union
countries
• The formation of European union in which no visa is
required to visit Schengen countries gives Disneyland
Paris a positive point.
• Peoples who cannot afford to visit US can now enjoy
the Disneyland’s Entertainment and Services in Paris
with much cheaper cost.

4. INNOVATION
• Disneyland as a whole is having Disney University
which helps in designing new rides for the theme
parks.
• Innovative new characters and rides attracts visitors to
visit Disneyland Paris again and again.
 ORDER QUALIFIERS
1. SAFETY STANDARDS
• Disneyland Paris consist of rides and lot of entertaining stuff, and hence safety
standards are never compromised
• It is not a win business strategy but a qualifying factor.

2. EURO-AMERICAN BLEND
• As an American company Disneyland’s basic layout and structures were derived from
its home country
• When they started their operations in Europe they modified various things to qualify
for the European market.
• More queue management systems with extra diversions like films and entertainment
were planned because French visitors will be intolerant to long queues.

3. NEAT AND CLEAN ENVIRONMENT

• It is a basic mindset that nobody is going to be entertained in a messy place so its one
of the qualifying factor for Euro Disney
 DELIGHTERS
EXPLORING CULTURE
• A new center of attraction
was created as
“Discoveryland” featuring
storylines from Jules Verne,
the French Author.
• New characters were
introduced and were given
European blend.
 FUTURE AHEAD
 Disneyland Paris is making several
beautiful changes to emphasize upon
European heritage of Disney’s characters
 It is reflecting the taste and architecture
of its location to compete in a better way.
 Euro-American cultures and Architecture
are blended in such a way that more and
more people are attracted towards
Disneyland Paris.
 Customer complaints about having few
rides are being promptly addressed;
although a disaster at beginning due to
technical faults, soon enough they have
picked up the pace.
 Euro Disney was renamed as Disneyland Paris.
 Rumours about parks bankruptcy had emerged.
But they renegotiated their term with bank and loan taken was restructured,
saving Disneyland Paris.
 Since the French were most intolerant in terms of waiting in long queues,
“fastpass” system was introduced
 Language barrier was reduced by introducing movie shows in various
European languages.
 Concept of Star Wars, Frozen & Marvel Hero Lands has been incorporated in
its parks
 European Jewellery company, Pandora, has become the official merchandise
partner
“FOCUS IS ON EUROPEANIZATION OF PARK”
 CONCLUSION
Walt Disney company had built the
bigger and most lavish theme park than
other parks.

The project was perfect but failed to

work as Disney management neglected
customer view and was subjected to
poor planning and inadequate research
before constructing the park.