Disney theme parks is a concept that has become highly successful in the U.S. market, and recently in Tokyo, by delivering a unique product: fun. By respecting the core values of the founder, they have turned the idea of making people happy into a profitable business.
The issue we have identified in the euro Disney case is one of culture, and whether this concept is exportable across international boundaries. Thus the problem becomes, how to introduce a concept to a new market, and, furthermore, how to export an entire corporate culture, and build it in the work force. But to introduce the subject, it is important first to asses the decision of developing a Disney theme park in Europe.
"Nothing is left to chance at Disney theme parks". Thorough analysis of market opportunities were conducted by Disney before taking on this ambitious project. First, the concept of theme park is very profitable, contributing 71% of Walt Disney attractions revenue.
In the U.S. an increase of the number of visitors each year was recorded, including two million European customers. Moreover, a very influencing factor in the making of this decision, was the tremendous success of the Tokyo Disneyland, where attendance exceeded 10 million of visitors each year.
The decision to build in France, as opposed to the other option, Spain, was centrality in the European continent, where factors of accessibility were preponderant. A.D.L. had also been consulted to study the numbers and turned in a positive analysis, predicting more than 11 million customers the first year. The French government was highly supportive, and population surveys reported that 85% had a welcoming view about the idea.
The numbers presented a very optimistic perspective. However, other information was inadequately interpreted. For instance, weather factors were downplayed, and the results at Tokyo Disneyland...