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Walt disney company marketing strategy
Walt disney company marketing strategy
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1. Summarize the case into 1-2 paragraphs
It was first announced in 1985, that Disney would open a park in Europe. The potential for growth in France was bigger and thus, in 1992, Euro Disney debuted in France. Disney was confident that they would be able to run successful parks outside of the United States after their overwhelming attendance numbers at the Japanese Disneyland. The Europe Disney was a replica of the Disneyland ad Magic Kingdom in the US, with respect to Europe’s architecture and traditions.
However, even after spending $220 million on marketing for Euro Disney, the first year’s attendance was below expectations and at one point, Euro Disney hotels had to be closed as a result of low bookings. The stock of Euro Disney fell from 164 to 68 French Francs and the park was deemed a failure by the press. It was later determined, that Disney executives did not consider the potential problems with creating a park in France. Along with the ridiculously high prices and the cultural differences, Disneyland was simply not a place of leisure for typical French citizens. Foreigners could even visit the more established and reputable Disneyland in the US, at a lower cost as well, making the Euro Disney, the least popular Disney Park. With no other options left to increase attendance, Euro Disney was forced decrease its prices by 20% and even built a new roller coaster. This tactic seemed to work and finally resulted in an increase in visitors. Euro Disney soon became the most popular attraction in France. Thus Disney remains confident in the Euro Disneyland’s ability to earn profit and the company continues to plan for future parks in other areas of the world.
2. Describe the events that influenced the amusement park to be pla...
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...d people are starting to spend more money on leisure. Also, the number of people living in China is well over a billion. With the Japanese Disney Park getting nearly 7 million visitors every year with a much smaller population, China has the ability to easily surpass this figure. This would also be a great opportunity for Disney to tap into more of the Asian markets and could result in better branding for Disney in the southern hemisphere. Also with China’s growing population, I think that the Chinese government would be very interested in the increased number of jobs in China. This could mean that like Spain and France, China could offer Disney money to help build the park and help to market Disney. There also aren’t any well-known amusement parks in China, therefore making it easy for an internationally recognized company such as Disney to monopolize the market.
One of these ways is having a website with an e-commerce enabled online booking system which enables their consumers to book their time and stay with Disneyworld however and whenever they want to, therefore allowing Disney to get their revenue in more ways and in turn allowing them to grow and develop. Another way that Walt Disney World has embraced technology is with their recent addition of what they call 'Magic Bands '. Guests are able to use these magic bands for many things these include; Unlocking the door of their Disney Resort hotel room, enter theme and water parks, check in at Fastpass+ entrances and much more. The Magic Bands have allowed the guests stay with Disneyworld to become much more effortless, which will make it more likely for them to come back.
After his first film business failed, artist Walt Disney and his brother Roy started a film studio in Hollywood in 1923. The first Mickey Mouse cartoon, Plane Crazy, was completed in 1928. Steamboat Willie, the first cartoon with a soundtrack, was the third production. The studio’s first animated feature film was Snow White in 1937, followed by Fantasia and Pinocchio in the 1940s. Disneyland, the theme park developed largely by Walt, opened in 1955 in Anaheim, California. The television series, the Mickey Mouse Club, was produced from 1955 to 1959, and the Disney weekly television series (under different names, including The Wonderful World of Disney) ran for 29 straight years. (1)
Disney’s long-run success is mainly due to creating value through diversification. Their corporate strategies (primarily under CEO Eisner) include three dimensions: horizontal and geographic expansion as well as vertical integration. Disney is a prime example of how to achieve long-run success through the choices of business, the choice of how many activities to undertake, the choice of how many businesses to be in, the choice of how to manage a portfolio of businesses and the choice of how to create synergies between those businesses (3, p.191-221). All these choices and decisions are made through Disney’s corporate strategies and enabled them to reach long-term success. One will discuss Disney’s long-run success through a general approach. Eisner’s turnaround of the company and his specific implications/strategies will be examined in detail in part II. Disney could reach long-run success mainly through the creation of value due to diversification and the management and fostering of creativity, brand image and synergies between businesses (1, p.11-14).
Disney failed to realize that while its strategy in Japan worked for Japan, its Japan strategy was not going to work in Paris. Disney decided to photo copy their operation and learned that was not acceptable. In 1992, several unforeseen issues arose that Disney was not prepared to handle. There were transatlantic airfare wars and currency movements that lead people to avoid traveling to Paris. Also, Disney was expecting a flocking of French people to visit the park; yet again basing their assumptions on the performance of the Japanese park (Cateora & Graham, 2007).
The data shows Top 20 North America theme parks ranking, which Canada has only one (Canada’s Wonderland), while the other 19 are located the United States. It can be said that there is a lack of large-scale theme parks in Canada. If universal studio theme park can enter the Canadian market, it will bring great market opportunities to Universal Studios theme parks. At the same time, there are few theme parks in Canada, and Canada local theme parks lack brands image, self IPs, and culture. • Threats Threat from the US— The US theme park market has a certain impact on the Canadian theme park market.
Disney's interests were clearly defined. But they have a strategy that put forward another side for the future park: Barcelona. Disney was more attracted by the French proposal but put the two in competition. Then they hope that the French government will make some concessions. For that they make Barcelona more attractive than it really was.
However, when Euro Disney opened in Paris in 1992, the standard model of Disney theme parks, long considered to be a recipe for guaranteed financial success, soon ran into trouble. Tackling the many problems faced by Euro Disney operations has posed many new challenges to Disney, forcing them to reconsider their cookie-cutter standard model for success. For the Euro Disney theme park to survive, Disney must find ways to adapt their theme park model in a manner which preserves the best of Disney while more closely fitting the needs of the European market.
Disneyland marked the onset of theme parks in the nation, which was carved out of a fantasy tale and it has been the leader for 60 years. And, there was virtually no competition to the attraction quotient that attracted people and tourists to visit the theme park.
Euro Disney’s decision to open its Theme Park near Paris has caused a negative publicity in the sight of many French politicians. In fact, they have objected the existence of Theme Parks in the center of their French culture since the park has been viewed as a visible symbol of the U.S. culture. Although Euro Disney marketers probably choose this location, in particularly France, due to the fact that is the center of Europe and could most probably be the most convenient place for people to arrive and settle in their hotel to be entertained. For instance, people from all over Europe could travel quickly to Paris due to short distance and travel convenience like people from Germany or Spain could quickly and conveniently arrive in Paris.
The Walt Disney plans to expand its presence in other countries too mainly the emerging market like China that offers great opportunity. Due to its highly advanced infrastructure and higher population, the Disney already made a biggest investment till date on a development and construction of Disneyland theme park in Shanghai, China. The success of Disneyland Hong Kong and the presence of 330 million people that resides within the 3 hour commute to Shanghai allows the Disney to invest $5.5 billion on this theme park. The Disney CEO states that the park will be open for the visitors in the early
As previously mentioned in the Brand Extension section, the Walt Disney Company is a true example of how to expand the brand locally and across continents into new markets. Over the past few years, the Walt Disney Parks and Resorts business segment have emerged globally by building theme parks in the world 's most-visited tourist spots such as Tokyo, Paris, Hong Kong, and Shanghai, but has not yet invested in the Latin American region.
Now that we know what we’ll be learning about, let's jump right into the history of Disneyland. The idea for Disneyland began when Walt Disney visited Griffith Park with his daughters Diane and Sharon. He envisioned building a tourist attraction where adults and their children could go and have fun together. According to
Disney was founded by Walt Disney and Roy O. Disney in 1923. Throughout the earliest years they stabilshed themselves as a leader in animation and live action media. Later on, they would also begin to include other forms of entertainment and theme parks.
Japanese is the main language used throughout the park, accompanied only by English on signs. The workers in Tokyo Disneyland are only required to speak Japanese, many menus are written completely in Japanese and some games and live shows feature only Japanese as a language option. Many alterations were made to the layout of the park, changing the names of many different areas that contained phrases with context that was difficult for the Japanese locals to understand (e.g. the transition from ‘Frontierland’ to ‘Westernland’).5 In an attempt to maximise profit, Tokyo Disneyland has become a much more localised theme park than Hong Kong Disneyland, and has found great success with that original goal due to the Japanese cultural tendency to appropriate imported ideas into completely new and entirely Japanese creations. In comparison, Hong Kong Disneyland has been much less successful, which can be credited to its far more Americanised system of management that does not cater to the demands of the locals to the extent of the heterogenetic Tokyo
The Walt Disney Company, or more commonly known as Disney, is an American corporation headquartered in the Walt Disney Studios, Burbank, California. Disney (DIS) is the largest operator of theme parks and resorts and largest media conglomerate, reported total revenue of $11.58 billion, a 4% raise from the previous year in its third-quarter results. Most of its revenue is generated from the media network segment and the park and resort segment. Disney's strategies mainly focus on generating the best creative content possible along with innovation and utilizing the latest technology. (Seekingalpha.com, 2014)