Disneyland Resort Paris - Case Study Example

1. What markets are the Disney resorts and parks aiming for? The aim of Disney resorts and parks is to implement a marketing strategy, which drives visitation, occupancy and revenue for the Disneyland Resorts all over the world. Their marketing strategy team focuses on developing business communication strategies and collaborating with cross-discipline team to develop communication plans that drive the consumer behaviors (Williams, 1). This Company also serves as stakeholders of new business growth, through transformation of consumers’ prospect on the brand product. This product facilitates positioning of the Disney as trusted provider of the shared travel leisure experience in the world, and management team that ensures the maximization of campaigns across a wide range of marketing tactics. The target markets of Disney resorts and parks comprise of consumers of all ages, since it is an attraction designed to entertain and enchant guests of all ages. However, in order to focus on customers of different age and gender, there are designs of outpost of creativity, discovery and entertainment. Nevertheless, Disney resorts focus mainly on children below the age of fourteen, through the main campaign’s direct marketing towards children. Therefore, despite attempts to stir the interests of the adult celebrity portraits series, adult demographics are broadcasted on television and other advertisements. In addition, there are the campaign’s commercials, the slick publicity images that are aimed at children demographics, thus leaving incentives for children below six years to visit the parks. 2. Was Disney’s choice of the Paris site a mistake? Disneyland in Paris was established in 2006, whereby it consisted of three parks, which include Disney village, Disney land Paris and Disney Studio Park. In fact, the Village had stores and restraints, while the Disneyland Paris had a main theme park and the Studio Park was focused on movie making theme. Nevertheless, this was a mistake, since there were numerous factors posing challenges to the establishment of Disneyland in Paris. At the beginning of the project, there were concerns, whereby it was subjected to criticism. In fact, when the announcement was made concerning building of the park in France, some of the citizens were not supporting the idea. The project was being referred to as the "Cultural Chernobyl” due to the claims that it would affect the French cultural values. Other referred to the park as a "horror made of cardboard, plastic and appealing colors”, while others referred to it as "a construction of hardened chewing-gum and idiot folklore taken straight out of comic books written for obese Americans". Most importantly, some commentators in this issue had elements of cultural arguments that were anti-Americanism of the French intellectual elite, though this did not depict the attitudes of the majority. Disney also had trouble in the process of hiring and recruitment due to the grooming requirements that required the candidates to have a neat dress code, a ban on facial hair, set standard for hair and fingernails, and appropriate undergarment. In fact, the French press and trade unions posed a significant objection on these grooming requirements, with a claim that they were excessive and strict; thus, they were considered unreasonable in France. In addition, Disney experienced problems in accommodating the staff, since the employees swamped the housing that was available, thus forcing the company to build additional apartment. 3. What aspect of their parks’ design did Disney change when it constructed Euro Disney? The park was designed to fit in Disney’s conventional appearance and values, but there were a number of changes made to accommodate the preference of European visitors. For Instance, there was a market research indicating that European would respond to images of “Wild West" of America. In this case, the rides and hotels were designed with an emphasis of this theme. Disney focused on eliminating the criticism from the French intellectuals and politicians, due to the claims that the designs were "Americanized,” thus becoming a way to American "Cultural imperialism”. Therefore, Disney had to design the park in a way that emphasized on European heritage of numerous attributes and increased beauty and fantasy, in order to counteract the charges of American Imperialism. Moreover, the designs also focused on competing against the exuberant architecture and sights such as the Discovery land, Jules Verne, the French author and Snow White. Europe Disney introduced a variety of fast food in the restraints and snack bars, which featured food from different places of the world. Disney also introduced top chefs to visit and taste the food, though there were anxieties expressed in relation to the different eating behaviors between Americans and Europeans. In fact, Americans prefer to eat snacks and fast meals during the day, where else, Europeans prefer to sit down and eat at conventional mealtime. Therefore, this poses a significant implication on the peak demand on levels of reducing facilities. A further concern that led to the change of design related a concern that European visitors would not tolerate long queues, and to overcome diversion such are films and entertainment, which were planned for visitors who would be waiting in line for a ride. In this case, Disney Company has made a substantial effort to customize their services and products in a way that suited the customers in Paris. 4. What did Disney not change when it constructed Euro Disney? Some of things that did not change when Euro Disney was constructed are the process of recruiting and training employees, whereby they employed 12,000 and 14,000 permanent employees and 5,000 temporary employees. The employees were trained to prepare them in order to achieve high standards of customer service and foster relevant understanding of the operational routines and safety procedures. The company’s objective still prevailed by hiring forty-five percent of employees from France, thirty five percent from other European countries and fifteen percent of from outside Europe. There was an opening of an information centre for showing to the public what they were constructing. The other procedure that did not change is the recruitment of the cast members, who are needed for the park’s attractions. Nevertheless, due to lack of change in the hiring requirement, the process had problems. There were issues related to requirements that insisted about the dress code, and they banned the facial hair, whereby there were standards for the hair and fingernails and appropriate undergarments. The company insisted on the grooming requirements, despite the controversy raised by the French press and trade union; thus, Disney did not modify the grooming standards. The company did not change the fact that they offer accommodation for their staff, despite the problems experienced; in fact, they built houses for their staff in order to deal with the problem. Therefore, they built apartments and rooms for rent for accommodating the employees, and they succeeded in recruiting and training the members of cast prior to the opening day as usual. In this case, Disney Company has been following the same procedure of recruiting and hiring employees and it did not change to meet the desires of French civilians. They held their values up against the controversy related to their glooming requirements for the employees, and they insisted on training the employees and cast members before the opening day. 5. What were Disney’s main mistakes from the conception of the Paris resort through to 2006? The decision to venture in European market by Disney in order to construct the Euro Disney was mistake, given that they failed to gather ample information about the consumer behaviors, in France. However, there are some of the serious mistakes made by the Disney Company relates to constructing Euro Disney in a way that had significant similarity to the American parks. Therefore, these American themes were unpopular to the French visitors, who are interested with glass of wine or beer and food. This led to low initial attendance, which was disappointing to the company; thus, this was associated with the mistake of using the American themes such as Wild West in their restraints. The other leading mistake relates to hiring of excess employees, whereby during the first nine weeks of their operations, approximately one thousand employees left. Employees left due to the hectic pace of work and expectations long working hours by the company. The other serious mistake relates to chaotic conditions in the first few weeks, whereby the company conceded conditions that were difficult after the pack was opened. The other mistake related to employing young employees who were relatively young, and they had the age of school or college age. In fact, they were compensated hourly on the task that was considered repetitive which involved constant contact with customers. These employees were not able to maintain a high level of courtesy and work performance. The company was not able to offer quality services to their customers, leading to low income that would cause the downfall of the company. The employees in the company were not motivated by the incentives and compensation; consequently, they were not willing to offer quality services to customers. In fact, the company was blamed for apparent difficulty in understanding the way European work. Therefore, the company was not able to integrate the European theme; instead, the American theme seemed to pose a potential threat to European culture. In addition, they also made a mistake of constructing a park of a lower standard compared to the American parks. In fact, some of the visitors who had an experience of the American park made commented that the standards of services would not be accepted in America. Moreover, some of the cast members were not able to meet the expected standard of services. The other serious mistake related to having few rides, when the rollercoaster Indiana Jones and the Temple of Peril was opened. Moreover, they failed to check the mechanical problem, since the first Disney roller coaster with 360-degree loop caused injuries to the guest. The guests were injured when emergency brakes were locked on that ride, and leading to a temporary shutdown of the ride for investigation. In conclusion, the paper has discussed a case study of Disney resort parks, to identify the target markets for Disney resort parks. The paper also seeks to determine whether Disney Company made a mistake by venturing in to Paris, by constructing Euro Disney. It also seeks to identify the things that were changed in construction of Euro Disney, and the things that are were not changes remained the same. Finally, it seeks to establish the mistakes made by Disney from conception of Euro Disney in Paris to 2006. Works Cited Disney Resort. Case Study: Disneyland Resort Paris (abridged). p. 162-166. Print. Williams, Lisa-Marie. "Disneyland Resort Paris Study Experience". Mayzmusik Performing Arts Academy. 2012. Web. 20 Oct 2012.  http://www.mayzmusik.co.uk/docs/disney%20letter%202013x.pdf Read More