尼在法国失败的案例分析presentation

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1、Finishedby:Deen(zhangyingyan)Susan(ZhouShuling)Shaw(XiaoLiang)Harry(huFagang)19/01/2011caseanalysispresentationonDisneySuzhouuniversityWhatfactorscontributedtoEuroDisney’spoorperformanceduringitsfirstyearofoperation?EuroDisneychosetoopenatawrongtime.2.Priceforticketa

2、ndDisneyhotelishigherinEuropethaninUS.3.Neglecttheculturalelementinmanagement.WhatfactorscontributedtoHongKongDisney’spoorperformanceduringitsfirstyear?1.Theparksizeissmall.2.Lackofcompetition.3.CulturaldifferencesTowhatdegreedoyouconsiderthatthesefactorswere(a)fores

3、eeableand(b)controllablebyEuroDisney,HongKongDisney,ortheparentcompany,Disney?1.ManagersdependsomuchontheexperiencesinUSandJapan,neglectthelocalconditionsinFrance,paynoattentiontoopinionsofemployeesfromFrance.2.WronginstructionsleadtheprogramofEuroDisneyintocrises,an

4、dthemodefromFloridaisintroducedandcopiedtoFrance.WhatroledoesethnocentrismplayinthestoryofEuroDisneylaunch?Franceisacountrywithstrongsenseofnationalpride.WhenDisneywantstobuythefarmlandatalower-than-market-price,theFrenchpeoplecriticizeditisanculturalimperialism.Inth

5、enegotiation,AmericanlawyerservesastherepresentationwhichisconsideredhostileinFrance.TheAmericansystemofextinguishingfireissetupinEuroDisney,whichistodenytheFrenchsafetystandard.CompellingtheemployeesfromFrancetowearuniformsofAmericanstylemeanschallengingandattacking

6、thefashioninFrance.Howdoyouassessthecross-culturalmarketingskillsofDisney?DisneyCompany’sattitudewascomparativearrogancewhenconsideringbuildingtheEuroDisneybecausetheyareallsuccessfulbefore.Thisresultstheignoranceofthepossibleexistenceofchallengesofthenewenvironment.

7、Frenchpeopleareproudoftheirowncultureverymuch.Debtexorbitantisverydangerous,becauseinterestistoomuch.Duetorarecompetitors,Disneywasoverpriced,especiallyinacontemporaryEuropeanenvironment.WhydidsuccessinTokyopredisposeDisneymanagementtobetoooptimisticintheirexpectatio

8、nsofsuccessinFrance?InChina?Disneylandbusinesshasbeenverysuccessful.JapanDisneylandismorebreathtaking.DisneyCompanyhadevennocapital