Eurodisney

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Case B-1: The Not-so-Wonderful World of EuroDisney |

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Strengths | Weaknesses |

* Location of theme park * Internal Funding * Adapted to cultural differences after initial try for globalization of cultures were unsuccessful. * Product was a known success in other areas of the world, such as Japan 's Disneyland and the various Disneyland's and Disneyworld's in USA. * After realizing prices were too high, management cut down on the costs of admission and hotels. | * Marketing strategy did not fit the cultural differences in the beginning. * Research failed to show that importing a theme park designed for Americans would work in another society. * Competitive forces were often took away attendance potential. * Promoting EuroDisney to the European crowd were unsuccessful. * Due to the success of Japan's Disneyland, the company had projected EuroDisney would have ideal fortunes, and would follow very similar steps in the development of EuroDisney as to Japan's Disneyland. |

Opportunities | Threats |

* Geographic state of the theme park, 310 million people live within 2 hours flight and 17 million within 2 hours driving. * Convention business had exceeded expectations. * Coming from successful parks in the USA and Japan, technology and design of the park was not an issue. * Funding from an outside source, a Saudi royal family member contributed to the turnaround of the park. * Amongst tourists of all nationalities, Paris is Europe’s most popular and iconic city destination. | * Climate conditions were falsely researched, assuming the multi-cultural tourists would adapt to the harsh winters. * Unpredictable changes in aviation costs urged potential customers to travel to other Disney destinations instead. * A theme park was located nearby, featuring cartoon characters from Europe, such as Asterix, from the French culture. * The economy was unstable for tourists. Recession, the end of the Gulf War, high...