The Euro Disney Strategy: Designing and Building a World-Class Theme Park

1. Introduction

In the early 21st century, the Walt Disney Corporation was the world’s largest media and entertainment conglomerate, with operations in film production and distribution, television programming, cable systems, theme parks, hotels, and other areas. The company began as a film studio founded in 1923 by brothers Walt Disney and Roy O. Disney; it produced its first feature-length film, Snow White and the Seven Dwarfs, in 1937. In 1955 Disney opened Disneyland in Anaheim, California; the success of this venture led to the construction of Walt Disney World near Orlando, Florida, which opened in 1971.

2. The strategy of the Euro Disney

The strategy of the Euro Disney is to design and build a world-class theme park that is based on the Disneyland model but tailored to meet the needs and expectations of the European market. The company plans to achieve this goal by investing heavily in research and development to ensure that the park meets the highest standards of quality and by carefully selecting and training its employees to provide outstanding customer service. In addition, Euro Disney will use its powerful marketing capabilities to generate excitement about the park prior to its opening and to attract visitors from all over Europe. Finally, the company plans to maximize efficiency through the use of cutting-edge technology and rigorous operational planning.

3. The design of the Euro Disney

The design of the Euro Disney is based on the Disneyland model but with some important modifications. First, the park will be nearly twice as large as Disneyland, with an initial investment of approximately $4 billion. Second, it will feature six distinct themed lands: Main Street USA, Adventureland, Frontierland, Fantasyland, Discoveryland, and a central hub area. Third, Euro Disney will have more than 60 rides and attractions, including some that are unique to the park such as a pirate-themed river ride and a medieval castle where guests can experience a jousting tournament. Fourth, Euro Disney will also offer a wide range of dining and shopping experiences, from casual restaurants to high-end boutiques. Finally, the park will boast state-of-the-art facilities and infrastructure, including an extensive transportation system that will whisk guests around the grounds quickly and efficiently.

4. The environment of the Euro Disney

The environment of the Euro Disney is carefully controlled byDisney in order to create a safe and enjoyable experience for guests. First, all visitors must pass through security checkpoints before entering the park. Second, smoking is not permitted anywhere on park property. Third, alcohol is only available in certain areas and guests are not allowed to bring their own drinks into the park. Fourth, food is not allowed inside any of the rides or attractions. Fifth, loose articles such as bags and jackets must be stored in lockers before guests board any of the rides. Finally, appropriate clothing must be worn at all times; guests who are not appropriately dressed may be asked to leave the park.

5. The industry ofthe Euro Disney

The industryoftheEuroDisneyis very competitivewithmanyotheramusementparksinEuropeandaroundtheworld vyingforvisitors’attentionanddollars. In orderto staycompetitive,EuroDisneywillneedto offerahigh -quality productthat appeals towide rangeof potentialguests. Additionally,theparkwill needto remainprofitableby generatingenoughrevenuetocoverits operatingexpensesand debt payments

1. To achieve these goals, Euro Disney will need to carefully manage its costs, pricing, and marketing efforts.

2. The resources of the Euro Disney are mainly financial resources. However, the company also has a large amount of physical resources, such as the land on which the park is built, the buildings and infrastructure, and the rides and attractions. Additionally, Euro Disney has a large number of human resources, including employees who work in the park as well as in the company’s corporate offices. Finally, Euro Disney has a large database of potential guests that it can use to market the park to potential visitors.

3. The optimal utilization of resources is essential for Euro Disney to be successful. First, the company must carefully manage its finances in order to ensure that it has enough money to cover its operating expenses and debt payments. Second, Euro Disney must efficiently manage its physical resources in order to maximize the number of guests who can be accommodated in the park and to minimize wear and tear on the infrastructure. Third, Euro Disneyland must effectively manage its human resources in order to provide an outstanding level of customer service and to minimize turnover among employees. Finally, Euro Disney must wisely utilize its marketing resources in order to generate excitement about the park prior to its opening and to attract visitors from all over Europe.

4. In order to ensure that it is using its resources optimally, Euro Disney must track and analyze a variety of data points relating to its finances, guest satisfaction levels, employee satisfaction levels, and sales data. This information will allow Euro Disney to make informed decisions about where to allocate its resources in order to maximize profitability and guest satisfaction.

5. After careful selection and implementation of the optimal utilization strategy, Euro Disney must be accountable for ensuring that the strategy is executed effectively. To do this, Euro Disney will need to establish clear goals and objectives for the strategy and track progress towards these goals on a regular basis. In addition, Euro Disney will need to communicate regularly with employees and guests about the status of the strategy and solicit feedback about how it can be improved. Finally, Euro Disney will need to make adjustments to the strategy as needed in order to ensure that it remains effective over time.

6. Conclusion

The strategy of the Euro Disney is to design and build a world-class theme park that is based on the Disneyland model but tailored to meet the needs and expectations of the European market. The company plans to achieve this goal by investing heavily in research and development to ensure that the park meets the highest standards of quality, by carefully selecting and training its employees to provide outstanding customer service, by using its powerful marketing capabilities to generate excitement about the park prior to its opening, and by maximizing efficiency through the use of cutting-edge technology and rigorous operational planning. If Euro Disney is able to successfully execute this strategy, it will likely become the leading theme park in Europe and establish itself as a major force in the global theme park industry.

FAQ

The original strategy for Euro Disney was to replicate the Disneyland model in Europe. However, this failed because of cultural differences between Europe and the United States. Europeans are more skeptical of American culture and were not as receptive to the Disneyland concept.

In order to become successful, Euro Disney adapted its strategy by catering more to the local European market. It added attractions that would be more appealing to Europeans and changed its marketing campaigns to better target this audience.

Some of the key elements of Euro Disney's current success include its strong brand recognition, diversified revenue streams, and efficient operations.

The global economic environment has changed significantly since Euro Disney's inception, with the most notable change being the global financial crisis of 2008. This had a negative impact on Euro Disney's performance, but the company has since recovered and is now doing well again.

I think that Euro Disney's current strategy is sustainable in the long-term because it is based on catering to local markets and offering a unique experience that cannot be replicated elsewhere.

Potential threats to Euro Disney's continued success include another global economic downturn or a terrorist attack targeting one of its parks (as happened at Universal Studios Japan in 2001). These risks could be mitigated by diversifying into new markets or product offerings.

Lessons that other companies can learn from Euro Disney's turnaround story include the importance of adapting to local markets and the need to have a strong brand identity.